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Juanjo Galan
Sectoral Plans and Pilot

Projects for Sustainable
Development
Sierra Calderona Strategic Plan, Spain
Sectoral Plans and Pilot Projects for Sustainable
Development
Juanjo Galan
Sectoral Plans and Pilot

Projects for Sustainable
Development
Sierra Calderona Strategic Plan, Spain
123
Juanjo Galan
Department of Architecture
Aalto University
Espoo, Etelä-Suomi, Finland
ISBN 978-3-030-05359-8 ISBN 978-3-030-05360-4 (eBook)

https://doi.org/10.1007/978-3-030-05360-4
Library of Congress Control Number: 2018963053
© Springer Nature Switzerland AG 2019

This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is
concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction
on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic
adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not
imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and
regulations and therefore free for general use.
The publisher, the authors, and the editors are safe to assume that the advice and information in this book are believed
to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty,
express or implied, with respect to the material contained herein or for any errors or omissions that may have been
made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional
affiliations.
This Springer imprint is published by the registered company Springer Nature Switzerland AG
The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
Foreword I
This book presents a comprehensive regional model that is the result of exhaustive multi-
disciplinary research. It features an integrative and sustainability orientated plan for the
south-central area of the Calderona Mountain Range (Sierra Calderona). The plan exceeds
strict municipal demarcations and covers an area of incomparable heritage, natural, and
cultural wealth.
The Universitat Politècnica de València and the municipalities of Serra, Náquera, Marines,
Olocau, and Gátova developed the plan for the south-central area of Sierra Calderona, with the
invaluable assistance of their fellow citizens. The plan offers an exceptional example of
sustainable planning and of the effective management of natural, cultural, and social resources.
The implementation of this comprehensive plan will certainly contribute to improving the
quality of life of the inhabitants of the Sierra Calderona.
It is essential to treat both the Calderona Natural Park and its habitats with due respect, so
that future generations will be able to discover and enjoy its privileged and rich environment.
That is why an effort was needed to forge a strong complicity between nature and society,
based on an integrative approach and on a balanced combination of layers and interests.
Development paths, that used to diverge, converge now harmoniously in the Strategic Plan,
and the combination of different disciplines leads now to intelligent and sustainable growth.
Valencia, Spain Francisco José Mora Mas

Rector
Universitat Politècnica de València
v
Foreword II
The traditional urban–rural dichotomy and the classical systems of planning are being chal-
lenged by new ways of living, working, producing, consuming, and enjoying free time. At the
same time, science is providing us with clear evidence of the deep connections between social
and ecological systems.
In this context, we try to navigate among the legitimate aspiration of each generation to live
better and the urgent necessity to understand local and global implications of our individual
and collective actions.
We are more people than ever before, but at the same time—and following the emergence
of new sustainability frameworks and new social and governance paradigms—we might be
better equipped to integrate complexity, to share the planet in a smarter way, and to look for
synergies instead of conflicting interests. Somehow, we do not have another moral and ethical
alternative.
This book is a pioneering exploration of what can be achieved when we choose the path of
integration instead of the highway of division.
Espoo, Finland Anna Valtonen

Dean of the School of Arts
Design and Architecture
Aalto University
Pekka Heikkinen
Head of the Department of Architecture
Aalto University
vii
Preface
The main reason for writing this book was to show, through a case study, the synergies that
can be provided by integrative planning and explore new possibilities to link all the disciplines
involved in regional planning. The book shows how, in planning, the whole can be greater
than the sum of the parts and that the sustainability framework can be an ideal platform for
multi-, inter- and trans-disciplinarity. This book is aimed at a wide range of professions and
experts, who will find themselves represented in the Sierra Calderona Strategic Plan and will
get new insights on how their specific work or knowledge can contribute to a bigger picture.
The whole work incorporates new methodologies and graphical systems for regional and
local planning and constitutes an example of multidisciplinary planning based on principles of
sustainability, system thinking, participatory governance, and local adaptation.
In particular, this book presents a set of 10 sectoral plans and 18 pilot projects covering a
complete set of territorial layers and organized into the following chapters: Landscape and
Land-Use Plan, Natural Environment Plan, Game Management Plan, Agriculture Plan,
Livestock Farming Plan, Urban Planning and Well-Being Plan, Cultural Heritage Plan,
Tourism and Public Use Plan, Socioeconomic Development and Sustainability Plan, Gover-
nance and Implementation Plan. In addition, the 18 pilot projects develop in detail some of the
most crucial and innovative ideas proposed in the sectoral plans and have often been devel-
oped in close collaboration with local entrepreneurs and groups.
This book follows the publication by Springer of the book Analysis and Strategies for
Sustainable Regional Planning: Sierra Calderona Strategic Plan, Spain (Galan, 2018), of
which the comprehensive analysis and diagnosis of the Sierra Calderona and the subsequent
formulation of regional objectives and strategies have informed and guided the definition
of the sectoral plans and pilot projects presented in this volume.
Therefore, the whole contents of the Sierra Calderona Strategic Plan have been included in
two volumes, both of them published by Springer:
• Analysis and Strategies for Sustainable Regional Planning: Sierra Calderona Strategic
Plan, Spain;
• Sectoral Plans and Pilot Projects for Sustainable Development: Sierra Calderona
Strategic Plan, Spain.
Espoo, Finland Juanjo Galan
ix
Acknowledgements
For their collaboration and support in the preparation of the Sierra Calderona Strategic Plan:
• Alfonso Fernández Morote (Cultural Heritage Plan and Sustainability Plan),

• Gemma Peiro Frías (Natural Environment Plan and Game Management Plan),
• Ignacio Diez Torrijos (Agriculture Plan and Livestock Farming Plan),
• Antonio Fresneda Colomer (Urban and Well-Being Plan, Landscape and Land-Use Plan),
• Ana Gascón Hernández (Urban and Well-being Plan, Landscape and Land-use Plan),
• Anna Ruiz Pitarch (Urban and Well-Being Plan, Landscape and Land-Use Plan),
• Miguel Portolés Castaño (Urban and Well-Being Plan, Landscape and Land-Use Plan),
• Lourdes Canos Darós (Tourism and Public Use Plan),
• Juan Pablo Perales Marhuenda (Urban and Well-Being Plan, Landscape and Land-Use
Plan),
• Pablo Lambertos Escudero (Cultural Heritage Plan),
• Guadalupe Martín Pardo (Cultural Heritage Plan),
• Cristina Santandreu Mascarell (Tourism and Public Use Plan).
For their assistance in the preparation of the GIS cartography and regional maps:
• Ignacio Diez Torrijos,

• Gemma Peiro Frías.
For his support in the digitalization of handmade sketches and drawings:
• Alfonso Fernández Morote.
For their collaboration and support in the translation of the book:
• Lucía Martínez Estefanía,

• Paula Cardells Mosteiro,
• Stephen Venn.
For their advice and support in the Polytechnic University of Valencia (UPV):
• Vicente Caballer Mellado (Department of Economics and Social Sciences, UPV),

• Ma del Carmen Blasco Sánchez (Department of Regional and Urban Planning, UPV),
• Francisco Martínez Pérez (Department of Regional and Urban Planning, UPV),
• José Vicente Colomer Ferrándis (Department of Transport Engineering, UPV),
• Martín Rodríguez García (Department of Life Sciences, UPV),
• Alberto San Bautista Primo (Department of Agronomic Sciences, UPV),
• Francisco Galiana Galán (Department of Rural Engineering, UPV).
xi
xii Acknowledgements
For his support in the Aalto University:
• Pekka Heikkinen (Head of the Department of Architecture, Aalto University).
For their advice and support in the Municipalities included in the Sierra Calderona
Strategic Plan:
• Javier Arnal Gimeno (Mayor of Serra),

• Damián Ibáñez Navarro (Mayor of Náquera),
• M. Dolores Celda Lluesma (Mayor of Marines),
• Antonio Ropero Morales (Mayor of Olocau),
• Leopoldo Romero Llima (Mayor of Gátova),
• Fernando Alfaro Ibáñez (Town Councillor of Planning, Náquera).
Contents
1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1 Contents of the Book . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 The Scope: South-Central Area of Sierra Calderona . . . . . . . . . . . . . . . . 2
1.3 The Sierra Calderona Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.4 Analysis and Diagnosis of the Sierra Calderona . . . . . . . . . . . . . . . . . . . 5
1.4.1 Natural Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.4.2 Agriculture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.4.3 Urban Environment and Well-Being . . . . . . . . . . . . . . . . . . . . 6
1.4.4 Transport Infrastructures and Mobility . . . . . . . . . . . . . . . . . . . 11
1.4.5 Landscape and Territorial Models . . . . . . . . . . . . . . . . . . . . . . 12
1.4.6 Sustainability (Material and Energy Flows) . . . . . . . . . . . . . . . 17
1.4.7 Demography and Employment . . . . . . . . . . . . . . . . . . . . . . . . 18
1.4.8 Local Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
1.5 Regional Objectives and Strategies for the Sierra Calderona . . . . . . . . . . 20
1.5.1 Natural Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
1.5.2 Agriculture and Livestock Farming . . . . . . . . . . . . . . . . . . . . . 20
1.5.3 Urban Environment and Well-Being . . . . . . . . . . . . . . . . . . . . 20
1.5.4 Infrastructure and Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
1.5.5 Cultural Heritage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
1.5.6 Tourism and Public Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
1.5.7 Landscape . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
1.5.8 Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
1.5.9 Socio-Demography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
1.5.10 Economic Activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
1.5.11 Governance and Regional Planning and Management . . . . . . . . 22
Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
2 Landscape and Land-Use Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
2.1 Motivation and Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
2.2 Landscape Characterisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
2.2.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
2.2.2 Landscape Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
2.2.3 Landscape Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
2.3 Visual Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
2.4 Landscape Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
2.4.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
2.4.2 Landscape Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
2.5 Landscape Quality Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
2.5.1 Landscape Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
xiii
xiv Contents
2.6 Regional Open Space System (Regional Green Infrastructure) . . . . ..... 48

2.6.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..... 48
2.6.2 Definition of the Regional Open Space System
(Regional Green Infrastructure) . . . . . . . . . . . . . . . . . . . . . . . . 48
2.6.3 Urban Management Units (UMU) . . . . . . . . . . . . . . . . . . . . . . 61
2.7 Landscape Programmes and Pilot Projects . . . . . . . . . . . . . . . . . . . . . . . 62
2.7.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
2.7.2 List of Landscape Programmes . . . . . . . . . . . . . . . . . . . . . . . . 62
2.7.3 Landscape Programme Sheets . . . . . . . . . . . . . . . . . . . . . . . . . 62
2.8 Landscape Regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
2.8.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
2.8.2 Regulations and Recommendations . . . . . . . . . . . . . . . . . . . . . 66
2.9 Associated Regional Objectives and Strategies . . . . . . . . . . . . . . . . . . . . 68
2.10 Pilot Project: Network of Routes in the Natural Environment . . . . . . . . . 68
2.10.1 Motivation and Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
2.10.2 Existing Routes and Services . . . . . . . . . . . . . . . . . . . . . . . . . 69
2.10.3 Design Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
2.10.4 Proposal for a Strategic Network of Routes . . . . . . . . . . . . . . . 71
2.10.5 Recommendations on Cross-Sections and Characteristics
of Routes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
2.10.6 Estimated Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
2.11 Pilot Project: Náquera River Park . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
2.11.2 Analysis and Diagnosis of the Current Situation . . . . . . . . . . . . 79
2.11.3 Objectives and Strategies of the Project . . . . . . . . . . . . . . . . . . 81
2.11.4 Náquera River Park . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
2.11.5 Budget Estimation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
2.11.6 Associated Regional Objectives and Strategies . . . . . . . . . . . . . 91
2.12 Pilot Project: Olocau River Park . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
2.12.3 Project Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
2.12.4 Proposal for the Olocau River Park . . . . . . . . . . . . . . . . . . . . . 95
2.12.5 Budget Estimation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
2.13 Pilot Project: Landscape and Visual Improvement
of the CV333 Road . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
2.13.2 The Current Landscape from the CV333 Road . . . . . . . . . . . . . 105
2.13.3 Strategies of the Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
2.13.4 Proposal for the Landscape and Visual Improvement
of the CV333 Road . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
3 Natural Environment Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
3.1.1 Justification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
3.1.2 Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
3.2 General Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
3.2.1 Zoning Based on Ecological Value . . . . . . . . . . . . . . . . . . . . . 118
3.2.2 Zoning Based on Protection Levels . . . . . . . . . . . . . . . . . . . . . 118
3.3 Economic Uses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
3.3.1 Timber Harvesting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
3.3.2 Biomass Harvesting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122
3.3.3 Cork Harvesting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Contents xv
3.3.4 Apiculture and Honey Harvesting . . . . . . . . . . . . . . . . . . . . . . 126

3.3.5 Truffle Harvesting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
3.3.6 Overall Assessment of Economic Uses in the Natural
Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
3.3.7 Annual Schedule for Productive Activities . . . . . . . . . . . . . . . . 129
3.4 Fire Prevention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
3.4.1 Analysis of Fire Hazard, Vulnerability and Risk . . . . . . . . . . . . 129
3.4.2 Defense Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
3.4.3 Existing Infrastructure for Fire Prevention . . . . . . . . . . . . . . . . 131
3.4.4 Proposed Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
3.5 Public Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
3.5.1 Existing Network of Public Facilities and Routes . . . . . . . . . . . 132
3.5.2 Proposed Structural Network of Trails/Routes . . . . . . . . . . . . . 132
3.5.3 Criteria for Public Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
3.5.4 Zoning Based on Desirable Intensities of Use . . . . . . . . . . . . . 133
3.6 Forest Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
3.6.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
3.6.2 Management and Improvement Tasks . . . . . . . . . . . . . . . . . . . 135
3.6.3 Zoning According to the Intensity of Management . . . . . . . . . . 135
3.6.4 Impact of Forest Management on Employment . . . . . . . . . . . . . 137
3.6.5 Distribution of Competences and Tasks . . . . . . . . . . . . . . . . . . 137
3.7 Programmes and Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
3.8 Regulations and Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
3.8.1 Technical Recommendations for the Management
of Forest Stands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
3.8.2 Technical Recommendations for the Productive Use
of Forests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
3.8.3 Technical Recommendations for the Public Use of Natural
Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
3.10 Pilot Project: Models for the Management of Forest Areas . . . . . . . . . . . 141
3.10.2 Selection of Representative Forest Plots . . . . . . . . . . . . . . . . . . 141
3.10.3 Silvicultural Tasks by Plot-Type . . . . . . . . . . . . . . . . . . . . . . . 143
3.10.4 Outputs and Work Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . 145
3.10.5 Outputs of Produced Residues . . . . . . . . . . . . . . . . . . . . . . . . . 146
3.10.7 Economic Study and Urgency/Importance Estimation . . . . . . . . 148
3.11 Pilot Project: Timber and Biomass Harvesting . . . . . . . . . . . . . . . . . . . . 149
3.11.2 Utilisable Timber and Biomass . . . . . . . . . . . . . . . . . . . . . . . . 149
3.11.3 Outputs, Schedules and Workforce . . . . . . . . . . . . . . . . . . . . . 153
3.11.5 Economic Study and Urgency/Importance Estimation . . . . . . . . 155
3.11.6 Constraints and Linkages . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
3.12 Pilot Project: Network of Forest Nurseries . . . . . . . . . . . . . . . . . . . . . . . 156
3.12.2 Species and Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
xvi Contents
3.12.3 Adequate Areas for Forest Nurseries . . . . . . . . . . . . .

. . . . . . . 157
3.12.4 Estimated Production Estimation and Schedule . . . . . .
. . . . . . . 157
3.12.5 Workforce, Facilities and Equipment . . . . . . . . . . . . .
. . . . . . . 160
3.12.6 Regulations and Recommendations . . . . . . . . . . . . . .
. . . . . . . 161
3.12.7 Economic Study and Urgency/Importance Estimation .
. . . . . . . 161
3.12.8 Associated Regional Objectives and Strategies . . . . . .
. . . . . . . 162
References . . . . .......................................... . . . . . . 163
4 Game Management Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165
4.1.1 Justification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165
4.1.2 Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
4.2 Hunting Areas and Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
4.2.1 Potential Areas for Hunting . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
4.2.2 Existing Hunting Preserves . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
4.2.3 Delimitation of Potential Areas for Small and Big Game . . . . . 166
4.2.4 Fauna Reserves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168
4.2.5 Existing and Potential Drinking Troughs . . . . . . . . . . . . . . . . . 170
4.3 Species, Seasons and Quotas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
4.3.1 Current, Protected and Potential Species . . . . . . . . . . . . . . . . . 170
4.3.2 Schedules and Close Season . . . . . . . . . . . . . . . . . . . . . . . . . . 172
4.3.3 Maximum Quotas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
4.3.4 Restocking of Animals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
4.4 Management and Maintenance of the Hunting Activity . . . . . . . . . . . . . . 173
4.4.1 Agencies and Groups Currently Involved . . . . . . . . . . . . . . . . . 173
4.4.2 Allocation of Responsibilities: Current and Proposed . . . . . . . . 173
4.4.3 Maintenance Works: Type, Location and Scheduling . . . . . . . . 174
4.4.4 Maintenance of the Hunting Activity: Total
and Unitary Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
4.4.5 Revenues from the Hunting Activity . . . . . . . . . . . . . . . . . . . . 178
4.6.1 Regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
4.6.2 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180
Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
5 Agriculture Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
5.2 Current Situation of Agricultural Areas . . . . . . . . . . . . . . . . . . . . . . . . . 184
5.2.1 Agricultural Networks at Sierra Calderona . . . . . . . . . . . . . . . . 184
5.2.2 Existing Dynamics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
5.2.3 Profitability of the Agricultural Mosaic . . . . . . . . . . . . . . . . . . 188
5.3 Montane Agriculture Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188
5.3.1 Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
5.3.2 Spatial Systems Within the Montane Agriculture Network . . . . 189
5.3.3 Criteria to Improve the Continuity and Capacity
of the Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
5.3.4 Towards a Viable Montane Agriculture Network . . . . . . . . . . . 191
5.3.5 Current and Potential Yields in the Montane Agriculture
Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
Contents xvii
5.4 Agricultural Networks on Plains and Foothills . . . . . . . . . . . . . . . . . . . . 191

5.4.1 Objectives for the Improvement of the Agricultural Networks
on Plains and Foothills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193
5.4.2 Spatial Systems Within the Agricultural Networks on Plains
and Foothills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194
5.4.3 Existing and Potential Yields in the Agricultural Networks on
Plains and Foothills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194
5.5 Production and Commercialization . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196
5.5.1 Improvements in Production . . . . . . . . . . . . . . . . . . . . . . . . . . 196
5.5.2 Improvements in Storage and Commercialisation . . . . . . . . . . . 197
5.6 Programmes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197
5.9 Pilot Project: Agricultural Land Bank . . . . . . . . . . . . . . . . . . . . . . . . . . 199
5.9.2 Procedures and Frameworks . . . . . . . . . . . . . . . . . . . . . . . . . . 199
5.9.3 Preferred Zones for the Land Bank . . . . . . . . . . . . . . . . . . . . . 200
5.9.4 Schedule and Resources for the Land Bank . . . . . . . . . . . . . . . 202
5.9.5 Constraints and Linkages . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
6 Livestock Farming Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203
6.2 Towards a New Extensive Livestock Farming System . . . . . . . . . . . . . . 203
6.2.1 Livestock Farming and the Management of Natural Areas . . . . 203
6.2.2 Sheep and Goats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204
6.2.3 Management of the Livestock Farming Activity . . . . . . . . . . . . 204
6.3 Areas Suitable for Extensive Livestock Farming and Elements
of Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204
6.3.1 Criteria of Inclusion or Exclusion . . . . . . . . . . . . . . . . . . . . . . 205
6.3.2 Areas and Routes for Extensive Livestock Farming . . . . . . . . . 206
6.3.3 Criteria with Respect to Sheep-Goat Livestock . . . . . . . . . . . . . 209
6.4 Implementation and Management of the Livestock Farming Activity . . . . 210
6.4.1 Livestock Farming Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . 210
6.4.2 Functional Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
6.4.3 Size of Herds and Locations of Stables . . . . . . . . . . . . . . . . . . 211
6.4.4 Required Investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
6.4.5 Waste Treatment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
6.5 Economic Dimension of Livestock Farming . . . . . . . . . . . . . . . . . . . . . . 212
6.5.1 Goat Farming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
6.5.2 Sheep Farming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213
6.5.3 Secondary Products: Wool and Fur . . . . . . . . . . . . . . . . . . . . . 213
6.5.4 Estimation of Total Productions . . . . . . . . . . . . . . . . . . . . . . . 213
6.6 Programmes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 214
6.8 Pilot Project: Extensive Livestock Farm . . . . . . . . . . . . . . . . . . . . . . . . . 215
6.8.2 Planned Livestock Farming Activity . . . . . . . . . . . . . . . . . . . . 215
6.8.3 Area for the Development of the Planned Livestock
Farming Activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216
6.8.4 Implementation of the Planned Livestock Farming Activity . . . 217
Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
xviii Contents
7 Urban and Well-Being Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221

7.2 Urban Management Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224
7.3 Towns and Villages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225
7.3.1 Integrated Urban Regeneration . . . . . . . . . . . . . . . . . . . . . . . . 225
7.3.2 Town of Serra . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226
7.3.3 Town of Náquera . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228
7.3.4 Town of Olocau . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230
7.3.5 Town of Marines Nuevo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232
7.3.6 Village of Marines Viejo . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234
7.3.7 Village of Gátova . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236
7.4 Housing Estates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 238
7.4.1 Guidelines for Urban Planning and Management
and for the Open Space System of Housing
Estates (Fig. 7.9) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 238
7.4.2 Guidelines for the Improvement of Public Space and Urban
Edges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239
7.4.3 Regulations for Public Space and Buildings . . . . . . . . . . . . . . . 239
7.5 Scattered Settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239
7.5.1 Guidelines for the Management of Scattered Settlements . . . . . 240
7.5.2 Guidelines for Controlling the Growth of Scattered
Settlements and Improving Their Edges . . . . . . . . . . . . . . . . . . 240
7.5.3 Guidelines for the Integration of Scattered Settlements
in Adjacent Housing Estates . . . . . . . . . . . . . . . . . . . . . . . . . . 240
7.6 Industrial Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 240
7.6.1 Guidelines for the Management of Industrial Areas and Their
Open Space Systems (Green Infrastructures) . . . . . . . . . . . . . . 240
7.6.2 Guidelines for the Management of the Public Space . . . . . . . . . 242
7.6.3 Regulations on Public Spaces and Buildings . . . . . . . . . . . . . . 242
7.7 Guidelines for the Joint/Pooled Management of Public Services
and Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242
7.8 Management and Support Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242
7.12 Pilot Project: Sustainable Improvement of the Pedralbilla and Torre de
Portaceli Housing Estates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245
7.12.3 Planning and Design Strategies . . . . . . . . . . . . . . . . . . . . . . . . 248
7.12.4 Proposal for the Sustainable Improvement of the Pedralbilla
and Torre de Portaceli Housing Estates . . . . . . . . . . . . . . . . . . 251
7.12.5 Management Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259
7.13 Pilot Project: Bank of Urban Spaces . . . . . . . . . . . . . . . . . . . . . . . . . . . 260
7.13.2 Existing Vacant Plots and Dwellings . . . . . . . . . . . . . . . . . . . . 261
7.13.3 Concept and Objectives of the Bank of Urban Spaces . . . . . . . 261
7.13.4 Criteria and Policies of the Bank of Urban Spaces.
Types of Spaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 265
7.13.5 Relationship of the Bank of Urban Spaces with the Different
Agents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 266
7.13.6 Functioning of the Web-Bank of Urban Spaces . . . . . . . . . . . . 268
7.13.7 Implementation and Maintenance Costs . . . . . . . . . . . . . . . . . . 268
Contents xix
7.13.8 Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269

7.13.9 Constraints, Links and Contracts . . . . . . . . . . . . . . . . . . . . . . . 269
Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271
8 Cultural Heritage Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273
8.2 Survey and Condition of Cultural Heritage . . . . . . . . . . . . . . . . . . . . . . 273
8.3 Rehabilitation and Reactivation Strategies . . . . . . . . . . . . . . . . . . . . . . . 274
8.4 Programmes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285
8.6 Pilot Project: Rehabilitation and Reactivation of the Hamlet
of Olla (Marines) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286
8.6.2 History and Current Situation . . . . . . . . . . . . . . . . . . . . . . . . . 288
8.6.3 Objectives and Strategies of Intervention and Management . . . . 292
8.6.4 Proposal of Rehabilitation and Reactivation . . . . . . . . . . . . . . . 303
8.6.5 Criteria for Rural, Architectural and Archaeological
Interventions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303
8.6.6 Implementation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 310
8.7 Pilot Project: Rehabilitation and Reactivation of “La Prunera”
Mountain Lodge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 310
8.7.2 Background and History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313
8.7.3 Programme for the Rehabilitation . . . . . . . . . . . . . . . . . . . . . . 319
8.7.4 Specific Objectives of the Project . . . . . . . . . . . . . . . . . . . . . . 320
8.7.5 Design Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 322
8.7.6 Proposal for the Rehabilitation of the Mountain Lodge . . . . . . . 323
8.7.7 Management and Maintenance . . . . . . . . . . . . . . . . . . . . . . . . 329
8.7.8 Economic Feasibility Study . . . . . . . . . . . . . . . . . . . . . . . . . . . 329
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 330
9 Tourism and Public Use Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 331
9.2 Analysis and Diagnosis of the Current Situation . . . . . . . . . . . . . . . . . . . 331
9.2.1 Main Tourist Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 331
9.2.2 Product-Market Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 332
9.2.3 Inputs from the Study Developed by the Valencian
Agency of Tourism for the Palancia/Calderona Area . . . . . . . . 332
9.3 Objectives and Guidelines of the Tourism and Public Use Plan . . . . . . . . 333
9.3.1 Tourism Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 333
9.3.2 Tourist Accommodation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 335
9.3.3 Services and Activities for Tourists . . . . . . . . . . . . . . . . . . . . . 336
9.3.4 Land-Use Planning and Urban Planning . . . . . . . . . . . . . . . . . . 337
9.3.5 Connections and Transport Infrastructure . . . . . . . . . . . . . . . . . 337
9.3.6 Facilities with Influence on Tourism . . . . . . . . . . . . . . . . . . . . 337
9.3.7 New Tourist Products and Promotion of Existing Ones . . . . . . . 338
9.3.8 Promotion, Information and Marketing of Tourism . . . . . . . . . . 338
9.3.9 Tourism Management at Municipal and
Supramunicipal Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 340
9.4 Tourism Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 340
9.4.1 Actions to Improve the Supply of Touristic Services . . . . . . . . 340
9.4.2 Actions to Increase the Demand . . . . . . . . . . . . . . . . . . . . . . . 340
xx Contents
9.4.3 Actions for the Management of Tourism Activity . . . . . . . . . . . 341

9.4.4 Actions for Improving the Quality of Life . . . . . . . . . . . . . . . . 341
9.5 Tourism Programmes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341
9.5.1 Tourism Action Programmes . . . . . . . . . . . . . . . . . . . . . . . . . . 342
9.5.2 Tourism Action Programmes in Relation
to Tourism Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 342
9.6 Constraints and Linkages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 342
9.8 Pilot Project: Family-Tourism Company . . . . . . . . . . . . . . . . . . . . . . . . 342
9.8.2 Objectives and Structure of the Family-Tourism Company . . . . 344
9.8.3 Market Study and Opportunities . . . . . . . . . . . . . . . . . . . . . . . 347
9.8.4 Products Offered . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348
9.8.5 Implementation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 352
9.8.6 Economic Management, Resources, and Funding . . . . . . . . . . . 353
9.8.7 Promotion and Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354
Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 355
10 Socio-Economic Development and Sustainability Plan . . . . . . . . . . . . . . . . . . 357
10.1 Motivation and Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357
10.1.1 The Socio-Economic Development and Sustainability
Plan in the Framework of the Sierra Calderona
Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357
10.1.2 Background and Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357
10.2 Analysis and Diagnosis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358
10.2.1 Local Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358
10.2.2 Sustainability Levels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 359
10.3 Objectives and Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 359
10.3.1 For the Economic Activity . . . . . . . . . . . . . . . . . . . . . . . . . . . 359
10.3.2 For Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361
10.4 Action Programmes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 363
10.4.1 Socioeconomic Development Programmes (PE) . . . . . . . . . . . . 363
10.4.2 Sustainability Programmes (PS) . . . . . . . . . . . . . . . . . . . . . . . . 365
10.5 Linkages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 366
10.7 Pilot Project: Identification of Strategic Economic Activities . . . . . . . . . . 366
10.7.2 New Economic Activities and Current Provision . . . . . . . . . . . 366
10.7.3 Potential and Strategic Economic Activities . . . . . . . . . . . . . . . 366
10.8 Pilot Project: Professional and Business Training Programme . . . . . . . . . 372
10.8.2 Labour Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 373
10.8.3 Proposed Training Programmes . . . . . . . . . . . . . . . . . . . . . . . . 374
10.8.4 Additional Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 380
10.9 Pilot Project: Sustainable Mobility Study . . . . . . . . . . . . . . . . . . . . . . . . 381
10.9.2 Diagnosis of Current Mobility . . . . . . . . . . . . . . . . . . . . . . . . . 381
10.9.3 Specific Objectives for Sustainable Mobility . . . . . . . . . . . . . . 382
10.9.4 Proposals for Sustainable Mobility . . . . . . . . . . . . . . . . . . . . . 382
10.9.5 Additional Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 387
Contents xxi
10.10 Pilot Project: Study for the Improvement of Regional Metabolisms . . . . . 387
10.10.2 Current Flows of Matter and Energy: Linear Models . . . . . . . . 387
10.10.3 Potential Adjustments in Flows of Matter and Energy
in a More Sustainable and Circular Model (Fig. 10.9) . . . . . . . 389
10.10.4 Improvements in Ecological Footprints . . . . . . . . . . . . . . . . . . 391
10.10.5 Monitoring of Sustainability Levels . . . . . . . . . . . . . . . . . . . . . 391
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 392
11 Governance and Implementation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 393
11.2 Study of Alternatives for the Establishment of a Supramunicipal Unit . . . 394
11.2.1 Possible Inter-municipal Associative Structures . . . . . . . . . . . . 394
11.2.2 Situation of the Municipalities of the Sierra Calderona
Strategic Plan Regarding Inter-municipal Collaboration . . . . . . . 397
11.2.3 The Sierra Calderona Strategic Plan in Relation to the Existing
Structures for Inter-municipal Collaboration . . . . . . . . . . . . . . . 397
11.3 Support Structures for the Implementation of the Sierra Calderona
Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 398
11.3.1 Inter-municipal Office of the Sierra Calderona
Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 398
11.3.2 Role of the Municipalities . . . . . . . . . . . . . . . . . . . . . . . . . . . . 399
11.3.3 Links with the Sierra Calderona Natural Park . . . . . . . . . . . . . . 399
11.4 Implementation and Use of the Sierra Calderona Strategic Plan . . . . . . . . 400
11.4.1 As Reference Document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 400
11.4.2 As Binding Document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 400
Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 400
12 Public Participation Plan (Phase 3): Sectoral Plans and Pilot Projects . . . . . . 401
Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 408
13 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 409
13.1 On the Objectives of the Sierra Calderona Strategic Plan . . . . . . . . . . . . 409
13.2 On the Contents of the Sierra Calderona Strategic Plan . . . . . . . . . . . . . 409
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 412
About the Author
Juanjo Galan is an Associate Professor of Landscape Architecture at the Department of

Architecture, Aalto University. His research focuses on Landscape Planning, Landscape
Design, Sustainable Development, Regional and Urban Planning and, on a more general level,
on the intersections between social and ecological systems.
After finishing his master's studies at the Master of Landscape Architecture at the
Heriot-Watt University, Edinburgh, he received his Ph.D. in Landscape Planning in 2011 from
the Department of Urban Planning at the Polytechnic University of Valencia, where he spent
10 years as the teacher, researcher, and founder–coordinator of the Master in Landscape and
Garden Design. During this period, he also developed an intense institutional and professional
career as the President of the Spanish Association of Landscape Architects, as an External
Advisor of the Department of Regional Planning of the Valencian Region (Spain) and as the
Director of the Galan Vivas landscape architecture practice.
xxiii
Introduction
1
Abstract • Livestock Farming Plan

This chapter explains succinctly the basic structure of the • Urban and Well-being Plan
Sierra Calderona Strategic Plan and the different phases • Cultural Heritage Plan
that led to the drafting of its Sectoral Plans and Pilot • Tourism and Public Use Plan
Projects. In addition and after briefly introducing the • Socio-Economic Development and Sustainability Plan
location and main characteristics of the Sierra Calderona, • Governance and Implementation Plan
the chapter summarizes the conclusions of the Analysis
and Diagnosis and the Regional Objectives and Strategies Despite their synthetic character, the sectoral plans cover
of the Sierra Calderona Strategic Plan, both included in existing gaps in sustainable and integrative planning,
the book Analysis and Strategies for Sustainable addressing issues and key actions in their respective fields.
Regional Planning: The Sierra Calderona Strategic Plan, In addition, they are defined in order to guide the future
Spain (Galan 2018). This summary will provide the drafting of binding and official documents by the responsible
reader with a general understanding of the Sierra administrations.
Calderona and will help her/him to frame the specific The following 18 pilot projects, programmes and studies
contents of each sectoral plan or pilot project. complement the above mentioned sectoral plans by devel-
oping in detail those aspects or topics which, due to their
innovative, exemplary or complex character, required addi-
tional information.
1.1 Contents of the Book
• Network of routes in the natural environment
On the basis of the Analysis and Diagnosis and the Regional • Náquera River Park
Objectives and Strategies presented in the first volume of the • Olocau River Park
Sierra Calderona Strategic Plan [Analysis and Strategies for • Landscape and visual improvement of the CV333 road
Sustainable Regional Planning: Sierra Calderona (Galan • Models for the management of forest areas
2018)], this second volume presents the ten sectoral plans and • Timber and biomass harvesting
eighteen projects, programmes and studies included in the • Network of forest nurseries
Sierra Calderona Strategic Plan. These sectoral plans and pilot • (Agricultural) Land Bank
projects aim to create the necessary policies, frameworks and • Extensive livestock farm
tools for the implementation of the defined Objectives and • Sustainable improvement of the Pedralbilla and Torre de
Strategies and are structured according to the following topics: Portaceli housing estates.
• Bank of Urban Spaces
• Landscape and Land-Use Plan • Rehabilitation and reactivation of the abandoned hamlet
• Natural Environment Plan of Olla
• Game Management Plan • Rehabilitation and reactivation of “La Prunera” mountain
• Agriculture Plan lodge
© Springer Nature Switzerland AG 2019 1

J. Galan, Sectoral Plans and Pilot Projects for Sustainable Development,
https://doi.org/10.1007/978-3-030-05360-4_1
2 1 Introduction
• Family-tourism company 1.3 The Sierra Calderona Strategic Plan

• Identification of strategic economic activities
• Professional and business training programme The Sierra Calderona Strategic Plan proposes a strategic
• Sustainable mobility study framework for the sustainable development of the
• Study for the improvement of regional metabolisms south-central area of the Sierra Calderona. The plan
addresses the most relevant territorial layers and integrates
them through highly transversal and integrative platforms
such as landscape, sustainability, socioeconomic processes
1.2 The Scope: South-Central Area of Sierra and socio-ecological systems. The main objective of the plan
Calderona is to support holistic regional and local planning and was
developed in collaboration with regional and local authori-
The Sierra Calderona Strategic plan was developed for the ties, experts in the studied fields and in parallel with a
south-central part of the Calderona Mountain Range (Sierra multi-phased public participation process.
Calderona), an area that covers a mountainous region of The Strategic Plan was structured in three main parts
approximately 200 km2 located at the northern limit of the (Fig. 1.4). The first part consisted of a multilayer analysis and
Metropolitan Area of Valencia (1.5 million inhabitants). The diagnosis. The second part formulated a set of territorial
studied area has a permanent population of 13,000 people objectives and strategies, based on the same layers used in the
that increases to 40,000 people during the high season (year first chapter and in the results of the first stages of the public
2014). The geographical scope of the Strategic Plan com- participation plan. These first two parts were included in the
prises five municipalities, Serra, Náquera, Olocau, Marines y book Analysis and Strategies for Sustainable Regional Plan-
Gátova, whose rugged territory is partially included in the ning: The Sierra Calderona Strategic Plan, Spain (Galan 2018).
Sierra Calderona Natural Park (49%) and in its buffer area Finally, the third part included ten sectoral plans and eighteen
(30%). This Natural Park, created in the year 2002, has pilot projects. The contents of this third part are presented in the
succeeded in slowing the fast urbanization processes of current book: Sectoral Plans and Pilot Projects for Sustainable
previous decades but at the same time has strongly condi- Development: Sierra Calderona Strategic Plan, Spain.
tioned local planning and has imposed some severe restric- The Sierra Calderona Strategic Plan should be useful,
tions (Figs. 1.1, 1.2, and 1.3). fitted and integrative. It will be useful if it gives clear
Fig. 1.1 Location of the south-central area of Sierra Calderona

1.3 The Sierra Calderona Strategic Plan 3
Fig. 1.2 Land-cover in the geographical range of the Sierra Calderona Strategic Plan. Source Adapted from CORINE LAND COVER 2000
4 1 Introduction
Fig. 1.3 Intersection between the geographical scope of the Sierra Calderona Strategic Plan and the zoning defined in the “Use and Management
Governing Plan of the Sierra Calderona Natural Park”. Source Own Elaboration and CITMA
Fig. 1.4 Structure of the Sierra Calderona Strategic Plan. Source Own elaboration
1.3 The Sierra Calderona Strategic Plan 5
answers to the problems and opportunities of the five the local economy, and in particular, they could improve the
municipalities included in the plan. It will be fitted if it relationship of the population with the surrounding natural
considers the peculiarities of the Sierra Calderona and if it environment. The economic activity has been estimated to
creates the necessary bridges between the broad principles of comprise:
the Territorial Strategy for the Valencian Region and the • Timber production: €120,000/year
more specific determinations of local plans. Finally, it will • Biomass production (chips): €34,000/year
be integrative if it establishes a fruitful and effective dialogue • Cork harvesting: €13,000/year
between all the territorial layers, objectives and interests • Truffle harvesting: €179,000/year
addressed in the Plan. • Honey harvesting: €30,000/year
Interestingly, the Sierra Calderona might be perceived as • Game hunting: €140,000/year
a prototypical example of a natural area located at the limits Fire risk: Fire is the greatest hazard in the area, as the
of an urban agglomeration. Such areas are often exposed to housing estates and towns surrounded by forest are the most
the same pressures; they face the same challenges, and vulnerable areas. Currently, the prevention and extinguish-
therefore, they can share similar strategic solutions. ing system includes a system of tracks and paths integrated
into a network of forest firebreaks. This firebreak network
could be reinforced with rainfed agriculture, which is now in
1.4 Analysis and Diagnosis of the Sierra serious decline. Hydrants and water reservoirs are distributed
Calderona irregularly. There is a strong concentration of hydrants
around towns and housing estates in the surroundings of
The Analysis and Diagnosis of the south central area of the Náquera, Serra and Olocau and a concentration of water
Sierra Calderona was developed in the first phase of the reservoirs in the northern part of Sierra Calderona.
Sierra Calderona Strategic Plan and presented in the book Public use: The path and road network (forest tracks and
Analysis and Strategies for Sustainable Regional Planning: trails) is extensive but discontinuous. Some areas of high
The Sierra Calderona Strategic Plan, Spain (Galan 2018). interest are difficult to locate and/or access and there is a lack
The analysis and diagnosis was structured into ten the- of recreational sites. There are few campsites and rural
matic areas or layers which, at all times, have been inte- accommodation options, as well as shelters in the interior
grated in order to provide a crosscutting profile of the region. area (Figs. 1.5 and 1.6).
This subchapter includes a summary of each thematic area
with the purpose of facilitating a full understanding of the ten
sectoral plans and pilot projects included in this book.
1.4.2 Agriculture
1.4.1 Natural Environment Agricultural land: This land-use accounts for 20% of the
area of the Sierra Calderona Strategic Plan and could be
Forest: This land-use represents 68% of the surface area of divided into two main categories: montane agriculture,
the five municipalities included in the Sierra Calderona mainly represented by rainfed crops (olive, almond, carob
Strategic Plan, of which 56% is strategic and 44% common trees) in a very strong recession; and lowland agriculture,
forest land. Forest plays an important environmental and mainly irrigation crops (mostly citrus trees, as they represent
landscape role, as it is mainly located between settlements 52% of the total agricultural land) (Fig. 1.7).
on the south of Náquera and Olocau. Regarding land own- Abandonment of soils with high agricultural fertility:
ership, most of the forest is privately owned (71%), how- Urbanization, especially during the last decades, has mainly
ever, in the municipality of Serra there are significant developed over soils with a medium, high or very high
pockets that are owned by the municipality or the regional agricultural fertility.
government. Economic possibilities of agriculture: The study of the
Protection: The Calderona Natural Park mainly comprises a profitability of different crops, permits us to conclude that
matrix of forest, including a network of rainfed agricultural professional agriculture, mainly on irrigated fields, is still
crops and small urbanised areas. The Natural Park covers feasible. However, crops that are more profitable should be
49% of the area included in the Sierra Calderona Strategic introduced, and production, processing and marketing
Plan and 64.5% of its total forest. activities should be optimized.
Economic activity: The study of potential forest economic Livestock farming: Extensive livestock farming has virtu-
activities shows that they could contribute significantly to ally disappeared from Sierra Calderona. However, its
6 1 Introduction
Fig. 1.5 Strategic and common forest land in the south central area of Sierra Calderona. Source PATFOR, Vaersa
Fig. 1.6 Forest landscape in the Sierra Calderona. Source Bingmaps
importance in the management of montane habitats might 1.4.3 Urban Environment and Well-Being
recommend its reintroduction in duly confined areas. Such
reintroduction would only be feasible if combined with a Urban land in the Sierra Calderona can be categorized into
strong marketing strategy and proper processing of the the following categories: Areas with a predominant resi-
products (meat, sausages, cheese, etc.). dential function (towns, villages, housing estates and
1.4 Analysis and Diagnosis of the Sierra Calderona 7
Fig. 1.7 Agricultural plots in plains (top), orchards and vegetable gardens in villages (centre) and rainfed terraced fields in mountainous areas
(bottom). Source Bingmaps
scattered settlements) and areas with a predominantly – Villages and Towns: The historic urban centres of Sierra
industrial or commercial activity. Calderona have a high visual quality potential for tour-
ism. However, some of them are difficult to access and
Residential Areas: The study of the urban fabric with a include some poorly integrated new buildings. It should
predominant residential use reveals the following: be noted that in spite of being an exceptional example of
8 1 Introduction
Fig. 1.8 Traditional urban fabric in a village or town (top) and new urban area in a town. Source Bingmaps
the rational planning principles that brought the creation – Scattered settlements: These often originate from
of rural colonization villages, Marines Nuevo is still not houses that were illegally built on non-developable land,
well known, and that the old village of Marines Viejo is some of which have subsequently been legalised and
declining very fast. In Náquera and Serra, compact urban integrated into housing estates by adding new built fab-
tissues of questionable quality have been adjoined to rics between them. Despite the fact that this kind of
their historical centres (Fig. 1.8). illegal housing is now strictly controlled, there are still
– Housing estates: These cover a considerable part of the some scattered developments pending regularization
build-up land and have experienced a very rapid growth (Fig. 1.9).
over the past decades. They are characterised by a Areas of Industrial/Commercial Activity: This category
low-medium density fabric of residential use with sub- includes industrial and commercial land. The main industrial
sequent negative implications in many sustainability estate is located in Náquera and because of its size and
factors. In the area covered by the Strategic Plan there are location, by the AP7, it could potentially become an
two main typologies of housing estates: Firstly, those industrial node of regional significance. Marines’ industrial
attached to villages or towns and, secondly, those located estate is also important, while the other industrial areas are
amidst agricultural plots or forest. The former could be smaller and have less activity. In general, their activity is
improved and managed together with the villages or linked to the construction sector and storage.
towns, while the latter, concentrated predominantly in the The commercial activity is mainly located in villages and
southern parts of Náquera and Olocau, pose a more towns, in the form of small shops, with the exception of a
complex problem that might require actions aimed at small shopping mall in the periphery of the town of
densification, improvement of public services and facil- Náquera. The lack of shops in the housing estates forces
ities, and better connections to towns, especially in those their inhabitants to rely on their own vehicles for
estates with a large permanent population. obtaining supplies. They tend to visit the big shopping
1.4 Analysis and Diagnosis of the Sierra Calderona 9
Fig. 1.9 Housing estate (top) and scattered settlement (bottom) in the Sierra Calderona. Source Bingmaps
Fig. 1.10 Industrial estate “Los Vientos” (Náquera). Source Bingmaps
malls, located mostly outside the municipalities, and to a Housing Stock and Vacant Lots: The construction of
lesser extent, the small shops at the local villages or towns dwellings in the areas designated for building (developable
(Fig. 1.10). land) would increase the amount of dwellings in Náquera by
10 1 Introduction
Fig. 1.11 Vacant lots in towns, villages, housing estates and industrial estates. Source Own elaboration
50%, in Olocau by 67% and in Serra by 110%. According to to prioritize the construction of new dwellings in those
the current Local Plans, those new dwellings would be pri- existing urban fabrics before generating new ones
marily located in low-density housing estates, producing a (Fig. 1.11).
negative effect on regional and local sustainability indica- Seasonality: The population of the area covered by this
tors. Since numerous vacant lots are located in compact Strategic Plan varies from 13,000 inhabitants in low season
villages or towns and housing estates, it would be desirable to 40,000 in peak season, generating large fluctuations in the
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good deal of work was done by the Civil Service Committee of the
House, and none at all by the corresponding committee of the
Senate. The three chairmen of the House committee were Mr.
Lehlbach, Mr. Andrew, and Mr. De Forest. All three were able and
conscientious men and stanch supporters of the law. The chairman
in the 52d Congress, Mr. John F. Andrew, was throughout his whole
term of service one of the ablest, most fearless, and most effective
champions of the cause of the reform in the House. Among the other
members of the committee, in different Congresses, who stood up
valiantly for the reform, were Mr. Hopkins, of Illinois, Mr. Butterworth,
of Ohio, Mr. Boatner, of Louisiana, and Mr. Dargan and Mr. Brawley,
of South Carolina. Occasionally there have been on the committee
members who were hostile to the reform, such as Mr. Alderson, of
West Virginia; but these have not been men carrying weight in the
House. The men of intelligence and ability who once familiarize
themselves with the workings of the system, as they are bound to do
if they are on the committee, are sure to become its supporters. In
both the 51st and the 52d Congresses charges were made against
the Commission, and investigations were held into its actions and
into the workings of the law by the House committee. In each case,
in its report the committee not only heartily applauded the conduct of
the Commission, but no less heartily approved the workings of the
law, and submitted bills to increase the power of the Commission
and to render the law still more wide-reaching and drastic. These
bills, unfortunately, were never acted on in the House.
The main fight in each session comes on the Appropriation bill.
There is not the slightest danger that the law will be repealed, and
there is not much danger that any President will suffer it to be so
laxly administered as to deprive it of all value; though there is always
need to keep a vigilant lookout for fear of such lax administration.
The danger-point is in the appropriations. The first Civil Service
Commission, established in the days of President Grant, was starved
out by Congress refusing to appropriate for it. A hostile Congress
could repeat the same course now; and, as a matter of fact, in every
Congress resolute efforts are made by the champions of foul
government and dishonest politics to cut off the Commission’s
supplies. The bolder men, who come from districts where little is
known of the law, and where there is no adequate expression of
intelligent and honest opinion on the subject, attack it openly. They
are always joined by a number who make the attack covertly under
some point of order, or because of a nominal desire for economy.
These are quite as dangerous as the others, and deserve exposure.
Every man interested in decent government should keep an eye on
his Congressman and see how he votes on the question of
appropriations for the Commission.
The opposition to the reform is generally well led by skilled
parliamentarians, and they fight with the vindictiveness natural to
men who see a chance of striking at the institution which has baffled
their ferocious greed. As a rule, the rank and file are composed of
politicians who could not rise in public life because of their attitude
on any public question, and who derive most of their power from the
skill with which they manipulate the patronage of their districts.
These men have a gift at office-mongering, just as other men have a
peculiar knack in picking pockets; and they are joined by all the
honest dull men, who vote wrong out of pure ignorance, and by a
very few sincere and intelligent, but wholly misguided people. Many
of the spoils leaders are both efficient and fearless, and able to strike
hard blows. In consequence, the leaders on the side of decency
must themselves be men of ability and force, or the cause will suffer.
For our good fortune, we have never yet lacked such leaders.
The Appropriation committees, both in the House and Senate,
almost invariably show a friendly disposition toward the law. They
are composed of men of prominence, who have a sense of the
responsibilities of their positions and an earnest desire to do well for
the country and to make an honorable record for their party in
matters of legislation. They are usually above resorting to the arts of
low cunning or of sheer demagogy to which the foes of the reform
system are inevitably driven, and in consequence they can be relied
upon to give, if not what is needed, at least enough to prevent any
retrogression. It is in the open House and in Committee of the Whole
that the fight is waged. The most dangerous fight occurs in
Committee of the Whole, for there the members do not vote by aye
and no, and in consequence a mean politician who wishes ill to the
law, but is afraid of his constituents, votes against it in committee,
but does not dare to do so when the ayes and noes are called in the
House. One result of this has been that more than once the whole
appropriation has been stricken out in Committee of the Whole, and
then voted back again by substantial majorities by the same men
sitting in open House.
In the debate on the appropriation the whole question of the
workings of the law is usually discussed, and those members who
are opposed to it attack not only the law itself, but the Commission
which administers it. The occasion is, therefore, invariably seized as
an opportunity for a pitched battle between the friends and foes of
the system, the former trying to secure such an increase of
appropriation as will permit the Commission to extend its work, and
the latter striving to abolish the law outright by refusing all
appropriations. In the 51st and 52d Congresses, Mr. Lodge, of
Massachusetts, led the fight for the reform in the Lower House. He
was supported by such party leaders as Messrs. Reed, of Maine,
and McKinley, of Ohio, among the Republicans, and Messrs. Wilson,
of West Virginia, and Sayers, of Texas, among the Democrats.
Among the other champions of the law on the floor of the House
were Messrs. Hopkins and Butterworth, Mr. Greenhalge, of
Massachusetts, Mr. Henderson, of Iowa, Messrs. Payne, Tracey, and
Coombs, of New York. I wish I had the space to chronicle the names
of all, and to give a complete list of those who voted for the law.
Among the chief opponents of it were Messrs. Spinola, of New York,
Enloe, of Tennessee, Stockdale, of Mississippi, Grosvenor, of Ohio,
and Bowers, of California. The task of the defenders of the law was,
in one way easy, for they had no arguments to meet, the speeches
of their adversaries being invariably divisible into mere declamation
and direct misstatement of facts. In the Senate, Senators Hoar, of
Massachusetts, Allison, of Iowa, Hawley, of Connecticut, Wolcott, of
Colorado, Perkins, of California, Cockrell, of Missouri, and Butler, of
South Carolina, always supported the Commission against unjust
attack. Senator Gorman was naturally the chief leader of the
assaults upon the Commission. Senators Harris, Plumb, Stewart,
and Ingalls were among his allies.
In each session the net result of the fight was an increase in the
appropriation for the Commission. The most important increase was
that obtained in the first session of the 53d Congress. On this
occasion Mr. Lodge was no longer in the House, having been
elected to the Senate. The work of the Commission had grown so
that it was impossible to perform it without a great increase of force;
and it would have been impossible to have put into effect the
extensions of the classified service had this increase not been
allowed. In the House the Committee on Appropriations, of which Mr.
Sayers was chairman, allowed the increase, but it was stricken out in
the House itself after an acrimonious debate, in which the cause of
the law was sustained by Messrs. Henderson and Hopkins, Mr.
McCall, of Massachusetts, Mr. Coombs, Mr. Crain, of Texas, Mr.
Storer, of Ohio, and many others, while the spoils-mongers were led
by Messrs. Stockdale and Williams, of Mississippi, Pendelton, of
West Virginia, Fithian, of Illinois, and others less important.
When the bill went over to the Senate, however, Mr. Lodge, well
supported by Messrs. Allison, Cockrell, Wolcott, and Teller, had the
provision for the increase of appropriation for the Commission
restored and increased, thereby adding by one half to the efficiency
of the Commission’s work. Had it not been for this the Commission
would have been quite unable to have undertaken the extensions
recently ordered by President Cleveland.
It is noteworthy that the men who have done most effective work
for the law in Washington in the departments, and more especially in
the House and Senate, are men of spotless character, who show by
their whole course in public life that they are not only able and
resolute, but also devoted to a high ideal. Much of what they have
done has received little comment in public, because much of the
work in committee, and some of the work in the House, such as
making or combating points of order, and pointing out the danger or
merit of certain bills, is not of a kind readily understood or
appreciated by an outsider; yet no men have deserved better of the
country, for there is in American public life no one other cause so
fruitful of harm to the body-politic as the spoils system, and the
legislators and administrative officers who have done the best work
toward its destruction merit a peculiar meed of praise from all well-
wishers of the Republic.
I have spoken above of the good that would come from a thorough
and intelligent knowledge as to who were the friends and who were
the foes of the law in Washington. Departmental officers, the heads
of bureaus, and, above all, the Commissioners themselves, should
be carefully watched by all friends of the reform. They should be
supported when they do well, and condemned when they do ill; and
attention should be called not only to what they do, but to what they
fail to do. To an even greater extent, of course, this applies to the
President. As regards the Senators and Congressmen also there is
urgent need of careful supervision by the friends of the law. We need
criticism by those who are unable to do their part in action; but the
criticism, to be useful, must be both honest and intelligent, and the
critics must remember that the system has its stanch friends and
bitter foes among both party men and men of no party—among
Republicans, Democrats, and Independents. Each Congressman
should be made to feel that it is his duty to support the law, and that
he will be held to account if he fails to support it. Especially is it
necessary to concentrate effort in working for each step of reform. In
legislative matters, for instance, there is need of increase of
appropriations for the Commission, and there is a chance of putting
through the bill to reform the Consular service. This has received
substantial backing in the Senate, and has the support of the
majority of the Foreign Affairs Committee. Instead of wasting efforts
by a diffuse support of eight or ten bills, it would be well to bend
every energy to securing the passage of the Consular bill; and to do
this it is necessary to arouse not only the Civil Service Reform
Associations, but the Boards of Trade throughout the country, and to
make the Congressmen and Senators feel individually the pressure
from those of their constituents who are resolved no longer to
tolerate the peculiarly gross manifestation of the spoils system which
now obtains in the consular service, with its attendant discredit to the
national honor abroad.
People sometimes grow a little down-hearted about the reform.
When they feel in this mood it would be well for them to reflect on
what has actually been gained in the past six years. By the inclusion
of the railway mail service, the smaller free-delivery offices, the
Indian School service, the Internal Revenue service, and other less
important branches, the extent of the public service which is under
the protection of the law has been more than doubled, and there are
now nearly fifty thousand employees of the Federal Government who
have been withdrawn from the degrading influences that rule under
the spoils system. This of itself is a great success and a great
advance, though, of course, it ought only to spur us on to renewed
effort. In the fall of 1894 the people of the State of New York, by a
popular vote, put into their constitution a provision providing for a
merit system in the affairs of the State and its municipalities; and the
following spring the great city of Chicago voted, by an overwhelming
majority, in favor of applying in its municipal affairs the advanced and
radical Civil Service Reform Law, which had already passed the
Illinois Legislature. Undoubtedly, after every success there comes a
moment of reaction. The friends of the reform grow temporarily
lukewarm, or, because it fails to secure everything they hoped, they
neglect to lay proper stress upon all that it does secure. Yet, in spite
of all rebuffs, in spite of all disappointments and opposition, the
growth of the principle of Civil Service reform has been continually
more rapid, and every year has taken us measurably nearer that
ideal of pure and decent government which is dear to the heart of
every honest American citizen.
FOOTNOTES:
[13] Scribner’s Magazine, August, 1895.
VIII
ADMINISTERING THE NEW YORK POLICE
FORCE[14]
In New York, in the fall of 1894, Tammany Hall was overthrown by

a coalition composed partly of the regular republicans, partly of anti-
Tammany democrats, and partly of independents. Under the latter
head must be included a great many men who in national politics
habitually act with one or the other of the two great parties, but who
feel that in municipal politics good citizens should act independently.
The tidal wave, which was running high against the democratic party,
was undoubtedly very influential in bringing about the anti-Tammany
victory; but the chief factor in producing the result was the wide-
spread anger and disgust felt by decent citizens at the corruption
which, under the sway of Tammany, had honey-combed every
department of the city government, but especially the police force. A
few well-meaning people have at times tried to show that this
corruption was not really so very great. In reality it would be difficult
to overestimate the utter rottenness of many branches of the city
administration. There were a few honorable and high-minded
Tammany officials, and there were a few bureaus which were
administered with more or less efficiency, although dishonestly. But
the corruption had become so wide-spread as seriously to impair the
work of administration, and to bring us back within measurable
distance of the days of Tweed.
The chief centre of corruption was the Police Department. No man
not intimately acquainted with both the lower and humbler sides of
New York life—for there is a wide distinction between the two—can
realize how far this corruption extended. Except in rare instances,
where prominent politicians made demands which could not be
refused, both promotions and appointments towards the close of
Tammany rule were made almost solely for money, and the prices
were discussed with cynical frankness. There was a well-recognized
tariff of charges, ranging from two or three hundred dollars for
appointment as a patrolman, to twelve or fifteen thousand dollars for
promotion to the position of captain. The money was reimbursed to
those who paid it by an elaborate system of blackmail. This was
chiefly carried on at the expense of gamblers, liquor sellers, and
keepers of disorderly houses; but every form of vice and crime
contributed more or less, and a great many respectable people who
were ignorant or timid were blackmailed under pretence of forbidding
or allowing them to violate obscure ordinances and the like. From top
to bottom the New York police force was utterly demoralized by the
gangrene of such a system, where venality and blackmail went hand
in hand with the basest forms of low ward politics, and where the
policeman, the ward politician, the liquor seller, and the criminal
alternately preyed on one another and helped one another to prey on
the general public.
In May, 1895, I was made president of the newly appointed police
board, whose duty it was to cut out the chief source of civic
corruption in New York by cleansing the police department. The
police board consisted of four members. All four of the new men
were appointed by Mayor Strong, the reform Mayor, who had taken
office in January.
With me, was associated, as treasurer of the Board, Mr. Avery D.
Andrews. He was a democrat and I a republican, and there were
questions of national politics on which we disagreed widely; but such
questions could not enter into the administration of the New York
police, if that administration was to be both honest and efficient; and
as a matter of fact, during my two years’ service, Mr. Andrews and I
worked in absolute harmony on every important question of policy
which arose. The prevention of blackmail and corruption, the
repression of crime and violence, safeguarding of life and property,
securing honest elections, and rewarding efficient and punishing
inefficient police service, are not, and cannot properly be made,
questions of party difference. In other words, such a body as the
police force of New York can be wisely and properly administered
only upon a non-partisan basis, and both Mr. Andrews and myself
were quite incapable of managing it on any other. There were many
men who helped us in our work; and among them all, the man who
helped us most, by advice and counsel, by stalwart, loyal friendship,
and by ardent championship of all that was good against all that was
evil, was Jacob A. Riis, the author of How the Other Half Lives.
Certain of the difficulties we had to face were merely those which
confronted the entire reform administration in its management of the
municipality. Many worthy people expected that this reform
administration would work an absolute revolution, not merely in the
government, but in the minds of the citizens as a whole; and felt
vaguely that they had been cheated because there was not an
immediate cleansing of every bad influence in civic or social life.
Moreover, the different bodies forming the victorious coalition felt the
pressure of conflicting interests and hopes. The mass of effective
strength was given by the republican organization, and not only all
the enrolled party workers, but a great number of well-meaning
republicans who had no personal interest at stake, expected the
administration to be used to further the fortunes of their own party.
Another great body of the administration’s supporters took a
diametrically opposite view, and believed that the administration
should be administered without the least reference whatever to party.
In theory they were quite right, and I cordially sympathized with
them; but as a matter of fact the victory could not have been won by
the votes of this class of people alone, and it was out of the question
to put these theories into complete effect. Like all other men who
actually try to do things instead of confining themselves to saying
how they should be done, the members of the new city government
were obliged to face the facts and to do the best they could in the
effort to get some kind of good result out of the conflicting forces.
They had to disregard party so far as was possible; and yet they
could not afford to disregard all party connections so utterly as to
bring the whole administration to grief.
In addition to these two large groups of supporters of the
administration, there were other groups, also possessing influence
who expected to receive recognition distinctly as democrats, but as
anti-Tammany democrats; and such members of any victorious
coalition are always sure to overestimate their own services, and to
feel ill-treated.
It is of course an easy thing to show on paper that the municipal
administration should have been administered without the slightest
reference to national party lines, and if the bulk of the people saw
things with entire clearness the truth would seem so obvious as to
need no demonstration. But as a matter of fact the bulk of the people
who voted the new administration into power neither saw this nor
realized it, and in politics, as in life generally, conditions must be
faced as they are, and not as they ought to be. The regular
democratic organization, not only in the city but in the State, was
completely under the dominion of Tammany Hall and its allies, and
they fought us at every step with wholly unscrupulous hatred. In the
State and the city alike the democratic campaign was waged against
the reform administration in New York. The Tammany officials who
were still left in power in the city, headed by the comptroller, Mr.
Fitch, did everything in their power to prevent the efficient
administration of the government. The democratic members of the
Legislature acted as their faithful allies in all such efforts. Whatever
was accomplished by the reform administration—and a very great
deal was accomplished—was due to the action of the republican
majority in the constitutional convention, and especially to the
republican Governor, Mr. Morton, and the republican majority in the
Legislature, who enacted laws giving to the newly chosen Mayor, Mr.
Strong, the great powers necessary for properly administering his
office. Without these laws the Mayor would have been very nearly
powerless. He certainly could not have done a tenth part of what
actually was done.
Now, of course, the republican politicians who gave Mayor Strong
all these powers, in the teeth of violent democratic opposition to
every law for the betterment of civic conditions in New York, ought
not, under ideal conditions, to have expected the slightest reward.
They should have been contented with showing the public that their
only purpose was to serve the public, and that the republican party
wished no better reward than the consciousness of having done its
duty by the State and the city. But as a whole they had not reached
such a standard. There were some who had reached it; there were
others who, though perfectly honest, and wishing to see good
government prosper, yet felt that somehow it ought to be combined
with party advantage of a tangible sort; and finally, there were yet
others who were not honest at all and cared nothing for the victory
unless it resulted in some way to their own personal advantage. In
short, the problem presented was of the kind which usually is
presented when dealing with men as a mass. The Mayor and his
administration had to keep in touch with the republican party or they
could have accomplished nothing; and on the other hand there was
much that the republican machine asked which they could not do,
because a surrender on certain vital points meant the abandonment
of the effort to obtain good administration.
The undesirability of breaking with the republican organization was
shown by what happened in the administration of the police
department. This being the great centre of power was the especial
object of the republican machine leaders. Toward the close of
Tammany rule, of the four Police Commissioners, two had been
machine republicans, whose actions were in no wise to be
distinguished from those of their Tammany colleagues; and
immediately after the new board was appointed to office the machine
got through the Legislature the so-called bi-partisan or Lexow law,
under which the department is at present administered; and a more
foolish or vicious law was never enacted by any legislative body. It
modelled the government of the police force somewhat on the lines
of the Polish parliament, and it was avowedly designed to make it
difficult to get effective action. It provided for a four-headed board, so
that it was difficult to get a majority anyhow; but, lest we should get
such a majority, it gave each member power to veto the actions of
his colleagues in certain very important matters; and, lest we should
do too much when we were unanimous, it provided that the chief, our
nominal subordinate, should have entirely independent action in the
most important matters, and should be practically irremovable,
except for proved corruption; so that he was responsible to nobody.
The Mayor was similarly hindered from removing any Police
Commissioner, so that when one of our colleagues began
obstructing the work of the board, and thwarting its effort to reform
the force, the Mayor in vain strove to turn him out. In short, there was
a complete divorce of power and responsibility, and it was
exceedingly difficult either to do anything, or to place anywhere, the
responsibility for not doing it.
If, by any reasonable concessions, if, indeed, by the performance
of any act not incompatible with our oaths of office, we could have
stood on good terms with the machine, we would certainly have
made the effort, even at the cost of sacrificing many of our ideals;
and in almost any other department we could probably have avoided
a break, but in the police force such a compromise was not possible.
What was demanded of us usually took some such form as the
refusal to enforce certain laws, or the protection of certain law-
breakers, or the promotion of the least fit men to positions of high
power and grave responsibility; and on such points it was not
possible to yield. We were obliged to treat all questions that arose
purely on their merits, without reference to the desires of the
politicians. We went into this course with our eyes open, for we knew
the trouble it would cause us personally, and, what was far more
important, the way in which our efforts for reform would consequently
be hampered. However, there was no alternative, and we had to
abide by the result. We had counted the cost before we adopted our
course, and we followed it resolutely to the end. We could not
accomplish all that we should have liked to accomplish for we were
shackled by preposterous legislation, and by the opposition and
intrigues of the basest machine politicians, which cost us the
support, sometimes of one, and sometimes of both, of our
colleagues. Nevertheless, the net result of our two years of work was
that we did more to increase the efficiency and honesty of the police
department than had ever previously been done in its history.
But a decent people will have to show by emphatic action that they
are in the majority if they wish this result to be permanent; for under
such a law as the “bi-partisan” law it is almost impossible to keep the
department honest and efficient for any length of time; and the
machine politicians, by their opposition outside the board, and by the
aid of any tool or ally whom they can get on the board, can always
hamper and cripple the honest members of the board, no matter how
resolute and able the latter may be, if they do not have an aroused
and determined public opinion behind them.
Besides suffering, in aggravated form, from the difficulties which
beset the course of the entire administration, the police board had to
encounter—and honest and efficient police boards must always
encounter—certain special and peculiar difficulties. It is not a
pleasant thing to deal with criminals and purveyors of vice. It is very
rough work, and it cannot always be done in a nice manner. The
man with the night stick, the man in the blue coat with the helmet,
can keep order and repress open violence on the streets; but most
kinds of crime and vice are ordinarily carried on furtively and by
stealth, perhaps at night, perhaps behind closed doors. It is possible
to reach them only by the employment of the man in plain clothes,
the detective. Now the function of the detective is primarily that of the
spy, and it is always easy to arouse feeling against a spy. It is
absolutely necessary to employ him. Ninety per cent. of the most
dangerous criminals and purveyors of vice cannot be reached in any
other way. But the average citizen who does not think deeply fails to
realize the necessity for any such employment. In a vague way he
desires vice and crime put down; but, also in a vague way, he
objects to the only possible means by which they can be put down. It
is easy to mislead him into denouncing what is necessarily done in
order to carry out the very policy for which he is clamoring. The
Tammany officials of New York, headed by the Comptroller, made a
systematic effort to excite public hostility against the police for their
warfare on vice. The law-breaking liquor seller, the keeper of
disorderly houses, and the gambler, had been influential allies of
Tammany, and head contributors to its campaign chest. Naturally
Tammany fought for them; and the effective way in which to carry on
such a fight was to portray with gross exaggeration and
misstatement the methods necessarily employed by every police
force which honestly endeavors to do its work. The methods are
unpleasant, just as the methods employed in any surgical operation
are unpleasant; and the Tammany champions were able to arouse
more or less feeling against the police board for precisely the same
reason that a century ago it was easy to arouse what were called
“doctors’ mobs” against surgeons who cut up dead bodies. In neither
case is the operation attractive, and it is one which readily lends
itself to denunciation; but in both cases it is necessary if there is a
real intention to get at the disease. Tammany of course found its best
allies in the sensational newspapers. Of all the forces that tend for
evil in a great city like New York, probably none are so potent as the
sensational papers. Until one has had experience with them it is
difficult to realize the reckless indifference to truth or decency
displayed by papers such as the two that have the largest circulation
in New York City. Scandal forms the breath of the nostrils of such
papers, and they are quite as ready to create as to describe it. To
sustain law and order is humdrum, and does not readily lend itself to
flaunting woodcuts; but if the editor will stoop, and make his
subordinates stoop, to raking the gutters of human depravity, to
upholding the wrong-doer, and furiously assailing what is upright and
honest, he can make money, just as other types of pander make it.
The man who is to do honorable work in any form of civic politics
must make up his mind (and if he is a man of properly robust
character he will make it up without difficulty) to treat the assaults of
papers like these with absolute indifference, and to go his way
unheeded. Indeed he will have to make up his mind to be criticised,
sometimes justly, and more often unjustly, even by decent people;
and he must not be so thin-skinned as to mind such criticism
overmuch.
In administering the police force we found, as might be expected,
that there was no need of genius, nor indeed of any very unusual
qualities. What was needed was exercise of the plain, ordinary
virtues, of a rather commonplace type, which all good citizens should
be expected to possess. Common sense, common honesty,
courage, energy, resolution, readiness to learn, and a desire to be as
pleasant with everybody as was compatible with a strict performance
of duty—these were the qualities most called for. We soon found
that, in spite of the wide-spread corruption which had obtained in the
New York police department, the bulk of the men were heartily
desirous of being honest. There were some who were incurably
dishonest, just as there were some who had remained decent in
spite of terrific temptation and pressure; but the great mass came in
between. Although not possessing the stamina to war against
corruption when the odds seemed well-nigh hopeless, they were
nevertheless heartily glad to be decent and to welcome the change
to a system under which they were rewarded for doing well, and
punished for doing ill.
Our methods for restoring order and discipline were simple, and
indeed so were our methods for securing efficiency. We made
frequent personal inspections, especially at night, turning up
anywhere, at any time. We thus speedily got an idea of whom
among our upper subordinates we could trust and whom we could
not. We then proceeded to punish those guilty of shortcomings, and
to reward those who did well, refusing to pay any heed whatever in
either case to anything except the man’s own character and record.
A very few of these promotions and dismissals sufficed to show our
subordinates that at last they were dealing with superiors who meant
what they said, and that the days of political “pull” were over while
we had the power. The effect was immediate. The decent men took
heart, and those who were not decent feared longer to offend. The
morale of the entire force improved steadily.
A similar course was followed in reference to the relations
between the police and citizens generally. There had formerly been
much complaint of the brutal treatment by police of innocent citizens.
This was stopped peremptorily by the simple expedient of dismissing
from the force the first two or three men who were found guilty of
brutality. On the other hand we made the force understand that in the
event of any emergency requiring them to use their weapons against
either a mob or an individual criminal, the police board backed them
up without reservation. Our sympathy was for the friends, and not
the foes, of order. If a mob threatened violence we were glad to have
the mob hurt. If a criminal showed fight we expected the officer to
use any weapon that was necessary to overcome him on the instant;
and even, if it became necessary, to take life. All that the board
required was to be convinced that the necessity really existed. We
did not possess a particle of that maudlin sympathy for the criminal,
disorderly, and lawless classes which is such a particularly unhealthy
sign of social development; and we were bound that the
improvement in the fighting efficiency of the police should go hand in
hand with the improvement in their moral tone.
To break up the system of blackmail and corruption was less easy.
It was not at all difficult to protect decent people in their rights, and
this was accomplished at once. But the criminal who is blackmailed
has a direct interest in paying the blackmailer, and it is not easy to
get information about it. Nevertheless, we put a complete stop to
most of the blackmail by the simple process of rigorously enforcing
the laws, not only against crime, but against vice.
It was the enforcement of the liquor law which caused most
excitement. In New York we suffer from the altogether too common
tendency to make any law which a certain section of the community
wants, and then to allow that law to be more or less of a dead-letter if
any other section of the community objects to it. The multiplication of
laws by the Legislature, and their partial enforcement by the
executive authorities, go hand in hand, and offer one of the many
serious problems with which we are confronted in striving to better
civic conditions. New York State felt that liquor should not be sold on
Sunday. The larger part of New York City wished to drink liquor on
Sunday. Any man who studies the social condition of the poor knows
that liquor works more ruin than any other one cause. He knows
also, however, that it is simply impracticable to extirpate the habit
entirely, and that to attempt too much often merely results in
accomplishing too little; and he knows, moreover, that for a man
alone to drink whiskey in a bar-room is one thing, and for men with
their families to drink light wines or beer in respectable restaurants is
quite a different thing. The average citizen, who doesn’t think at all,
and the average politician of the baser sort, who only thinks about
his own personal advantage, find it easiest to disregard these facts,
and to pass a liquor law which will please the temperance people,
and then trust to the police department to enforce it with such laxity
as to please the intemperate.
The results of this pleasing system were evident in New York when
our board came into power. The Sunday liquor law was by no means
a dead letter in New York City. On the contrary no less than eight
thousand arrests for its violation had been made under the Tammany
regime the year before we came in. It was very much alive; but it
was only executed against those who either had no political pull, or
who refused to pay money. The liquor business does not stand on
the same footing with other occupations. It always tends to produce
criminality in the population at large, and law-breaking among the
saloonkeepers themselves. It is absolutely necessary to supervise it
rigidly, and impose restrictions upon the traffic. In large cities the
traffic cannot be stopped; but the evils can at least be minimized.
In New York the saloonkeepers have always stood high among
professional politicians. Nearly two thirds of the political leaders of
Tammany Hall have, at one time or another, been in the liquor
business. The saloon is the natural club and meeting place for the
ward heelers and leaders, and the bar-room politician is one of the
most common and best recognized factors, in local political
government. The saloonkeepers are always hand in glove with the
professional politicians, and occupy toward them a position such as
is not held by any other class of men. The influence they wield in
local politics has always been very great, and until our board took
office no man ever dared seriously to threaten them for their flagrant
violations of the law. The powerful and influential saloonkeeper was
glad to see his neighbors closed, for it gave him business. On the
other hand, a corrupt police captain, or the corrupt politician who
controlled him, could always extort money from a saloonkeeper by
threatening to close him and let his neighbor remain open. Gradually
the greed of corrupt police officials and of corrupt politicians, grew by
what it fed on, until they began to blackmail all but the very most
influential liquor sellers; and as liquor sellers were very numerous,
and the profits of the liquor business great, the amount collected was
enormous.
The reputable saloonkeepers themselves found this condition of
blackmail and political favoritism almost intolerable. The law which
we found on the statute books had been put on by a Tammany
Legislature three years before we took office. A couple of months
after we took office, Mr. J. P. Smith, the editor of the liquor-dealers’
organ, The Wine and Spirit Gazette, gave out the following interview,
which is of such an extraordinary character that I insert it almost in
full:
“Governor Flower, as well as the Legislature of 1892, was elected
upon distinct pledges that relief would be given by the Democratic
party to the liquor dealers, especially of the cities of the State. In
accordance with this promise a Sunday-opening clause was inserted
in the excise bill of 1892. Governor Flower then said that he could
not approve the Sunday-opening clause; whereupon the Liquor
Dealers’ Association, which had charge of the bill, struck the
Sunday-opening clause out. After Governor Hill had been elected for
the second term I had several interviews with him on that very
subject. He told me, ‘You know I am the friend of the liquor dealers
and will go to almost any length to help them and give them relief;
but do not ask me to recommend to the Legislature the passage of
the law opening the saloons on Sunday. I cannot do it, for it will ruin
the Democratic party in the State.’ He gave the same interview to
various members of the State Liquor Dealers’ Association, who
waited upon him for the purpose of getting relief from the blackmail
of the police, stating that the lack of having the Sunday question
properly regulated was at the bottom of the trouble. Blackmail had
been brought to such a state of perfection, and had become so
oppressive to the liquor dealers themselves, that they communicated
first with Governor Hill and then with Mr. Croker. The Wine and Spirit
Gazette had taken up the subject because of gross discrimination
made by the police in the enforcement of the Sunday-closing law.
The paper again and again called upon the police commissioners to
either uniformly enforce the law or uniformly disregard it. A
committee of the Central Association of Liquor Dealers of this city
then took up the matter and called upon Police Commissioner
Martin.[15] An agreement was then made between the leaders of
Tammany Hall and the liquor dealers, according to which the monthly
blackmail paid to the police should be discontinued in return for
political support.[16] In other words, the retail dealers should bind
themselves to solidly support the Tammany ticket in consideration of
the discontinuance of the monthly blackmail by the police. This
agreement was carried out. Now what was the consequence? If the
liquor dealer, after the monthly blackmail ceased, showed any signs
of independence, the Tammany Hall district leader would give the tip
to the police captain, and that man would be pulled and arrested on
the following Sunday.”
Continuing, Mr. Smith inveighed against the law, but said:
“The (present) police commissioners are honestly endeavoring to
have the law impartially carried out. They are no respectors of
persons. And our information from all classes of liquor-dealers is that
the rich and the poor, the influential and the uninfluential, are
required equally to obey the law.”
There is really some difficulty in commenting upon the statements
of this interview, statements which were never denied.
The law was not in the least a dead-letter; it was enforced, but it
was corruptly and partially enforced. It was a prominent factor in the
Tammany scheme of government. It afforded a most effective means
for blackmailing a large portion of the liquor sellers and for the
wholesale corruption of the police department. The high Tammany
officials and police captains and patrolmen blackmailed and bullied
the small liquor sellers without a pull, and turned them into abject
slaves of Tammany Hall. On the other hand, the wealthy and
politically influential liquor sellers controlled the police, and made or
marred captains, sergeants, and patrolmen at their pleasure. In
some of the precincts most of the saloons were closed; in others
almost all were open. The rich and powerful liquor seller violated the
law at will, unless he had fallen under the ban of the police or the
ward boss, when he was not allowed to violate it at all.
Under these circumstances the new police board had one of two
courses to follow. We could either instruct the police to allow all the
saloonkeepers to become law-breakers, or else we could instruct
them to allow none to be law-breakers. We followed the latter
course, because we had some regard for our oaths of office. For two
or three months we had a regular fight, and on Sundays had to
employ half the force to enforce the liquor law; for the Tammany
legislators had drawn the law so as to make it easy of enforcement
for purposes of blackmail, but not easy of enforcement generally,
certain provisions being deliberately inserted with the intention to
make it difficult of universal execution. However, when once the
liquor sellers and their allies understood that we had not the slightest
intention of being bullied, threatened or cajoled out of following the
course which we had laid down, resistance practically ceased.
During the year after we took office the number of arrests for
violation of the Sunday liquor law sank to about one half of what they
had been during the last year of the Tammany rule; and yet the
saloons were practically closed, whereas under Tammany most of
them had been open. We adopted no new methods, save in so far
as honesty could be called a new method. We did not enforce the
law with unusual severity; we merely enforced it against the man
with a pull, just as much as against the man without a pull. We
refused to discriminate in favor of influential law-breakers. The
professional politicians of low type, the liquor sellers, the editors of
some German newspapers, and the sensational press generally,
attacked us with a ferocity which really verged on insanity.
We went our way without regarding this opposition, and gave a
very wholesome lesson to the effect that a law should not be put on
the statute books if it was not meant to be enforced, and that even
an excise law could be honestly enforced in New York if the public
officials so desired. The rich brewers and liquor sellers, who had
made money hand over fist by violating the excise law with the
corrupt connivance of the police, raved with anger, and every corrupt
politician and newspaper in the city gave them clamorous
assistance; but the poor man, and notably the poor man’s wife and
children, benefited very greatly by what we did. The hospital
surgeons found that their Monday labors were lessened by nearly
one half, owing to the startling diminution in cases of injury due to
drunken brawls; the work of the magistrates who sat in the city
courts on Monday for the trial of the offenders of the preceding

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Sectoral Plans and Pilot Projects for

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Designing Pilot Projects as Boundary Objects A

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Money Well Spent: A Strategic Plan for Smart

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Valencia, Spain Francisco José Mora Mas

Espoo, Finland Anna Valtonen

Espoo, Finland Juanjo Galan

• Alfonso Fernández Morote (Cultural Heritage Plan and Sustainability Plan),

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• Alfonso Fernández Morote.

For their collaboration and support in the translation of the book:

• Lucía Martínez Estefanía,

• Vicente Caballer Mellado (Department of Economics and Social Sciences, UPV),

For his support in the Aalto University:

• Pekka Heikkinen (Head of the Department of Architecture, Aalto University).

• Javier Arnal Gimeno (Mayor of Serra),

2.6 Regional Open Space System (Regional Green Infrastructure) . . . . ..... 48

3.3.4 Apiculture and Honey Harvesting . . . . . . . . . . . . . . . . . . . . . . 126

3.12.3 Adequate Areas for Forest Nurseries . . . . . . . . . . . . .

5.4 Agricultural Networks on Plains and Foothills . . . . . . . . . . . . . . . . . . . . 191

7 Urban and Well-Being Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221

7.13.8 Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269

9.4.3 Actions for the Management of Tourism Activity . . . . . . . . . . . 341

Juanjo Galan is an Associate Professor of Landscape Architecture at the Department of

Abstract • Livestock Farming Plan

© Springer Nature Switzerland AG 2019 1

• Family-tourism company 1.3 The Sierra Calderona Strategic Plan

Fig. 1.1 Location of the south-central area of Sierra Calderona

Fig. 1.6 Forest landscape in the Sierra Calderona. Source Bingmaps

Fig. 1.10 Industrial estate “Los Vientos” (Náquera). Source Bingmaps

In New York, in the fall of 1894, Tammany Hall was overthrown by

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