In line with the vision of His Majesty King Hamad bin Isa Al Khalifa, King of the Kingdom of Bahrain, may God protect and preserve him, the Kingdom of Bahrain is investing in highlighting the architectural heritage of the city of Muharraq. In such projects, the focus is usually on cultural and social benefits, and one would not imagine that significant economic returns could be achieved through carefully considered steps. However, there are many global examples that illustrate best practices in this context, where economic returns complement rather than contradict the goal of developing historical urban identity.

In this regard, the Italian city of Florence may be the most prominent example of how to achieve significant economic returns through wise investment in architectural heritage. Every year, millions of international tourists visit restored ancient buildings in the city, which is considered the capital of the Renaissance, such as the Church of Santa Maria del Fiore, the Old Palace, heritage bridges, and others. These landmarks have generated supporting economic activities, including hotels, restaurants, artisan workshops, and guided tours, creating significant returns that add to the city’s profits from admission fees to historical sites.

This successful strategy is based on three key elements. First: preserving heritage sites rather than demolishing them. After the Industrial Revolution began in the 18th century, unprecedented technologies became available to architects and urban planners around the world, prompting them to replace old neighborhoods with new buildings that provided residents with modern amenities such as ventilation, insulation, plumbing, and electricity. In Florence, however, the government focused on modernizing old buildings in a way that preserved the identity of the Renaissance without sacrificing advanced technologies, even if the cost of this step was prohibitive. The city’s residents also bore the responsibility of maintaining some extinct urban practices in order to preserve the city’s authentic character. For example, it may not be possible to install air conditioning in all buildings.

Second: practicing institutional marketing, which means launching systematic partnerships with international organizations (such as UNESCO), museums, and universities with the aim of enhancing Florence’s reputation as a heritage capital. For example, when visiting one of the ancient churches in the Italian city, tourists may encounter a group of architecture students from an international university on an educational field trip to learn about the innovations of geniuses such as Brunelleschi, Michelozzo, and others. The managers of the famous Uffizi Gallery also promote their artworks through traveling exhibitions in the world’s best heritage sites. In addition, tourism authorities offer comprehensive packages linked to the Renaissance identity, including museums, churches, tours, and other activities, so that tourists can immerse themselves in the atmosphere that Florence is seeking to revive.

Third: Using a combination of financial support and friendly legislation to reduce the migration of residents from old neighborhoods to new neighborhoods and other cities. With the economic challenges facing the people of Florence in the second half of the 20th century, some were drawn to job opportunities and modern architecture outside the old parts of Florence, threatening to turn it into a ghost town or fill it with newcomers who did not represent its heritage or identity. Various incentives were therefore launched to persuade the original inhabitants to continue living in their homes, thereby consolidating the unique identity of the capital of the Renaissance.

These combined initiatives have formed an economic sector centered on heritage tourism in Florence, including tours and guided tours, hospitality and popular cuisine, air and ground transportation, and more. The emergence of these diverse activities that support the macroeconomy depends on integration and coordination between tourism facility officials, so that the work falls within an integrated strategic plan that unifies efforts and eliminates the silo mentality that sometimes hinders attempts to seize economic and tourism opportunities.

In 2025, Muharraq could benefit from this exemplary Italian experience. There is no doubt that many of the steps mentioned above have been adopted, foremost among them the Pearl Route project, which is listed as a UNESCO World Heritage Site. It is worth noting that the “Road” includes a variety of tourist activities and therefore offers several opportunities to launch side projects that support the economy. For example, Bu Maher Fort is the starting point, with a ferry transporting visitors from the Bahrain National Museum, operated by Bahraini staff. Many Bahraini shops also offer traditional sweets to pedestrians as they wander from point to point along the route. With financial support from the public and private sectors, heritage houses that were on the verge of collapse have been rebuilt, including the houses of Bahraini merchants from the 19th and 20th centuries.

However, more opportunities must be found to activate the economic potential of tourism in the city of Muharraq, by studying what Florence has done, particularly in the area of combating migration, as the identity of Muharraq is closely linked to the families who have lived in its neighborhoods for decades and practiced the professions showcased by the Pearl Route. Therefore, it is necessary to identify ways to encourage these families to remain in Muharraq, so that tourists can experience the authentic atmosphere when visiting and hear old stories directly from the people who lived them. Some old buildings could also be converted into boutique hotels that give tourists a taste of old-fashioned life without sacrificing modern comforts. In this way, investing in highlighting Muharraq’s architectural heritage goes beyond preserving the past to become a smart tool for building a sustainable economy that both benefits from and preserves history.

Note: This article has been automatically translated, the full article is available in Arabic.

Dr. Omar Ahmad Al Ubaydli, Director Studies and Research