SUSTAINABLE DEVELOPMENT OF TOURISM FOR ISLANDS:

CASE OF BUYUKADA – ISTANBUL

ABSTRACT

The planned contribution of this study is to design Buyukada Region as a sustainable destination and propose a sample development for similar island destinations. Reaching the balance of sustainability is the most challenging issue for most of the tourism destination proposals. Especially for island destinations keeping the balance is crucial but relatively easy. Since the islands are isolated, the development might be relatively more controllable. Each year, the Istanbul Metropolitan City itself attracts millions of international tourists in an increasing pace and, with the 2010 ECOC events; this trend will even get stronger. Therefore Buyukada region offering unique cultural and natural resources to tourists and inhabitants of Istanbul sooner or later will have to face this demand. It has also been stressed that uncontrolled development might result in excess usage of area resources. Therefore a strategic planning that will seek sustainability of tourism development in the area is needed. This study will be conducted; in order to clarify the natural and cultural resources Buyukada has to offer, search the tourism potential and applicable tourism alternatives, clarify the socio-economic effects and sustainability of tourism development at the island as a tourist destination and suggest a strategic planning for the desired development. The study also involves a SWOT analysis and a TOWS matrix mostly derived from the face to face interviews and observations to be used during the strategic planning process. The paper is concluded with recommendations and suggestions for the local authorities concerning the possible alternatives for sustainable development that will expand the destination life-cycle.

Keywords: Sustainable Tourism Destination Development, Carrying Capacity, Buyukada, SWOT Analysis, TOWS Matrix, “Sanatourism”

Introduction

After a 6% decline in visitor arrivals in 2006, Turkish tourism has demonstrated a recovery since the beginning of 2007. Arrivals have increased by 16% in the first two months, and moreover the industry bodies report that the bookings are promising for the upcoming season. Istanbul, on the other hand; witnessed some saturation in its arrival figures, yet still managed to get a 10.3% increase in 2006 and an impressive 27.5% in the first two months of 2007. It is most possible that Istanbul will double the 2006 figure of 5 346 000 arrivals and attract the targeted 10 000 000 tourists in 2010, given the fact that it will be the center of global attention with its prestigious entitlement to 2010 European Capital of Culture (ECOC). 

Istanbul is heading towards becoming a vital destination that will foster the diversification and quantification of Turkish tourism and contribute more significantly to the national economy. Consequently, touristic regions of the city are going under a transformation to become well-managed destinations. However; as evident in “2010 Tourism Vision” , efforts seem to focus on three main zones; the Historical Peninsula, Galata & Pera and Kilyos, neglecting Buyukada and its archipelago, the Princes’ Islands, one of the oldest spots for touristic activities in Istanbul.

This study is designed to draw the attentions of policymakers to Buyukada and assist the efforts towards its development as a sustainable destination. The first part recalls some important elements of the sustainable tourism concept related to the topic, whilst the next part includes an overview of the region. The literature survey is then followed by a discussion of the internal and external factors affecting tourism development under a SWOT analysis, which provides the basis for the ultimate TOWS matrix processed for formation of strategic suggestions and conclusion of the paper.

1. Sustainable Tourism Development & Carrying Capacity

The sustainable development concept originated in the Brundtland Report of World Commission on Environment and Development since it was defined as “meeting the needs of the present without compromising the ability of the future generations to meet their own needs” (1987: 43). World Tourism Organization rephrased the sustainable development phenomenon in the context of tourism as the activities that meet the needs of present tourists and host regions while protecting and enhancing opportunities for the future, and introduced a conceptual definition:

Sustainable tourism development guidelines and management practices are applicable to all forms of tourism in all types of destinations, including mass tourism and the various niche tourism segments. Sustainability principles refer to the environmental, economic and socio-cultural aspects of tourism development, and a suitable balance must be established between these three dimensions to guarantee its long-term sustainability (2004, www.world-tourism.org).

According to this conceptualization, the three dimensions which require the challenge to be balanced are; optimal use of environmental resources, respect for the socio-cultural authenticity of host communities and fair distribution of the socio-economic benefits to all stakeholders and have them participate in the development process while maintaining the experiential satisfaction and intellectual development of the tourists.

The ongoing permanence of sustainability phenomenon on the world tourism agenda results from the nature of tourism itself, such that; uncontrolled tourism development will possibly create a negative impact on the environment in forms of social ills, pollution, erosion and physical and psychological congestion (Holloway, 1994).  Therefore the crucial issue is to balance the carrying capacity, in other words; assessment of the maximum number of people that would visit a destination at a time without damaging the physical, economic and socio-cultural environment or lower additional visitors’ enjoyment of the destination below a desired level and, control of the visitor flows accordingly (WTO, 1981). Set standards for such quantification are always questionable since as well as physical limits, the carrying capacity also has psychological limits varying according to each individual’s perception. Nonetheless, Table 1 demonstrates a guideline introduced by World Tourism Organization (Inskeep, 1991).

Once the authorities have set the measures of carrying capacity, the critical issue becomes whether to concentrate the tourism activity or disperse it throughout the whole region. Such decision making will require implementation of preventive actions such as permanent or temporary closing of the sites, reduction of publicity, requirements for advanced bookings, promotion of alternative attractions, introduction of campaigns to increase greater public awareness and using price mechanisms to reduce or manage demand (Holloway, 1994: 262). These examples are important to the scope of this study, Buyukada, since it currently suffers from seasonality and over demand during peak seasons; a problem which will be discussed in the final analysis.

2. Buyukada & the Princes’ Islands

Buyukada is the largest and center of the Princes’ Islands, a district of Istanbul, comprised of 8 other isles scattered off the southern Asian coast of Istanbul. The islands at a total cover 11.2 km², with half of this surface area contributed by Buyukada. In addition to Buyukada, Heybeli, Burgaz, Kinali, Sedef, Kasik, Tavsan, Yassi and Sivri, a 10^th member of the archipelago is Vordonisi which, together with its monastery, is now underwater due to an earthquake ca 1000 years ago.

Until the 19^th century, the islands have had few populations, mostly of Greek priests, exiles and fishermen. The islands has encountered a significant demographic change when the administrative reforms of the Ottoman Empire in 1839 permitted foreign nationals to own properties and scheduled ferry lines were started in 1846. Starting with the French, many wealthy foreigners and members of Greek, Armenian, Syriac and Jewish minority communities have utilized the islands as a summer resort, thus; the population has increased from 1816 in 1840 to 6000 in 1865.

According to 2000 census, the population of permanent residents is 17 738. However; this figure is not an evidence of the actual situation, since an annual demographic fluctuation is widely observed. The Governorship reports that there are 20 000 housing units on the islands, with 90% of them used as summerhouses. The population starts to rise in April and reaches its peak, 150 000 (Buyukada – 65 000), during July-August, accompanied by a daily visitor flow of some 100 000 on weekends.

The islands can be characterized by economic monoculture, such that the local economy is dependent on only one activity (Coccossis, 2001), namely; tourism. However; it would be false to classify the Princes’ Islands as typical touristic island destinations – e.g. the Caribbean, the Canaries, Dodecanese etc. – since they are quite different in terms of their developmental scale (Barutcugil, 1984) and they are not physically isolated enough to be perceived as exotic venues but rather are the settlements of a metropolitan city, Istanbul. Yet the islands, especially Buyukada, are rich of natural resources and offer unique cultural features that can be utilized as touristic products once they are developed, managed and marketed efficiently and effectively.     

2.1. Natural and Cultural Features of Buyukada

Buyukada shows some distinctive characteristics in terms of its climate, vegetation, flora and fauna (especially bird species). Around 2/3 of the area is covered with red pine forests and maquis, and owing to its gardening tradition; Buyukada has also become rich of exotic species as well. The forest and the prohibition for the use of motor vehicles provide Buyukada with a healthy, fresh air and it has naturally served as a sanatorium for centuries. Although agricultural activity is only limited to small scale apiculture, horticulture, fishery and trucking, both the soil and the sea are generous for production. The local wine of Buyukada, known for its high quantity and quality, is not produced anymore, since viniculture activity stopped in early 20^th century (Millas, 2004).

The Princes’ Islands, declared as a “natural, urban, archeological and historical preservation site” in 1984, hosts 899 registered monuments, most of them resting on Buyukada. Although origins of some buildings date back to the 8^th century, the present buildings are usually 100-200 years old. However, what makes them attractive is not their age but rather their artistic features. Other than the mansions that represent a harmony of many architectural currents; monasteries, churches, synagogues and mosques also make up the cultural heritage.

2.2. Infrastructure and Superstructure

After the installment of natural gas distribution system, infrastructure for Buyukada has leveled with those of Istanbul’s well-maintained towns. However there is one infrastructural characteristic of Buyukada that differentiates it from other towns, that is the transportation network within the islands. Motor vehicles are prohibited and the traditional transportation modes of phaetons and donkey-rides are still in effect. In other words; the infrastructural element required for tourism development has become the touristic product itself.

As for touristic superstructure; there are currently 5 hotels, 1 resort, 3 home-inns, 1 private club, 10 restaurants offering seafood or Turkish barbeque, 1 picnic area for 3 000 people, 4 public beaches, 2 water sports clubs, 3 rent a bikes, 2 culture houses and a modern arts center. A watch tower is under construction whilst a botanic park project has recently been proposed by the islands’ forestry administration. Among the accommodation establishments, 3 are heritage hotels that have survived today while many others, together with home-inns, operating in the early 20^th century have been abandoned due to increased seasonality and diminished foreign interest.

2.3. Accessibility and Transportation

The Princes’ Islands lay at the cross-section of three urban-industrial cities, Istanbul, Bursa and Izmit. Buyukada’s proximity to Istanbul mainland ranges from 2.3km to 25km. Ferries and seabuses operate in biannual schedules, whereas motor boats operate during peak season to accommodate latent demand. Travel time differs according to the vehicle and port preferred (Buyukada – Sirkeci is 90 minutes by ferry, Buyukada – Bostanci is 10 minutes by seabus). Randomly, transportation by helicopters is also observed. The ferries are being renovated and modernized, however complaints about the insufficiency of trip frequencies persist.

3. Strengths, Weaknesses, Opportunities and Threats for Buyukada as a Destination

In this section, a SWOT analysis is made to assess Buyukada’s internal resources and abilities and opportunities and threats in its external environment, based on the data and information gathered from the literature survey, the field observations and face-to-face interviews with the authorities of non-governmental and public organizations functioning on Buyukada (Two consecutive field trips made in January & February of 2007). The table below shows a summary of the strengths, weaknesses, opportunities and threats identified, whereas the next section discusses related items in detail for strategy formulation.

4. TOWS Matrix Strategies for Sustainable Tourism Development on Buyukada

TOWS matrix, as shown on Table 3, has been applied for the formulation of tourism development strategies through adequate matching of the internal and external factors identified by the SWOT analysis. The method enables the policymakers to come up with Strength-Opportunity (SO), Weakness-Opportunity (WO), Strength-Threat (ST) and Weakness-Threat (WT) strategies. While the SO strategies use the internal strengths to take advantage of external opportunities, the WO strategies aim at improving internal weaknesses by taking advantage of the external opportunities. On the other hand; ST strategies include utilization of the strengths in order to avoid or reduce the effects of external threats whereas WT strategies are defensive tactics aimed at reducing internal weaknesses and external threats (David, 2001: 204-206).

The matrix is just a matching tool to develop feasible alternative strategies, so it does not select and prioritize them for implementation. That task falls within the responsibility of the policymakers concerned with tourism development on Buyukada. Nevermore, an attempt to categorize the TOWS strategies was made as below.

4.1. Formation of an Active Destination Management Organization

WO1 – The Urban Council (W4, O15): This is the parent strategy since it addresses the authority that will make use of all other suggestions. A regulation, which has recently come into force, requires the formation of a governance council at each municipal zone. The councils will be made up of governmental and municipal officers, NGO representatives and academicians. Once established, it will have assemblies and work groups who will labor their efforts in achieving the goals of Turkey’s Local Agenda 21, including but not limited to preparation and implementation of a long term plan for sustainable development, maintenance and rehabilitation of historical, cultural and natural resources, contribution for effective, efficient and fair usage of urban resources, and proposal of programs concentrated on increasing life quality, environmental awareness and public wealth. Certainly, the council should employ one or more of its bodies for development and management of Buyukada as a sustainable destination.

4.2. Transportation & Infrastructure Improvements

WO2 – Restructure Schedules & Offer Custom Trips (W2, O13): Although the ferries are just recently renovated, there are still complaints about trip frequencies. It is obvious that a general restructuring must be made for the summer and winter schedules by breaking them down into more seasons. Also, one of the ferries could be allocated for touristic trips that would be integrated with the route of “Bus Touristic”, a specially designed vehicle for sightseeing tourists in the Historical Peninsula.

WT1 – Improve Signage & Guidance (W7, W9, T8, T9): Two of the main touristic activities at Buyukada are the “Small Tour” and the “Grand Tour”. Tourists, either by feet or phaetons, meet the natural and cultural resources. However, lack of signage in terms of quantity and language variety together with phaeton drivers’ lack of foreign language and guidance knowledge generally result in an unsatisfactory experience. Therefore signage should be improved, but left limited at areas where carrying capacity is under threat, and multi-language guide books should be supplied for phaeton riders taking these tours. Also another suggestion would be to educate the drivers to increase their language and guidance knowledge.

4.3. Capacity and Flow Management

WT2 – Zonal Development, Pricing, Fencing (W10, W11, W12, T2, T8, T11, T12): The carrying capacities of the public beaches and the picnic area are forced during summers (refer back to Table 1) and on the other hand; the forest area is wholly open to public access with limited supervision, except for the military zone. These situations lead to erosion of sand and vegetation as well as negative image perception due to congestion, and impose a fire threat for the forest. Therefore, new venues for swimming and picnicking should be sought. If the problem still persists, entrance prices should be increased. As for the fire threat, forest area should be fenced from the main road and, natural hiking and trekking paths with warning signs should be formed.

WO3 – Target Different Age Segments (W8, O8): Capturing youth and third age groups, who are eager to travel during off-seasons, is vital for Buyukada to overcome its seasonality. Therefore; the council should organize fam trips for incoming tour operators of this segment and have them include the destination in their packages.

ST1 – Bundle with the Competitor (S1, S2, S3, S9, S14, T13): Although Buyukada possesses unique sources to be offered in cultural tourism market, its nearby competitor, the Historical Peninsula of Istanbul, holds an advantage in terms of brand power, attractions, facilities and accessibility. Hence, efforts should be focused on cooperating rather than competing, at least during the initial market penetration phase. 

WO4 – Attend Tourism Fairs (W4, O14, O15): The council body should engage in the international promotion efforts of Turkey by attending international tourism fairs and thereby increasing the recognition of its destination and attracting more international visitors.

WO5 – Destination Web Site (W5, O7, O8, O10): Web sources report that 30% of European travelers visit cultural heritage web sites and this ratio increases to 50% during special events. This points out the importance of a destination web site for Buyukada. However, the site should be designed as beyond a brochureware and include options for online booking and purchasing.

4.4. Alternative Tourism Types

Once the governance, infrastructure, transportation and demand management problems are solved, the next step is to analyze alternative tourism markets where the destination holds competitive advantage. Developing alternative tourism types will qualify and diversify the total tourism product, expand the season and invigorate the regional economy. Below are the developable alternatives under five headings: Cultural Tourism, Ecotourism, MICE Tourism, Marine Tourism, and Health & Wellness Tourism.

4.4.1. Cultural Tourism

SO1 – Promote Cultural Tourism Development (S2, S3, S8, S9, S14, S16, O1, O5, O7, O8, O15): As a result of the globalization process, people have become more curious about other cultures and demand for cultural tourism has shown an incremental growth. The fact that cultural tourism demand is less subject to climatic conditions and less sensitive to price with regards to that of the mass market has become an advantage for destinations offering unique resources.  Therefore, it is crucial for Buyukada to assess its heritage visitor attractions and turn them into respected, presentable products. Along with buildings possessing special architectural and historical features, Buyukada is also rich of diverse religious sites, with the most significant of them being St. George Monastery, where a visit is considered as semi-pilgrimage in Orthodox Christianity. Last but not the least; emphasis should be given on organizing cultural and artistic events to create a synergy between the tangible and the intangible assets. The International Islands Festival, held traditionally in summers, is a good example for such organizations; however more of these should be on the way.

It should be noted that all kinds of attempts to develop cultural tourism can be proposed as ECOC 2010 projects and, if eligible, obtain funding from the EU Culture 2007-2013 program. The Princes’ Islands are strongly related to Istanbul’s title winning theme; “The City of Four Elements”. The four elements – earth, water, air, fire – each represent a sub-theme, where earth is the traditions and monuments, water is the Bosphorus, the Golden Horn and naturally the Islands, air is the minarets and bell towers representing cultural diversity, and fire is the youth, modern arts and technology. Here the competitive advantage of Buyukada is evident, and bringing that advantage into life seems to be a major responsibility of the urban council.

WO6 – Restore & Functionalize Monuments (W3, O1, O5, O7): Wear and tear are widely observed on the monuments of Buyukada. They should immediately be restored and assigned with appropriate functions that would help them serve for the needs of the locals and the tourists. Among all, the building of Prinkipo Palace, built as a deluxe casino hotel in 1898 but later used as an orphanage by Greeks and abandoned in 1964, should be placed at the top of the agenda. The building, which is claimed to be the world’s largest mono-block timber structure, is about to collapse. It can be rejuvenated with its original function and serve as a high quality accommodation facility of Buyukada.

WO7 – Encourage Home-inns (W8, O1, O7): Until the 1940s, home-inns were a major part of Buyukada’s tourism activity. It was a strong tool for stabilizing demographics, fostering regional economy and improving tourist experience by avoiding staged authenticity. Revitalization of this tradition would be a promising attempt, therefore; a relevant proposal should be made as an ECOC 2010 project.

ST2 – Connect with the Demand Generator (S14, T6): Though not as in the past, Buyukada and the surrounding islands still have a multi-ethnic population comprised of Greeks, Armenians, Jews, Syriacs and Levantines and a heritage left from their ancestors. As a result, it is so possible to market the islands to those communities living in their original country and the diaspora. However, such marketing efforts are open to threats of repeating diplomatic crises between Turkey and the potential demand generators; particularly Greece and Armenia. In order to avoid the negative consequences of such crises on the island’s tourism, local NGOs should form bridges with those of the aforementioned countries and pursue relationship management practices in case of such crises.

4.4.2. Ecotourism

SO2 – Develop Ecotourism Facilities (S3, S6, S7, S10, O4): In the near future, a brand new strength of Buyukada will be “Adapark”, an ecotourism project included in the 2007 Rehabilitation Program of the Turkish Ministry of Environment & Forestry. The project will be implemented on a 160 000m² land and will exhibit the marine life, bird species and vegetation of Buyukada. It is suggested that the authorities investigate whether wine production is still possible in the project area, which still hosts an abandoned vineyard house. Also, the project could be enriched by nature trail horse riding. For implementation of the latter idea, the ridability of the phaeton horses, most of which are left to themselves during winters and damage vegetation, should be assessed.  

4.4.3. MICE (Meetings-Incentives-Conventions-Events) Tourism

SO3 & WO8 – Congress Center (S4, W6, O2): Close to the city but isolated naturally, Buyukada is highly suitable for meetings with safety-security concerns. However, holding such events requires superstructure investments, hence; the island’s building inventory should be checked to find a proper venue to be revitalized under this function.

SO4 – Host Weddings (S14, S15, O11): It is most evident that Buyukada, with its hotels and surroundings, is a suitable venue to accommodate wedding groups. Moreover, Buyukada’s churches and synagogues are also strong resources to take advantage of this opportunity internationally.

SO5 – Host Sports Events (S11, O2, O9): Turkey and Istanbul have made a quantum leap in bidding, hosting and organizing international sports events such as the Formula 1 Grand Prix, FIBA European Championship, UEFA Champions League final game, MotoGP, Universiade 2005 and Winter Universiade 2011. This national ability should also evaluate Buyukada’s resources for the upcoming events of especially water sports and triathlon, for which the Balkan Cup was already held in Buyukada in 2002.  

4.4.4. Marine Tourism

SO6 – Marina Investment (S1, S12, O6, O12): The establishment of an environmentally friendly, boutique marina will help accommodate thousands of yachters sailing in the Mediterranean, Aegean and the Black Sea. It is most possible that Buyukada will provide the yachters with the experience of staying at an authentic and natural site while Istanbul is only 2 knots away. In return, the islanders will benefit from the expanded season and the typically high spending habits of the yachters.

4.4.5. Health & Wellness Tourism

SO7 – “Sanatourism” (S6, S13, O3): Turkish tourism policy has shown a remarkable trend towards increasing Turkey’s share in the health tourism market and setting the revenues at 4.5 billion Euros. For this purpose, efforts concentrate on marketing special surgery hospitals, thermal facilities and spa hotels whereas; in the case of Buyukada, there seems to be a unique advantage that could differentiate the health tourism product. Encouraged by the facts that the islands have had been home to sanatoriums (the first sanatorium of Turkey was founded on the neighboring island, Heybeliada), that they hold a public image as “the natural sanatorium of Istanbul” and that there are many miraculous healing myths associated with the St. George Monastery on Buyukada; the authors coin the name “sanatourism”. In this respect, Buyukada should be positioned as a “sanatouristic” product via adding SPA & wellness facilities to its hotels and investing in a high quality sanatorium that would serve for the needs of the diseased persons.

Conclusion

Heretofore, resources and abilities of Buyukada have been analyzed to take advantage of the opportunities and to avoid the threats towards a sustainable tourism development challenge. One important conclusion, as implied in the passage, is the significance of the newborn urban council. The analyses and recommendations mentioned can at best be benefited by this entity. Therefore; it is suggested that the council forms a work group who would focus on sustainable tourism development issues and communicate their findings to the authorities and the public through seminars and panels.

During the literature survey, it was noticed that specific research on tourism in Princes’ Islands has not been made for the last 23 years. Encouraged by the ECOC 2010 process, the authors propose that an “International Research Center for Island Tourism” project be prepared by appertaining parties and presented to the EU Culture 2007-2013 program. Such a project will serve for the needs of the Princes’ Islands and touristic islands in general, and moreover it will attract business/academic travelers around the world and itself will become a touristic resource for Buyukada. Moreover; if projected on one of Buyukada’s heritage buildings, it will also be a decent example for the contemporary preservation of cultural heritage.

Finally, the paper is concluded with further research suggestions on the topic, as it was limited to an observational method and Buyukada as the only scope. First of all, the methodology can be strengthened by administering questionnaires to the residents and making elite interviews with the industry representatives. In return, the findings will contribute for a sound sustainable tourism development plan that includes participation of the stakeholders and, assist for the development of a model that can be applied for each island and then for the archipelago as a whole.

One last further study suggestion would be to analyze the impact of global warming on Buyukada’s destination life cycle. Though it is a major threat on the planet’s survival; at first glance, it seems like an opportunity in the case of Buyukada, since warmer winters will help the destination overcome seasonality in the short-term. However, questions like what could happen in the long-term and how the demand can be balanced in warmer summers still remain. Therefore, a comprehensive survey on this subject is highly recommended.

References

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Coccossis, H. (2001). Sustainable Development and Tourism in Small Islands: Some Lessons from Greece. Anatolia: An International Journal of Tourism and Hospitality Research, 12(1), 53-58.

David, F. R. (2001). Strategic Management Concepts. (8th ed.). Upper Saddle River, NJ: Prentice-Hall, Inc.

Holloway, J. C. (1994). The Business of Tourism. (4th ed.). Harlow: Addison Wesley Longman Ltd, (Chapter 17).

Inskeep, E. (1991). Tourism Planning: An Integrated and Sustainable Approach. NY: Van Nostrand Reinhold.

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