Fontaine Fabrice

Stakeholder collaboration in the tourism planning
of a World Heritage Site:
The case study of the Valley of the Temples

in Agrigento (Sicily, Italy)
Fabrice Fontaine
MA European Tourism Management

Bournemouth University
Year 2004-2005
Declaration of non plagiarism
“I hereby declare that the dissertation submitted is wholly the work of Fabrice Fontaine. Any
other contributors or sources have been either referenced in the prescribed manner or are
listed in the acknowledgements, together with the nature and scope of their contribution.”
Fabrice Fontaine
Breda, August 23rd 2005
i
Acknowledgements
First of all, I would like to thank the teaching and administrative staff of the universities
involved in the ETM programme. Being part of it this year has been a wonderful human and
learning experience that will guide me in my professional career.
Secondly, I want to express my deep gratitude to my supervisor, Francis Schouten, for his
support and advice during this research project.
Many thanks to all the persons who participated to the interviews and provided information
and help, with a special mention to Prof. A. Velez, Prof. G. Ruggieri and Dr. A. Infantino.
Last but not least, I am very grateful to Alessandra and Anthony, who helped me and gave me
support before and during my stay respectively in Sicily and in Breda.
ii
Abstract
Growing interest in culture and heritage by tourists has led to such an increase in the number
of visits to cultural heritage destinations in the world that cultural tourism has become one of
the fastest-growing market segments in tourism. This rise in interest has evolved into a
problem of management. Indeed, it raises the question of combining tourism development
with heritage conservation.
The preservation of cultural heritage through tourism receives more and more recognition and
at the same time, collaboration and stakeholder involvement are increasingly used in the
tourism development process (Aas, Ladkin and Fletcher, 1999, p. 29). Bramwell and Lane
(2000) add that “collaboration and partnerships have come of age in the field of tourism”.
Hence, the purpose of the dissertation is to examine two kinds of theoretical ideals:
stakeholder collaboration and managing heritage conservation and tourism development in
relation to the study of the archaeological area of Agrigento (Sicily, Italy) which belongs to
the World Heritage List. The World Heritage Convention believes that the preservation of the
natural and cultural heritage must be achieved through sustainable tourism practices.
Therefore, the main issues tackled in the study through the literature review of secondary data
are stakeholder collaboration, sustainability, tourism development planning, and destination,
heritage conservation and visitor management. The research focuses on the areas covered by
the literature within the Italian and Sicilian contexts and the primary data collection consists
of interviews with persons working in tourism or for organisations involved in the
management of the site at the regional, provincial and local levels.
The face-to-face interviews provide outcomes about the way the stakeholders manage the site
and about the activities undertaken for the conservation, development, promotion and
valorisation of the Valley of the Temples.
After analysing the results and findings of the primary data research, some conclusions and
recommendations about the management of the site and for further research have been
formulated.
iii
Table of Contents
Declaration of non plagiarism .................................................................................................... i

Acknowledgements ..................................................................................................................... ii
Abstract .....................................................................................................................................iii
Table of Contents ...................................................................................................................... iv
List of Tables ...........................................................................................................................viii
List of Figures ........................................................................................................................... ix
List of Abbreviations .................................................................................................................. x
1. INTRODUCTION.................................................................................................................. 1
1.1. Background ..................................................................................................................... 1
1.2. Research aim ................................................................................................................... 2
1.3. Research objectives ......................................................................................................... 2
1.4. Research methodology .................................................................................................... 3
1.5. Structure of the dissertation............................................................................................. 3
2. LITERATURE REVIEW....................................................................................................... 5
2.1. Introduction ..................................................................................................................... 5
2.2. Sustainability................................................................................................................... 6
2.2.1. Sustainable tourism .................................................................................................. 6
2.2.2. Sustainable development.......................................................................................... 8
2.2.3. Sustainable tourism development............................................................................. 9
2.3. Heritage and culture ...................................................................................................... 10
2.3.1. Cultural and built heritage...................................................................................... 11
2.3.2. Cultural heritage tourism........................................................................................ 12
2.3.3. Analysis of general trends of cultural tourism and cultural tourists ...................... 13
2.4. Partnerships and tourism planning ................................................................................ 15
2.4.1. Stakeholders ........................................................................................................... 16
2.4.2. Stakeholders’ interests............................................................................................ 17
2.4.3. Community-based systems..................................................................................... 18
2.5. Destination management ............................................................................................... 19
2.5.1. (World) Heritage site management ........................................................................ 21
2.5.2. Conservation management ..................................................................................... 22
iv
2.5.3. Visitor Management............................................................................................... 23
2.6. Conclusion..................................................................................................................... 25
3. 3. METHODOLOGY........................................................................................................... 26
3.1. Introduction ................................................................................................................... 26
3.2. Research aim and objectives ......................................................................................... 26
3.3. Secondary data collection.............................................................................................. 27
3.3.1. Secondary data sources .......................................................................................... 27
3.3.2. Secondary data analysis ......................................................................................... 28
3.4. Primary data collection.................................................................................................. 29
3.4.1. Qualitative research................................................................................................ 29
3.4.2. Quantitative research.............................................................................................. 29
3.4.3. Design and realisation of interviews ...................................................................... 30
3.4.4. Primary data analysis ............................................................................................. 31
3.5. Limitations and difficulties of the research................................................................... 32
3.5.1. Secondary data ....................................................................................................... 32
3.5.2. Primary data ........................................................................................................... 32
3.6. Conclusion..................................................................................................................... 33
4. THE VALLEY OF THE TEMPLES ................................................................................... 34

4.1. Introduction ................................................................................................................... 34
4.2. Tourism in Italy............................................................................................................. 34
4.2.1. Tourism in Italy...................................................................................................... 34
4.2.2. The importance of cultural heritage in Italy........................................................... 35
4.2.3. Management of heritage sites in Italy .................................................................... 36
4.3. Legal framework ........................................................................................................... 37
4.3.1. Statuto speciale della Regione Siciliana................................................................. 37
4.3.2. The ministerial decree n° 1444 (1968)................................................................... 38
4.3.3. The regional Law n° 20 (2000) .............................................................................. 39
4.3.4. Proposition of law on the reorganisation of the tourism sector in Sicily ............... 40
4.3.5. UNESCO cultural criteria of the Valley of the Temples ....................................... 41
4.4. Administrative framework ............................................................................................ 42
4.4.1. Parco....................................................................................................................... 42
4.4.2. Fondo per l’Ambiente Italiano (FAI) ..................................................................... 44
v
4.4.3. Regional Tourism Organisation ............................................................................. 44
4.4.4. Other bodies ........................................................................................................... 45
4.5. The Valley of the Temples ............................................................................................ 46
4.5.1. Tourism in Sicily.................................................................................................... 46
4.5.2. History.................................................................................................................... 47
4.5.3. Presentation and significance of the chosen monuments ....................................... 48
4.5.4. Other attractions of importance at the site ............................................................. 49
4.5.5. Statistics ................................................................................................................. 50
4.6. Conclusion..................................................................................................................... 51
5. MAIN FINDINGS................................................................................................................ 52
5.1. Introduction ................................................................................................................... 52
5.2. Importance of sustainability .......................................................................................... 53
5.3. Stakeholder collaboration.............................................................................................. 54
5.3.1. Collaboration within the Council ........................................................................... 54
5.3.2. Other collaborations ............................................................................................... 56
5.3.3. Interests of the stakeholders ................................................................................... 56
5.4. Plans .............................................................................................................................. 57
5.4.1. Plan of the Park ...................................................................................................... 58
5.4.2. Management plan of the UNESCO ........................................................................ 59
5.5. Initiatives undertaken at the site.................................................................................... 59
5.5.1. Archaeological, conservation and restoration initiatives ....................................... 60
5.5.2. Cultural initiatives .................................................................................................. 61
5.5.3. Marketing and valorisation initiatives.................................................................... 62
5.6. Conclusion..................................................................................................................... 63
6. CONCLUSIONS AND RECOMMENDATIONS............................................................... 65

6.1. Introduction ................................................................................................................... 65
6.2. Conclusions ................................................................................................................... 65
6.2.1. Sustainability.......................................................................................................... 65
6.2.2. Stakeholders and partnerships................................................................................ 66
6.2.3. Management plans.................................................................................................. 67
6.2.4. Initiatives................................................................................................................ 67
6.3. Recommendations for the tourism sector...................................................................... 68
vi
6.4. Recommendations for future research........................................................................... 70
APPENDICES
BIBLIOGRAPHY
vii
List of Tables
Table 2.1: WTTC, Principles for sustainable tourism development .......................................... 8
Table 2.2: The International Tourism Charter .......................................................... Appendix 4
Table 2.3: Potential benefits of collaboration and partnerships ................................ Appendix 5
Table 2.4: Potential problems of collaboration and partnerships.............................. Appendix 6
Table 2.5: Elements of a tourism development plan ................................................................ 20
Table 2.6: Traditional heritage management............................................................................ 21
Table 2.7: The conservation process ......................................................................... Appendix 7
Table 2.8: Generalised flow chart of events in a visit to a heritage site.................... Appendix 8
Table 2.9: Generalised management aspect of a visit to a heritage site.................... Appendix 9
Table 2.10: Objectives of visitor management techniques ...................................................... 24
Table 2.11: Techniques to implement visitor management .................................... Appendix 10
Table 2.12: Basic questions concerning the need of visitor management .............. Appendix 11
Table 4.1: Administration of the Park of the Valley of the Temples ...................... Appendix 12
Table 4.2: Topographic map of the Valley of the Temples .................................... Appendix 13
Table 5.1: Composition of the Council of the Park.................................................................. 54
viii
List of Figures
Figure 1.1: International Tourist Arrival, 1950-2004 ............................................... Appendix 1
Figure 1.2: International Tourist Arrival, 1950-2003 ............................................... Appendix 2
Figure 1.3: International Tourism Receipts, 1950-2003 ........................................... Appendix 3
Figure 4.1: World’s Top Ten Tourism Destinations (2002) .................................................... 35
Figure 4.2: Tourist arrivals in Sicily (2004)............................................................................. 46
Figure 4.3: Visitors per province in Sicily, 1998-99................................................................ 47
Figure 4.4: Receipts and visitors at the Valley of the Temples for the year 2002 .. Appendix 14
ix
List of Abbreviations
AAPIT Azienda Autonoma Provinciale per l’Incremento Turistico (Provincial Tourist

Board)
Arch. Architect
Art. Article
CC Chamber of Commerce
Dr. Doctor
EIA Environmental Impact Assessment
EMAS Eco-Management and Audit Scheme
EU European Union
ENIT Ente Nazionale Italiano per il Turismo (Italian State Tourism Board)
FH Fachhochschule
ICOMOS International Council on Monuments and Sites
ISO International Organisation for Standardisation
ISTAT Istituto Nazionale di Statistica (Italian National Institute for Statistics)
IUCN International Union for Conservation of Nature and Natural Resources
LAC Limits of Acceptable Change
MD Ministerial Decree
NHTV Nationale Hogeschool voor Toerisme en Verkeer
Prof. Professor
SD Sustainable Development
ST Sustainable Tourism
STD Sustainable Tourism Development
UN United Nations
UNESCO United Nations Educational, Scientific and Cultural Organization
WCED World Commission on Environment and Development
WH World Heritage
WHC World Heritage Centre
WHL World Heritage List
WSSD World Summit on Sustainable Development
WTO World Tourism Organization
WTTC World Travel and Tourism Council
x
Introduction
1. INTRODUCTION
1.1. Background
Tourism, over the past few decades, has grown so tremendously (Figure 1.1) that it can be
regarded, according to the WTO (available on www.world-tourism.org), as the “most
remarkable and social phenomena” of the 20th century. From 25 million international
arrivals in 1950, it increased to an estimated 763 million in 2004, representing an average
annual growth of 6.5%. Figures 1.2 and 1.3 show the evolution of both international tourist
arrivals and tourism receipts. Tourism is now the biggest job-generating industry in the world.
Indeed, according to the WTTC (2005, available on www.wttc.org), the travel and tourism
industry accounted for 195 million jobs (7.6% of total employment) and for US $ 3,527
billion (10.2% of total Gross Domestic Product).
Table 1.1: International Tourist Arrival, 1950-2004
In the future, new patterns will change the face of tourism. Cultural tourism is emerging as
the fastest growing segment of the industry (Calhoun, 2000). A significant travel trend will
dominate the tourism: special interest travellers ranking the arts, heritage and/or other
cultural activities as one of the top five reasons for travelling are representing a growing
number of visitors (Trimarchi and Panucci, 2005).
The concept of cultural tourism is “closely articulated with the process of the protection,
maintenance and renovation of the built heritage” (Pratt, 2002). Therefore, the WH
Committee publishes annually the WHL, which is a list of properties considered as “having
outstanding universal value” and the List of WH in Danger. The purpose is “to ensure the
safekeeping of the natural and cultural heritage” in the world through sustainable tourism
(Bandarin, Director of the UNESCO, 2002). This growing interest in culture and cultural
heritage was shown by the UN declaration of 2002 as the “Year for Cultural Heritage”.
As a consequence, destinations and particularly heritage destinations can benefit from tourism.
Hence, this is the case for Agrigento in Sicily as the archaeological area is ranked among the
WHS. However, during the 6th European Commission Conference (2004), De Villiers
(Deputy Secretary General of the WTO) highlighted the interrelationship between culture and
MA European Tourism Management 1 Fabrice Fontaine

Introduction
tourism, the rise in interest in cultural heritage leading to the growth of the visitor numbers
and thus, that it had “become a managerial problem”.
Heritage destinations need a proper management and have a recognized need for collaboration
and cooperation in the tourism planning process in which many different stakeholders have
interests. Collaboration and cooperation are key issues in the area of planning have been
linked to the notion of STD and to integration and participation in the context of community-
based system (Aas, Ladkin and Fletcher, 2005, p. 30). However, the identification of the
stakeholders involved in the planning process and of their interests may be critical (Roberts
and Simpson, 1999).
Through tourism exploitation, collaborative partnerships can help destinations develop. That
is the reason why this topic has been chosen. The case study of the Valley of the Temples will
be the base of the research.
1.2. Research aim
The aim of the dissertation is to assess the development and promotion strategy at the site
through the archaeological, conservation and cultural activities carried out by the managerial
administration of the WHS and its collaborative partnership.
1.3. Research objectives
In order to fulfil the stated research aim, the following objectives are set and will examine:
- which stakeholders are involved in the management process, whether there is a
collaborative partnership or not and if so on which level they collaborate.
- what the interests of the stakeholders (local and regional authorities, hotel owners,
entrepreneurs, guides, tourism associations, guides, locals and tourists) are and to what
extent their interests are being considered.
- what the needs of conservation are at the site, if tourism impact forms have been
identified and what these impacts of tourism exploitation are on both the
archaeological monuments and the landscape.

Introduction
- whether a management plan has been elaborated and implemented or not, whether it
has been successful or not, why and what conclusions can be drawn out from its
implementation.
- if propositions and measures to diversify the product and improve the quality of
services have been made, and if so what kind of propositions and measures and
whether they are based on sustainability or not.
1.4. Research methodology
Secondary data is based on a literature review that covers the main topics of the study:
sustainability, cultural tourism, collaborative partnerships, destination, conservation and
visitor management. It helps the reader have a better understanding of the study and provides
information about the key issues of the research.
Primary data has been gathered through qualitative research. In-depth interviews were
realised face-to-face with people working for organisations involved in the collaborative
management of the site or working with the destination. These personal interviews were
conducted with 18 persons (see Appendix 18).
1.5. Structure of the dissertation
The paper includes six chapters and a variety of appendices. It will be structured as follows:
Chapter I: INTRODUCTION
This Chapter constitutes the introduction of the dissertation and presents the background of
the study. The aim, the objectives and the methodology of the research are also discussed.
Chapter II: LITERATURE REVIEW

In this Chapter, the existing literature related to the topic will be examined. This review
covers the areas of sustainability, cultural tourism, collaborative partnerships and destination
management. These concepts are defined through a theoretical approach.

Introduction
Chapter III: METHODOLOGY

It describes the methodology used to carry out the research and explains why it has been
chosen. An analysis of the advantages, difficulties and limitations in the gathering of data is
also made.
Chapter IV: THE VALLEY OF THE TEMPLES

This Chapter introduces the town of Agrigento and the WHS of the Valley of the Temples. It
presents the structure of the management of the site, the organisations involved in the
management process and a brief description of the historical significance of the monuments.
Chapter V: MAIN FINDINGS

The information obtained through primary and secondary research is shown. An analysis and
interpretation of the face-to-face interviews is made. The results are divided into four topics:
the importance of sustainability, the stakeholder collaboration, the state of affairs of the
management plans, and the initiatives carried out to fulfil the partnership objectives.
Chapter VI: CONCLUSIONS AND RECOMMENDATIONS

In the final Chapter, some conclusions derived from primary and secondary research are
drawn-up and recommendations for the organisations involved in the site management and for
future research are made.

Literature Review
2. LITERATURE REVIEW
2.1. Introduction
This chapter provides a literature review of the concepts related to the topic of the dissertation.
The books and articles used cover subjects such as sustainability, heritage and cultural
tourism, participative tourism planning and destination, conservation and visitor management.
Firstly, the principles of sustainability will be discussed. Sustainable practices should indeed
safeguard the regeneration of resources (Buhalis and Fletcher, 1995). Notions of tourism,
development and tourism development based on sustainability are defined. Then, the market
segment of cultural and heritage tourism is presented in-depth. Partnerships are introduced by
identifying the potential stakeholders, their interests and exploring the area of community-
based systems. Finally, the link between heritage destinations and site management is
established.
Researchers and managers have shown growing interest in collaborations among stakeholders
to develop destination policies (Bramwell & Sharman, 1999, p. 392). All destinations need
management because tourism can lead to the degradation of the physical and cultural
environment as well as the preservation of the heritage that residents and future visitors can
benefit from (Hovinen, 1995, p. 387).
Management can be made through collaborative partnerships. The importance of involving

several stakeholders in the planning and management of tourism has been recognised
(Bramwell and Lane, 2000). The Brundtland Report (WCED, 1987) identifies the need for
partnerships between stakeholders as a key to implementing SD.
A lot has already been written on sustainability, heritage management and collaboration in
tourism planning (Aas, Ladkin and Fletcher, 2005; Bramwell and Lane, 2000; Bramwell and
Sharman, 1999; Hall, 2000; Jamal and Getz, 1995; etc.).
Hence, all the literature used was in English. However, the Valley of the Temples and Sicily
in general has received little attention from academic authors. Thus, the bibliography about

Literature Review
the case study itself was mainly available in Italian but did not tackle the area of stakeholder
collaboration.
2.2. Sustainability
In the past, sustainability was far from being a priority in tourism. Sustainability has been
recently incorporated into tourism research and practice. The launch of The Journal of
Sustainable Tourism in 1993 characterises this shift towards sustainability.
The growing concern on sustainability has added more confusion than clarity to the definition
of the concept. For example, Pezzey (1989, cited in Smith, 2003) found over sixty definitions
of the term.
The Brundtland Commission (WCED, 1987) defines sustainability as “meeting the needs of
the present without compromising the ability of future generations to meet their own needs”.
This definition highlights the long-term orientation of sustainability.
The movements of people and their associated activities undertaken at the destinations can be
measured through three major kinds of interrelated impacts: economic, socio-cultural and
environmental (Mathieson and Wall, 1982).
In the present study, sustainability corresponds to the preservation in the long run of the
existing economic, socio-cultural and environmental resources with the goal of taking into
account the needs of the current and future local population. Thus, sustainability initiatives
are core practices for the heritage conservation.
2.2.1. Sustainable tourism
The ICOMOS and other organisations working on heritage tourism are actively involved in
the STD in historic towns.
The English Historic Towns Forum, English Tourism Council and English Heritage have
agreed on defining principles of sustainable tourism to be respected:

Literature Review
- It must not adversely affect the environment.

- It must be acceptable to the community.
- It must be profitable for business.
- It must satisfy the visitor.
Sharpley (2002, p. 232) states that: “most ST policies have resulted in ST becoming both a
prescriptive and a restrictive perspective on tourism development which limits the potential
for development through tourism”.
Sustainable policies would constitute a brake to the development of destinations. She argues
that there is much evidence of developmental contribution through mass tourism. Indeed,
mass tourism can generate a boom in the infrastructure. For instance, the island of Mallorca
has experienced a set of construction projects over the past few decades who led to the
destruction of the coastline landscape. However, with mass tourism, the emphasis is placed
on the short-term profit; contradictorily to sustainable tourism whose long-term impacts have
not been measured yet.
The WTTC has provided a long-term policy with guidelines for sustainable tourism that is
known as The Agenda 21 for the Travel and Tourism Industry (Table 2.1). This action plan
presents principles whose implementation by governments and private companies should
make tourism more sustainable.
During the WSSD, a draft plan was launched in which the Chapter 41 identifies ST “as a
means to increase the benefits from tourism resources for the population in host communities
while maintaining the cultural and environmental integrity of the host communities and
enhancing the protection of ecologically sensitive areas and natural heritages.”
To complete the concept, the following comment may be added: ST requires the
establishment of an industry which includes consideration of long-term effects of economic
activity in relation to resources and therefore, concerns for the twin needs for this and future
generations.

Literature Review
Table 2.1: WTTC, Principles for sustainable tourism development
Source: WTO/WTTC (1995)
2.2.2. Sustainable development
The WCED (1987, p. 46) declares that SD is: “a process of change in which the exploitation
of resources, the direction of investments, the orientation of technological development, and

Literature Review
institutional change are all in harmony and enhance both current and future potential to meet
human needs and aspirations.”
Besides, the World Conservation Union (WTO, 1993a) states that the process of SD ensures
the possible development of a place without degrading its resources. It is generally achieved
by either: “managing the resources so that they are able to renew themselves at the same
rate as which they are used, or switching from the use of a slowly regenerating resource to
one which regenerates more rapidly. In this way, resources remain able to support future as
well as current generations”.
The process of SD to manage resources is illustrated by the WTO (1993b) which provides a
list with the three main principles of SD:
- ecological sustainability ensures that development is compatible with the maintenance
of essential ecological processes, biological diversity and biological resources;
- social and cultural sustainability ensures that development increases people’s control
over their lives, is compatible with the culture and values of people affected by it, and
maintains and strengthens community identity;
- economic sustainability ensures that development is economically efficient and that
resources are managed so that they can support future generations.
There are three basic objectives for SD, namely human needs, environmental conservation
and economic growth.
2.2.3. Sustainable tourism development
The WTO, the WTTC, the EU and the Earth Council (1995) define the role of STD. “STD
meets the needs of present tourists and host regions while protecting and enhancing
opportunities for the future. It is envisaged as leading to management of all resources in such
a way that economic, social and aesthetic needs can be fulfilled, while maintaining cultural
integrity, essential ecological processes, and biological diversity and life support systems.”
According to Lorch et al. (1995, p. 9), “the objective of a sustainable tourism development
policy is the lasting fulfilment of the ecological, economic and socio-cultural functions”.

Literature Review
Hunter and Green (1995, p. 70) interpret STD as tourism development that recognises the
interdependency between the long-term viability of economic investment in tourism projects,
programmes and policies and the successful management of the natural, built and human
resource bases. Therefore, STD seeks to maintain and improve the quality of life and the
quality of the tourist experience at destination areas through the promotion of economic
growth which conserves and preserves the local natural, built and cultural resources.
Tourism can be understood as part of a strategy for SD, and considers environmental
conservation as a goal for economic efficiency and social equity. This more balanced and
integrated approach seems closer to contemporary thinking on tourism.
The priority areas for STD are, among others, coastal and rural areas, built environment and
urban areas, and islands as they have more fragile resources (Smith, 2003, p. 77).
After providing the theoretical framework of sustainability along with ST, SD and STD, the
interdependence of culture and heritage and therefore the concept of cultural heritage will be
explained.
2.3. Heritage and culture
The various charters elaborated put special emphasis on the cultural heritage and natural
environment conservation.
Heritage is a resource for the promotion of ST, which has gained closer attention over the last
few years. Regional heritage is, indeed, linked to cultural tourism and its elements can
become tourist resources if properly managed (Pechlaner & Osti, 2000, p. 212).
Heritage covers all periods of time history: past, present and future. However, “heritage” (in
the literal sense) is most related to the past as we can see it as a legacy or inheritance of the
previous generations. It refers indeed to “things of value which have been passed from one
generation to the next” (Parks Canada, undated, p. 7).
Millar (1989, p. 13) added: “broadly defined, heritage is about a special use of belonging and
of continuity”.

Literature Review
Heritage refers to “those places with elements of the natural and cultural environment which
have a distinct aesthetically, historical or social significance and are of special value for the
current community, as well as for future generations” (Australian Heritage Commission,
cited in Schouten, 2004a).
Culture involves all forms of social activity, and artistic or intellectual activities. Culture is
“about the lives and interests of ordinary people, both urban and rural dwellers, indigenous
and immigrant communities, artists and artisans” (Smith, 2003, p. 10). In that definition,
“ordinary people” rather implies “individuals”.
However, due to the process of globalisation, culture is getting more and more standardised
(e.g. McDonaldization or Cocacolaisacion). Waters (1995, p. 136) wrote: “Globalisation …
is a differentiating as well as a homogenising process”. It leads indeed either to the
hybridisation of different cultural forms or to the homogenisation or standardisation of culture.
Richards (2000) agrees and adds that cultural tourism is growing into mass tourism where
visitors who have a general interest in culture multiply faster than those who are mainly
motivated by formal learning. Mass tourism in that sense can be in effect linked to mass
consumption; which leads to the standardisation of consumer behaviours.
Culture will refer in the study to the distinctive customs, traditions and lifestyles within a
given community.
2.3.1. Cultural and built heritage
Van Egmond (2004a) examines culture in a broad and in a narrow sense. Broadly, culture is
“the total complex of traditions, morals, customs, institutions, ideas, behaviour, art, science
religion and philosophy of an era, a people or a group.” Narrowly, culture “means the total
of artistic expressions of a people or a group from the present or the past, with the emphasis
on the visual arts, performing arts and architecture.” In the study, the narrow sense of
culture will be applied as it clearly refers to heritage.
Cultural heritage corresponds to “the collective memory of culture as transferred through

previous generations. Also heritage is a dynamic concept, the values attached to it, as well as

Literature Review
the way it is appreciated changes over time” (Schouten, 2004a). Taste is changing, and the
appreciation is changing too.
Among the different types of heritage attractions (religious buildings, living cultures, gardens,
industrial heritage, fortifications, historic towns), the study will focus on archaeological sites.
The WHL (2004) includes 788 properties forming part of the cultural and natural heritage
which the WH Committee considers as having outstanding universal value.
LeBlanc (1993, pp. 2-3) defines the term of built heritage: “built heritage may consist of
buildings or structures of architectural, engineering or historical significance.”
Smith (2003) states that built heritage refers to sites or objects that have been made or
transformed by the hands of people (e.g. historic townscapes, architecture, archaeological
sites and objects, monuments and historic buildings).
Millar (1999) considers built heritage attractions as man-made attractions that can be
classified into two categories:
- Man-made and purpose-built to attract tourists, such as theme parks, museums,
heritage centres, marinas...
- Man-made but not originally designed primarily to attract visitors, such as
cathedrals, historic houses, archaeological sites...
The archaeological area of Agrigento belongs to the second category. After defining notions
cultural heritage and explaining built heritage attractions, the market segment of cultural and
heritage tourism will be presented.
2.3.2. Cultural heritage tourism
During the 1990’s, cultural tourism was identified as one of the major future growth areas in
Europe (Zeppel and Hall, 1992). This fast-growing segment of the tourism industry attracts
visitors who tend to stay longer, spend more, and travel in the off-season (Calhoun, 2000, p.
92).

Literature Review
The growing proportion of cultural tourism within tourism, according to Richards (2001) is
due to the fact that “more and more tourist attractions are now being defined as cultural”.
Thus, it is hard to define the concepts of cultural tourism and cultural tourist since they have a
broad sense.
The term of cultural tourism is so broad that it covers concepts such as heritage, arts,
creativity, urban, culture, rural culture, indigenous culture and popular culture. Attention will
be paid to the heritage aspect of cultural tourism. After investigating cultural tourism, the
subject will be narrowed down to concentrate on built heritage. Given the large variety of
forms that cultural tourism can have, it is unrealistic to provide only one definition, as broad
as it could be.
However, Richards (2001, p. 7) suggests that cultural tourism covers “not only the
consumption of the cultural products of the past, but also of contemporary culture or the way
of life of a people or a region. Cultural tourism therefore covers “heritage tourism” (related
to artefacts of the past)”. Heritage tourism is widely concerned with the representation of the
past.
Table 2.2: The International Tourism Charter
Theoretical work by the UNESCO underlines six principles in the International Tourism
Charter (Table 2.2). It stresses the interrelation between tourism and heritage and the need of
involving the host communities in the conservation and tourism planning process.
2.3.3. Analysis of general trends of cultural tourism and cultural tourists
The WTO considers cultural and heritage tourism as important market segments of the
tourism industry, representing 37% of total international tourism. The yearly growth of its
demand is estimated to be of 15%. The importance of cultural tourism has been discovered
recently as research studies on cultural tourists and their motivations have been carried out
since the late 1980’s and 1990’s (Richards, 2000).
The Grand Tour, which was a tour of the main cities and places of interest in Europe, is the
predecessor of contemporary cultural tourism (Towner, 1985). It was undertaken from the
16th century to the mid-19th century by a rich social elite. After a decline experienced in the

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1960’s and 1970’s, tourists have had again special interest in cultural attractions due to the
rise of their education levels (Thorburn, 1986).
The European Association for Tourism and Leisure Education conducted surveys in order to
establish the profile of heritage tourists (Richards, 1999), which is as follows:
- The majority has a high level of education.
- Around half of them are workers, but the percentage of students is also high.
- Under 30 represent more than 40% of them.
- They look for a learning experience and authenticity.
- 6 out of 10 are tourists (mainly domestic), the last 4 are local residents.
Silderberg (1995, cited in Sauerwein and Pechlaner, 2002) provides his own typology of
cultural tourists:
- they earn more and spend more on vacation;
- they spend more time in an area whilst on vacation;
- they tend to stay in higher rated hotels; and
- they tend to shop more.
Smith (2003, p. 37) gives her own typology of cultural tourists through a list of typical places
they visit or activities of interest they undertake. Hence, cultural tourism is related to the visit
of castles, palaces, country houses, archaeological sites, monuments, museums, architectural
and religious sites.
Bywater (1993, pp. 42-45) segments the market for cultural tourism into three categories
corresponding to different degrees of motivation for cultural tourism:
- The culturally motivated tourist, who selects a holiday on the basis of the cultural
opportunities it offers. He is motivated by a higher-than-average learning
opportunity or a significant event (only 5% of the market).
- The culturally inspired tourist visits an internationally famous historic or cultural
centre or site as a once-in-a-lifetime event and is difficult to motivate for a return
trip (around 30% of the market).
- The culturally attracted tourist enjoys a beach holiday, takes a short break, attends
a conference or an incentive trip and can be readily attracted to a cultural site or
event (around 65% of the market).
Literature Review
Cultural tourism is promised to have a great future and tourist will continue to develop
interest in that market segment. Nevertheless, nobody can say how far and how long it will
grow.
2.4. Partnerships and tourism planning
“Partnerships and collaboration have come of age in the tourism field” (Selin, 2000, p. 129).
The need for partnerships between stakeholders is identified as a key for the implementation
of SD in the Brundtland Report (WCED, 1987). Heritage conservation as well needs
partnerships at all levels (Conference on Managing a Sustainable Future for WH, 2003).
Whereas many definitions of stakeholders and collaboration exist, Jamal and Getz (1999, p.
188) consider it as “a process of joint decision-making among autonomous, key stakeholders
of an inter-organisational, community tourism domain to resolve planning problems of the
domain and/or manage issues related to the planning and development of the domain.”
In tourism planning and management, it has been proved that involving diverse stakeholders
is important. Indeed, Bramwell and Lane (2000, pp. 1-2) state that “stakeholder collaboration
has the potential to lead to dialogue, negotiation and the building of mutually acceptable
proposals about how tourism should be developed. Partnerships involved in tourism
planning usually bring together interests in the same destination but in different sectors.”
It is generally acknowledged that the distribution of the resulting costs and benefits will be
more equitable through a multiple stakeholder participation in the policy-making process
(Bramwell and Lane, 2000, p. 4).
According to Long (1997, p. 239), tourism partnerships are the collaborative efforts of
autonomous stakeholders from organisations of different sectors that take part in the tourism
development process in a defined geographical zone.

Literature Review
The national and local levels should be brought into a relationship of symbiosis rather than
antagonism and competition to manage tourism development and heritage in an integrated
way.
To sum up, partnerships in tourism refer to the interactive collaboration between stakeholders
from different organisations and sectors and whose purpose is to decide how tourism in a
given destination should be developed.
Nevertheless, Aas, Ladkin and Fletcher (2005, p. 32) have formulated a major criticism of
stakeholder involvement. It is often forgotten that the power imbalances can not be overcome
by simply involving stakeholders. Therefore, strategic objectives in tourism destinations
should be achieved for all stakeholders (Buhalis, 2000, p. 113).
Table 2.3: Potential problems
Some potential benefits and potential problems of collaborative partnerships are summarised
in Tables 2.3 and 2.4.
Table 2.4: Potential problems
Getz (1987, cited in Ivars Baidal, 2004) distinguished four approaches in tourism planning:
boosterism, economic, physical-spatial and community-oriented approaches. Emphasis will
be put on the latter one. The community-oriented approach “promotes a local tourism
development control scheme so that the residents are the ones who benefit the most from that
development”. It also enables to avoid conflicts that could endanger the future viability of the
industry (Ivars Baidal, 2004, p. 317).
2.4.1. Stakeholders
In that section, stakeholders will be defined and the potential stakeholders participating in the
tourism planning process will be identified.
A stakeholder is “any person, group or organisation affected by the causes or consequences

of an issue” (Bryson and Crosby, 1992, p. 65).
Here, a narrower frame will be preferred. Stakeholders have been defined as persons with the
right and capacity to participate in the process. Hence, “anyone who is impacted upon by the

Literature Review
action of others can claim the right to be involved” (Gray, 1989, cited in Aas, Ladkin and
Fletcher, 2005, p. 31).
Stakeholders choose a tourism strategy by setting goals and objectives that will have an
impact on a site now and in the future. They can be consulted on a list of management issues
such as infrastructure development and monitoring programmes. Government officials,
members of the environmental and conservation community, scientists, historic preservation
organisations, hotel and tour agency owners, visitors, guides and local residents are usual
stakeholders (Pedersen, 2002, p. 48).
In this study, stakeholders are persons who are effectively involved in the decision-making
process and determine the tourism strategy goals and objectives.
The creation of a stakeholder advisory group can facilitate the development of policy goals
and management objectives. It generally drafts a written policy or vision statement that can
be developed and publicly endorsed and can also help to set management objectives,
including standards for desired conditions and actions. Practically, stakeholder groups can be
engaged in the management process and serve as forums for exchanging views and reaching
agreement on tourism issues (e.g. through the regular exchange of memos between site
managers and stakeholder groups).
Stakeholders and stakeholder groups and their motivations change over time. Tourism
partnerships are clearly subject to dynamic evolution (Bramwell and Lane, 2000).
“The public sector is an important stakeholder, often taking a leadership or a coordinating

role. There is also a range of other stakeholders including chambers of commerce and other
power brokers within the local, regional or national community” (Cooper et al., 1998, p. 113).
2.4.2. Stakeholders’ interests
After identifying the stakeholders involved in collaborative planning, their main interests of
some of them will be briefly presented.

Literature Review
According to their working function and place of origin, stakeholders have interests focused
at local, regional, national and even international geographical scales (e.g. the State will adopt
a national point of view).
For businessmen in the tourism industry, long-term earnings must be ultimately involved as
no business can continue indefinitely if this concern is ignored (McKercher, 1993, cited in
Parker, 2000, p. 84).
Community leaders look for economic development without loss of the local social values.
Environmentalists and conservationists have important concerns over the potential negative
impacts of tourism development on natural and cultural sites.
Guides care about the conditions affecting the environment as well as the visitor experience.
Hotel owners and managers usually want a site to provide a broad base of opportunities for
different types of visitors and are concerned with occupancy rates.
Tour operators are especially concerned about logistical questions. They will also have
concerns about visitor comfort and security (Pedersen, 2002).
As Cooper et al. says (1998, p. 113), “tourists are looking for a satisfying experience, through
properly segmented and developed products. They seek a high quality of service and a well-
managed and organised destination.”
Due to the range of stakeholders and their competing interests, discussions in multilateral
meetings may cause conflicts. But these conflicts “continue to be constructive as long as
spaces for change, resistance and dialogue are enabled in the mediation between structures
and participation” (Jamal, 1997, cited in Jamal and Getz, 2000, p. 174).
2.4.3. Community-based systems
Due to the hegemony of state-based legal systems and of global economic, social and cultural
changes, community-based legal systems around the world have experienced a decline. This
shift to state-based legal systems is manifested through the nationalisation of historic rights,
exploitation of community rights and replacement of traditional local leaders by state-
appointed ones. Therefore, it has led to the alienation of the local community from their
heritage (Mumma, 2003, p. 43).

Literature Review
As mentioned above, state-based enforcement has proven unreliable. Hence, attention has
turned to integrating host communities into management systems and structures, which
improves the effectiveness of heritage site management.
Jamal and Getz (1995, p. 189) outline a three-stage model in a collaboration process for
community-based tourism planning: the first stage consists of problem setting (identifying key
stakeholders and issues), the second of direction setting (identifying and sharing future
collaborative interpretations) and if required the third of implementation (institutionalising the
shared meanings that emerge as the domain develops).
Community-based tourism seeks to increase local people’s involvement and ownership of

tourism at the destination.
Consultation with community members during planning is essential to encourage cooperation

in tourism development. They may raise concerns about pollution, criminality, traffic or
disruption of social conditions through tourism (Pedersen, 2002, p.49).
Finally, one objective of community partnerships is to “reach a level of long-term economic

and cultural sustainability” (Trimarchi and Panucci, 2005, p. 18).
2.5. Destination management
Traditionally, destinations are regarded as well-defined geographical areas such as a country,

an island or a town (Hall, 2000). Thus, the tourist destination is “a geographic local place or
region where some sort of “touristic society” inside the “ordinary” community exists” (Frisk,
1999, cited in Tinsley and Lynch, 2001, p. 372).
“Destinations, because they are often informal alliances between businesses and are also the
people’s home, require special attention from tourism marketing managers” (Laws, 2002, p.
70).
Specific management strategies have been prescribed by Savage et al (1991, cited in Sheehan
and Ritchie, 2005) according to a typology based on the relationship between the

Literature Review
stakeholders’ potential to threaten the organisation and that to cooperate with it. An
“involvement strategy” is advocated when the potential for threat is low and the potential for
cooperation is high.
Within the issue of destination management, it is useful to discuss Destination Management

Organizations (DMOs). Generally speaking, “they coordinate efforts to attract tourists to
their geographic area” (Sheehan and Ritchie, 2005, p. 716). In addition to marketing the
destination, they now also have a policy-making and executing role in their communities.
DMOs are, according to Buhalis (2000, p. 98), responsible for the “planning of the region (or
the destination in general) and have the power and resources to undertake action towards
achieving its strategic objectives”.
Most WHS have a management plan that defines the strategy that will be undertaken so that
the objectives set are achieved. It is part of a tourism development plan (Table 2.5).
Stakeholders have been previously identified.
Table 2.5: Elements of a tourism development plan

How? Who? With what? When?
Management plan
Marketing plan Stakeholders Financial source(s) Time schedule
Communication plan
Source: van Egmond (2004b)
The management plan includes investment and funding, the EIA, the development of human
resources, visitor management, community awareness and environmental measures (ecolabels,
quality mark, environmental award).
Amongst the environmental measures, the methodology known as LAC sets standards and
monitoring indicators based on management and stakeholder concerns. When the quantifiable
standards are not met, impacts have become so negative that the management is prepared to
take mitigating actions such as reducing access and restricting behaviours to avoid further
degradation of resources. Environmental and social conditions each have quantifiable

Literature Review
standards based on desired conditions to know when these conditions are being threatened
(Pedersen, 2002, pp. 56-57).
2.5.1. (World) Heritage site management
“It goes without saying that heritage forms a crucial element of destinations and represents
the chance to release potential for sustainable tourism on the condition that the cultural
infrastructure is preserved and maintained” (Inskeep, cited in Sauerwein and Pechlaner, 2002,
p. 181). In other words, the preservation and maintenance of cultural heritage is a condition
sine qua non for the implementation of ST guidelines.
Studies on the visitors’ interests show that most visitors to WHS have little specialist
knowledge or interest in heritage. Therefore, a careful analysis is needed (Pedersen, 2002, pp.
69-70).
Heritage management patterns (Table 2.6) enable to have an overview of the components
directly linked to heritage management. With this traditional pattern, heritage management is
the core element that deals with heritage resources, economic resources (finance), incoming
people (visitors) and human resources (employees).
Table 2.6: Traditional heritage management
Source: Schouten (2004b)

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WHS require the involvement of the local community in the management, as “state-based
legal systems are incapable of ensuring the holistic and sustainable management of local
immovable heritage” (Mumma, 2004, p. 43).
Management plans carried out at WHS now include the protection of living cultural traditions
and heritage and cultural-resource assessments.
During the plenary session of the UNESCO Conference in Amsterdam (2003), the need to
identify principles, ethics, standards or criteria to ease the involvement of host communities in
the identification and conservation of WH is expressed.
2.5.2. Conservation management
Communities and governments place greater emphasis on the conservation of heritage places
as a result of the expanding interest and appreciation in the events, achievements and
traditions of the past. The conservation of heritage places goes beyond the passive definition
of the significance of the place. It also embraces the active management of the heritage place
so that it can not only be conserved, but also enjoyed by the community without further
deterioration in its condition (Smith, 2005, p. 101).
Pearson and Sullivan (1995, p. 11) summarise the aims of conservation management as the
elucidation of all the values of heritage places, the development of long-term preservation and
the implementation of management practices that conserve the essence and physical form of
the place. According to them, cost planning can play a small but significant role in guiding
conservation decisions that achieve the best value for the governing bodies and the
community.
Conservation plans outline policy or objectives for a heritage place, resulting from a
conservation analysis. Therefore, they are very useful as detailed guides to protect buildings,
grounds, neighbourhoods and features of places with recognised heritage significance.

Literature Review
Table 2.7: The conservation process

The conservation process includes four phases namely interest, production, planning and
management, and intervention (Table 2.7). Conservation management refers to the third stage
of the process.
Conservation and management work rely on values associated with sustainability, viability,
management of traffic or visitors and control of change through design.
2.5.3. Visitor Management
Heritage sites are important as tourist attractions and they continue to be a powerful motivator
in tourists' journeys. Indeed, the built heritage of a place contributes to its appeal as a tourist
destination. It has been suggested that heritage sites should adopt a visitor management plan
in their strategy. Each element is important and a lack of one of them can destroy the overall
visitor experience (Laws, 1998, p. 546).
Before explaining visitor management and visitor management strategies, the importance of
visitor satisfaction has to be taken into account. Visitor management policies aim to limit the
damage of the heritage attraction but should not prevent the visitor to fully enjoy and
appreciate the visit. Kuo (2002, p. 87) agrees: “the process of appropriate visitor
management is an integral part of tourism management. Visitor management includes not
only the development and implementation of regulations and rules with respect to visitor
activity but also aims to create enjoyable visitor experiences in the hope that visitors will
appreciate the value of the site”.
Table 2.8: Generalised flow chart of events in a visit to a heritage site
Laws (1998, pp. 547-548) presents diagrammatically the diverse experiences of tourists
during their visit to a heritage site (Table 2.8). The second flow chart provided (Table 2.9)
deals with the management aspects of a visit to a heritage site; that is the actions that the
managers and staff of the heritage site have to undertake in the preparation of the service to
the customer.
Table 2.9: Generalised management aspect of a visit to a heritage site
Visitor management is “an ongoing process to reconcile the potentially competing needs of
the visitor, the place and the host community” (Tourism and the Environment Task Force

Literature Review
Report, cited in Kuo, 2002). It is an achievable way to limit the negative impacts of tourism
activity.
To achieve the optimum sustainable balance, destinations or stakeholders have to develop

specific visitor management techniques whose key objectives are listed (Table 2.10).
Table 2.10: Objectives of visitor management techniques
Source: Cooper et al., 1998

Table 2.11: Techniques to implement visitor managment
Table 2.11 provides a list of techniques to reach these objectives. Amongst the techniques,
zoning can be highlighted as the IUCN classifies four protection zones:
- Strictly protected zone: no tourist allowed.
- Wilderness zone: tourists allowed on foot or horseback, no motor traffic allowed.
- Limited user zone: activities that are not harmful.
- Development zone: accommodation and facilities.
Table 2.12: Basic Framework questions concerning the need of visitor managment
Before adopting a management plan, the need of a visitor management policy must be
identified. Table 2.12 gives some questions that have to be answered primarily.

Literature Review
To assess visitor preferences and demand, managers can use existing sources (statistics) as
well as collect data through observations, surveys and interviews. These methods provide
useful information in terms of market segments, crowding preferences or spending patterns.
2.6. Conclusion
Heritage destinations and attractions have become important in the modern tourism industry.
People seeking authenticity are more and more numerous; which leads to an increase in the
use of heritage places. As a consequence, the conflict between the site’s need for
conservation and the visitor’s need for access and understanding has emerged (Laws, 2001).
Therefore, heritage destinations must be well managed to minimise the negative impacts of
tourism exploitation.
Millar (1989, p. 9) states that “good heritage management enables the critical balance to be
maintained between the needs of the resource and the needs of the visitor”. This refers to the
guidelines of sustainability: human needs and conservation of the resources at the destination.
Heritage management should establish strategic planning whose central issue is a long-term
plan view (Cooper et al., 1998), and that looks at partnership, sustainable development, and
conservation and visitor management. Moreover, “tourism development requires
considerable planning if it is to be successful and sustainable”. This establishes the link
between the heritage destination, sustainability, stakeholder collaboration and site
management.
Visitor management strategies are important for the exploitation of a heritage site. Firstly,
“effective visitor management can help to sustain the development of tourism in sites where
resources are sensitive” (Kuo, 2002, p. 97). And secondly, appropriate visitor management
concepts maximise satisfying experiences for visitors (Ryan, 1995, cited in Laws, 1998).

Methodology
3. 3. METHODOLOGY
3.1. Introduction
This chapter presents the methodology used for the research process and the reasons why they
have been chosen by the researcher. Both secondary and primary data were used for the
dissertation.
It explains the methods used to obtain secondary data and discusses the method of selecting
interviewees, the types of questions asked.
At the end of the chapter, the limitations of the research are mentioned and the difficulties met
by the researcher in obtaining and analysing the data are shown.
3.2. Research aim and objectives
According to Elias (1986, cited in Veal, 1997, p. 2), the aim of research is “to make known
something previously unknown to human beings”.
The aim of the dissertation is to analyse the development and promotion strategy of the
destination to give recommendations about future development strategies to the site managers.
The collaborative process of the structure(s) responsible for the management of the WHS is
assessed. In order to do so, secondary and primary research has been carried out.
Hence, some objectives of the research are:

- To determine which stakeholders are involved in the management process, if there
is a collaborative partnership between them and if so on which level they
collaborate.
- To assess the interests of the different stakeholders (local and regional authorities,
hotel owners, entrepreneurs, guides, tourism associations, guides, locals and
tourists) and how their interests are being considered.
- To identify the needs for conservation of the site, the already experienced forms of
tourism impacts on both the monuments and the landscape.

Methodology
- To discover if a management plan has been elaborated and implemented at the site,
if it has been successful or not, why and what conclusions can be drawn out from
its implementation.
- To check if propositions and measures to diversify the tourism product and
improve the quality of services were ever made, and if so analyse them and look if
they are based on sustainability or not.
3.3. Secondary data collection
Secondary data are already existing data “collected for some other purpose but which can be
used a second time in the current project” (Veal, 1997, p. 96).
Secondary research was useful because it provided the theoretical background of the study.
The research for the literature review covers general fields as sustainability, cultural heritage
tourism, stakeholder collaboration and destination management.
It helped the researcher save time and money since articles, books, newspapers and websites
used as secondary materials were consulted for free from the library of NHTV1 (Breda, The
Netherlands) and of the FH2 (Heilbronn, Germany).
All the articles found through the Internet were downloaded from the web catalogue of
Dalarna University (Borlänge, Sweden).
The gathering of this data started in November 2004 in Breda and was studied carefully
throughout the year as the topic of the dissertation had already been chosen before the end of
the semester in Breda.
Secondary data collection continued in June and July 2005 at the University of Palermo
(Italy) where books related to the case study of the Valley of the Temples were consulted.
3.3.1. Secondary data sources
Various sources were used to collect secondary data for this dissertation:
1
University of Professional Education
2
University of Applied Sciences
Methodology
- Articles:
Most of the articles were found and downloaded from the web catalogue of Dalarna
University. The others were downloaded from the web catalogue of Bournemouth University.
All of them are written in English and focus on managing a heritage site.
- Books:
Most of them were borrowed from the library of Breda. For the rest, they were borrowed
from the library of Heilbronn. The books providing information about the case study of the
dissertation were mostly in Italian and consulted at the University of Palermo.
The researcher conducted an Internet search before borrowing them so as to find the relevant
books with the right authors and the corresponding titles.
- Lectures:
The lectures performed by Francis Schouten (“The nature of culture and cultural heritage”
and “Managing cultural tourism”) were very useful for the dissertation because they helped
the author have an insight on the field of cultural heritage and material about the needs of
local communities and visitor when in a heritage site. The lecture made by Ton van Egmond
(“Tourism planning”) was also a plus as it provided information about site management.
- Websites:
The articles used for this dissertation were found on the websites of tourism-related
organisations like the WTO, the UNESCO, but also of organisations that are active in
sustainable tourism.
Websites of Italian and Sicilian bodies were used to collect statistics about incoming tourists
to the region and the site.
3.3.2. Secondary data analysis
The analysis of the found secondary data raised problems. The main one consisted in the
relevance of the selected books, articles and journals that had been collected and read.
Indeed, reading was time-consuming and all the materials could not be included in the work.

Methodology
Some data had to be translated and rewritten from German and Italian into English to be
understood by the whole ETM teaching staff.
3.4. Primary data collection
Primary data are new data specifically collected in the proposed research (Veal, 1997, p. 33).
Primary data consist of qualitative and quantitative data. These methodologies include
personal and telephone interviews, observations, postal surveys, mailing interviews, etc.
Field research was conducted in person in Sicily during the summertime of 2005. In this
section, the methods used to gather primary data will be described and explained.
3.4.1. Qualitative research
The qualitative approach to research is designed to “gather a great deal of information about
a small number of people and is used when a full and rounded understanding of the situation
is required” (Veal, 1997, p. 35).
The author of the study used in-depth and semi-structured interviews to obtain primary data.
The interviewer “asks certain, major questions the same way each time, but is free to alter the
sequence and to probe for more information” (Fielding, 1993, cited in Tinsley and Lynch,
2001, p. 376). The main advantage of this qualitative research method lies in the approach
and relationship between the interviewee and the interviewer.
This method proved to be useful for the aim of the dissertation as the persons interviewed
gave unexpected information and provided deeper answers and a wider range of data.
3.4.2. Quantitative research
Quantitative research is about obtaining relevant data in terms of attitudes, behaviours and
performance.

Methodology
The quantitative approach to research “involves statistical analysis and relies on numerical
evidence to draw conclusions or test hypotheses”. Large numbers of people and the use of
computers are needed to check the reliability of the results and analyse the data (Veal, 1997, p.
34).
Part of the dissertation is to formulate adapted recommendations to better promote the

destination. Thus, identifying the needs, interests and expectations of the tourists visiting the
archaeological site of Agrigento is important.
However, carrying out a quantitative research was not sufficient to fulfil this objective.
Nevertheless, one tourist was interviewed, but the sample is too small to be considered as
quantitative research.
Furthermore, time for the writing up of the dissertation was too short to combine both
research methods.
Therefore, the researcher chose to focus on the qualitative methodology.
3.4.3. Design and realisation of interviews
The researcher carried out interviews to answer the research objectives mentioned above.
Through interviews, information was obtained about the involved stakeholders in the
management process of the site and about their respective interests as well as their points of
view concerning the heritage attraction and its development and promotion.
In the case of the dissertation, personal interviews appeared to be the most appropriate and
were conducted in the month of July. Appendix 18 provides information about the interviews
realised (date, title, name and function of the interviewee, language and place of the
interview).
Although some questions were the same for all interviewees, specific problems were tackled
depending on the function of the interviewee.
Most interviews took place at the working place of the interviewees because it was more
convenient for both the author of the research and the interviewee. The interviewees were
contacted by telephone and email.

Methodology
Interviews with the site managers and employees from local and regional authorities tackled
specific questions about the quality of the resources of the site like:
- Which pressures and threats are identified?
- Which security and protective measures are in place?
- What is the nature of the impacts of tourism?
Interviews with professors and inhabitants included specific questions concerning the quality
of life around the site like:
- Is the income generated equally divided among local people?
- How are visitors perceived by local inhabitants?
- Are the local arts and crafts sustained by the flow of tourists?
Interviews with local users dealt with questions about the quality of the experience the visitors
could have had like:
- Is the site easy accessible to individual visitors?
- Are there appropriate retail opportunities for visitors?
- How are the tourists informed of the significance of the site?
3.4.4. Primary data analysis
Unstructured interviews with open-ended questions make the primary data analysis more
difficult than structured ones with close-ended questions.
The analysis of the data obtained from interviews was made through the notes of the
interviews. The information collected was classified according to the topic of the question.
This facilitated the comparisons between interviews and the structuring of the Chapter 5. It
was necessary to compare the answers of the interviewees because they were from different
professional backgrounds.
In the case of this dissertation, all interviews were written down. The interviewees were
helpful to not talk too quickly and let the researcher write. As a consequence, the
transcription of the answers saved time. The interviews also helped to gain knowledge on the

Methodology
different bodies at the local and regional level which are in charge of the heritage site
management.
3.5. Limitations and difficulties of the research
The author encountered difficulties related to secondary and primary research. Limitations of
the research will also be presented in this section. The main limitation was due to time. As
Veal (1997, p. 49) points out, “students may have available only their own labour and no
other resources and may be required to submit a report by a specified date”.
3.5.1. Secondary data
It was necessary to collect secondary data from the first semester because reading and
analysing the literature was time-consuming.
From mid-June to mid-August, the researcher spent time for field research and focused on
primary data, so he could not have access to libraries in any ETM centre. The theoretical
material in the summer period was obtained through the Internet. A short stay in Breda after
field research was useful to add some relevant references.
Another difficulty was to select the most relevant data to the topic due to the huge amount of
information.
3.5.2. Primary data
As the field research was conducted in summer when the peak tourism season in Sicily occurs,
all the potential interviewees were there. However, some could not be interviewed because
they did not want to or they did not have time. The language barrier did not constitute a
problem as the interviewer could speak Italian. The difficulty was to translate the notes in
Italian into English. A wide range of stakeholders responded to the interviews.

Methodology
Some sustainable concepts (e.g. LAC) were unknown to the interviewees so the author had to
explain the notion for them.
Although a research project based on triangulation (using both methods to complement the
information) is said to increase the reliability of the findings, no quantitative research was
realised. Interviews of visitors to the site were not carried out, because the interviewee was a
tourist himself and could make observations.
The lack of access to official sources such as statistical reports (country of origin, purpose of
the visit, etc.) and management plans launched at the site raised problems in the determination
of a visitor profile and in the analysis of the policies implemented so far.
3.6. Conclusion
This chapter presented the methodology adopted to carry out the research of the dissertation
and explained why the selected approach was chosen. The research aim and objectives were
mentioned. A discussion about the limitations and difficulties of the research was also
included. The information collected in the frame of the research is proved to be reliable and
valid. The findings of the primary research conducted in Palermo, Agrigento and Catania will
be described in the Chapter 5.

The Valley Of The Temples
4. THE VALLEY OF THE TEMPLES
4.1. Introduction
Firstly, the tourism situation in Italy is described and analysed. An introduction about the
importance of cultural and heritage tourism sets the context of the study.
Then, the legal and administrative framework is provided. The researcher will explain the
main laws and regulations and say in what sense they affected Sicily, Agrigento and the site.
The main organisations and structures related directly and indirectly to tourism at the regional,
provincial and local levels are presented. Their basic roles and their relationship with the
archaeological area are identified.
Finally, tourism in Sicily and the Valley of the Temples is introduced with a historical
description and significance of the different Temples as well as some other attractions located
at the site. Figures about the incoming tourists and the tourism receipts will be given.
4.2. Tourism in Italy
4.2.1. Tourism in Italy
In 2002, Italy ranked at the fourth place of the world tourist destinations (and third in Europe)
with 40 million international arrivals and accounted for 5.7% of the total tourist international
arrivals (Figure 4.1).
The summary of Tourism Statistics (2001, available on www.istat.it) highlights that more and
more visitors choose alternative destinations as the biggest Italian cities of art.
According to Buhalis (2000, p. 109), “themed or alternative tourism enables destinations to

provide unique experiences”. Hence, Italy can develop culture, art, fashion cuisine themes.

Figure 4.1: World’s Top Ten Tourism Destinations (2002)
4.2.2. The importance of cultural heritage in Italy
Italy is “renowned for its cultural heritage from all periods, from the Roman period to the
present” (Aplin, 2002, p. 266).
Among the properties listed as WHS, 38 are located in Italy: 37 for cultural criteria and one
for natural criteria. That makes Italy the biggest country in terms of WHS along with Spain.
However, if only cultural properties are taken into account, Italy becomes the only leading
country before Spain (36), Germany (29), France (27) and China (26).
Cultural attractions in Italy represented the most solid tourist attractions during the period
1999-2003. However, after growing tremendously in the 1990’s, museums, art galleries and
historic buildings and sites registered stagnant trends in terms of visitor numbers in 2002-

2003 due to a general slowdown in the number of arrivals (Summary of Travel and Tourism
in Italy, 2003, available on www.euromonitor.com).
4.2.3. Management of heritage sites in Italy
According to Aplin (2002, p. 267), cultural heritage sites in Italy seem to have been
“conserved for a long time, largely by private individuals, local or possibly regional councils,
and, crucially, by the Roman Catholic Church”. But the Catholic Church conserves mainly
religious heritage buildings such as churches, basilicas.
The Ministry of Cultural Property and the Environment was founded in 1974 by the
legislation. In 1998, heritage functions among which “landscape management” were
transferred to the newly-created Ministry of Cultural Properties and Activities which is
constituted by two main bodies.
On one hand, the Central Office of Architectural, Archaeological, Artistic and Historical
Properties (UCBAAAS) is responsible for the “management and development of national
government properties and for the oversight of properties under the control of the regions,
more local levels of government, and private bodies and individuals”.
On the other hand, the Central Office of Environmental and Landscape Properties (UCBAP)
is concerned with “broader historical and cultural landscape issues as one aspect of its
environmental concerns” and acts as the “coordinating body for management of Italy’s WH
properties”.
As stated in Aplin (2002, p. 267), the many Soprintendenze3, who are responsible for the
regional implementation of these national programs and for the coordination between the
different levels of government, can be added as other relevant bodies.
However, managing heritage sites in Sicily is slightly different from the Italian context as the
island is “politically responsible for its cultural heritage” (Towse, in Rizzo and Towse, 2002,
p. 17).
3
Superintendences
4.3. Legal framework
4.3.1. Statuto speciale della Regione Siciliana
The special Status of the Region of Sicily was approved by the regional decree n° 455 (1946)
and became the constitutional law n° 2 (1948). It was then modified by the constitutional
laws n° 1 (1972), n° 3 (1989) and n° 2 (2001).
The Status defines the regional political bodies and their functions in terms of legislative,
executive and judicial power as well as the decision-making process.
Sicily is an autonomous region and acts as a moral person (Art. 1).
The different bodies of the Region are the Assembly, the Giunta and the President of the
Region. The last two bodies form the Government of the Region (Art. 2).
The regional Assembly, which is composed by 90 deputies elected for five years and
representing the entire region (Art. 3), has the exclusive legislative power concerning the
fields of tourism, hotel control, landscape tutorship, conservation of the antiquities and artistic
works and masterpieces (Art. 14, n).
The President of the Region is elected. He names and revokes the regional Ministers. His
mandate can be renewed only once. The regional Giunta is an assembly made of the
President and the regional Ministers (Art. 9).
The President and the regional Ministers have executive and administrative functions within
the Region (Art. 20). The President acts as the Prime Minister and represents the Region.
Along with the Ministers, he takes part in the Council of Ministers; with deliberative vote in
the fields the Region is responsible for (Art. 21).
Regional Laws are made and approved by the Assembly and the regulations for their
execution are issued by the Regional Government (Art. 12).
Laws are promulgated by the President of the Region, published in the Official Journal of the
Region and are effective ten days after their publication (Art. 13).

Provincial circumscriptions and their related bodies and public entities are suppressed in the
sphere of the Region of Sicily (Art. 15).
4.3.2. The ministerial decree n° 1444 (1968)
The introduction in Italy of construction standards followed a decade of intensive and

inordinate zoning development, especially in Agrigento, Florence and Venice. In July 1966,
despite all the existing norms (zoning, construction, environmental and tutorship of the
archaeological heritage) in Agrigento, already 8, 500 constructions had been built around the
Valley of the Temples without authorisation. Consequently, an enquiry commission adopted
the creation of urban plans to stop this phenomenon of abuse and speculation.
It was less about the environmental disaster than about the consequence of the passivity of the
administration concerning the abuse and the lack of investment to avoid environmental
matters. Marescotti (1981, p. 249) describes it as “the social cost of the uncontrolled
development and environmental devastation”.
Therefore, the law n° 765 (1967) introduced measures about the municipal planning:
deadlines for the adoption of plans, interdiction of division into lots in the absence of a plan,
limitations to the indices of constructability, administrative and penal sanctions for the
building without license.
Within the ministerial decree n° 1444 (1968), the limits of construction density (Art. 7),
height (Art. 8) and distance between the buildings (Art. 9) are set. The Valley of the Temples,
as being “part of a urban territory with historic, artistic or of particular environmental value”,
is considered as an homogenous territorial zone (Art. 2).
The limits of construction density are set through a classification into five zones. Zones A are
zones where the construction density should not be higher than the existing construction, in
the case of operations of conservation. The edification of new buildings is forbidden. In the
zones B, C, D and E, constructions are allowed but strongly limited. The Valley of the
Temples is delimited into five zones following the same rule.

This decree, known as decree Gui Mancini from the Minister who initiated it, has been
modified and completed several times since then. The Legislative Commission “Culture,
Training, Work” (1998) subdivided the site into three distinctive zones (Art. 2 on the
delimitation of the Park):
- Zone 1 -> archaeological area
- Zone 2 -> environmental and landscape area
- Zone 3 -> natural area
4.3.3. The regional Law n° 20 (2000)
The Park has been an autonomous entity since the regional Law n° 20 of November, 3rd 2000.
The Art. 1 defines the new status of the Archaeological and Landscape Park of the Valley of
the Temples and its competencies: tutorship and valorisation of the archaeological,
environmental and landscape properties. It covers areas such as identification, conservation,
study, research, safeguard, valorisation and promotion of these properties to cultural,
scientific, didactic and recreation ends.
The Park is delimited in three zones (section 4.3.2.) and its borders can not be modified
downwards (Art. 2). In the three zones, it is strictly forbidden to build new constructions.
The Art. 3, 4 and 5 define the activities allowed in the respective zones: actions of
excavations and archaeological research and of restoration, conservation and valorisation of
the monuments in respect to the archaeological and landscape environment (zone A);
temporary modifications and transformations of existing constructions (zone B);
modifications and transformations of existing constructions into services for scientific, social,
recreational, cultural and tourism (zone C).
The perimeter of the Park can increase but any modification must be approved by the regional
Minister of CEP on a proposition made by the Council of the Park (Art. 6).
The Park is submitted to the control of regional Ministry of CEP (Art. 11). All the
deliberations of the Council are executive and must be communicated to the regional Minister

of CEP. The acts of the Director are executive immediately and can be suspended by the
President of the Council within ten days after their publication.
The Art. 14 on the redaction of the plan defines the making-process and deadlines to be
respected for its elaboration. The plan introduces the direction taken for the use of the
territory and for a better promotion of the Park.
Within six months after the nomination of the Council, the redaction of the plan had to be
completed. The plan is adopted by the Council twelve months after its redaction. The plan is
approved by decree of the regional Minister of CEP within four months after its presentation
at the Ministry. In case of re-elaboration of the plan, the Council has to do it within four
months.
The Superintendent of CEP controls the territory of the Park. Abusive acts of construction
will likely lead to the demolition by the team of intervention if the Superintendent decides so.
The lawbreaker or landlord of the place may be given administrative and financial sanctions
(Art. 15). The regional Minister of Agriculture and Forests appoints a team of intervention
made up of forest guards with duty of control and execution of the sanctioning ordinances
from the Superintendent (Art. 16).
4.3.4. Proposition of law on the reorganisation of the tourism sector in

Sicily
As stated in the Art. 14 N of its Status, the Region of Sicily has the exclusive responsibility
for tourism in the island. The classification in stars of the accommodation facilities was
adopted in Sicily 13 years after the national normative. The agrotourism had to wait nine
years.
As a consequence, the Parliament of Sicily decided to propose a new law (n° 135, 2001)
based on the main principles of the national law which sets the frame of the Reform of the
national legislation of tourism that defines the instruments of tourism policy in Italy.
The present proposition of law is based on the constitution of consultation bodies that will
join the activity of the regional Ministry of Tourism, Communication and Transport (ATCT):

the regional Conference of Tourism, the Regional Council of Tourism and the Agenzia di
Promozione Turistica Regionale4 (APROTUR).
These three new tourism bodies have been created in order to fulfil two objectives:
- recreate a consultation between the public and private sectors that is currently
absent and left under the responsibility of the government in place; and
- adhere, also in Sicily, to the decisions of the Central government with the last
interventions.
The AAPIT will be abolished and their heritage competences will be transferred to the
Assessorati Provinciali del Turismo5 (APT) and remain in the hands of public authorities at
the provincial level (Art. 6 of the proposition).
The Art. 7 of the proposition deals with the constitution of the APROTUR. The national
Government has already acknowledged the inefficiency and insufficiency of the ENIT.
Hence, it issued a decree to create the APROTUR, a private entity whose role is to promote
and market tourism in Italy. Sicily needs urgently the support of such a structure that will
manage privately the tourism sector and economy on the island.
4.3.5. UNESCO cultural criteria of the Valley of the Temples
The UNESCO defines criteria for the inclusion of cultural properties in the WHL. According
to the Art. 1 of the Convention, are included in the WHL:
- monuments that are “architectural works, works of monumental sculpture and
painting, elements or structures of an archaeological nature, inscriptions, cave
dwellings and combinations of features, which are of outstanding universal value
from the point of view of history, art or science”;
- groups of buildings that are “groups of separate or connected buildings which,
because of their architecture, their homogeneity or their place in the landscape,
are of outstanding universal value from the point of view of history, art or
science”;
4
Agency of Regional Tourism Promotion
5
Provincial Ministry of Tourism
- sites that are “works of man or the combined works of nature and of man, and
areas including archaeological sites which are of outstanding universal value from
the historical, aesthetic, ethnological or anthropological points of view”.
The archaeological area of Agrigento refers to the third category. As a WHS (since 1997), it
is considered to be of “outstanding universal value” for the purpose of the Convention
because the Committee found that the property met the following criteria:
- representing a masterpiece of human creative genius;
- exhibiting an important interchange of human values, over a span of time or within
a cultural area of the world, on developments in architecture or technology
monumental arts or town-planning and landscape design;
- bearing a unique or at least exceptional testimony to a cultural tradition or to a
civilisation which is living or which has disappeared; and
- being an outstanding example of a type of building or architectural or
technological ensemble or landscape which illustrates significant stages in human
history.
4.4. Administrative framework
4.4.1. Parco
Table 4.1: Administration of the Park of the Valley of the Temples
The function of the Administration of the Park (Table 4.1) is defined in the Art. 1 of the
regional Law.
Its members were nominated from 2001 by the regional Ministry of CEP, worked previously
in public offices of local, provincial and regional authorities and were directly transferred to
this new structure.
According to the Law, the Administration should be composed of 337 employees but only
101 persons are currently working for it.
Apart of the Administration, three bodies work for the Park: the Council, the Director and the
revision committee.

The Council (Art. 8 of the regional Law) is composed by:

- (a) a leading member of the regional Ministry of CEP, named by the Minister and
working as the President of the Council;
- (b) the President of the province of Agrigento;
- (c) the President of the Chamber of Commerce of Agrigento;
- (d) the Superintendent of CEP of the province of Agrigento;
- (e) five university Professors from the areas of archaeology, agrarian sciences,
urban planning sciences, tourism economy and geology, selected by the regional
Minister of CEP;
- (f) an archaeological expert appointed by the UNESCO and the ICOMOS; and
- (g) an expert appointed by the national Minister of CEP.
The Director and three experts of cultural and environmental associations are also involved in
the Council and have a consultative vote. The regional Minister of CEP chooses the
associations which carry out tutorship, safeguard, valorisation, study and research activities
connected to the Park and name one member to be represented in the Council. A leading
member of the Administration of the Park is the secretary.
The term of the Council lasts four years. The Councillors (a), (f) and (g) can have their
mandate renewed only once.
The Council (Art. 9):

- adopts the plan of the Park;
- approves the three-year plan of activities which plans interventions of
archaeological research, of restoration, maintenance and conservation of the
archaeological heritage, the cure and restoration of the environmental and
landscape, the restoration (through expropriation too), to cultural and social ends,
of the existing buildings inside the Park and the realisation of transport and
telecommunication networks between the Park and the town of Agrigento;
- approves the financial balance sheet and the yearly report which must correspond
to the management criteria; and
- sets regulations which define the activities that are forbidden and the ones that can
be undertaken at the site.

The Director is appointed for four years by the regional Minister of CEP and must be a
current technical manager with a ten-year experience in an office of the regional Ministry and
skills in the management, organisation and administration fields. His term can be renewed
only once.
The Director organises the administrative affairs of the Park, supervises the staff and the
organisation of services, makes the directives of the Council be executed and gives feedback
every semester to the regional Ministry and the Council (Art. 10).
The revision committee is named by the regional Ministry and is composed by three
accountancy experts who check the financial policy and results of the Park (Art. 12).
The provisional balance sheet must be approved by the Council on proposition of the Director
and transmitted to the regional Ministry which must then approve it (Art. 13).
4.4.2. Fondo per l’Ambiente Italiano (FAI)
The FAI6 is a non-profit foundation working for the safeguard, restoration and opening to the
public of Italian art and natural places. 36 properties in Italy are now under its tutorship. The
Garden of Kolymbetra has been run by the FAI since 1999 when it was received as a free
concession from the Region of Sicily for 25 years. The FAI is in charge of the restoration and
maintenance of the landscape; but not of the conservation of the monuments (responsibility of
the Administration of the Park).
For all school students, animated, guided and themed visits that enhance the discovery of the
nature of the place and encourage the learning experience (didactic laboratories) are organised.
Even though the FAI has an important role at the site in terms of maintenance of the
landscape, the association does not have any member within the Council of the Park.
4.4.3. Regional Tourism Organisation
The regional tourism organisation is structured as follows:
6
Fund for the Italian Environment
- The ATCT on the regional level is the most important public tourist organisation
and defines the political guidelines for all Sicily.
- The AAPIT are nine (one in every province of Sicily) technical public tourist
organisations which work for the promotion of the provincial territories. However,
the Parliament of Sicily issued a new proposition of law concerning the tourism
reorganisation of Sicily and decided to repeal the AAPIT (section 4.3.4.).
- The APT are also nine. They have the same competences as the AAPIT but they
are provincial government organisations.
The Assessorato dei Beni Culturali e Ambientali7 is the regional organisation responsible for
the heritage on the island. It is based in Palermo but it has nine Soprintendenze, one in each
province of the region, that have the same function but on the provincial level.
The regional Law n° 80 (1977) describes the conditions for the tutorship, valorisation and
social use of the CEP in the regional territory and instituted the Superintendences that are
structured in technical-scientific sections.
4.4.4. Other bodies
The mayor of Agrigento is the only representative of the local community within the Council.
The municipality receives 30% (reinvested in the site) of the revenue obtained through the
exploitation of the Valley of the Temples.
The Chambers of Commerce (nine in Sicily) are public entities in Italy that represent the
public interests of all the registered companies of the province. The President of the CC of
Agrigento is also a member of the Council.
Based in Agrigento, I Luoghi dell’Arcadia is a consortium of local companies who cooperate

for the management and valorisation of museums and cultural sites. It is responsible for the
ticket sales and the Regional Archaeological Museum and gets therefore 13.5% of the total
tourism receipts generated from the site.
7
Regional Ministry of Cultural and Environmental Properties
4.5. The Valley of the Temples
4.5.1. Tourism in Sicily
Sicily, thanks to its wide range of products, from rural tourism to cultural tourism and from
mountain trips to seaside resorts, attracted over 4 million tourists in 2004, spending more than
13 million overnights there (Figure 4.2).
Islands, due to their geographical situation, are more fragile than mainland destinations.
Therefore, the question of resource conservation is a serious matter. Smith (2003, p. 77)
points out that “islands generally a rich diversity of landscapes and cultures, hence the
protection of the islands has increasingly become of paramount importance since their
resources are more limited than those in the mainland destinations. The heritage, culture and
identity of their people is arguably more fragile.”
Figure 4.2: Tourist arrivals in Sicily (2004)
Arrivals Overnights
Italians 2, 682, 671 8, 291, 736
Foreigners 1, 496, 842 4, 951, 054
Total 4, 179, 413 13, 206, 790
Source: ISTAT (2005), Movimento Turistico in Sicilia
A recent strategy by the Italian Ministry of CEP helped to promote visits to museums and
archaeological sites through the introduction of new services and led to the growth of cultural
tourism in Sicily. Thanks to the introduction of plans for improvement, the number of visitors
to Sicilian cultural heritage has grown tremendously (Rizzo and Towse, 2002).
One third of the total visits to cultural attractions in Italy are made in Sicily. For example, in
1998, they were 3.8 million out of 11.2 million Italian and foreign visitors recorded to have
visited Sicilian cultural assets (Figure 4.3).
Touring Club Italiano conducted an international survey in 1999 on tourism demand. It

turned out that Sicily ranked fourth among the known Italian sites (after Rome, Venice and

Milan), sixth among the most desired tourist destinations but only the tenth region in terms of
visited sites; which means that at that time the region had a great - unexploited - potential for
tourism.
Figure 4.3: Visitors per province in Sicily, 1998-99
Source: Assessorato dei Beni Culturali (2000)
Sicily is mainly perceived as a traditional land of art and the “concept of sicilianity” is often
expressed. However, if attention is paid to the promotion of the island, the beach tourism
offer is much more developed than cultural tourism (First Report on Tourism in Sicily, 2001).
4.5.2. History
Coastal areas of southern Italy have been colonised from Greeks before the invasion by
Romans. Therefore, still today there is evidence of that civilisation, which flourished between
the 8th and 5th century B.C.
Sicilian history is helpful to understand the history of Agrigento and the variety of cultural
sites. The different civilisations (Greeks, Phoenicians, Romans, Byzantines, Arabs, Normans,
Angevins and Spanish) which have succeeded one another on the island have indeed left a
rich archaeological heritage in the territory (Agrigento, Segesta, Selinunte and Syracuse).
Akragas was founded around 582 B.C. by a group of Rhodian settlers from Gela on the rocky
plateau which dominates the surrounding plains and a wide sea stretch. The new city took its
name from the river nearby river. The city prospered rapidly to become one of the biggest
cities in Greek Italy. This golden age lasted until 406 B.C. when the Carthaginians pilled the

city. Like Sicily, after the Roman times, it experienced a long period of Arabian and Norman
domination.
4.5.3. Presentation and significance of the chosen monuments
All the Temples in Agrigento, which were erected within a century, are Doric and conform to
the hexastyle8 format. All of them face east, which was a common Greek and Roman criteria,
so that the statue of the divinity in the cella9 (formed by four columns: two at the east in the
pronaos10 and two at the west in the opisthodomos11) could be illuminated by the rays of the
rising sun.
Originally built of limestone tuff, the buildings were restored by the Romans respecting their
original Doric style. Their subsequent state of disrepair has been put down either to seismic
activity or the destructive fury of the Christians. The Valley is now an archaeological park in
surrounded by almond trees.
Table 4.2: Topographic map of the Valley of the Temples
Only some Temples will be analysed. The Valley of the Temples is quite vast and many parts
are not visited. Therefore, the archaeological monuments that have been subject to deeper
analysis are: the Temple of Castor and Pollux, the Temple of Olympian Jove, the Temple of
Hercules, the Temple of Juno, and the Temple of Concorde (Table 4.2).
Three other Temples belong to the Valley: the Temple of Asclepius (Esculapius), the Temple
of Hephaistos (Vulcan) and the Temple of Demeter.
The Temple of Castor and Pollux (Dioscuri), which was built in the early 5th century B.C.
and dedicated to Leda and Zeus’ twin sons, is the symbol of Agrigento. Only four of the 34
columns remain standing. Hence, it is difficult to calculate its dimensions. Two altars12 have
been found close to it. The Temple is indeed situated in the middle of an important sanctuary
area dedicated to the Chtonic deities (Demeter, Persephone and Dionysus).
8
with six columns at the front
9
central part of the temple, divided into three rooms (Pronaos, Naos, Opisthodomos)
10
front part of the cella
11
back part of the temple, where the offerings and cult objects were kept
12
stone on which sacrifices were made to the gods
The Temple of Olympian Zeus (Jupiter) was built to thank Zeus after the victory against the
Carthaginians at Himera in 480 B.C. The only Temple with seven columns at the front was
one of the largest in ancient times. 38 giant statues called Telamoni filled the spaces along the
colonnade and had structural, aesthetic and allegorical functions. The vast mass of ruins is
now spread over the huge area.
The Temple of Heracles (Hercules), built in 520 B.C., is the oldest and is the symbol of the
power and strength of Hercules, the national hero of Sicily and Agrigento. Today, nine of the
original 38 columns remain standing. Its measurements are close to those of the Parthenon in
Athens. Many archaeologists have considered it as one of the beautiful monuments of
antiquity thanks to its fine architecture and rich fittings.
The Temple of Concorde is the only Temple still standing in the Valley. Erected around 430
B.C., it remains unclear to which god it was built. The name Concorde comes from a Latin
inscription found nearby. Its rather intact aspect is partly due to its conversion into a
Christian church in 597.
The Temple of Hera Lacinia (Juno) was dedicated to the goddess of marriage and birth. It
was built in 470 B.C. on the highest point of the Valley (120 meters above the sea level) and
set on fire by the Carthaginians in 406 B.C. Initially constructed with 34 external and four
internal columns, 25 have remained standing, nine are broken and four are completely missing.
4.5.4. Other attractions of importance at the site
The Archaeological Regional Museum has displayed, since its opening in 1967, one of the
most important collections of discoveries from Magna Grecia. The Latin inscription of the
Temple of Concorde saying “Concordiae Agrigentinorum Sacrum Republica Lilybitanorum
dedicantibus13” and a full size reconstruction of one of the Giants of the Temple of Olympian
Zeus are exhibited inside.
Excavations in the Hellenistic Roman Quarters have revealed a large complex of rich
houses with painted and plastered walls, mosaic floors and water channels. These features
13
“the Republic of the Lilybetans raised a temple in honour of the Concorde of the Agrigentines”
and the drainage system, the shops and the taverns show the high standard of living enjoyed
by the Akragantans. Many mosaics are decorated with animals or geometric motifs.
The Necropolis of Agrigento are scattered in various districts. All Christian and Byzantine
cemeteries were situated inside the city walls whereas the Greek and Roman ones were
outside. Many objects of great artistic value (vases, coins, statues and sarcophagi) have been
discovered in the Greek necropolis. The Roman burial-grounds are poor tombs (except
Theron’s tomb) buried under the earth surface. Traces of the frescoes and pieces of fossilised
bones can be seen in the Christian cemeteries.
4.5.5. Statistics
Figure 4.4: Receipts and visitors at the Valley of the Temples for the year 2002
Statistics (Figures 4.4, 4.5, 4.6 and 4.7) about the number of incoming tourists to the site and
the tourism receipts are provided for the years 2002, 2003, 2004 and 2005 (until May).
Before 2002, statistics are not relevant because the visit of the Garden of Kolymbetra was
without fee. Thus, some tourists did not pay and were not counted in the statistics. In 2002, it
was possible to pay a “cumulative” ticket for another site and visit the Valley. That is why
the figures do not match. For 2002, the paying and free tickets are those bought or issued
directly at the site. The total tickets correspond to the total number of visitors.
These statistics only include the revenue generated from ticket sales. The Park has two other
sources of revenue: the Assessorato and the leasing of pieces of land belonging to the Park
and rent by private owners. Neither is included the revenue generated from the sale of crafts
at the site because the retail outlets are privately-owned.
The site is experiencing a period of stagnation in terms of visitor numbers and of growth in
terms of tourism receipts. This stagnation trend of visitor arrivals will probably continue in
2005. Indeed, after the end of May, 248 121 persons had been registered (instead of 252 064
visitors in 2004). However, it seems that the growing tourism receipts may slightly slow
down. Ticket sales generated 583 290 € (instead of 587 114 € in 2004 for the same period).
In spite of decreasing arrivals, the revenue grew between 2002 and 2004 due to the ticket
price augmentation in 2004.

From 2002 to 2003, visitor numbers went down by 11.27 % and up again between 2003 and
2004 (+ 3.97 %). Cumulative tickets were counted in the statistics in 2002 and not any more
in 2003; which may explain part of the decrease.
The decrease in receipts (- 2.53 %) between 2002 and 2003 corresponds to the introduction of
the school programme in April and May. From 2003 to 2004, the receipts increased
tremendously (+ 9.53 %). This increase is partly due to the ticket price being more expensive.
There is seasonality at the site. The busiest months are in April, May and August. Most
schools come to Agrigento for the archaeological programme in April and May (section
5.5.1.). In April and May, the Park does not earn so much from ticket sales because school
students who do not pay for the ticket represent the largest audience. Sicilian families usually
go on holidays in August. Some of them are assumed to visit the Valley of the Temples
during their vacations. August is the month where the biggest revenue is generated.
4.6. Conclusion
Cultural tourism has a great potential in Sicily. If the archaeological area was suitably
exploited, the statistics could be much higher. This lack of proper exploitation does not
concern only the site itself but tourism in Sicily in general. Other problems will be tackled in
the Chapter 5.
Managing heritage sites in Italy and Sicily is different since the island has a strong cultural
and political identity and the Region benefits from a special status.
The organisations and bodies involved in tourism at the regional, provincial and local levels
as well as in the management of the site have been presented and their diverse roles have been
identified according to what is stated in the laws.
This Chapter sets the frame in which the research has been carried out and serves as an
introduction to the analysis of the main findings.

Main Findings
5. MAIN FINDINGS
5.1. Introduction
The Chapter analyses the data gathered through the research process and takes into account
the literature review. It tackles the questions posed in the research objectives.
Research from Giovanni Montemagno (2002, p. 85) about heritage and tourism in Sicily has
led to two conclusions: “Sicilian cultural authorities have focused their attention and
resources on the Greek-Roman archaeology; visitors are exclusively concentrated in
archaeological sites indicated by tourist organisations who are following set cultural
guidelines.”
Policies in accordance with the achievement of two goals have been set to develop the region:
“the distribution of tourists over a wide range of destinations, avoiding or reducing the risks
deriving from the concentration of mass tourism and the prolonging of the tourists’ length of
stay in the city or region.”
Agrigento is dependent from tourism but tourism there is limited to the Valley. Only a few
enterprises benefit from tourism. The two goals formulated above could lead to an increase in
overnight stays, which would generate an extra income for the island and contribute to the
creation of direct and indirect employments. Therefore, the main purpose of the local
authorities is to prolong the average tourists’ length of stay by promoting the site and the town.
For a clearer understanding of the results, the findings will be divided in four categories
according to the main issues of the analysis: the importance of sustainability in the
partnerships, the stakeholders and how they collaborate in practice according to their interests,
the current state of affairs of the plans and the activities carried out by the different
stakeholders to fulfil the set objectives.

Main Findings
5.2. Importance of sustainability
In tourism planning, to safeguard the resources, “sustainability means staying within a

destination’s ecological and social carrying capacity, protecting both cultural heritage and
natural biodiversity”. It involves monitoring the visitor impacts on resources and managing
them to minimise damage (Parker, 2000, p. 84).
Recent initiatives by hotels and tour operators have promoted environmental responsibility
(e.g. water management systems, set of sustainable rules). M. Vullo (President of the hotel
association, 2005) admits that hotel association is elaborating a sustainable Charta for the
hotel operating. However, “cross-sector partnerships make it more likely that these initiatives
will result in sustainable outcomes” (Selin, 2000, p. 130).
Collaboration and partnerships in tourism planning give “greater consideration of the diverse
economic, environmental and social issues that affect the sustainable development of
resources” (Appendix 5).
Other organisations highlight the importance of sustainability for the exploitation of the site.
The CC valorises the “archaeological, cultural and natural resources in order to combine the
best visitor flux with the safeguard of the heritage” (Dr. Virgilio, Vice-Secretary General of
the CC of Agrigento, 2005). The purpose of Legambiente is to “promote sustainable
development in the Park” through their conception of management (Arch. Fontana, President
of Legambiente, 2005). Dr. Infantino (Secretary General of the Park, 2005) indicates that
sustainability practices (proper use of the monuments) will bring social, economic and
tourism development. The Administration of the Park carries out activities of conservation of
the landscape and of the monuments so that the future generations can still exploit the site.
In Bonaire, a too informal collaborative process in the tourism-policy making has undermined
efforts at sustainability (Parker, 2000, p. 95). Therefore, Sicily, as an island with limited
resources, needs an efficient and effective participation by all stakeholders.

Main Findings
5.3. Stakeholder collaboration
5.3.1. Collaboration within the Council
The Council is made of different members from diverse organisations (Table 5.1). Some
members have the right of vote (in black) and some have a consultative power (in blue). Each
voting Councillor has its own voice whereas the three association members and the Director
of the Park have a limited power as they are only consulted.
Table 5.1: Composition of the Council of the Park
President
President President
Chamber province
Commerce Agrigento
Council
Mayor Director
Agrigento Park
5 3 members
Professors associations
Butler (1999) proposes five levels of participation and decision-making power, ranging from
the least to the most involvement. These are imposition, petition, advice, representation and
equality. The Council has the characteristics of the fourth one: all the members represent
their own organisation or level.

Main Findings
However, it is not equality as some organisations (e.g. five University teachers) are better
represented. As Hall (1994, p. 52) states, the power of stakeholders is often unequal.
The archaeological expert from the UNESCO was never named and the expert appointed by
the national Minister of CEP never came. Among the five University professors being
nominated, only four were regularly present (Arch. Fontana).
It is important to note that the first two members who did not come at all are the only ones to
not be appointed at the regional level. The assumption is that the present site receives only
close attention from the Region.
The Council is a fully public sector partnership. In Italy, Chambers of Commerce are public
structures (Dr. Chiriaco, President of the CC of Palermo, 2005) whose Presidents represent
the public interests of the provincial entrepreneurial community (Dr. Virgilio). In decision-
making, public policy choices include “resource protection, attention to social and cultural
impacts” (Parker, 2000, p. 84). These issues are indeed taken into account by the site
management (section 5.2.).
A close collaboration between the private and the public sector is required (Buhalis, 2000, p.
108).
Even if the private sector is not involved according to the law, in practice the voice of the
hoteliers is “heard and taken into account”. The Councillors and the hotel owners “share
common interests and have the same way of thinking”. Furthermore, there is a “relationship
of friendship” (M. Vullo).
Hoteliers do not attend physically the Council meetings but morally, they are involved in the
process. They were even consulted for the realisation of the plan of the Park (M. Vullo).
The question of relationship is more than important in Sicily. As Prof. Ruggieri (Prof. of
Tourism Economy, 2005) says, “relationships between people are different; people here are
closer to each other”.
The “socially equitable tourism development depends on participation by all sectors of

society in decision-making about development options” (Bramwell and Lane, 2000, p. 4). The
absence of private partners within the Council may lead to lack of consensus concerning the
development strategy at the site as the access to the Valley of the Temples (section 5.4.1).
Main Findings
The Council meetings put emphasis on the elaboration of the plan, the tourism development
strategy of the Park and the mobility inside the area.
5.3.2. Other collaborations
Partnerships are limited to short-term projects. The different stakeholders have not
recognised yet the need for collaboration. “In Sicily, people do not plan and are scared to
work together” (Prof. Ruggieri).
Collaboration with the Park is more important when big events take place (section 5.5.2.).
Apart from the Council, no entity involves partners from the public and private sectors (Dr.
Infantino). Even between archaeological sites, there is no exchange (Dr. Vaccaro, employee
of Touring Club Italiano, 2005). However, some common initiatives are already planned; all
of them involving the Administration of the Park.
Joint initiatives between commercial and public sectors require the clear identification of roles
and responsibilities of the stakeholders (Laws and Cooper, 1998, cited in Laws, 2002).
The Park in collaboration with hoteliers has decided to diversify the offer through the creation
of package tours to make visitors stay longer. The Park offers the guided visit, the experience
while the municipality and the hoteliers provide the accommodation (Dr. Infantino).
A project circuit in Sicily in which all or half of the excursions would start from Agrigento
involves the hotel industry, travel agencies/tour operators and the Park. The aim is to promote
the local territory by bringing visitors to discover the surroundings. It would spread the
tourist flows over the town and limit the concentration at the Valley (M. Vullo).
5.3.3. Interests of the stakeholders
Hotel owners would like to invest in the Valley by transforming old fabrics into hotels or
restaurants with respect to the conservation. This would be permanently controlled by the
Superintendence (M. Vullo).

Main Findings
The associations aim to conserve the natural and cultural heritage by applying the law:
demolishing the illegally-built houses and valorising the Valley (Arch. Fontana).
Travel agencies are interested in the site because it is a must-see destination in Sicily that
must be included in the programme to promote tourism (Prof. Ruggieri).
The CC of Agrigento is to promote the tourism industry as well as the local products and
develop the provincial economy through the organisation of cultural activities (Dr. Virgilio).
The role of the regional Ministry of CEP consists in promoting the site from a cultural and
archaeological point of view (Dr. Infantino).
“Destinations need to satisfy the different needs of all principal stakeholders, including the
indigenous people of the region” (Cooper et al., 1998, p. 440). However, only a few
stakeholders have benefited from tourism and not the local community so far.
The mafia can also be considered as an entrepreneurial stakeholder as it is at the origin of the
“cementificazione14” for speculative reasons. They play a role in tourism since they have
transformed the illegal constructions into restaurants, hotels or rent houses.
5.4. Plans
The involvement of “stakeholders from different geographical levels of the policy hierarchy
(local, regional, state and national) as well as the various interests at each of these levels of
governance” is important in regional-scale planning initiatives (Medeiros de Araujo and
Bramwell, 2000, p. 290).
In tourism planning, “locally-based tourism collaborations offer advantages to stakeholders

and destinations” (Hall, 1994). However, he adds that their development raises difficult
challenges in terms of policy ideas and institutional practices that may lead to the restriction
of influence of some stakeholders.
14
Phenomenon particularly spread in the 1960’s and 1970’s that consisted in building houses, restaurants or
hotels in protected areas without authorisation and for speculative motives.
Main Findings
5.4.1. Plan of the Park
The plan indicates how the cultural and archaeological property will be conserved and which
strategy will be used for the site development and promotion (Arch. Meli).
One of the main issues is to improve the access to the site. The CC was for the creation of a
unique entrance centre. As Dr. Virgilio says, it would “organise a better order of the traffic,
offer a vision more complete of the monuments and promote local products”. However, the
Council refused this project as it would have brought a situation of monopoly or unfair
competition (Arch. Meli) for the enterprises (souvenir shops, restaurants) working at this
unique centre. Public infrastructure and transport networks have indeed traditionally been
considered as natural monopolies (Cooper et al., 1998, p. 241).
In practice, if all stakeholders have to agree on strategic objectives (Buhalis, 2000, p. 113),
the manner to achieve them can not satisfy all stakeholders.
Solving the problem of traffic is a key issue of the plan as there is a large flow of tourists to
and in the site. One of the two roads is closed and will not reopen before a couple of years
(Ms. Piraneo, employee of the tourist point at the site, 2005). The decision to build a bridge
that will combine both main entrances has been taken by the Council (Arch. Meli).
Even though the plan is hard to assess as it has not been implemented, a comment may be
done. It represents the official base of “the maintenance of the environment for the future
generations” (Dr. Virgilio) and promotes cultural itineraries (Arch. Fontana).
Nevertheless, the plan still lacks real measures to improve the tourist offer, especially in terms
of services for the individual traveller (Arch. Fontana). Most of the cultural initiatives to
diversify the offer are very recent.
After the first draft, some significant amendments concerning the mobility in the Park
modified the plan (Arch. Fontana). The plan should have been approved within two years
after the regional Law was issued. Here is the process till the implementation: after the
approval of the Council, the document will be sent to the municipality (local level) and the

Main Findings
Superintendence of CEP (provincial level) to receive their agreement and will eventually be
submitted to the regional Ministry (Arch. Meli).
All political levels are involved in the future tourism planning of the site.
The term of the Council fell due in April. Before nominating the new Councillors, the
regional Minister has appointed a commissar responsible for the current state of affairs (Arch.
Meli). In the meantime, the elaboration of the plan does not go further. Moreover, the new
Council may make new amendments to the plan so that the approval should not be expected
for soon.
5.4.2. Management plan of the UNESCO
As all cultural or natural sites belonging to the WHL, the archaeological area of Agrigento is
required to issue a management plan (Arch. Fontana).
The management plan is in its third phase about the involvement of the local community and
should be published by the end of the year. Activities will be carried out by the Park to raise
the awareness of the local community (Arch. Meli). But the Director of the Park remained
very vague concerning the activities. It is striking that involving the local community is not
an easy task since the host people are not aware of the potential of tourism.
The Administration of the Park, which is in charge of the elaboration of the management plan,
is now confronted with political pressures, as it has been eight years since the Valley of the
Temples is a WHS.
If the management plan has not been completed yet, it is not only the responsibility of the
Administration which had no deadline to respect (Arch. Meli). The UNESCO also shares part
of the responsibility as it did neither fix deadlines nor name the archaeological expert (as
planned in the regional Law) who could have checked the progress of the work as well.
5.5. Initiatives undertaken at the site
Focus will be placed on the different initiatives undertaken to promote the Valley, diversify
the offer and make tourists stay longer. The stakeholders, at their respective levels, launch

Main Findings
diverse operations to complete these three objectives. The strategic operations fall into three
categories: archaeology, conservation and restoration, culture, and marketing and valorisation.
5.5.1. Archaeological, conservation and restoration initiatives
Budowski (1976, cited in Parker, 2000) evokes three possible modes of interaction between
tourism and conservation: coexistence, conflict and symbiosis. “When symbiosis does occur,
the presence of tourism can generate extra income that may be utilised for conservation
purposes” (Driml and Common, 1995, cited in Parker, 2000).
This happens at the Valley of the Temples: part of the revenue generated by tourism at the site
is reinvested in the conservation of monuments and landscape (Dr. Infantino). The
reinvestment in the site is checked by the revision committee.
The curing and planting (e.g. 1,000 almond trees in 2005) activities by the Park have led to a
well conservation of the landscape. “Protecting the zone to avoid fires” is also among the
conservation activities (Dr. Barone, responsible for the technical services of the Park, 2005).
The landscape conservation is confronted with the “cementificazione” (Dr. Panzica, manager
of Quality Services for the AAPIT of Palermo, 2005). The ministerial decree Gui-Mancini
has stopped this illegally-building process (Arch. Fontana). Therefore, the houses built
without permit are on the way to be demolished (Dr. Barone).
However, around every ten years, a governmental decree called “condono edilizio15” (last
time in 2003). “This political manoeuvre to get money enables people to get the legal right to
stay in their place”. Anyway, over the last 70 years, “very few houses have been demolished”
(Dr. Tropea, archaeologist, 2005). If attention is paid to the illegal owners (mainly mafia
members), it is obvious why the demolition process does not take place.
The restoration of the monuments is made only with the original pieces. A chemical
protective layer composed of different products including local sand is used to protect the
monuments. Laboratory tests have enabled to identify its effects on the monuments (Arch.
Bennardo, responsible for the restoration and conservation of the Park, 2005). Plastic covers
protect the mosaics in the Hellenistic Roman Quarters.
15
Decree of the Italian Government that makes it possible to stay in the illegal house by paying a certain fee.
Main Findings
Monuments have remained in a quite good state of conservation as the locals settled in the
historical centre during the middle Ages (Dr. Tropea). The monuments have mainly been
destroyed by the Christians.
The EU Commission has financed for €14,000,000 works in research and for the tutorship.
These funds help to restore the monuments and improve the quality of the offer (Arch. Meli).
However, the funds are not used for the conservation of the landscape (Dr. Barone).
The real use of the funds can be questionable. The revision committee, in which only three
experts work, is too small to be able to check the entire financial policy of the Park because
“billions of dollars poured into the Sicilian economy by the World Bank, the United States, the
European Commission and the central Italian government have ended up in the hands of
corrupt politicians, consultants and others who, in most instances, were connected to the
Mafia in some way” (available on www.bestofsicily.com/mafia.htm).
5.5.2. Cultural initiatives
In this category, cultural activities and initiatives concerning the offer itself at the site are
presented. These operations widen the standard range of services currently offered within the
Park. The activities are a means to make tourists aware of the archaeological heritage (Dr.
Infantino) and of the need for sustainability.
For the first year since the Valley is open to the public, tourists can visit the site by night.
Everyday, the archaeological area remains open until late. The objective is to make visitors
stay overnight in Agrigento. From January to July, more than 25,000 persons have visited the
site by night. The Administration of the Park expected more, but “this does not mean that the
initiative will not continue next year” (Arch. Meli).
The opening of the Temple of Concorde is planned to take place as soon as the restoration
works are finished. Visitors would have for the first time the opportunity to enter inside a
Temple. It would be regulated through a limited number of people inside and new groups
every half an hour. A protected way would be installed so that this activity does not have
further environmental impacts on the monuments (Arch. Meli). At the moment, the non-

Main Findings
access to the inside of the monuments is the only visitor management technique that limits the
damage from tourism.
To fulfil the strategic objectives, diverse cultural activities have been carried out like the
international festival of archaeological cinema that is organised by the Administration of the
Park and the municipality of Agrigento (Dr. Infantino). For its second edition, 1,000 persons
have come to the site (Arch. Meli) and the films were broadcast by night so as to ensure that
the audience would spend at least one night in Agrigento.
5.5.3. Marketing and valorisation initiatives
The activities listed in that section are those enhancing the experience of the visit at the site
and those aiming to reach new prospects.
“Destination marketing is usually organised by a coordinating body” (Laws, 2002, p. 67). In
the case of Agrigento, the Administration and the Council play the role of coordinating bodies,
even if their functions are not limited to the field of marketing.
The reconstruction drawings and interpretation panels are very poorly conserved due to the
sun and natural erosion. These methods are only available in Italian. Hence, an update to the
current needs of the public is required as many visitors are foreigners who do not speak Italian.
The interviews show that some guides do not provide much information about the
significance of the monuments. If tourists want relevant information, they have to pay for a
guide, a guidebook or an audio guide.
The documentation at the site is not adapted to the public. The improvement of the quality of
the panels is on progress, leaflets and audio guides will be soon translated (Arch. Bennardo).
It is noticeable that the archaeological maps target only a public of experts.
A survey (conducted in Italian) has provided input about the knowledge and behaviour of
domestic tourists. The survey is also the main instrument used for the elaboration of the
future website of the Park. Indeed, part of the survey deals with the connection between new
technologies or the multimedia and the experience with the site according to the needs and
interests of tourists.

Main Findings
This has led to the realisation of a scientific portal that “helps connect the territory of the Park
with people everywhere in the world” (Arch. Bennardo).
Another survey will enable the site to know better the visitor profile and its expectations.
The valorisation of the site is mainly focused on the monuments of the hill. Group travellers
never visit the Garden of Kolymbetra. It is striking that itineraries and paths around the main
attractions (e.g. in the Necropolis and the Hellenistic Roman Quarters) are not subject to
conservation works and are taken by only a few tourists. Apart of the Greek-Roman Itinerary,
the Paleochristian Itinerary is the only itinerary promoted through the website.
5.6. Conclusion
“Collaboration can allow stakeholders to develop a common approach to tourism planning”

(Bramwell and Lane, 2000, p. 333). The creation of the Park and the Council goes in that
sense. According to the interviews, the Administration and the local community have just
become aware that tourism could have a great impact on the town of Agrigento.
The local authorities say they will make financial efforts. But in facts, nothing happens,
probably because they do not regard yet tourism at the Valley as a great potential to boost the
local economy.
The analysis has shown that until recently, only one product was offered: the Valley of the
Temples. Initiatives are now taking place to diversify the single product. However, the offer
is still too limited to make people stay (1.2 nights on average at the Hotel Pirandello, M.
Vullo, 2005) and in most cases, “visits are excursions” (Dr. Panzica, 2005): tourists spend
two hours at the site and then leave Agrigento to visit another place.
Furthermore, tourism within the Valley is concentrated on the hill (the Temples of Heracles,
Concorde and Juno). This is strengthened by the lack of valorisation of the rest of the site
(Necropolis, Garden of Kolymbetra).
Tourism partnerships evolve dynamically, and the change of partners over time makes it
harder to reach to a consensus. Therefore, it will take a concerted effort from many sectors to
ensure that the partnerships in place contribute to the sustainable future of the field (Selin,

Main Findings
2000, p. 140). Even if the stakeholders agree on the need for preservation of cultural heritage,
the destination policies are not taking into account its real potential for locals as well as guests.
Even if collaborating may “create synergy and lead to greater innovation and effectiveness”
(Appendix 5), entrepreneurial development might be discouraged through the need to develop
consensus (Appendix 6). As Dr. Chiriaco points out, the site needs foreign investment since
“too few local investors are able to bring the focus on the site”.
The management of the site will not be effective as long as the range of participating
stakeholders is not representative of all stakeholders affected by the issue; that is no members
from the private sector and only one member of the local community that take part in the
strategy-making process within the Council. All participants are not equally influential in the
negotiations and decision-making within the Council. Furthermore, the absence of
management plans so far restricts the achievements of the collaborative arrangements in terms
of mobility, access and promotion.

Conclusions And Recommendations
6. CONCLUSIONS AND RECOMMENDATIONS
6.1. Introduction
The final Chapter presents conclusions that can be drawn out from the main findings. These
conclusions will answer the research objectives and will lead to recommendations for the
tourism industry to improve the development and promotion strategy of the site. The author
of the study will then formulate recommendations for future research.
6.2. Conclusions
6.2.1. Sustainability
“The focus of much of the sustainability debate in tourism is that tourism must be planned and
managed in a holistic way to ensure that natural and cultural resources are maintained for
continuing future use” (Bramwell and Lane, 2000, p. 335).
Moreover, Medeiros de Araujo and Bramwell (2000, p. 272) say that involving a range of
stakeholders may increase their concern about issues associated with the environment.
Even if some interviewees are sceptical about the interest in sustainability as shown by the
managers of the Valley of the Temples, this issue receives close attention from the site
management when dealing with the restoration and conservation of the archaeological and
natural resources of the site. The CC of Agrigento also seems dedicated to encourage
sustainable principles for propositions on the site development (Dr. Virgilio, Vice-Secretary
General of the CC of Agrigento, 2005).
Other stakeholders carry out sustainable initiatives. Hoteliers have indeed a current project
that consists in the elaboration of a sustainable Charta for the exploitation of hotels (M. Vullo,
President of the hotel association, 2005).

In the Costa Dourada project, a regional tourism planning initiative in north-east Brazil, it has
been found that a limited participation by the private sector and environmental NGOs (as for
the Council of the Park) resulted in difficulties “to meet the equity requirements of sustainable
development” (Medeiros de Araujo and Bramwell, 2000).
6.2.2. Stakeholders and partnerships
The regional Law n° 20 sets the frame for the first multi-stakeholder partnership working as a
DMO at the Valley. 13 members coming from public organisations at the regional, provincial
and local levels constitute the Council. Hence, the partnership can be regarded as a
community-based legal system. Stakeholder involvement in the planning is seen as one way
to increase the potential benefits for the local community (Aas, Ladkin and Fletcher, 2005, p.
34). Local stakeholders responsible for the tourism planning process are more likely to
understand the needs and the problems at the destination and of the residents (Prof. Ruggieri,
University teacher of Tourism Economy, 2005).
The limitation of this partnership lies in the absence of members from the private sector and
of non-regional members. Such new Councillors would bring a more global vision (Prof.
Ruggieri). That is the reason why the absence of some members is detrimental and limits the
legitimacy of the Council.
Apart from the Council, few partnerships involving stakeholders from diverse sectors are in
place. Some short-term projects lead to cross-sectoral collaboration but they do not have
common objectives to fulfil on the long-run. Therefore, the long-term planning of the
destination is not a current issued; which might lead to a loss of sustainable practice.
This phenomenon of involving diverse stakeholders in participatory decision-making and

planning is still a very recent in Agrigento and Sicily. This has not been accepted yet in the
mentality of the host community (authorities and inhabitants). Some interviews (with M.
Vullo and Ms. Vaccaro) show that cooperation between stakeholders with the same function
in tourism is rare or even absent (e.g. archaeological sites, hotel owners).

6.2.3. Management plans
The plan of the Park and the management plan for the UNESCO are still in the elaboration
phase.
According to the regional Law, the plan of the Park had to be written and implemented within
two years after the Council was appointed. After being written a first time and amended
afterwards, its elaboration has stopped. As long as the new Council is not named, the final
modifications before the approval cannot be made. To sum up, “the Council did not manage
to do it within more than for years what was planned to do within two years” (Arch. Fontana,
President of Legambiente, 2005).
This is due to the length of the approval process.
No deadlines have been fixed for the redaction of the UNESCO management plan (Arch. Meli,
Director of the Park, 2005). Eight years after the site inclusion into the WHL, it is however
high time for the Administration of the Park to finish the elaboration and implement the
management plan. Arch. Meli affirms that the plan will be completed by the end of the year
but did not mention in depth the third part on involving the local community.
The UNESCO, which is making some pressure and raises critics concerning the absence of
any management plan so far, did not to name any expert to take part in the planning process
within the Council.
6.2.4. Initiatives
Initiatives are carried out by the different stakeholders to fulfil the three following objectives:
the promotion and valorisation of the site, the diversification of the tourist offer and the
prolonging of the average tourist length of stay in Agrigento.
The promotion of the site is already done through a scientific portal (valledeitempli.net).
However, the English version of the website does not work.
Conservation and restoration activities concern both the monuments and the landscape. To
this end, the site receives funding from the EU. The tourism development strategy of the site
management is and has to be based on the conservation of the heritage as the monuments and
the landscape are the core products offered. If the site was seriously damaged through
tourism, the destination would lose tourists and its main source of revenue.
School and cultural programmes are organised to diversify the standard offer currently
provided. As these events last several days or take place in the evening, the assumption is that
once they are finished, it is too late for the tourists to leave the place. In turn, it leads to a
longer length of stay of visitors or to repeat visits to the town when the events generate
satisfaction. Night visits at the site also bring people to stay overnight in Agrigento.
All those operations target especially individual travellers because group travellers have no
time. Unless round trips include a longer excursion to Agrigento, group travellers will
continue to remain only two hours.
To reach a higher rate of satisfaction by visitors, the management of the site aims to improve
the quality of the offer within the Park. They plan visitor management techniques such as the
opening of some of the Temples, the translation of the leaflets and of the guide methods.
6.3. Recommendations for the tourism sector
After giving conclusions about the functioning of the WHS and the initiatives undertaken to
complete the objectives formulated by the site management, some recommendations are given
to improve them. These recommendations are classified according to the appropriate
structure that can solve the raised problems.
The UNESCO should start by naming an archaeological expert as planned in the regional Law.
The expert will represent the UNESCO and give some feedback about the planning of the site
and the progress in the elaboration of the management plan. Before that, deadlines to be
respected for the elaboration and implementation of a management plan in all WHS should be
consistently fixed.
The Italian government should definitely stop introducing decrees called “condono edilizio”
that encourage the illegal building of houses, hotels or restaurants in protected zones. They

should appoint a team of experts that would apply the law and make demolish these
constructions. The national Minister of CEP should name another expert to attend the
meetings of the Council.
The regional Minister ought to name as soon as possible the new Councillors so that the
Council can approve the plan of the Park and submit it to the municipality, the
Superintendence of CEP and the regional Ministry.
Regional authorities could create a new body in charge of checking the financial policy of the
Park. One of the functions of this body would be to know how the local, regional, national
and European funds are spent in practice and to state whether the funds are properly used or
not.
The regional Ministry of CEP could update the regional Law n° 20 and include at least one
member from the private sector within the Council. The President of the Park and the three
councillors from environmentalist associations could be granted the right of vote so that the
power equity between the members is reached.
So far tourism has been managed by public organisations and this has led to delays in the
implementation of national laws. Therefore, the creation of the APROTUR was needed to
encourage the consultation between the public and the private sectors in Sicily. This time and
contrarily to the ENIT, the new organisation (i.e. APROTUR) should fulfil the objectives.
Local authorities should ensure that the tourism receipts generated from the exploitation of the
site are better shared between the public management and the entrepreneurs or owners of
retail outlets.
They could launch training programmes for locals, and hotel and restaurant employees.
Locals would become aware of the (economic and cultural) potential of the site. Hotel
receptionists, waiters and employees of the tourism sector could follow programmes to learn
foreign languages. The lack of staff with good language skills is a serious problem in Italy
and Sicily.
The hotel bed capacities in Agrigento are limited due to the limited percentage of tourists
staying overnight. However, if the destination is willing to make people stay longer in town,
new accommodation facilities of quality should be provided. Hence, the local authorities
should partly finance the construction of new buildings to accommodate these extra tourist
flows.
The first objective of the Administration of the Park is to issue the management plan and
complete the part about the involvement of the local community. The Administration should
be encouraged to continue to conserve and restore the cultural and environmental heritage
using sustainable principles.
Guides would also receive a training programme and instructions to improve the explanations
provided to the tourists, make the guided visits last longer and show some other areas of the
site (e.g. the Necropolis, the Garden of Kolymbetra). That would lead to a valorisation of the
whole site and a better distribution of tourist flows within the Park through the development
of new itineraries.
The resources (leaflets, drawings, maps, signposts, interpretation documents, orientation
signs) available at the site should be adapted to the visitors and help them understand clearly
the significance of the monuments.
The English version of the website is not available yet; which should be the case for a heritage
site such as the Valley of the Temples. This first direct web link to the archaeological site
does not provide information about the accommodation facilities, the access to the site or the
cultural events that take place in Agrigento.
6.4. Recommendations for future research
The author of the study requires more research about the management of the site since not a
lot has been done in the Italian and Sicilian contexts. Archaeological sites are one of the main
resources of tourism on the island of Sicily. The reform of tourism in Sicily with the creation
of the APROTUR changes the structure of the tourism sector. Therefore, the researcher
encourages professionals and students to work on this to know to what extent the APROTUR
will modify the tourism industry in Sicily in practice.
Discovering the visitor profile would help to carry out initiatives that are adapted to the needs
and expectations of tourists.
More research should be done in the future to assess the development strategy of the Council
through the plan of the Park. Conclusions from the implementation of the management plan

should also be drawn-up to state on which level the local community is involved in the
planning process of the destination. Therefore, other interviews with Councillors are advised.
Most cultural activities organised at the site are very recent and statistics are not yet available
to determine whether they are successful or not in terms of visitor arrivals, overnight stays
and spending. An overview of the statistics throughout several years would enable managers
to identify the general trends, see if there is tourism growth or decline due to these initiatives
and whether these cultural events are successful and worthy or not.

APPENDICES
Appendix 1:
International Tourist Arrivals, 1950-2004
Source: World Tourism Organization (2005, available on www.world-tourism.org)

Appendix 2:
International Tourist Arrivals, 1950-2003

Appendix 3:
International Tourism Receipts, 1950-2003

Appendix 4:
The International Cultural Tourism Charter

Principle 1:
Since domestic and international tourism is among the foremost vehicles for cultural
exchange, conservation should provide responsible and well managed opportunities for
members of the host community and visitors to experience and understand that community’s
heritage and culture at first hand.
Principle 2:
The relationship between heritage places and tourism is dynamic and may involve conflicting
values. It should be managed in a sustainable way for present and future generations.
Principle 3:
Conservation and Tourism Planning for Heritage Places should ensure that the Visitor
Experience would be worthwhile, satisfying and enjoyable.
Principle 4:
Host communities and indigenous peoples should be involved in planning for conservation
and tourism.
Principle 5:
Tourism and conservation activities should benefit the host community.
Principle 6:
Tourism promotion programmes should protect and enhance Natural and Cultural Heritage
characteristics.
Source: UNESCO World Heritage Centre
Appendix 5:
Potential benefits of collaboration and partnerships in tourism planning
Source: Bramwell and Lane (2000, p. 7)

Appendix 6:
Potential problems of collaboration and partnerships in tourism planning
Source: Bramwell and Lane (2000, p. 9)

Appendix 7:
The conservation process
Source: Pound (2002, p. 65)

Appendix 8:
Generalised flow chart of events in a visit to a heritage site
Source: Laws (1998)
Appendix 9:
Generalised management aspect of a visit to a heritage site
Source: Laws (1998)

Appendix 10:
Techniques to implement visitor management

- Communication/signposting
- Education
- Regulations (time, territorial)
- Limitations (visitors, vehicles)
- Marketing and de-marketing
- Research (carrying capacities, LAC)
- Zoning
- Honeypots
- Differential pricing structures
Source: own source
Appendix 11:
Basic framework questions concerning the need of visitor management

- Is any zoning needed?
- Is any restriction of visits needed? (in time, in space)
- What kind of visitor information is needed?
- Are professional guides needed? How to train them?
- How to organise visitor information? (who, where, what, how?)
Source: own source

Appendix 12:
Administration of the Archaeological and Landscape Park of the Valley of the Temples
Director of the Park Arch. P. MELI
Operative units
I Secretary of the Council

and the President
II Internal control and management

and secretary of the Director Dr. A. Infantino
A ADMINISTRATIVE SERVICES I Dr. A. BONSIGNORE
III Current Affairs Administrative Director

V. TUZZOLINO
B ADMINISTRATIVE SERVICES II Arch. S. D'AMATO
IV Finance, Balance sheet
C TECHNICAL SERVICES Dr. G. L. BARONE
V Excavations and antiquary
VI Study, edition, Arch. T. GUAGLIARDO

library and education
VII Restoration and conservation Arch. C. BENNARDO
VIII Control Training Arch. M. GRAFFEO
IX IT Techniques and Arch. R. SCIARRATTA

laboratory of applied research
X Technical-agronom unit Dr. C. LIOTTA
XI Security and prevention Arch. M. GRAFFEO
Source: Modified from the Administration of the Park (2005)

Appendix 13:
Topographic map of the Valley of the Temples
Source: Modified from the Administration of the Park (2005)
1) Temple of Castor and Pollux

2) Temple of Olympian Jove
3) Temple of Hercules
4) Temple of Concorde
5) Temple of Juno
Appendix 14:
Receipts and visitors at the Valley of the Temples for the year 2002
RECEIPTS AND VISITORS (2002)

AT THE VALLEY OF THE TEMPLES
PAYING FREE TOTAL
RECEIPTS (€)
TICKETS TICKETS TICKETS
January 7 736,58 3 810 864 4 782
February 17 453,28 4 354 2 575 7 433
March 119 198,00 27 202 27 045 55 664
April 209 540,50 47 383 58 200 108 916
May 267 255,50 59 161 57 620 119 348
June 161 783,50 36 101 15 338 52 727
July 177 298,50 42 053 16 719 60 080
August 395 617,50 97 044 23 360 126 505
September 243 669,00 55 446 23 090 80 908
October 173 785,00 38 941 14 867 55 971
November 48 420,50 11 107 4 021 15 651
December 40 472,00 9 695 4 070 14 106
TOTAL 1 862 229,86 432 297 247 769 702 091
Source: Administration of the Park (2005)
Appendix 15:
PAYING FREE TOTAL
RECEIPTS (€)
January 38 437,50 9 131 2 075 11 206
February 39 354,00 9 289 5 395 14 684
March 75 935,50 17 312 16 681 33 993
April 250 035,00 57 752 43 448 101 200
May 146 203,00 32 761 53 068 85 829
June 159 965,00 35 980 13 740 49 720
July 183 632,00 41 347 14 403 55 750
August 427 392,50 97 354 24 317 121 671
September 226 321,50 49 341 20 353 69 694
October 171 748,50 37 181 13 153 50 334
November 50 988,00 11 095 3 524 14 619
December 45 068,50 9 814 4 448 14 262
TOTAL 1 815 081,00 408 357 214 605 622 962
Appendix 16:

PAYING FREE TOTAL
RECEIPTS (€)
January 41 159,50 9 076 2 404 11 480
February 59 170,50 13 489 7 822 21 311
March 80 317,00 17 635 23 268 40 903
April 221 645,50 48 913 40 402 89 315
May 184 852,00 40 654 48 401 89 055
June 192 960,00 41 672 12 296 53 968
July 203 686,00 44 992 13 562 58 554
August 483 915,50 107 420 24 316 131 736
September 252 631,50 54 603 19 591 74 194
October 172 943,00 37 293 11 948 49 241
November 50 645,00 10 947 3 283 14 230
December 44 090,00 9 490 4 204 13 694
TOTAL 1 988 015,50 436 184 211 497 647 681
N.B.: the entrance was free during the Culture Week in May
Appendix 17:
Receipts and visitors at the Valley of the Temples for the year 2005 (until May)

PAYING FREE TOTAL
RECEIPTS (€)
January 43153,00 9 451 3 047 12 498
February 41799,00 9 015 6 321 15 336
March 130403,50 28 215 18 577 46 792
April 188922,00 44 067 41 094 85 161
May 179012,50 49 479 38 855 88 334
TOTAL 583290,00 140 227 107 894 248 121
N.B.: the entrance was free during the Culture Week in May

Appendix 18:
List of the interviews
Date Title Name Language Place
29-06 Prof. A. Velez English Palermo

29-06 Dr. S. Panzica English Palermo
06-07 Prof. G. Ruggieri English Palermo
07-07 Dr. A. Infantino Italian Agrigento
14-07 Arch. M. Fontana Italian Palermo
18-07 Dr. T. Meli Italian Agrigento
18-07 Dr. G. L. Barone Italian Agrigento
18-07 Arch. P. Meli Italian Agrigento
18-07 Ms. A. Piraneo English Agrigento
18-07 Prof. M. Gallo English Agrigento
18-07 M. A. Vullo Italian Agrigento
20-07 Dr. B. Vaccaro Italian Palermo
25-07 Dr. G. Virgilio Italian Agrigento
01-08 Dr. G. Tropea Italian Catania
01-08 M. A. Lancelin French Catania
03-08 Arch. C. Bennardo Italian Agrigento
03-08 M. C. Casteglione Italian Agrigento
08-08 Dr. V. Chiriaco Italian Palermo
Interview with Prof. Antonino VELEZ
French and Translation teacher
In his office at University
WEDNESDAY, JUNE 29TH 2005

PALERMO
Are you involved in tourism projects?

The project Istruzione e Formazione Tecnica Superiore16 (IFTS) financed by the Region of
Sicily and the EC are “trained courses” between high schools and University.
Is the University consulted in the management of sites or in the frame of tourism projects?
No.
What do you consider under “sustainable development”?

It may vary on the site where we are (geography, population). Many factors have to be taken
into account. Only a group of different oriented people working in the economic, cultural
sectors should gather to organise sustainable development. It differs from side to side. It is
hard to state what is sustainable and what is not sustainable.
Do you know what “LAC” (Limits of Acceptable Change) is?

No.
What values represent the Valley of the Temples to the local and regional population?
It has historic and cultural values.
What is the main advantage of the site for the host community?
The most positive point is the economic revenue.
What is the main drawback of the site for the inhabitants?

Overcrowding, too many tourists visit the archaeological site.
16
Instruction and Technical Training of Higher Education
Interview with Dr. Saverio PANZICA
Manager of Quality Services
In his office at the AAPIT
WEDNESDAY, JUNE 29TH 2005

PALERMO

Yes, in 2000 I was working for the international project Leonardo about heritage which
involved five countries (Cyprus, England, Italian, Spain and Wales). I am also working in
two local projects financed by the EU: the project Lettera17 on the valorisation of cultural
heritage and La Memoria dei Luoghi18 on itineraries in Sicily (e.g. Greek mythology, villas
and gardens, water …).
These are short-period projects but my daily works is to promote quality based on
sustainability (defence of the sea, mountains…). For instance, I work on an agreement to
organise the protection of the environment. Two days a week, we invite people working in
tourism in order to certificate (through EMAS, ISO 14001, Ecolabel) sustainability by
sending brochures.
We prepare the programme Communi Ecologiche19 to promote the image of villages through
ecology. The Agenda 21 is proposed for local sustainability. 82 villages were asked to take
part in the project and 20 replied positively.
Have you heard of “LAC” (Limits of Acceptable Change)?

No.
Is the Valley of the Temples protected by laws and regulations, on which level?
The article 117 of the Italian Constitution (1948) for local communities and the article 14 of
Regional law protect the site. The testo unico 20 includes all laws about heritage and
environment but lacks intangible culture defined by the UNESCO.
17
Letter
18
The Memory of the Places
19
Ecological Villages
20
unique text
Who is the legal owner of the site?
The State.
Who is responsible for conservation activities?

The Assessorato Regionale del Turismo, delle Communicazioni e dei Trasporti 21 and the
Assessorato Regionale dei Beni Culturali22.
Are pressures and threats identified? On which level?

There social and political problems. People need more visitors for economic reasons. The
political class might be corrupted and is not focused on the protection of heritage. It is what
we call cementificazione: buildings are constructed in development zones without
authorisation.
Are there already experienced impacts from tourism? What is the nature of these impacts?
Mainly ecological impacts. Buildings are damaged. There is smog pollution. Due to
construction zones, tree areas are less and less big.
Which security and protective measures are in place?

Guardians protect the site when it closes after the sunset.
Is a zoning system applied to the site?

No.
How do visitors move around the site, with or without guides?

Both. Group visitors are always accompanied by a guide.
Are there any restrictions to the visitors visiting the site?

No.
Are there statistics of visitors at the site?

Yes.
21
Regional Ministry of Tourism, Communication and Transports
22
Regional Ministry of Cultural Goods
Is there seasonality in the visitor arrivals?
Yes, summer is the peak season. Spring and fall are a bit less crowded. The low season takes
place in winter.
Is tourism growing or declining at the site?

We are in a stagnation phase.
What are the different means of transportation used by the visitors?

The visitors arrive at the site by car, coach and train.
Are there parking problems?

No, it is easy to park.
Are there entrance fees? On what price level? Is there price differentiation between different
groups of visitors? Is there price differentiation on the time of the day, day of the week or in
relation to seasonality?
Yes, the entrance ticket costs 4€. Young people, seniors and groups pay less (2€50). Prices
remain the same all day long, all week long and all year long.
Does the management of the site run shops, food outlets or are they leased out or privately
owned?
Outside the Valley, they belong to privately owners.
What is the revenue generated by the site?

Revenue comes from spending in hotels, restaurants, bars and the sale of tickets (entrance fees
in the site and the museum), newspapers and craft articles.
How is the revenue used?

Fees are transferred to local authorities. But there is very few revenue compared to heritage
needs.
What is the ratio between individual tourists and groups?

On an international level, individual travellers account for 80% of the total visitor numbers
and group travellers for the other 20%. We can assume that the ratio in the site is more or less
the same.
Are there additional attractions on the site?

Only the archaeological museum.
Does the management of the site run it?

It is a public management; that is the region and the municipalities.
What is considered the advantage of the site for the local people?
Jobs in the restaurants, bars, shops. Most of them are local employees.
What is considered the main nuisance of inhabitants?

The number of tourists is not proportionate to the economic advantage they could have. The
visits are mainly excursions; therefore tourists do not spend much in hotels for example.
Sicilian people are very welcoming, so visitor numbers do not have any impact in on a socio-
cultural level.
Are there educational and training programs for local people to increase their involvement
with the site, or to make them more aware of the relevance of the site from a cultural or
economic point of view?
No, there is no program like that. There is absolutely no involvement of the local community
in the site. What is more is that the islanders, especially young people, are not aware of the
cultural heritage wealth and diversity of Sicily.
Interview with Prof. Giovanni RUGGIERI
Tourism Economy teacher
In his office at University
WEDNESDAY, JULY 6TH 2005

PALERMO

Yes, currently there is a project to build a public and private destination management system.
And how would they cooperate together?

In a conventional bureau or in a public-private company. Cooperation could be limited to a
specific project or to the finding of a solution to a problem.
Is the University consulted concerning the management of sites or in the frame of tourism
projects?
No, but my students work on particular practical case studies.
First, the multimedia room is an experimental project. A cinema has been created for
individual tourists. It is linked to new technologies.
Second, the Stoài project is a more interactive initiative carried out by the Chamber of
Commerce of Agrigento and the Province of Agrigento to diversify the offer. There is a retail
shop between the Valley and the sea where a documentary (translated in 3-4 languages) about
the life of the ancient people can be seen. A famous Italian writer is invited and tells stories
about their life too. Visitors have to pay for it.
Do you have other functions?

I also make research on tourism marketing. I am co-owner of a travel agency called Ruggieri
(founded in 1934 by my grand-father) where I have been working for ten years (in
collaboration with other travel agencies and tour operators like TUI and Thomas Cook).
What are the products offered by your travel agency?

We have outgoing and incoming activities. Concerning the incoming ones, we organise Sicily
tours, vacations, congresses and meetings. We work among others with Thomas Cook and
provide assistance (buses, hotels, excursions) to the tour operators we have contracts with.
Do you have a Charta on tourism, sustainability or the environment in the frame of your
company activity?
No, because in general, it is written by international tour operators.
Do you have a client profile?

No, it depends on the market. Tourists come from Italy, Holland, France, Germany, Eastern
Europe and the US. Generally, our clients are around 35-40 years old.
On which level do you collaborate with Agrigento?

The visit by night of the Valley of the Temples is part of our Sicily tour. One night in
Agrigento is the standard offer. We collaborate only with hotels and local guides.
What are the interests of your company in the Valley of the Temples?
We have to put it in the programme as it is well-known. It is a good way to promote tourism.
But the services offered there need a better management.
Are travel agencies or tour operators involved in the management of the site?
No.
What are the problems of Agrigento from a tourism point of view?

The offer does not properly correspond to the existing potential of Agrigento. There is no
alternative. Only one kind of tourism and only one site is offered at the moment.
How would you promote the city of Agrigento?

If you have a big product like the Valley of the Temples, you can offer another big product.
For example, in the case of Agrigento, beach tourism. You could also organise daily
excursions from Agrigento for individuals by public-private companies. For that reason, they
could cooperate.
Night visits are a means to promote the city and to diversify the offer.
What could be an objective for the city of Agrigento? Do you have recommendations?
Stop the concentration of the Valley and distribute or spread tourists in the town.
Take into consideration the demand. Make a market analysis.
The manager of the system should be local since a local manager knows exactly the dynamics
of decisions and the empathy of problems. But he should be helped in his tasks by other
stakeholders who would bring a more global vision.
How are Sicilians?

Sicily is a mosaic of cultures. Therefore, the region has social and economical characteristics.
Relationships between people are different; people here are closer to each other. That could
be a limit to cooperation: if somebody appoints a friend and then is disappointed by the work
done, the friendship might be over.
The future does not exist. Concerning their life, they live the present and do not think about
the future. In Sicily, we do not plan anything. In fact, people are scared to plan.
Interview with Dr. Antonio INFANTINO
Secretary-General of the Park
In his office
THURSDAY, JULY 7TH 2005

AGRIGENTO
How do you consider sustainable development?

It is the possible development based on cultural and environmental interests. It is how to
combine monuments with the possibility to bring a social, economic and tourism development.
Have you heard of “LAC” (Limits of Acceptable Change)?

No.
Has a management plan been launched?

The plan of the Park was required in 2002. Now we wait for it to be approved.
What is the regional Law 20/2000 about?

This law about the status of the Park includes a DM called Gui-Mancini which rules the
itineraries and the activities carried out at the site.
Is there an existing partnership between stakeholders or common projects?

There is an administrative council that makes the policy of the Park. It is constituted by
members from different bodies and levels: albergatori, parco, T.A./T.O., Assess. B.C.,
sindaco, Camera del Commercio…
But apart from the direction or the board of the site, there is no organism with public and
private sectors’ partners.
What is the interest(s) of the regional Ministry of CEP?

Its role consists in promoting the site from a cultural and archaeological point of view. For
instance, the festival of archaeological cinema will be held from July, 25th to 30th in
collaboration with the Museum Roveretto and the specialised review Archeologia Viva.
Theatre representations took place at the end of May.
Are there any other common initiatives?
With the municipality and hotels, we organise school trips (gite scuolastiche) to make people
stay longer in Agrigento. This initiative called Ascuola di Archeologia and that occurs in
May aims to promote archaeology by inviting school students to the site. They visit the site,
they go to the theatre and they have an experience in the field of archaeology. As a
consequence, the guests spend one night (or more) in Agrigento.
Which security and protective measures are in place?

There are cameras (especially at the Temple of the Concorde). Security measures have been
strengthened since the gas bomb exploded in 2001.
Who gets the revenue generated from the site? How is the revenue used?
13.5% -> I Luoghi dell’Arcadia (ticket office service), it is a consortium
30% -> Municipality of Agrigento (reinvest in the Valley)
56.5% -> Il Parco (cultural manifestations, participation at tourism fairs, library, urgent
interventions on the monuments
Are statistics available at the site?

Yes, but before 2002, they are not reliable because one part of the site was free of entrance.
Interview with Arch. Mimo FONTANA
President of Legambiente
In his office
THURSDAY, JULY 14TH 2005

PALERMO
What is the function of Legambiente?

It is not only an association for the protection of nature, but it deals with problems related to
the environment. We suggest a new model of development based on sustainability.
Does your association have a Charta on tourism, sustainability or the environment?

Yes, our Charta on sustainable tourism is available on our website.
What is sustainable development according to you?

Sustainable development can be based only on the promotion of the environment, the
landscape and the cultural goods.
Is the association involved in tourism?

Yes, we promote the European project “Ecolabel” in collaboration with sustainable hotels (in
terms of energy, water sewage treatment…).
What are the relationships between Legambiente and the Valley of the Temples?
Between the mid 70’s and the mid 80’s, a phenomenon of building houses in forbidden zones
around the Valley happened due to speculative and cultural reasons. Indeed, people decided
to build houses in that place since it cost them much less and because of the beautiful
panorama. This process had been lasting for a long time already but the law classified zones
to stop this phenomenon.
So in the mid 80’s, there was a conflict between the inter-political class (who did not prevent
the construction process but allowed it instead) and Legambiente who supports the respect of
the Valley and of the law. Thanks to the action, a law (1984) for the conservation of the
Valley of the Temples was adopted; which was the precondition for the valorisation of the site.
This initiative from Legambiente also resulted in the writing of the law “Sanitaria” in 1985. It
excludes the houses (about 500) in zone A. The houses constructed illegally were not
destroyed but it helped stop the process.
Legambiente has two objectives:

- Valorisation of the Valley of the Temples
- Repression of abuses and application of the law that foresees the demolition of
theses houses
In the 80’s, the conservation of the Valley was the key issue. Now, it is more the valorisation
that should be highlighted.
What is the role of the association within the Council?

Legambiente has been present in the Council for four years. The member brings the voice of
the association which has a consultative power. We try to promote sustainable development
in the Park suggesting our ideas about management.
Are there other associations represented in the Council?

Normally, according to the regional law, the three biggest environmental associations should
have one member appointed to be represented in the Council. In Italy, these three
associations are WWF Italy, Legambiente and FAI.
However, the previous minister (Assessore) named somebody from GRE 23 for political
reasons. The Group of Ecological Research is an environmental association related politically
to the extreme-right-wing party of AN24.
All associations have the same function within the Council.
What is the advantage of the site?

It is an open site (contrarily to Pompei for instance). So the offer could be extraordinary.
What is the main problem of the site?
23
Gruppo di Ricerche Ecologiche
24
Alleanza Nazionale
The problem is that until now, there is only a standard offer provided and the bed capacity is
too low. Currently, only the sacred route is exploited. There should be a better management
of the tourist flux.
There are other places in Agrigento to visit: the Tempio dell’Acqua 25 , the Garden of
Kolymbetra which is managed by the association FAI.
What kind of tourism is it?

It is tourism of tour operators and not of individuals. Most tourists are group travellers. That’s
a problem as individuals tend to stay longer. Here the visitor is not made to stay. It is not like
the tourism model in Tuscany and Umbria where the offer is multiple.
For instance, guides in Agrigento shorten visits to win more. Indeed, the more visits they
make, the more they earn.
How would you promote Agrigento?

To promote development in the town, I would use the historic centre and build museums there
instead of transforming the houses around the temples. These houses built illegally could be
restored and used as hotels (small size) and B&Bs. That would allow tourists to have a direct
view to the Temples and maybe, as a result, they would stay longer.
What are the initiatives carried out at the moment in that sense?
Some cultural activities are being promoted. For example, big events like theatre shows and
concerts. Thanks to that, a little entrepreneurial class in the tertiary sector is born in
Agrigento, which is important for the town.
What about the plan at the moment?

The plan has not been approved yet. It has been amended. The first plan was not good
because it mentioned the tutorship of an area that was already well tutored.
The plan is a still in the project stage. The regional Law of 2000 fixed the approval of the
plan within two years; it has been already four years and a half. To sum up, the Council did
not manage to do it within more than for years what was planned to do within two years.
25
Temple of Water
The plan still does not have the capacity to increase the tourist offer. It should choose a
model of reference for the individual traveller (like in Tuscany and Umbria). Anyway, the
group traveller will always continue to do what he has always done.
Now we wait for the minister Alessandro Pagano to name the new Council, whose term fell
due in April this year. In the meantime, he named a super commissar.
The first draft of the plan promoted already cultural itineraries. This positive point has
remained. We wanted to change some significant points as the mobility in the park (develop
other itineraries) and the tourist offer.
Were the changes proposed by Legambiente unilateral or multilateral?

Some came only from Legambiente, some were common changes.
What is the plan exactly?

It is a unitary document approved and sent by the Council.
How have the members of the Council been working together?

Many members never came and as a consequence did not work properly. The UNESCO did
not name anybody. The Italian ministry of Cultural Goods appointed somebody who never
came. Four deans from university were nominated, three of them were present most of the
time but the fourth one was almost always absent.
How have the members of the Council been working together?

Many members never came and as a consequence did not work properly. The UNESCO did
not name anybody. The Italian ministry of Cultural Goods appointed somebody who never
came. Four University Professors were nominated, three of them were present most of the
time but the fourth one was almost always absent.
What did the UNESCO say about the management plan not being applied?
The UNESCO only asks for the elaboration of a plan but does not fix any deadline.
Interview with Dr. Tommaso MELI
Director of the promotion of the territory
In his office at the AAPIT
MONDAY, JULY 18TH 2005

AGRIGENTO
What is the role of the AAPIT of Agrigento?

It promotes the natural, archaeological and cultural beauties of the province.
Is the AAPIT involved in the management of the Parco?

Not directly. The mayor is the person representing the municipality and its inhabitants within
the Council. The AAPIT and the Parco collaborate on some projects.
On which level is this collaboration?

To promote Agrigento, the Valley and the town, the monuments can be visited by night. It is
the first year this offer is made and the site is open until midnight and that till the end of
September.
Every year (for fifty-five years now), we organise the international folklore festival during the
first week of February. Between 30,000 and 40,000 people are expected to come. A message
of peace is delivered from the Temple of Concorde. This project is realised by the
municipality, the Parco, the agency (AAPIT) and the province of Agrigento.
What is the main problem of Agrigento?

Agrigento should be cleaner. The services offered should be of better quality.
What values represent the site to local inhabitants?

It belongs to the WHL. The sea is splendid.
What is the quality of the local crafts for sale at the site?
The ceramics of Sciacca is of good quality. It is one of the most famous in Sicily.
How do local people perceive visitors?

The tourist is sacred. He is regarded as a resource. And Sicilian people are very warming and
welcoming.
What is the ratio between shops and local inhabitants?

There are lots of shops.
What is considered the main advantage of the site for the host community?
The site attracts many tourists. As a result, it hires employees in bus companies, restaurants,
hotels, guides. All the sectors directly or indirectly linked to tourism benefit from it.
Are the traditions, customs and beliefs of local people respected?

Local traditions and customs are respected. Some tourists visit villages in the countryside to
become aware of the local way of life.
Some tourists go to the theatre show and are really interested in traditions.
What is the main problem of Agrigento?

The access to the town is very hard. There is no airport.
What is the Garden of Kolymbetra?

It is a garden inside the site. It is an ancient olive groves and citrus orchard.
What is the FAI?

The Fondo per l’Ambiente Italiano26 is an environmentalist association which restored the
garden and now runs this as an autonomous structure.
26
Funds for the Italian Environment
Interview with Dr. Giovanni Leto BARONE
Manager of the technical department of the Park
In his office

AGRIGENTO
What does your job consist in?

I do the management and the maintenance of the landscape in the Parco, which is 1400ha big
after its extension, among which 300 belong to the State.
Who was named in the Administration of the Park?

People already working in the public offices were chosen. They were transferred from the
other structure to the Park. Six months after the regional Law was issued, the regional
Ministry of CEP named the administration council.
According to the law, 337 people were expected to work for the Parco. We were 15 in
December 2001 and we are 101 now. So many units are still to be created.
What is the difference between the Park and the Superintendence?

The Park as an institution belongs to the regional Ministry of CEP. Its function is to run the
Valley of the Temples and its extension. The personnel must come from other regional
offices in the public sector. The Superintendence has the same functions as the regional
Ministry but on the provincial level.
What is going to happen for the houses that were built illegally?
The MD Gui-Mancini made some prescriptions in the perimeter around the Valley. People
needed an authorisation to build houses. So for the ones built without permit after the decree,
they are on the way to be demolished.
Why is the archaeological site not listed in the UNESCO WH for natural aspects?
It is difficult to be registered for natural reasons. The cultural good is not only the monument;
it is also the landscape and the nature around it.
Are there other laws that are important concerning the site?
Thanks to the regional law 80 in 1977, Sicily was the first region to recognise the cultural
good as a natural good.
What about the projects financed by the EC?

They concern the monuments only.
What is done concerning the maintenance of the vegetation?

We intervene when it is necessary. There are three main points: moving the ground so that
the trees absorb more water and grow faster, cutting the arms of the trees, protecting the zone
to avoid fires.
For us, it was important to list the existing vegetation and to cure it before having new ones.
This one, we will plant 1000 almond trees.
Thanks to this work, we can say that the landscape is very similar to the one at the Greek
times.
What is the role of the management committee?

This body decides what has to be done. It owns the “executive power”.
What is the role of the revision committee?

This committee controls the Parco on the administrative level (accounting). Money comes
from the regional Ministry, the ticket sales and the leasing. The leasing is the concession of
pieces of land owned by the Park and rent by private owners to carry out private activities.
These three sources of revenue are checked by the revision committee.
Interview with Arch. Pietro MELI
Director of the Park
In his office

AGRIGENTO
In which phase is the plan of the Parco?

It has been examined (re-elaborated) and approved by the Council. It was sent to the
Soprintendenza and the municipality of Agrigento. After their agreement, it will be sent to
the Assessorato.
According to the regional Law, the plan had to be written within six months. Is there any
organ checking the respect of the deadlines?
No, there are no deadlines.
What are the main aspects of the plan?

The plan has especially two goals: conserve the good and describe the strategy of
development.
Which topics led to disagreements?

There was some fight about the tourism development. The Chamber of Commerce was for a
single entrance centre but that was refused. This would have brought a monopoly. The plan
foresees the possibility to realise inside the Parco activities among which tourist activities
(welcoming, promotion).
What was the main problem of the plan?

We wanted to solve the problem generated by the traffic. So we decided to demolish some
roads and to build a bridge that would combine both main entrances in order to ease the visit
and the access to tourists. This decision has been accepted by the Council and by projectors.
How often did the members of the Council meet?

We had meetings every month. We did not discuss only the plan but also how to ease the
private mobility inside the Valley.
When was the last time the Council had a meeting?

It occurred on May 17th, when the term of the Council fell due.
What is the function of the commissar who has been appointed in the meantime?
He is responsible for the current state of affairs.
Do all the members within the Council have the same power?
There are two categories of members. First, councillors with the right of vote. Each has its
own voice. Second, consultative councillors which represent the three associations.
Is there any member from the private sector?

Yes, the President of the Chamber of Commerce and Industry. He represents the local
entrepreneurial community as the President of the association of businesses.
Do you have the results about the research concerning the visitors?
Yes, we conducted a research about their expectations when coming to the site. Another
research is on progress to know about their country of origin. 25% of our visitors are students
(most of them from primary and secondary schools).
What is the ratio between individuals and groups?

It is balanced. It is more or less 50% - 50%.
What did the ticket price increase from 4€50 to 6€?

The previous price was not adequate to the value and quality of the archaeological site.
When did a “condono edilizio” last occur?

In 2003. But it did not concern the Valley of the Temples since it is now forbidden to build in
the area.
Who is responsible for the conservation of the site?

The Architect Carmelo Bennardo.
What has been done with the €14,000,000 financed by the EC?
These are employed to realise works in research and for the tutorship. They are ongoing
projects. They are used by services to improve the quality of the offer.
Do you plan to build another parking place in the Parco?

The building of a parking is planned in Villa Seta outside the site. It would be partly financed
by European funds. The capacity would be for some 100 cars and coaches. Then, visitors
would take the shuttle or the bus.
What initiatives have you carried out to make visitors stay longer?
We develop school tourism by organising a laboratory of archaeological research. The school
students have a guided visit of the monuments, they have an experience with the laboratory
and by night, they can enjoy theatre shows. It is also a good way to make them aware of our
archaeological heritage. During the Week of Culture (from May, 16th to 22nd), 500 school
students have been there.
2005 is also the first year where tourists can make the visit of the Valley by night. During the
week, the site is open until 10 p.m. and until midnight on Saturdays and Sundays. As a result,
visitors stay overnight in Agrigento. From January till August, some 25, 000 tourists have
come. We expected more night visits, but this does not mean that we will not continue to do
it next year.
We plan to open to the public the Temple of Concorde after its restoration by the end of 2006.
It will be the first time that tourists will be able to enter inside the Temples. For the Temple
of Juno, it should be done later on.
Have you set standards to limit the visitor numbers inside the temples?
Yes, there will not be more than 50 persons every half an hour inside.
Isn’t it dangerous for the conservation of the monuments?

No, because there will be a protected path so that the tourists can not touch the columns and
only walk around.
Didn’t the Parco have to issue a management plan in the frame of being listed to the
UNESCO WH?
The management plan is in its third phase which deals with the involvement of the local
community. It should be published by the end of 2005.
What are the first two phases of the management plan?

The stage 1 deals with the preliminary relationship of the plan equipped with information
reports and diagnostics on the site resources, with the indication of the aspects that will be the
object of coming deepening; whereas the stage 2 describes the frame setting of the
management plan required by the Ministry with all the aspects that will be the object of future
modifications and successive confrontation between the different institutional stakeholders.
How will the local community be involved in the Park?

Through activities carried out by the Park that will raise the awareness of the host people.
Didn’t the UNESCO fix deadlines for the elaboration of the management plan?
No.
Interview with Ms. Alessandra PIRANEO
Employee at the information point
In her office

AGRIGENTO
Whom does the information point belong to?

It belongs to the Provincial Tourist Board (AAPIT).
Are guides hired by the site?

Guides have agreements with tour operators.
How is the visitor informed of the significance of the site?

Through no means of information (guides, leaflets, audio guides). Signposts from the
UNESCO indicate that the Valley belongs to the WHL.
What means of information are available at the site?

Leaflets, brochures, maps, guides, audio guides, reconstruction drawings.
Guides cost 85€ (for groups from one to fifty-one persons). Book guides are available at the
shop. Audio guides are available in Italian and English. By the end of the summertime, there
should also be audio guides in French and Spanish.
What is the quality of these interpretation methods?

The audio guides are the most complete. For guides, well, it depends which one.
Are specific circulation routes set out for visitors that enhance the experience of the site?
No, there is only one route in the site which is located on the hill. But the hill can be seen
from the surroundings.
What is the travel time to the site from the major accommodation centre?
It is between five and ten minutes by car or by bus. There is an accommodation centre in
town (2-, 3- and 4-star hotels, B&Bs). The other one is located at the seaside (camps,
residences and hotels).
Is there queuing, waiting time, for parking, ticket sales, access to the site or side attractions?
There is waiting time at the ticket sales in August and September even though there are three
ticket offices.
Are there local handicrafts for sale at the site? What is the perceived quality of them?
Yes, ceramics and pottery articles are for sale. They are of good quality but visitors rarely
buy them. They buy gadgets and postcards instead.
What is the perception of value for money for the visitors?

There is a high rate of satisfaction among the tourists. Some complain about the price and the
trash.
Is there a limited time at the parking?

No, time is unlimited. Tourists pay for three hours but can pay for three more hours…
Is the income equally divided among local people?

Most visitors do not stay. They arrive, visit the Valley and go back. Only a few stay longer.
We try to make them stay longer. Hotels and shops in town benefit mainly from tourist
arrivals.
Is there respect shown to the population, its traditions and beliefs?

The theatre tells about the life of the host community at the Greek times. Tourists show
respect to the local people.
How many enterprises cater exclusively for tourists?

Apart from the restaurant at the entrance of the site, there is no catering enterprise working
exclusively for visitors.
Are local crafts, performances and skills promoted or degraded due to the influx of visitors?
Local crafts are promoted.
Do the promotion, distribution and sale of local crafts and other products provide reasonable
income to the host community?
No, because not so many tourists buy local crafts and in autumn and winter, much fewer
tourists come so the shop retailers do not sell anything (in the off season).
Do the promotion, distribution and sale of local crafts ensure that their cultural integrity is
not degraded?
Their cultural integrity is not degraded.
Does parking by visitors disrupt the daily life of inhabitants?

Normally, two roads go from the town to the seaside. But one of them is closed and will not
reopen before a couple of years.
Are there educational or training programs for local people to increase their involvement
with the site?
No.
What is the main problem of the site?

It is always a question of political support. If you want to realise something, you need a
political support. The problem is that the public authorities say they will do something, but
then they do not hold their promises.
Interview with Prof. Michele GALLO
Guide
At the restaurant of the site

AGRIGENTO
What does your work as a guide consist in?

Visits at the Valley of the Temples in Agrigento are made in Italian, English, French and
Spanish. They are organised for groups as well as for individual travellers. Spanish groups
are more and more numerous so I had to learn Spanish.
Do you have other functions?

I have a website whose aim is to promote myself and Sicily. At the beginning, it helped me to
have direct contact with potential visitors, now more with individual travellers.
Do the visitors show respect to the local traditions and beliefs?

They show more interest, but the traditions are Greek, as the temples were constructed under
Greek times.
What is the need of conservation for the monuments?

The stone is crumbly, so the temples need conservation. The impacts on the archaeological
buildings are due to erosion more than tourism exploitation. Because all the temples are
closed so the visitors can not go inside and touch the columns.
What do you think about the opening of the Temple of Concord to the public?
It is a positive thing if it is done without damaging the monument.
Is the site polluted? On which level?

At the site, there is no pollution. The presence of lichens indicate that there is no.
Are local crafts promoted or degraded due to the influx of visitors?

Local crafts are promoted but not so much.
Does the sale of local crafts provide reasonable income to the retailers?
No. Very little is spent at the site.
What is the considered the main disadvantage for the local population?
Very few benefit from tourism, mainly tour operators and people working at the site.
Is there queuing, waiting time, for parking, ticket sales at the site?
Traffic generated by tourist buses (when stopping at the entrance) causes queuing at the ticket
office.
Is traffic also an important nuisance for locals?

Actually, traffic is more made by locals coming from the nearby villages or going to the
seaside and disturbs more tourists than locals.
Who is in charge of the ticket sales?

It is a consortium (I Luoghi dell’Arcadia) of private companies which collaborate together
that are responsible for this activity.
Interview with M. Angelo VULLO
Director of the hotels Pirandello and Pirandello Mare
President of the association of hoteliers of the province of Agrigento
At the hotel Pirandello

AGRIGENTO

I am the Director and legal representative of two hotels in Agrigento: Pirandello (since 1979)
and Pirandello Mare (since 1987). In 2003, I was appointed President of the association of
hotel owners of the province of Agrigento after a vote from the assembly of the hotel owners
(that are members of the “Confindustria”).
Could you describe the clients of your hotels?

Most of them are Italian or Sicilian. There is less international tourism than before. Actually,
local tourism is increasing. On average they spend 1.2 nights, maximum 2. They are adults
(with or without children) but at the Pirandello Mare, they are younger and they stay longer
(entertainment).
Where are your employees from?

The majority is from Agrigento (80%), some are Sicilian and there are several foreigners from
Tunisia.
How do you promote your hotel?

We use the Internet (website) but we also have contacts with travel agencies and tour
operators.
Have you carried out initiatives in order to increase the average length of stay of tourists?
What kind of initiatives?
We suggested creating a technical point with all the structures playing a role in the tourism
sector so as to lengthen the tourist stay in Agrigento.
For instance, we could offer groups making a round trip of Sicily to spend half or all the
nights in Agrigento. It would be the starting point of the excursions everyday and they would
come back every evening. The win-win situation is that we would make them discover the
surroundings. This project is called “3-7 notti”27. Three nights would already be a good
success.
Do you have a Charta or a set of rules about sustainable tourism or to preserve the
environment in the functioning of the hotel?
Yes, we have been working on it with the other hotel owners. It is under elaboration.
On which level do you collaborate with the other hotels?

There is not so much collaboration. Each hotel has its own strategy because of its own
characteristics and group targets.
When a big event is about to be organised and require the entire bed capacity, we have
meetings and discuss about the prices.
What are the interests of the hotel owners in the Valley of the Temples?
Hotel owners would like to invest in the Valley. They also intend to buy old fabrics, restore
them (as their original state -> colours, materials) and transform them into hotels or
restaurants with a permanent control of the Superintendence
On which level do you collaborate with the Valley of the Temples?

We offer packages for two days including plane, bus, visit by night, room and show (e.g.
theatre) so that we can sell directly the entrance ticket of the Valley to our customers. In
exchange, we get the tickets at 50%.
For big events, we collaborate closer with the Park. The aim is to offer beds at reduced prices.
Are you involved in the management of the Parco?

Well, as a hotel owner no, but from a moral point of view yes. There is a relationship of
friendship but also of sharing common interests. We have the same way of thinking. We
want to bring tourism to Agrigento. So, our voice and suggests are heard and taken into
27
“3-7 nights”
account (through the other members). However, I am not present physically at the meetings
of the Council.
The association was involved (present at the meetings) and consulted for the realisation of the
plan of the Parco.
How did tourism change the life of the local inhabitants?

The Agrigentines have become aware that the town was and had to be a tourist destination.
Unfortunately, the current administration does not make efforts: by talking yes, not by doing
things.
What is the ratio between accommodation facilities (hotels, camping sites, B&Bs) and local
people?
It has never been necessary to increase the number of beds. So accommodation facilities are
not so numerous comparing to the host population. There are quite a lot B&Bs but hotels are
not so abundant.
Why do burnings take place around the site?

Some burnings are made on purpose to prevent risks and are kept under control. The others
are incidents. So the first category exists to stop the second one.
Interview with Dr. Barbara VACCARO
Guide and editorialist for Touring Club Italiano
At her office

PALERMO
What is Touring Club Italiano?

It is a tourism association, a travel agency and a tour operator. There are 32 offices all around
Italy. It also issues a monthly magazine. When it was founded (after a trip from Milan to
Sicily), it was a non-profit association of tourism. We defend natural (environmental) and
cultural (artistic) values and promote the environmental knowledge.
With which tour operators do you work?

Alpitour, Rallo.
What is the profile of your clients?

Our clients are travellers (individuals and groups as well). They have specific destinations
and require more than only visits.
We also have tourists but they are more interested in last minute offers.
What products do you offer?

Guided visits and tours, holidays in villages, language courses for teenagers and adults, long-
hauls trips and trips in Europe. For instance, in Sicily, we visit art heritage attractions that are
less known.
Do you have a set of rules on sustainable tourism?

We have the Charta of the Touring Club.
Do you collaborate with the Valley of the Temples?

No. Even archaeological sites do not collaborate together. There is no exchange and they all
have their own identity.
Do you collaborate with Agrigento when big events are organised?
No, there is no special offer. There is collaboration only when they ask for it at our
headquarters in Milan. We collaborate more with the Touring Club Italiano of Catania.
When you make a round trip in Sicily, do you include one night in Agrigento?
Yes.

I would try to make guided visits, in the Garden of Kolymbetra as well. Archaeological
fragments have been found. I would make archaeological research there and I would
consolidate the Necropolis.
Is the Touring Club Italiano represented in Agrigento?

Yes, we have a representative in Agrigento (M. Casteglione).
What is his function?

His role is to represent Touring Club Italiano and to defend our (environmental) message. He
is also a member of the association Akragas and is involved in the cultural events held in
Agrigento.
Interview with Dr. Giuseppe VIRGILIO
Vice-Secretary-General of the Chamber of Commerce of Agrigento
At his office

AGRIGENTO
Does the Chamber of Commerce also represent the hotel owners of the Province of
Agrigento?
Yes, it represents all the companies of the Province but there is no cooperation with the hotels.
Is the President of the Chamber of Commerce the only representative of the private sector
within the Council of the Parco?
No, the Chamber of Commerce belongs to the public sector and the President represents the
public interests of the societies.
What kind of power has the President (or the Chamber of Commerce) within the Council?
Its power is limited because he is the only member of the Chamber of Commerce.
What kind of collaboration exists between the Chamber of Commerce and the Park?
We have common projects as the redaction of a plan and the development of the site. We
collaborate on the realisation of the plan in which we define the activities of the Parco and the
development of these activities. We also indicate how the site will develop.
The Chamber of Commerce appointed an expert team to carry out a study and make a
proposition on interventions to make to the end of developing the Valley through a certain
form and promoting the local products.
Are your propositions based on sustainability?

Of course. We try to valorise the archaeological, cultural and natural (landscape) resources in
order to combine the best flux of visitors with the safeguard of the heritage.
What did he defend the idea of a unique entrance centre?

The flux of tourists within the site is a major problem. Through the creation of a unique
entrance centre, we could organise a better order of the traffic, offer a vision more complete
of the monuments (better knowledge for tourists thanks to this route), develop a theme and
promote local products (shopping centre).
Why was the proposition refused?

No, it has not been refused yet. It is under examination.
What are the positive and the negative points of the plan?
Well, it is hard to assess the plan since it still has not been approved. But the positive thing is
that it maintains the environment for the future generations and that the plan is the base of the
development of the site and the valorisation of the local products.
Were LAC or standards included in the plan?

No, neither in the first draft nor in our proposition.
During the meetings of the Council, what were the burning issues?
I do not know because I was not present. For that, you should ask the President himself or his
delegate. Furthermore, we do not have any feed back about these sessions.
How do you or how would you do to promote Agrigento and the Valley of the Temples to
develop tourism and economic impacts from it?
The Parco should have a plan as soon as possible. The existing infrastructure should be
improved, for instance through the construction of an airport in Agrigento and of highways to
Caltanisetta and Palermo.
Why do burnings of the grass take place (close to the Temple of Concorde)?
It is auto combustion.
To sum up, what are the interests of the Chamber of Commerce?

Through a higher rate of satisfaction of the Valley of the Temples from a public of visitors
more and more numerous and qualified, we want to promote not only the tourism industry
(catering, research activities) but also the products of the province of Agrigento, and
particularly the artistic craft industry (ceramics), the agro-alimentary industry and the typical
local products (wine, oil…) and the development of artistic and cultural activities that can
bring positive impacts to the economy of the province.
The promotion of the economy and territory of the province will help the tourist to know
better a province that offers, apart from the Valley of the Temples, some forty villages of
cultural, archaeological and historical interest and products and landscapes still linked to
millenary-long traditions that will continue to maintain alive savours, tastes and perfumes of
high value.
Interview with Dr. Giovanni TROPEA
Archaeologist
At the Central Station
MONDAY, AUGUST 1ST 2005

CATANIA
What does your work consist in?

I have been an archaeologist for four years and I make research in the province of Catania and
sometimes around Rome and in Tuscany. This year, I follow a course of specialisation in
medieval archaeology. I also teach valorisation of cultural goods and write articles about
story of medieval art in the magazine Sikagna.
What are the impacts of tourism identified on the monuments?

The monuments have remained in a good state of conservation because at the medieval times,
the population decided to settle in the historical centre.
How is the conservation of the monuments done?

The restoration has until the 1930’s-40’s never been a problem. For example, after the
earthquake and tsunami in Messina (1908), the Cathedral was almost completely destroyed
and only a few ruins were left. But conservationists used techniques to make an “integrative
restoration”.
What kinds of products are used for the conservation and restoration of archaeological
monuments?
In Italy, there has been a mosaic of conservation interventions throughout the times. To
reconstruct ruins, anastilosi were used (original material and pieces). Columns in Selinunte
were restored with brick. They understood in the 1960’s that antic archaeologists used
protective layer to limit the damage of the rock. Now the thin layers they use are not natural
but chemical and some of them make the rock become yellow.
First before protecting the monument, the monument has to be cleaned. But no research is
undertaken to know if the protective varnish has remained.
What is the main problem of Agrigento and the Valley of the Temples?
The houses that were built illegally have destroyed the landscape. This phenomenon is
unfortunately spread all over the country. They were two types of abuses: small houses and
the businessmen (mafia). The second type had a positive economic effect as the construction
of hotels, restaurants or big houses provided work for the locals (1960-70’s). In the past few
years, they started renting the houses (for speculative motives).
Every 10 years, the so-called “condono edilizio” happens. It is a political manoeuvre to get
money. People living in illegally-built houses pay and they get the legal right to stay in their
place. Last time, it was in 2003 with the Berlusconi Government. In 70 years, less than 10
houses have been demolished. The problem is that big families (6-7 persons) live there and
have no other place to go to.
How would you promote Agrigento and the Valley of the Temples?
I would appoint a team of experts/professionals of story of art to manage the site and work as
guides. The cultural goods would have a promotion campaign. The guides would be better
trained. The information services inside the Parco would be improved.
Tourism courses would take place and provide better information for the visitors. The visit
would not be limited to the Temples. I would explain why the surroundings have been
historically integrated to the Valley. Groups would be divided per age.
Leaflets would be available in four languages. The archaeological museum would be a centre
for tourists to give historical facts about the site and not only show art objects.
I would valorise and promote the Valley of the Temples through the Internet, give facts about
the archaeological and historical site, give information about the accommodation facilities.
There would be two sections: one on tourism and the second one on culture.
From a tourism point of view, what is the main problem of Sicily?

It is the relationship between people and the cultural goods. In Sicily, there is no sensibility.
Sicilians suffer distance between their life and the cultural good. The monument is regarded
as an instrument to make money, profit. It lacks of feelings, heart and interest.
According to you, to what extent is the management concerned with sustainability?

Sustainability is a current issue. But I am not convinced that this problematic has received
close attention from the managers of the site.
Interview with M. Arnaud LANCELIN
Tourist
At the Central Station
MONDAY, AUGUST 1ST 2005

CATANIA
How many times did you visit the archaeological site?

I visited it twice.
How long did you stay?

Two hours.
What did you think of the signposting?

The reconstruction drawings and interpretation panels are only in Italian; which is a shame as
many tourists are foreigners who do not speak Italian. These methods are very poorly
conserved due to the sun and natural erosion. There is no initiative to conserve them.
What would be your main complain?

The price: last year, it cost 4€50 and it went up to 6€ this year. Even the map they provide at
the entrance costs 1€.
What is the main problem of Sicily from a tourism point of view?

Infrastructure: roads… Hotels are quite expensive compared to the quality. But this is also an
Italian case in general.
What would you improve in the Valley of the Temples?

I would valorise the heritage around the site (like the Hellenistic Roman Quarters, the
Necropolis) and not only the Temples. There is no conservation in the necropolis. Some
itineraries should be better valorised. The archaeological maps should be clearer because they
are difficult to understand for somebody who is not an expert.
The ticket office is very bad indicated. There is no ticket office at the entrance of the
Hellenistic Roman Quarters so that visitors can not enter. The path between the Hellenistic
Roman Quarters and the Valley of the Temples is not valorised.
There are no indications at the entrance of the museum that tickets including the visit of the
monuments can be bought there or that the visit of the museum is included in the standard
price.
There is a lack of explanations on the Temples. The full understanding is difficult without
guides (book, audio or person). For instance, they do not explain what a Doric temple is.
What is the main advantage of the site?

The conservation of the Temples or the quality of restoration. It is a “must-see destination”,
one of the most interesting archaeological sites with Villa Casale (Piazza Armenia) in Sicily.
Interview with Arch. Carmelo BENNARDO
Manager of the conservation of the Park
In his office
WEDNESDAY, AUGUST 3RD 2005

AGRIGENTO
Is the conservation of the site only run by the Park?

Yes.
So, the Park is also responsible for the conservation of the Garden of Kolymbetra, even if it is
run by the FAI?
Yes.
How do you conserve the monuments?

We only use original pieces.
Do you use a thin layer to protect them?

Yes, we use a chemical protective layer. We first made a selection of the different layers.
They were all checked in laboratories. Then, we chose the final one.
How is it composed? Are local products used for it?

It is composed of different products, namely consolidating resin, lime and local sand.
How long will this layer protect the monuments?

After several years, it will not have effect any more. We carried out a study to know exactly
what could happen after a few years.
Currently, projects financed by the EU are carried out. How are the funds spent?
These ongoing projects are financed only to restore and promote the Temples. All the
Temples are concerned. Some have already been restored (Temple of Castor and Pollux),
some are being restored at the moment (Temple of Concorde and Temple of Juno), and the
others will be restored later.
The ground was burnt on the south side of the Temple of the Concorde. Was it accidental or
was it on purpose to avoid fires?
No, it was an incidental fire.
The regional law divided the area in 3 zones (A, B, C). What do they correspond to?
The zone A corresponds to the archaeological site where it is forbidden to construct. The
other two zones are not part of the site.
How would you promote Agrigento and the Valley of the Temples?
We organise activities and projects. The aim is to make the site famous outside the Valley.
We create a scientific portal on the Internet that will help to connect the territory of the Parco
to everywhere in the world.
What are the main problems of the island, the town and the site?
The island is “far” from the peninsula and the world with the transport connections. Indeed,
in Sicily there is no speed train. To come to Agrigento, you do not have any motorway.
We do not know how to sell the cultural good. We should have a cultural tourism and not
mass tourism.
At the site, we have to improve the promotion of the other attractions (apart from the
Temples) and the quality of the panels and leaflets.
Do you have the results of the film festival?

The film festival “Cinema archeologico” from July, 26th to 30th has brought around 1, 000
persons to the site.
Interview with M. Claudio CASTEGLIONE
Representative of Touring Club Italiano in Agrigento
At the restaurant of the site
WEDNESDAY, AUGUST 3RD 2005

AGRIGENTO

I represent the Touring Club Italiano in Agrigento. I have been working for them for two
years. I make guided visits and I organise meetings so that the members of the Touring Club
association can see each other.
What do you consider under sustainable tourism?

It concerns especially the environment. It should not include any compromise of the
environment, meaning that the environment is the most important aspect. The cultural good
should also be considered as an economic good. This has changed in the past few years.
Indeed, before 2000, the visit of the Valley was for free.
What are the main problems of tourism in Sicily?

The value for money (in terms of quality services). The management of the monuments. The
quality of catering facilities (the local gastronomy should be more valorised and promoted in
restaurants).
And in Agrigento, what are the drawbacks?

Tourism is limited to the Valley. The town is dirty, noisy and there is water scarcity.

It should be cleaner and less noisy. But that comes from the local community. For instance,
in Tuscany, historical centres are silent and clean.
Agrigento does not have the vocation for tourism and does not have the culture of hospitality.
Interview with Dr. Vincenzo CHIRIACO
President of the Chamber of Commerce of Palermo
In his office
MONDAY, AUGUST 8RD 2005

PALERMO

I am the President of the Chamber of Commerce of Palermo (since 2000). I also run a
company of cereals in Palermo and I am the President of Mondimpresa.
What is the function of Mondimpresa?

Mondimpresa works for the internationalisation of the companies.
Does the Chamber of Commerce belong to the public or to the private sector?
In Italy, the Chambers of Commerce are public structures. They are classified as public
associations.
What is the role of the Chamber of Commerce?

It is what I call the houses of the companies. We represent all companies from all business
sectors for the development of the regional territory and economy.
How do the Chambers of Commerce of Palermo and Agrigento work with each other?
There is nothing particular. The cooperation is the same as with the other Chambers of
Commerce. We have common projects. For instance, at that time, we collaborate on a
project to develop the entire Sicilian fishing industry (exports, production, and related
products).
Is there any collaboration between the Chamber of Commerce of Palermo and the Park?
No.
According to you, what is the main problem of Sicily from a tourism point of view?
There are many problems.
First of all, the tourism culture is a very young culture which needs more maturity.
Secondly, Sicily is an island, which implies a problem concerning the connections. Now, we
have point-to-point routes with foreign airlines. For example, low-cost companies like
Ryanair fly directly to Sicily instead of stopping at Milan or Rome.
The hotel industry is being renovated. Soon, there will be more bed capacities; this is also the
case from a qualitative point of view as people are investing in quality hotels.
The catering facilities are not adapted and on top. Menus should be written in other languages.
That is part of a cultural problem. Moreover, almost nobody can speak about foreign affairs
and know only about Sicily.
And in Agrigento?
Agrigento has more or less the same problems. There are too few hotels. The tourism
marketing and advertising on the Valley of the Temples is too rare.
How would you make the promotion of the Valley of the Temples?
The whole tourism sector needs training (bar employees, hotel employees, guides…).
We need a virtuous circuit at the site. Visitors need a welcoming centre, adapted panels and
leaflets, access (roads) and not only archaeology.
The Valley needs foreign investments. There are too few local investors who can bring the
focus on the site.
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Stakeholder collaboration in the tourism planning

of a World Heritage Site:

The case study of the Valley of the Temples

MA European Tourism Management

Declaration of non plagiarism .................................................................................................... i

4. THE VALLEY OF THE TEMPLES ................................................................................... 34

6. CONCLUSIONS AND RECOMMENDATIONS............................................................... 65

Table 2.1: WTTC, Principles for sustainable tourism development .......................................... 8

Table 2.2: The International Tourism Charter .......................................................... Appendix 4

Table 2.3: Potential benefits of collaboration and partnerships ................................ Appendix 5

Table 2.4: Potential problems of collaboration and partnerships.............................. Appendix 6

Table 2.5: Elements of a tourism development plan ................................................................ 20

Table 2.6: Traditional heritage management............................................................................ 21

Table 2.7: The conservation process ......................................................................... Appendix 7

Table 2.9: Generalised management aspect of a visit to a heritage site.................... Appendix 9

Table 2.10: Objectives of visitor management techniques ...................................................... 24

Table 2.11: Techniques to implement visitor management .................................... Appendix 10

Table 5.1: Composition of the Council of the Park.................................................................. 54

Figure 1.1: International Tourist Arrival, 1950-2004 ............................................... Appendix 1

Figure 1.2: International Tourist Arrival, 1950-2003 ............................................... Appendix 2

Figure 1.3: International Tourism Receipts, 1950-2003 ........................................... Appendix 3

Figure 4.1: World’s Top Ten Tourism Destinations (2002) .................................................... 35

Figure 4.2: Tourist arrivals in Sicily (2004)............................................................................. 46

Figure 4.3: Visitors per province in Sicily, 1998-99................................................................ 47

AAPIT Azienda Autonoma Provinciale per l’Incremento Turistico (Provincial Tourist

MA European Tourism Management 1 Fabrice Fontaine

1.2. Research aim

1.3. Research objectives

MA European Tourism Management 2 Fabrice Fontaine

1.4. Research methodology

1.5. Structure of the dissertation

Chapter II: LITERATURE REVIEW

MA European Tourism Management 3 Fabrice Fontaine

Chapter III: METHODOLOGY

Chapter IV: THE VALLEY OF THE TEMPLES

Chapter V: MAIN FINDINGS

Chapter VI: CONCLUSIONS AND RECOMMENDATIONS

MA European Tourism Management 4 Fabrice Fontaine

Management can be made through collaborative partnerships. The importance of involving

MA European Tourism Management 5 Fabrice Fontaine

2.2.1. Sustainable tourism

MA European Tourism Management 6 Fabrice Fontaine

- It must not adversely affect the environment.

MA European Tourism Management 7 Fabrice Fontaine

Table 2.1: WTTC, Principles for sustainable tourism development

Source: WTO/WTTC (1995)

2.2.2. Sustainable development

MA European Tourism Management 8 Fabrice Fontaine

2.2.3. Sustainable tourism development

MA European Tourism Management 9 Fabrice Fontaine

2.3. Heritage and culture

MA European Tourism Management 10 Fabrice Fontaine

2.3.1. Cultural and built heritage

Cultural heritage corresponds to “the collective memory of culture as transferred through

MA European Tourism Management 11 Fabrice Fontaine

2.3.2. Cultural heritage tourism

MA European Tourism Management 12 Fabrice Fontaine

2.3.3. Analysis of general trends of cultural tourism and cultural tourists

MA European Tourism Management 13 Fabrice Fontaine

2.4. Partnerships and tourism planning

MA European Tourism Management 15 Fabrice Fontaine

A stakeholder is “any person, group or organisation affected by the causes or consequences

MA European Tourism Management 16 Fabrice Fontaine