The Group Turner, the CCI-Cari group… The contenders seemed promising, yet one after another, their proposals faded completely just when the transition to a new manager should have taken place at the beginning of 2007.
At the forefront of the dissatisfied are the hotel owners of Nice, for whom Acropolis is a significant asset. Michel Tschann, President of Nice Côte d’Azur Hoteliers, remains outraged, deeming the situation grave: “Once again, the fate of Acropolis is unresolved, and this precarious situation has persisted for 4 years, years that our competitors have obviously used to their advantage to invest, advance… and criticize Nice’s deficiencies to divert our clients. Tourism is the only industry of this city, and Acropolis is a vital link; this industry alone generates nearly 350 million euros in annual turnover for the hotel industry, employs thousands of people, and through its and their purchases, supports the entire city. Without the business tourism generated by Acropolis, some hotels will close their doors in winter or be sold partially or completely.”
To delve deeper into this matter, Nice Première met with Patrick Mottard, the leader of the Nice opposition, who offers his insight on this Acropolis “ship” that seems to be taking on water everywhere.
Nice Première: Patrick Mottard, the Acropolis ship appears to be once again off course. What do you think?
Patrick Mottard: After 1998, after 2005, we find ourselves facing the same problem: finding a delegate with sufficient financial capacity to relaunch the increasingly wayward Acropolis.
NP: Why, after resolutely refusing internal management, does Jacques Peyrat now finally consider it?
PM: This solution, proposed by Paul Cuturello in 1998 and by myself since 2001, is finally being considered by the mayor. So much time wasted due to ideological inflexibility!
Meanwhile, the facility has become more and more outdated.
NP: Is it, in your opinion, so complicated to manage Acropolis activities with a municipal structure?
PM: No, whether it’s in direct administration or in the form of a SEM. This is the case in many other cities, such as with our neighbors in Cannes.
NP: Two candidates were indeed in the running for the takeover, where do their proposals stand?
PM: There are no more proposals!
The first was abandoned, and the second due to not meeting the specifications.
NP: Do you know why the Acropolis association, in partnership with the Turner group, ultimately reconsidered its candidacy?
PM: In fact, it was the Turner group that changed its mind. It’s true that the partnership was somewhat mismatched between this large foreign group and the last association resulting from the Médicine management.
NP: The hoteliers of Nice are railing against this delay. What would you tell them as a municipal councilor?
PM: Acropolis must be put in direct administration as soon as possible, conduct an audit, and see what can be salvaged.
A roundtable with the hoteliers would also be advisable to discuss terms of revival and conditions for a potential expansion.
Some hoteliers have expressed to me their wish to have a small supplementary convention center by the sea.
NP: What is the likely scenario for the new Acropolis saga?
PM: If the city doesn’t provoke a wake-up call by taking over management, it’s definitely “Chronicle of a Death Foretold” for Acropolis.
NP: Finally, what solution would you recommend for managing “Acro” as the locals call it?
PM: I recommend the following plan:
1) Direct administration
2) Audit
3) Possible creation of a SEM
4) Expansion of the existing facility and creation of a subsidiary by the sea
