Culture and tourism integration by Secretaria de Turismo Bahia Setur

BRAZIL Program for Culture and Tourism Integration in Bahía (BR-T1038; ATN/JC-10081-BR)

Final Report

December 2007

Program for Culture and Tourism Integration in Bahia

Working Group involved in this First Report: “Analysis of the Situation” TARGET EURO Snc Vincenzo Zappino (Project Coordinator – Tourism Development Expert) Sergio Stumpo (Tourism Analysis and Cultural Development Expert) Gianluca Sarti (Tourism Product Expert) Giuseppe Florio (Community-based Tourism Development Expert) Federica Fontana (Project Identification Expert) ARS Progetti Srl Daniele Fanciullacci (Supervisor) Michele Trimarchi (Cultural Industry Expert) Intelligent Leisure Solutions (Local partners) Robert Phillips (Local Coordinator) Vera Lucia Rebouças Lyra (Cultural Industry Expert) Celina Cunha Basto (Tourism Development Expert) Alana Zoe Leal Calmon (Tourism Analyst Expert)

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Program for Culture and Tourism Integration in Bahia

Acronyms ABCV BTS BAHIATURSA CENAB Consultant CPs DINKS EMBRATUR EMTURSA FGV FPC FUNCEB

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GDP GPS GSM IBGE IDB IPAC

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IRDEB

MICE Mtur MinC MO PC PDITS

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PMU PRODETUR SEBRAE

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SECULT SETUR SIDRA

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SMEs SSA SUINVEST

: : :

SUSET

T.A.s ToR

: :

Bahian Association of Cinema and Video Baia de Todos os Santos Tourism Enterprise of Bahia (Empresas de Turismo da Bahía) Nautical Centre of Bahia Target Euro Snc and ARS Progetti Srl Cultural Points (Pontos da Cultura) Double Income No Kids (tourism segment) Brazilian Tourism Institute Tourism Enterprise of Salvador Getulio Vargas Foundation (Fundação Getulio Vargas) Pedro Calmon Foundation (Fundação Pedro Calmon) Cultural Foundation of State of Bahia (Fundação Cultural do Estado da Bahia) Gross Domestic Product Global Positioning System Global System for Mobile Communication Brazilian Institute of Geography and Statistics Inter-American Development Bank Institute of Artistic and Cultural Patrimony (Istituto del Patrimonio Artistico e Culturale) Radiodiffusion Institute of Bahia State (Instituto de Radiodifusão do Estado da Bahia) Meetings, Incentive, Congresses and Events Ministry of Tourism of Brazil Ministry of Culture of Brazil Management Office Personal Computer Integrated Development Plan for Sustainable Tourism (Plano de Desenvolvimento Integrado do Turismo Sustentável) Program Managment Unit Tourism Development Program Brazilian Service for Assistance to Micro and Small Enterprises (Serviço Brasileiro de Apoio às Micro e Pequenas Empresas) Secretariat of Culture State of Bahia Secretariat of Tourism State of Bahia IBDG System for Automatic Recupartion (Sistema IBGE de Recuperación Automática) Small and Medium Enterprises Salvador Superintendence of Investment in Tourism Destinations (Superintendência de Investimentos em Pólos Turísticos) Superintendence of Tourism Services (Superintendência de Serviços Turísticos) Travel Agencies Terms of Reference

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T.O.s UFBA UK UMTS UNWTO USA WTO

: Tour Operators : Federal University of Bahia’s State (Universidade Federal do Estado de Bahia) : United Kingdom : Universal Mobile Telecommunications System : United Nations – World Tourism Organization : United States of America : World Tourism Organization

Figures and Tables Figure#1 Figure#2 Figure#3 Figure#4 Figure#5 Figure#6 Figure#7 Figure#8 Figure#9 Figure#10 Figure#11 Figure#12 Figure#13 Figure#14 Figure#15 Figure#16 Figure#17 Figure#18 Figure#19

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Project Area SECULT (organization chart) Monuments by municipality Distribution of Artisans, Plastic Artists and Sculptors in the project area Handicraft production by municipality Historical center of SSA Protected cultural area in SSA (LEI n°3289/83) SETUR (organization chart) Tourism organization in Bahia Tourism Zones in Bahia Tourism trend in SSA and Bahia (1991-2005) Tourism arrivals my month (2005) Cultural and Tourism District’s structure Tourism product’s structure Tourism product lines of the BTS Tourism products of the BTS Tourism commercialization channels Development process of the CTD Action Plan’s projects by municipality

: : : : : : : : : : : : : : : : : : : :

Recorded titles in the “on-line” cultural data-base” - 2006 Collection of Visual Arts and Multimedia (2003-2006) FAZCULTURA – Patronized projects by sector (Bahia) FAZCULTURA – Applied budget by sector (Bahia) Fundo de Cultura – Budget distribution (2005-2006) Local stakeholders providing microcredit opportunities Classification of cultural activities by local Government Cultural stakeholders by municipality Architectural monuments in the Reconcavo Flow of visitors in public museums in Bahia Number of singers and musicians in the project area Typology of Handicraft Production by municipality Handicraftsmen by area Artisans, artists and sculptors in the project area Activities disaggregated by type and material of workmanship Television networks Radio networks Evolution of the Urban Development Policy in SSA SWOT Analysis of the historical center of SSA Institutional tourism organization by municipality

********** Table#1 Table#2 Table#3 Table#4 Table#5 Table#6 Table#7 Table#8 Table#9 Table#10 Table#11 Table#12.a Table#12.b Table#13 Table#14 Table#15 Table#16 Table#17 Table#18 Table#19

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Table#20 Table#21 Table#22 Table#23 Table#24 Table#25 Table#26 Table#27 Table#28 Table#29 Table#30 Table#31 Table#32 Table#33 Table#34 Table#35 Table#36 Table#37 Table#38 Table#39 Table#40 Table#41 Table#42 Table#43.a.b.c. Table#44 Table#45 Table#46.a.b.c.

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Tourism Arrivals from origin in Bahia (1991-2005) Tourism Arrivals from origin in Salvador (1991-2005) International tourism arrivals by country Domestic tourism arrivals Characteristics of International and Domestic Tourists Tourism arrivals by month - 2005 International flight passengers Domestic flight passengers Passengers with international charter flights to Salvador Movement of Cruise Ships on the Coasts of Bahia Cruise passengers SSA And BAHIA Tourism accommodation by Tourist Zone in Bahia Tourism accommodation in SSA and BTS Occupancy rate by hotel Tourist restaurants in SSA and BTS Transport services in SSA and BTS Piers and parking areas for boats in the BTS Number of Travel Agencies in the project area Main cultural tourism packages organized by municipality Public-Private Investments in Tourism Sector (1991-2015) Investments in hotels and other accommodation structures Total revenues generated by tourism in SSA Total employees in tourism Analysis of the Tourism Products Tourism segments by trip composition and trip organization Tourism segments by market of origin Action Plan’s projects and tourism products

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Program for Culture and Tourism Integration in Bahia

Index Introduction ....................................................................................................................... 8

PART 1 ANALYSIS OF THE SITUATION 1.

Analysis of the Situation ......................................................................................... 13 1.1

Cultural Industry ............................................................................................. 13 1.1.1 Definition of cultural industries ......................................................... 13 1.1.2 The institutional framework ............................................................... 15 1.1.3 Cultural policy and strategy of Bahia’s Government ........................ 19 1.1.4 Supporting funds for cultural sector .................................................. 19 1.1.5 The state of the art: cultural supply and demand............................... 22 1.1.6 Historical Centre of Salvador de Bahia: a special overview ............. 39 1.1.7 Main constrains and necessities......................................................... 49

1.2

Tourism sector ................................................................................................ 53 1.2.1 Tourism organization, policy and strategy ........................................ 53 1.2.2 Tourism demand ................................................................................. 60 1.2.3 Tourism supply ................................................................................... 70 1.2.4 Economic figures................................................................................ 76 1.2.5 Main constrains and necessities......................................................... 79

1.3

SWOT Analysis .............................................................................................. 83

1.4

Conclusion ...................................................................................................... 91

PART 2 CULTURE AND TOURISM INTEGRATION STRATEGY 2.

Strengthening and Integration Strategy ............................................................... 95 2.1

Rationale for strengthening the cultural sector ............................................... 95

2.2

Available Tools to sustain the integration between culture and tourism ........ 96 2.2.1 Facilitation of cultural demand ......................................................... 96 2.2.2 Relief of institutional constraints ....................................................... 97 2.2.3 Optimal organization ......................................................................... 98

2.3

The model of Cultural and Tourism District (CTD) ....................................... 99 2.3.1 Features of a cultural and tourism district ........................................ 99 2.3.2 Operation of a Cultural and Tourism District ................................. 100 2.3.3 Benefits of a Cultural and Tourism District ..................................... 100 2.3.4 Impact upon artistic creativity and cultural production .................. 101

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2.4

The culture and tourism district of the Baia de Todos os Santos .................. 102 2.4.1 CTD’s key-stones ............................................................................. 105 2.4.2 CTD’s structure................................................................................ 105

Ethic and responsibilities in cultural tourism development .............................. 113 3.1

Definition of cultural tourism ....................................................................... 113

3.2

Ethics for Tourism ........................................................................................ 115

3.3

Culture, Tourism and Local Communities .................................................... 116

3.4

Ethic principles of the Cultural and Tourism District in Bahia .................... 119

Best Practices ......................................................................................................... 120 4.1

Main possible shortcomings.......................................................................... 120

4.2

The case of Matera, Italy .............................................................................. 121 4.2.1 Overview ........................................................................................... 121 4.2.2 Description of the site........................................................................ 121 4.2.3 Management: evolution and present features .................................... 122 4.2.4 Institutional setting............................................................................ 123 4.2.5 Management ..................................................................................... 124 4.2.6 Funding ............................................................................................ 126 4.2.7 Critical Comments ............................................................................ 126

4.3

The case of Tunis .......................................................................................... 127 4.3.1 Evolution and institutional setting ..................................................... 127 4.3.2 The Association and its participative structure .................................. 128

The Cultural Tourism Products Portfolio of the BTS ....................................... 132 5.1

Definition and key-issues of Cultural Tourism ............................................. 132

5.2

Methodology ................................................................................................. 133

5.3

Potential Cultural Tourism Product Portfolio ............................................... 135 5.3.1 Cultural tourism product lines ......................................................... 136 5.3.2 Specific cultural tourism products ................................................... 137 5.3.3 Short term cultural tourism products of the BTS ............................. 143

5.4

Tourism Segments and Markets .................................................................... 169 5.4.1 Matrices: Products-Segments and Products-Markets...................... 169 5.4.2 Conclusion on Tourism Segments and Markets ............................... 172

5.5

Distribution Channels ................................................................................... 173

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Program for Culture and Tourism Integration in Bahia

PART 3 ACTION PLAN 6.

Action Plan ............................................................................................................. 176 6.1

Program objectives........................................................................................ 176

6.2

Implementation activities by priority ............................................................ 178

6.3

Direct impacts of the Action Plan on the cultural tourism products ............. 182

6.4

Map of the projects ....................................................................................... 188

6.5

Integration with the present cultural and tourism policies and strategies ..... 189

6.6

Program Budget ............................................................................................ 190

ANNEXES Annex 1 Annex 2 Annex 3 Annex 3a Annex 3b Annex 3c Annex 4 Annex 5 Annex 6 Annex 6.a Annex 7 Annex 8 Annex 9 Annex 10 Annex 11 Annex 12

- Gestao Centro Antigo de Salvador - List of museums - Infrastructures for Performing Arts - Built Heritage - Cultural and Natural Attractions - List of Bahian writers - Prodetur_NE-II - Definitions of Cultural Tourism - Questionnaire Analysis – TOs (Results) - Questionnaire (Inbound and Outbound Tour Operators) - Cultural Products Matrix - Action Plan Projects - Financeiro Museu du Ritmo - Additional Cultural Projects - Timetable / IDB Program - Working days (experts)

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Culture and Tourism Integration in Bahia Introduction

Introduction Target Euro Snc and ARS Progetti Srl (hereinafter jointly referred to as ‘the Consultant’) have been retained by the IDB to provide technical assistance services to the Bahia’s Government (SECUL and SETUR) in order to identify a Program for Culture and Tourism Integration in Bahía (BR-T1038; ATN/JC10081-BR). As stated in the ToR, the technical assistance provided by the Consultant was geared towards a detailed analysis of the present situation in the project area, the identification of new integration opportunities among Culture and Tourism Industry, and the definition of an Action Plan including concrete priority projects for promoting cultural tourism development in the short term. The working methodology of the Consultant has been based on a constant interaction with Bahia’s Government and all local cultural and tourism stakeholders of the project area. The first meeting with Bahia’s Government (SETUR and SECULT) was held on May 1st 2007 with the specific purpose to identify the priority actions and the focus area for the Action Plan of the IDB Program. The basic assumption was to focus the IDB Program in a specific area in Bahia in order to optimize the interventions and define a sort of pilot program to be replicated in the other areas of the State. The selected project area was the “Baia de Todos os Santos”, including Salvador and the Reconcavo area. It is an area composed by 14 municipalities, including Salvador, and the criteria used for its identification have been the following: - Present cultural and tourism development strategy: Baia de Todos os Santos is considered a priority tourism destination by the present tourism strategy. - The project area is one of the richest areas in the State of Bahia in terms of cultural and natural attractions and tourism supply is well development (especially in Salvador). Figure # 1

During the technical assistance the Consultant has organized, also in collaboration with SETUR and SECULT, several meetings with the most important local

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Culture and Tourism Integration in Bahia Introduction

stakeholders. In addition, three main working groups have been organized in Salvador, Cachoeira and Itaparica1. The working groups have been an excellent qualitative investigation tool that allowed the Consultant to quickly and easily collect information directly from local stakeholders, including the population. The working groups were used by the Consultant especially for submitting to the local key actors specific questions about problems and necessities of the project area, and to identify their attitudes, expectations, interests and suggestions, as concrete project ideas that should be included in the Action Plan of the present IDB Program. The outputs of this qualitative investigation have been crossed with the quantitative analysis of the official data collected by the Consultant. The specific purpose of this methodology was to confirm with the official data, the qualitative information collected during the meetings and working groups. This analysis is typically descriptive and does not assume strict conclusions. But at the same time, it gave to the Consultant important information to be taken into consideration for the identification of the IDB Program. In particular, during the working groups with local stakeholders a series of proposals have been identified, analyzed and inspected by the Consultant. In addition, the present working methodology has been adopted by the Consultant because it has been considered very suitable for identifying a scenario who takes into account the consistency, diversity and density of the Bahian culture. Considering the documentation used by the Consultant, it included annual reports of both Secretariats (SETUR and SECULT), other documents and legislation especially available in Internet (web-pages of Bahia’s Government: MinC, SETUR, SEULT, SEINFRA, Fundación Gregório de Mattos), and all other information directly provided by Bahia’s Government.

General information about the project area: The project area has a total estimated population of around 3 million people (IBGE) and almost 90% of them live in Salvador, that it is also the capital of Bahia’s State. Based on the official data (IBGE, Censo Demográfico 2000, SIDRA), the population in the project area is quite poor and, despite more than 82% of them was in the working age in 2000, 43% of local population does not have any income (8% of the families does not have monthly incomes). In addition, 52% of the total families in the project area has monthly incomes only until 3 minimum wages. In the Greater Salvador (it includes also the project area), the economy has undergone major changes during the last 40 years, with the growth of industrial activity and the modernization of the commercial and service sectors. This growth has accelerated to the extent that the composition of the Gross Regional Product 1

Another working group organized in São Francisco do Conde has been cancelled because of lack of the necessary conditions, considering the Public Administration was involved in a juridical contentious.

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Culture and Tourism Integration in Bahia Introduction

has changed: industry increased its contribution to the state’s GDP, while agriculture declined, as did the trade and services sectors. The process of industrial expansion has accelerated with the installation, at the end of the 1970’s, of the Petrochemical Centre of Camaçari. The main sectors of the transformation in industry are chemicals / petrochemicals, metallurgy, foodstuffs, nonmetallic minerals and drinks, among others. In spite of the recent recession, commerce and agriculture continue to be strong within the total economy of Northeast Brazil. Bahia is also one of most mineral-rich states in Brazil (gold, copper concentrate, magnetite, chromites, rock-salt, barite and manganese ) and close to the project area there are some important mines. Finally, from the 1960’s on, tourism came to figure strongly in the economic profile of the project area and, in general, of Bahia. Now, it is considered a strategic transversal sector, very useful for promoting economic development especially involving local population.

* * * * * Finally, the present Draft Final Report consists of 6 chapters and 13 annexes as follows: - Chapter 1: Analysis of the Situation This chapter includes a general analysis of the present cultural and tourism industry in the project area. Due to the lake of information, official statistical data have been integrated by the information collected through personal interviews conducted with the most important local cultural and tourism stakeholders. The main aim of this chapter has been to make a picture of the present situation in order to identify the priorities and necessities where focusing the actions included in the IDB Program. - Chapter 2: Strengthening and Integration Strategy The present chapter includes the model and strategy for strengthening the cultural sector and integrating culture and tourism in Bahia. In particular, it identified the organization of a Culture and Tourism District of the Baia de Todos os Santos as the most suitable integration model to be organized and implemented in the short term by the present IDB Program. - Chapter 3: Ethic and responsibilities in Cultural Tourism Development This chapter takes into account that tourism is generally considered as a sector able to stimulate local social and economic development, but at the same time, if not well managed, it could generate many negative impacts. Considering this assumption, the Consultant described in this chapter how the cultural tourism should be developed in the project area. It should have to be a tourism which stimulates preservation and valorization of local culture and social integration. The main purpose of the Consultant was to identify the guidelines to be followed by the Cultural and Tourism District in order to concretely limit the risk of “merchandising” local culture to the tourists, while it should have to be organized for developing and valorizing the cultural industry and cultural supply.

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Culture and Tourism Integration in Bahia Introduction

- Chapter 4: Best Practices In this chapter, some best practices of Cultural and Tourism Districts developed in Italy and Tunis have been described by the Consultant. The specific objective was to explain how other tourism destinations have integrated culture and tourism industries through the organization of Cultural Districts. - Chapter 5: The Cultural Tourism Product Portfolio of the BTS Actually, the Consultant -based on the field work carried out in the period June/August 2007- has somehow enlarged the initial scope of work by identifying the potential cultural tourism portfolio of the project area. So that in this chapter, the Consultant has implemented a specific analysis (direct interviews + questionnaire analysis) in order to identify not only the short term cultural tourism products that should be developed in the Baia deTodos os Santos, but also the potential tourism segments and markets and a set of actions that, if properly implemented, would definitely support the organization and development of each identified cultural tourism product. - Chapter 6: Action Plan The last chapter includes the Action Plan of the IDB Program. In particular, it has been composed by different groups of actions regarding institutional development, basic infrastructure, cultural supply and tourism services. In addition, all identified activities have been classified into three categories: i) Pillar projects; ii) Core Development Projects; and iii) Enlargement projects.

Finally, the annexes have been prepared to respond to specific requirements stated in the ToR and in the Draft Final Report in terms of information / data on the cultural industry and tourism sector.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

PART 1 Analysis of the Situation

TARGET EURO Snc – ARS Progetti Srl

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Analysis of the Situation

1.1

Cultural Industry

The analysis about the cultural industry has been carried out taking into account the official statistical data2 made available by Bahia’s Government (SECULT) and, especially, personal interviews conducted by the Consultant, at the time of the field missions (May, June, July and August 2007) with the most important local stakeholders of the project area. In addition, due to the fact that official figures about cultural supply are very limited, the Consultant has carried out 3 focus groups and 2 addition meetings in the project area, grouping the most important stakeholders of all municipalities of the Baia de Todos os Santos. In this way, important information have been collected and integrated to the official data in order to have a clear picture of the situation about the cultural sector. Finally, the main aim of this analysis is to identify the desireble synergies among the various components of the cultural industries sector, for cultural tourism to be strengthened and re-qualified due to a more effective and consistent use of cultural heritage and activities.

1.1.1 Definition of cultural industries Economists tend to use the label “cultural industries” in a variety of meanings, indicating either the whole cultural sector, or its part producing serial commodities such as books, movies and audiovisuals3. In such a way scholars have often distinguished between the traditional part of the cultural sector, such as the performing arts, museums and galleries, archaeological sites on one hand, and those activities implying industrial organization of production, such as publishing, broadcasting, etc. on the other. The discriminating element in such a distinction is given by the nature of productive processes. While they seem to keep a sort of craftsman approach in the traditional forms of art, they are able to incorporate technological progress in cultural industries. This tight separation between the two parts of the cultural sector must be questioned, in the light of recent evolutions whereby there is a growing integration between traditional and “industrial” forms of art. On one hand, museums and theatres extensively adopt new technologies, and sell a growing amount of goods and services (from books and catalogues to audioguides) where technology is massively employed. On the other hand, the mere 2

The study, carried out by the Consultant, takes in consideration the data provided by the Secretariat of Culture of Bahia’s Government which carried out a “census” of all the Cultural activities occurring in the State, beginning with the surveys made between 2002 and 2006. 3 See for all Ruth Towse (2003, editor), Handbook of Cultural Economics, Aldershot, UK, Elgar; Carla Bodo and Celestino Spada (2004, editors), Rapporto sull’economia della cultura in Italia 1990-2000, Bologna, Il Mulino.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

characteristic of reproducibility, present in the movie, book and audiovisual sector, is not necessarily a discriminating element: many creative sectors such as design or fashion design actually show both aspects, mixing craftsman approach with serial reproduction of some of their products. This uncertainty in definition implies that any analysis of cultural industries must be actually related to specific sites and cultures. In the case of Bahia the features of cultural supply suggest the adoption of a wide meaning of “cultural industries”, acknowledging the cultural and social role that cultural heritage and the performing arts, together with craftsmanship and relevant technology, play in the Baia de Todos os Santos. In fact, as we will more specifically illustrate in the following sections, we can find serial characteristics in several parts of cultural supply. Considering, for example, the built heritage, it is formed by three main groups of buildings: churches, factories and houses; each of the three has been diffused in the Baia de Todos os Santos replicating materials, shapes, colours and decorations, showing a prevailing attention towards the (religious, productive, and residential) function rather than towards the artistic opportunity of generating unique pieces of art. The same seem to hold for the performing arts, where the respect for fixed rules in staging dance, music or drama appears much more relevant than the seek for originality and uniqueness. And of course it holds for musical instruments and ceramics, cloth and the popular visual arts. Literature, finally, is certainly the realm of a very powerful creativity in the works of the several local writers (e.j. Jorge Amado and other local writes knew at international level), but it can be serially produced, and in some way it may represent a sort of quintessential creative sector where all the Bahian cultural and artistic forms converge and find consistency. Summing up, cultural industries in the project area (Baia de Todos os Santos) are represented by: a) built heritage in the forms of monuments, churches and religious sites, factories and farms, residential sites; b) intangible heritage such as literature and poetry, music and dance, drama, describing life and its values in Bahia; also religious rites, traditions and beliefs of the unique syncretic Bahian culture must be included; c) craft production, both used in other cultural sectors (e.g. musical instruments) or autonomous (e.g. ceramics); d) advanced forms of art such as design, the contemporary visual arts, contemporary architecture; e) the audiovisual sector (radio, television, movies).

TARGET EURO Snc – ARS Progetti Srl

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

1.1.2 The institutional framework Federal level Brazilian cultural policy is the outcome of the combination among federal, state and municipal levels of government. At the federal level the Ministry for Culture (MinC), created in 1985, has been gradually expanded, and presently it adds to its traditional competences (preservation of heritage, design of cultural policy) also the administration of cinema, video and the arts. It recently incorporated the National Foundation of the Arts - FUNARTE, and the Institute of Historic and Artistic Heritage - IPHAN. The Ministry has also a series of Regional Offices, with the task of providing local communities and administrations with information and assistance. The recent strategy of the MinC tends to emphasize the long-term perspective and the attention at local identity and cultural diversity. The main program aimed at supporting the Brazilian production of culture at the federal level is the PRONACNational Program in support of culture, also known as “lei Rouanet”; it is implemented through the National Fund for Culture-FNC, the Funds for Cultural and Artist Investment-FICART, and a program of incentives devoted to cultural projects. It aims at a very extended range of goals, from protection to promotion. There are also specific funds for cinema (FUNCINES). Within the federal institutions, Bahia state hosts the office of IPHAN, which holds among the various activities a digital archive of the classified cultural goods in Brazil. Finally, MinC has a national Program called “Programa Cultura Viva”, which includes the realization of Cultural Points (Pontos da Cultura) in the whole Brazil. Actually, there are more than 650 Cultural Points in Brazil, so that the Federal Government decided to organize them creating a network among all Cultural Points. In the project area, the Programa da Cultura Viva includes the organization of 4 Cultural Points (CPs) respectively in Salvador, Santo Amaro, Cahoeira and Vera Cruz. They are initiatives of the civil society which will sign agreements directly with the MinC in order to implement all actions included in the “Programa Cultura Viva”. The CPs do not have a standard model. They can be organized in different ways, both physically and from the organizational point of view. But, a common aspect for all CPs is the collaboration among public sector and communities in the management of the cultural development. In addition, considering that the final objective of the CPs is to stimulate local communities in developing their cultural production, each CP will be equipped with multimedia tools useful for cultural activities (ej. recording and digitalization equipment and studios, digital cameras and screens, computers, and all other equipment that should be used by local communities for their cultural production).

TARGET EURO Snc – ARS Progetti Srl

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

The role of the MinC is to provide financial resources and support local stakeholders to implement the CPs, offering physical spaces and equipments. Considering the Cultural Point in Santo Amaro (see Figure # 1), this has been created with an agreement betweenMinC and IPHAN, which is the institution in charge of restoring the Solar Subaé (it is the place where the CP will be organized), managing the technical assistance activity through the Diretoria Nacional de Patrimônio Imaterial. That agreement has been signed on September 2007, and the Cultural Point in Santo Amaro will operate as regional point in network with all other Cultural Points of the Reconcavo. Finally, the Cultural Area of Santo Amaro will be a place equipped for the transmission and reproduction of all knowledge related to the Samba de Roda in order to preserve its rhythm. In addition, it will be the headquarters of the "Associação dos Sambadores e Sambadeiras do Recôncavo da Bahia”.

State level

Figure #2

At the state level, Bahia has recently – December, 2006 – separated the competences of the former Secretariat of Culture and Tourism into two different Secretariats (SETUR and SECULT). The newly born Secretariat of Culture aims at supporting cultural production, preserving the cultural identity and memory of the state, and promoting the development of cultural and educational radiodiffusion. The Secretariat also includes the management of the following institutions: o Instituto do Patrimônio Artístico e Cultural (IPAC); o Fundação Cultural do Estado da Bahia (FUNCEB); o Fundação Pedro Calmon – centro de Memória e Arquivo Público da Bahia – FPC; o Instituto de Radiodifusão do Estado da Bahia – IRDEB.

TARGET EURO Snc – ARS Progetti Srl

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

In addition, all these institutions collaborate with SECULT in order to identify, organize and implement actions for promoting the development of the cultural sector. An example should be represented by Funceb. The following tables show the amount of items introduced in the cultural database of the Bahia state in 2006, and the number of interventions disaggregated by activity sector between 2003 and 2006. Table # 1 Recorded titles in the online data-base - 2006

Collection Coleção documental de cinema e vídeo

1.535

Coleção arquivística e bibliográfica de teatro

2.348

Coleção documental TCA

1.809

Coleção Bibliográfica de Literatura (cordel e outros)

7.080

TOTAL

12.772

Source: SCT/FUNCEB

Table # 2 Collection of Visual Arts and Multimedia (2003 – 2006) Year

Video

Film Users

Photo

Loans

Users

Library

Users

Loans

Users

Loans

2003

403

879

2004

506

812

160

2005

401

690

2006

288

509

Source: SCT/FUNCEB

Based on the information collected at the SECULT and other information available on Internet (SECULT’s web-page), the governance system is based on three main entities: Cultural State Council; Sectorial Chambers and the Forum of Municipal Directors. The Cultural State Council (Conselho Estadual de Cultura) includes representatives of the civil society and works in the following issues: literature, theatre, visual arts, music, audiovisual, dance, architecture, African culture, etc.. Its members have been selected by consultations carried out with the most important stakeholders of the Bahian culture and its main aim is to formulate the cultural policy of the State giving its opinion about cultural programs and asking support for cultural entities and institution of Bahia’s Government. In addition, it can also suggest/propose actions for promoting and valorizing the culture, preserving the bahian physical patrimony and, finally, it Ângela Andrade: “a idéia é atuar em rede can give its opinion about the restoration of historical para assegurar de buildings. forma mais eficiente as ações de The Cultural State Council works through four Sectorial descentralização da Chambers (Chamber of Articulation and Integration; cultura para o interior do estado, além do Chamber of Historic, Artistic, Archeological and Natural alinhamento das Patrimony; Chamber of Socio-Cultural Policy; and propostas indicadas pelos 26 territórios de Chamber of Contemporary Cultural Production). Its identidade do Estado”. members are directly proposed by the Governor for the

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

final appreciation of the Legislative Assembly. Considering the Forum of Municipal Directors, this has been created on May 2007 and during its first edition has been attended by municipal secretaries and public managers coming from 139 municipalities in Bahia, representing the whole territory of the State (the 2nd edition will take place on October 25th 2007). The Forum is considered by SECULT as one of the most important tools for planning and setting the cultural policy and strategy in collaboration with local municipalities. Its main objectives are: i) to promote the ethic, human values and other universal values; ii) to stimulate the coordination among the activities of all involved municipalities; iii) to recognize and highlight the coexistence ofdifferent cultures; …….. vi) to promote the artistic and cultural interchange among all involved municipalities; vii) to identify integrated actions for supporting and promoting cultural events and manifestation in the state of Bahia; ……. etc.. The key actors for SECULT are the Federal Government, local municipalities, all other Secretariats of the present Bahia’s Government and the civil society. Finally, considering the centre of Salvador, Bahia’s Government organized in October 2007 a Management Council for the Ancient Centre of Salvador de Bahia. The Management Council will be attended by SECULT, SETUR, SEINFRA, SEDUR, Municipality of Salvador, and other important stakeholders operating for the centre of Salvador. (for more details, please see Annex 1 ).

Municipal level A recent trend in Bahian cultural debate is to give room to decentralization and participation of municipalities in the design and management of public action. The “1st Meeting of the Culture Municipal Leaders”, attended in May 2007, was held among municipal managers operating in the cultural sector in order to promote such goals. Within the Baia de Todos os Santos special attention must obviously be given to the Salvador Municipality, which manage the area where the greatest proportion of investments is concentrated. An important actor managing cultural policy in this area is the “Gregorio de Mattos Foundation”, an autonomous body linked to the Municipal government. This is the referential organization for the following institutions: • Arquivo Histórico Municipal • Biblioteca Prof. Edgard Santos • Casa do Benin - Espaço Cultural da Barroquinha • Museu da Cidade • Teatro Gregório de Mattos The main legislative act regulating cultural action on the part of the municipal government of Salvador is the ‘Lei municipal de incentivo a cultura’, introduced in 2005 and consisting of a program of tax exemptions for the private companies supporting cultural initiatives, up to 80% of the total value of each project. So far

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

we do not have available figures about the dimensions of the action based upon this law.

1.1.3 Cultural policy and strategy of Bahia’s Government The new cultural policy of SECULT is mainly focused on involving all local stakeholders in the cultural development, prioritizing activities that can increase cultural production. The main challenge for SECULT is to change the wayof conceiving and managing the culture in Bahia, enlarging the concept of culture, that should be understood as the whole symbolic production of a people This is the first step for SECULT and must lead to articulate the several aspects of culture and their respective potentials, such as capacity to generate additional incomes and jobs, or to be social-oriented, including social relationships, social inclusion, etc.. Culture is considered as an element that promote development, and so the present action is focused on two main objectives: i) to increase cultural production and make easier the accessibility to cultural goods; ii) to give a cultural meaning to the Bahian products, identifying and promoting a symbolic value for each-one of them. In addition, the decentralization of cultural programs and actions, and the democratization of the formulation process of the public policy about cultural development are considered important priorities in the cultural development policy of the present Government. These two priorities are actually under the responsibility of the Diretoria de Integração Regional da Cultura of SECULT and will be implemented through the: - creation of the SECULT’s Regional Poles; - organization of the State Conferences on Culture Finally, SECULT identified 5 action lines to be followed during the next 4 years of its administration. They are as follows: - Diversity: the aim is to valorize the cultural diversity. - Development: culture is a factor that promotes development. - Decentralization: the aim is to territorialize the governmental action in order to share a common cultural development policy. - Dialog and Transparency: the present cultural policy is based on the participation of all cultural stakeholders, in order to create a good relationship with Bahian population.

1.1.4 Supporting funds for cultural sector Considering the financial funds organized by Bahia’s Government, different options exist. In particular, from the previous administrative structure the main funds were maintained: FAZ CULTURA and Fundo de Culture, and in addition new tools were introduced, such as micro-credit.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

1. FAZCULTURA wascreated in 1999 by Bahia’s Government with the aim to stimulate the cultural diversity in the following areas: scenic art, music, cinema, video, photography, literature, plastic and graphic arts, handicraft, popular folklore and traditions, museum, library and archives, real estates and furniture. It is a program of incentives to promote cultural patronage and amounted toR$ 15 million in 2007. In particular it consists of tax exemptions offered to private companies covering with their contributions up to 80% of the value of any cultural project. FAZCULTURA allows a 5% of taxes reduction for the total amount sponsored (not exceeding the 80% of the total amount of the project). In addition, for receiving the tax reduction, the sponsor has to contribute with its financial resources for at least a minimum amount equivalent to the 20% of the total amount of the financed project. When the project idea has been accepted by the Directorate Commission, the proposer should have to look for the sponsor interested to finance the project. The sponsor will receive the tax exemption. The following tables, taken from official Bahia state documents, show the number and the amount of funds given to projects supported in Bahia in the period 2003-2006. Table # 3 FAZCULTURA - Patronized projects by sector (Bahia) Patronized projects Sector 2003 2004 2005 2006(*)

TOTAL

Scenic arts

131

Plastic Arts, Graphics and Photography

Cinema and Video

Literature

Archive, Library, Museum, etc.

Music

135

Popular traditions

124

132

134

157

126

549

TOTAL Source: SCT, 2006 * Up-dated to September 2006

Table # 4 FAZCULTURA - Applied budget by sector (Bahia) Patronized projects (R$ 1.000) Sector 2003 2004 2005 2006(*) Scenic arts

3.662

3.154

4.100

3.408

TOTAL 14.324

Music

2.384

2.547

1.550

715

7.196

Popular traditions

1.902

2.395

1.100

311

5.708

Plastic Arts, Graphics and Photography

1.000

903

1.050

419

3.372

Literature Archive, Library, Museum, etc. Cinema and Video TOTAL

325

913

1.400

1.657

4.295

1.950

2.653

3.600

3.446

11.649

944

243

2.200

2.225

5.612

12.167 12.808 15.000 12.181

52.156

Source: SCT, 2006 * Up-dated to September 2006

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

SECULT is introducing some changes in the regulation of FAZCULTURA, and the most important is related to the fact that 50% of total projects financed by the Fund will have to be implemented in the interior of Bahia (so far, the majority of the projects financed by the Fund was implemented in Salvador). 2. The “Fundo de Cultura” Table # 5 aims at supporting cultural Budget distribution – Fundo de Cultura (in R$) pluralism and diversity, as 2005 2006 well as cultural heritage TOTAL MAINTENANCE 8.895.943,80 21.536.965,42 (both tangible and SECULT 3.069.905,88 9.139.590,08 OTHER INSTITUTIONS 5.826.037,92 12.397.375,34 intangible) and research and PUBLICATIONS 308.374,60 868.918,41 diffusion on culture. Its main RESTAURATION 451.276,24 1.336.153,39 aim is to finance cultural MUSIC - CD 59.997,99 40.031,54 CULTURAL MARKET 400.000,00 150.000,00 activities and manifestations OTHERS 49.600,00 392.312,79 and the beneficiaries of the TOTAL GENERAL 10.165.192,63 24.324.381,55 Fund can be individual Source: SECULT persons or institutions with a juridical status both of private or public law, and they do not need to look for a sponsor in order to be financed. The projects financed by the Fundo de Cultura are those projects which are not considered relevant for potential sponsors, but they are objectively interesting for cultural development in Bahia. The following cultural sectors are involved: music, scenic arts, plastic and graphic arts, cinema, video and photography, literature, folklore, handicraft, museum, library and archives, cultural heritage. Finally, in 2005 the Fundo spent R$ 10 millions, which grew to more than R$ 24 million in 2006 (see Table # 5). The greatest proportion of such amounts were devoted to the maintenance of buildings. In 2007 the total amount available within the Fundo is equal to R$ 30 million, 25% of which will be devoted to the municipalities’ participation fund. 3. SECULT is also finalizingan agreement with Desenbahia (Agência de Fomento do Estado da Bahia) in order to organize special credit lines for cultural sector. The first line is the micro-credit, which consists of lending sums between R$ 200 and R$ 5.000 in order for small-scale enterprises (with low incomes) operating in the cultural sector to be started up and made viable. A series of institutions of state and municipal level are involved in its administration. This microcredit opportunity will be possible through the agreement between SECULT, Desenbahia, Municipality of Salvador, SEMPRE (Secretaria de Emprego e Renda) and SEBRAE. The pilot agency will be organized in the Pelourinho. 4. The last tool, the “Announcements” (Editais), promotes cultural industry such as publishing, audiovisuals, and also dance, drama and music, as well as artists’ residences. Its endowment for 2007 is equal to R$ 3 million, including the announcements of the Fundação Cultural do Estado da Bahia (Funceb); Instituto do Patrimônio Artístico e Cultural (Ipac); Fundação Pedro Calmon

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

(FPC) and Instituto de Radiodifusão Educativa da Bahia (Irdeb). It is an excellent tool for promoting cultural production development through the organization of cultural awards. For instance, FUNCEB has organized various concourses in 2007 including different cultural sectors (audiovisual, theatre, visual art, digital art, organization of cultural circuits, music, popular and folklore culture, indigenous culture, etc.), with awards from R$5.000 to R$40.000 depending of the concourse. In addition to the public funds, there are also many financial opportunities supplied by the private sector. They consist essentially in microcredit opportunities addressed to individual artists and/or cultural associations, and an example of some stakeholders (table#6) identified by the Consultant are as follows: Table # 6 INSTITUTION Banco da Mulher CEADE Moradia e Cidadânia ICC - Conquista Solidária Banco do Povo ICC - Itabuna - Banco do Povo

MUNICIPALITY Salvador, Madre de Deus, Lauro de Freitas Salvador Salvador Vitória da Conquista

Feira de Santana, Alagoinhas, Camaçari, Salvador, Santo Antônio de Jesus Candeias, Camaçari, Alagoinhas, Santo Visão Mundial Antônio de Jesus, Vitória da Conquista Crediamigo BNB Salvador Credibahia Estado da Bahia Source: Information collected and elaborated by the Consultant CEAPE

Finally, considering the physical patrimony, there are also four important programs addresses to the rehabilitation, restoration and reconstruction of the historical physical patrimony of Salvador and other municipalities of the BTS (ej. Cachoeira, etc.). They are the Revitalization Program of the Historical Centre of Salvador, Monumenta, PRODETUR and RemeMorar, which are detailed in Paragraph 1.4.3 of the present Chapter 1.

1.1.5 The state of the art: cultural supply and demand Culture in Bahia: an overview This analysis concernsthe present situation in the Baía de Todos os Santos region. The project area with its 56 islands, the greatest of which is Itaparica (the greater island of Brazil), represents the largest and most important archipelago of Brazil, being considered the second bay of the world in terms of extension too. Its name comes from the day of its discovery, made by Amerigo Vespucci the 1st November 1501, exactly the All-Saint's Day. In this area one can find an interesting fusion of natural beauty, history and culture. The variety of islands, rivers (the Paraguaçu, the Jaguaripe and the Subae are the main ones), beaches,

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

vegetation (rich with mangroves, coconut palms, tropical forest), handicraft, architecture and gastronomy make this area the ideal destination for both cultural and ecological tourism. Salvador, the first capital of Brazil and presently the most important capital of the Brazilian North-East is situated at the northern extremity of the Baía de Todos os Santos. In the XVIII and XIX Centuries it was the most important harbour of the Atlantic Ocean. The Recôncavo is the region that encircles and delimits it on the continent. Considering the statistical data, the figures show that tourism and cultural activities are increasing their importance in the local economy. In this respect, there are significant differences among the regions of Bahia State, highlighting a higher concentration of cultural resources in the area around Salvador and in the whole Baía de Todos os Santos. In this region we find different situations. Salvador represents the area endowed with the main proportion of attractors, while the Baía de Todos os Santos is mostly characterized by towns that live out of handicraft and agricultural production. The taxonomy adopted by the Bahia’s government essentially responds to bureaucratic, and not to scientific criteria. For example, training cannot be considered an area of the cultural sector, but rather an activity crossing all the areas. The following table (Table # 7) is based upon such a taxonomy, in order to show the official statistics as they are provided for by the Government. In reading and interpreting the figures of this chapter, the recent creation of an autonomous Secretariat of Culture in Bahia must be taken into account. The present incomplete picture of supply and demand for the arts and culture in Bahia will be likely improved and completed in the next years. For the moment many activities pertaining to the cultural sector are not measured, due to their informal nature and to the consequential lack ofdata. Table # 7 Cultural entities and spaces • Free areas for artistic-cultural events • Auditorium or conference rooms • Libraries • Galleries or exposure rooms • Gyms, stadiums, arenas, football fields Cultural education • Institutes • Particular teachers Services • Specialized services

technical producers

Institutions Events

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and

Cultural heritage • Representative goods of the history and the culture of the town hall Artistic and sociocultural expressions • Craftsmanship • Artists • Musical bands and filarmonic • Musical groups and complexes • Writers and poets • Carnival Groups • Groups of capoeira • Folk groups • Theatrical companies • Socio-cultural expressions Means of communication • Newspapers • Magazines

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation Table # 8

Source: 1° Censo Cultural da Bahia N.A. = Not Available

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

These figures allow us to highlight that the territory is rich enough of cultural entities and spaces for the realization of conventions and sport activities, held in great consideration. The libraries are not so many, and usually they are used as spaces for traditional celebrations and political manifestations. Within the cultural heritage category, the figures in the second column describe the religious infrastructures, i.e. churches, monasteries and other buildings devoted to worship. The greater part of them is supported by public funds, but some of them also rely upon contributions given by the local community and upon voluntary and commercial activities performed by the monks. The majority of this historical infrastructure has been built during the European colonization. The category of so called cultural education is not properly developed, it includes the scholastic structures and the expert university professors. An interesting item is represented by the category of socio-cultural and artistic expressions. This category is considered on the base of the number of artists in the territory, and on the base of cultural events and expressions. It is clear from the table that human resources employed in the handicraft sector (ceramics, wood, embroideries, glass), in the arts (sculptors, actors, singers, musicians, composers, bands, groups, complexes, choruses), in carnival and Capoeira groups, theatre and folkloric companies represent the most significant data. There is unanimous opinion about the distance between official figures and the real extension of the performing arts sector, since a non-negligible part of it is not at all formally organised and officially recorded. Any estimate of its dimensions appears to be quite a difficult task, also due to the lack of distinction between private and public performance. Considering cultural services, there is a good variety of services supplied by local stakeholders, mostly linked to technical tools used for a variety of cultural activities. In the servicesâ&#x20AC;&#x2122; sector we have considered the presence of cultural enterprises and services, and also trade of cultural products. Figures about the number of photographers, amount of services linked to the lighting system, technical supplies for concerts, shows and recordings, and the like, are included. As long as institutions are concerned, we find a situation evidently related to entities that work on welfare (social inclusion with a special focus on infancy). Many of them are linked to the Catholic Church and carry out supporting activities for poor people, offering material and spiritual comfort. They are considered a part of cultural activities because they are carried out inside churches or areas which make part of the catholic church heritage. The means of communication situation shows heterogeneous features depending on the location. Evidently, the centre of the communication market is represented by Salvador with 76 productive units including newspapers, radios and television networks. Instead, there are some cities where no communication activity is carried out, such as Itaparica, Saubara and Salinas da Margarida.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

In the category of events, we have enclosed the main festivities that are carried out during the year in the area examined. In a generalized manner they are related above all to religious events, to the commemoration of the black and Bahian culture and to carnival. Although such events are widespread in the while area analyzed, we found remarkable differences between the situation of Salvador and the other cities of the Baìa de Todos os Santos.

Built heritage and museums Built heritage is widely present in Salvador and in the Reconcavo. It is mainly related to two main categories of monumental and historical buildings: on one hand churches, monasteries and buildings used for religious purposes; on the other hand, institutional buildings such as town halls, but also railway stations, together with factories (engenhos) and monumental squares, as shown in Annex 3.a: Built heritage. Considering the most important monuments in the project area, there are around 300 different monuments with a high historical value as showed in the following table: Table # 9

Architectural monuments in the Reconcavo M onument classification by category M unicipalities

M ilitary architecture

P ublic using of Civil Architecture

P rivate using of Civil Architecture

Industrial or Agriculture Architecture

Religious architecture

São Francisco do Conde*

Santo Amaro*

Salvador* Candeias

Saubara

Cachoeira*

São Felix* Maragojipe*

Salinas

Jaguaripe* Vera Cruz Itaparica *

2 1

5 5 3

Madre de Deus

Nazaré **

n.a.

TOTAL

104

115

Source: “Inventario de proteção do acervo cultural volumes I, II e III” – Secretariat of Industry and Commerce – State of Bahia. * Architectural monuments of very important historical value ** data Not Available

Please, note that, unlikely the present inventory (table above), started in 1975, does not include architectural monuments of the subsequent periods to the

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

eclecticism, art-decó, proto-modernism and modernism. In addition, it does not include also any religious monument related to the Afro-Brazilian cult. Monuments by municipality

Figure # 3

Such a rich and heterogeneous heritage offers a diversified picture in terms of property, management and present conditions. From one hand, a part of it is presently used and appears in good conditions of maintenance; in the other hand, there is another proportion that it is partially used or abandoned and needs some relevant intervention for rehabilitation and re-use. For instance, in Cachoeira the railway track is in bad conditions, the railway station guests a cultural foundation but the bigger part of the railway station building is closed and needs some rehabilitation. Unlikely it is not possible to know figures about visitors (if there are) of these cultural attractions, while a different situation characterizes the museum sector, where figures on visitors are available. In this last case, IPAC is hardly working in order to monitor at least the public museums of Bahia State. Considering the museums operating in the project area (Salvador and Reconcavo), based on the statistical data elaborated by the Consultant, there are about 49 museums in Salvador and 9 in the Reconcavo. The majority of them are very small with very few visitors per year, while the biggest one, in term of collection, are Museu Tempostal, Fundação Casa de Jorge Amado, Museu Numismático Eugênio Teixeira Leal, Museu de Arqueologia e Etnologia, Museu Náutico da Bahia, Museu Henriqueta Catharino, Museu de Arte da Bahia in Salvador; and Fundação e Museu Hansen Bahia in Cachoeira (see Annex 2 for more details).

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

In addition to the previous museums, there is another group of museums directly managed by IPAC. They amount to 8 museums mainly located in Salvador (7 museums), and only one in the Reconcavo. Table # 10

Flow of visitors in public museums in Bahia Museums

2005

2006

Museu de Arte Moderna da Bahia (SSA) Museu de Arte Moderna (SSA) Parque Histórico Castro Alves (Cabaceira Paraguassu) Museu Tempostal (SSA) Galeria Solar Ferrão (SSA) Museu Abelardo Rodrigues (SSA) Museu Udo Knoff (SSA) Palácio da Aclamação (SSA) TOTAL

90.380 15.908 11.309 11.556 10.820 10.544 3.382 1.620 155.519

71.161 16.677 12.789 8.457 7.942 1. 482 3.102 2.932 124.542

-21% 5% 13% -27% -27% -86% -8% 81% -20%

Source: IPAC / Diretoria de Museus

Based on the statistical data supplied by IPAC, the most visited museum in the project area is the Museum of Modern Art of Bahia with more than 71.000 visitors in 2006. In total around 125.000 visitors in 2006 visited the museums managed by IPAC, with a decreasing of the 20% compared to 2005. This is a worrisome situation, due to a number of factors, among which the limited capacity to attract new visitors. The available data do not allow us to separate local from external visitors. According to the official statistics, museum revenues are mostly coming from external sources. In the Salvador area the average subsidy coming from the Cultural Foundation of the Bahia State is 9.4%, and 3.7% is provided for by the Institute of Artistic and Cultural Heritage in Bahia; the remaining 86.9% comes from private sources, both individual and institutional (religious communities, foundations, universities). Finally, the desegregation of museum revenues appears to be quite different in the Reconcavo area, where 25% is provided for by the Cultural Foundation of the Bahia State, 25% by the Confraternity of the Venerable (a religious order), and 50% by private foundations and local public agencies.

Intangible heritage Salvador and the Reconcavo area are characterized by an intensive and various production of performing arts, and of cultural activities linked to popular and religious traditions. Various meetings with artists, cultural organisers and analysts, and the focus groups realized by the Consultant in Cachoeira and Itaparica clearly delivered the picture of an intensive and diffused activity in the music and dance sectors, but at the same time a very limited organizational framework and a substantially absent entrepreneurial skill seem to be important structural

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

weaknesses of the sector. Such interpretation of the dominating features of the performing arts sectors is also shared by Mr. Marcio Meirelles, the newly appointed Secretary for Culture of Bahia State Administration. Mr. Meirelles points at such aspects as preliminary in any possible public action aimed at the sustainable art production in Bahia. An example of potential development of the arts along a sustainable development path is that of the Capoeira associations, present in both focus groups together with other dance organizations. In these cases the performing arts activity is linked with school where the culture and technique of capoeira or samba are taught, and linked with manufacturing musical instruments, or with poetry. In such cases, the directors of the schools/organizations emphasized the importance of transforming activities aimed in prevalence towards the local community in assets able to attract tourists without spoiling their core activity. In these cases also social inclusion is deliberately pursued because children, living in disadvantaged areas of the Reconcavo, should be supported by this activity. Md. Cecilia Thomas (secretary of the project “Muleki e tu”) argues that a municipal incentive could be an effective start in order to turn mainly local activities into tourist attractions. Another strong element characterizing the arts in the project area is the religious rites and celebrations. The importance of such activities can be appropriately interpreted with reference to the present rise of interest towards the Bahian culture derived from African roots. Many participants at the focus groups organized by the Consultant confirm that the diffusion of candomblé rites and literature, live shows and concerts based upon the afro-brazilian culture is very wide. Nevertheless, on one hand not all the local population know about such rites and celebrations; and, on the other hand, a moderate but visible tourism attraction could be possible. Of course, among the various cultural activities the Carnival is the best known, and presently is the most attractive for a great number of the international tourists coming to Bahia. Although the northeast carnival still keeps many original features and therefore a visible cultural aspect, it appears sufficiently structured and present in the tourist routes, so as not to suggest any specific proposal. Considering intangible heritage, all municipalities in the Reconcavo are rich and varied, and they are able to ‘compete’ with their homologous in Salvador (e.g. the Iemanjà celebrations is performed in different days than the Capital city); many celebrations (those of saint Bartholomew, or the ‘Festa de Ajuda (almost a carnival) are unique in the whole bay. What was emphasized both by participants at focus groups and by governmental officers of Culture and Tourism Departments is the lack of archives collecting and preserving such rich traditions, some of which are at serious risk of extinction. “Samba de Roda” is an eloquent example of such a risk: in Santo Amaro many artists met during the field missions of the Consultant, expressed the difficulties of musicians in recording their songs; such a music is normally played in

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

celebrations but also in private parties, it is considered a sort of everyday soundtrack (even men at work sing and improvise Samba); this implies that often music and lyrics are transmitted orally and there is no record at all. The basic needs indicated by local stakeholders are on one hand the opportunity for Samba musicians to meet together and record their music: not only they rarely meet and exchange experiences, but they are not endowed with the needed technology. On the other hand many old musicians know thousands of unique lyrics that would be irreversibly lost with their passing away, and adequate archives could allow posterity to study and reproduce such invaluable heritage. Cultural activities linked with the work tradition but also with the present times are very important. While in Cachoeira the sugar cane production was indicated as the source of various cultural events in the Reconcavo area, in Itaparica the fisheries traditions were emphasized by the numerous fishermen participating, who highlighted the need for taking into account the educational potential of fishing for the youth living in the island, both in professional and in ethical respect. They also highlighted the potential links between their professional activity and a wider project aimed at educating local population (above all the young) and external visitors to environmental issues related to the sea, the underwater world and archaeology. An evaluation of the actual dimensions of the intangible heritage sector appears to be quite difficult. While figures related to the production of drama, music, cinema, dance, celebrations and religious events, literary events and folklore shows are available for the town of Salvador (see Annex 3 – Infrastructures for Performing Arts), the Consultant did not find any statistics or estimate about the dimensions of this sector in the Reconcavo area, mainly due to the informal organization of the producers themselves, quite often single individuals acting without any organization. Short example: In such a respect the experience of Maria Rita Silva “da Barquinha”, is quite eloquent: this old lady is the last depositary of the tradition of dancing with a 15-kilos timber boat on the head, which is the most important part of a yearly celebration in Santo Amaro. She is not paid for her performances, and keeps the ‘barquinha’ and the clothes in good conditions at her own expenses. ‘Discovered’ a few years ago by a French tour manager, she has been brought to Europe, selling out all her shows, and being paid € 800,00.- for the whole month. She has not yet formally created the necessary organizational structure to preserve the tradition and to train young dancers for a performance which not only strengthens the identity of local population, but may also generate income in the needed quantity for it to self-sustain.

Music Bahia is considered the musical landmark of the whole Brazil. Here many Brazilian artists grew and produced worldwide known melodies. Caetano Veloso, Maria Bethânia, the Gal Coast, Tom Zé, Dorival Caymmi, Gilberto Gil, Carlinhos Brown, João Gilberto, Roberto Mendes, Elomar and Batatinha are just some of the most appreciated artists. Among them a special mention must be given to Gilberto Gil, presently Minister of the Culture of Brasil, a Bahian artist with world-wide notoriety. He has been protagonist of the Brazilian musical renewal, creating together with Caetano

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Veloso the "tropicalism", moving from the “bossa nova” of Joao Gilberto and Antonio Carlos Jobim and crossing the most important features of Bahian popular music and other North-East musical languages. A major part of Bahian musical production consists of popular songs rooted in the black culture. Every year the world percussion festival is organized, attracting a widespread interest on the part of artists and experts. From the analytical point of view, the following table#11 shows the number of singers and musicians in the area of the Baía de Todos os Santos. Table # 11 Town halls Salvador Vera Cruz Nazaré Jaguaripe Itaparica Salinas Margarida Cachoeira Saubara Santo Amaro São Félix Maragogipe Madre de Deus S. Francisco Conde Total

Singers 1.223 2 6 4 0 5 5 1 10 2 7 2 7 1.274

Musicians 2.049 4 13 41 1 14 21 1 9 6 10 1 11 2.181

Source: 1° Censo Cultural da Bahia

The table shows that the prevailing musical activity consists of instrumental music. Excluding Salvador town, where the demographic incidence is higher, we can observe that even very small towns are endowed with musical activities that have been evaluated worth the inclusion into the list of national census. The existence of a very extended unofficial musical sector may give the idea of a much wider production of music, and of the corresponding need for some process of formalization of the artists and their associations. Handicrafts A Report carried out by Banco do Nordeste points out that Salvador is the principal pole of handicraft trade of Bahia. The whole production is devoted either to direct sale towards tourists, or is exported. According to the 1st Cultural Census, carried out during the period 2002-2006, 1.561 artisans are present in the cities that belong to the Pólo Turístico Salvador e Entorno, which represents quite a diversified production. The disaggregation by area of the handicraft production is as follows:

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Table # 12.a Municipality Salvador Itaparica

Vera Cruz

Salinas da Margarida

Jaguaripe

Nazaré

Maragogipe São Félix Cachoeira

Saubara

Santo Amaro

Madre de Deus

São Francisco do Conde

Table # 12.b Tourism Destination Salvador and Entorno

Typology of Handicraft Production Re-use of scraps / Embroidery / Ceramics / Baskets and Braids / Leather / Crochet and Tricot / Flowers / Wood / Renda / Weaving in more 648 modalities Ceramic / Flowers / Weaving / Clay, woodcuts and isopor Use in scraps / Embroidery / Ceramic / Cestaria and trançado / leather / Crochet and tricot / Flowers / Incomes / Weaving / Paintings / Jewelleries / Coconut / Recycling / gembé / plastic Artist / Painting, screen, stained glass window and mirror / Macramê / Use of cochas of the sea, paintings of screens / fishing Net Use in scraps / Embroidery / Ceramic / Crochet and tricot / Flowers / Wood / Weaving / Arrangements of bottles plastic surgery / coconut Skull, bone, whelks and corals / shells, whelks and fish scale / Sculptures in cold porcelain and sea shells / ornamental candles / Products of the sea / Tapestry / Búzios and beads Scraps / Embroidery / Ceramic / Cestaria and braided / Crochet and tricot / Flowers / Wood / Weaving / Timsó / Painting in glass and woven / Straw of Coconut tree Embroidery / Ceramic / Cestaria and braided / Leather / Crochet and tricot / Flowers / Weaving / piaçava Pieces / Velas,frutas and other goods in paraffin Scraps / Ceramic / Leather / Crochet and tricot / Flowers / Weaving / Funilaria, glasses and repair of musical instruments / Painting woven, Modelling / Glasses / Stone Scraps / Embroidery / Leather / Crochet and tricot / Flowers / Weaving / cloth, painting, painting in glass and macramê Scraps / Embroidery / Ceramic / Cestaria and braided / Leather / Crochet and tricot / Flowers / Wood / Weaving / tome Doll / cloth Doll / Collage / Painting / Soap Cestaria and braided / Crochet and tricot / Weaving / Clown, pictures / Dolls, arrangements, jewellery, memories, birthday, marriage, graduation / Tapestry, recycling with bottle, painting in fabric, doll Use in scraps / Embroidery / Ceramic / Crochet and tricot / Flowers / Jewelry, workmanships in coconut / Tanueiro / Jewelry / Bamboo, coconut, cabaça,dendê Use in scraps / Embroidery / Ceramic / Cestaria and braided / Leather / Crochet and tricot / Flowers / Wood / Weaving / Shells / cloth Puppets / Tapestry, work with material found in the nature / Jewelry Embroidery / Ceramic / Cestaria and braided / Crochet and tricot / Flowers / Incomes / Weaving / Embroidery / coconut / Stones of pebbles modelled with durepóx and stained glass window, painted fish in wood / cloth Doll, porcelain and painting in fabric

Tourism areas Costa dos Coqueiros Baía de Todos os Santos

Total

Handicraftsmen 212 1.349 1.561

The production, marketing and selling of handicrafts are activities which prove weak in terms of administrative organization, and in constant need for governmental subsidies and for assistance in project management and planning.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Based on the Cultural Census, there are more than 3.400 working as artisans, artists and sculptors in the project area. Table # 13 Municipalities Salvador Vera Cruz Nazaré Jaguaripe Itaparica Salinas Margarida Cachoeira Saubara Santo Amaro São Félix Maragogipe Madre de Deus S. Francisco Conde Total

Artisans 1.166 41 9 19 2 23 30 8 6 9 7 9 20

Plastic Artists 1.596 8 4 1 2 6 25 1 8 5 11 2 5

Sculptors 362 1 0 2 0 3 13 1 2 1 2 1 1

1.349

1.674

389

Source: Cultural Census SCT Bahia (Censo Cultural)

According to Governmental statistics handicraftsmen, plastic artists and sculptors are considered as three different categories. Indeed, the category “artisans” includes all the professionals active in the sectors of embroidery or manufacture of objects such as the cigars or soaps, while plastic artists and the sculptors are employed in the sectors of manufacture of statues and furniture. The highest proportion of activities is in the sector of the plastic arts, which represents around the 50% of the total employment in the whole craftsmanship sector. A high proportion is also given by the small producers of objects, with particular reference to the workmanship of cloths and of ceramics and only 11% is represented by the sculptors. There is a rich variety of products, with a sort of specialization of single areas or villages of the Reconcavo. In addition, not only different areas produce different crafts, but also the same crafts are obtained with a range of processes, each typical of a single village or area. For example, in Aratuipe craft production was subject to Portuguese influence, and it is performed by male workers technically equipped with potter’s wheels; in Coqueiros the prevailing influence is indigenous, workers are women, and production process much more rudimental: even the process of obtaining powder from clay relies on cars passing in the street and pressing the blocks of clay left in front of the ateliers.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

As said before, there is a quite rich craft production, but, at the same time, thre are at present various difficulties in developing a market for crafts. Based on the personal interviews conducted by the Consultant during the field missions, the main constrains that are limiting handicraft sector are as follow: - excluding some excellent manufactures, many local stakeholders complained that during the years the handicraft production has been adapted to the tourists’ needs, becoming more trivial souvenirs rather than crafts linked with Bahian culture and traditions; - in addition to the excessively “tourism-oriented” production, another important problem listed by local stakeholders seems to be that craft production is still interpreted as domestic production, able to satisfy limited needs of an exclusively local demand; sales are not directly performed by craft producers, since products are given in bulk to intermediaries who actually sell them in local markets; - the lack of promotion about Bahain handicraft production is considered another important weakness by almost the totality of the interviewed; - for some local stakeholders (for instance, Md. Flavia Veiga, assistant to communication of the Odebrecht Foundation4), another major element of weakness of the craft sector is its origin as prevailing feminine and domestic work, with no or limited access to the market. In this case, it has been emphasized the role of market mediators who pay very low amount of money to buy craft production in bulk, and then to convey it to markets, absorbing a very high proportion of the final price; - the need of strengthening the institutional structure of craft production and of training managers in order for the revenues to be more evenly distributed along the whole production and distribution process has been highlighted by many participants; - furthermore, participants at the focus groups often argued that another limit is the absence of showrooms and spaces devoted to the sale of craft products. In such a respect, local stakeholders listed several places potentially very interesting for creating handicraft markets both for tourists and local residents (ej. the Engenho Victoria in Cachoeira and the Convento de São Francisco de Paraguaçù can be similarly used after adequate rehabilitation). Finally, it is important to underline that all the interviewed about handicraft production agree that the iconographic richness of the Bahian culture can be the basis for revamping craft production (cloth, paper, wood, wicker, and ceramics).

It is a nonprofit organization developing a series of project of capacity building for craft workers in the south of Bahia

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

The following table describes the activities disaggregated by type and material of workmanship.

Table # 14 Salvador

Itaparica

Vera Cruz

Salinasda Margarida

Jaguaripe

Nazaré

Maragogipe

São Félix

Cachoeira

Saubara

Santo Amaro

Madre de Deus

São Francisco do Conde

Re-use of scraps

307

Embroidery

268

Ceramics

256

Baskets and Braids

152

Leather

158

Crochê/tricot

224

Flowers

240

Wood

129

"Tecelagem"

259

Others

648

Total

2.684

Handicraft production by typology

"Rendas"

NB. Data about Candeias are not available.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

According to the report “Actions for the development of the craftsmanship in the Northeast” realized in 2002 by the Banca de Nordeste, 14 of the 20 Municipalities that compose the Pólo Turístico Salvador e Entorno (Tourist Area of Salvador and Surroundings) possess some forms of handicraft production such as Baskets and Braids, Ceramics, Wood, Renda, Embroideries, Fishing Material and Tobacco items.

Figure # 5

Design Local stakeholders provided us with a summary of the evolution of design production in Bahia in the last years. The first institutional interest towards design emerges with the creation of ‘Bahia Design’, a federal program managed at State level for the promotion of design creation and production, in 1992. Its main goals were training of new designers and the realisation of new products and graphic works for the Bahian companies, with a grant covering 60% of the total expenditure and aimed at rewarding creative work and experimentation. In 2001 each State creates a “Centro de Design”, in order for the growing demand of design creations generated by private organisations and public organisations (the State itself, or institutions such as SEBRAE) to be satisfied. Training for all the ‘Centros’ based in Nordeste was given in Recife on the part of the European Institute of Design, an Italian school for designers. The ‘Centro de Design’ seems to have never taken off, and based on the opinion of the interviewed it is presently in a rehabilitation stage, leaving the existing demand for design products partially unsatisfied. Presently the ‘Centro’ is organised in associated form, and its main partners are the Association of Designers, the Federation of Industry of the Bahia State, the State Department for technology and Innovation, and the State Department for Industry and Trade. Finally, considering the main constrains of the design sector, all local stakeholders declared that it is prevailing residents’ demand, and by a general lack of

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

management and marketing, all elements able to weaken the sector. Nevertheless, Bahian design seems to be quite versatile, with products related both to the local cultural tradition and to innovative ideas. Audiovisuals The report “Polo de audiovisual: um novo momento para a Bahia”, prepared by the Secretariat of Culture of Bahia state, describes the present situation of the audio-visual sector, highlighting the positive trend of last years. In 2003 the ‘Bahian Association of Cinema and Video’ (ABCV) was created, consistently with the federal strategy aimed at decentralizing film production. In the period 2001-2006 the audio-visual sector investment in Bahia is equal to R$ 9,2 millions, according to the ABCV figures. The creation of an audio-visual pole in Bahia is viewed favorably, not only for the possibility of emphasizing the cultural diversity of the Northern-East region, but also to break the axis Rio-San Paulo. Presently, cinema production in Bahia is represented by external investments (mainly coming from Rio, San Paulo or from abroad), and also by local productions. Since 1996, 19 movies were shot in Bahia from external producers, with an investment of R$ 12,75 millions. The economic impact of external production on local economy is estimated between 20% and 40% of the total expenditure. The investment carried out since 2001 by local producers was equal to R$ 9,2 millions for 10 movies, generating an impact equal to 80% of total expenditure upon the local economy (for example, local labour force is equal to 45,7% of the total in Bahian productions, and to 29% in external productions). The governmental report indicates the strong stages of movie realization in production and exhibition, while post-production and distribution appear as the weak rings in the chain. In 2005 the Bahian market for cinema had 62 theatres and a 3.76 million audience, according to the company Filme B. Considering the ratio audience/theatres state by state, Bahia is second only to Rio de Janeiro. Within the state the concentration of theatres is in Salvador, with 33 theatres out of 62; this shows that the rest of the state is quite poor in cinema infrastructure. The cinema sector is quite lively in Bahia, with festivals, exhibitions and awards. The Universidade Federal da Bahia (UFBA) organizes the International Cinema Day and the International Seminar on Cinema, but there are many other initiatives such as the national festival of Video and Image in Five Minutes; the festival Cine-Mulher, the festival of Environmental Video, ‘Video para Celular’, Microdramas, Mostra de Cinema de Conquista. Much stronger than the cinema sector is television. According to the ABCV figures in 2005 the TV sector employed 1.294 professionals in 22 companies. Also the level of wages appears to be much higher than in other sectors, even within the production of arts and culture. The market for TV broadcasting is considered oligopolistic, since two companies (Rede Globo and Bandeirantes) respectively own six and five channels out of 14. The following table#15 shows the main television companies operating in the Bahia State. As we could expect, they are concentrated in the town of Salvador.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Table # 15 Television network Rádio TV e comunicacões Camaçari Ltda TV Aratu TV Bahia TV Bandeirantes da Bahia TV Educativa da Bahia TV Itapoan TV Liceu Tv Salvador TV recor canal 25

Town CAMAÇARI SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR CRUZ DAS ALMAS

Also the radio sector (Table#16) appears concentrated in Bahia, although the much easier possibility to create and manage a radio station is reflected in a sufficient presence of local radios in the area examined. Table # 16 Radio Rádio Metropolitana Sol nascente FM 106.9 FM Itinga FM Linha Verde FM 104 JP Publicidade Nova Salvador FM Rádio 91FM Rádio Bahia Rádio Band FM Rádio Clube Rádio Cristal AM Rádio Cruzeiro da Bahia Rádio Cultura da Bahia Rádio Educadora da Bahia Rádio Excelsior da Bahia Rádio Globo FM Rádio Itapoan FM 97,5 Rádio Metrópole FM Rádio Piatã FM Rádio Sociedade da Bahia Rádio São Francisco FM Radio Betel Simões Filho FM 87.9 Rádio Amargosa FM Rádio Comunitária Eldorado Alvorada Rádio Pam FM Rádio Santa Cruz R.C.I - Rádio Comunitária de Itatim Radio Laje FM Sociedade Emissora Radiovox Ltda Rádio Mutuípe FM Rádio O Cruzeiro FM 1023 Rádio Comunitária Nova Itarana FM Stéreo Rádio Independência LTDA Rádio Andaiá 104,3 FM Rádio Clube Ltda Rádio Comunitária Varzedo FM 87,9

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Town CAMAÇARI CANDEIAS DIAS D'ÁVILA LAURO DE FREITAS LAURO DE FREITAS SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SALVADOR SÃO FRANCISCO DO CONDE SIMÕES FILHO SIMÕES FILHO AMARGOSA CASTRO ALVES CRUZ DAS ALMAS CRUZ DAS ALMAS CRUZ DAS ALMAS ITATIM LAJE MURITIBA MUTUÍPE NAZARÉ NOVA ITARANA SANTO AMARO SANTO ANTONIO DE JESUS SANTO ANTONIO DE JESUS VARZEDO

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

The governmental report ‘Polo de audiovisual’ provides us with an estimate of 2.250 new employees in the next years, due to the creation of the audio-visual pole in Bahia. Even in the most pessimistic projection almost 600 new workers could be employed in the sector. The total forecast of new employment in the audio-visual sector in the period 2005-2008 is estimated year by year: 1.745 in 2005, 2.443 in 2006, 3.141 in 2007 and 3.839 in 2008; the report has been carried out in 2005, so these figures must be interpreted as projections elaborated then. Their correspondence with the actual figures must be checked.

1.1.6 Historical Centre of Salvador de Bahia: a special overview General characteristics The Historical Centre of Salvador (HCS) is an area of 76 hectares with around 67.000 inhabitants (including the port area), which ends in its west part with the escarpment called “Falha de Salvador”. It has an average hill of around 64 mt from the sea level with an excellent panorama on the Baia de Todos os Santos5. The HCS has been declared World Cultural Heritage Site by UNESCO on December 2nd, 1985. Considering its different districts, the HCS appears with different level of urban, social and economic development. In particular, its characteristics should be summarized as follows: -

The area including the Praça Municipal (Lacerda elevator), Praça da Sé and the Terreiro de Jesus is quite well maintained and normally frequented by tourists because there is a very well view on the BTS. In this area, there are also the Portal da Misericórdia, the Cinema Excelsior (actually abandoned and apparently without a planned using), and the old building of the Faculdade de Medicina (it has been the first high school of the Country).

The Pelourinho essentially includes historical building actually used by local shopkeepers, hotel / pousadas and restaurants. It is an area which should need important actions of historical building rehabilitation (many buildings are not rehabilitated and/or abandoned) and urban revitalization, especially referring to social and economic development (drug, micro-criminality and prostitution seem to be some of the most important social problems that are affecting this area).

Close to the Pelourinho, in the Cidade Alta, there is a very decadent area including Maciel, Liceu de Artes e Ofícios, etc.. In these last years, some rehabilitation actions have been done, but it is still far from the real needs of this area.

Fonte: MIRANDA; SANTOS, 2002, p. 28 apud. PDITS, p 241

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Considering the area including Santo Antônio Além do Carmo, it is essentially a residential area very well rehabilitated by private and public stakeholders. The reinstallation of the subterranean electric system, the rehabilitation of the Plano Inclinado do Pilar and the Forte de Santo Antônio (Forte da Capoeira) are some of the most important actions carried out by public sector, while the private sector especially invested in restaurants, boutiques and charming small hotels.

Considering the area between the Cidade Alta and Cidade Baixa (close to the districts of Pelourinho and do Carmo), it needs many rehabilitation activities especially referring to the historical buildings and public spaces. Very poor conditions of the local population, criminality, unemployment, and informal economic sector seem to be the most serious problem of this area. In recent years, in Pilar district (located in this area) local public and private stakeholders are starting some rehabilitation activities, but many of them are still at the study or project idea stage. Among the private initiatives in this area, the Museu du Ritmo and the Trapiche Barnabé are some examples of how private sector is trying to develop the area integrating culture and tourism sectors.

Finally, it is worth to point out that it is actually in discussion the perimeter of the Historical Center, in the sense of including the Rua Chile, Praça Castro Alves, and part of the Barroquinha, Av. Sete, Praça da Piedade and its surrounding area. Figure # 6

Map of the Historical Centre of Salvador. Font: CONDER

History of the HCS The first significant transformations of the Historical Centre occurred in XIX century, when the Bahian agribusiness started its development. The urban development of the Centre, that was stagnant since century XVIII (in 1763, Rio de Janeiro was named as new capital of Brazil), has been possible essentially for the

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

government's incentives distributed during that period and for the increased wealth of local entrepreneurs due to the high international price of sugar and cocoa. In this period, it was growing the tertiary specialization process of the Centre, and the city assumed the form of an agglomeration of districts around the urban nucleus founded in 1549 and its port. That structure was only altered in the sixties, when the new directions taken Um primeiro plano de re-funcionalização da área by the state economy began to mais degradada do Centro Antigo surgiu no final da década de 60, nos mesmo momento em que, transform it radically. no Estado da Bahia, em decorrência da Política Nacional de incentivos para o setor do turismo, se implantava toda uma estrutura publica para o desenvolvimento do setor. Calcada em sol, praia, patrimônio e cultura popular, o produto turístico salvador-BA, cuja concepção geral perdura, se concretiza, desde então, pela promoção de lugares de representação e de encontro com uma Bahia idealizada, alegre, colorida e festeira, cuja invenção, pela indústria cultural e pelos meios de comunicação de massa, data também desta época.

Tourism became one of the most important economic sector, and due to the cultural and tourism policy, the success of Bahian artists like Caetano Veloso, Gilberto Gil, Gal Costa and Maria Bethânia and the development of film-series / soap-operas adapted in the area, the tourism in Bahia had Fonte: Márcia Sant’Anna – A Cidade Atração. Tese de Doutorado do Programa de Pós significant growth among 1961-1975. 2004. Graduação em Arquitetura e Urbanismo da At the end of the seventies, however, Faculdade de Arquitetura da Universidade Federal because of an unfavorable national da Bahia – UFBA. economic situation and of the saturation of Bahia as tourism destination (especially referring to the domestic tourists), Salvador passed through a big decreasing in terms of tourism arrivals. Due to this situation, Bahia’s government developed a new tourism development strategy for the historical centre based on the development of the tourism offer (in terms of quality and services), promotion of Salvador (and Bahia) at international level and the largest use tourism attraction located in the whole Bahia. Starting from 1995 a many public investments was accomplished in infrastructure, initially with financial resources of the State and later with special program financed by BNDES and IDB (Prodetur.) The idea was to re-launch Bahia’s product creating an entertainment Cluster that integrated culture, tourism and leisure and was tourism market oriented, especially addressed to national and international tourists with a middle-high expenditure capacity. The Pelourinho was always seen and planned in the historical centre as one of those places for entertainments and leisure with a strong vocation to tourism. And in Bahia the alliance between tourism, culture and leisure is not recent, it is part of the economic vocation of Salvador as planed in the industrial development policy of Bahia and, so that, the Pelourinho is part of the Program of Historical Cities and also a priority of EMBRATUR since its creation in sixties. The historical centre of Salvador, as a great continuous protected area, constitutes the only historical centre of relatively homogeneous morphologic configuration and no renewed. The nautical transport, remainder in the port area, is not linked to the dynamics of the central area, that either possesses mass-transport. The subway, in phase of

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

conclusion, just tangency the historical area and it will serve to the centre, Cidade Alta, which actually is sheltering the main terminals of public transportations and where the commercial activity of the historical centre is located. In addition, based on its historical building, location and function, the historical centre has been organized in two main protected areas (Lei nº 3.289/83 “Área de Proteção Cultural e Paisagística – APCP”): - Area of Rigorous Protection (Área de Proteção Rigorosa – APR), including Rigorous Protection, Simple Protection and Scenary Protection. - Area of Protection adjacent to the area of rigorous protection (Área de Proteção Contígua à de Proteção Rigorosa)

Figure # 7

Finally, based on its development process, the HCS passed through the following different phases: Table # 17 Period

Urban Development Policy

1549 – 1930

CREATION AND EXPANSION OF THE CITY

• •

headquarters of the Government housing development of the richest families

1930 – 1950

EMPTYING

•

changing of the population (arriving of families with low annual income) slum, drugs, criminality and prostitution; declaration of the centre as National Patrimony – IPHAN

Activities

• •

Sixties

PROTECTION

• •

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Foundation of the Institute of the Artistic and Cultural Patrimony of the State of Bahia – IPAC General Protection Plan for the Pelourinho

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Seventies

MONUMENTS

•

• • • Eighties

RECOGNITION

• •

Nineties

ENTRETENAIMENT AND LEISURE

• • • • •

2000

HOUSING

• •

•

2007

SUSTAINABILITY

•

Revitalization Program of the HCS organized by IPAC (1969), including social and housing development, and the identification of tourism potentialities of the area Works and proposals of monument restoration Organization of the “Tourist Corridor”Pelourinho and Ladeira do Carmo Inventory of the Cultural Patrimony in Bahia Enlargement of the protected area and declaration as Patrimony of the Humanity by the UNESCO Recovery of the urban infrastructure and some monuments Development of shopping areas in public spaces – recovery of 508 immobile Expulsion / Expropriation of 95% of the residents Using of traditional Symbols (baianidade) and image (black woman) for handicraft production and souvenirs Entertainment (Project “Pelourinho Dia & Noite”6, “Axé Music”, etc.) Culture and Memory Program “MONUMENTA” - recovery of 137 buildings Association of Residents and Friends of the Historical Center (AMACH) – it was a civil action, in partnership with the Public Ministry, which made a Term of Adjustment of Conduct for the maintenance of 68 families in their homes. RemeMorar – it intends to restore big houses in ruins located in several neighborhoods of Salvador, like Santo Antônio Além do Carmo and Nazaré. RemeMorar has been created by a partnership among State Government (Sedur/Conder), municipality of Salvador, CEF, National Institute of the Historic and Artistic Patrimony (Iphan) and the Nogovernment Organization (ONG) “Moradia e Cidadania”. HISTORICAL CENTER FOR ALL OF US

Font: SECULT / SEDUR – Md. Beatriz Lima

The project Pelourinho Day&Night (Projeto Pelourinho Dia & Noite) has been organized for promoting cultural and tourism activities in the Pelourinho.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Investments, programs and projects Actually, there are four different programs with direct and indirect impacts on the Historical Centre of Salvador. These are as follows: - Revitalization Program of the Historical Centre of Salvador (Programa de Revitalização do Centro Histórico de Salvador) - MONUMENTA - PRODETUR NE (I and II) - RemeMorar Revitalization Program of the Historical Centre of Salvador The present Program has the following objectives: - to give to the HCS concrete conditions in order to preserve, continuously and in an efficient way, its physical and cultural patrimony; - to promote the rehabilitation and restoration of the historic physical patrimony of the HCS, redesigning its function compared to the city and the whole metropolitan area; - to create concrete conditions for developing the economic potential and the social organization of the area. The Program, started in 1992, has been organized in different phases, and actually phase 6 and 7 are in process of implementation. So far, the total investment has been around US$ 100 million, including public and private investments (both coming from different public and private entities). Phase 1 started in July 1992 and was completed in April 1993. During this time, 109 building have been restored (33.035 m²) and its priorities were cultural buildings and various public services (post, water-supply, electricity, telephone, tourism services, banks, and some attractions such as bars, restaurants, art galleries, shopping centers, and public places for events and festivals). Phase 2 was implemented from April to November 1993 and was addressed to the art, dancing, language and music schools and places. Artists’ home, handicraft places (especially, Afro-Brazilian shops), hotels and pousadas have been restored for a total of 48 buildings (11.088 m²). Phase 3, implemented from may 1993 to March 1994, included the rehabilitation of 59 buildings for a total of 12.476 m². This focused on the rehabilitation of building to be used as boutiques, shopping centers, esoteric places, bookstores, antique-shops, and parking. Phase 4 was especially addressed to the installation of big jewelers, museums and churches, and other important tourism services such as tourism police, medical station, entities and institutions, handicraft fair. During the period from August 1993 and December 1994, 140 building have been restored for a total area of 47.525 m².

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Phase 5 started in March 1996 and was addressed to rehabilitate part of the “do Carmo” and “da Sé” districts. A total of 59 buildings was restored for a total area fo 37.456 m², including apartments, hotels and pousadas. Phase 6, actually in progress, has the aim to rehabilitate various monuments and buildings with historical significance. They are individual monuments classified at national and federal level by IPHAN. They are especially churches, fortresses and squares which owner are mainly religious institutions. The total cost of this phase is around R$ 23.5 million and it includes the rehabilitation of 52 building. In addition to the rehabilitation of those buildings, this phase includes also other actions. The most important is the rehabilitation project of the Quarteirão Cultural, including the reorganization of the Praça de Artes, Cultura e Memória (opened in 1999, it includes cinemas, theatres, dancing nucleus, square and parking). Another important project, but not implemented yet, is the Projeto Cultural da Barroquinha which includes the rehabilitation of the church of the Archdiocese of Salvador (this project will be implemented in collaboration with the municipality of Salvador). Phase 7, still in progress, consists in the implantation of specialized services addressed to the local population and tourists, and in the organization of the Administrative Services Center (Centro de Serviços Administrativos – CSA). All these activities will be implemented in the subarea called “do Saldanha” bordering the streets of São Francisco, Visconde do Rio Branco, Saldanha da Gama and Monte Verde. During this phase, 123 buildings for a total area of 42.814,43 m² will be rehabilitated, restored, reorganized, preserved and rebuilt. The total amount of this phase is R$ 21.465.828,00. MONUMENTA7 Negotiated in 2000, in 2003 it was still paralyzed. Just after the current reformulation of the program, which includes community development (families), through AMACH, local stakeholders are starting its implementation. Monumenta is a program for the sustainable rehabilitation of the historical Brazilian Heritage under the Federal supervision (program financed by the IDB and Federal Government). The basic assumption of the Program is the sustainable rehabilitation, which it is intended as the implementation of preservation and rehabilitation actions which include also social-economic, institutional and skills development, in order to guaranty an economic and social return of the investments made by Federal Government. The main objectives of the Program are as follows: 7

Through the financial resources of Monumenta Program (Ministry of Culutre / IPHAN), seven historical building have already been restored en Cachoeira. The total amount of the investment already realized is R$ 7,7 million, while the total amount of the Program is more than R$ 24 million. Recently, the Conjunto do Carmo and the Igreja do Rosarinho have been restored, while next steps will be the restoration of the Quarteirão Leite Alves (where the Universidade do Recôncavo will be located), the buildings located in Rua Ana Nery nº 2, Rua Treze de Maio Treze, Praça Manoel Vitorino nº 12, and 80 additional private buildings. Finally, Monumenta Program will rehabilitate the fluvial borders of Cachoeira and São Félix, in addition to various public areas of their historical centers.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

to preserve the urban and cultural historical sites under the Federal Government jurisdiction; to stimulate the knowledge and valorization of the Brazilian patrimony among local population; to improve the management of the historical Heritage and identify preservation priorities; finally, the very short term objective of the Program is the stimulation of an economic, cultural and social using of the areas to be rehabilitated. PRODETUR NE8 (I and II)

This Program, financed in collaboration with IDB in 2002 (its first edition), is especially focused on tourism development, but it also includes some specific actions related to the rehabilitation and revitalization of the physical patrimony of the HCS. The Prodetur/NE-I has been also organized as counterpart of the 6th phase of the Revitalization Program of the HCS and it included the rehabilitation of important monuments such as the IPAC’s building (Instituto de Proteção do Acervo Cultural da Bahia), and in the Pelourinho it included the rehabilitation of the Praça da Sé and Quarteirão Cultural (Praça das Artes, Cultura e Memória). Concerning the Prodetur/NE-II, it started in 2004, and contains a set of actions (infrastructure development, restoration, capacity building, training, etc.) in order to make local tourism stakeholders more competitive on the tourism sector. Prodetur/NE-II has a total budget for Brazil of around US$ 400 millions, while for Bahia includes a total amount of around US$ 39 millions. The program will be concluded in 2010. RemeMorar RemeMorar Program started in 2003, and actually (first phase) 5 historical building are in process to be restored (Rua Joaquim Távora n. 11, 19, 53 ; Rua Deraldo Dias n. 56 ; Rua Ribeiro dos Santos n. 38, 40, 42). While, the second phase of the Program will be addressed to housing rehabilitation in the following districts: Santo Antônio Além do Carmo, Barroquinha, Comércio, Nazaré, Dois de Julho, Saúde, Barbalho, Soledade and Pelourinho. During the second phase it is supposed to rehabilitate 50 building, creating 200 new apartments.

The financial funds of PRODETUR NE I have been invested in various sectors, including tourism. For instance US$ 450 million was invested in sanitation, US$ 64 million in transport (including the rehabilitation of the International Airport of Salvador) and US$ 102 million in urban rehabilitation and restoration.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Main problems affecting the historical centre of SSA and proposed interventions In order to face the present problems that are affecting the historical centre of Salvador, the Secretariat of Culture of Bahia’s Government organized, during the first months of 2007, an inter-institutional working group with other three Secretariats of the present Government (SETUR, SEDUR and SEINFRA). Its aim is to coordinate the activities of those entities in order to share information, identify solutions and prioritize the urban and socio-economic development actions for the HCS. The inter-institutional working groups is coordinated by Md. Beatriz Lima, and much information included in this paragraph has been provided directly by herself. Based on the interview made with Md. Beatriz Lima, so far the inter-institutional working group identified the following strengths, weaknesses, opportunities and threats that characterize the historical centre of Salvador: Table # 18 Strengths Cultural Heritage Site (declared by UNESCO) with high tourism and cultural vocation Availability of empty spaces, urban infrastructure for entertainment and leisure, shopping centers, transport services Great availability of historical patrimony

Opportunities Very goodwill of the present Political Administration for developing the historical centre, especially for strengthening the HCS as dynamic and contemporaneous area Bahia’s Government intends to rescue the social debt Bahia’s Government intends to promote the cultural diversity and integration National and international stakeholders start to be partially interested to the historical centre

Weaknesses High degradation of the physical historic patrimony Low supply of urban services (health, environment, etc.) Low security (prostitution, drug, violence, etc.) Poor population (low school level, unemployment, informal work, etc.) Low level of the territorial management Negative image related to the historical centre Threats Disorganization and very limited collaboration among public and private stakeholders Very limited inter-institutional collaboration among public sector High building speculation So far, very limited financial interest

Finally, based on the SWOT analysis (Table#18) elaborated by the interinstitutional working group, a set of proposals have been identified. These proposals are considered as priority actions to be carried out by the present Government, and they are as follows:

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Identification and implementation of a Strategic Plan which integrates economic, social, urban and cultural development of the HCS. It has to identified through a participative and democratic methodology a mediumlong term Action Plan in order to stimulate a sustainable development. Its main objectives should be as follows: to stimulate the preservation of both historical and contemporaneous cultural patrimony; to rehabilitate the public space, its urban function and the diversity of its using; to incentive the rehabilitation and integration of marginal and degraded areas, reducing social exclusion and inequality; to be a key stone for the integration and collaboration policy among public and private sectors; to prioritize the investments, using an economic-financial model based on the sustainable of the projects; to strengthen the HCS as cultural tourism circuit at national and international level.

Organization and implementation of a new government model for managing the urban, socio-economic and cultural development of the HCS. This new entity should be a Foundation, a Consortium or a simple Alliance among the public stakeholders which includes also the private sector.

Organization of a Ethic Investment Fund in order to stimulate the development of the historic centre.

Some significant information collected during the interview with Md. Beatriz Lima are as follows: Além do estudo do IPAC, foram realizados vários estudos e projetos na área, tendo como resultado em sua maioria a necessidade de ações interativas, voltadas de um lado para a recuperação de bens imóveis de caráter arquitetônico / urbanístico e do outro para o desenvolvimento sócio-cultural da população residente no local, capacitando assim, o Centro Histórico (CHS) como gerador de benefícios para Salvador.9 A concepção do projeto de restauração do CHS foi inspirada na idéia de um grande shopping turístico cultural a céu aberto. O projeto de restauração desenvolvido no CHS deu um novo conceito para a restauração de bens patrimoniais, de forma pioneira no país, que tinha como objetivo recuperar seus quarteirões e não os imóveis isoladamente [...]. Para recuperar esses espaços foi realizado um planejamento, tendo sido estudada a realidade de cada quarteirão para que fosse traçada a utilização de cada imóvel, dependendo de sua estrutura e localização. Essa iniciativa teve a proposta de contribuir a médio e longo prazo, para a preservação do meio ambiente, do patrimônio histórico, no intuito de promover o desenvolvimento econômico através da dinamização do turismo. O sucesso da recuperação física dos quarteirões e da ocupação inicial, por comerciantes que tiveram condições especiais de financiamento, subsidiada pelo Governo do Estado, não se sustentou ao longo do tempo. Alguns comerciantes fecharam os negócios ainda na fase de maturação; alguns prédios ocupados por órgãos do Governo (SEBRAE, por exemplo) não permaneceram no local e a população, de baixíssima renda, na periferia dos quarteirões recuperados passou a assediar os turistas.

Font: PDITS

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

Learned lessons Despite the important actions, programs and investments carried out by national and federal government in the historical center of Salvador, some problems have been limited, others have changed their connotation, but the final results are still far from an integrated solution which should stimulate urban and economic development and, especially, social integration. The inhabitants of the historical center are in general very poor and the real integration opportunities are still very limited. In addition, tourism development seems to have increased some problems such as prostitution (including children prostitution), drug and informal work. In the other hand, it is also true that tourism sector generated many new job opportunities for qualified and not qualified persons who are employed in the various bar, restaurants, hotels, etc. developed in the historical center. An additional problem, connected to the poor condition of the inhabitants and the present rehabilitation process, is the high risk of displacement of that population. Good actions have been included in all Programs identified for the HCS by the Government, however there is a permanent risk that local population will not be integrated in the present development process of the historical center, increasing the social problems. Recent specialized studies about the historical center of Salvador concluded that in general the displacement phenomenon is not developed yet in the area, but there are some areas where it has already started and especially in those areas where urban rehabilitation actions have been more intensives (for instance, in the Pelourinho). Based on these learned lessons, Bahiaâ&#x20AC;&#x2122;s government is perfectly aware that the development of the HCS will have to pass through an integrated action which has to include at the same level urban, economic and social development. Social integration represents a basic condition for the revitalization process of the historical centre.

1.1.7 Main constrains and necessities Based on the personal interviews and focus groups organized by the Consultant with local public and private stakeholders, it seems there are many problems that are actually limiting at different level the cultural sector development and its integration with the tourism offer. These constrains are related both to public and private sector and should be grouped in the following categories: - Institutional development - Culture heritage preservation - Culture infrastructure - Equipment - New opportunities - Skill and competences - Collaborations and partnerships

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

Financial funds

Institutional organization It seems to be one of the most important problems that are actually limiting not only cultural and tourism integration, but also both sectors. Many cultural and tourist destinations are planning cultural and tourism development through the integration and coordination of their actions. Especially the public sector needs to apply special coordination activities among its departments in order to optimize human and financial resources and prioritize the interventions. In Bahia, many local stakeholders complained the lack of inter-institutional collaboration (and public / private) in facing the problems that are affecting cultural sector (preservation of the physical and intangible patrimony, cultural production, etc.). Many Programs have been implemented by the Government in Salvador and Reconcavo in order to rehabilitate the physical Heritage and revitalize the historic centers of the local municipalities (Salvador, Cachoeira, etc.), but they are still far from the expected results. Considering what said before, there is a need to strengthen the institutional sector to improving their coordination ability in order to share information, labor force and financial resources for reaching the common development objectives. The recent organization of an inter-institutional working group by Bahiaâ&#x20AC;&#x2122;s Government (including SECULT, SETUR, SEDUR and SEINFRA) is an excellent initiative that should be supported and assisted. Cultural heritage preservation This problem seems related both to the tangible and intangible cultural heritage, interesting different levels of actions. Considering the physical patrimony, all local stakeholders agree that there is the need to intensify the rehabilitation and restoration activities carried out by the Government since the seventies. In addition, they consider vary important the implementation of sustainable programs which integrate rehabilitation activities with a social-economic using of those restored buildings and infrastructures. All preservation activities should be planned and implemented taking into account the necessity to develop an infrastructure that will allow social integration of local population. Considering the intangible patrimony, there is the high risk to lose the present intangible patrimony because of only few actions have been carried out so far in order to preserve it. Many artists living in the Baia de Todos os Santos are illiterates and are not able to write their music or art. At this regard, all interviewed stakeholders have expressed the necessity to implement a recording and digitalization project in order to preserve the intangible patrimony of the area. It is also considered an important activity for tourism development, considering that the saved material should be utilize by tourism stakeholders not only for promoting the area, but also for organizing tourism products and packages to be commercialized at national and international level. Culture infrastructure Many individual artists and cultural associations of the project area have complained for the lack of appropriate spaces for rehearsals and exhibitions, and the limited supply of training opportunities. The request consists not only in the construction and/or rehabilitation of buildings that should be used for cultural

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

activities, but also in the reorganization of public spaces in order to make local artists able to organize their training activities and exhibitions (for instance, many cultural associations of Samba, Capoeira, theatre, etc. in the Reconcavo declared to need a simple cultural equipment such as platforms, small theatre stages, etc. to be placed in the public areas). Equipment and new opportunities This is another problem also connected to the lack of cultural infrastructures. Many cultural stakeholders showed the necessity to improve the present equipments of cultural associations and schools working for training local young artists. In addition, many local stakeholders have expressed the necessity to develop special projects for organizing local recording studios in order to record, promote and commercialize the artistic production of the new local artists. The Cultural Points (Pontos da Cultura) organized by the MinC, which seem to have this function, have still to be implemented in the project area, and in addition, local stakeholders declared that they should cover only a minimal part of the present demand, while it should be important to stimulate public-private partnerships for promoting the creation of new recording studios for local artists. Skills and competences Many cultural stakeholders agree about the necessity to improve the present skills and competences of private and public key actors working in the cultural sector. If, from one hand, public sector needs to improve its competences for planning, organizing and promoting cultural industry and cultural sector development; on the other hand, there is also a limited competence among local cultural associations, institutions and enterprises. In particular, many respondents emphasized the low management skills of several entrepreneurs in the cultural sector. Local stakeholders should increase their investments in training, especially regarding cultural economy, cultural management and cultural organization. Collaborations and partnerships This is a specific request manifested by both private and public sector, and includes different aspects of the present cultural supply from the investments to the strengthening of the cultural private sector. At the present, there is a very limited collaboration among private and public sector and only few successful partnerships have been done. In addition, many cultural associations of the project area are informal, because not registered as requested by the national legislation. Considering public stakeholders, they confirmed the necessity to develop privatepublic partnerships especially for building cultural infrastructures; while the private sector declared the necessity to be assisted in order to develop alliances and partnerships in order to strengthen their competitiveness in the cultural market. These partnerships should not be only mono-sector (enterprises operating in the same economic sector), but especially multi-sector partnerships (enterprises of different economic sectors), including for instance museums, tour operators, accommodations, tourism services, etc.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Financial funds This is a problem deplored by all private stakeholders interviewed in the project area. In particular, all of them declared that there is a need of increasing the public funds for cultural sector development, and, in addition, many of them have criticized the two main funds organized by Bahia’s Government (Fundo de Cultura and FAZCULTURA). The problem in this case refers to their financial mechanisms that seem to be quite complexes and FAZCULTURA is essentially based on tax exemptions, which seriously limits its use by local artists and cultural associations. Despite what declared by local private stakeholders, it is important to notethat the present Government has already started a general review of the FAZCULTURA in order to make it more suitable to the present needs of cultural stakeholders. In addition, it is also introducing new financial tools (ej. microcredit, editais), especially addressed to individual artists and cultural associations for promoting cultural production (events, festival, audiovisual, theatre, music, dance, etc.). These last financial tools are additional to the other microcredit and financial opportunities already supplied by the private sector (for instance: Banco da Mulher, CEADE, Moradia e Cidadânia, Banco do Povo, CEAPE, Visão Mundial, Crediamigo BNB, Credibahia, SEBRAE, etc.). Considering this situation, the IDB Program should include specific actions in order to inform local individual artists, cultural associations and enterprises about the different financial funds of the cultural sector and assist them for making easier their access to these financial opportunities.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

1.2

Tourism sector

The present analysis has been carried out taking into account the official statistical data made available by Bahia’s Government (SETUR) and personal interviews conducted by the Consultant, at the time of the filed missions (May and June 2007), with the most important local stakeholders of the project area. In addition, due to the fact that there are no detailed statistical data in all municipalities of the project area (Baia de Todos os Santos), the Consultant used the statistical data of Salvador as the main source of its analysis integrating them, where they were available, with more detailed information collected for the individual municipalities of the project area. Considering the above, the specific aim of this analysis is only to identify the general characteristics of the present tourism demand and supply in the Baia de Todos os Santos without any presumption of exhaustiveness. Based on the outcome of the analysis, it will then be possible to identify the appropriate set of actions in order to develop the cultural tourism sector in the project area.

1.2.1 Tourism organization, policy and strategy Tourism Organization The main actors for tourism development in Bahia are as follows: a. Government (Federal Government, State of Bahia and local municipalities) b. Mixed (public–private) institutional bodies organized by Bahia’s Government c. Private institutions

a) Governments - Federal Government It includes a Ministry of Tourism, Mtur, which is responsible for the identification of the tourism policy framework of Brazil and it is composed by 3 Decision making units (Executive Secretariat, Juridical Consultancy and Cabinet of the Minister) and 3 operational units (National Secretariat for Tourism Policies, National Secretariat for Tourism Development Programs and EMBRATUR (Brazilian Tourism Institute). This last one is also the main implementing institution of the tourism policies and programs approved by the Mtur and it is composed by the following Units: Studies and Investigation, Marketing and Public Relations, Leisure Tourism and Incentives, Business Tourism and Events, Administration and Finance. Finally, Mtur designed a Tourism National Plan 2007 – 2010 where Bahia has considered as one of the most important tourism destinations in Brazil.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

- State Government of Bahia Until December 2006 Culture and Tourism was included in a same Secretariat called “Culture and Tourism Secretariat”, but starting from January 2007 they have been separated by Bahia’s Government in two independent Secretariat (SECULT = Secretaria de Cultura; and SETUR = Secretaria de Turismo). The new organizational chart of the SETUR, published on June 12th 2007 by Bahia’s Government, is the following: Figure # 8

Source: SETUR

As showed in the figure, SETUR is composed by three main Departments: i) SUSET (Superintendência de Serviços Turísticos); ii) SUINVEST (Superintendência de Investimentos em Pólos Turísticos); and iii) BAHIATURSA (Empresas de Turismo da Bahia). SUSET is essentially working on stimulating quality improvement of the tourism services, SUINVEST in attracting new national and international tourism investors in the State, and BAHIATURSA in promoting the tourism destinations of the State in and out Brazil.

- Local Governments (Municipalities) Local governments in the project area do not have all the same tourism organization, some of them has organized an independent tourism secretariat, while others have simple tourism councils. The present situation is resumed in the following table (Table#19):

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Table#19 Municipality

Secretariat of Tourism (as independent entity)

Secretariat of Tourism (as associate entity to other Secretariats)

Cachoeira

X Secretariat of Industry, Commerce and Tourism

Candeias Itaparica

X Secretariat of Education, Culture, Tourism and Sport

Jaguaripe Madre de Deus

Maragojipe

Nazaré

Salinas da Margarida

Santo Amaro

X Secretariat of Education and Culture

São Félix São Francisco do Conde

Tourism Council

Saubara

Vera Cruz

Source: elaboration of the Consultant based on the analysis of the Institutional Chart of each municipality (Internet)

Considering Salvador, local government has organized EMTURSA (Empresa de Turismo S/A). It is a mixed public-private enterprise with the specific aim to promote the tourism supply of Salvador in and out Brazil.

b) Mixed (public–private) institutional bodies organized by Bahia’s Government The Federal Government proposes the participation of States, municipalities and private sectors in the tourism development stimulating the organization of partnerships and/or mixed (public-private) collaboration. In particular, as specified by the Federal Government “The Ministry of Tourism has as challenge the implementation of a decentralized model of public administration, to be carried out establishing dialogue channels with the single State Governments, private sector and other stakeholders. That new model is composed by Strategic Nucleus, composed by the Ministry of Tourism, through National Tourism Council and Thematic Cameras, the National Forum of Tourism Secretaries and Directors, and the State Council of Tourism”. Following Brazilian tourism development policy, Bahia’s Government has organized the Forum of Tourism in Bahia. In addition, in order to promote tourism development, Bahia’s Government has organized (as own initiative) the Cluster in Entertainment, Culture and Tourism of Bahia.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

The Forum of Tourism has the aim to decentralize the National Tourism Policy designed by National Government, prioritizing and organizing the specific requests of Bahia’s Government, its municipalities and private stakeholders. The Forum is linked to the National Tourism Council and discusses about the following tourism topics: i) Legislation; ii) Regionalization; iii) Segmentation; iv) Quality of infrastructures; v) Skills and competences; vi) Financing and investments; vii) Infrastructure; viii) Promotion and commercialization. Finally, it is composed by 67 members including public and private sector. The Forum approves the projects to be submitted to the National Government in order to be financed. Considering the Cluster, it has been organized by Secretaria de Cultura e Turismo and BAHIATURSA and involves the most important tourism and cultural stakeholders of the State. Figure # 9

Source: Maps elaborated by Target Euro and based on the interviews conducted during the field missions

c) Private institutions The private sector is participating to the tourism development both through the organization of lucrative and not lucrative institutions. In particular, the most important associations related to tourism are as follows: - ABAV_BA (Associação Brasileira de Agentes de Viagem, unit in Bahia) - ABBTUR (Associação Brasileira de Bacharéis em Turismo, unit in Bahia) - ABEOC (Associação Brasileira das Empresas Organizadoras de Congressos) - ABIH_BA (Associação Brasileira da Indústria Hoteleira, unit in Bahia) - ABRASEL (Associação Brasileira de Bares e Restaurantes, unit in Bahia) - ABRE (Associação Brasileira de Turismo Receptivo, unit in Bahia)

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

ABLA (Associação Brasileira das Empresas Locadoras de Automóveis) ABRAJET (Associação Brasileira de Jornalistas de Turismo, unit in Bahia) ADVB (Associação dos Dirigentes de Marketing e Vendas da Bahia) SINDETUR (Sindicato das Empresas de Turismo, unit in Bahia) SINGTUR (Sindicato de Guias de Turismo, unit in Bahia) SHRBS (Sindicato de Hotéis, Restaurantes, Bares e Similares de Salvador)

Finally, other important institutions are the following: -

SALVADOR CONVENTION BUREAU (full name: “Fundação Salvador Convenções e Eventos). It is a private not lucrative entity organized in 1996 and working in order to organize and develop MICE tourism in Salvador.

INSTITUTO DE HOSPITALIDADE: It is a Brazilian NGO with the specific aim to improve skills and competences on tourism. It has several program on professional certification and so far has organized the World Tourism Forum for peace and sustainable development (sponsorized by the World Tourism Organization).

SENAC and SEBRAE: they are national institution especially working for improving skills and competences of local actors. They are usually involved in many tourism development actions promoted and implemented by Bahia’s Government.

Tourism Policy and Strategy Starting from 2005, Bahia’s Government has adopted its tourism development strategy 2003 – 202010 in which 7 Tourism Zones and 4 more areas (under analysis) have been identified in Bahia. This cluster methodology, used by Bahia’s Government, includes also the identification of specific tourism products to be developed in each tourism zone / area and, in same case, potential tourism segments have been also identified in order to integrate the promotion and commercialization strategy. In addition, the tourism development strategy identifies six priority motivations (Figure # 10) which should stimulate tourists to come to Bahia: 1. Coast (“turismo de litoral”). This segment is including various and different sub-segments such as nautical activities, cruise ships, beach resorts, sun & beach, 10

“Século XXI: Estrategia Turistica da Bahia 2003‐2020” – Governo da Bahia.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

residential tourism (2nd apartment), holiday villas, etc. Cultural Heritage (“turismo de história e cultura”). This segment includes circuits and itineraries in which historical sites and cultural heritage (material and immaterial) - festivals, museums, exhibitions, gastronomy, craft, habits and local traditions, etc. are supplied. Sports & Adventure (“turismo de esporte e aventura”). This segment is related to hard and soft Sport activities. Adventure is based on adrenalin sports, such as rafting, rapel, tirolesa, kayaking, motocross, rally, etc., while soft sports might be such as golf, tennis, wind-surf, etc. Very often national and international competitions are organized in order to promote the development of these “soft sports”. Business & Professional Events (“turismo de negócios e eventos profissionais”). This segments concerns fairs, congresses, conventions, sporting events, individual business trips, etc. Nature (“turismo de natureza”). It is considered as visits to national reserves and natural parks, outdoors activities, walks, trekking, ornithology, whale watching, etc. Sub-segments are rural tourism and ecotourism. Entertainment and Urban Leisure (“turismo de entretenimento e lazer urbano”). This segment is associated to urban itineraries- visits to shopping centers, programmed events, night life, etc. It is offered by big tour operators, including the luxury hotels.

In addition to these six priority motivations, the tourism development strategy of Bahia’s Government identifies also a group of thematic tourism products to be supplied to specific tourism market segments. Gastronomy, fishing, agro-tourism, diving, religious tourism, SPA and Wellness, golf, tennis and serf have been included as thematic tourism. Finally, two important development tools have been organized in order to support the tourism development of Bahia. They are the: i) PRODETUR/NE; and ii) PDITS. -

PRODETUR/NE (I-II): The Tourism Development Program of the North-East is a program financed in collaboration with the IDB and started in 1994. It is already at its second edition (PRODETUR/NE-II), started in 2000, and contains a set of actions (infrastructure development, restoration, capacity building, training, etc.) in order to make local tourism stakeholders more competitive on the tourism sector. PRODETUR NE/II has a total budget for Brazil of around 400 million US$ (IDB’s loan of US$ 240 million and a counterpart of US$ 140 million), while for Bahia includes a total amount of around 90 million US$ (US$39 million IDB’s loan and around 51 million as counterpart). The program will be concluded in 2010, and so far the projects implemented or in implementation amount to around 13 million US$ (they have been executed essentially in Salvador)11.

For more details, please see Annex 4.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

PDITS: The Integrated Development Plans for Sustainable Tourism (PDITS) has been carried out by the previous Government Administration (2002-2006) in the within of the Prodetur / NE program. In particular, due to the fact that Prodetur/NE-I has been extremely focused on the airport infrastructure (95% of total budget), it has been decided to identify a set of interventions in order to distribute more equally the investments around Segundo o PDITS: the project area. Para que este crescimento The PDITS has been designed by Fundação continue de maneira efetiva Getúlio Vargas (FGV) with the purpose to e sustentável há uma urgente necessidade de: identify a Tourism Strategic Plan for the area (a) promover um turismo called “Polo Salvador e Entorno” (PSE), que focalize a including Costa dos Coqueiros and Baia de Todos diferenciação, auferindo maior receita por turistas os Santos. em detrimento do número A bottom-up methodological approach has been total de visitantes; e (b) utilized in order to identify the necessities of local aumentar o associativismo entre os agentes stakeholders and the projects to be included in the econômicos ligados às Plan. In particular, around 600 people has been atividades turísticas, para met during the organization of the working groups evitar que o aumento de fluxo seja maior que o with local stakeholders. The Integrated Plan aumento de receita. includes an extend list of projects classified as priorities and secondary, and some of them has been included as counterpart of the program “Prodetur/NE-II”. The main objectives of the PDITS are as follows: i) to organize and planning the tourism development in selected areas; ii) to stimulate stakeholders partnerships; iii) to stimulate local participation to the tourism development. As already said, the PDITS includes a list of priority tourism projects to be financed by Bahia’s Government, Federal Government and/or international donors; and, in accordance with the structure of the Prodetur/NE-II, the Plan includes a set of actions grouped in three main Components as follows: • Component 1: Institutional strengthening for local municipalities in order to improve their ability in managing the Prodetur/NE-II – PDITS (Salvador e Entorno). • Component 2: Strategic Planning, training and infrastructure for a sustainable tourism development (the different actions related to the rehabilitation of the historical center of Salvador and included in the Prodetur/NE-II, see paragraph 1.4.3 of the present Chapter, are listed in this Component). • Component 3: Investment promotion for the private sector.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

1.2.2 Tourism demand Based on the statistical data provided by SETUR, there were around 5.6 millions tourism arrivals in Bahia in 2006. They are mostly national tourists, 86% of total arrivals, and the tourism flow is continuing to increase since 1991, in fact during these last 15 years tourism arrivals have recorded a constant growth with around 21,4% per year. Foreign tourists are growing very quickly and in 2006 international tourists was even 3 times more than the flow recorded in 1991. Compared to Brazil, Bahia actually intercepts almost 14% of the total international tourism flow, and this data is in line with the one recorded in 1995 showing that Bahia’s tourism development followed the national trend. Table#20 Tourism Arrivals from origin in Bahia (1991-2005) – x1000 LOCATION

1991

1994

1997

2000

2003

2005

Diff. 91-05

BAHIA Brasilian Foreign Total

1.988,04 174,31 2.162,35

2.588,08

3.402,40

3.852,43

4.069,98

4.275,53

30,18%

31,46%

13,23%

5,65%

5,05%

246,45

249,87

478,39

638,67

717,35

41,39%

1,39%

91,46%

33,50%

12,32%

2.834,53

3.652,27

4.330,82

4.708,65

4.992,88

31,09%

28,85%

18,58%

8,72%

6,04%

115,06% 311,54% 130,90%

Font: Secretariat of Tourism, Bahia

Considering the different tourism destinations in Bahia, the situation should be resumed as follows: •

•

Salvador (Zona Turística Baia de Todos os Santos / Recôncavo) recorded 60% of the total tourism arrivals in Bahia in 2005 (2.56 millions) (figure # 11 and table#21). It means that Salvador has doubled its tourism arrivals compared to 1991, but has lost market shares compared to the other tourism destinations of the State (in 1991 its market share was 52,8%). The second main tourism destination of the State of Bahia is Porto Seguro (Zona Turística Costa do Descobrimento), receiving in 2004 around 1.224.000 tourist arrivals and representing around 25% of the total arrivals in Bahia. This destination is recording the most positive trend of the State (around 300% compared to 1991) and it represents the 25% of the present tourism arrivals of Bahia.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

•

• • • •

Ilhéus (Zona Turística Costa do Cacau), represented the third most important destination of Bahia in 2004 even if very far from the previous 2 destinations. It had around 6% of the market share in 2004 (from 5.6% in 1991) and increased from 121.000 to 293.000 tourism arrivals. Morro de São Paulo & Valença (Zona Turística Costa do Dendê), represents the 4th main tourism destination of Bahia (both in 1991 as in 2004) having in 2004 around 4% of the market share (from 3.6%) and 195.000 (from 77.000). Lençóis (Zona Turística Chapada Diamantina) is the only not coastal tourism destination present in this ranking and represents 2% of the total market share in 2004 (was 1.9% in 1991) growing from 41.000 to 97.000. Considering “others destinations” they represented around 11.7% (from 14.1%) of the total arrivals in 2004, which means 572.000 tourists (from 304.000 in 1991). Finally, in 2003 two new destinations have been added to the list and they are Praia do Forte and Sauipe, both in the tourism zone of Costa do Coqueiros. o Praia do Forte (Zona Turística Costa do Coqueiros). This destination had already a market share of 1.8% in 2004 equivalent to 85.000 tourism arrivals and considering the present tourism investments and those planned in new tourism accommodation, it is foresaw a consistent increasing of performances of this new destination within the year 2010. o Sauípe (Zona Turística Costa do Coqueiros). Costa do Sauípe, which is basically a huge resort complex, has captured around 3.0% of the market share of Bahia recording around 147.000 tourism arrivals in 2004, which are foresaw to grow in the coming years.

Tourism demand in the project area Considering the project area, statistical data are available only about Salvador de Bahia, while the specific numbers about the Reconcavo are missing. Nevertheless, they should be considered as representative of the project area and should be taken into account for the purpose of our analysis because Salvador is the most important tourism destination and almost the totally of the tourism flows of the project area pass through Salvador. Table#21 Tourism Arrivals from origin in Salvador (1991-2005) – x1000 LOCATION

1991

1994

1997

2000

2003

2005

Diff. 91-05

SALVADOR DE BAHIA Brasilian Foreign Total

1.025,66 116,21 1.141,87

1.185,48

1.579,24

1.688,02

1.767,04

2.085,98

15,58%

33,22%

6,89%

4,68%

18,05%

164,3

166,48

318,92

425,78

478,24

41,38%

1,33%

91,57%

33,51%

12,32%

1.349,78

1.745,72

2.006,94

2.192,82

2.564,22

18,21%

29,33%

14,96%

9,26%

16,94%

103,4% 311,5% 124,6%

Font: Secretariat of Tourism, Bahia

The trend of the project area is similar to that recorded by the State of Bahia. In particular, international arrivals increased more than 310% passing from 116.000 TARGET EURO Snc – ARS Progetti Srl

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

in 1991 to around 478.000 in 2005. And, in general, total tourism flows (nationals and internationals) doubled in the last 15 years. Finally, considering the Reconcavo, local stakeholders estimate around 240.000 tourists per year. Around 60% of them are in Vera Cruz where international resorts are located (ej. Club-Med, etc.), 10% in Cachoeira and 6-7% in Itaparica. Market of origin Based on the data provided by the SETUR (table#22) Western Europe is the most important market of origin of the present tourism demand (around 59% of total tourists), followed by Americas (especially USA and Argentina). Considering the single Countries, Portugal was the most important market of origin with more than 66.000 tourists per year, followed by Italy (around 60.000 tourists in 2005). Finally, France and Spain are also important demand tourism markets that are choosing the project area as their tourism destination. Table#22 1995 Country Rank

2004 Share %

Rank

Var. %

2005 Share %

Rank

Share %

91_05

04_05

EUROPE PORTUGAL ITALY FRANCE SPAIN GERMANY UNITED KINGDOM SWISS NETHERLANDS AUSTRIA BELGIUM SWEDEN DENMARK NORWAY

7 3

12.245 23.143

5,3 10,1

2 1

65.979 80.591

14,9 18,2

1 2

66.400

4 5 1 12 n.a 13 11 10 17 18 19

19.149 17.228 44.624 2.376 n.a. 1.785 5.506 5.898 705 662 618

8,3 7,5 19,5 1,0 n.a 0,8 2,4 2,6 0,3 0,3 0,3

6 3 7 9 n.a 10 11 17 16 14 17

21.255 60.222 19.041 13.284 n.a 10.185 7.971 2.214 3.542 4.428 2.214

4,8 13,6 4,3 3,0 n.a 2,3 1,8 0,5 0,8 1,0 0,5

3 4 8 9 10 11 13 15 17 19 21

59.499 56.008 49.392 25.497 15.308 9.493 6.469 5.027 4.327 3.047 2.704 1.871

13,9 12,4

442,3% 0,6% 157,1% -26,2%

11,7 10,3 5,3 3,2 2,0 1,4 1,1 0,9 0,6 0,6 0,4

192,5% 186,7% -42,9% 544,3% n.a. 262,4% -8,7% -26,6% 332,2% 308,5% 202,8%

163,5% -18,0% 33,9% 15,2% n.a. -36,5% -36,9% 95,4% -14,0% -38,9% -15,5%

2 6 8 9 15 20 16 23 21

39.758 14.823 8.386 6.334 1.274 582 1.211 299 335

17,3 6,5 3,7 2,8 0,6 0,3 0,5 0,1 0,2

5 4 8 12 12 17 17 14 22

36.753 46.052 15.498 5.757 5.757 2.214 2.214 4.428 1.328

8,3 10,4 3,5 1,3 1,3 0,5 0,5 1,0 0,3

5 6 7 12 14 16 22 23 24

42.609 41.773 29.975 5.949 4.376 4.085 1.646 1.617 1.127

8,9 8,7 6,3 1,2 0,9 0,9 0,3 0,3 0,2

7,2% 181,8% 257,4% -6,1% 243,5% 601,9% 35,9% 440,8% 236,4%

15,9% -9,3% 93,4% 3,3% -24,0% 84,5% -25,7% -63,5% -15,1%

22 14

331 1.653 11.852

0,1 0,7 5,2

17 22

2.214 1.328 28.341

0,5 0,3 6,4

18 20

2.765 2.582 34.694

0,6 0,5 7,3

735,3% 56,2% 192,7%

24,9% 94,4% 22,4%

229.482 161.452 33.244 13.836

100,0 70% 14% 6%

442.810 261.700 83.248 31.883

100,0 59% 19% 7%

478.240 281.251 90.548 40.041

59% 19% 8%

AMERICAS ARGENTINA UNITED STATES CHILE URUGUAY CANADA MEXICO PARAGUAY VENEZUELA BOLIVIA OTHER COUNTRIES AUSTRALIA JAPAN OTHERS

Total Total Europe Total Americas Total "other"

108,40% 8,00% 62,1% 7,5% 150,4% 8,8% 130,4% 25,6%

Source: SETUR NB: in the item “Others” are included all other European, American and other Countries of the world which recorded limited tourism flows

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Compare the data of the 2005 with the previous year (2004) there are significant changes in some Countries. For instance, Italy (-26,2%), Spain (-18%), the Netherlands (-36,5%), Austria (-36,9)% and other countries recorded a significant decrease of tourist arrivals. The same situation it is recorded for other Americas Countries such as USA, etc.. This should be a consequence of the international economic crisis, but maybe it should also be connected to the fact that the project area is extremely influenced by the markets trends. Table#23

Considering domestic tourists (Table#23), Bahia is the most important market of origin with around 25% of total arrivals. The States of São Paolo, Rio de Janeiro, Sergipe and Pernambuco are also included in the top five markets of origin and, in addition to Bahia, represent around 72% of total domestic arrivals in the project area. Finally, Sergipe is the market of origin who recorded the highest positive trend in the last 10 years (around +240%)

Origin of domestic market 2005 (top five) BAHIA

25,5%

SÃO PAULO

23,1%

RIO DE JANEIRO

11,6%

SERGIPE

6,0%

PERNAMBUCO

5,6%

Source: SETUR - Fluxo Global de Turistas Nacionais

Tourist’s characteristics Based on an investigation carried out by the Secretariat of Culture and Tourism in 2005, the main characteristics of the tourism demand in Salvador are as follows: Table#24 Characteristics of International Tourists Travel characteristics Travel motivation (%) Leisure 75,1 Visiting friends / family 13,3 Business / Congress 9,0

Characteristics of Domestic Tourists Travel characteristics Travel motivation (%) Business / Congress 33,8 Leisure 31,7 Visiting friends / family 20,0

Visit decision (%)

Information by friends Travel Agencies Already knew Advertisement (magazine, TV, etc.) Internet Stand (Tourism fairs) Travel organization (%) With Travel Agency Without Travel Agency Travel group (%) Families Individual tourists Group of friends Excursionists

31,2 9,9 9,0 2,3 2,3 0,9 49,2 50,8 41,6 33,0 23,9 1,5

Accommodation (%) Hotel Pousada Home (friends / family)

Already knew Information by friends Advertisement (magazine, TV, etc.) Travel Agencies Internet Travel organization (%) With Travel Agency Without Travel Agency Travel group (%) Individual tourists Families Group of friends Excursionists

37,0 24,0 3,3 1,6 0,5

11,3 88,7 50,3 38,9 10,6 0,3

Accommodation (%) 53,2 18,4 11,6

TARGET EURO Snc – ARS Progetti Srl

Home (friends / family) Hotel Pousada Own home

46,9 29,5 8,4 7,0

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Average overnight spent (%) number of days Number of visits in SSA (%) First time Repeaters Economic Indicators Average monthly salary (US$) Budget spent per day (US$) Costs structure (%) Accommodation Food & Beverage Shopping Local transport Entertainments Others Socio-Economic Profile Sex (%) Male Female Education (%) Superior + Middle Job (%) Free lance / Consultant Merchant Public employee Entrepreneur Commercial employee Retired Student

Average overnight spent (%) 9,5 68,1 31,9 4.704,00 86,60 31,6 20,7 20,5 13,5 12,2 1,5

62,6 37,4 75,5 21,7 18,4 11,6 10,1 9,0 8,5 6,1 4,6

number of days Number of visits in SSA (%) First time Repeaters Economic Indicators Average monthly salary (US$) Budget spent per day (US$) Costs structure (%) Accommodation Food & Beverage Shopping Local transport Entertainments Others Socio-Economic Profile Sex (%) Male Female Education (%) Superior + Middle Job (%) Public employee Free lance / Consultant Commercial employee Merchant Student Entrepreneur Retired

7,2 17,7 82,3 977,00 28,30 15,1 25,2 22,4 12,9 15,2 9,2

58,2 41,8 52,9 36,7 14,5 11,8 11,1 8,9 8,9 7,6 6,9

Source: Secretaria Turismo de Bahia, Investigation 2005

• •

•

Leisure (75%) is the most important reason for international tourists, while domestic tourists essentially come from business / congress (34%) and also pleasure (32%); “Word of Mouth” is the main tool used by international tourists for choosing this tourism destination (around 31%), followed by the suggestions provided by Tour operators and Travel Agencies (10%). Considering domestic tourists, they seem to be mostly repeaters (37%), while the 24% of them has been influenced by friends/family. The commercialization channel (Tour Operators and Travel Agencies) is used by almost the 51% of international tourists, while national tourists prefer to organize the holidays without travel agencies. Considering the international tourists, the family is the most important group represented by the 42% of total arrivals, while individual tourists are 33%. Considering the national tourists, almost half of them are visiting the area individually, while the families are around 39%. Hotels are chosen especially by international tourists (53%), while domestic ones prefer to stay both at friend and/or family home (47%) and hotels (30%).

TARGET EURO Snc – ARS Progetti Srl

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

• • •

• •

International tourists stay longer (9,5 days) than domestic ones (7,5 days). Considering the number of visits, 32% are repeaters while 68% of them is visiting the area for the first time. Finally, 82% of national tourists are repeaters. The average amount of money spent by international and domestic tourists is limited (around 86,60US$ and 28,30US$ per day respectively), showing as the present tourism demand is essentially composed by the low and middle class. Based on the UNWTO data, cultural tourists have a daily expenditure from US$130 to US$250 depending of the tourism segments and destinations. International tourists spend their holiday’s budget essentially for the accommodation (32%), food&beverage (21%) And shopping (20%), while national tourists prefer food%beverage (25%) and shopping (22%). Finally, considering the profession, around 40% of the international tourists have a middle / middle-high professional job (consultant, merchant and entrepreneur), while the national tourists are employees (around 26% including public and private sector) or with middle-high professional jobs (around 29%, including consultants, merchant and entrepreneurs).

Monthly tourism flows Based on the statistical data provided by SETUR (Table#25) and considering the tourists recorded by the hotels in Salvador, tourism arrivals are equally distributed during the year. Table#25 Tourism arrivals by month - 2005 Month

5 stars

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dic

27.864 23.886 27.748 23.026 20.832 19.402 24.697 27.020 23.979 28.710 27.058 22.953

Total

297.175

4 stars 9,4% 8,0% 9,3% 7,7% 7,0% 6,5% 8,3% 9,1% 8,1% 9,7% 9,1% 7,7%

17.437 14.405 16.005 14.989 15.615 13.887 16.610 15.519 16.188 17.454 16.981 17.175

3 stars 9,1% 7,5% 8,3% 7,8% 8,1% 7,2% 8,6% 8,1% 8,4% 9,1% 8,8% 8,9%

192.265

2 stars

1 stars

Sub-total

12.855 11,3% 9.634 8,5%

3.284 11,2% 2.288 7,8%

1.121 15,2% 764 10,4%

9.121 9.003 8.896 8.164 10.987 9.198 8.991 9.128 9.138 8.202

2.103 2.018 1.952 1.830 2.591 2.460 2.163 3.017 2.841 2.894

62.562 50.977 55.566 49.495 47.657 43.692 55.539 55.053 51.690 58.824 56.557 51.938

8,0% 7,9% 7,9% 7,2% 9,7% 8,1% 7,9% 8,1% 8,1% 7,2%

113.317

29.441

7,1% 6,9% 6,6% 6,2% 8,8% 8,4% 7,3% 10,2% 9,6% 9,8%

589 459 362 409 654 856 369 515 539 714 7.351

8,0% 6,2% 4,9% 5,6% 8,9% 11,6% 5,0% 7,0% 7,3% 9,7%

639.554

Source: SETUR

As showed in Figure#12, in 2005, January and October was the months which recorded the highest tourism arrivals. Finally, tourists that stay in hotel seem to prefer high quality standard hotels (4-5 stars hotels). In this case, as showed in the table#25, these superior hotel categories recorded around 77% of total tourism arrivals.

TARGET EURO Snc – ARS Progetti Srl

9,8% 8,0% 8,7% 7,7% 7,5% 6,8% 8,7% 8,6% 8,1% 9,2% 8,8% 8,1%

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Flight and cruiser passengers to Bahia In addition to the analysis of the tourism flows recorded by the hotels, the Consultant has also analyzed the consistency of the present flight and cruiser passengers. They should be considered as important data to understand the present tourism development of the project area. Considering the flight passengers, Salvador’s airport (Deputado Luis Eduardo Magalhaes) is the third main airport of Brazil in terms of international arrivals after Guarulhos (São Paulo) and Galeão / Carlos Jobim (Rio de Janeiro). These passengers arrive especially from Europe (Portugal, Spain, UK, Germany, France and Italy) and the Americas (Argentina, USA, Chile and Uruguay). Salvador is also an important destination for domestic passengers placing at the 5th rank, after São Paolo, Brasilia and Rio de Janeiro. Finally, considering the number of regular flights, there are 79 weekly flights to Salvador’s airport. Regular direct flights from Europe are from Spain (Madrid), Portugal (Lisbon) and Germany (Frankfort), while during the high season many charter flights are organized by international tour operators.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

There were 1.121 charter flights to Salvador during 2006 for a total 63.682 passengers (Table#28). Table#28

Considering cruiser passengers (table#29), there were 115.548 arrivals recorded during the season 2006-2007 in Salvador. Table#29 Movement of Cruise Ships on the Coasts of Bahia 2005 / 2006 Locality

Pax

Share%

2006 / 2007

Calls

Share%

Pax

Share%

Calls

Share%

Salvador

70.715

67,5%

70,0%

115.548

66,1%

67,7%

Ilhéus

33.266

31,7%

27,7%

50.215

28,7%

23,6%

Porto Seguro TOTAL BAHIA

846 104,827

5,6% 100

2 101

11,0% 100

9 174,763

5,2%

100

127

8,7% 100

Source: SETUR, 2007

In addition, as showed in table#30, more than half of total cruise passengers are Brazilian. Total revenues generated by this sector in Salvador was around 8,5 million US$ during last high-season.

Table#30 BREAK-DOWN Passengers

2006/2007 SALVADOR

BAHIA

115.548

174.763

Brazilians

60.085

90.877

Foreigners

55.463

83.866

Revenues - US$

8.513.000

12.421.000

Brazilians

3.665.158

5.543.000

Foreigners

4.547.966

6.878.000

Source: SETUR, 2007

TARGET EURO Snc – ARS Progetti Srl

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

Potential Tourism Demand12 Despite the continuous increasing of the tourism arrivals in the last 5 years, local cultural tourism stakeholders in Salvador and the Baia de Todos os Santos are not completely exploiting their potential yet. And especially considering international tourist flows, the situation seems underexploited because they represent only the 20% of the present tourist demand, while in other similar tourism destinations in Latin America usually they are from 40% to 60% of total tourism arrivals. The reorganization of the cultural tourism supply should diversify the present tourism products contributing not only to increase the number of the present tourism demand, but also to attract new tourism segments in Salvador and the BTS. In particular, based on the personal interviews conducted by the Consultant with the local tourism stakeholders during its field missions, and taking into account the questionnaire analysis conducted with 14 local and international tour operators13, the big variety of tangible and intangible cultural attractions of the project area should allow local stakeholders to develop dedicated cultural tourism products in order to attract different tourist segments, such as families with children, young couples, mature and senior travelers with extensions toward social tourism (groups-associations-clubs) and the youths (groups of friends). Considering the suggestions of local and international stakeholders, the potential cultural tourism segments that should be take into consideration by the future cultural tourism strategy are as follows: - Empty nest (mature clientele), Senior couples and Groups of seniors: these three tourism segments are considered particular important not only for their higher expenditure capacity, but also because they are usually interested to the tangible and intangible patrimony of a tourism destination. In this sense, Salvador and BTS should easily supply many cultural activities for satisfying the expectations of these kinds of tourists. In addition, despite the present tourism demand of the project area seems to be younger (18-45 years old14), the older tourism segments are considered important targets because their number is quickly increasing especially in the present tourism markets already interested to Bahia (Europe and North America). Tourism packages related to the patrimony, performing and visual arts, ethnic, literature and religious tourism products seem to be the most suitable for this tourism segments. - Family with children: local stakeholders consider this segment particularly interesting due to the combination of natural (sea) and cultural attractions in the area. In particular, cultural tourism should be integrated into the present tourism supply related to the natural resources (sea) in order to make more interesting the holidays for this segment. In this case, the tourism packages should have to include an educational element especially requested by the 12

For more information about tourism segments and markets, please see Chapter 5 of the present Final Report. 13 See Annex 6 14 This statistical information, provided by local stakeholders, has been confirmed by the study conducted on the International Tourist Demand in 2003 by Emtursa.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

parents for their children. The visit to the architectural patrimony (including the museums) and to the archeological sites and the participation to the performing arts seem to be the most important activities for this segment. Young people (group of friend, individuals, DINKS15): they are already important tourism segments for the project area (Salvador and the BTS), and all local stakeholders consider them like a strategic target for supporting the development of a competitive cultural tourism supply. This kind of tourists are particularly interested to live an experience more than a simple holiday and, considering the project area, they seem especially attracted by those tourism products which include the discovery of local tradition (with particular regard to music and arts) and their active participation in the different activities carried out during the holiday. Finally, students are a sub-segment of this group and they are considered with high priority by local stakeholders especially referring to the national market.

Finally, considering the potential cultural tourism markets, all local stakeholders agree that the present situation is extremely influenced by the limited air companies that flight directly to Salvador. Due to this situation, all the interviewed declared that in the short term the cultural tourism strategy should be addressed to those markets already frequenting the area (especially Western Europe and North America); while in the long term, if new air companies will directly flight to Salvador, it should be possible to attract the emerging tourism markets (Eastern Europe, Asia, etc.). Based on what said before, the potential tourism markets of Salvador and BTS should be grouped as follows: - National market: in this case, Rio de Janeiro, São Paolo, Brasilia and the State of Minas Gerais continuous to be important targets for the area. - Regional market: at regional level, the most important markets seem to be Argentina (it was one of the most important markets for Salvador before the economic crisis of the Country) and Chile (the second most important tourism market of Latin America for Salvador). The recent economic development of both Countries increased the interest for these tourism markets. - European market: in addition to the traditional tourism markets (Italy, Spain, Portugal, France, UK, Germany, The Netherlands, etc.), Scandinavian market seem to have good potentialities in terms of new arrivals. - North American market: the USA are traditionally the most important American market. In addition their interest in cultural tourism make them as an important target for the cultural tourism strategy. - Rest of the world: East Europe (especially Russia), Asia (China16, Japan, etc.) and Oceania (Australia) are considered as interesting markets but only in the long term. The present flight connections are limiting their appeal.

DINKS = Double Income No Kids According to a forecast from the World Tourism Organization, China will have 100 million outbound travelers and become the fourth largest source of outbound travel in the world by 2020. 16

TARGET EURO Snc – ARS Progetti Srl

Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

1.2.3 Tourism supply The present analysis of the tourism supply is based on the documentation provided by the SETUR and on personal interviews conducted by the Consultant with local stakeholders (hotelkeepers, restaurant owners, tourist guides, tour operators and travel agencies, etc.). The data have been re-assessed by the Consultant.

Tourism accommodation Table#31 Year 2006 Based on the statistical data Tourist Zone Accommodation Rooms provided by SETUR, the project N° % N° % area (including Salvador and Salvador 387 11,4% 14.566 20,3% Baia de Todos os Santos) is the BAÍA DE TODOS OS SANTOS 201 5,9% 3.112 4,3% 320 9,4% 7.746 10,8% second tourism destination in COSTA DOS COQUEIROS 355 10,4% 4.556 6,4% Bahia in terms of COSTA DO DENDÊ 318 9,3% 5.253 7,3% COSTA DO CACAU accommodation (table#31) after COSTA DO DESCOBRIMENTO 654 19,2% 14.814 20,7% Costa do Discobrimiento, but COSTA DAS BALEIAS 248 7,3% 3.792 5,3% 129 3,8% 1.810 2,5% the first destination in terms of CIRCUITO DO DIAMANTE 29 0,9% 334 0,5% CIRCUITO DO OURO rooms’ number. In particular, 39 1,1% 652 0,9% CIRCUITO CHAPADA NORTE the project area has around 17% CAMINHOS DO OESTE 194 5,7% 3.633 5,1% of the tourism accommodation LAGOS DO SÃO FRANCISCO 63 1,8% 1.400 2,0% 49 1,4% 991 1,4% and 25% of hotel rooms of the VALE DO JIQUIRIÇÁ 115 3,4% 2.358 3,3% CAMINHOS DO SERTÃO total accommodation supply in SUDOESTE 118 3,5% 2.680 3,7% Bahia. 187 5,5% 4.039 5,6% OUTROS MUNICIPIOS Tourism accommodation supply GRAND TOTAL 3.406 71.736 in Bahia and, in particular, in the project area is quickly increasing because of the recent national and international investments in tourism resorts and hotels. Considering Baia de Todos os Santos, the figures in 2006 recorded a 23,5% increase compared to 2005. In addition, compared to 2001, the project area recorded an increment of around 34% in accommodation and 37% in rooms (see table#32).

Table#32 Location

2001 Rooms

Beds

BAÍA DE TODOS OS SANTOS Salvador 292 Cachoeira 6 Candeias 4 Itaparica 10 Jaguaripe 6 Madre de Deus 5 Maragogipe 7 Nazaré 5 Salinas das Margaridas 4 Santo Amaro 8 São Felix 2 São Francisco do Conde 1 Saubara 14 Vera Cruz 75

10.472 112 60 184 80 82 78 70 76 141 25 17 232 1.308

TOTAL

12.937

439

Var. % 2001-2006

2006

Hotels

Rooms

Beds

22.516 259 184 440 258 239 178 166 202 437 58 42 578 3.008

387 11 5 17 10 9 15 6 10 9 2 3 15 89

14.566 138 79 271 117 133 194 92 126 161 38 65 246 1.452

33.261 325 237 647 384 313 429 216 328 435 105 147 613 3.364

28.565

588

17.678

40.804

Hotels

Rooms

Beds

32,5% 39,1% 47,7% 83,3% 23,2% 25,5% 25,0% 31,7% 28,8% 70,0% 47,3% 47,0% 66,7% 46,3% 48,8% 80,0% 62,2% 31,0% 114,3% 148,7% 141,0% 20,0% 31,4% 30,1% 150,0% 65,8% 62,4% 12,5% 14,2% -0,5% 0,0% 52,0% 81,0% 200,0% 282,4% 250,0% 7,1% 6,0% 6,1% 18,7% 11,0% 11,8% 33,9%

36,6%

42,8%

Source: SETUR

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

This trend seems to continue during the next years in accordance with the present investments in the project area (around 3.000 new rooms will be built during the next three years, 2007 – 2010). At the present, based on the official data 2006 (table#32), there are 588 accommodation recorded in the project area for a total of about 17.700 rooms and 41.000 beds. The higher number of accommodation are located in Salvador (around 66%). The city also represents the 82,4% of the total room supply of the area, which means that in Salvador the hotels have a bigger size compared to the other municipalities of the Baia de Todos os Santos. Considering the other municipalities of the project area, only Vera Cruz seems to have a good number of tourism accommodation, while in the other destination they are very limited. Occupancy rate The situation should be summarized as follows: - The total Table#34 Table#33 occupancy rate of Occupancy rate by hotel - 2005 (%) the area is a bit Month 5 stars 4 stars 3 stars 2 stars 1 star Sub-total lower compared to Jan 91,97 91,91 70,35 41,57 44,51 81,51 other similar Feb 83,65 84,04 63,48 39,33 39,47 74,52 Mar 81,03 74,38 49,89 28,85 27,13 66,40 international Apr 72,38 65,71 48,74 26,88 23,58 60,11 destinations and, May 64,28 62,61 50,64 27,05 22,62 56,45 Jun 63,09 58,64 45,88 26,37 26,04 53,91 according to the Jul 72,10 73,81 58,37 35,43 28,46 65,13 statistical data, it Aug 79,47 61,89 53,10 31,01 34,59 63,64 Sept 80,26 64,47 55,84 31,55 22,26 64,92 is around 65% Oct 86,97 67,70 54,42 46,23 23,94 69,40 with a peak during Nov 83,74 65,95 58,83 40,76 27,09 68,33 Dec 65,46 65,89 49,42 39,79 25,93 58,93 January and Annual Average 76,99 69,70 54,89 33,48 28,76 65,37 February (Carnival), when several high quality standard establishments record nearly full occupancy (see table#33). - 5 and 4 stars hotels recorded an occupancy rate in line with other tourism destinations in Latin America (77% and 70% respectively), but the other categories are suffering a very limited occupancy rate. It should be considered like a critical situation, especially due the fact that with similar occupancy rate it is not possible to invest for improving their quality and services. - Finally, considering the present investments in new accommodation with high level quality standards it has to be surely considered as an important action in order to make more competitive the destination at international level, but at the same time there is the risk to increase the gap among them and the other accommodation located in the area (3, 2 and 1 star hotels). It is especially because the higher number of rooms compared to the present tourism demand should start a local competition based on the price.

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Tourism services Table#34 Catering The area is known at the national Baia de Todos os Santos Tourist Restaurants of Salvador and Baia de Todos os Santos (and international) level for its N° of Tourist Typlogy of gastronomic traditions. It seems Municipality Restaurants Gastronomy to be one of the most organized Cachoeira 1 Regional service of the area and based on Itaparica 2 Fish the official statistical data Nazaré 2 Various provided by SETUR, there were 22 Bahian 16 Churrascaria more than 100 catering 14 Italian stakeholders in the Baia de Todos 12 Regional / Nordest 7 Japanese os Santos (table#34). Moreover, 6 Chinese qualified restaurants are 6 French Salvador concentrated in the international 3 Arabic 2 German hotels and in Salvador. Many 2 Spanish restaurants offer typical Bahian 1 Portuguese 1 Jamaican cuisine in very traditional settings 1 Mexican but the quality of service is 1 Thai uneven, depending on the skills of Santo Amaro 1 Regional individual catering service Vera Cruz 2 Various owners. More than occasionally, TOTAL 102 the Consultant has noticed a lack Source: Elab oracion: FGV 2002 of hygienic care in the premises. In Salvador is also easy for tourists to enjoy with international cuisine (especially, Italia, Japanese, Chinese and French).

Transport Table #35 Local transport service is quite well developed, Baia de Todos os Santos tourists can easily reach the most important Number of MUNICIPALITY % Transporters tourism areas of the Baia de Todos os Santos, 72,73% 24 both by public (bus and taxi) and private (car Salvador 9,09% 3 rental) transports. More than 70% of total Candeias transport enterprises (table#35) are located in Barreiras 6,06% 2 Salvador such as the rental car (27 rental car Cachoeira 3,03% 1 enterprises in the project area). 3,03% Itaparica 1 Finally, the quality provided by local Nazaré 3,03% 1 stakeholders is quite good and in line with Santo Amaro 3,03% 1 international standards, while the price seems to T O T A L 33 100,0% be more expensive that in other tourism Source: SETUR (Dec. 2005) destination in Brazil and Latin America. There is a rail transport connecting Salvador to Cachoeira, but it is actually used only for commodities transport. It should be easily used for organizing a very efficient rail tourism transport. Tourism infrastructure and organization In the last twenty years, infrastructure development in the area has been quite impressive. Tourism parks, congress centers, exhibition areas, auditoriums and conference halls have flourished in the Baia de Todos os Santos and especially in

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Salvador, in a bid to support a diversification process, whereby traditional tourist products (sun&beach) are complemented by the supply of new ones (e.g. congress tourism, etc.). Considering nautical tourism (yachting, selling-boats, cruises, etc.), in the last ten years, it has been quickly developed especially through the organization of many national and international regattas, the identification of important nautical circuits (roteiros) and the realization of some new marinas / tourism ports. Based on the “Roteiro náutico do litoral da Bahia” (this publication has been carried out by CENAB: Nautical Centre of Bahia, 2004) there were 38 registered Bases of Nautical Support (BAN: Bases de Apoio Náutico) in the coast of Bahia (with an average distance of around 30 miles one of the other). Considering the Baia de Todos os Santos, there were 13 marinas clubs officially registered and a total of around 2.150 boat places/parkings (Salvador has 57% of total capacity). Finally, based on the statistical data provided by SETUR, there were 21 maritime agencies operating in the Baia de Todos os Santos (see table#36 in the next page). Table#36 SUPPLY OF PARKING SPACES FOR TOURISM EMBARKEMENTS IN THE TOURIST ZONE OF BAHIA DE TODOS OS SANTOS (MARCH 2004) MARINAS & NAUTIC CLUBS: Baia de Todos os Santos (March 2004)

Municipality

Area

Places / Parkings in "Piers"

Places / Parkings on "Dry"

Places / Parkings in "Mooring"

TOTAL

Simões Filho

Baía de Aratu, Ilha de São João

150

360

ANGRA DOS VELEIROS

Salvador

Porto dos Tainheiros, Ribeira

BAHIA MARINA*

Salvador

Comércio

350

181

531

CENTRO NAÚTICO DA BAHIA

Salvador

Comércio

IATE CLUBE DA BAHIA

Salvador

Porto da Barra

100

200

300

Simões Filho

Baía de Aratu, Ilha de São João

134

211

Bonfim

Porto Bomfim

ARATU IATE CLUBE

MARINA E ESTALEIRO ARATU MARINA BONFIM MARINA ITAPARICA

Itaparica

MARINA PIER NORTE

Salvador

Ribeira

MARINA PIER SALVADOR

Salvador

Porto dos Tainheiros, Ribeira

SAVEIRO CLUBE DA BAHIA

Salvador

Porto dos Tainheiros, Ribeira

100

160

Vera Cruz

Cacha Pregos

MARINA CACHA-PREGOS MARINA BAHIA MAR TOTAL Source: SCT BAHIA

100

140

830

815

499

2144

elaborated by Target Euro

Other tourism services Especially in Salvador, tourism services are quite well organized. This is one of the most important and famous tourism destinations in Brazil and there are many entertainment opportunities (shopping, discos, clubs, bars, etc.) really appreciated by the present tourist demand.

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Table#37

Considering Travel Agencies (T.As), there are Baia de Todos os Santos Number of MUNICIPALITY % almost 400 TA in the project area especially Agencies located in Salvador (98,2%). The biggest part Salvador 387 98,22% 6 1,52% of them depend by the big tour operators Vera Cruz Itaparica 1 0,25% (T.Os) located in São Paolo and Rio de TOTAL 394 100,00% Janeiro, and their main duties are the Source: SETUR organization of the logistical activities to be supplied to the tourists. Only few T.As have a direct commercialization channel with international markets and only 13 local T.As are actually working on cultural tourism. Finally, tour guide service is also well organized by the local tour guide association. Cultural guided tours are especially organized in Salvador and, in the last few years, also other cultural destinations on the Baia de Todos os Santos (e.j. Cachoeira, etc.) have been included. IMPORTANT: cultural tourism attractions are not included in the present analysis

because already included in Chapter 1 of the present Report.

Tourism products Baia de Todos os Santos has developed various tourism products, especially in Salvador, with particular emphasis on its natural assets (sea and beach) and cultural attractions. Despite this, cultural tourism is still not well organized and cultural items are essentially organized as secondary attractions to be used in order to strength the main tourism products. Considering trip purposes, it could be possible to identify 5 main tourism products that present a different level of development and impact on the local economy as follows: Sea-Sand-Sun: It is the main tourism product supplied by the Baia de Todos os Santos both with the formula “independent” and “all-inclusive”17. In this last case, tourism resorts are a growing phenomenon in the region and some of the most successful resort chains (e.g. Club-Med, etc. ) are regionally based. The traditional sea-sand-sun holiday is, especially in Salvador, intergraded with cultural (e.j. visit to the museum, participation to performing art such as capoeira ballets, etc.) and sport (e.j. surf, etc.) activities in order to entertain the tourists. Culture and Events: the Carnival is the most important cultural event in Bahia from the tourism point of view. It is very well organized and official data estimate around 540.000 tourists during Carnival-2007 (including classified, not-classified and extra hotels). Around 50% of total accommodation supply was booked by tourists coming for the Carnival. 17

All-inclusive system is characterized by a single package price with no money changing hands with customers at the resort, an orientation to couples and a recreational “sea, sand and sun” experience. Allinclusive tourism resorts are recently vigorously debated about the advantages and disadvantages of this type of resort development. There are several countries which regard these resorts as seeking to keep their customers on-site, while discouraging any significant linkages with the local economy (e.g. through tourists using local transportation services, micro-small enterprise development, etc.).

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In addition to the Carnival, São Joao (in the Reconcavo area: Cachoeira e São Francisco) is another important cultural event (during the month of June) but especially for local population and tourists coming from Bahia. Finally, there are many other cultural festivals and events organized in the area, but they should not be considered relevant from the tourism point of view. M.I.C.E.: Meetings, Incentives, Congresses and Events (MICE) tourism is very well organized in Salvador with excellent infrastructures and hotels offering international quality standards and services and able to guest the most sophisticated business tourists. In addition, the Congress Centre and Convention Visitors Bureau (CVB) of Salvador are allowing to the city to be considered the most important MICE destination in Bahia and one of the most important in Brazil. Based on personal interviews with local stakeholders, MICE tourists seem to be around 30% of total tourists coming to the project area. Cruise: It is another important tourism product organized in the project area. Based on official statistical data around 115.500 passengers arrived to Salvador during the cruise season 2006-2007. Considering its potentialities, this product is not exploited yet by local stakeholders, but there are some project idea promoted by local stakeholders (e.g. Via Nautica, etc.) in order to build new cruise port for developing the destination as one of the most important in Latin America. The impact on the local economy of this typology of tourism product is quite small compared to the other products, but this form of travel is surely attracting new markets to the region and encouraging landbased vacations. The linkage between cruise and land vacations is still debated upon in the tourism sector, but local stakeholders should develop daily excursions and shopping opportunities in order to stimulate the tourists' spending in the area. Yachting: The tourism product is quite well organized and local stakeholders (21 maritime agencies and 13 maritime clubs) are offering good quality standards of services and activities. The yachting market in the Region has served as a small but important market for both charter cruises and bare– boating. Continued growth in this market is expected, paralleling the rising interest in recreational boating generally in most developed countries. An important element of the yachting market is the creation of events which help to position a destination as a yachting centre. Successful attraction of yachting markets provides not only direct benefits to a destination, but increases its overall attractiveness as a destination. It adds to the diversity of a destination’s tourism product and, in many cases, becomes an attraction in its own right for land vacationers. The yachting market is a small but growing segment. Like the cruise market, the yachting market provides direct and indirect benefits to the region. It adds to the diversity and excitement of a destination’s tourism product and creates local business opportunities in a variety of areas ranging from provisioning to yacht repair services. Finally, despite the fact that the project area is rich in historic and cultural resources, these remain relatively undeveloped as tourism attractions. Over the last few years, some initiatives have emerged to develop these resources as tourism products, but these efforts still fall short from a concrete tourism product

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

diversification strategy. The main cultural tourism packages actually organized in the area are as follows: Table#38 Baía de Todos os Santos Tourism packages

Area City Tours:

Panoramic Salvador by night Historic tours

Salvador

Excursions:

by boat in the BTS in the beaches (Itapoã) diving

Events:

Carnival

Cachoeira/São Felix - daily excursion Recôncavo Baiano

São Francisco do Conde - daily excursion Santo Amaro - daily excursion Excursions: Boat / yaghting

Ilha de Itaparica

Horsing Nazaré

daily excursion

Source: PDITS and individual interview s conducted by the Consultant with local stak eholders

1.2.4 Economic figures Tourism is a broad service sector requiring a wide range of simple and complex goods and services to support it. Tourism is a multi-sector economy focused not only on tourism components, such as tour operators, travel agencies and lodging, but also involving agriculture, banks, insurance companies, transportation, food, culture and other technical services and material products (machinery, equipment, instruments) required to support travel activities and tourism attractions. It means that tourism generally generates revenue in the form of foreign exchange earnings, increased income, employment and development of infrastructures. In addition, as it happened in Bahia, growth in tourism is also argued to facilitate foreign capital inflows which reduce the need for domestic savings and capital accumulation. Tourism should be considered an important sector in the State’s economy. It is without question one of the most important export sector in the State and possesses the inherent ability to diversify Bahia’s economy, stimulate entrepreneurship, catalyze investments, create large numbers of sustainable jobs and help social development in local communities. There are numerous examples of linkages between tourism and other sectors in Bahia: • Transportation: Air access and internal transportation infrastructures and services are key factors for stimulating economic development, and in particular tourism. In Bahia several ports, airport and road infrastructures and services that have been developed in order to satisfy specific tourist needs, are also used by the local population and entrepreneurs for their own businesses.

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•

Agriculture and fishing: they remain key sectors of the Baia de Todos os Santos. Both sectors have a double advantage from tourism development. The first advantage is connected to the consuming of food&beverages by the tourists during their holidays (tourism could be considered as an interesting market for the agricultural and fishing sectors). The second one is related to all tourism activities developed by local stakeholders connected to the agriculture (e.g. eco-tourism, rural tourism, etc.) and fishing (e.g. gastronomy, etc.). In this case, tourism has been useful in order to create new job opportunities, revenues, etc. SMEs (enterprises/handicraft): tourism is considered an important tool for supporting and developing SMEs and especially the handicraft sector in the disadvantaged regions by stimulating handicraft production, marketing and sales. Little producers are often enabled to easily market and sell their products to the tourists, so collaboration among crafts organizations, local producers and tourism stakeholders (enterprises and tourism development and promotion bodies) are stimulated by local and national governments. Considering the project area, despite the presence of a huge variety of handicraft production, there is not yet an organized tourism product based on the handicraft sector. Financial services and investments: this is a particularly active sector in Bahia. Focused almost exclusively on beach tourism, investment in tourism has been primarily originated from offshore sources, leaving local entrepreneurs to invest in the small hotels sector.

Table#39 PUBLIC - PRIVATE INVESTMENTS IN TOURISM SECTOR (1991 - 2015) PRIVATE SECTOR

Tourism area

PUBLIC SECTOR

Complited In execution Estimated

TOTAL

Complited In execution Estimated

US$ x 1.000

TOTAL

US$ x 1.000

COSTA DOS COQUEIROS

398.669

155.700

1.532.895

2.087.264

132.905

3.818

49.495

186.217

BAÍA DE TODOS OS SANTOS

288.367

114.117

217.213

619.696

901.448

55.763

86.063

1.043.273

COSTA DO DENDÊ

35.438

35.000

70.438

36.154

12.500

77.638

126.293

COSTA DO CACAU

78.496

41.200

666.000

785.696

110.846

11.191

112.107

234.144

279.793

5.000

1.533.950

1.818.743

150.172

92.597

242.769

COSTA DAS BALEIAS

53.440

1.783

58.050

113.272

45.092

390

91.022

136.504

CHAPADA DIAMANTINA

18.350

200

115.000

133.550

125.755

7.237

98.797

231.789

OUTRAS

14.835

137.841

LAGOS DO SÃO FRANCISCO

25.267

5.559

2.770

33.597

CAMINHOS DO OESTE

15.951

1.841

17.792

VALE DO JIQUIRIÇÁ

21.270

159

21.429

1.710

4.302

1.169.098

318.000

4.158.107

5.645.205

1.707.004

98.459

610.488

2.415.951

COSTA DO DESCOBRIMENTO

CAMINHOS DO SERTÃO

TOTAL GERAL

Source: SETUR "Superintendencia de Investimentos em polos turisticos". Up-to-dated on 28/03/2007

Based on the official data provided by SETUR (table#39), since 1991 more than 400 millions US$ have been invested by private sector and around 950 millions US$ by public sector in the Baia de todos os Santos and around 300 millions will be spent during the next few years (until 2015). These new investments will allows the project area to increase its accommodation supply of around 3.000 additional rooms and 2.700 new jobs.

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Table#40 Private Investment

Tourism area "Baía de Todos os Santos" Grande Hotel de Itaparica Marina Resort Ilha do Dourado 1ª Etapa Marina Resort Ilha do Dourado 2ª Etapa Palace Hotel Porto Bello Beach Business Hotel Paulus Stella Maris Resort e Conventions Catussaba Business Catussaba Suítes Bahia Suítes Residence Caeser Business Zank Boutique Hotel Hotel Salvador - Solar dos Azulejos (Mercado Modelo) Madrid / Lisboa - Armação (2 hotels)

Origin

Location

National National National Portugal National National National National National National National National Portugal Portugal / Spain

Itaparica Salinas da Margarida Salinas da Margarida Salvador Salvador/Armação Salvador/ Pituba Salvador Salvador Salvador Salvador / Jardim de Alá Salvador Salvador Salvador

Estimated completation works

Rooms

2.915 90 106 240 90 430 88 350 133 86 220 102 20 200

dic/2007 gen/2009 gen/2010 gen/2009 gen/2009 dic/2007 dic/2007 dic/2007 lug/2008 gen/2008 gen/2008 dic/2007 gen/2009

760

gen/2009

Salvador

Other Tourism Areas in Bahia Costa dos Coqueiros

Estimated investment (US$)

Present situation

Estimated direct jobs

175.125.500,00 2.500.000,00 10.000.000,00 10.000.000,00 1.800.000,00 10.715.000,00 2.017.000,00 12.500.000,00 6.500.000,00 7.500.000,00 13.000.000,00 13.043.500,00 1.200.000,00 24.350.000,00

Planning Execution Planning Planning Planning Execution Execution Execution Execution Execution Planning Execution Planning

2.668 120 106 240 80 430 88 310 133 86 50 25 400

60.000.000,00

Execution

14.029 12.704

2.069.235.000,00 1.800.235.000,00

600 12.783 11.613

Costa do Cacau

370

59.000.000,00

410

Costa do Descobrimento

955

210.000.000,00

760

16.944

2.244.360.500,00

15.451

Total

Source: SETUR "Superintendência de Investimentos em Pólos Turísticos (SUINVEST). Up-to-dated on 04/04/2007

Table#41

Based on the official data (year 2006, estimation) tourism generates in Salvador around 725 million US$ in annual revenues, 55% of the total revenues generated by tourism in Bahia. Table#42 Total employees in Tourism (year 1995 and 2000) 1995

2000

N° of employess in the tourism sector

Total employees

Cachoeira Itaparica Jaguaripe Madre de Deus Maragojipe Nazaré Salinas da Margarida Salvador Santo Amaro São Félix São F. do Conde Saubara Vera Cruz

26 29 10 39 3 14 30.156 76 43 163 2 415

1.551 975 239 648 706 1.748 312 503.911 4.170 716 6.195 228 1.645

1,7% 3,0% 4,2% 6,0% 0,4% 0,8% 0,0% 6,0% 1,8% 6,0% 2,6% 0,9% 25,2%

TOTAL

30.976

523.044

5,9%

Municipality

Tourism emplyees / Total employess

N° of employess in the tourism sector

Total employees

Tourism emplyees / Total employess

60,00 216,00 24,00 17,00 3,00 7,00 3,00 49.254,00 165,00 1,00 111,00 24,00 674,00

1.760,00 971,00 368,00 1.449,00 884,00 1.696,00 321,00 578.657,00 3.021,00 743,00 4.256,00 59,00 2.076,00

3,4% 22,2% 6,5% 1,2% 0,3% 0,4% 0,9% 8,5% 5,5% 0,1% 2,6% 40,7% 32,5%

50.559,00

596.261,00

8,5%

Source: RAIS - Relação Anual de Informações Sociais

Finally, more than 50.000 employees worked in 2000 in the tourism sector in the project area, and considering the present investments it is expected that this number is sensitively increased and will increase during next years.

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1.2.5 Main constrains and necessities According to the interviews carried out by the Consultant with the local cultural and tourism stakeholders, there are important constraints that are slowing down the present cultural tourism development of the project area (Baia de todos os Santos). These concern indiscriminately both public and private sector, and are considered with very high priority in order to develop the competitiveness of the local cultural tourism supply. In order to have a greater details about the main constrains, the Consultant has integrated the information using the official documentation made available by Bahia’s Government and other local stakeholders. The main constraints of the project area could be grouped as follows: - Tourism product - Tourism commercialization channels - Tourism organization - Tourism skills and capacities - Quality of the infrastructures (hotels and restaurants outside Salvador) - Transport and accessibility - Networking and partnership - New technologies and tourism supply - Investments - Legislation

Tourism product Despite the availability of great cultural and historical attractions, the cultural tourism product is not very well organized yet. The present tourism supply is extremely focused on sun&beach and MICE tourism, while cultural attractions are limitedly used by local stakeholders for diversifying the present supply. In addition, many of the factors that make the tourism assets “available” and enjoyable to the tourists are missing. In this regard, the critical points should be listed as follows: - there is a very limited collaboration among cultural and tourism stakeholders; - there is not any organized cultural agenda to be used by tour operators for programming their supply; - outside Salvador, the tourism quality and diversification of tourism services are limited (hotels, restaurants, bus transport, etc.) and in many cases they do not respond to the international standards requested by the tourism market; - outside Salvador, there are very limited organized cultural entertainments that should make the holidays of the tourists more interesting and stimulating; The lack of organization of the cultural tourism product limite the arrivals of cultural tourists that normally have a higher daily expenditure attitude. For instance, in Peru, Argentina and Mexico recent studies show as cultural tourists spend around 25% more than the other tourism segments, while in Span and Italy the daily expenditure is around 30% higher.

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Commercialization channels It is considered an important constraint from many interviewed because the present tourism packages are designed, organized and sold especially by the big tour operators located in São Paolo and Rio de Janeiro. Local tour operators are essentially incoming operators depending from the big ones in São Paolo and Rio, and based on this commercialization structure, all policies and strategies in order to rich specific segment markets are decided out Salvador. In general, it is considered one of the reason why cultural tourism is not developed yet. The big tour operators are essentially focusing their activities on mass tourism, which is mainly interested on the sun&beach supply. Tourism organization It is considered a problem by almost the totality of the interviewed. The State Government recently identified 7 tourism zones in Bahia’s State, and Baia de Todos os Santos is one of the most important. Moreover, considering cultural tourism, the greatest criticism expressed by local stakeholders seems to be the very limited knowledge of which kind of tourist services should be provided in order to satisfy the cultural tourists. The critical points seem to be the tourist services (qualified tour guides, etc.), entertainments (museums, churches, etc. have very often a limited opening hours, etc.) and the diversification of the tourist supply considering the several tourist assets of the Baia de Todos os Santos (natural, cultural, etc.). In other words, all factors that make available the tourist assets and enjoyable the holiday to the tourists are very limited. The strategy has to be focused on this constraints with absolute priority. Tourism skills and capacities Despite the efforts undertaken by the State Government and other local stakeholders (SEBRAE, universities, etc.), the low tourism capacity of many entrepreneurs and employees working in the tourism sector remain an important problem. In many instances, local stakeholders (especially out the area of Salvador) do not have a clear idea about the characteristics of the tourism demand and tourism products and which kind of services should be provided in order to cater to cultural tourists. In addition, in the last few years, many individuals have run tourism-related businesses but they are not supported in their entrepreneurial efforts by any specific know-how. Considering the professional figures, based on an analysis carried out by the “Instituto Hospedalidade”18, the main problems are: very limited knowledge of foreign languages (57%); very limited problem solving attitude of both management staff and employees; limited knowledge of informatics systems (30%). This lack of know-how has a direct impact on the possibility of undertaking serious planning exercises for cultural tourism development in the project area. Hotel and restaurant staff, cultural tour guides, handicraft vendors and tour operators are deemed to be the main categories that need training.

Pesquisa “Demanda por capacitação professional no sector de turismo na Bahia”, 2001

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Quality of the infrastructures (hotels and restaurants outside Salvador) There are many 4 and 5 stars hotels with excellent international standards in Salvador and, in addition, the Government organized specific quality programs (ej. Bahia QUALITUR), but despite this many stakeholders declared that the general quality of many small and medium size hotels and restaurants in Salvador and, especially, in the other municipalities of the project area is rather low and often not suitable for international tourists. Local tour operators declared to have problems in order to organize tourism packages including overnight-stays outside Salvador, because of the low quality provided by local suppliers. Transport and accessibility Salvador is easily reachable by airplane both from Brazil and many other Countries. In addition, direct flights from Europe and Latin America is an important added value for the project area. Nevertheless, Salvador airport is already over used compared to its carrying capacity. In order to reach the new quantitative goals of the present tourism development strategy 2003-2020, a bigger dimension and/or a new airport is considered the most important actions by all interviewed. Considering local transport from Salvador to the Reconcavo, all local stakeholders agree about the necessity to improve road condition, public transport services. In addition, many interviewed declared the necessity to make able the railway for tourism purposes, because actually it is used only for commodities transport. Finally, the lack of street signals in the whole BTS is another element criticized by local stakeholders. Tourism street signals should be developed / improved in order to facilitate the tourist access to the “Baia do Todos os Santos”. Networking and partnership Tourism Cluster and Forum organized by SETUR are excellent instruments in order to involve local stakeholders in the tourism organization and development. But despite this actions, many local stakeholders declared the necessity to develop networking and/or partnerships among private entrepreneurs in order to make more competitive the present cultural tourism supply. In particular, networking among cultural (museum, cultural event organizers, cultural associations, etc.) and tourism (TO, TA, hotels, etc.) actors are requested by all local private stakeholders. New technologies and tourism supply Despite that in the project area (especially in Salvador) there are good infrastructures, many stakeholders complain that new technologies are not completely exploited yet. New technologies are requested not only for improving and strengthening the commercialization channels, but also for promoting change experiences (best practices, etc.) and collaboration among cultural tourism SMEs. Investments So far, the project area has been essentially interested by big investments in hotel chains and resorts. Al local public and private stakeholders agree to design specific actions in order to stimulate small size investments in cultural tourism sector (e.j. micro-credit, technical assistance, training, etc.).

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

Legislation Tourism legislation is under the direct responsibility of the Federal Government of Brazil and it is based on the Decree nÂ° 2294 (November, 21st 1986). The present tourism legislation is quite developed and regulates many sectors of the tourism activities (hotel classification, tourism schools, travel agencies, tourism guides, transports, organization of events, etc.), but it is not fully applied at state level. For instance, the legislation about the hotel classification it is not applied by local stakeholders because considered too far from the quality reality of their hotels in Bahia.

In addition to the main constraints above identified, the interviewed stakeholders have identified also a set of problems, normally of public interest, that hinder present tourism development, including the cultural tourism supply of the project area. They should be considered within the framework of a tourism development strategy especially because they would facilitate the activities of the private stakeholders to organize a competitive and qualified tourist supply. The identified constraints are the following: -

Security and social development: many local stakeholders considered public security like a weakness of the area. The present efforts provided by the State should be intensified and improved also for supporting a sustainable tourism development.

Environment: local stakeholders observed how other economic activities carried out in the project area could seriously threaten natural and cultural resources of the Bay. Many interviewed noted as State Government and local municipalities should increase their efforts for preserving the delicate ecosystem of the whole Bay.

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

1.3

SWOT Analysis

Based on the outputs provided by the cultural and tourism analysis, it is possible to take out the main strengths, weaknesses, opportunities and threats of the cultural and tourism organization. This methodology should be a critical approach for identifying all activities and pilot projects to be included in the IDB Program. Finally, the present SWOT analysis has been structured in order to make easier the understanding of the situation about cultural and tourism sectors. The items analyzed are as follows: -

Tourism demand

Cultural tourism supply

Cultural assets

Government

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

TOURISM DEMAND Strengths 2 ability of the area to attract specific segments related to cultural activities (carnival, capoeira, afro-americans, etc.); 2 good satisfaction of the tourists and willingness to plan another holiday in the area; 2 Salvador is a very famous tourism destination at international level 2 Tourism and hospitality stakeholders have been working to improve (and really improving in some cases) the quality of manpower and services Opportunities 2 development of new tourism markets (China, East Europe, etc.) connected to the different economic and policy conditions; 2 future growth of the European Countries economies (principal market of origin of the present tourism demand).

Weaknesses 2 limited ability of the area to attract new tourism flows and progressive loss of competitiveness compared to other similar tourism destinations; 2 tourism demand does not seem to be too exigent and this behavior doesn't stimulate the development and improvement of the present tourism supply; 2 excessive concentration of the area on specific tourism products (carnival, sea-sand-sun, etc.) and market niches; Threats 2 enduring international economic instability; 2 growth of local criminality and instability in terms of security; 2 enduring international insecuirity (terrorism, etc.) 2 new tourism destination in Latin America are capturing the interest of European market (actually the most important tourism market of origin of Bahia)

Advice for the strategy: So far local stakeholders are focusing their actions especially on the traditional tourism markets (Europe, etc.). In addition, the present tourism segments seem not to be very exigent / demanding, while they are very careful about prices. This last element is particular important, especially considering the high flight ticket costs from Europe after Varig Airlinesâ&#x20AC;&#x2122; bankruptcy. Considering that, the strategy has to organize and develop its cultural assets in order to leave this static situation both diversifying tourism markets and reaching new tourism segments more interesting, active and quality oriented. The strategy has to be oriented to: 2 develop the image and appeal of the tourism destination in the tourism markets as one of the main cultural tourism destination in Latin America; 2 stimulate new tourism segments to visit the area; 2 improve both direct tourism commercialization channels (commercialization of tourism packages directly organized by local stakeholders) and indirect commercialization channels (through tour operators, travel agencies and associations, etc.).

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

CULTUTRAL TOURISM SUPPLY Strengths 2 good organization of the facilities connected to the main tourism assets in Salvador; 2 very large supply of accommodation (different qualit standards) in Salvador; 2 excellent ability of the tourism destination to attract national and international investments; 2 some direct air accessibility from internal and international destination; 2 rich and unique cultural diversity (capoeira, candomblé, samba de roda, etc.).

Weaknesses 2 large supply of non-classified accommodation compared to the classified ones, especially in the Baia de Todos os Santos; 2 low quality of the non-classified accommodation; 2 low occupancy rate of the tourism accommodation; 2 cultural tourism products are not very well organized and the present cultural tourism supply is mainly focused on sun&beach 2 limited tourism facilities in the Baia de Todos os Santos; 2 lack of information among the local tourism stakeholders (public and private); 2 lack of information about the cultural tourism attractions of the area; 2 with exception of the Carnival, lack of promotion and commercialization actions at national and international level; 2 few opportunities of night entertainments outside Salvador (in the BTS); 2 low maintenance of some important connecting roads from Salvador to the BTS); 2 commercialization channel extremely depending by the big T.O. of São Paulo and Rio de Janeiro; 2 lowprofessional skills of the personnel employed in the tourism services (hotel, restaurants, TO, etc.); 2 high number of informal tourism enterprises.

Opportunities 2 increasing interest of local and international tourism stakeholders in developing cultural tourism that could contribute to diversify the present tourism supply.

Threats 2 indifference of the present local tourism stakeholders to collaborate in order to diversify the local tourism supply; 2 development of new cultural tourism destinatinations and strainginting of the existing ones in Brazil and Latin America.

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

Advice for the strategy: The overall situation is unbalanced. Strengths are simply limited to Salvador, except for the cultural diversity and environment in BTS. The general situation seems to be characterized by a disorganized cultural tourism system in which the supply of services/facilities is strongly dependanting on individual initiatives, sometimes valuable, but hardly an integral part of an organic system of the cultural tourism supply. Especially in the BTS, tourism enterprises are quite weak and not able to satisfy the expectations of the cultural tourism demand. In this sense, cultural tourism development should have to be based both on strenghtening the management abilities of the tourism enterpreneurs and improving skills and competences of the personnel employeed in the tourism services. In addition, it appears asimportant to improve the present quality of the tourism services, stimulating local tourism stakeholders (hotels, restaurants, transports, etc.) to adopt minimal quality stardards. Finally, parterships and aggregations among small and medium enterprises should be promoted by Bahiaâ&#x20AC;&#x2122;s Government in order to make the local tourism enterprises more competitive. In fact, in this way they should be marketed like a tourism destination, and not like individuals tourism services. In other words, quite frequently the present situation does not allowthe local stakeholders to supply a suitable cultural product for the modern needs of the tourism demand. Threfore the strategy has to be focused on: 2 creating an information system connecting activities and structures of the area, thus making information more easily available totourists; 2 stimulating the creation, especially in Baia de Todos os Santos, of new accommodation and other tourism infrastructures; 2 stimulating the collaboration among local stakeholders for improving and diversifying the tourism supply; 2 developing a branding strategy which involves all local tourism enterprises in order to improve the quality of the tourism services; 2 increasing ability of local tourism stakeholders to commercialize directly on selected tourism market segments; 2 stimulating, especially in Baia de Todos os Santos, the organization of entertainement for tourists and local population; 2 stimulating the organization of training courses in order to improve the quality of the services and the competence of the human resources; 2 stimulating the improvement of the local transport quality and developing new tourism transport systems (ej. local train, boats, etc.).

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

CULTURAL ASSETS Strengths 2 Bahia plays an important role in the Brazilian culture; it has an important elaboration of the creative arts in the Country 2 Bahian culture is rich of various forms of expression, ranging from music to dance, from literature to handicrafts 2 An important role is played by contemporary creativity: design, audiovisuals, communication are strong and expanding 2 As other Brazilian destinations, Bahia hosts a valuable built heritage, formed by churches and monastries but also by factories and railway stations, saveiros de vela de içá (boats that exist only in BTS): it is linked with everyday life of bahian people and keeps a strong identity 2 Bahian culture brings with it the most evident tracks of its african roots, and it is related to a lively and wide afrobrazilian community

Weaknesses 2 Culture and the arts are not yet central within the range of motives for visiting Salvador and Bahia 2 Cultural organisations are quite rudimental, spread in the area with no reciprocal links, and suffer from a very weak formal (often informal) structure 2 Many bahian cultural expressions are held personally by individuals who keep memory of them but have difficulties in transmitting their knowledge and art to new generations, and to preserve it in some codification 2 Cultural production is not able to transform its value into actual revenues for its producers, due to their limited access to markets 2 The low revenues generated by culture is unevenly distributed, and does not provide creative artists and cultural producers with any incentive 2 Lack of awareness about the national and international appeal of the bahian culture Opportunities Threats 2 The growth of tourism aiming at The various forms of art and culture summer leisure can require stronger present in Bahia can be linked together efforts in order for cultural tourism to in an effective system of diffusion and consolidate and expand promotion, due to their strong 2 The association of Bahia with leisure consistency within the bahian identity may drain funds that could otherwise Development of cultural projects be devoted to culture and to cultural extracting the bahian identity can exert tourism, attracting national and a strong impact on the resident international companies towards big community, as well as on national and hotels and structures for leisure rather international tourists, without any tradethan conservation, promotion, off between their benefits education Cultural projects can be paralleled by forms of training for foreign artists and 2 Lack of interest from the part of young generations represent a serious amateurs, along a sustainable risk of extinction for many cultural development path expressions and activities. Consistent development of the bahian culture can imply the joint exploitation 2 Cultural stakeholders coming from outside Bahia are developing cultural of built heritage, the performing arts, activitis in the BTS without including and the more advanced forms of art local population. such as the audiovisuals Recent “Lei do Mecenato”

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

Advice for the strategy Presently the cultural sector in Bahia appears quite weak and dispersed, despite the great value of its creations and productions and its strong significance for the Bahian identity and for Brazilian culture. Any strategy aiming at its transformation, expansion and consolidation must be based upon the view of bahian culture as a consistent system made with varied forms of expression, characterised by a strong site-specificity, and able to effectively represent the eclectic and dynamic nature of brazilian people. The strategy should develop along two parallel paths: on one hand the preservation and diffusion of the present forms of expression; on the other the creation of suitable and stable ways for accessing the market from the individuals and organisations operating in the cultural sector. In particular, it is important to strenghten the present cultural enterprieses and institutions, to enable them to increase and diversifiy their cultural production. Technical assistance and training should be considered as valuable tools not only for improving their skills and competences but also for stimulating parterships and aggregations among cultural and tourism stakeholders. Informal cultural enterprises (cultural associations, handicraft producers, etc.) should be assisted in order to become formal and legal and to increase their enteprise management abilities. In this way, they should obtain important benefits, such as: i) accessibility to the finantial opportunities provided by public and privatesector; ii) quality improvement of their productions; and finally, iii) an increasing ability in their marketing activities, especially those related toselling their products/services (actually, cultural activity does not generate interesting incomes for local artists / handicraftsmen because of the high negotiation power of the commercialization channel). In addition the present structure, characterised by a traditional organisation of supply and demand (museums, churches and monuments, concerts, etc.) must be overcome by an integrated system for cultural supply and demand. The model of cultural district appears appropriate for these interconnected cultural markets, which are characterised by a strong link with their place of origin. The main suggestion is that a single and comprehensive cultural strategy beelaborated and implemented, through a bundle of projects able to reciprocally sustain each other and an even diffusion in the metropolitan area of Salvador and in the Reconcavo area, in order to attractemerging cultural tourists offering them the opportunity to navigate into local culture. The strategy shouldbe oriented at: 2

preserving the various bahian forms of expressions and cultural productions through an extensive program of digitalisation to be held by the state government;

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

2 2 2

strengthening the managerial and organisational ability of individuals and organisations, in order for them to access the market and to increase their annual revenues; stimulating networking attitude of local cultural stakeholders (public and private) in order to strengthen their access to the market, especially related to collaboration with local and international tour operators; guaranteeing the consistency and quality of the Bahian cultural production through the introduction of a quality brand and a tight regulation in order to provide internal and international purchasers with a credible logo in the market; re-organising the markets for cultural commodities such as handicraft but also live performances, audiovisual reproductions, literature and poetry, in order to support a fairer distribution of income at the advantage of creative artists and producers; emphasizing the common elements of the Bahian culture, in order for the local community to more clearly perceive their own identity and for the external visitors to obtain a clear and deep view of the Bahian cultural specificity; supporting activities aimed at training the young generations in order for them to acquire adequate cultural skills, providing them with a powerful path to overcome social exclusion.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

GOVERNMENT Strengths 2 experienced tourism and cultural experts working in the government; 2 decentralized organization model priorizing local government; 2 implementation of important cooperative model (Forum, Clusters, Council, etc.) in order to involve local public and private sector and local communities.

Weaknesses 2 still limited coordination and collaboration among private and public stakeholders; 2 limited professional resources for cultural tourism management; 2 lack of experience with the decentralized organization model 2 lack of information of the private sector about the financial opportunities suplied by the Government and other local stakehoders 2 there is not a clear cultural tourism development policies of the local public and private stakeholders. Opportunities Threats 2 awareness of the importance to develop 2 limited finalcial resources of Bahia’s Government which could limit the cultural industry in order to promote investments for developing cultural both socio-economic and tourism activities and, especially, the cultural development; basic infraestructures in the BTS 2 identification of many cultural attractions in the project area as cultural 2 limited collaboration among publicpublic and public-private cultural and tourism objectives by the Government; tourism stakholders 2 the organization of the SECULT as new Secretariat of Bahia’s Government could be a good strategy for developing the present cultural supply.

Advice for the strategy: Many cultural destinations have identified sets of strategies especially focused on stimulating collaboration and networking among private and public stakeholders opereting in the cultural sector. Based on the international experiences, Bhaia’s Government should design a specific legislation and financial funds in order to stimulate aggregation and networking activities both for private / private and private / public sectors. The development of a cultural and tourism district should be an important action to facilitate the cultural industry development and its integration with the tourism supply.

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Program for Culture and Tourism Integration in Bahía Chapter 1 - Analysis of the Situation

1.4

Conclusion

The analysis of the present situation shows opportunities and limits in both cultural and tourist sectors. The cultural tourism product is still disorganized, with limited competitiveness at international level, and often it is used as secondary product to be integrated to the Sea&Sun activities of the area. From the material heritage point of view, cultural offer in the whole Baia tends to emphasize the Baroque and Colonial heritage, and particularly the Pelourinho area, worldly renowned site of great interest. Despite their importance, it must be noted that the Baroque and Colonial heritage appears to be – in their present state – an insufficient tourism attractor, since they only absorb a limited proportion of time, expectations and expenditures on the part of present visitors; above all. They are able to describe and illustrate just the most static – although extremely important – component of the whole cultural supply of the Baia; the presence of a few cultural activities, or the simple sale of souvenirs in the Pelourinho area cannot certainly be considered the appropriate form of integration between heritage and cultural production. The cultural quality of the site is not questioned. Its sustainability is extremely weak, since the cost of managing it greatly overcomes the likely benefits: the visit to the Pelourinho and to the Baroque heritage in Salvador typically implies rising costs, uneven distribution of (very limited) revenues, problems of security and of environmental quality. The programs aimed at restoration such as Monumenta have realised the partial rehabilitation of some buildings, but in many cases they are still empty. An effective and sustainable program of rehabilitation should imply a massive funding and the co-operation of various branches of the State and Municipal public administrations. Any program aimed at the attraction of a wide and heterogeneous cultural demand and focused upon the Pelourinho and the Baroque and Colonial heritage can prove successful at very tight conditions, and seriously risks to drain an extremely high amount of financial resources. The emerging demand for culture focuses upon the need of experiencing a site and its community in their normal dynamics, ‘from inside’. It means that, also when we consider tourist demand, the focus of any action aimed at sustainable growth of local culture must start from the identity, needs and expectations of the local community. In such a respect, although the built heritage keeps its crucial importance, what is normally defined as the ‘intangible heritage’ becomes fundamental in providing cultural consumers with knowledge and experience of the lively culture of any site. From the performing arts to the production of handicrafts, from literature and poetry to gastronomy, what normally the local community does becomes the object of a shared experience whereby cultural consumers get unique benefits. Such a mode of performing cultural demand grants the respect of local culture in its features, since any process of “disneysation” would be considered false and artificial. Mass tourist is crowded out by this emerging cultural consumer who moves in small groups, mixes with residents, buys objects rather than souvenirs,

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

and definitely asks for a total experience: the visit is completed by art, literature, clothes, food, habits, style and language. Despite the relevance of the built heritage, the focus of cultural demand is shifted to activities and everyday life. The present state of the area, and also of some Engenhos in the Baia de Todos os Santos, appears then to be insufficiently able to convey the needed amount and quality of information to residents and to visitors. So far the local cultural industries, producing various and unique forms of intangible heritage (samba de roda, capoeira, handicrafts, religiosity, gastronomy, etc.) are neatly separated from the built heritage, and this makes the comprehension of local culture more difficult. Being generated by the afro-brazilian roots and therefore pervading a multiplicity of aspects of local social, cultural and economic life, the Bahian culture must find the appropriate framework in order for its value to be extracted, and for it to take its central role in the local process of growth. Another important issue raised by the analysis is the uneven weight of various public and private actors especially regarding the cultural sector. The present operation of cultural supply shows a further element of weakness, given by the uneven weight of the public and the private sectors involved in cultural regulation, funding and production. While the public administration at federal, state and municipal levels appears to be the main actor of the cultural sector, being very often the sole source of funding of many activities (from the internationally funded programs such as Monumenta to the small funding of local cultural associations), the private sector is divided into two separated layers: on one hand, the big companies and their foundations, rich and autonomous actors in the stage of passing from financing to projecting; they cover a wide range of needs, operating in the sector of big exhibitions (such as that on the Neoclassic style produced by the Fundacao Odebrecht), in the performing arts production (see the extensive involvement of Brahma in musical shows), but also in projects aimed at poverty reduction (such as the Baixo Sul project of the Fundacao Odebrecht); this puts such private actors in a position of direct influence upon cultural supply; on the other hand, there is a myriad of small cultural producers, both individual ones and organised in informal or formal groups, active in a variety of sectors (music, dance, material culture, handicrafts, etc.), who do not have any power in influencing the whole cultural supply, and are subject to modes and conditions of cultural production and exchange decided elsewhere (e.g. by big record companies, or by trade mediators). This is due to the existence of strong inequalities in cultural production, with a strong impact also upon the external relationships: purchase of resources, access to credit, access to technology, and then promotion, communication, marketing of cultural products may require very high costs and institutional problems for these weak cultural producers, while being easily accessible for the stronger ones. And the mutual contractual power towards the public administration appears to be quite strong for the big companies, and extremely low for the single, isolated small producers. In the former case, public choices may be substantially influenced, while in the latter case they essentially consist of benevolent interventions in relief of poverty but with a very limited structural value. The

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Program for Culture and Tourism Integration in BahĂa Chapter 1 - Analysis of the Situation

selection of the model for the sustainable growth of cultural production in the Baia de Todos os Santos must strongly take these features of the cultural market into account, identifying a framework where public and private actions tend to be more effectively and systematically harmonized. The weakness of the cultural supply has partially contributed to limiting cultural tourism development. In particular, the present cultural tourism supply depends on the individual initiative of few local stakeholders, while it is not a consequence of structured private-private and private-public partnerships. The lack of integration is not only due to the limited organization of the cultural sector, but also to the previous tourism development policy of the State, extremely based on capturing international investments for developing tourism infrastructures (especially, big hotels and resorts). Finally, the present Bahiaâ&#x20AC;&#x2122;s Government started a reorganization of both sectors who can be considered the starting point of a culture and tourism development process. The IDB Program should strengthen the initiative of the local public and private stakeholders, promoting collaboration among all local stakeholders and integration among both sectors.

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Program for Culture and Tourism Integration in Bahía Chapter 5 – The Cultural Tourism Products Portfolio of the BTS

PART 2 Culture and Tourism Integration Strategy

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Program for Culture and Tourism Integration in Bahía Chapter 2 – Strengthening and Integration Strategy

2. Strengthening and Integration Strategy 2.1 Rationale for strengthening the cultural sector As pointed out in Chapter 1 (Section 1.1), cultural industry in our study includes: • Non-reproducible cultural goods and services, including the arts field (visual arts such as painting, sculpture, craft, photography, and performing arts) and the tangible and intangible cultural heritage • Industrial sectors, including audio visual production, broadcasting, music, book and press publishing • The creative sector, where culture become an input into non-cultural good production, including design (fashion, interior design, product design), architecture and advertising Salvador and the Baia de Todos os Santos are extremely rich in their endowment of a unique intangible heritage. Generated by the Afro-Brazilian roots in a long and slow evolution lasting five centuries, it melts together work and leisure, religiosity and imagination, creativity and functionality, becoming the cradle of Brazilian culture: from samba and capoeira to the literary production, from candomblé to the bahian gastronomy, there is no isolated form of expression, but everything belongs to the same rich and unique heritage and it is not replicated in such a dimension, quality and originality in no other part of Brazil. It is believed that the endowment of the area with intangible heritage and its living culture make of it a conducive cultural environment, where cultural heritage conservation, adaptation and creativity can all be combined and become the driver to an improved quality of life for its population. Thus action to support the cultural industry should aim at an enhancement of the cultural offer and cultural fruition, based on the linkage between heritage and the living culture, with its dynamism and creativity. Thus the intended programme should include heritage (tangible and intangible) conservation and highlighting, but should go beyond that in as much it could sustain new forms of cultural expression and cultural dynamism. Finally, the choice and elaboration of a model for development and consolidation of cultural supply in the Baia de Todos os Santos must move from the features of the existing cultural supply, in order for the framework to be adopted to act smoothly and naturally as a multiplier of already active resources and mechanisms. This guideline is fundamental also in view of the prospective sustainability of cultural supply, since on one hand the local community aims at preserving and promoting its own identity, and to deepen its knowledge of its own culture, and on the other hand any attraction of external visitors must be based upon their need to experience the authenticity of local culture. A model developed as the natural evolution of the existing cultural situation also allows us to strengthen cultural production without ‘industrializing’ the commercial and work relationships, therefore to respect and strengthen the personal component of such 95 TARGET EURO Snc – ARS Progetti Srl

Program for Culture and Tourism Integration in Bahía Chapter 2 – Strengthening and Integration Strategy

relationships without any traumatic change that could sensibly lower the degree of compatibility of cultural production and local economy.

2.2 Available Tools to sustain the integration between culture and tourism Traditionally, cultural consumers can be described with two opposite models: on one hand, the old-fashioned do-it-yourself visitor, who organizes the visit to cultural sites with a subjective connection among the various cultural resources present in the area; on the other hand, the mass consumer unwilling to make any selection, passively performing a serially built route, and relying upon guides and books. The emerging needs, consistent with the diffused new value of knowledge and experience in contemporary society, tend to overcome such obsolete models of cultural consumption, and therefore require a much more effective organization of cultural supply in the territory, in order for visitor or spectator choices to be facilitated and encouraged both in material and in financial terms. The recent experience of many cultural sites shows a range of tools activated with such a goal, ranging from the simple link among homogeneous cultural resources (e.g. museums, monuments, or theatres) to the complex institutional design of the whole cultural supply in a determined area. Such tools, which will be shortly described below, differ among themselves in objectives, infrastructure, decisionmaking process and managerial structure, and of course they exert a varied impact upon cultural demand.

2.2.1 Facilitation of cultural demand These are the simplest tools adopted in many art cities or areas, consisting of a common ticket that can be used to visit a number of cultural sites (churches, monuments, museums, galleries) either homogeneous or heterogeneous, either within the same day or in a much longer time span, also with the opportunity to visit some site again. Common tickets are set to a level lower than the sum of single tickets, thus offering visitors a sort of “discount” and making it convenient for them to purchase it rather than a series of single tickets. Of course, its real convenience depends upon the time that each visitor is willing to allocate on these specific cultural sites. An example of common ticket is that used in Venice for visiting a group of 12 churches. A more complex model of demand facilitation consists of a card that “contains” a certain financial value. Once purchased, it allows the owner to buy goods and services within an established set (e.g., visits, publications and guided tours; cultural items and urban transports; expenditures linked to the visit but also discounts for meals and other purchases). In this case the aim is not only to facilitate consumer choice, but also to address consumer behavior towards specific kinds of choices, such as the use of public instead of private transports. 96 TARGET EURO Snc – ARS Progetti Srl

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Examples of cultural cards are that issued by the Teatro Argentina in Rome, endowing spectators of a total value that can be spent for a variety of shows and seats; and that issued by the Region Campania (Campania ArteCard), allowing the owner to buy cultural tickets but also other services at a discounted price. Adopting these tools implies no influence upon the infrastructure and the decision-making process, since they are only aimed at encouraging the joint consumption of multiple cultural resources in the territory. In the case of the cards including urban services some negotiation and agreement must be carried out with public authorities. Such tools seem not to exert any relevant impact upon both cultural supply and cultural demand, since they only allow visitors to reduce their information costs, or to spare limited amounts of money when they had already decided to visit various cultural sites.

2.2.2 Relief of institutional constraints These are tools aimed at optimizing the use of resources in presence of institutional constraints. These may be generated by the combination of a tight legislation of the market labour and a strong need of flexibility in managing human resources. In such a case the rigidities in legislation act as an obstacle towards the possibility of adapting the dimensions and the organization of professionals according to seasonal peaks or to uneven demand for culture in presence of a wide territorial distribution of supply. The response is given by the association of public cultural institutions such as museums on one hand, and private co-operative associations of professionals, who can offer their skills out of the rigid constraints of public labour legislation. In such a case both the territorial and the time allocation of professionals can be finetuned with the needed flexibility; a further advantage is the effective training of professionals within a complex organization, and their progressive acquisition of specific skills. An example of this tool is the creation of co-operatives in some regions of Central Italy (Umbria, Marche, Lazio), in order to overcome the constraints regulating technical employment in the sector. Such a tool implies the harmonization of the decision-making processes of public institutions and private co-operative firms in order to establish contents, modes and logistic profiles of their collaboration. Each of them keeps its own autonomy. Its main shortcoming is the need for reciprocal acceptation and mutual action on the part of workers belonging to different sectors (quite often far from each other both in approach and operation). The impact upon cultural demand is positive, since this tool implies a much more effective organization of services, and therefore a more adequate response to consumer needs. The adoption of this tool can imply a very limited impact upon cultural production, since it certainly increases the absolute level of employment, but the need to limit costs, and the actual role played by these co-operatives leads to 97 TARGET EURO Snc â&#x20AC;&#x201C; ARS Progetti Srl

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hiring young professionals with a low salary; through time this means that there will be a high degree of turnover among professionals (since a specialized one would not accept the original conditions), therefore the growth in cultural supply is dimensional rather than qualitative.

2.2.3 Optimal organization These tools are aimed at optimizing the use of resources, the organization of supply and the external relationships such as marketing and communication within a group of cultural institutions belonging to the same sector or located in the same area. In such a case a simple analysis can demonstrate that some of the activities can be commonly realized, lowering the operational costs (e.g. various museums can purchase some inputs in bulk, can activate a common communication campaign, or can produce their catalogues and printed materials in a common publishing centre). The tool normally adopted in such cases is the creation of a network or system of cultural institutions. This is a simple and effective way to reduce costs, that otherwise would be multiplied. The Foundation of Museums of the Siena Province gathers 31 museums belonging to four sectors: fine arts, archaeology, ethnology, and enogastronomy; they are presently managing to optimize the use of their resources by substituting the previous directors of each single museum with four sector directors, with a strong impact upon the co-ordination of each single museum within its sector, and the eventual reduction of waste and multiplication of costs. This tool implies the operation of a permanent structure, to be combined with the single participating organizations. Optimization can be attained through the regular monitoring of activities, and a smooth and quick decision-making process. It requires some organizational change. Its impact upon the demand may be positive as far as the more effective organization is reflected in a more rational supply of services to consumers. Such a tool implies the important benefit of cost reduction, and of a likely enhancement of quality; from the point of view of consumers, benefits are limited to those mentioned above, i.e. higher quality of consumption generated by a wider range of goods and services, and by a more effective organization of supply. Cultural and Tourism District The more complex tool aimed at facing issues and problems of supply and demand management in presence of a strong cultural identity and continuous cultural production is the Cultural and Tourism District. It emerges from some specific characteristics of local cultural supply, which shows strong creative and productive profiles arising from local identity through continuous informal transmission of knowledge and skills within a determined area where culture is melted with local community and its every-day life.

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2.3 The model of Cultural and Tourism District (CTD)19 2.3.1 Features of a cultural and tourism district Cultural and tourism districts develop where there is a spontaneous and longlasting production of original culture whose style and contents are linked uniquely with a specific area. The whole community participates in the evolution of the cultural district, and the artistic and cultural quality arises from the continuous exchange among its various components. Typical cultural and tourism districts are that of music in Napoli, Italy, where the long-lasting tradition of classical music schools and opera writers evolves in the creation of melodic songs but also in innovative drama and musical show production, and handicraft production has the theatrical representation of Nativity at its peak. Cultural and tourism district is the most effective organization of culture in the territory when there is a strongly perceived identity and a diffused continuity of cultural production, and it implies a relevant participation in the decision-making process on the part of cultural producers and the community itself, and a symmetrical re-equilibrium of public action, which is no more aimed at governing the economy, but rather at strengthening the weak stages of districtual production. This implies the adoption of a negotiated and shared decision-making process. Once started-up, the cultural and tourism district can be sufficiently sustainable in a short time span. The cultural and tourism district can exert quite a strong impact upon both supply and demand for culture; supply is certainly benefited by a raise in quality, and by the opportunity to be supported when some specific weakness is recorded; demand benefits from the emphasis placed upon identity and quality, and is likely to rise due to the much higher perception and evaluation of the whole cultural supply: sites and activities that may seem unworthy on their own gain a much higher value when interlinked with the district where their origin is taken into account, their connections with the territory and its community are emphasized, their products acquire importance because their meaning is enriched within the district. The cultural economics debate and practice have recently devoted their attention to the model of cultural districts. Remotely originated by the model of industrial districts typical of the small- and medium-scale producers of high quality goods in the Italian experience, the cultural and tourism district properly describes situations characterized by the following elements: a) site-specificity of cultural production, which is among the most powerful signs of local identity; b) tight links between local community and cultural production, with no formal distinction between every-day life and cultural identity; 19

The fundamental elements of the CTD are represented by the combined and shared participation of all stakeholders which start a network of relationships and collaborations. The population becomes a constituent element of the District and it is characterized by a strong sense of cultural identity. For that reason the CTD differs from the Cluster, because this last one normally it is most focused toward the enterprises and its competitiveness in order to increase their incomes (pro-business approach), while the CTD valorizes the participation of the local population and the civil society (community based development approach).

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c) informal transmission of knowledge and skills, within spontaneous and flexible economic relationships in the market labour; d) competition among producers aimed at raising quality rather than lowering price; quality depends upon the links with site-specific cultural style; e) common stages of production, such as access to credit and resources, sale promotion, export, communication and marketing; f) soft role of the public sector, mainly aimed at compensating weaknesses and missing rings in the value chain; g) direct and prompt identification of cultural production with its territory, and search for quality on the part of cultural demand.

2.3.2 Operation of a Cultural and Tourism District In such a framework, the material setting of the cultural and tourism district implies the existence of a specific physical infrastructure: either a cultural landscape as in the Chianti region, Italy, or a monumental network of buildings belonging to the same style, period or culture as in the Medina at Fes, Morocco or the Colonial Centre in Pondicherry, India. A further element of the cultural and tourism district is the coincidence between the residents’ and visitors’ transport map, which means that there are no special means of transportation, but visitors and residents manage to move in the physical infrastructure sharing the same logistic tools. Cultural production is realized in a sort of participating environment, where smallscale ateliers and personal relationships prevail; this implies the absence of industrial structures, and the diffusion of small ateliers in the territory. Cultural products are subject to subtle and continuous innovation, and this may also incorporate technical and technological evolution. In any case, they are not static, but in some respect evolve with the local community. The cultural district is much more than a simple tool able either to reduce financial waste, or to facilitate consumption, or to optimize the use of resources; it is the most appropriate framework to extract the value of a lively cultural supply tightly connected with its territorial roots. It proves useless in the cases in which we do not find strong cultural identity, continuous and innovative cultural production, high quality of cultural products. It appears to be the most effective model when such aspects are already present, and a systematic action aimed at strengthening producers and promoting their activities, in view of increasing welfare of the local community and of expanding the opportunities for compatible and sustainable cultural tourism.

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equilibrium between the public and the private sector. We have seen before that presently their reciprocal relationships are in some respect biased, since in the cultural sector the public sector is fully using its regulatory power, and is the only institution able to carry out actions with a general impact; and the private sector is either too powerful (private foundations and corporations producing relevant cultural activities with no co-ordination with the rest of the cultural markets) or too weak (mostly isolated small-scale producers not yet able to face the market and to exert any impact upon prices and sale conditions). The activation of the cultural district and its full operation imply a sort of “natural” re-equilibrium since public action is gradually limited to fine-tuning intervention aimed at counterbalancing specific weaknesses of the various economic stages: creation, production, distribution, promotion and exportation; moreover, the decision-making structure of the district, that will be described shortly, is aimed at conveying the points of view of both components of the private sector, together with the local community, in a process where each actor will have equal contractual power. Such a re-equilibrium of roles will allow the growth of cultural production and diffusion to prove consistent with the needs of local community and its integration with external visitors. Moreover, it will enhance the degree of sustainability of cultural production, since it will be able to maximize the long-term impact of the funds given by private companies and foundations, and at the same time to increase the market power and responsibility of the grass-root creative community and cultural producers. Simultaneous action of the public and private sectors in a participative decisionmaking setting will adequately strengthen each stage of cultural production, and this will increase the degree of sustainability of the cultural markets active in the District. Finally, the Cultural and Tourism District is likely to exert a sensible impact upon the local economy, due to the development of various markets reciprocally connected. For example, once the financial and operational autonomy of musicians is strengthened, leading them to a more structured organization and allowing them to record and distribute their music, this can positively influence a wider range of professionals and technicians, due to the likely increase in live concerts, production of audiovisuals, engagements of such musicians in cultural activities in the area, possibly exportation of concerts and/or records. Of course such an impact is not certainly immediate, but its gradual growth grants its stability and its soundness. In the long run the local economy tends to be quite strongly influenced by the full operation of the Cultural and Tourism District.

2.3.4 Impact upon artistic creativity and cultural production Summing up, the Cultural and Tourism District is the most effective response to the needs of cultural creation and production when they are strictly linked with the identity of a specific site. Although the label “cultural and tourism district” has been used in a variety of meanings (including districts created by local administration, or networks of museums, or the mix between cultural supply and 101 TARGET EURO Snc – ARS Progetti Srl

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enogastronomic itineraries), we must emphasize that a cultural and tourism district is generated from a long and spontaneous accumulation of site-specific creative activities whose products are high-quality and they incorporate the signs of local identity. Such a dynamic feature of cultural and tourism districts implies that there is a continuous process of evolution related to all the creative sectors involved, and able to induce a sort of permanent exchange among them. In such a way, the creative progress of one sector is smoothly transmitted to the others, in a process of reciprocal fertilization. The main mission of the cultural and tourism district is then the enhancement and support of this spontaneous creative process, in such a way to consolidate its evolution and to provide creative artists and cultural producers actual opportunities, linking their activities with the identity and views of the local community. In a cultural and tourism district there is no rigid separation between art and life, and the creative activities are continuously fed by perceptions, expectations and perspectives of the resident community. Such an evolutionary process in the creative and cultural activities also implies a strong link between traditional and innovative forms of art and culture, which can strengthen each other contributing to develop and specify the roots of local identity and at the same time its future developments. In such a way traditional music and the audiovisual sector, as well as handicraft production and design creation are reciprocally linked: the unique identity of the cultural district is far from being a static feature, since it is rather a lively identity. Its language is able to evolve continuously and to absorb emerging creative ideas, new productive sectors, and technological change.

2.4 The culture and tourism district of the Baia de Todos os Santos The strategy aims at highlighting the cultural value of the Bahian intangible and tangible heritage and to make the most of it, in order to: a) develop cultural industry; b) allow the resident community to properly enjoy its own cultural identity and to acknowledge its own cultural value through the richness and variety of its cultural industry; c) allow cultural tourists to base their visit in Salvador and the Baia de Todos os Santos upon the need to experience, share and understand the features of the Bahian identity; d) diversify the present tourism product portfolio including high quality cultural tourism products. Such a strategy must then consider the following aspects: a) built heritage as the main infrastructural framework of the experience; it is the network of sites, monuments and spaces where the Bahian culture is created, 102 TARGET EURO Snc â&#x20AC;&#x201C; ARS Progetti Srl

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produced, exhibited and exchanged; in such a respect Colonial Buildings, Baroque Churches, squares, terreiros and urban areas are autonomous but interlinked among each other. Each of them is able to describe specific aspects of the Bahian culture, but only experiencing the whole network residents and visitors may get a complete picture, and fully understand its unique value; b) intangible heritage as object of interest and source of experience; its various expressions will be able to bring cultural consumers (both residents and visitors) back to the roots of the Bahian culture, and at the same time to show them the evolution and the present features of this heterogeneous but consistent culture; the various forms of intangible heritage will be the focus of the cultural spaces where cultural production and exchange will occur, representing important poles of development for the local economy: while the sole built heritage exerts a limited impact upon cultural and tourist supply in the area, cultural industry is able to activate a widespread response of cultural producers (e.g. private art galleries, schools for artists, etc.), tourist services (e.g. pousadas, restaurants, info points, etc.), commercial activities (e.g. printing services, infotech, audiovisuals, etc.); c) local community as the main actor of Bahian culture; this implies the need for a stable integration and compatibility with internal and external tourism; on one hand, quality of life must be granted for the resident community, with no costs generated from outside such as the rise in land or buildings values, urban congestion, limited access to culture, difficult social relationships; on the other, a strong preference must be directed towards the emerging type of cultural tourist, who tends to experience a site and its culture in its normal setting, without looking for any special effect; in such a respect, cultural tourist demand includes the resident community, which is able to give substantial information upon local culture also through the critical observation of its every-day life. These elements must be jointly considered as the indispensible inputs of any process of sustainable growth of cultural supply and demand, and of cultural tourism in the area of Salvador and the Baia de Todos os Santos. The complexity of the Bahian culture, and of its features as they are present in the Salvador and Baia de Todos os Santos area, requires a solid and flexible organizational structure, in order for the strategy for the sustainable development of cultural tourism to be effectively implemented. The lessons taken from foreign experiences cannot be automatically copied: they provide us with an important methodological approach, since they point at the most frequent mistakes generated by the willingness to attract mass tourism due to its dimensional relevance. And they show effective strategies based upon the respectful combination of local needs and rights on one hand, and external expectations on the other. Both the local community and the experience cultural tourists seek for the preservation and implementation of the site’s cultural identity and consistency.

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In such a respect, the strategy must first of all develop along a complete view of cultural resources, and must elaborate an effective framework able to connect them within a unique identity, but at the same time to allow each of them to grow autonomously from both the cultural and the managerial points of view. The mere organization of cultural itineraries, routes or networks appears to be insufficient, since it addresses partially the issues of sustainability, participation, capacity, creativity and initiative. It only offers a ‘passive’ bunch of sites and activities to a static visitor, and does not involve the local community but just a selected number of cultural and tourist actors. The appropriate strategy is to combine autonomy of individual resources and consistency with the Bahian identity within a framework of reciprocal value extraction on the part of built heritage, intangible heritage and residents’ active participation. From the supply perspective, it should aim at optimizing the material, technical and financial effort of the various cultural producers also with an effective intervention on the part of public, private and nonprofit institutions; from the demand perspective, it should aim at providing potential visitors with a clear and consistent view (i.e. image and reputation) of Salvador and the Baia de Todos os Santos as the cradle of Afro-Brazilian culture, and the place where such a unique mix of creative products can be caught in its integrity. In managerial terms, this implies a light and flexible structure, able to provide cultural projects and activities with clear guidelines and with technical support In order for the strategy of the project to be specifically designed we must start from the observation that between Salvador and the Baia de Todos os Santos intensive flows of exchange have always occurred, conveying human resources towards the Engenhos in the Reconcavo towns and villages and receiving goods and commodities to be sold in the markets or exported by ships; and also filtering the fundamentals of African culture towards the internal areas where work, leisure and sociality gradually created the specific Bahian identity, able to match Christian Saints and Tribal Gods, dance and the symbolic representation of fighting, ritual music and the rhythm of everyday life. The strategy must therefore focus upon the Salvador and Baia de Todos os Santos area as a complex but consistent site where the various forms of the Bahian culture are exhibited, represented and performed, showing their heterogeneous contents and their homogeneous identity. The potential cultural tourist will experience the Bahian culture travelling in the Baia de Todos os Santos across poles of cultural creation and production rooted in each site and managed by the local communities. Of course, the Pelourinho and historical centre of Salvador does not lose its power of attraction; the strategy here proposed simply focuses upon the need of a more evenly distributed heritage in order for any process of growth based upon cultural tourism to prove sustainable and to diffuse its benefits in a wider territorial area and social range.

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2.4.1 CTD’s key-stones The organizational structure of the CTD of the Baia de Todos os Santos appears perfectly consistent with the recent moves of the State Secretary for Culture, which is developing stable forms of interaction and reciprocal exchange between the cultural administration and the local community, according to the document “A cultura como dimensao estruturante das politicas publicas-Programa de desenvolvimento territorial da cultura” recently delivered by SECULT. Of course, such interactions should be usefully conveyed in the wider managing framework of the district (at least for the part territorially and sectorially related to its activities), in order for the process of extracting the emerging needs and expectations, and the proposals and projects arising from the local community to be effective. Based on what said so far and considering the effective role of the CTD in Salvador and BTS, related to its ability in integrating culture and tourism in Bahia, its development and implementation should be based on the following assumptions: 1. The CTD is a concrete tool for promoting and highlighting the present cultural supply of the area, especially referring to the cultural industry and creativity. For this, it is suggested that the strategy be named “Implementation of a Cultural and Tourism District in Salvador and Baia de Todos os Santos ”. By making reference separately to cultural and tourism aspects it is intended to stress that the Program will support the development of cultural industry as an end in itself and not simply as an input to tourism development. 2. On the other hand, the development of cultural tourism is an important mean to support and enhance the cultural industry as well as an economic development strategy on its own. 3. The implementation of the CTD has to be based on a participatory approach concretely including public and private sector, local population and civil society.

2.4.2 CTD’s structure The structure of the culture and tourism district is described in the following graph.

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Figure # 13

The district management sets the strategy, supervises all the activities, carries out the transversal projects such as the Observatory, and manages the financial tools of the district. Public and private actions (specific funding, provision of technology and services, etc.) are aimed at both cultural industry and cultural spaces. Cultural industry is conveyed towards consumption in the cultural spaces, each of which is devoted to a specific form of art and culture. Local community and external visitors may move across cultural spaces with a transport system endowed with effective means of information. In such a framework, the core of the culture and tourism district is represented by the system of cultural spaces, where the Afro-Brazilian culture of the BTS is created, produced, preserved, exhibited and exchanged, also due to the multifunction capacity of each space: creative atelier, site for exhibition and exchange, location for training. While the cultural spaces represent the container, cultural industry provides them with the appropriate contents, allowing users (both residents and visitors) to view the whole picture of the culture in the BTS. Public and private actions can be directed both at single spaces and activities, or at the District as a whole. The composition and operation of the district management are described in the following chapter. The organizational and operational structure of the Culture and Tourism District The organizational structure of the Culture and Tourism District should be rather simple. The strength of the Bahian culture and the existing diffused talent of artists and craftsmen does not require any strong regulation or radical intervention. Built heritage will provide the District with the material and cultural infrastructure, intangible heritage will represent the contents of the Bahian identity, technology and skills implemented through the district management will facilitate any process of development without altering its features. 106 TARGET EURO Snc â&#x20AC;&#x201C; ARS Progetti Srl

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The Culture and Tourism District will be the result of a varied and heterogeneous participation, and it must be managed with reference to a range of activities (from project elaboration to monitoring and evaluation, and in a multiplicity of productive sectors). This suggests that a single management unit coordinate the autonomous efforts of all the actors involved in the District. It is necessary to highlight that the Culture and Tourism District essentially needs fine tuning of joint action, co-ordination and unitary external relationships. Moreover, the site-rooted and spontaneous nature of the cultural activities included in the District suggest an open structure: new projects, products and institutions may enter the District at any time, provided they are consistent with its cultural identity. This implies that the management must be structured in different layers, so as to include representation of funders, of cultural actors and of public administration. The District is structured as an association among organizations of different nature. The pursuit of public goals is granted by the participation of representatives from the State government, and by the institutional aims themselves of the Culture and Tourism District: the sustainable growth of local cultural industry and of cultural tourism in the BTS area, involving and strengthening creative artists, economic and social institutions, and the local community. However one should not overlook the many critical aspects inherent in the process to build and establish the CTD as a new entity, with an appropriate and shared organizational structure, a set of rules and procedures and an innovative framework for collaboration among various public and private actors, with participation of local population. There is no short-cut to objectives which entail bottom-up processes, participatory actions, new patterns of relationship and ties among different social and economic actors, building of trust and the similar. An underestimation of these aspects, adoption of simplified blue-print approaches, compression of the process within a narrow time span, would certainly jeopardize the achievement of the objectives. Some key issues are as follows: • being a participatory process it will need the progressive mobilization of the various actors, building their awareness and their understanding of the scope and objectives. This will need an initial communication and mobilization strategy • by the way the various actors realize the scope and objectives of the project they must be involved in decision-making about the structure and functions and ways of operation of the district. In an initial stage it is critical the selection of a significant pool of representative institutions, grass-root organizations etc. • once that a sense of ownership is substantially achieved among the various actors, or the pool of representatives of the various actors, then the constitution and the management structure of the District could be agreed upon and set-up • the initial steps of the newly established CTD must be supported by some external assistance 107 TARGET EURO Snc – ARS Progetti Srl

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•

all the above steps can happen only through the action and support of a sort of Program Management Unit (PMU) which will progressively lead to the establishment of the CTD and the consolidation of its structure and procedures

To answer the above problems we have envisaged an initial 18 months period during which the CTD will be built by the Program Management Unit and a subsequent 30 months period during which the CTD will be consolidated and made fully operational. a) Building the CTD: the Project Management Unit The implementation of the project funded by the IDB can be forecasted in four years, during which the CTD must be established along with its governing and management structure and the foreseen core development projects and enlargement projects must be implemented and evaluated. SETUR should be the Executing Agency and should sign the Program contract with the IDB. In addition, SECULT will actively collaborate with SETUR for the implementation of the Program. SETUR will organize a Program Management Unit (PMU) which will be composed by professional experts contracted at national and/or international level. The PMU will report to the SETUR and to a Steering Committee (see below). Staff of the PMU • Head: an international expert with at least ten years experience, project manager, expertise of culture and cultural tourism, of community based development • Communication, training, social mobilization officer • Financial manager, procurement, tenders etc. Main tasks of the PMU • Initial baseline study • Preparation of annual plans and quarterly plans and budgeting • Reporting to the steering committee and to SETUR • Liaising with SECULT and with the municipalities • Liaising and mobilization with and of all other stakeholders • Communication and awareness raising • Monitoring • Call for tenders and call for proposals • Implementation management of the various projects • Capacity building and training • Preparation of contracts with third parties and of payment orders and submission to SETUR for signature • Setting up of CTD management structure • Progressive handing over to the CTD 108 TARGET EURO Snc – ARS Progetti Srl

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Contract signature with third parties and actual disbursements of funds and payments will remain the responsibility of the SETUR on the basis of documents prepared by the PMU and of accounting held by the same. Steering committee The Steering Committee will be organized with the assistance of the PMU and will orientatively include: • SETUR • SECULT • MUNICIPALITIES • A representative of the relevant NGO.s, and foundations • A representative of cultural actors professional associations and syndicates • A representatives of tourism operators (or of the tourism board) • A representative of the religious institutions The Representative of the SECULT will by right be the Chairman of the Steering Committee. The head of the PMU will participate to their meetings without right of vote and will act as the secretary of the Steering committee, proposing the agenda, preparing and making approved minutes of the meetings and taking care of logistic and organizational aspects.

b) The transformation of the project in a permanent set-up The CTD should be constituted after 18 months of the project start and its board and management office should be in place at least 12 months before the project end. During these last 12 months the PMU will involve progressively the board and the management staff of the CTD in the ongoing activities, will train them in the execution of their functions. In this way, the CTD will be able to carry out its activities in order to promote cultural and tourism development in the project area. At the end of the present IDB Program, when the CTD will be perfectly organized, the following handing-over and transformation of project actors and stakeholders into permanent CTD stakeholders will take place: • the Executing Agency, i.e. the SETUR, and the Steering Committee will be replaced by the CTD Board • the SETUR-SECULT-Municipalities will form the assembly of government bodies, with three elected representative in the Board • the PMU will be replaced by the CTD Management Office • the project target groups will become the assembly of cultural actors, with three elected representatives in the Board • the project final beneficiaries will become the assembly of civil society, with three nominated representatives in the Board

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c) The full operation of the culture and tourism district Although the final structure, rules and procedures of the CTD can only be defined and agreed upon as a result of the project implementation, still the project formulation must include a specification for this which is felt as a major part of the project. This specification must allow to reach an agreement and shared understanding by the project contractual parties, i.e. BID and the Bahia Government represented by SETUR, on the institutional nature of the CTD. Actually this is conceived as a community structure (possibly a private law association) and as a space for dialogue between the public and the private sector, and not as an additional public entity. Although the responsibility of project implementation cannot be but public (the SETUR), the end of the project will mark a retreat of the public sector and a handing over of responsibilities to the district management. The CTD Assembly Three main categories of stakeholders are identified as follows: • Government: this includes the SETUR, the SECULT and the Municipalities involved in the district • Cultural and tourism sector actors: N.G.O.s and institutions supporting the cultural sector, professional associations and syndicates of actors producing cultural goods and services as well as tourism services • Local community: religious institutions, representatives of ethnic groups and organizations involved in action aimed at community’s growth and development Each of these categories will form a group of registered representatives and will elect three delegates to sit in the District Board. Elections to be held every 4 years. During programme implementation a number of founding members will be identified in each category and will be registered. At any stage of the district life the existing members of each category will approve with qualified majority vote the registration of any candidate to become new member. The three elected delegates of each category will consult their assembly whenever felt necessary, by email or by convening a meeting. The district sponsors, such as private or public donors, will also be registered and given the status of officially recognized “district sponsor”, will have the right to be informed about the district management and its activities, will be entitled to a set of privileges and, obviously, to adequate visibility. The CTD board The board is formed by 9 members with a 4-years mandate. In case anyone of them resign during this period, its assembly will vote for a replacement among the representatives of the same category. The Board members will elect a Chairman among themselves, as their first act after having being elected. The Chairman will be elected with a two thirds majority (6 votes) or with simple majority (5 votes) after 5 elections attempts have not succeeded. The Chairman will also remain in charge for 4 years unless he or she voluntarily resigns or in case two thirds of the 110 TARGET EURO Snc – ARS Progetti Srl

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assembly vote for his replacement. In case of forced replacement, the 8 members of the board (i.e. with the exception of the chairman being replaced) can vote for an external candidate, who must in this case obtain their unanimity (8 votes). The Board will define the policy and strategy of the CTD and will appoint the CTD management staff, i.e. the manager, the chief accountant and the communication officer. The Board will meet periodically at least two times per year, to review and discuss on issues such as strategy revision, management staff performance, progress achieved, etc. The CTD management office (MO) The management office must be as simple as possible, in order to minimize its fixed costs. The permanent personnel here foreseen for at least the initial phase of the District operation is made of four persons: • District Manager, responsible for the implementation of policy and strategy as defined by the board and for projects implementation • Chief Accountant, responsible for the District financing and accounting • Communication officer, responsible for visibility, fund raising, communication with the stakeholders • Secretary, supporting the three staff above In addition to permanent personnel, project staff will be recruited as necessary, its costs being covered by the specific project on which they will work. The CTD Chart The CTD Chart is the constitution of the district, where the district mission is clearly described along with its founding members, structure and general rules of operation. Therefore the Chart will contain the above description of the District bodies and responsibilities or any revision of the same which may have been agreed by the founding members. The district Chart, and in particular the section devoted to the mission, is an extremely important document in order to build a public image of the District itself. CTD financing Fixed costs financing, including Board costs and Management Office (MO) costs, will be covered through assembly members’ fixed contributions (annual subscription fee). This will be established at different levels for the government bodies (SETUR-SECULT and municipalities), for the cultural and tourism actors and for the civil society institutions. Government bodies will contribute with a subscription fee higher that the other member institutions. Project costs will be covered by donors, financing agencies, public and private sector. In future the District Management Office might run some income generating activity to integrate its resources. However this should remain a marginal activity of the MO, in order to maintain its focus on District Development objectives.

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Summary The recommended strategy consist in the “Implementation of a Culture and Tourism District in the Baia de Todos os Santos”. Overall objective To raise quality of life of the resident population through the development of cultural industry and cultural tourism Specific objective To offer cultural services and goods in the project area in order for the demand to be expanded and to the markets for cultural products to be strengthened Project results a) Institutional building • Full operation of the Cultural and Tourism District • Full operation of an Observatory • Approval of a Master Plan for Cultural Tourism b) Physical infrastructure • Implementation of transport infrastructures related with culture • Improvement and full operation of cultural spaces c) Supply and demand of cultural products • Training and organization of culture and tourism actors • Rise of the awareness on the value of cultural assets and services • Creation of facilities aimed at to supporting supply and demand on site Activities See the activities related with the IDB financed project implementation Target groups Cultural and tourism actors, their associations, NGO’s and relevant civil society organizations, including religious institutions and ethnic groups Final Beneficiaries The whole resident community

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Ethic and responsibilities in cultural tourism development

In 2006, there were over 842 million international tourist arrivals overall the world. Tourism is vital for many countries, due to the income generated by the consumption of goods and services by tourists, the taxes levied on businesses in the tourism industry, and the opportunity for employment in the service industries directly or indirectly associated with tourism. But, despite its demonstrate capacity to be a propeller of national, regional and local economies, tourism generates also seriously negative impacts if wrong managed by tourism stakeholders. High environmental exploitation, damaging of natural and cultural resources, inflation, commercialization of the local cultural heritage, because of tourism destination are very often extremely oriented to the satisfaction of tourists needs, are only some example of diverted effects caused by tourism in many Countries. Considering the different typologies of tourism, the cultural tourism is that with a high impact on the tangible and intangible patrimony. Tourism focused on arts events, festivals, museums, art galleries, and heritage attractions is undeniably a big business (for instance, the Travel Industry Association of America finds that two-thirds of all adult US. travelers have participated in cultural tourism in recent years). However, due to its capacity to be policy driver and market oriented, tourism stakeholders have to be care in planning cultural tourism development. Carrying capacity, involvement of local communities, respect and preservation of cultural heritage patrimony are actually basic assumptions for cultural tourism destination planners. Based on what said before, the Consultant will try to clearly identify in this Chapter the general guidelines that should have to be followed by the Cultural and Tourism District of the BTS in order to promote a sustainable culture and tourism integration in Bahia. In order to do that, it is important to understand what cultural tourism means, how tourism is intended today and which role could be covered by local stakeholders in sustainable tourism development.

3.1

Definition of cultural tourism

Definitions of cultural and heritage tourism are abundant, some are very broad, others very specific. And the most important are as follows: -

World Tourism Organization (UNWTO): In 1985, World Tourism Organization provided two definitions of cultural tourism. The narrower definition includes: "movements of persons for essentially cultural motivations such as study tours, performing arts and cultural tours, travel to festivals and other cultural events, visits to sites and monuments, travel to study nature, folklore or art, and pilgrimages”. The wider definition includes: 113

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“all movements of persons, … because they satisfy the human need for diversity, tending to raise the cultural level of the individual and giving rise to new knowledge, experience and encounters”20. -

European Commission (DG Enterprise, Tourism Unit): Within Europe, the European Commission and the Association for Tourism and Leisure Education (ATLAS) definition of cultural tourism is still used: 'The movement of persons to cultural attractions away from their normal place of residence, with the intention to gather new information and experiences to satisfy their cultural needs' (cultural definition) and “All movements of persons to specific cultural attractions, such a heritage sites, artistic and cultural manifestations, arts and drama outside their normal place of residence”21. In addition, in recent years, the following definitions had been proposed: culturally motivated (those who choose a destination based on its cultural offerings), culturally inspired (those who visit well known cultural icons), and culturally attracted (those who include cultural events and attractions as part of their trips). Finally, with the Malta declaration on Cultural Tourism (Europa Nostra Congress in Malta, May 2006), cultural tourism has been defined as that form of domestic and international tourism whose object is, among other aims, the discovery and enjoyment of historic monuments and sites focusing on the built (immovable and movable) cultural heritage, including the cultural landscapes, of heritage travel destination areas, to experience places and activities that authentically represent the cultural history of the host communities. The Malta Declaration encourages the practical realization of its principles on a European-wide basis through the European Union Institutions and the Council of Europe mechanisms

In addition to the previous definitions, there are many others defined by international and national institutions or individual experts22, which are more or less all focused on the opportunity for the tourist to enjoy of tangible and intangible patrimony of a tourism destination. Whatever is the definition, it is important to understand that "cultural tourism is a genre of special interest tourism based on the search for and participation in new and deep cultural experiences, whether aesthetic, intellectual, emotional, or psychological"23. A variety of cultural forms are incorporated, including museums, galleries, festivals, architecture, historic sites, artistic performances, and heritage sites, as well as any experience that brings one culture in contact with another for the specific purpose of that contact, in a touring situation. And it is just in this last sense that cultural tourism becomes a concrete opportunity for cultural stakeholders to promote and stimulate cultural production.

Richards, Cultural Tourism in Europe, 2000: 23 Richards, Cultural Tourism in Europe, 2000: 24 22 See Annex 5: Definitions of Cultural Tourism 23 Robert A. Stebbins, 1996 21

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3.2

Ethics for Tourism

The ethics for tourism has became more and more important, in these last years, for both tourism policy planners and host communities. In 1999, at the thirteenth UNWTO General Assembly (Santiago de Chile), the Members of the World Tourism Organization (WTO), representatives of the world tourism industry, delegates of States, and many other stakeholders signed the Global Code of Ethics for Tourism. A document that aims to support an idea of tourism based on people and environment respect in all over the world. This code refers to the many documents signed during the past years on the same matters, and its main principles on which the Code is based are essentially the following: i) the right to tourism; ii) the freedom of tourist movements; iii) and the wish to promote an equitable, responsible and sustainable world tourism order, whose benefits will be shared by all sectors of society in the context of an open and liberalized international economy. This document consists of 10 articles that take into account the different tourism’s aspects in order to emphasize the central role of sustainability and promotion of the ethical values common to the humanity. In particular, the main themes considered by the UNWTO are the following: 1. Tourism’s contribution to mutual understanding and respect between peoples and societies 2. Tourism as a vehicle for individual and collective fulfillment 3. Tourism as factor of sustainable development 4. Tourism as user of the cultural heritage of mankind and a contributor to its enhancement 5. Tourism as beneficial activity for host countries and communities 6. Obligations of stakeholders in tourism development 7. Right to tourism 8. Liberty of tourist movements 9. Rights of the workers and entrepreneurs in the tourism industry 10. Implementation of the principles of the Global Code of Ethics for Tourism In addition, the Global Code of Ethics for Tourism underlines the social integration’s aspect of tourism activities. A special emphasis is given to mutual understanding between the stakeholders in tourism development and tourists themselves, based on the observation of social and cultural traditions and practices of all peoples, including those of minorities and indigenous peoples and on their worth’s recognisation. A very important aspect is referred to the disadvantaged people’s rights. A special emphasis is given to children, to the elderly, the handicapped, ethnic minorities and indigenous peoples. In particular, the code denounces sexual exploitation, especially when applied to children. The mean to succeed in this is the strict collaboration of both the countries visited and the countries of the perpetrators of these acts, even when they are carried out abroad, in order to punish them. 115 TARGET EURO Snc – ARS Progetti Srl

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Another meaningful matter on which the attention is focused is the environment. WTO suggests that all stakeholders involved in tourism development should safeguard the natural environment with a view to achieving sound, continuous and sustainable economic growth geared to satisfying equitably the needs and aspirations of present and future generations. Finally, special attention is given to “common heritage of mankind”; the communities living in tourism destinations / areas have particular rights and obligations. In general terms, the Code represents a model for promoting the concept of responsibility. In fact, it focuses on the relation between tourists and local population, giving a special emphasis to the role played by people in tourism activities. The Code underlines that an ethic tourism is impossible without the equal share of economic, social and cultural benefits linked to the different projects carried out in a territory.

3.3

Culture, Tourism and Local Communities

Even if tourism should have negative impacts on culture (for instance, as already said before, in various tourism destinations culture has commercialized and simply became a commodity to serve tourists and, in this process, it get despoiled and degraded); it is unquestionable that culture and tourism have a symbiotic relationship. Arts and crafts, dances, rituals, and legends which are at risk of being forgotten by the younger generation may be revitalized when tourists show a keen interest in them. Monuments and cultural relics may be preserved by using funds generated by tourism. In fact, those monuments and relics which have been abandoned suffer decay from lack of visitation. Culture and tourism must be mutually supportive of each other to make the relationship sustainable. And the nurturance of this relationship needs the full cooperation of the public and private sector working side by side with local communities. Recent studies have revealed that tourists, especially from Europe to the developing countries, tend to look for destinations where they can actually experience and learn about the way of life of the local people. They prefer simple hotels with local atmosphere; to travel independently; to have as much contact with the locals as possible and to learn about their living conditions. This particular market segment which might be referred to as the cultural tourist, has been growing in number, by as much as 15% per annum in the last decade. This implies that traditional tourism products especially dedicated to mass tourism, such as passive sight-seeing and pure beach holidays, have to be modified to allow for more interaction opportunities between guests and hosts. Ideally, during that interaction, both sides must learn from each other to make the tourism experience a truly memorable one. 116 TARGET EURO Snc – ARS Progetti Srl

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Considering tourism numbers, based on European Union data 20% of tourist visits to Europe were made in these last years for cultural purposes. Furthermore, culture was a main component of travel for 60% of the visitors. Tourism has grown at an accelerated pace over the last few decades. Forecasts indicate an even faster rate of growth in the next Millennium. UNWTO’s Tourism 2020 Vision study forecasts that tourism arrivals worldwide would grow to 1.5 billion – a tripling in growth in arrivals within the space of a generation. This accelerated and massive growth in worldwide tourism has fundamental implications. First of all, it means that tourism resources, especially cultural sites, monuments and museums are becoming heavily congested. Congestion is also being experienced in air traffic, airports, destinations and city centers, leading to inadequate transport infrastructure, public facilities and utilities. Furthermore, the mounting demands of water and energy resources compete with those of the local population. Above all, the imposition of a tourism industry above local needs places local cultures and traditions under threat. Aware of the dangers of mass and unplanned tourism, as well as the opportunities for more humane type of cultural encounter between local hosts and guests, all cultural and tourism stakeholders, including tourism authorities, local communities, and the tourism private sector, should have to work closely together and apply the principle of sustainability in the planning and management of tourism. A balance must be achieved between tourism development on one hand and cultural preservation on the other. Achieving this balance is a challenge. There are actually many strategies applied by tourism planners in order to minimize negative impacts of tourism. Identification of the carrying capacity of the tourism destination, development of specific regulations and protocols are only some examples of what it is possible to do for both preserving cultural heritage and developing tourism. But, despite many models exist, it is evident that much depends on professionals operating in the sector; and this implies that local communities and tourism managers need a continuous technical training and awareness in sustainable tourism practices. Tourism planners understood that local people’s needs have to be taken in great consideration. The subject of “cultural consent” is very significant, meaning that local communities must agree to host tourists, after discussing and deliberating on the merits of tourism. Tourism should not be imposed on them. At this regard, UNWTO’s guidelines on how to mitigate overcrowding and other negative impacts of tourism in cultural destinations and sites, are very important and many tourism planners are taking them into serious consideration. The most important guidelines are as follows: I.

In Heritage Sites: • Control tourist flows by setting up tour routes during peak periods; • Design shuttle transportation services which control visitor flows; • Increase entrance fees; • Limit the number of visitors per day/establish daily quotas; • Extend the opening hours of museums up to the evening; • Accept advance bookings for very popular exhibits; 117

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• • • • • • • •

Build well-equipped visitors’ centers which can be used as holding centers to manage visitor flows; Decongest guests in large museums by building smaller museums with attractive exhibits in other city centers; Increase available museum space; Use technology to recreate the authentic atmosphere of fragile heritage sites so people don’t have to visit those sites; Use customized technology suited to the heritage site to manage visitor flows; Use the same technology to set up a management information system; Close off very fragile sites which are threatened with damage until mitigating measures can be put in place; Identify new cultural attractions and develop them for tourism visitation so that demand can be better spread, thus reducing the pressure on existing sites.

II. In Fragile Ethnic Villages: • Limit visitors to just a few villages which are prepared to receive visitors; • Train other villagers to open up their villages to tourists, only if they are inclined to do so; • Train the local people to develop tourism which is acceptable to them and complementary to their local customs; • Develop a code of conduct for visitors, tour operators, and tour guides; • Develop demonstration or model villages; • Show success and use these villages as examples to others on how to run their tourism program. • Craft and strictly enforce legislation which protect ethnic cultural resources and heritage. Finally, another vital issue, worth to be discussed, is the need to involve local communities in tourism planning and ensure that they directly benefit from tourism. Cultural tourism involves not only the built heritage, but also the living, intangible heritage, so strongly present among local communities. Relationships between cultural tourism and the local communities living in proximity to heritage sites involves, therefore, more than employment and income issues. From the host community’s point of view, essential goals of tourism development must include generating higher levels of income, creating new employment opportunities, and increasing foreign exchange flows but also protecting the environment and especially their culture, to which tourists are attracted in the first place. This is why the potential of cultural tourism in local communities should be a central consideration in discussions on policies regarding poverty alleviation.

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3.4

Ethic principles of the Cultural and Tourism District in Bahia

Taking into account negative and positive impacts generated by cultural tourism development, the Cultural and Tourism District should have to be based on an ethic vision which its principles should be summarized as follows: 1.

The CTD will preserve and enhance the cultural identity of the region and develop a tourism specifically oriented to benefit local people.

Its main objective is to develop a cultural tourism which stimulate social integration and prevent the “drawbacks” commonly generated by mass tourism.

It will ensure recognition of and respect of tangible and intangible heritage, promoting education for protection for cultural spaces and places of memory, and promoting legal, technical and administrative and financial measures. Especially, intangible heritage has to be preserved, because it could become a strong tool to directly benefit local people.

Intangible heritage must not be threatened by superficial orientations to benefit mass-tourism. Cultural identity has to become the strong awareness of the people who are the heirs of the tradition and they can become the main actors in order to develop cultural tourism products.

Finally, the CTD will promote an higher quality life of local residents stimulating dialogue and collaboration among all public and private stakeholders in the area. The adaptation of appropriate “social and economic protocols” related to cultural tourism and to be signed by all involved stakeholders should be a valid solution toward this direction.

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Best Practices

The project of the Culture and Tourism District of the Baia de Todos os Santos is quite original, due to both the unique level of the cultural endowment and activities in the area, and the opportunity of support an optimal mix of public actions and community initiatives. The variety of experiences carried out and still in the course of realization in many parts of the world can provide us with examples, suggestions and caveats, in order for the project to take the possible mistakes and shortcomings into account, and to consider the funding elements in successful projects. Of course institutional and cultural differences must be accounted for, therefore the critical description of best practices must not be considered as a benchmark or a model to imitate. Rather, it is the exemplification of principles, criteria and mechanisms that can lead a project to the attainment of its goals.

4.1 Main possible shortcomings In such an analysis, it is first of all necessary to point at some eloquent failures in the development of cultural tourism based upon “icons”: in many towns where the importance of monuments is used as the focal attractor of international tourists, such as Florence and Venice in Italy, mass tourism has generated increasing problems of sustainability, uneven income distribution at the advantage of few categories (hotel and restaurant managers, shop managers, etc.), growing costs of maintenance, and above all a strong outward movement of the formerly resident community, opting for a out-of-centre permanent accommodation. In such cases the site becomes a sort of open-air museum, with no real signs of authenticity, and also the souvenirs sold are not necessarily produced on site according to local traditions and styles. In the Venetian case also the Carnival is organized by nationwide agencies which the service is outsourced to by the Municipality. While the costs generated by congestion are borne by citizens, the benefits go to few – and not necessarily local – economic actors. Moreover, the introduction of a binary separation between the ‘tourist centre’ and the rest of the town raises dissent on the part of residents, and physically creates two conflicting towns and communities. Such a situation must be avoided if the focus of action is kept upon the local community and its cultural identity. Flourishing cultural activities within the local community generally manage to act as a powerful attractor towards specific cultural tourists willing to feed their need for knowledge with a participating kind of visit, in order for them to extract the local identity. As it can be easily imagined, such a mechanism proves successful in crowding out mass tourists, hence reducing and eventually eliminating the cost of congestion, and encouraging the local community to express its creativity and productive ability in 120 TARGET EURO Snc – ARS Progetti Srl

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the cultural sector, being the first and fundamental stakeholder of any action occurring in the cultural field.

4.2

The case of Matera, Italy

4.2.1

Overview

A few international experiences suggest a more consistent integration of culture and tourism. The case of Matera, a town almost completely excavated in rocks and belonging to the Unesco World Heritage List, can teach us a very effective lesson. After the end of the Second World War the cultural heritage of Matera, made of residences and monuments, was in degraded conditions. The Italian central government established a ‘plan of movement’ compelling the resident families to move to newly built houses out of the historical centre. The effect was a further exploitation of this unique site, which was admired by tourists as an abandoned site belonging to the past. The poor results of such a strategy and the discontent of the local community induced the government to invert the strategy, aiming at the rehabilitation of the centre in order for the local community to go back to its original residences, also encouraging the development of artistic and commercial activities. The restoration of these unique rock houses and monuments was performed along with the intensive development of cultural initiatives using the built heritage as their infrastructural background: artistic and creative activities, handicraft production and trade, recreational activities were developed within the historic centre, making its extraordinary physical setting live due to a varied set of initiatives tightly connected with local identity and history. Long-term planning on the part of central and local governments was then matched by incentives for projects and activities of private actors (associations, foundations, single citizens, small-scale companies, handicraft producers, etc.). Matera is properly defined as a ‘cultural district’: a network of museums is operating, ranging from local traditions to contemporary art, and many activities such as literature, the performing arts, religious celebrations occur on site. In such a way a rich and consistent intangible heritage is offered to both the local community and the external visitors, and their link with the monumental infrastructure is the source of cultural identity, tourist experience, economic sustainability. 4.2.2

Description of the site

The “Sassi” (literally “Stones”) of Matera are considered a unique site both from the architectonic and environmental points of view; in 1993 they have been included in the Unesco list of the World Heritage. They are the result of a deep erosion process of the Murgia, that caused the formation of two caves: the “Sasso Barisano” and the “Sasso Caveoso”, divided by a median spur, the “Civita”, that 121 TARGET EURO Snc – ARS Progetti Srl

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represent the most ancient part of the town which the plans for the development of the area are based upon. Apart from the environmental interest, the “Sassi” present unique features also when their built heritage comes at stake. The first building activities date back in the Prehistoric age, as the analysis of the caves in the Murgia and the various archeological findings discovered with the excavations confirm. Uncertain is the identification of the date of first human settings within the area. In the Roman age the Sasso Barisano was certainly inhabited, while the Sasso Caveano was inhabited in the Barbaric-Byzantine age. From the XVI century the area started to take the shape still visible and to widen its dwellings towards the flat area with new buildings and palaces. The need for homes and the poverty of the agricultural classes switched the use of the stables and the store rooms to homes, which often proved absolutely inadequate for such a destination. In the Twentieth Century, at the end of the Fifties the area started to be progressively abandoned, a phenomenon that continued for thirty years; only in the Eighties serious plans were elaborated to rescue the area in a way which could prove consistent with the environmental and architectonic points of view. Presently the property is public for 70% and private for 30%; the area features many characteristic buildings and superb archeological areas. 4.2.3

Management: evolution and present features

From 1986 the management, and consequently the related projects for restoring and conserving the public part of the “Sassi”, was under the supervision of the Central Government. With the law n. 771/1986 (“Recupero e conservazione dei Sassi di Matera” - Recuperation and conservation of the “Sassi” at Matera), the management is decentralized and given to the local government for 99 years. The same law establishes that the funds will be spent according to the addresses elaborated in two biennial plans. The first one, approved from the local government, draws three priorities: a) to rescue the private homes which will be entrusted by the Municipal Government to private individuals acting in co-operative organizations; b) to promote cultural and institutional activities on a territorial scale; c) to realize, in an area 10.000 square meters wide, artisan and commercial facilities; in a further area, 30.000 square meters wide, offices and services of the public local administration will be decentralized, together with facilities able to host artistic and cultural initiatives in the areas of theatre, exhibitions, dance, conferences and seminars. The interventions already realized cover some areas of the Sasso Barisano. The plan was divided in two distinct projects: the former related to the rehabilitation of Palazzo Venusio, the latter related to the realization of a residential area (Rione Vetere, Casale e San Giovanni Vecchio). The project is aimed at encouraging the 122 TARGET EURO Snc – ARS Progetti Srl

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introduction of tight functional connections between the residential areas within the “Sassi” and the commercial, cultural and service activities with the aim of integrating them with the modern part of the town. Within such a project a network of churches excavated in rocks was created, along with a series of contemporary art exhibitions in prehistoric sites. In 2006 the first Italian museum devoted to contemporary sculpture was inaugurated in Matera, emphasizing the role of such a unique site in connecting nature and the arts, and in extending its scope from the primitive to the contemporary cultures, along a continuous line of creativity. The districtual nature of Matera is confirmed by the coexistence of three major features in its cultural supply: first, the strength of its specific identity in driving all the activities, from restoration and rehabilitation to contemporary creativity; second, the power of local associations and groups (such as the Circolo La Scaletta and the Fondazione Zetema) in making the emersion of proposals, projects and initiatives from the territory possible; third, the fertile connections between tangible and intangible culture, and with productions related to the material culture of the site, developing a sound cultural industry based on local resources and energies and able to effectively represent the local identity. 4.2.4

Institutional setting

The Italian legislation dealt several times with the unique case of the “Sassi”, starting in 1904, when the incentives introduced by the “law Zanardelli” were devoted also to that area of Matera, transforming the connections between the two streams that cross the “Sassi” to the water collection network. Afterwards, Matera became capital town of its Province; during the twenty years of Fascist Government a village is built on site in order to host the political prisoners; on the other hand, a new road is built linking the two “Sassi” to the flat area, and some public buildings (the Post Office, the “G.I.L.”, the Trade Chamber, etc.) are realized in the centre of the Town. After the Second World War a new wave of interest towards the Mezzogiorno (the Italian South) arises, mainly as a consequence of the peasants’ rebellion of September 1943 and of Carlo Levi’s book “Cristo si è fermato a Eboli”, pointing at the inhuman conditions of life in the “Sassi”. In such a context, in 1952 the first law specifically dealing with the rehabilitation of the “Sassi” (law n. 619/1052) was introduced; paradoxically, this gives start to the progressive abandonment of the “Sassi”. In fact, the law ordered that the inhabitants of inadequate places should move away in order to allow technicians to restore and refurbish the buildings, also in view of the realization of further public works. Two years later the Urban Plan drawn by Marcello Piacentini contributes to the abandon of the “Sassi” on the part of their previous residents, as do two following 123 TARGET EURO Snc – ARS Progetti Srl

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laws (nn. 219/1958 and 126/1967) that confirm the trend to build new homes and to restore the “Sassi”. A radical change of perspective is given by the law n. 1043/1971 issuing an international competition among architects for the rehabilitation of the “Sassi”; realized in 1974, the competition was based upon the elaboration of a project able to reorganize the whole area and to realize the urban and environmental restoration of the “Sassi” and of the flat area, along three stages: a) The analysis of the potential process of development of the area; b) The analysis of the relationships occurring between the “Sassi” and the urban setting of Matera; c) The study of strategies for the promotion of the “Sassi” from both the normative and the management points of view. Until 1977 no project was evaluated adequate to fulfill the requirements of the competition; a second prize is awarded to the team led by Architect Gatti, and the elaboration of the first four experimental plans for rehabilitation (1977-1980) is carried out. These, approved between 1981 and 1983, are not followed by any other activity. In the meantime, the funds activated by the law of 1971 are given back to the Central Government because not usefully devoted to their set goals, showing that the direct management of funds on the part of the Municipal Administration is crucial. The loss of these funds generates a strong reaction on the part of the national public opinion, and pushes the political parties to a new awareness towards the problem of preservation and valorization of the “Sassi”. As a result of this, after the presentation of four legislative proposals, a new law (n. 771/1986) was introduced, disciplining until now the project of rehabilitation and protection of the “Sassi”. In 1993 Matera was included in the World Heritage List, and in 1994 the Municipality was awarded the Prix for Urban and Regional Planning on the part of the European Commission. Since then Matera has become a preferential location for film shooting, and a growing flow of cultural tourists searching for experience and knowledge has been recorded. 4.2.5

Management

Presently, the Matera district is managed through a simple institutional arrangement, with two local organizations leading the elaboration of projects and their realization, and also many of the profiles related to fundraising (mainly with the Cariplo Foundation, the most important bank foundation in Italy), communication and institutional relationships. The organizations are the Foundation Zetema, mainly active in the field of restoration and rehabilitation of the built heritage; and the Association “La Scaletta”, mainly active in the field of the intangible heritage (with a specific interest in literature and contemporary visual art). Although the relationships with the Matera Municipality have been 124 TARGET EURO Snc – ARS Progetti Srl

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erratic, these two organisations enjoy a strong connection with the regional administration, but at the same time a fertile link with the local community, whose expectations, projects and initiatives are effectively conveyed in the districtual activity. An excellent example of operational choices of the Matera district is the recent opening of the MUSMA, Museum of Contemporary Sculpture whose strength is represented by the Association of Friends, independent from the Museum management, whose task is to raise funds for the ordinary and extraordinary operation of the Museum itself; and by the co-operative association of young professionals whose task is to provide the Museum with services such as guided tours, ticket sales, and other services to customers. In the project of the Matera district both associations will progressively expand their scope to the whole territory at stake, thus strengthening the relationships between the local community and the district management. A major aim of the Matera district is the expansion of the territorial realm and of the range of activities included in the organization. This can be allowed through the possibility of progressive extension of the participation to both institutional organizations such as State museums, and groups of cultural, social and economic professionals and consumers; both these organizations, whatever level of formalization they may have, can exert a relevant influence upon the district’s strategies and choices. Such an expansion should favour the main goal of the Matera district: access and participation on the part of residents and of external tourists. In perspective, the formal structure of the just funded Matera district should fit the following needs: a) the need for diffused participation in the elaboration of projects as well as in the decision-making process, involving the structured organizations but also the informal groups active in the cultural sector; b) the need for co-operation among institutions belonging to different sectors: public, private, and nonprofit, in order to convey their energies and their skills in the operation of the district; c) the need for the elaboration of a unique and consistent strategy in both operation and communication. The suggested structure for the Matera district is the trust, according to the European civil law; also a Foundation can effectively attain the goals pursued. Both institutions grant the independence of managers from the founding and participating members (administrations, companies, NGOs, informal groups); this implies that the goals of the District must prevail over the goals of each single participating organization, and also allows any future entry on the part of new organizations and groups interested in the district activity. Of course the participating members have the right to identify the board of directors and the district manager, but once chosen they act in the exclusive interest of the district. The structure of the trust or foundation, being private but with mixed 125 TARGET EURO Snc – ARS Progetti Srl

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participation, appears the most effective in gathering all the energies present in the district conveying their efforts to the pursuit of a specific, precise goal: the growth of the district. 4.2.6

Funding

The law introduced in 1986 established a regular and direct funding of the all the actions aimed at the rehabilitation of the private built heritage. The funds devoted yearly to Matera from a multiplicity of sources (state, regional, municipal, etc.) are equal to € 15-20 millions per year; also estimates about future developments of public expenditure seem to confirm such a trend, within which the proportion covered by the central government is likely to decline and being substituted by the lower levels of government. Apart from the expenditure aimed at restoring and rehabilitating the built heritage, quite an important role is played by public funding of activities related to the intangible heritage, such as the performing arts, exhibitions, local traditions and the material culture (all activities belonging to the local cultural industry); such activities are funded indirectly by the Regional government, whose policy is to transfer a major proportion of the funds for culture to the sub-regional governments (provincial and municipal administrations), which become responsible for funding the arts. The tool normally used to transfer funds to the recipients (associations, foundations, NGOs, informal groups, and also occasional initiatives) is the call for applications to a general tender including a variety of activities belonging to the same sector (e.g. music, or drama); a technical commission evaluates the candidate projects and selects those ones which appear to be consistent with the public goals. In the district operation those mechanisms may concern a proportion of the whole activity (e.g. the specific initiatives such as exhibitions, festivals and live shows), while the core of the districtual activity will be dealt with directly by the district management, using the funds however received according to a hierarchy of priorities. Therefore ordinary activities will be distinguished, as far as funds are concerned, by special events and initiatives. The district will also provide creative artists, cultural producers and service providers with technical assistance in order for them to lower their transaction costs. 4.2.7

Critical Comments

Among the features of the Matera district, particular relevance is shown by the following local initiatives: a) the Tourist Managers of Matera created a joint-venture with the goal of carrying out autonomous actions aimed at the co-ordination of management, human resource training, communication and promotion of the identity of the “Sassi”, and planning new investments. Along such an address they plan the realization of 300 new beds both in hotels and in alternative accommodations. 126 TARGET EURO Snc – ARS Progetti Srl

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b) Since the operating road network appears to be absolutely inadequate, also due to the distance from airports, etc., two different actions are being carried out: the rehabilitation of an old and abandoned local airport (the former infrastructure of the ANIC industrial plant) in the Basento Valley, at Pistricci, in order for the area to be endowed with a third-class airport; the railway between Bari and Matera, whose realization already obtained a joint fund amounting to 200 billion Itl. on the part of the Italian Government and of the Region Basilicata. In any case, the main problem with the experience of the “Sassi” is given by the radical lack of continuity in governmental action, and in the partial co-operation among the different levels of government. While on one hand the funds devoted to Matera have allowed the site to be progressively restored and preserved, on the other a consistent action was never structured within a long-run perspective. This appears to be crucial in a site where every-day life occurs within an extraordinary archaeological site: not only private residences are based within the “Sassi”, but also shops, bars and restaurants use this monumental group of buildings as facilities. In many cases the contemporary presence of ancient structures and contemporary technology is left to the individual evaluation and decision, therefore a more effective site management is needed, combining the respective views of regional, county and municipal governments together with the expectations of the local community adequately expressed by a number of selected representatives. The setting of a mixed committee for evaluation and choice could be a solution, including public administrators, experts and technicians, residents, cultural associations, and local entrepreneurs.

4.3 The case of Tunis 4.3.1

Evolution and institutional setting

A different experience of site management is that of the medina in Tunis, taken care of by the Association for the Protection of the Medina. Its scope of activity is the historic centre of Tunis: Medina and the European district dating from the first part of XX Century. The Medina originates in 732 AD, when the Big Mosque was founded, almost 50 years after the islamisation of Maghreb by the Arabic nation. Tunis eventually becomes the capital (XII Century), and the Almohades coming from Morocco build a fortified Kasbah on the top of the hill dominating the town. The Medina progressively becomes a big commercial and cultural centre, where arts, handicrafts and knowledge are hosted and developed. In the XVI Century 100.000 residents live in the Medina. From the XVII Century the growing independence from Istanbul favors cultural relationships with Southern Europe, notably Italy. In the following years the Medina develops with Arabic and Italian influences, hosting a French and a Jew districts, not adulated from the rest of the town. In the XIX Century a sort of twin town is developed aside the Medina, whose residual power is only related to religion, while all the rest – knowledge, justice, trade – 127 TARGET EURO Snc – ARS Progetti Srl

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are taken over by the new urban centre. Decay, the second world war and a new urban plan actually change the aspect of the Medina, and it is eventually abandoned by the affluent families moving to the garden-suburbs of Tunis. The buildings left are occupied by poor families in search for new opportunities in the capital city. In the Sixties the institutional attraction towards modern architecture risks to spoil the Medina, but a serious opposition to changes arises, and the Association for the Protection of the Medina is created around a group of urbanists. In the Sixties, when the Association starts its activities, there is no institutional tool aimed at preserving and restoring the old habitat. The existing funds can actually be used for negligible interventions. In 1981 a public agency for rehabilitation and urban renewal is created. Other programmes for rehabilitation follow shortly. In 1995 a study on the rehabilitation of the historic centre is launched, examining the conditions of the spontaneous (i.e. illegal) habitat, of the ancient centre, and of the “European” districts. In the same way, also the Medinas of Kairouan and of Sousse are analyzed. 4.3.2

The Association and its participative structure

The most interesting institutional aspect of the Medina project is the form of organization, representation and decision-making of the Association; while being formally private and not linked with the public administration, actually the Association board is formed by representatives of the various administrations involved, and is chaired by the Mayor of Tunis. Its main activities consisted of the elaboration of guidelines for the protection and the valorization of the Medina, the sensibilization of the resident community and of the local administrations, also through workshops and laboratories aimed at children, the experimentation of a new district to be built on the site of the old Jewish district. Such activities were financially supported by the Municipal administration, which used the outcomes of the studies carried out as a guideline for giving permissions to build in the area. From 1980 the Association has devoted a great deal of its activities to the development of operational projects of intervention, using a variety of financial sources giving funds directly accruing to the Association. In such a way the urbanistic department was soon accompanied by an architecture department, by a laboratory on human sciences and by a small operational company. In such a way it was possible to recruit a number of architects, granting the technical assistance (project Bab Souika) and the realization of analyses and studies (project Hafsia). The Association has also started and implemented the Medina Festival since 1984, occurring during Ramadan every year. Through the years the Association for the Protection of the Medina has become a sort of multidimensional intermediary for a variety of activities; all the administrations involved either co-operate with or are assisted by the Association, whose activity also looks at the resident community as the recipient of many technical assistance initiatives. Its scope was progressively expanded, also dealing with the Maghreb towns of the World Heritage list. In any case, the main goal of the Association remains the protection of the Medina, 128 TARGET EURO Snc – ARS Progetti Srl

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whose decay was in fact arrested by the interventions promoted and realized by the Association. In such an experience the advantages generated by a participative structure are evident. In the Medina case the presence of administrators and technicians and the attention for the expectations and needs of the resident community have managed to invert the trend towards the decay of the Medina and the neighboring areas, and to involve a wide participation to funding and responsibilities of the operations planned at local, national and international levels. Consensus is granted (and in any case checked and renewed) due to the tight relationships between the Association and the residents. The various actors belonging to different branches of the public administration can certainly find, in the Association, the locus where respective interests and expectations are reciprocally counterbalanced and composed. The inclusion of all these voices in a unique organisation whose activity is aimed at managing the tangible and intangible culture of the Medina in Tunis offers the decision-making process a smooth, flexible and quick structure in order for the strategies and choices to be shared and pursued without obstacles and perturbations.

4.4. Lessons learned and suggestions for the organization of the CTD in the BTS 4.4.1. Guidelines for management and action The critical description of the Matera and Tunis experiences allows us to extract a few specific guidelines which the design and operation of the Culture and Tourism District of the Baia de Todos os Santos should be based upon. These can be synthesized as follows: a) put the local community first; b) adopt a long-term perspective; c) integrate cultural heritage and the rest of the local economy, promoting partnerships and alliance among cultural and tourism enterprises, associations and all other private institutions; d) co-operate among levels of government; e) adopt a regulation for promoting the preservation of the cultural and environmental heritage; f) involve active participation on the part of grass-roots groups and communities. Although this may be considered too short a list of guidelines, we can emphasize not only the crucial importance of each of them, but mainly the need to follow them jointly. A partial pursuit of such guidelines ends up to leave the strategic goals of any project unattained. The cases described above are not strictly equal to what the CTD of the BTS will likely become. Certainly there are notable similarities, and we can get some 129 TARGET EURO Snc â&#x20AC;&#x201C; ARS Progetti Srl

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valuable lessons from such experiences. In the Matera case, for example, we can find a good correspondence with the funding features of the CTD of the BTS: - the acknowledged diffusion of a specific cultural identity characterizing the site, and influencing all the activities and initiatives adopted there; it sounds quite similar to what is often defined “baianidade”, a quality affecting several various aspects of life and culture in the BTS. - the influence exerted by local associations and groups, which have gradually transformed their role from the informal elaboration of projects to the strong presence in the local decision-making process and in the external relationship of the site. - the tight connections between tangible and intangible cultural heritage, and the natural development of traditional culture into contemporary creativity. In the Tunis experience, although there is some integration among different areas of the cultural sector, and an even orientation towards both the local community and the external visitors, the greater emphasis is on the conservation of the built heritage in the Medina. This does not subtract value to the range of activities planned and realized, but certainly shows a hierarchy in the goals and constraints selected. 4.4.2. Shortcomings and weaknesses The main layers where the appraisal of international experiences can be useful in view of designing and realizing the project of the CTD in the BTS are essentially the combination of various forms of culture within an extended area on one hand, and the structure and operation of the decision-making process aimed at managing the District on the other hand. The experiences described above show the potential advantages of combining various forms of expression and cultural production in a consistent and reciprocally compatible framework. This implies attention towards the authenticity of each form of expression, which must belong to the area showing a spontaneous capacity to interact with the other cultural forms. This allows creative artists and cultural managers to induce a sort of multiplication of value: in the case of Matera, for example, the presence of a museum of modern and contemporary sculpture within a wholly rocky environment with houses, palaces, monuments and churches excavated in the rocks allows both residents and visitors to appraise the nature, functions and expressive ability of various kinds of stones, being able to relate their enjoyment to a long-lasting history of craftsmen, artisans, artists and builders. In the same way, poetry and music are strictly tied in the Baia de Todos os Santos, and to highlight their connections is not only valuable in order for external visitors to deeply understand the site’s culture, but also for the local community to appraise and strengthen their sense of belonging and identity. In both cases the connections among various forms of art are intended to be strong but smooth, 130 TARGET EURO Snc – ARS Progetti Srl

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spontaneous and visible, therefore they require effective management and constant monitoring. The second aspect is equally delicate, since it determines the actual ability of the site management to elaborate and carry out strategic programmes and projects with a diffused and convinced consensus on the part of the local community, and also exploiting the knowledge, passion and expectations of its members in order for cultural action to prove consistent with local identity. In the experiences analyzed, we found two main limits: on one hand, a high level of informality (and some conflict) in the case of Matera; in fact, despite the crucial importance of the Foundation Zetema and the Association La Scaletta in driving the processes and attaining their desired outcomes, we must observe that their involvement strongly depends upon a favorable relationship with the regional government, and that it deeply suffers from a conflictual relationship with the municipal administration; in such a case, a much more formal framework for decision-making would be preferable, since this would subtract relationships and processes from a prevailing individual, occasional and variable structure, where participation of the local community and of its main representatives is not at all granted on formal grounds. Symmetrically, in the Tunis case the private nature of the Association aimed at protecting the Medina evidently contrasts with the prevailing public nature of its participants. This may be of some advantage in terms of time and decisions, but is certainly a partial way to involve the community, since only their formal and institutional representatives are present and active. In such a case, although the formal profile of a private association represent an advantage since it makes decision-making and operation quite smooth and fast, actual participation on the part of non-institutional actors must be granted, also in order for the management to evolve along with society. In the Italian experience, public management of culture very often implies a sort of quick mummification of the processes and of the backbones of the sector, since risk-aversion on the part of public administrations and regulatory capture on the part of the recipients of public action end up to provide the cultural sector with a powerful incentive to freeze and not to innovate. The lessons learned from the international best practices here short described allow us to highlight the importance of developing the Program of a Culture and Tourism District of the Baia de Todos os Santos with a strong attention towards the effective integration of all the forms of art, culture and creativity as signs of the Bahian identity, and towards the need of designing the structure of management and of the decision-making process in a way that grants participation of the local communities and of all their grass-roots organizations together with the various layers and branches of the municipal and state public administration.

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The Cultural Tourism Products Portfolio of the BTS

5.1

Definition and key-issues of Cultural Tourism

As already said in Chapter 3, there are many definitions actually used for identifying Cultural Tourism. For the purpose of our analysis, the Consultant has take into account the ICOMO’s definition (International Cultural Tourism Committee), which defines cultural tourism as “that form of tourism that focuses on the culture and cultural environments including landscapes of the destination, the values and lifestyles, heritage, visual and performing arts, industries, traditions and leisure pursuits of the local population or host community. It can include attendance at cultural events, visits to museums and heritage places and mixing with local people”. Considering the multi-use of the term “cultural tourism”, it is very important to underline that the cultural tourism market has increasingly been fragmented into sub-categories and niche segments, each-one with its own market trends and characteristics. It means that the key issues for a tourist destination is thus to identify and organize all the specific “ingredients” that it can offer to a cultural tourist to satisfy its behaviour and preferences, such as for example: - heritage sites – e.g. archaeological sites, whole towns, monuments, museums; - performing art venues – e.g. theatres, concert halls, cultural centres; - visual arts – e.g. galleries, sculpture parks, photography, museums, architecture; - festivals and special events – e.g. music festivals, sporting events, carnivals; - religious sites – cathedrals, temples, pilgrimage destinations, spiritual retreats; - indigenous communities and traditions – e.g. tribal people, ethnic groups, minority cultures; - arts and crafts – e.g. textiles, pottery, painting, sculpture; - language – e.g. learning or practice; - gastronomy – e.g. wine tasting, food sampling cooking courses; - industry and commerce – e.g. factory visits, mines, breweries and distilleries, canal trips; - modern popular culture – e.g. pop music, shopping, fashion, media, design, technology; - special interest activities and “creative” holidays – e.g. painting, photography, potting, cookery, weaving; - special interest sites – e.g. locations for shooting of films and TV movies, flea markets.

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5.2

Methodology

In order to identify the potential cultural tourism portfolio of the project area, the Consultant has carried out two specific activities: i) personal interviews with local tourism actors (including tour operators); and ii) a questionnaire analysis addressed at local and international tour operators. The personal interviews24 have been carried out during the different missions of the Consultant in the Baia de Todos os Santos (Salvador and Reconcavo) with the specific purpose to collect information not only about the cultural attractions, but mainly about the tourism services organized by local stakeholders in order to verify the concrete opportunity to organize and develop cultural tourism products in the project area. Considering the questionnaire analysis25, the Consultant has contacted 175 tour operators, both Brazilian and international in Europe and the Americas (but only 14 sent the questionnaire back to the Consultant). The specific purpose of the questionnaire was to collect information about the present and potential tourism demand that could be interested to the cultural tourism products supplied by the Baia de Todos os Santos. The collected information have been used by the Consultant for identifying the potential tourism segments and markets related to the new cultural tourism portfolio of the project area. All the collected information has been included in a tourism product matrix26 which allowed the Consultant to carry out a cross-analysis aimed at identifying the short, medium and long term cultural products that should be developed in the project area. The matrix used by the Consultant is a practical tool for the identification of a tourism product portfolio through the analysis of the presence / absence of the specific services (direct and secondary services), infrastructures and resources that are normally useful for structuring and organizing the cultural tourism products. In addition, through this exercise the Consultant has also listed the main tourism services that should be improved or developed for each single tourism product in order to make them more competitive in the national and international markets. Finally, it is important to note that the matrix includes only the most important attractions and services for each tourism product. It is because the matrix should normally be a simple exercise to have a general overview about the potentialities of each identified cultural tourism product.

More than 20 tourism stakeholders (mainly local incoming tour operators) have been met during the field missions of the Consultant. 25 See Annex 6 for more details. 26 See Annex 7 for more details.

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How to identify the tourism products? For the identification of the cultural tourism products of the CTD of the BTS, the Consultant has also based its analysis on the particular structure of the tourism product27, which is composed by different elements continuously interacting with each other. According to the World Tourism Organization’s definition, “a tourism product could be interpreted as the main requirements behind the holiday motivation”. The tourist has the opportunity to satisfy a specific need due to a previously structured tourism supply that fulfils his/her demands. For each tourism product the tourist’s behavior (length of stay, budget, activities, expectations, etc.), distribution channels, promotion, selling and local community participation actions to be undertaken, are different. Considering this new concept of tourism development, the tourism product (Figure 1) is composed of the following elements: Tourism assets: they are the factors of attraction of the tourism destination which determine the choice of the tourist in favour of the destination. Normally, a tourism destination has different assets such as natural, historic-architectural, sociocultural, gastronomic, infrastructural (sport systems, congress buildings, museums, art galleries, etc.) and their combination makes the holiday more attractive and interesting. Transport: it describes the accessibility of the tourism destination. It has to be assured by both the infrastructures (roads, motorways, railways, ports and airports) and the transport network serving the area (number of flights and trains, road conditions, etc.). The easiness of access to the tourism destination obviously makes the sale (and interest) of the tourism product easier. Tourism services: they are all services provided for by local and international operators in order to make the tourism assets of the tourism destination available to the tourism demand. They are public services (public transport, environmental hygiene, safety, traffic/roads, sanitary service, etc.) and private services (accommodation, customer service, airport/rail transfer service, tourist guides, animator staff and entertainments, car rental /bike services, events and festivals, etc.). In modern tourism strategies the tourism services are very important in order to specialize the tourism product according to the particular needs of the targeted tourism segments. Information: it is very important for the tourism product because it allows the connection between the holiday motivations of the tourist and the tourism 27

Source: V. Zappino (The Cultural Tourism Product in Europe”, European Commission, DG Enterprise – Tourism Unit. Internal publication, 2000) and (Caribbean tourism and Development: an overview”, discussion paper 65, EDCPM June 2005)

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assets of the destination. The role played by the information system is as follows: i) to allow knowledge of the tourism assets (for instance, the interpretation of the cultural attractions, etc.); ii) to create a good image of the tourism assets; iii) to influence the tourist choice; iv) to create added-value to the tourism supply. Tourism demand: this is the element that influences the organization of all aspects of the tourism product. The different characteristics and requirements of the several tourism segments have to be taken into account by the tourism suppliers in order to organize a competitive tourism supply. Because of the composite features of the tourism product (which involves local assets, services supplied by individual suppliers and/or group of suppliers, etc.) the success of a tourism product depends on the ability of the tourism suppliers to co-ordinate and organize the different stakeholders involved in the local tourism destination and the critical points are the definition of the relationships and partnerships between each local stakeholders: government, private sector and local population. When the tourist buys a holiday (tourism package), he knows that he has the right to benefit from various services and carry out specific activities included in the package price. However, he usually does not know how much hard work (cooperation, partnerships, etc.) there is behind the supply of each tourism product. This means that the competition is among the tourism destinations in which it has been possible: i) to structure resources, infrastructures and services in a homogeneous way, in order to satisfy the different tourist needs; and ii) to communicate and supply these qualities on the tourism market with excellent tourism products.

5.3

Potential Cultural Tourism Product Portfolio

Based on the field missions of the Consultant, the questionnaires carried out with the national and international tour operators and taking into account the tourism product structure and the present tourism attractions and services of the project area (product matrix, see Annex 7), the potential Cultural Tourism Product Portfolio of the Baia de Todos os Santos (Salvador and Reconcavo), have been structured as follows: • •

SIX different tourism product lines NINETEEN specific tourism products.

The need to clearly distinguish the product lines from the tourism products themselves is related to the specific characteristics of both tourism supply and demand. It is because, as said before, each niche segment has its own market trends and characteristics, thus only by identifying the attractions generating the tourism demand and the specific related services of each niche segment it will be possible to structure an offer tailored on the specific needs of cultural tourists. 135 TARGET EURO Snc – ARS Progetti Srl

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5.3.1 Cultural tourism product lines Cultural Tourism Product Lines should be considered as groups of specific products and they are as follows: Figure#15 A. HERITAGE Tourism

ARTS Tourism

CREATIVE INDUSTRY Tourism

THEMATIC Tourism

EVENTS Tourism

MICE Tourism

A. HERITAGE Tourism: Heritage Tourism relates to the participation in multiple heritage & cultural patrimony related activities during the tourist holidays. It is the most traditional cultural product line and the heritage activities mainly regards the visits to museums, local markets, local traditions and historic sites. B. ARTS Tourism: Arts tourism product normally includes “Visual arts”, “Performing arts”, “Literature & Language”. Compared to the Heritage Tourism, in this product line the tourist is usually directly involved in the cultural activities. C. CREATIVE INDUSTRY Tourism: In addition to the typical elements of the cultural segment (museums, monuments, art galleries, etc,), this product line focuses on the contemporary popular culture and lifestyles with the connected creative arts & industries: fashion, audiovisual, contemporary architecture, design, technology, shopping, nightlife. D. THEMATIC Tourism: The typical tourist of this product line usually focuses his holidays upon discovering the tourism destination through specific "themes". Very often the different thematic products are mixed to create more general tourism offers: "the best of the destination". E. EVENTS Tourism: This product line is composed by the tourist movement generated by the organization of artistic, cultural events, shows, carnivals, concerts and festivals of great interest at national or international level. F. MICE Tourism: This king of product line (Meetings, Incentive, Congresses and Events) is related to the movements of people generated by private and public sector during their business activities. For instance, considering the Incentive activities, many big and medium companies implement “motivation programs” to stimulate their employees and/or retailers to sell more, increase the revenues, improve the quality of their activities or simply to provide a reward acknowledgement of high profile offering them a unique experience in their life. Very often this kind of tourism product is combined with cultural heritage related activities. ("the best of the best" that a tourism destination can offer to the tourists represents the base of the incentive tourism).

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5.3.2 Specific cultural tourism products The tourism products are sub-segments or niches of the product lines previously identified. As already said before, the Consultant identified 19 specific cultural tourism products that should be organized and supplied by local cultural and tourism stakeholders. They are as follows: Figure#16 A. HERITAGE Tourism

ARTS Tourism

CREATIVE INDUSTRY Tourism

THEMATIC Tourism

EVENTS Tourism

MICE Tourism

A.1

B.1

C.1

D.1

E.1

F.1

Patrimony (historical‐ architectural)

Performing Arts (Music & Dance)

POP Culture

Gastronomy

Festivals

Incentives

A.2

B.2

C.2

D.2

E.2

Discovery ‐ Pioneer

Visual Arts

Film & TV

Religious

International Buskers Festival

A.3

B.3

C.3

D.3

E.3

Archeological

Literature & Language

Fashion

Handicraft

Carnival

A.4

D.4

Ethnic

Educational

D.5 Thematic Parks

Based on the outputs of the cultural “tourism product matrix” and taking into account the indications of the national and international interviewed tour operators, the Cultural Tourism Products have been classified in short, medium and long term products depending on their priority. The priority criteria adopted by the Consultant are related to: i) present organization of the cultural tourism product at local level (the analysis has been based not only in terms of existence of the cultural attractions, but also considering the related services -e.g. transports, tourist guides, etc.- that normally are necessary in order for the cultural attractions to be made available to the tourists / visitors); ii) present tourism trend related to national and international tourism markets and segments; iii) impact of the IDB Program to develop the conditions for easily organizing the cultural tourism products. In order to prioritize the cultural tourism products, the following table has been used:

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EXTREMELY HIGH HIGH MEDIUM LOW

Note: - 4 “thumbs up” ( ) mean an extremely high attraction both in terms of ability of local stakeholders to organize it and opportunity to develop new tourism markets and segments. - 1 “thumb up” ( ) means that this product is not very interesting, at least in terms of its ability to attract national and international tourists to the Baia de Todos os Santos (Salvador and Reconcavo).

The tables 43.a.b.c (in the next pages) analyze the cultural tourism product one by one, considering Salvador and Reconcavo area.

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Program for Culture and Tourism Integration in Bahía Chapter 5 – The Cultural Tourism Products Portfolio of the BTS Table#43.a

Cultural Tourism (Product)

LINES

PRODUCTS Patrimony (historical-architectural)

HERITAGE Tourism

POTENTIAL

High priority

Medium priority

SALVADOR

RECONCAVO

SALVADOR

RECONCAVO

A.1

Discovery - Pioneer

A.2

Archaeological

A.3

Ethnic

A.4

Performing Arts

B.1

Visual arts

B.2

Literature

B.3

ARTS Tourism

PRESENT

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Program for Culture and Tourism Integration in Bahía Chapter 5 – The Cultural Tourism Products Portfolio of the BTS Table#43.b

Cultural Tourism (Product)

LINES

PRODUCTS C.1

Film & TV

C.2

Fashion & Shopping

C.3

Gastronomy (Food & Beverages)

THEMATIC Tourism

D.2

Handicraft & Activities of Special Interest

D.3

Educational

Theme Parks

Medium priority

RECONCAVO

SALVADOR

RECONCAVO

D.1

Religious

(culture -based)

POTENTIAL

High priority

SALVADOR

Pop Culture

CREATIVE INDUSTRY Tourism

PRESENT

D.4

D.5 140

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Program for Culture and Tourism Integration in Bahía Chapter 5 – The Cultural Tourism Products Portfolio of the BTS Table#43.c

Cultural Tourism (Product)

LINES

EVENTS Tourism

PRODUCTS

POTENTIAL

High priority

Medium priority

SALVADOR

Festivals

E.1

International Buskers Festival

E.1.a

Carnivals

E.2

Incentives

F.1

INCENTIVE Tourism

PRESENT

RECONCAVO

SALVADOR

RECONCAVO

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SHORT TERM – CULTURAL TOURISM PRODUCTS

Priority Extremely High priority

High priority

Medium priority Low priority

Salvador & Reconcavo • • • • • • • • • •

Carnival Patrimony Performing Arts Visual Arts Educational Ethnic Discovery Literature Religious Archeological

• •

Handicraft Gastronomy

MEDIUM & LONG TERM – CULTURAL TOURISM PRODUCTS

Priority Medium term

Long term

Salvador & Reconcavo • • • • • • •

Theme Parks Festivals International Buskers Festival Pop Culture Incentive Film and TV Fashion

As showed in the table above, the most important cultural tourism products in the Baia de Todos os Santos (Salvador and Reconcavo) are mainly related to music and dance (Carnival and Performing Arts), visual arts and physical heritage. They have been classified with extremely high priority because they are already organized by local stakeholders and especially the Carnival should be considered as the most important and famous cultural tourism product of the whole Bahia. The product related to the Performing and Visual Arts should be easily organized during the IDB Program implementation. In the organization and supply of these products, Salvador should be considered the main destination, while the Reconcavo should benefit from the tourism flows generated by Salvador. Special tourism packages / circuits should be developed for linking Salvador with the Reconcavo area. Educational, Ethnic, Discovery, Literature and Religious tourism are considered high priority products because the project area already has many attractions and stakeholders able to be involved in the supply of these tourism products. IDB Program will allow them to easily co-operate in order to organize and strengthen the necessary related tourism services. Finally, this group of products is particularly important for promoting cultural tourism development in the Reconcavo area.

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The cultural tourism product related to Archeology in the project area has been considered as short term cultural tourism product with medium priority because despite the richness of cultural attraction in the area (archeological sea findings, industrial archeology related to the “engenhos”, etc.) they need important investments in order to be organized as tourism products. The IDB Program will concretely contribute for developing this tourism product including specific actions for structuring and strengthening the archeological tourism supply of the Baia de Todos os Santos. Finally, this is another particularly important product for developing cultural tourism in the Reconcavo area. Handicrafts and Gastronomy tourism have been considered as short term cultural tourism products with low priority because of their low competitiveness in the tourism markets. In particular, all of the interviewed stakeholders agreed about the opportunity to develop and strengthen these two products as secondary tourism products that should be supplied to complement the other cultural tourism products with a higher priority. Theme Parks, Festivals and International Buskers Festival have been considered as medium term cultural tourism products because of the high national and international competition on this tourism markets. This situation concretely limits the real ability of the related tourism products to generate specific tourism flows for the project area. In particular, if on one hand the local stakeholders should be easily organized for supplying these tourism products, on the other hand the particular characteristics of the related tourism demand (it is particularly sensitive to the price of the holidays, etc.) and the high investments necessary for developing it, make these three cultural tourism products as products with medium priority. Finally, Pop Culture, Incentive, Film and TV and Fashion tourism have been considered as long term cultural tourism products because of both high investments and extremely high competition on these products. In particular, the Baia de Todos os Santos is not yet ready to compete at national and international level, but in the long term they could be organized as complementary products to be supplied in collaboration with other tourism destinations in Brazil. For instance, fashion tourism should be developed in collaboration with São Paulo, organizing a special edition in a very attractive cultural place of the Baia de Todos os Santos (e.g. in Italy there is “ModaMare Positano” which is organized during summer season and the stage is represented by the whole historical centre of the seaside town).

5.3.3 Short term cultural tourism products of the BTS In order for the organization and implementation of the short term cultural tourism products to be easily appraised, the Consultant has prepared a product sheet with the most important information related to the product’s characteristics. The analysis has been limited only to the short term products because they will directly benefit from the implementation of the IDB Program.

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Each cultural tourism product sheet includes the following information: • General characteristics of the product • Tourism demand segments • Tourist Attractions • Present competitiveness • (Key) Elements for strengthening the product • Potential tourism packages to be developed • Location: Salvador and / or Baia de Todos os Santos Considering the tourism demand typically interested to the identified short term cultural tourism products of the Baia de Todos os Santos, its main characteristics should be summarized as follows: -

Needs in terms of Accommodation • “Over 45”: medium or high level hotels (3-5 stars). • “Under 30”: low budget hotels (1-2 stars, youth hostels) and alternative accommodations (camp sites, friend or relative’s home, pousadas, bungalows)

Needs in terms of (Tourism) Services required • restaurants (medium-high level for senior tourists and/or simple – budget restaurants for young generations) • typical food show cooking & specialized/thematic restaurants • local transports (taxi, mini-bus, private bus) • car rental service (for the “fly & drive” fanatics) • organized tourism bus service (for fly & coach proposals) • tour guides and tour leaders • typical souvenirs • high quality crafts • medical first aid points • information (publications) about the main attractions and suggestive areas • incoming travel agencies

Main Market Segments Considering the Baia de Todos os Santos, Youth, Empty Nesters and Seniors are the most interesting segments for the international demand, while families with children is a more suitable market for national tourists (in addition to the tourism segments previously identified for the international tourists). Cultural tourists are constantly looking for new destinations and tend to organize two or three cultural holidays per year. Cultural tourists have a higher than average level of income and education. Intermediate channel (Tour Operators and Travel Agency) usually tend to focus their promotion and commercialization strategies to senior groups or “empty nester” groups (45-60 year olds), while youth segments prefer to organize themselves their holidays and in this last case, internet plays a critical role in the tourism supply.

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Finally, there is also a growing segment of youth visitors travelling, often, for educational purposes: some studies estimated that 40% of the heritage tourists are under 30, are university students or graduated, have a low budget to travel (looking for alternative accommodations, low cost airlines, etc.) and much time at disposal. Backpackers are a typical sub-segment of these cultural tourists. Another important aspect to be taken into consideration is that cultural tourists normally tend to travel during the whole year. In this way, cultural tourism products in the Baia de Todos os Santos should be considered very important not only for diversifying the present tourism supply, but also for increasing tourism incoming flows during the medium and low seasons. -

Market Trend and Size of the segment: According to UNWTO estimates, cultural tourism is one of the market segments showing the highest rate of growth, representing one fifth of the present tourism market. In addition, a continuous growth of cultural tourism is forecasted because of the aging of the population, especially in Europe and Northern America. “Empty nesters” and senior tourists are the most interesting tourism segments of these cultural tourism products and normally they have a strong need and “thirst” to see and consume as much as possible cultural & tourism experiences. Based on this characteristic, external (by flights, and preferably with low cost flights) and internal (local transport for accessing to the cultural attractions) accessibility is a critical element for adequately developing cultural tourism supply. Regarding the segment size, Europeans are estimated as taking around one million culture/heritage special interest trips each year to destinations in Asia, the Middle East, Africa and the Americas. North Americans may undertake a similar volume of such trips but most of these are to European destinations. Finally, considering that, based on UNWTO studies, around 10 per cent of all tourism incomings worldwide are for cultural tourism purposes, it means that cultural tourism generates around 70 - 80 million tourism incomings per year.

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EXTREMELY HIGH PRIORITY Tourism Product: PATRIMONY (historical – architectural) General characteristics of the product Potential tourism demand segments

It refers to holidays in tourist destinations that include the visits to their main historical, cultural and artistic attractions either in Rural or in Urban contexts. In a certain respect, it should be considered the most classic and traditional form of cultural tourism tout court. The main tourism segments of this product should be the following: • This product is consumed by the most generic cultural tourists as well as by groups of interest (such as members of cultural associations), and also by the schools segment. • In particular, Empty Nesters, seniors, families and students are the main tourist segments interested to this product, while it should be considered as secondary attraction for the younger segments. • For the international market it’s a segment which uses to travel in an organized way through professional Tour Operators or cultural associations (main segments are Empty Nesters, Seniors and Students). Nowadays the internet is changing also the patterns of behavior of this segment. While the federal – national market is mostly based on selforganized travelers, who often do not even book the accommodations and the services in advance; • Finally, the package proposals usually include 2-3 nights up to 2 weeks.

Attractions

Typical heritage tourism attractions generating demand are: • museums, • children museums, • botanical gardens, • zoos, aquariums, • monuments, • churches, monastries, • historical centers

Competitiveness

Actually the product is interesting many tourists, but it is still considered such as complementary activity during the holidays. It means that this product does not have yet a real attraction capacity in the project area (Salvador and Reconcavo). This is due to the fact that a certain number of heritage tourism related attractions and services are present, but they are taken individually and are not representing autonomous generators of a heritage tourism demand. In the other hand, Salvador and the Reconcavo area should have a high attraction capacity if cultural attractions and services would be organized in networks. • The historical centre of the Pelourinho is the most known heritage attraction, but it is still the object of a rehabilitation process and presently there are both very attractive areas and very degraded areas • In terms of heritage tourism attractions, Salvador in particular hosts many attractions such as: - museums, - botanical gardens, zoos, - monuments, - churches, monastries, - historical center • Regarding the accommodations, Salvador offers any kind of

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accommodation required by this heritage cultural tourism product segment, from 1 to 5 stars hotels. (Key) Elements for competitive strengthening of the product

• • • • •

To officially candidate the city of Salvador as “Culture Capital of Brazil”, after Olinda (2006), São João del-Rei (2007) and Caxias do Sul (2008). Making the Pelourinho a landmark at international level for heritage tourism, it means to continue in the present rehabilitation process. Bettering the conditions of enjoyment of the heritage attractions: opening during Sundays and evenings, multi-language guiding, etc. To impulse the creation of TOs & travel agencies specializing on this specific heritage tourism segment. To stimulate local stakeholders to increase the tourism supply of packages and circuits related to the cultural heritage of the area.

Potential tourism packages to be developed

Typical tourism packages include the visit to the museum and historical centers in combination with typical food (restaurants), shopping (handicrafts) and other entertainment activities (shows, theatre, etc.). In case of group of interest (for instance, groups of tourists interested to the baroque in Salvador and Reconcavo), the tourism packages include a combination of activities for involving the tourists in an educational experience. Normally, the visits to the monuments and museums are integrated with “training moments” (seminars, discussion groups, etc.).

Location

This cultural tourism product should be especially organized in Salvador (Pelourinho) and in the historical centers of the municipalities located in the Baia de Todos os Santos (e.g. Cachoeira).

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EXTREMELY HIGH PRIORITY Tourism Product: PERFORMING ARTS (music and dance) General characteristics of the product

Performing Arts Tourism regards the participation in multiple performancebased activities by tourists during their holidays. The most popular performances are related to theatres and festivals, music concerts and dance. Considering the Baia de Todos os Santos, in the short term the present project should be mainly focused on music and dance. Music tourism is related to tourists who visit a destination in order to attend at a specific concert or music festival. This niche product is different from the “Special Event Product”, because it is normally related to the presence of a deep musical tradition in the destination. The precondition for a successful development and marketing of this “music tourism product” is the presence of an alive or dead musical legend in a determinate destination or the existence of a music style in a specific city or region (e.g. reggae & Jamaica). Dance tourism is related to tourists who visit a city or region in order to attend and actively participate to dancing exhibitions & shows. The central element of this product is related to the fact that a specific dance can be learned in situ in the original traditional setting. It means that the precondition for the successful development and marketing of this dance tourism product is the presence of an alive dancing tradition: Tango in Argentina, Salsa in Cuba, Sevillanas and Flamenco in Andalucía, Belly dancing in Turkey, Egypt and Tunisia, Traditional ballroom dance in the UK, Samba and Capoeira in Brazil, etc..

Potential tourism demand segments

• •

•

• •

The tourism demand interested to this products is heterogeneous, and it goes from the neophyte to the expert, including the fans of a specific artist. The activities to be organized in this tourism product depend on the tourism segments: In general, DINKS and young people are tourism segments particularly interested to take music and dance classes (e.g. Capoeira, Samba, etc.); while families, empty nesters and seniors are mainly interested to participate to shows and events, visit related museums and know all about the traditions and history related to the local music and dance. This product is also consumed by “creative arts nightlife” tourists looking for special attractions, concerts, events and festivals to have a good time during the night. In this case, music and dance attractions become complementary services to his holidays that have to be supplied by local stakeholders in order to satisfy his expectations. Generally it is a self-organized travelers market, as far as both the international as the national tourists are concerned which use the internet to get information and eventually book a music tourism destination. Often they also use specialized magazines related to music or to nightlife (“Time out” in London, England) to get this information. Sometimes tourists travel by buying tourist packages of professional Tour Operators, but usually these are specialized in niche tourism products; generic mass market TOs do rarely offer these kinds of packages. Another demand targets are represented by the music and dance cultural associations which organize, promote and sell specific travels for their associates. Usually, the package proposals include a long weekend up to 1 week.

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Attractions

Typical music and dancing tourism attractions generating tourism demand are: • Concert and dancing halls; • Auditoriums; • Music styles / genres; • House where a famous musician was born or lived (e.g. Graceland / Elvis in Memphis, USA); • Music and dancing museums • Exhibition spaces (arenas, amphitheatres, etc.) • International festivals dedicated to specific music and dance styles or artists • Interactive multimedia attraction - theme parks (e.g. Beatles Story Experience in Liverpool) • Organization of thematic small hotels, restaurants and bars based on local music and dance traditions.

Competitiveness

•

(Key) Elements for competitive strengthening of

•

The area is rich of music and dance attractions and related services: - Concert halls (Salvador); - Auditoriums (Salvador); - Music and dance styles / artists (Salvador & Baia de Todos os Santos): o axé / samba reggae: Olodum, Margareth Menezes, Banda Cheiro de Amor, Banda Eva, Bandamel, Asa de Águia, Babado Novo, Chiclete com Banana, Timbalada, Terra Samba, Ilê Aiyê, Banda Pega Pega, Bragada, Ivete Sangalo; o bossa nova / brazil jazz: João & Astrud Gilberto (were born in Juazeiro, Bahia); o Brasil pop: Carlinhos Brown, Daniela Mercury; o samba de roda o tropicalismo / samba: Gilberto Gil, Caetano Veloso, Maria Bethânia, Gal Costa Roberto Mendes, Dorival Caymmi. o Capoeira, Maculelê, Samba de Roda, Samba - House where a famous musician was born or lived: see artists indicated above, particularly Gilberto Gil, Carlinhos Brown, Caetano Veloso, João & Astrud Gilberto, Maria Bethânia (mainly in the Baia de Todos os Santos); - Music museums: Casa Olodum (Salvador); - Exhibition spaces (arenas, amphitheatres, etc.); - International festivals dedicated to specific music styles or artists: Festival de Verão (Salvador); - A special music catalyzer: Casa Olodum (Pelourinho – Salvador every Tuesday night); In terms of specific accommodations, there is only one music thematized structure: “Suite Hotel Quilombo Do Pelo” in Salvador (Jamaican, Bob Marley suite, etc.). The limit is that this theme is not exactly related to the specific music styles and artists of Bahia. This tourism product should be easily organized in order to become in the short term the most important tourism product of the Baia de Todos os Santos. In addition, it could be used as secondary product / attraction in order to strengthen the other cultural tourism products of the area. To stimulate the creation of further specific services related to this music and dance tourism product: - specialized guides in musical and dance styles, genres, artists;

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the product

• •

•

TOs & travel agencies specialized on this music and dance tourism product; - typical food show cooking & music-related thematic restaurants (e.g. Hard Rock Cafe, Planet Hollywood); - encounters / camps with famous musicians, singers and dancers (they exist but are not organized from a tourism point of view and with periodicity). To develop a network of small hotels, B&B and/or pousadas themed on local music and dance traditions. To increase the present music-dance related attraction generating a tourism demand: - Organization of international festivals dedicated to specific musicdancing styles or artists: e.g. bossa nova & samba jazz festival, Caetano Veloso International Festival; - Development of interactive multimedia attractions - theme parks - Development of new Music and dancing museums: e.g. Bossa Nova Museum, Axé Museum; - Organization of special tourism packages / circuits including the places where local artists (Gilberto Gil, Caetano Veloso, Carlinhos Brown, etc.) lived and spent their life. Development or strengthening of Academies dedicated to Bahia music and dancing styles and artists, organizing yearly conferences, scientific meetings, etc.: International Samba de Roda Academy, International Tropicalismo Academy, International Axé Academy, etc.. To support and strengthening local cultural association related to local artists.

Potential tourism packages to be developed

Tourism packages are related to the opportunity for tourists to attend to the performing arts in the area (shows, concerts, etc.) and to participate to dance and music courses. The main purpose of the holiday should be related to the knowledge about the history, traditions and music/dance techniques. In this case, “Discovering the Capoeira” for instance, should be an example of tourism package. It should include a short training course of Capoeira, visit to the local museums related to the music and dance of Bahia, visit to the historical places where the Capoeira started, the participation at some dedicated shows, and finally, shopping of handicrafts related to the Capoeira.

Location

Salvador and Reconcavo

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EXTREMELY HIGH PRIORITY Tourism Product: VISUAL ARTS General characteristics of the product

This product is characterized by the participation of visitors / tourists to multiple visual art activities organized in a specific contest. Based on a recent European study, most of this typology of tourists visit art galleries or art shows, doing shopping or browsing in local arts and crafts studios during their holidays. In addition, many cultural activities organized for this tourism product overlap with other cultural tourism product segments, such as Performing Arts Tourism, Heritage / Patrimony-based Tourism, or mainly with FILM & TV tourism. Considering this last one, in recent years, international film festivals emerge as a niche activity within this market segment. Finally, all these overlaps with other tourism products suggest considerable opportunities for cross-market packaging and promotion of different cultural tourism products within the Expressive Arts Tourism market.

Potential tourism demand segments

Attractions

Competitiveness

The product is particularly appreciated by the mature clientele and seniors. But also the younger generation should be interested especially if related to events that involve famous artists. In addition, a very interesting sub-segment demand of this tourism product is the so called LGBT (Lesbian, Gay, Bisexual and Transsexual), who has specific Tour Operators overall the world specialized in packaging, promoting and commercializing this tourism product. In general, it is an independent product when it is organized with tourism packages related to long or short week-ends, while it is integrated to other tourism products for tourism packages of one or more weeks (e.g. 2 weeks holidays including visual and performing arts, patrimony and gastronomy). Depending of its duration, the travel organization should be made directly by the tourists (long week-end reserved by internet) or through a travel agency or other specialized entities (holiday booked with a travel agency, including not only visual art related activities).

Art galleries Specialized art-design shops Museum of modern arts Fashion hotels, restaurants and bars/pubs Entertainment activities related to modern arts (e.g. shows, festivals, cultural meetings, etc.) There is a Modern Art Museum in Salvador which could play a key role in the development of the present tourism product. In addition, many art galleries, restaurants and bars/pubs in modern style are already organized in the project area (especially in Salvador). This product should be easily structured in the short term, especially considering that there is already a visual art supply in Salvador and project area. But, it is really important to develop the commercialization channel of this specific product, including local and international tour operators and specialized associations. In addition, local stakeholders need to work in partnership in order to co-ordinate the cultural agenda to be supplied to tourists.

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(Key) Elements for competitive strengthening of the product

To stimulate local stakeholders to work in partnership for structuring an organized supply To regularly organize (at least once a year) thematic events related to visual arts To create special partnerships with tour operators who are specialized in niche-segments (e.g. LGBT).

Potential tourism packages to be developed

A typical example of organization of this product should be the LGBT tourism in Buenos Aires. Buenos Aires has been declared as “gay friendly” city and specialized tour operators are structuring tourism packages including a mix of visits to art galleries and modern art museums, entertainments, gastronomy, and shopping of high quality handicrafts with new design style. Local stakeholders (art galleries and museums) are co-operating in order to organize special events to be proposed to this tourism segment.

Location

Salvador

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HIGH PRIORITY Tourism Product: EDUCATIONAL General characteristics of the product

The educational tourism could be defined as a product whose participants travel with the primary purpose of a learning experience directly related with the local situation. Based on this definition, this type of cultural tourism should be transversal to many other cultural tourism products: for instance, historical-architectural tradition, archaeology, industrial activities, rural activities, as well as the exchange of students among the educational institutions. They are all important elements that compose this tourist product. The difference between this product and the others identified so far is essentially the tourist segments and tourism packages that are normally organized for this specific product.

Potential tourism demand segments

• •

•

• Attractions

•

Competitiveness

This tourism product is dedicated especially to groups of interest (cultural associations, etc.), and to the students segment; in addition, families with children and seniors are important segments of this product. In terms of segment dimension, the world market of the "edu-tourism" is extending quickly and the main benefits of the product are related to its capacity to feed the tourist system during the low season and for the possibility to involve medium-low quality services (hotels, restaurants). In general it is always an organized travelers market based on buying of tourist packages by professional Tour Operators. Indeed, over the years various tour operators have started specializing in the educational tourism product and proposing catalogues which include also specific services & tours. The preferred channel of distribution are schools, universities and other educational institutions. In recent years, an increasing number of tourists are self-organized travelers (especially the international tourists) who use mainly the internet to get information and eventually book a edu-tourism destination. Usually, the package proposals include 2-3 nights up to 2 weeks. This product overlaps and includes all other cultural tourism products already indicated, especially those related to: - Heritage tourism (places of historical-architectural patrimony, discovery – pioneer, archaeological, ethnic); - Arts tourism (performing arts, music, dance, visual arts, literature & language); - Thematic tourism (gastronomy / food & beverages, religious, industrial (archaeology), handicraft & activities of Special Interest). In terms of services, the principal difference with the other cultural products is that in this case the services offered by local stakeholders have to be able to manage groups of around 50 people and more (international standard number of seats of a tourist bus): tour buses, hotels, restaurants, etc..

The present degree of competitiveness of the destination is quite good especially at national level. The richness of tangible and intangible cultural attractions makes this tourism product particularly important for the present tourism product portfolio of the Cultural and Tourism District of the Baia de Todos os Santos. In addition, all the needed tourism services seems to be already quite well developed.

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(Key) Elements for competitive strengthening of the product

• • • •

Development of classrooms or other organized and totally equipped spaces (with video projector, etc.) for didactic and seminarial activities with the capacity to room at least 50 people; Training of professionals: teachers, trainers, tourist guides. Intensive marketing towards the main target segments: groups of interest (cultural associations, etc.), and students segment (of all grades..from 4 to 24 years old). Development of specific partnership with TOs & travel agencies specialized in (cultural) educational tourism.

Potential tourism packages to be developed

A typical example of tourism packages to be organized for this product is those related to the “school tourism” (it is also one of the most important segments of this product). In this case, the tourism packages include the meetings with local cultural stakeholders (artists, etc.) and training periods in addition to the classical visits to the local natural and cultural heritage.

Location

The whole Baia de Todos os Santos

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HIGH PRIORITY Tourism Product: ETHNIC General characteristics of the product

It consists of the visits or discovering of minority ethnics still alive (for instance, Guaranì in Paraguay, indigenous population in Amazonia, etc.). This tourism products is quite debated in recent years by many experts, because if on one hand it can stimulate economic development, on the other hand there is a high risk to “contaminate” ethnic culture, transforming it like a simple commodity to be sold to tourists. In order to face this risk, tourism destinations normally activates special mechanisms (special regulations and legislations, ethic protocols, etc.) to preserve the indigenous culture. Finally, this form of heritage-related cultural tourism is usually based on trips toward remote zones which are inhabited by native, ethnic or tribal populations. This product includes holidays in which the tourists have the opportunity to live in typical villages (ethnic), experimenting the daily-life of the local population, eating together with the inhabitants, etc. This segment is very strongly connected and similar to the recent phenomenon of the socalled "responsible” or “ethical” tourism.

Potential tourism demand segments

The main distinctive elements of this product are the following: • This product is consumed by the so-called "responsible “or “ethical “ tourists but also by cultural tourists which would like to discover an unusual and/or life styles different from their normal life environment. • The most important segments for this kind of product are essentially mature clientele and seniors, while the “backpackers” seem to be the most interested sub-segment of the younger tourists. • Considering the international market, the product is characterized by a tourism demand that prefer to buy a pre-organized tour (professional Tour Operators or cultural associations). But in recent years, direct reservations through the internet are diffused too (especially referred to the backpackers). • Considering the internal market, in general the product is mostly based on self-organized travelers, who often do not even book the accommodations and the services in advance. • Another important tourism segment is composed by the members of ethical tourism associations which organize, promote and sell specific travels for their associates. • Usually, the package proposals include 1 week up to 2 weeks

Attractions

Typical ethnic tourism attractions generating tourism demand are: • ethnic art expressions; • tribal - ethnic cultural experiences & events (e.g. the annual “Goroka singsing” Festival in the highlands of Papua New Guinea) • tribal food & restaurants • tribal - ethnic cultural attractions & icons (e.g. totems, etc.) • ethnic-themed museums • cultural Interpretation Centers • active participation to workshops (e.g. weaving, pottery, etc.); • open air village museums • indigenous polytheistic religions, magic (e.g. exoteric religions, etc.).

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Competitiveness

The present tourism organization of this tourism product is actually very limited, but a recent ethnic tourism development program promoted by Bahia’s Government (Afro-Brazilian ethnic tourism) represents an excellent opportunity to organize it in the short term. In particular, the program is focused on promoting local ethnic culture, developing specific related tourism services (accommodation, restaurants, tourism guides, etc.) and organizing and marketing ethnic tourism packages at national and international level. Considering that the Afro-Brazilian culture was born in the Baia de Todos os Santos, this tourism product has obviously a very high potential appeal at national and international level.

(Key) Elements for competitive re-enforcement of the product

•

• •

•

To stimulate the creation of further specific services related to this product: - didactic activities in typical ethnic handicrafts (e.g. workshops): typical ethnic handicrafts are already present but not organized for this kind of activities; - cultural exchange meetings with tribal leaders and local communities; - visits to traditional and typical agricultural products farms; - didactic activities in traditional and typical agricultural products farms; To organize specific tours with ethnic transportation means (ethnic boats to travel by the river, etc.). To develop ethnic accommodation: - typical ethnic housing (e.g. mirador, tree houses, tepee, etc.); - rooms in private ethnic houses (bed & breakfast); - farm stays – agritourism. To organize themed events such as historical re-evocation festivals and develop other attractions related to the local ethnic culture: - ethnic street markets; - tribal - ethnic cultural icons - organization of open air village museums, which represent a sort of “ethnic theme park” related to the way of living of a local population (e.g. “Zaanse Schans” in Zaandam - Netherlands and the rural theme park “Panaca” in Eje Cafetero / Pereira - Colombia).

Potential tourism packages to be developed

Considering the mature clientele and seniors (groups), the tourism packages are usually organized including the visits to the local ethnic villages and meetings with local ethnic leaders, visits to the ethnic museums and participation to traditional shows. Shopping and gastronomy are important elements to be considered for the organization of this kind of tourism packages. Considering the individual tourists (seniors) and the young tourists, normally the tourism packages include the opportunity to live a couple of days in the ethnic villages, working or just sharing the daily life with the local population.

Location

Reconcavo area.

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HIGH PRIORITY Tourism Product: DISCOVERY - PIONEER General characteristics of the product

This product considers the possibility for tourists to travel "back in the time" during their holidays. It includes the visits to historical buildings, sites and other historical attractions typically referred to a specific historical period of the past (for instance, the colonial period in Africa and Americas). The excursions / holidays are normally integrated with the opportunity to visit small, hidden and undiscovered cultural and natural sites, local cultural events (e.g. local festivals, etc.) and traditional markets (e.g. flea markets, etc.).

Potential tourism demand segments

•

• •

The tourism demand related to this product includes all kinds of tourists, including also the not cultural tourists. And for this characteristics, this products is very often used for integrating other typologies of tourism products, such as sun&beach, business tourism, etc.. Considering the Baia de Todos os Santos, this product should be particularly addressed to the young segments (DINKS, young people and groups of friends). The “backpackers” are usually an important subsegment of this product. Considering the international market, the product is characterized by a tourism demand that prefer to buy a pre-organized tour (professional Tour Operators or cultural associations). But in recent years, direct reservations through the internet are made too. Considering the internal market, in general the product is mostly based on self-organized travelers, who often do not even book the accommodations and the services in advance. Usually, the package proposals include 1 up to 2 weeks. In addition, when integrated with other tourism products it should be organized also as simple daily excursion.

Attractions

Typical discovery - pioneer tourism attractions generating tourism demand are: • historical trains or other historical - traditional means of transportation (horse carriages, “chivas”, etc.); • themed events such as historical re-evocation festivals; • historical haciendas, etc.; • closed (not-functioning) mines (but open for visits) or functioning mines and open for tourist visits; • flea markets, local markets & food markets; • local fairs or festivals; • industrial archaeology.

Competitiveness

Considering its rich history, the Baia de Todos os Santos represents an excellent place for developing the present tourism product. It has a very good tangible and intangible patrimony to be involved in specialized tourism packages. In addition this product should play the role of complementary activity to be integrated in the other cultural tourism products supplied at the local level. The Baia de Todos os Santos should be easily organized for supplying the present product at national and international level. The main efforts should have to be focused on the interpretation of the present tangible and intangible

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patrimony, and in the organization of multi-sector tourism networks including tour operators and local tourism services providers. (Key) Elements for competitive strengthening of the product

• •

• • •

Organization of trekking tour including urban and rural areas with historical attractions. In addition, to develop specific services related to this product: - multi-language guides specialized in pioneer discovery visits and tours, etc; - TOs & travel agencies specializing on this specific pioneer tourism segment; - organization of a historical train or other historical - traditional means of transportation. To organize themed events such as historical re-evocation festivals. To stimulate the development of thematic accommodations in the Baia de Todos os Santos (hotels, camping, lodges, etc.). To organize a detailed documentation (brochures, books, photographs, etc.) about local tangible and intangible cultural heritage (the documentation should be organized by tourism circuits).

Potential tourism packages to be developed

The tourism packages of this product are usually related to specific itineraries organized within the area. For instance, in the Baia de Todos os Santos local stakeholders should organize thematic tourism packages (e.g. the Portuguese age) including the visit to the main museums and monuments/buildings of the Portuguese period, trekking activities following organized paths which include the old factories (engenhos) of the Reconcavo area, the historical centers of the main municipalities of the area, etc.

Location

Reconcavo area

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HIGH PRIORITY Tourism Product: LITERATURE General characteristics of the product

This form of tourism is addressed at those who would like to take a virtual trip through Literary Itineraries. The product is based on a tourism offer related to the places that, in different way, have inspired the writers, or have been described in the novels or poems with particular emotion. Villages, valleys, cities, houses, roads, routes described in the novels and poems become the key attractions for this tourism product. A particular form of this tourism product is the "Literary Park" which is a sort of virtual thematic park having as interpretative key, specific famous writers and poets that have written in or about the destination. The literary park is normally realized organizing a network focused upon the house where a writer lived and the places, gastronomy, music, etc. described in the novels. An example should be William Shakespeare: in Stratford-upon-Avon in England local government organized a literary park including not only the visit to the Shakespeare’s places, but only related activities in libraries, cultural centers, pubs and bars, etc. Important services related to this product usually are literary guides, literary maps and literary tours that are considered as essential tools for this tourism segment.

Potential tourism demand segments

The main distinctive elements of this product are the following: • This product is typically consumed by senior tourists (Empty Nesters and seniors, individually or in groups), who are specifically interested in how places have influenced writing and at the same time how writing has created a place. In order to become a literary tourist a person only need a novel and an inquisitive mind-set, however there are literary guides, literary maps and literary tours to help tourists in their visit. Cultural associations are normally considered as priority targets for marketing this tourism product. This is because normally they organize, promote and sell specific travels for their associates. • Another segment is related to the students: from the elementary school (national tourism) to University grades (international tourism). • Considering tourism organization, in general it is a self-organized travelers market, as far as both the international as the national tourists are concerned who use the internet to get information and eventually book a literary tourism destination. Often they also use specialized magazines related to the performing arts or to nightlife to get this information. • Sometimes they buy tourist packages organized by professional Tour Operators, but usually these are specialized in niche tourism products. • Usually, the related tourism packages include a long weekend up to 1 week

Attractions

Typical literary tourism attractions generating tourism demand are: • Presence of a house where famous writers, poets were born or lived • Literature & books festivals • Special places and spots nominated in books: e.g. restaurants & food markets in Barcelona narrated by Manuel Vázquez Montalbán or the balcony of "Romeo & Juliet" in Verona; • Literature museums: e.g. Dracula has 3 different possibilities. 1) the house of the famous writer Bram Stoker located in Dublin, Ireland where

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• •

he was born; 2) the house in London, UK where he lived; 3) the place where the famous novel Dracula is located which is the Castle of the Count Dracul in Sighisoara - Transylvania, Romania; Interactive multimedia attractions - theme parks: e.g. Dracula Theme Park in Romania, Dickens World in Maritime - Kent UK, The Wizarding World of Harry Potter theme park in Orlando, USA; Presence of known independent, historical, typical bookstores & libraries. This is because sometimes schools, libraries, reading groups, and organizations of all sizes organize daily-trips and literary outings to cities and towns with a concentration of specialized bookstores. In this respect, the organization of adequately equipped bookstores is in general a very important element of this product. International Festival & Forum dedicated to a famous novelist: e.g. yearly International Charles Dickens Festival & Forum in Maritime – Kent, UK; Exhibition spaces (arenas, amphitheatres, etc.) for the performing arts representations of famous books, novels, poetries.

Competitiveness

Competitiveness capacity of the project of Salvador and the Baia de Todos os Santos is quite good both at national and international level. In particular, a very famous artist like Jorge Amado represents an excellent opportunity for developing a tourism product focused on literature. In addition, it should be considered a tourism product with high priority because local stakeholders have already organized (especially in Salvador) some related services that normally are necessary for supplying the this product. For instance, the Jorge Amado Foundation, etc.. The IDB Program will support the development and strengthening of this tourism product (rehabilitation of the Memorial Jorge Amado) so that it should become very competitive at national and international level, such as Hemingway’s house in Cuba, etc.

(Key) Elements for competitive strengthening of the product

Rehabilitation of the Jorge Amado’s house in the Pelourinho as a Literary Museum and Art Gallery; Realization of Yearly Literature & books festivals; Strengthening the manifestation including present literary prizes Organization of specific tourism packages including the places and spots nominated in the books of Jorge Amado and other local writers; Development of thematic restaurants, bars and pubs. Restaurants offering menus based on the recipes described by Jorge Amado in his novels, or by other local writers Organization of literary events and festivals Stimulating the development of local TOs & travel agencies specialized in this kind of tourism product Stimulating the development of specialized bookshops

Potential tourism packages to be developed

A typical example should be made considering the writer “Jorge Amado”. Tourism packages should be organized including the visit to his home, to the Jorge Amado Foundation, and to the places described in his books.

Location

Salvador and Reconcavo area

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HIGH PRIORITY Tourism Product: RELIGIOUS General characteristics of the product

In religion and spirituality, the pilgrimage is a long journey aimed at searching for great moral significance. Sometimes, it is a journey to a sacred place or shrine of importance to a person's beliefs and faith. Members of every major religion participate in pilgrimages. A person who makes such a journey is called a pilgrim or a religious tourist. Classic examples are Roman Catholics who visit the Vatican State and St. Peter's Square waiting for some words from the Pope at his balcony on Sunday and Muslims visiting the holiest site of Islam, the Masjid al-Haram, in the Mecca in Saudi Arabia. Another interesting example of religious tourism is the “Camino de Santiago de Compostela” in Spain who is a way / circuit focused on the pilgrims and their necessities. Finally, it is important to note that these "religious" motivations for taking a travel should not be confused with the visit of churches and sanctuaries by tourists with heritage-based cultural motivations.

Potential tourism demand segments

The main segments are the mature clientele and seniors, and especially those organized by religious associations/groups. Tourism packages are mainly organized as daily visits or long weeks for national tourists, while it becomes part of one or two week holidays for international tourists The destination has to be the place where a prominent religious personality was born or has lived In general, the product is characterized by low budget tourists who prefer budget accommodation and tourism services At international level, tourist flows are mainly organized by specialized tour operators or religious associations.

Attractions

The project area as two main religious icons that should be included in the tourism supply. They are “Irma Dulce” for the catholic religion and the Candomblé for the Afro-Brazilian religion. In the first case, the key element of the tourism product is the place where she lived and worked and the museum of its life; while considering the Candomblé, its main elements are both the religious sites and the related dances.

Competitiveness

Considering “Irma Dulce”, local stakeholders have structured a very good tourism product including transport, accommodation, visit to the museum of Irma Dulce and participation to the religious ceremonies. This product is already developed and competitive at state and national level. On the contrary, considering the Candomblé, the tourism product is not yet organized, and only a few tour operators are organizing specific tourism packages which include this religious attraction. If well organized and preserved, the Candomblé should easily become an important element of the cultural tourism product supplied by local stakeholders both at national and international level.

(Key) Elements for competitive strengthening of the product

Development of detailed documentation (including interpretation) about the religion in the area Organization of partnerships with national and international specialized tour operators Supporting local tour operators for identifying specific religious tours / circuits

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Potential tourism packages to be developed

Considering the Candomblé, the tourism packages should be organized in a way to involve local tourists into an educational experience. For this reason, the tourism packages should include the meeting with local leaders and training moments when the tourists can have the opportunity to learn about this Brazilian tradition.

Location

Salvador and Reconcavo area

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MEDIUM PRIORITY Tourism Product: ARCHAEOLOGICAL General characteristics of the product

This product regards alternative forms of tourism activities focused on the passion for the pre-historical and archaeological past. The presence of rocky art in cavernous areas, or excavations and archaeological findings are the minimum condition to be able to develop this sub-segment of heritage tourism. The organization of this tourism products depends on the proximity of the archeological site to services centers that can guarantee the related connection services without affecting the archeological area and it needs the contribution of archaeologists, paleontologists, anthropologists and historians for its interpretation. A sub-product of this tourism product is the Industrial Archaeology, which is the tourism related to the transformation of the industrial revolution and the ways this has changed our life. There is, in the last years, a growing numbers of people (tourists) that want to visit Industrial archaeology sites not only for research motivation, but also for simple curiosity related to old-style factories, mines and other industrial plants built in the past. Industrial archaeology includes sites from the earliest times (such as prehistoric copper mining in the British Peak District) to the most recent (such as coal mining sites in the UK closed in the 1980s). However, since large-scale industrialization began only in the eighteenth century, it is often understood to relate this product to the 18th, 19th and 20th centuries. Industrial archaeology relates to the remains of industrialization, including the technology, transport and buildings associated with manufacture or raw material production. There are, especially in Europe, many clubs of “interested” people to industrial archaeology which represent the potential demand of this tourism product.

Potential tourism demand segments

Attractions

Considering the Baia de Todos os Santos, the tourism segments related to this products should be the young tourists, especially considering the archeological finds in the sea. DINKS, young people and groups of friends should be the most interested segments to this products, especially considering that the project ARCHEMAR (see “Annex 8: Action Plan Projects”) will provide several activities and services addressed at tourists who would like to do some diving among the archeological findings. Important sub-segments related to this product should also be the scubadiving schools or associations, schools and universities, etc. Tourism operators normally organize integrated tours including not only the simple visit, but also intensive courses and/or simple introductions to these areas and its significance and history. This kind of organization is a consequence of the necessity to actively involve tourists during their holidays. Tourism packages are normally organized including long week-ends (national tourism demand) up to 1 week for regional tourism demand. While, for intercontinental tourism demand very often this tourism product is integrated with other cultural tourism products, such as patrimony, performing arts, etc.

In the Baia de Todos os Santos there are two main attractions that should be used for developing this tourism products. They are the archeological

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findings in the Bay and the several “engenhos” located in the Baia. In addition to the cultural attractions (where the project area is rich of historical findings), other important attractions that should be taken into consideration for the development of the present product are as follows: - Organization of specific circuits, with different difficulty level, to be made by foot, bicycle, car, boat, etc. - Development of maps (digital and paper versions) - Development of themed accommodation, restaurants, etc. - Development of a high quality handicraft production related to the archeological findings - Organization of special cultural events in the archeological sites (for instance, some theatre, music and dancing show should be organized in an “engenho”) Competitiveness

This cultural tourism product is not yet organized in the project area. But the IDB Program will allow local stakeholders to concretely develop the archeological tourism product related to the Bay (Archaeological and Ethnographic Sea Center- ARCHMAR) and at the same time will allow local stakeholders to organize specific tourism packages / circuits including the industrial archaeology of the area (engenhos).

(Key) Elements for competitive strengthening of the product

Development of detailed documentation (including interpretation) about the history of the area Organization of partnerships with national and international specialized tour operators Supporting local tour operators for identifying specific archaeological tours / circuits Development of thematic restaurants, bars and pubs. Organization of historic events and festivals in the archeological sites Development of archaeological museums (e.g. the sea museum of the BTS) Rehabilitation of the industrial archaeology of the project area (engenhos) Considering the “engenhos”, as for the discovery tourism, also in this case trekking is a secondary activity very often integrated to this product. In this case, it should be important to develop special trekking circuits including the visit to the archaeological sites.

Potential tourism packages to be developed

Considering the archaeological findings in the Bay, the combination of training classes about the socio-economic history of the Bay, the visit to the museum, and the organization of field excursions with possibility of diving activities should be a classical example of tourism packages to be provided to the tourists.

Location

Reconcavo area

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LOW PRIORITY Tourism Product: HANDICRAFT General characteristics of the product

This product refers to tourists that normally would like not only to do shopping, but also to discover the tradition that is behind the simple artisan product. In a globalized world, the possibility to find and buy typical, authentic and ethnic products are becoming important elements for the tourists, especially the western tourists (not only for this particular tourism product segment but more in general for the cultural tourists). The key element for this product is the “creative” aspect of the handicraft production. The handicraft tourists are usually looking for active participation in special interest activities such as taking lessons in pottery, cooking, painting, weaving, drawing, designing, etc. They want to live an experience, more than to simply buy the product.

Potential tourism demand segments

• • •

•

• Attractions

•

Competitiveness

Empty nesters and seniors are the most important segments for this tourism products, and normally spend their holidays discovering the handicraft productions and activities of the tourism destination The handicraft tourism product refers to tourists that surely would like to purchase typical local handicrafts, but which love even more to discover the tradition that is behind of the simple artisan product. Considering the travel organization, in general it is organized by professional Tour Operators. Over the years various tour operators have started specializing in this niche product and proposing catalogues which include also handicraft and specific interest related services & tours. In addition, an increasing number of tourists are self-organized travelers (especially the international tourists) who mainly use the internet to get information and eventually book a handicraft tourism destination. In this case, very often this tourism product is integrated / combined with other tourism products and activities. Usually, the package proposals include a long weekend up to 1 week. Typical handicraft tourism attractions generating tourism demand are the presence of: - Known handicraft artists; - Ethnic handicraft artists or just ethnic handicraft; - High quality typical handicraft; - (ethnic) Handicraft schools. - International Handicraft Fairs & Festivals Presence of specific services related to handicraft tourism: - Professors - specialized guides in handicraft; - Visits to (ethnic) handicraft producers; - Possibility for using laboratories of handicraft producers or existence of other organized spaces; - Organization of courses and workshops regarding "how to make" typical handicraft articles and for active participation and learning : e.g. lessons in pottery, cooking, painting, weaving, drawing, designing, etc.

Due to the lack of organization of the local stakeholders, the present competitiveness of this tourism product in Salvador and Reconcavo is quite limited and, in general, it is supplied like complementary activity of other tourism products (sun&beach, business tourism, etc.). Despite the presence of very interesting handicraft markets and productions, local stakeholder need to invest for increasing the quality of the production, and the organization of the tourism product. For this reason, it the short term

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is should be considered still a complementary activity to be included in the other tourism products. (Key) Elements for competitive strengthening of the product

• • • • • •

To strengthen the Handicraft Fairs Organization of tourism packages including the active participation of the tourists into the handicraft production (e.g. courses of pottery, wood working, etc.) Organization of the handicraft laboratories in a way to be able to host tourists and visitors interested to see the handicraftsmen during their work Training of tour guides specialized in handicraft productions Development of detailed documentation about local typical handicraft productions Training and assisting local handicraftsmen for improving the quality of their productions

Potential tourism packages to be developed

The classical tourism packages organized for this kind of product are related to the active participation of the tourists in the handicraft activities. For this reason, the tourism packages are composed as follows: training activities on how to make local handicraft, visit to local museums, shopping, participation to local cultural events, etc.

Location

Salvador and the Reconcavo area

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LOW PRIORITY Tourism Product: GASTRONOMY General characteristics of the product

Gastronomy tourism refers to tourism whose purpose is or includes the tasting, consumption, or purchase of typical food and/or beverages, often at or near the place of production. This segment especially concerns trips of gourmands, lovers of wines (or other typical beverages such as cachaça in Brazil and tequila in Mexico) or of the typical cuisine and typical agricultural products (such as the Parma ham in Italy), as well as simple curious people that decide the destination mainly basing their decision on their specific “culinary” interests. Tourism destinations specialized in this product, not only supply good restaurants and food, but they also offer complementary activities such as wine markets, vegetables & fruits markets, special menus, enological seminars, gastronomy festivals and cooking courses. The most known and wide-spread sub-segment is the so-called "wine tourism" which consists of visits to wineries, vineyards, and restaurants known to offer unique vintages, as well as organized wine tours, wine festivals and other special events in both "Old World" producers regions (such as France or Italy), and also in the so-called "New World wine" regions (such as California, Australia, Argentina, or Chile), where wine-tourism plays an important role in advertising their products.

Potential tourism demand segments

Mature clientele and seniors are the most important tourism segments of this product both at national and international level. In addition, in the last decades, the younger generation became an interesting target especially for promoting tourism in the rural areas (agritourism, etc.). Specialized gastronomic tourism packages are normally organized by Tour Operator, while tourists individually organize this kind of holidays especially when there are important gastronomic events or festivals organized in the tourism destination. In general, it is organized in long week-end packages for national tourists, while for the international demand it is organized as multiproduct package including not only gastronomy, but also the visit to tangible and intangible heritage, etc..in this sense, it is normally integrated with other tourism products.

Attractions

The whole Baia de Todos os Santos (Salvador and the Reconcavo) has an excellent gastronomic tradition and it is very well know and appreciated in Brazil. Especially in Salvador there is a huge variety of restaurants where it is possible to test the different typical gastronomic production of Bahia. In addition to the restaurants and other place where the visitors / tourists can eat / drink local gastronomic production, important attractions generating tourism demand are as follows: - Organization of gastronomic fairs, markets and festivals - Organization of gastronomic competitions

Competitiveness

Actually, Salvador and the Reconcavo are quite competitive at national level, while gastronomic activities are includes as complementary services in other tourism products (e.g. sun&beach, business tourism, etc.). The present product has been considered with low priority because the Consultant considers that it could continue to play a complementary role in the short term cultural tourism products supply.

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(Key) Elements for competitive strengthening of the product

Very high quality of products and related services to be provided to the tourists Development of specific gastronomic circuits including Bahia and other tourism destinations in Brazil Training for local stakeholders in order to improve the quality of the services related to this tourism product Development of menu specialized on typical gastronomic food and beverages Organization of gastronomic courses for tourists to be implemented in the most famous local restaurants Publication of book and other information material about the gastronomic tradition of the Baia de Todos os Santos

Potential tourism packages to be developed

In general, the tourism packages include specific gastronomy courses and visits to typical local factories, in addition to the organization of dinners in the most famous restaurants of the tourism destination.

Location

Salvador and the Reconcavo area

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5.4

Tourism Segments and Markets

Finally, taking into account the short term cultural tourism products, the Consultant has identified the specific tourism segments and markets where the marketing strategy should be addressed. In particular, the European and North American markets should be considered the most important international markets, not only for their high expenditure capacity, but also because there is a growing interest of these markets toward a Brazil that is not only “sun & beach”. Tourism segments and markets have been identified through two matrixes (products-segments and products-markets) and it is important to point out that both matrices analyze only the short term cultural tourism products, while they do not take into account the medium and long term cultural tourism products. The reason is quite simple and relates to the fact that the trends of the tourism demand continuously change and the present segmentation could not be suitable for the medium and long term tourism products. 5.4.1 Matrices: Products-Segments and Products-Markets The variety of the cultural tourism attractions available in the Baia de Todos os Santos (Salvador and Reconcavo) should allow local stakeholders to organize tourism products for different tourism segments with different expenditure capacity and needs: families with children, young couples, mature and senior travelers with extensions toward social tourism (group-association-club) and the youths (groups of friends). In addition, they should also be sold at the national and international levels considering that the diversification of cultural tourism products naturally tends to articulate the interested tourism targets. The matrix products / segments (see next page, tables#45-46) has been structured considering two main categories (“range of age” and “typology of travel organization”), while the matrix products / markets takes into consideration national and international markets. In particular, the potential markets have been divided into 3 main groups: • “Regional”: with this term is identified the national federal market of Brazil and other Latin American countries (in particular: Argentina, Chile, Uruguay, Venezuela, Mexico, Paraguay and Bolivia); • Europe: it includes France, German speaking markets (Germany, Austria, Switzerland), Scandinavia (Sweden, Norway, Finland, Denmark), Italy, Iberian Peninsula (Portugal, Spain), Eastern Europe (Russia, Czech Republic, Poland, Hungary) United Kingdom (England, Scotland, Wales, Ireland) and Benelux (Belgium, Netherlands, Luxemburg). • “Rest of the World”: this group includes a further sub-division in North America (United States, Canada), Oceania (Australia, New Zealand), Extreme Asia (China, Japan, South Korea, Hong Kong, Singapore, Taiwan). IMPORTANT: please note that the “Carnival” has not been taken into consideration because it is already very well developed and organized by local stakeholders. In this respect, the Consultant focused its attention upon the need to strengthen all the other short term cultural tourism products.

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Table#44 SEGMENTATION by trip composition PRODUCTS

Young Couples / DINKS Young people / Families with (Double groups of children Income No friends Kids) (25-34)

by Trip ORGANIZATION

Mature Senior couples clientele ("empty nest") (66+) (45 - 65)

Groups of Seniors

Professional Trade: Self-organized / Tour Operator Independent (TO) / Travel Agency (TA)

Associative Tourism Schools, corporate recreational circuits, associations, clubs, etc

Extrimely high priority

;;;;

;;

;;;;

;;

;;;;

;;

;

Educational

;;

;;;;

Ethnic

;

;;;;

;

Discovery

;;;;

;;;

;

Literature

;;;

Religious

;

;;;;

;;

;;;;

Handicraft

;;;;

;;

;;;;

Gastronomy

;;;;

;;

;;;;

Patrimony Performing Arts Visual Arts High priority

Medium priority Archeological Low priority

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Table#45

"REGIONAL" Federal / National

EUROPA

Other Latin

German

American countries

speaking

Scandinavia

REST OF THE WORLD

Iberian

Eastern

United

Benelux

Peninsula

Europe

Kingdom

Portugal,

Russia,

England,

Spain

Czech

Scotland, Netherlands,

North America

Extreme Oceania

Asia

markets

PRODUCTS

States of Rio de

Argentina, Chile,

Janeiro, Sao Paulo, Uruguay, Venezuela, Brasilia, M inas

M exico, Paraguay,

Gerais, Espirito

Bolivia

France

Germany,

Sweden,

Austria,

Norway,

Switzerland

Finland,

Republic,

Wales,

Denmark

Poland,

Ireland

Italy

Santo

Belgium,

USA, Canada

Luxemburg

Australia, China, Japan, New

South Korea,

Zealand

Hong Kong, Singapore,

Hungary

Taiwan

Extrimely high priority

Performing Arts

Visual Arts

G GGG

G G

GGG GGG G

GGG G

GGG

Patrimony

High priority Educational Ethnic Discovery Literature Religious Medium priority Archeological Low priority Handicraft Gastronomy

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5.4.2 Conclusion on Tourism Segments and Markets The analysis of the tourism segments should be summarized as follows: - Tourism products with “extremely high priority”: they are tourism products particularly addressed to aged people and families who organize their holiday independently, or through the intermediate channel (tour operator, or specialized associations, etc.). Finally, due to the specific characteristics of the Performing Arts product, it should be promoted and commercialized to all the identified tourism segments. It should be considered as the most important tourism product to be developed for increasing the tourism arrivals in the destination. - Tourism products with “high priority”: “educational” and “discovery” should be mainly addressed at young generations which prefer to organize their holiday individually, or through specialized commercialization channels (associations, etc.). While considering “Ethnic”, “Literature” and “Religious” products, they should be mainly addressed to aged people which organize their holidays through tour operators and specialized associations. Literature product is also promoted and commercialized to the tourists through the direct commercialization channel (e.g. Internet). - Tourism products with “medium priority”: “archaeological” product is particularly attracting for young generation and families. It is because in the Baia de Todos os Santos local stakeholders are planning to involve tourists in dynamic activities related to the archaeological findings in the sea. The situation changes if we consider “archaeological industry”. In this case, it is a product particularly interesting for aged people and families. The main commercialization channels used by these tourism segments are the internet (direct channel) or specialized associations (intermediate channel). - Tourism products with “low priority”: both tourism products of this category are mainly addressed at aged people who organize their holidays individually or through specialized associations. Considering the main tourism markets, the analysis shows the following: - All products should be promoted and commercialized at national level, with particular regard to the performing arts, education, literature, religious, archeological, handicraft and gastronomy. Education, literature and archeological products should be particular interesting for national schools and universities. - At regional level patrimony, performing and visual arts, and discovery tourism should be the most important products to be promoted and commercialized. - At international level, Europe and North America continue to be the most important tourism markets. While, the “tiger” countries of Extreme Asia, and in particular China, are starting to be quite interesting markets due to their huge margins of growth (based on a recent study of the UNWTO, in 10 years China will produce around 100 million out-bounds per year).

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5.5

Distribution Channels

The following figure#15 summarizes the possible commercialization channels through which the tourism offer usually reaches the tourism demand. Figure#17

a) Channel 1 is the so-called "direct" channel, without intermediaries among demand and supply and takes place when the client is a frequent guest of the tourism destination, or when it is occasionally in transit or when the tourism supply pursues the formulation and the distribution of offers directly to the consumer, for example through the Internet. b) The channel 2-3-4 is the traditional “indirect” channel (it is the so called “organized tourism”), with the Tour Operators in the role of buyerswholesalers and the Travel Agencies like retailers. c) The channel 5-6 is the growing indirect channel of associated tourism associations, schools, recreational circles of enterprises, clubs, etc. - which propose and sell tourist offers to their associates. In this case the selling methodology is totally different compared to the previous channels. It is normally based on an agent (promoter) with the task of developing contact actions and direct sales towards these entities. d) The channel 7 finally, is based on the activity of local consortiums or incoming agencies that acquire ‘allotments' from the local suppliers (hotels, tourist and complementary services, etc.) promoting and selling them through the previous indicated channels a, b, c.. Which channel is the most suitable for the cultural tourism supply system of Bahia? a) The direct channel (a), is generally the one that feeds the most consistent quota in the sales activity (60%). It is necessary to elaborate initiatives for direct sales through promotional actions addressed to the final consumers

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commercialized by incoming agencies and/or specific cultural tourism products’ consortiums of Bahia (Salvador and Baia de Todos os Santos). The Culture and Tourism District of Baia de Todos os Santos should be an excellent tool for stimulating the organization of cultural tourism packages to be sold by Internet or directly by local stakeholders. b) The indirect channels addressed to the organized tourism (b), represent a key element for the commercialization policies especially in reference to international professional tour operators. The relationships with cultural international operators of the organized channel, does not have only to regard tour operators, incentive house, etc., but it should also include air carriers both classic airlines as the so-called ‘low cost' because they are able to attract, today more than in the past, the tourists directly toward a specific tourist destination instead to another. c) The action related to the associated tourism (c) is something probably rarely explored but it should be considered strategic in the vision of diversifying the present cultural tourism supply and extending the tourist season to the entire year. It is therefore suggested to pursue with continuity the channel composed by groups, specific cultural interests associations, schools, municipalities, etc. both at national and international level.

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PART 3 Action Plan

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Culture and Tourism Integration in Bahia Chapter 6: Action Plan

Action Plan

The Action Plan includes a set of actions to implement and develop the Cultural and Tourism District in the short term. As already said, the District concept is based on the valorization of the Afro-Brazilian culture and its successive influences, and it is a concrete tool for identifying, organizing and implementing cultural and tourism products to be supplied to the local population and to the national and international tourism markets. Considering that the Cultural and Tourism District (CTD) is a polycentric system of cultural and tourism sites and activities, the Action Plan is composed by groups of activities, which include: i) Institutional Framework Development (in order to make local stakeholders able to organize the CTD); ii) Basic Infrastructure Development (in order to allow local stakeholders in implementing cultural and tourism activities); iii) Cultural Supply Development (in order to assist local stakeholders for improving and developing cultural production); and iv) Cultural Tourism Demand and Services (in order to strengthening and diversifying the present tourism supply of the project area).

6.1

Program objectives

The overall objective of the Program is to integrate culture and tourism supply in Bahia improving both the ability of cultural stakeholders in producing cultural activities and the competitiveness of the local tourism enterprises in the national and international tourism markets. Additionally, the Program pursues a number of specific objectives from both qualitative and quantitative standpoints. They are as follows: Qualitative objectives: 1. Economic: - expansion of business for local cultural and tourism stakeholders and creation of employment opportunities for local communities through cultural tourism development; - establishment of a sustainable cultural tourism system that would be instrumental for increasing income of the involved stakeholders; - improved supply of cultural tourist services and products through the upgrading of technical skills, better understanding of the cultural and tourism business by local stakeholders and improved marketing practices; - national and international investors stimulated to invest in the cultural and cultural tourism activities in the Baia de Todos os Santos (Salvador and Reconcavo); - increased participation of the local culture and tourism stakeholders in the local tourism development policy. 176 TARGET EURO Snc – ARS Progetti Srl

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2. Cultural: - Expansion and strengthening of local cultural production, and development of cultural industry; - Development and cross-fertilization of the traditional and technologically advanced cultural sectors, focusing upon the need for stimulating the elaboration and realization of new media projects and the strengthening of the interface between cultural creators, audiovisual and multimedia technicians and other cultural stakeholders, also identifying the needs for training of the advanced cultural sectors. - Diffusing awareness related to the needs for physical preservation of the intangible heritage 3. Social: - capacity building of local communities and stakeholders, including local enterprises in cultural tourism support services; - cooperation between local cultural and tourism stakeholders; - social integration through a concrete involvement of local population in cultural and tourism business and activities. 4. Environmental: - increased environmental awareness by the local enterprises involved in the cultural and tourism development process and, - local communities alerted on the need to preserve the environment (cultural natural heritage) as a tourism asset. Quantitative objectives: a. around 4.000 local private stakeholders (including cultural and tourism enterprises, cultural institutions and associations, individual artists, professionals of communication and marketing, etc.) will directly benefit from the Cultural and Tourism District during the implementation of the IDB Program (4 years); b. over the same time span of 4 years, a percentage of no less than 60% of the tourism enterprises participating to the CTD shall comply with the minimum quality standards for cultural tourism services provision established by the CTD. It goes without saying that the above quantitative objectives represent as well key indicators through which it will be possible to monitor the Program performance. The above objectives will be attained through: a. consultation among local stakeholders to establish a shared vision for cultural tourism development of the BTS b. institutionalization of functional links among local culture and tourism stakeholders (CTD) c. supply of improved cultural tourism products d. improved marketing practices e. capacity building and training in service supply and management of local stakeholders involved in culture and tourism development 177 TARGET EURO Snc â&#x20AC;&#x201C; ARS Progetti Srl

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6.2

Implementation activities by priority

All activities foreseen in the Action Plan28 are grouped as follows: a. Pillar projects: these are the fundamental and basic actions to be carried out by Bahia’s Government in order to implement the CTD. Without them, the District simply does not exist. b. Core Development Projects: in this group are included all those important actions which would allow the District to take–off and strengthen its structure both at local level and on the tourism and cultural market. These are actions which would assist and stimulate local cultural and tourism stakeholders to promote the development of cultural production and cultural tourism supply. In addition, it includes specific actions to link Salvador with the Reconcavo (Baia de Todos os Santos), thus contributing to define the spatial / geographical area of the District. c. Enlargement projects: finally, the Consultant have identified a set of actions / projects that, if implemented, would allow the Bahia’s Government to achieve substantial results in terms of the development objective of the Program. They have been selected taking into account the real needs of the project area, as showed by local stakeholders. They are simple examples of projects that should be implemented, and the Consultant strongly recommends their implementation for the important impacts they could generate in the short term, both considering cultural production and cultural tourism development. In addition, the selection criteria utilized by the Consultant for identifying the activities which compose the Action Plan are as follows: - Expectations of local stakeholders: it is one of the most important criteria used by the Consultant in order to identify concrete projects of the Action Plan. Considering that local artists need spaces and opportunities to performing their art in order to stimulate the development of cultural activities and cultural industry, a group of projects have been identified for answering to this specific request. - Integration among Salvador and the Reconcavo Area: the connection among Salvador and the Reconcavo area is essential for the creation of the CTD. The Reconcavo area should be considered as cultural incubator where the cultural production is created, while Salvador from the tourism point of view is like an “opened window” of the local cultural heritage of the Reconcavo. In this sense, a set of projects / activities of the Action Plan have been identified for organizing the area as a single territory where tourists and visitors are stimulated to visit the whole Baia de Todos os Santos (SSA and Reconcavo). - Cultural production and tourism development: Cultural tourism should be easily developed if related to some of the most famous artists coming from Bahia (ej. Carlinhos Brown, Jorge Amado, etc.). They will play as key 28

All identified projects and activities have been detailed in Annex 8 “List of Projects and Activities of the Action Plan”. In addition, due to the limited information about costs and interventions of the infrastructural components of the projects related to the Electrocoperativa and the Trapiche Barnabe, these projects has been analyzed in Annex 10 “Additional Cultural Projects”. 178 TARGET EURO Snc – ARS Progetti Srl

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attractors of the Bahian cultural tourism supply for international tourism market, and so it will make easier the tourism product development, communication and commercialization strategies of the District. Social integration: local population will be an active actor of the cultural and tourism development in Bahia. In this sense, the Action Plan includes a set of institutional and socio-economic development projects, related to tourism and culture, that should stimulate their participation to the Cultural and Tourism District. Private / Public Partnership: participation of private and public actors in an integrated and agreed upon action plan is the only way to cope with the financial resources needed to promote cultural production and tourism development. All private stakeholders that have been directly involved in the Program will cofinance part of the program costs. Another advantage, in addition to the financial one, is the possibility to concretely stimulating the private sector and local population for participating to the tourism and cultural development of the area.

The rational of the Action Plan should be summarized as follows: Figure#18

a. Pillar projects Component

Action line

Project / Activity

Objective

1. Institutional Framework

Organization of the CTD

Institutional and Development Plan of the CTD (including regulation and sustainable cultural tourism protocols)

Design, organize and run the CTD

2. Basic Infrastructure

Accessibility to the cultural attractions

Cultural tourism panels and road signalization (with logo CTD)

To define the geographic area of the CTD

3. Cultural Supply

Preservation of the intangible heritage

Interpretation, classification and recording of tangible and intangible patrimony

Preservation of the local tangible and intangible heritage and diffusion to the local stakeholders (artists, tour operators, etc). The preserved patrimony represents the core element of the District.

4. Cultural Tourism Demand and

Strengthening of the promotion and

Branding Strategy â&#x20AC;&#x201C; Conception, design and

To identify a medium â&#x20AC;&#x201C; high quality level of the services

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Services

commercialization activities on the market

lunching of a new image of the Cultural and Tourism District

to be supplied by the participant to the District And to supporting communication and commercialization activities

b. Core Development Projects Component 1. Institutional Framework

2. Basic Infrastructure

Action line

Project / Activity

Strengthening institutional capacity

Twinning Program

Organization of monitoring, evaluation and control systems

Culture and Tourism Observatory

Accessibility to the cultural attractions

Tourism sea transport (Via do Mar) - Baia de Todos os Santos

Tourism Train 3. Cultural Supply

Strengthening of local cultural industry competitiveness

Technical Assistance Fund for small and micro cultural enterprises and other associations and cultural institutions Special fund for financing “Call for Proposals”

4. Cultural Tourism Demand and Services

Promotion of cultural production development

Afro-Brazilian Cultural International Fair

Increasing management skills for cultural and tourism stakeholders Strengthening of the tourism SMEs

Training: “Development of skills and competences of local stakeholders”

Strengthening of the promotion and commercialization activities on the market Tourism information

Technical Assistance Fund for promoting the development of the cultural tourism supply E-Commerce and Sustainable Cultural Tourism Development Platform

Promotional and Commercialization Activities

Objective Development of the institutional competences and abilities to manage the Cultural and Tourism District To collect all useful information in order to develop cultural and tourism supply To organize some piers in the Baia de Todos os Santos (BTS) and stimulate sea passenger transport connecting Salvador with the most important cultural sites of the BTS To organize a cultural train from Salvador to Cachoeira To stimulate the organization of cultural networks among local stakeholders in order to develop the cultural production and industry (ej. audiovisual, etc.) To assist local no-profit institutions in order to develop the present cultural supply and related tourism services To create new opportunities to the local cultural stakeholders To organize and develop a training process following the real need of local stakeholders operating in the CTD To assist local stakeholder in identifying tourism products and organizing tourism packages (roteiros) To increase the promotion and commercialization of the area and increase cultural tourism arrivals To contribute to the development and integration of both sectors (culture and tourism)

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c. Enlargement projects Component 1. Institutional Framework

Action line Strengthening of the territorial planning and cultural preservation

Project / Activity

Objective

Inter-institutional Committee for the Development of the Ancient Centre of SSA

Development of policies, strategies and concrete actions for the rehabilitation and revitalization of the Ancient Centre of SSA Identification of urban and socio-economic revitalization opportunities for Salvador To coordinate the cultural and tourism policy development following an integrated vision of both industry

Concourse of ideas

Master Development Plans (including: 1. Master Development Plans of the Ancient Centre of SSA; 2. Cultural and Tourism Master Plan of the BTS) 2. Basic Infrastructure

Integrated organization of the institutional spaces

Multi-functional Centre

Integrated organization of the cultural spaces

Museu da História Econômica e Social da Bahia Rio Vermelho’s House (Memorial Jorge Amado) Centro do Ritmo de Bahia ARCHEMAR Strengthening of the productive chain of the music sector in Bhaia (Instituto Electrocoperativa) TRAPICHE BARNABE – Centro Audiovisual da Bahia

3. Cultural Supply

Social integration through culture and tourism and new job opportunities

Cultural and Sport Centre

Diversification of traditional sectors in crisis integrating cultural and tourism activities School “Forte da Capoeira: Educação Holística em Preservação da Cultura da Capoeira”

4. Cultural Tourism Demand and Services

Improving tourism services

“Centro de Atenção e Interpretação ao Turista”

To organize a space who can include: CTD office Inter-institutional Committee (SSA) The Observatory The Tourism Assistance and Interpretation Point

To organize an integrated circuit of the afro-brazilian history and its development in the historical and present contest To create new opportunities to local artists, including concrete job opportunities

To develop training activities for poor children in order to give them a chance To increase the present annual revenue of local population through tourism and cultural activities To train Capoeira instructors in order to introduce this new discipline in the school located in the por areas in Bahia. To assist tourists during their holidays stimulating them to visit the BTS

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IMPORTANT: during September 2007, local stakeholders (ej. SECULT, SETUR, and other institutions) have proposed additional project ideas29, but due to the lack of information they have not been included in the present Action Plan. However, considering the potential contribution of these projects for strengthening the District, this does not exclude that Bahia’s Government could integrate them during the negotiation phase of the present IDB Program (Action Plan). Obviously, they should be previously analyzed following IDB procedure.

6.3

Direct impacts of the Action Plan on the cultural tourism products

All actions and projects included in the present Action Plan have direct and/or indirect impacts in the implementation of the short term cultural tourism products identified in Chapter 5 of the present Final Report. In particular, considering only the activities / projects with a direct impact on the implementation of the short term cultural tourism products, the situation should be summarized as follows: -

Interpretation, classification and recording of tangible and intangible patrimony: this activity has a direct impact on all cultural tourism products because local stakeholders will be able to use the whole interpreted, classified and recorded material as attraction and/or service to be included in each cultural tourism product.

Branding strategy: also in this case, the present activity/project has a direct impact on the cultural tourism products. In particular, it is a valid tool in order to standardize the quality level of the tourism services included in each tourism product.

Transport: they are two important projects (tourism sea transports and tourism train) to be implemented because allow local stakeholders to facilitate the accessibility to the Reconcavo area. They are very important tourism services to be included in the Educational, Ethnic and Discovery Tourism.

Additional projects proposed by SECULT are as follows: (original version, Portuguese language) Forte do Barbalho – recuperação do forte e instalação do museu do corpo negro Memorial do Sertão Ampliação do MAB – Museu de Arte da Bahia Reforma do MAM – Museu de Arte Moderna (introdução de novas oficinas de formação) Portas da África / Forte da Gamboa – recuperação do forte e implantação de centro de formação e intercâmbio em audiovisual. Ênfase no intercambio com cineastas africanos. Teatro do ICEIA – transformação do teatro em sala sinfônica para abrigar o projeto Neojibá – criação de núcleo de orquestras infantis e juvenis em todo o Estado Casa da Lusofonia / Passeio Público – requalificação do Passeio Público e instalação da Casa da Lusofonia com mediateca e bliblioteca sobre países de língua portuguesa. Reforma Palácio da Aclamação – integra o Passseio Público, transformar o Palácio em museu Sala dos ritmos africanos e da diáspora – instalação de uma exposição permanente de vídeos e filmes sobre os ritmos africanos de ontem e de hoje e o papel de Salvador no contexto internacional da música de raiz negra.

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Technical Assistance and Training: all these activities (the Action Plan includes technical assistance and training for both cultural and tourism enterprises) will have a direct impact on the cultural tourism products because allow local stakeholder to improve the quality of the services to be provided to the tourists. In addition, the “Special Fund for financing Call for Proposal” should be an excellent tool for implementing cultural activities that should be included as attractions or services in each cultural tourism product.

Afro-Brazilian Cultural International Fair: it is a typical action with indirect impacts for the organization of the tourism products. However it should have also a direct impact on the development of the tourism products because all local cultural and tourism stakeholders should have the opportunity to meet each other for organizing or improving new tourism services to be included in the cultural tourism products.

Promotion and Commercialization: these actions are extremely important for promoting and commercialize the cultural tourism products in the selected tourism markets. In addition, the e-commerce platform is a critical tool to be developed in order to allow local stakeholder to directly sell on the market the cultural tourism packages. All identified cultural tourism products will benefit from these actions.

Specific projects: finally, the Action Plan includes a group of projects (Enlargement Projects) that should be very important for the development of specific cultural tourism products. The situation is as follows: o Museu da História Econômica e Social da Bahia: it is an important attraction to be included in the following cultural tourism products: Patrimony, Educational, Ethnic and Discovery tourism. o Rio Vermelho’s House (Memorial Jorge Amado): it should be considered one of the main attractions of the tourism product called “Literature”. o Centro do Ritmo de Bahia: considering that the Centro do Ritmo will be an equipped space for the organization of cultural events (concerts, theatre, music shows, etc.), it should be a very important attraction to be included in the “Performing Arts” and “Virtual Arts” tourism products. o ARCHEMAR: this project will be particularly important for the development of the Archeological tourism. Despite the presence of interesting archeological finds and sites (boat wrecks, old dismissed factories, etc.), actually the archeological tourism is not developed yet in the project area. The development of the present project will allow local stakeholder to organize local attractions and services for structuring the archeological finds and sites as tourism product. o Strengthening of the productive chain of the music sector in Bhaia (Electrocoperativa): this project will contribute to develop the “Performing Arts” and “Virtual Arts” tourism products, because it will train individual and/or group of artists to be used for performing the cultural events.

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TRAPICHE BARNABE – Centro Audiovisual da Bahia: this project will develop spaces and equipment that will contribute to the development of the “Performing Arts” and “Virtual Arts” tourism products. Diversification of traditional sectors in crisis integrating cultural and tourism activities: this project will be very important for including local population in many cultural tourism products. In particular, considering that local population is actually organized in formal and informal cultural associations (music, dance, theatre, etc.) they should be involved especially in the tourism products related to ethnic, performing arts, educational and discovery tourism. “Forte da Capoeira: Educação Holística em Preservação da Cultura da Capoeira”: it is another project which allow local stakeholders to strengthen “Performing Arts” and “Virtual Arts” tourism products. “Centro de Atenção e Interpretação ao Turista”: this project has a direct impact not only on the cultural tourism products identified with the IDB Program, but also on the whole tourism supply of Bahia. It will allow local stakeholders to provide information to the tourists in order to make easier and enjoyable their holiday in the project area.

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Table#46.a SHORT TERM TOURISM PRODUCTS Extremely High Priority

PROJECTS included in the IDB Program

Medium Priority

High Priority

Low Priority

Patrimony

Performing Arts

Visual Arts

Educational

Ethnic

Discovery

Literature

Religious

Archeological

Handicraft

Gastrono my

Interpretation, classification and recording of tangible and intangible patrimony

Branding Strategy

Pillar Projects Institutional and Development Plan of the CTD Cultural tourism panels and road signalization

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Table#46.b SHORT TERM TOURISM PRODUCTS Extremely High Priority

PROJECTS included in the IDB Program

Patrimony

Performing Arts

Visual Arts

Medium Priority

High Priority Literature

Religious

Archeological

Educational

Ethnic

Discovery

Tourism sea transport (Via do Mar)

Tourism Train

Low Priority Handicraft

Gastrono my

Core Development Projects Twinning Program Culture and Tourism Observatory

Technical Assistance Fund for small and micro cultural enterprises

Special fund for financing “Call for Proposals”

Afro-Brazilian Cultural International Fair

Training: “Development of skills and competences of local stakeholders”

Technical Assistance Fund for promoting the development of the cultural tourism supply

E-Commerce and Sustainable Cultural Tourism Development Platform

Promotional and Commercialization Activities

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Table#46.c SHORT TERM TOURISM PRODUCTS Extremely High Priority

PROJECTS included in the IDB Program

Patrimony

Performing Arts

Visual Arts

High Priority Educational

Ethnic

Discovery

Literature

Religious

Medium Priority Archeological

Low Priority Handicraft

Gastrono my

Enlargement projects Inter-institutional Committee for the Development of the Ancient Centre of SSA Concourse of ideas Master Development Plans Multi-functional Centre Museu da História Econômica e Social da Bahia

Rio Vermelho’s House (Memorial Jorge Amado)

Centro do Ritmo de Bahia

ARCHEMAR

Strengthening of the productive chain of the music sector in Bhaia (Electrocoperativa) TRAPICHE BARNABE – Centro Audiovisual da Bahia

Cultural and Sport Centre Diversification of traditional sectors in crisis integrating cultural and tourism activities

“Forte da Capoeira: Educação Holística em Preservação da Cultura da Capoeira”

“Centro de Atenção e Interpretação ao Turista”

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6.4

Map of the projects

Figure#19

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6.5

Integration with the present cultural and tourism policies and strategies

Bahia’s Government is hardly working for straightening and developing both cultural and tourism sectors. In particular, in recent years its interventions passed from actions especially oriented to improve the physical infrastructures (rehabilitation and preservation of historical buildings and monuments, development of tourism infrastructures, etc.) to activities mainly focused on the revitalization of cultural and tourism destinations, assisting and supporting both public and private sectors. Important Programs, such as Monumenta and Prodetur, are actually in their advanced implementation stages which include different groups of actions addressed to local private and public stakeholders in order to improve their skills, competences and competitiveness capacities on the cultural and tourism markets. The present IDB Program, identified by the Consultant, takes into account all these actions and aims to strengthen them, in particular to support local stakeholders in their efforts to develop cultural production and cultural tourism activities. Despite all the Government’s efforts, the scope for improving the private and public sector and promoting cultural tourism development is still large. From the institutional point of view, the IDB-supported Program proposes the organization of a Cultural and Tourism District as a new entity able to involve not only private and public sector, but also local communities and civil society. This is completely in line with the present cultural policy of Bahia’s Government which is based on a bottom-up approach including the necessity to involve local population as decision makers of the cultural sector development. In addition, the District strengthens the present policy of Bahia’s Government that has in the public- private partnerships one of its priorities in order to promote culture and tourism development. In addition, the IDB Program contributes to strengthen cultural production and cultural industry in Bahia, considered as other priorities of the present Government (SECULT). From one hand, specific technical assistance funds have been included in order to assist local cultural stakeholders for making easier their access to the present financial fund opportunities structured by the Government and other public and private local stakeholders (donors). From the other hand, specific projects have been identified (e.j. Centro do Ritmo, etc.) whit the purpose to allow local stakeholders in developing cultural spaces that will be useful for increasing not only cultural production and industry, but also job opportunities related to both sectors. All these pilot projects should be considered like concrete examples on how local stakeholders could use the vast building patrimony in Salvador and Reconcavo, that it has been restored and rehabilitated in these last years. From the tourism point of view, the IDB Program allows local stakeholders to diversify the present tourism product supply. In particular, it has indentified the cultural tourism portfolio of the project area and the Action Plan includes 189 TARGET EURO Snc – ARS Progetti Srl

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important tools that should be used for structuring these cultural tourism products. In addition, the development of the branding strategy, Internet portal, and all other activities included in the Tourism Component of the IDB Program will allow local stakeholders in strengthen their competitiveness abilities on the national and international tourism markets. The development of the Cultural and Tourism Observatory and the identification of specific sustainable tourism protocols are other important tools of the IDB Program in order to assist the present Government in developing a sustainable cultural tourism. The concept of ethic for tourism, considered like a priority of the present Government for limiting the negative impacts of the tourism development, has been explored and applied to all actions of the IDB Program. In this way, the IDB Program strengthens the present public policy and the aim is to prevent that culture becomes a simple commodity for serving tourisms.

6.6

Program Budget

Finally, considering the Program budget, its total amount is US$ 27.931.003,60.30 The biggest amount is related to the Component “Enlargement Projects” that includes important infrastructural actions for promoting cultural production development. Considering the classification by priority, the total budget is composed as follows: Pillar projects Component Institutional Framework Basic Infrastructure Cultural Supply Cultural Tourism Demand and Services

Projects / Activities Institutional and Development Plan of the CTD Tourism signalization (panels, road signals and plaques) Interpretation, classification and recording of tangible and intangible patrimony Branding Strategy and Product Portfolio

Costs (US$) 75.000,00 189.000,00 1.316.500,00 400.000,00

SUBT-TOTAL (A)

1.980.500,00

Projects / Activities

Costs (US$)

Core Development Projects Component Institutional Framework

Twinning Program

172.800,00 474.800,00

Basic Infrastructure

Cultural and Sustainable Tourism Observatory Tourism sea transport (Via do Mar) - Baia de Todos os Santos Cultural Tourism Train

5.084.974,75 262.000,00

30 The present amount does not include the costs of the projects related to the Electrocoperativa and Trapiche Barnabe. For more information, please see Annex 10 “Additional Cultural Projects”.

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Component Cultural Supply

Projects / Activities Technical Assistance Fund Regulation - “Cultural Networks” Technical Assistance Fund Regulation - “Call for Proposals - Cultural Activities” Afro-Brazilian Culture Fair

Cultural Tourism Demand and Services

Costs (US$) 800.000,00 600.000,00 1.283.500,00

Training: “Development of skills and competences of local stakeholders” Technical Assistance Fund Regulation (Multisector Tourism Networks) E-Commerce and Sustainable Cultural Tourism Development Platform

1.000.000,00

Promotional and Commercialization Activities

1.703.000,00

SUBT-TOTAL (B)

979.500,00

500.000,00

12.860.574,75

Enlargement Development Projects Component

Institutional Framework

Projects / Activities

Costs (US$)

“Centro de Referência do Centro Antigo de Salvador” (Inter-institutional Committee for the Development of the Ancient Centre of SSA)

582.000,00

Concourse of ideas for architectural projects in the Centre of Salvador

378.000,00

Development Master Plans

1.000.000,00

Basic Infrastructure

Multifunctional Complex

785.000,00

Basic Infrastructure / Cultural Supply

Museu da História Econômica e Social da Bahia Associação Comercial da Bahia (ACB)

491.212,12

Cultural Supply

Cultural Tourism Demand and Services

Centro do Ritmo

5.742.172,00

Rio Vermelho’s House (Memorial Jorge Amado)

1.609.108,62

Centro de Pesquisa e Referência em Arqueologia e Etnografia do Mar and Museu InSitu da Baía de Todos os Santos (ARCHEMAR) Supporting traditional economic activities through cultural tourism development Bairro da Paz Cultural and Sport Center Holistic Education and Preservation of the Capoeira Heritage (Escola Forte da Capoeira) “Centro de Atenção e Interpretação ao Turista” (Tourism Information Point) SUBT-TOTAL (C)

GRAND TOTAL (A + B + C)

550.274,75 538.540,00 566.741,69 75.679,67 771.200,00 13.089.928,85

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Finally, it is important to note that many projects, who include a public-private partnership, will be cofinanced also by the private stakeholders directly involved in the implementation of the projects. The involved private stakeholders declared their intention to contribute with a total financial amount of around 1,9 million US$ (around 18% of the total amount of the proposed private-public partnership projects31).

Private – public partnership projects are: i) Museu da História Econômica e Social da Bahia; ii) Centro do Ritmo; iii) Memorial Jorge Amado; iv) ACHEMAR; v) Supporting traditional economic activities through cultural tourism development; vi) Bairro da Paz Cultural and Sport Center; vii) Bairro da Paz Cultural and Sport Center

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