Ministry of Tourism Strategic Plan€¦ · Republic of Mozambique Ministry of Tourism Approved at...

Republic of MozambiqueMinistry of Tourism

Approved at 15th Ordinary Session of Councilof Ministers Held on 12th October, 2004

Strategic Planfor the Development of Tourism in Mozambique

(2004-2013)

Approved at 15th Ordinary Session of Councilof Ministers Held on 12th October, 2004

Strategic Planfor the Development of Tourism in Mozambique

(2004-2013)

Republic of MozambiqueMinistry of Tourism

Tourism and traveling industry constitute atthis point in time, i.e. at the kicking off stageof the 21st Century, the leading sector of theinternational economy with the annual growthlevels highly significant. In the developingcountries tourism has been providing agreater contribution in the fight against pov-erty by promoting the value of natural re-sources and that of historical and cultural heri-tage, which allows promotion of investmentand employment and the provision of foreigncurrency revenues. Its cross-cutting characterstimulates other activity sectors to contributethereafter, towards the efforts of the economydiversity. However, in order to enable suchcontribution to impact with the desirable re-sults, a coordinated and an integrated ap-proach amongst the sectors which participatein this process is vital necessary. The Strate-gic Plan for the Development of Tourism inMozambique 2004-2013 is a result of the workundertaken in the sector throughout the pastyears, and constitutes a guiding tool towardsthe development of an attractive and vibranttourist destination in the Region.

Tourism in Mozambique is gradually recover-ing the place it deserves in the nationaleconomy. In the past years, the growth of in-vestments which resulted in the expandingof hotel accommodation and catering servicescapacity and in the improvement of qualityproduct are features that testify an encourag-ing forthcoming future of Tourism and Travelindustry in the Mozambique. The entrepre-neurial sector investment is an outcome of thehotel industry capacity expansion in the cur-rent quinquennium in more than 2500 bedsparticularly in luxury hotel units (5 and 4Stars), First class hotel units (3 Stars) and inthe affordable ones. In the employment fieldthere is an outstanding growth of improve-

ment in about 26.1% compared to the levelsof early 2000s, which reaches approximately32.000 work places, so far.

Leisure tourism, demand on tropical environ-ments, namely beaches, fauna representedby the so called big five, culture and businesstourism are segments that continue to moti-vate the desire of traveling to tourist desti-nations existing in the developing countriessuch as Mozambique. The comparable ad-vantages in addition with its strategic loca-tion, quality of its natural resources which aredue to its conservation and uniqueness ofits historical and cultural heritage constituteda unique opportunity to be exploited.

Tourism Policy establishes guiding principleson tourism development in Mozambiquewhich is a consequence of the changes oc-curred in the sector imposing henceforth, theneed of establishing the product-market bi-nomial relationship; greater promotion ofconservation areas as an important touristproduct element; incorporation of the ap-proach on Absolute Poverty Alleviation andReduction Action Plan (PARPA) in the tour-ism sector development; and in mappingwith global tourism tendencies as appropri-ate (eco-tourism, cruises, adventure, watersports); the role of local communities. Trans-border conservation areas development ini-tiatives are within the spirit of the New Part-nership for Africa Development (NEPAD),and the same constitute the milestones to-wards greater cooperation and regional in-tegration, which are factors for Peace preser-vation and consolidation.

Minister of Tourism

Fernando Sumbana Júnior

Foreward

1. Introduction .......................................................................................................................................................... 7

2. Contextualization ........................................................................................................................................... 11

2.1. Economic Importance of Tourism ......................................................................................................... 12

2.2. An International and Regional Perspective ......................................................................................... 13

2.3. A National Perspective ............................................................................................................................ 14

2.4. Legal and Institutional Framework ....................................................................................................... 16

2.5. Tourism Policy and Strategy ................................................................................................................... 18

2.6. Mozambique Tourism Product ............................................................................................................... 19

2.7. Conservation and Tourism ..................................................................................................................... 22

3. Strategy for the Development of Tourism .................................................................................. 39

3.1. Analysis of Mozambique’s Tourism Potential ...................................................................................... 40

3.2. Strategic Markets for Mozambique ...................................................................................................... 44

4. Tourism Vision ................................................................................................................................................... 49

4.1. Tourism Vision for the Future ................................................................................................................ 50

4.2. Using Resources Strenghts ..................................................................................................................... 50

4.3. Key-factors of Success ............................................................................................................................. 51

4.4. Strategic Markets for Mozambique ...................................................................................................... 53

4.5. Strategic Niche Markets for Mozambique .......................................................................................... 53

4.6. Strategic Source Markets for Mozambique ........................................................................................ 54

4.7. Linking Products and Markets ............................................................................................................... 56

4.8. Foundation Factors .................................................................................................................................. 57

5. Core Implementation Processes ........................................................................................................ 59

5.1. Focus and Spatial Framework of Tourism ............................................................................................ 60

5.2. Mozambique Regions ............................................................................................................................... 61

5.3. Definition of Priority Areas for Tourism Investment ......................................................................... 62

5.4. The Dual Approach Towards Development of Tourism Destinations ........................................... 63

5.5. Development of Strategic Tourism Routes and Circuits .................................................................. 70

6. Implementation of the Strategic Plan .............................................................................................. 75

6.1. Implementation Framework ................................................................................................................... 76

6.2. Institutional Framework for Tourism Development in PATIs and TFCAs .................................... 78

6.3. Integrated Development Planning ......................................................................................................... 78

6.4. Human Resources Development ........................................................................................................... 79

6.5. Marketing .................................................................................................................................................... 81

6.6. Conservation .............................................................................................................................................. 84

6.7. Action Plans ................................................................................................................................................ 87

Contents

Matola

Moamba

Magude

Manhiça

MarracueneNamaacha

Matutuíne

Boane

Massingir

Chicualacuala

Chibuto

Mabalane

MandlacazeChókwè

Bilene

Massangena

Chigubo

Guijá

Massinga

Govuro

Vilankulo

MorrumbeneHomoíne

Inharrime

Zavala

Panda

Maxixe

Inhassoro

Mabote

Jangamo

Funhalouro

Guro

Báruè

Sussundenga

Manica

Mossurize

Tambara

Machaze

Macossa

Gondola

DondoBúzi

Chibabava

Cheringoma

Marromeu

Caia

Chemba

Gorongasa

Muanza

Nhamatanda

Marínguè

Machanga

Changara

Moatize

Mutarara

Angónia

Chiúta

MaráviaMacanga

Zumbo

Chifunde

Tsangano

MágoèCahora Bassa

Pebane

Gilé

Alto Molocúe

Guruè

Namarrói

Lugela

Ile

MorrumbalaNamacurra Maganja

da Costa

Mopeia

Chinde

Milange

Inhassunge

Nicoadala

Mocuba

Angoche

Moma

MogovolasMogincual

Mossuril

Cid. Nacala

Memba

Eráti

MonapoMuecate

Mecuburi

RibáuèMalema

Murrupula

Meconta

LalauaNacaroa

Ilha deMoçambique

Nacala-a-Velha

Namuno

ChiúreMecúfiAncuabe

MuedaMuidumbe

Mocímboa da Praia

Macomia

Meluco Quissanga Ibo

Palma

Balama

Montepuez

Nangade

Mecanhelas

MandimbaCuamba

Maúa

Majune

Marrupa

MeculaSanga

LagoMavago

MetaricaNipepe

Muembe

Ngauma

Rio Limpopo

Rio Save

Rio Zambezi

Rio Chire

Rio Lurio

Rio Lugenda

Rio Rovuma

LagoChirua

LagoNiassa CABO

DELGADO

ZAMBÉZIA

INHAMBANE

GAZA

NAMPULA

SOFALA

Beira

Quelimane

MAPUTO

Inhambane

Xai-Xai

Nampula

PembaLichinga

Tete

Chimoio

MANICA

TETE

NIASSA

MAPUTO

1 Introduction

Strategic Planfor the Development ofTourism in Mozambique(2004-2013)

8

1.Introduction

The ‘Strategic Plan for the Development ofTourism in Mozambique’ (SPDTM) resultsfrom a two-phased process of reflection inthe tourism sector in view to establishingthe foundations for the implementation ofthe Tourism Policy and Strategy. The firstphase, executed between July 2002 andFebruary 2003, dealt with the policy andstrategy review and update, and the sec-ond led to the establishment of the presentStrategic Plan for the Development of Tour-ism in Mozambique. A particular aspect thatcharacterized this process is the participa-tory method followed in the design of theseinstruments, through consultation and de-bate at the Government institutions level,and with economic associations, individualtourism operators and the civil society.

This strategic plan highlights the importantrole that conservation areas can play in tour-ism promotion and development through-out the country, and emphasises the needof establishing a symbiotic relationshipbetween both areas so that they comple-ment each other in a sustainable way.

The ‘Tourism Policy and ImplementationStrategy’, approved in April 2003, replacesthe 1995 ‘National Tourism Policy and Strat-egy’, while the SPDTM follows up and con-solidates in one single document the pre-vious strategic plan (“The Strategy for theDevelopment of Tourism in Mozambique(1995-1999)”), a strategic development planfor coastal tourism (“A Planning Frameworkfor Regional Tourism Development inMozambique”), developed in 1997, and thenew approach to Tourism Policy, which com-bines the binomial product-market and thepriority areas for the development of tour-ism, with relevance to the integration of con-servation areas.

The SPDTM builds upon the ‘Tourism Policyand Implementation Strategy’ and serves asthe base document in the strategic planningprocess. It sets priorities, defines productsand markets, identifies Priority Areas forTourism Investment (PATIs) and focuses re-sources.

The SPDTM defines the areas, the philoso-phy and the strategic actions, and the back-ground data that led to the formulation ofthe strategic actions presented. It also as-sesses market potential, evaluates the tour-ism resource base and the existing and po-tential role of conservation for tourism, anddetails the Human Resources Strategy andthe Spatial Framework for Tourism.

The present Strategic Plan comprises (6) sixChapters: the first presents the backgroundto the Strategic Plan, including the eco-nomic importance of tourism and the roletourism can play in alleviating poverty, thecountry’s legal and institutional framework,a summary of the national Tourism Policyand Strategy, the current and historic char-acteristics of Mozambique’s tourism prod-uct and the role of conservation in tourism.

The second chapter presents the StrategicModel for Tourism Development, an analy-sis of key areas of influence, including in-ternational and regional tourism trends andtheir impacts on the future character of tour-ism in Mozambique.

The third chapter refers to the vision fortourism development, where integratedplanning, the Marketing and Developmentof the Product and Human Resources areidentified as key processes for develop-ment.

The fourth chapter presents the processesconsidered as essential for the implemen-tation of the plan and defines the spatialframework that specifies the Priority Areasfor Tourism Investment (PATIs) and Conser-vation Areas, including the TransfrontierConservation Areas, the Tourism Circuitsand Routes.

The last chapter provides a structure for thedelivery of the Strategic Plan and definesthe areas of intervention, namely the insti-tutional framework, integrated planning,human resources development, marketing,conservation areas and the contents to beobserved in the elaboration of the actionplans.

9

The present document covers a ten-yeartimeframe, from 2004 to 2013, and will beimplemented through five-year actions plans,covering the first one the period from 2004to 2008. The base upon which the implemen-tation process is built is low, so, in order to

guarantee a better cost efficiency in the useof the limited resources available, the actionswere therefore criteriously selected andprioritised according to the priorities of thegovernment under the general principlesoutlined in the SPRP and Tourism Policy.

Contextualization2


12

Box 1 - Impacts associated with tourism as an economic sector

2. Contextualization

2.1. Economic Importanceof Tourism

Tourism is of growing economic importancearound the World. It is an international busi-ness that in 2001 contributed 4.2 percent tothe Gross Domestic Product (GDP) of theglobal economy and employed 8.2 percentof the world’s economically active popula-tion. It is a growing and highly competitiveinternational business. As an economic sec-tor, tourism is one of the few that can de-liver growth and employment on the scalerequired to make a difference inMozambique.

Tourism is a labour-intensive sector thatintegrates skills at all levels throughout the

sector. It is linked to a diversity of economicsectors, such as transport, agriculture, foodand beverage, financial services, construc-tion and craft-making. In many other coun-tries in southern Africa, tourism has provenitself as a key economic sector, which in 2001accounted for 7.5% of total jobs in Sub-Sa-haran Africa (WTTC).

However, it is recognized that as an eco-nomic sector, tourism has both benefits anddisadvantages over the society. The asso-ciated impacts are listed in Box 1. With anadequate vision and implementation strat-egy, the several positive impacts of the in-dustry on the society can be maximized,and the negative ones minimized or eveneliminated.

Direct benefits associated with tourism as an economic sector include:• Income – in order to satisfy a tourist, a wide range of purchases of services and goods, which

occur at different times and in different locations, is necessary. The compounded output ispotentially significant to the economy.

• Employment – tourism is a labour intensive sector that integrates all levels of skills, ranging fromthe most sophisticated to the most basic, and that involves all social layers. Given its multiplyingeffect tourism also impacts positively on employment in other economic sectors.

• Conservation – when properly managed, tourism enhances economic viability of protected areasand lessens pressure on the environment.

• Investment – the capital intensity of the sector results in a portfolio of investment opportunitiesfor public and private sector.

• Infrastructure – the potential and the dynamics of growth, combined with the economic benefitsassociated with the tourism sector, dictate the necessity to create and invest in infrastructure.

• Prestige – international prestige and ultimately a place on the destination “wish list” has positivecommercial as well as economic implications.

• Creation of small businesses – tourism is linked directly and indirectly to a diversity of economicsectors and therefore creates small business opportunities throughout the economy.

• Less desirable impacts, however, can also result from tourism development. These include:

• Social impacts – changes in life-style resulting from migration of workers, in culture, from increasesin crime rates and even prostitution, etc.

• Environmental impacts – irresponsible project development, as well as an influx of tourists in asensitive environment, can destroy the natural recourse base that supports tourism.

• Leakages – the occurrence of outbound monetary flows, resulting from the import of goods andservices, international promotion and advertising, commissions to foreign sales agents, salaries offoreign personnel, repatriation of profits etc., represent a loss of contribution to the economy.

• Over-reliance – tourism is volatile and responds quickly to negative influences like politicaldisturbances, terrorist attacks, natural disasters, etc.

Source: Tourism Policy and Implementation Strategy, April 2003

Contextualization 13

Figure 1 – Market share by continent

Top 15 tourism destinations(2001)

Figure 2 - Top 15 tourism destinations

2.2. An international andregional perspective

Travel and tourism are emerging as theleading economic driver of the 21st century.Global arrivals to different destinationshave grown from 25 million in 1950 to 682million in 2001, whilst tourism receiptsreached US$476 billion in 2000, an increaseof 4.5 percent on 1999. The Tourism 2020Vision study published by the World Tour-ism Organization (WTO) forecasts that by2020, there will be close to 1.6 billion inter-national tourist arrivals per annum world-wide. These international tourists willspend over US$2 trillion annually.

Historically, tourism flows have been polar-ized between and within Western Europe

and the United States of America. Europealone generated over 403 million arrivals in2000, accounting for 58 percent of interna-tional tourism. Over the same period, Af-rica received 28 million arrivals, making up4 percent global market share. The gap be-tween the leading destinations of Europeand Americas compared to that of Africa isvast. East Asia/Pacific has continued to showstrong growth in outbound tourism and nowcomprises approximately 15 percent of in-ternational arrivals. Africa, the Middle Eastand South Asia together account for ap-proximately 5% of the international arrivals.Examination of market share by continentand top global tourism destinations high-lights this trend as illustrated in the dia-grams below.

Market share by continent(1997-2001)


14

The increasing affordability of travel and thechanging preferences of the global con-sumer have resulted in a shift in travel pat-terns from east-west flows to north-southflows. In general, developing countries arereceiving an increasing share of interna-tional tourists as they improve transporta-tion access, develop tourist attractions, fa-cilities and services and become known asdesirable tourist destinations. The G7 coun-tries (i.e. UK, USA, Germany, France, Italy,Canada and Japan) will continue to gener-ate the majority of international tourismdemand into the foreseeable future. TheEast Asia/Pacific region has been the fast-est growing over the past several years,enjoying 16 percent of market share in 2000,an increase of one percent on 1999. Thereis little evidence of tourism growth in Africa– market share has increased by one per-cent over a period of 15 years.

However, a broad spectrum of tourismproduct lines exist in Africa, captured in akaleidoscope of urban, coastal, wildlife andrural settings. The seed capital has beenprovided by nature to build a vibrant andsustainable economic sector. According tothe World Tourism Organisation, tourism ar-rivals to southern Africa totalled 10.7 mil-lion in 2001, approximately 1.6 percent ofglobal arrivals. It is estimated that in thenext decade, as the impact of tourism ex-tends over the economy of the region, 1.6million new jobs will be created. In this con-text, strongest growth is expected to takeplace in Southern Africa, with South Africaexpected to receive 30.5 million arrivals by2020. Average annual tourism growth is fore-casted to be 6.5% for Africa and 7.8% forsouthern Africa; this is well above theworld’s average forecasted tourism growthof 4.1% annually.

2.3. A National PerspectiveMozambique attracted in the region of400,000 tourists in 2001 through its south-ern borders; this is, however about 80 per-cent of the arrivals in Tanzania, a countrywith similar natural characteristics and prod-uct lines, but without the proximity and di-rect road access from South Africa. This

country received in 6 million visitors in 2001and is forecasted by the WTO to receive 30million visitors in the year 2020.

The contribution of tourism to nationalGross Domestic Product (GDP) is also rela-tively low. In 2002, tourism contributed 1.2percent to the national GDP (Ministry ofPlanning and Finance) and accounts for 0.9percent of total revenue registered by thecountry’s largest companies in 2001 (KPMG‘The 100 biggest Companies inMozambique’). The sector contributes ap-proximately 8% to the national economy inSouth Africa, an average of 6.9% to GDP ofSub-Saharan Africa, and of 10.2% to GDP ofthe World (World Travel and Tourism Coun-cil). Even allowing for differences in themethod of calculation, it is clear that con-siderable opportunity exists forMozambique to participate in internationaland regional growth.

As a prospective investment sector, tourismis doing well however, and accounted for16% of total investment applications inMozambique over the last five years (pe-riod 1998 – 2002). This makes tourism, witha total investment of 1.3 billion USD, thethird largest sector for investment in thecountry, after industry (33%) and energy andnatural resources (18%) (data: CPI).

The Mozambican Government has recog-nized the opportunities in economic growthand job creation through tourism and there-fore created a separate Ministry of Tourismin 2000. The responsibility for ConservationAreas was transferred from the Ministry ofAgriculture to the Ministry of Tourism in2001.

The tourism potential of Mozambiquespeaks for itself, with 2700 km of tropicalcoastline, a variety of ecological systemsthat are rich in species endemism, and arich historic cultural heritage. However, ex-isting statistical data do not support yet thestrong economic contribution tourism canmake to the Mozambican economy.

There is significant latitude for growth andMozambique has plenty of opportunity toparticipate in the economic and social ben-efits of the growth in tourism to southern


Africa. Engagement with regional partners,reinforcement of spatial patterns, swift re-sponse to market requirements, appropri-ate and targeted investment promotion,emphasis on conservation and alignmentand co-ordination of policies, initiatives andresources are essential if the country is torealize its potential for the benefit of thecountry.

2.3.1. Government’s Action Planfor the Reduction ofAbsolute Poverty

The Government’s Action Plan for the Re-duction of Absolute Poverty (SPRP) guidesactions for the reduction of poverty throughdevelopment processes. The central objec-tive of the Government is a substantial re-duction in the levels of absolute poverty inMozambique through the adoption of mea-sures to improve the capacities of, and theopportunities available to all Mozambicans,especially the poor. The specific objectiveis to reduce the incidence of absolute pov-erty from 70% in 1997 to less than 60% in2005 and to less than 50% by the end of thedecade. The poverty reduction strategy isbased on six priorities aimed at promotingsocio-economic development throughoutthe country. These ‘fundamental areas ofaction’ are: (i) education, (ii) health, (iii)agriculture and rural development, (iv) ba-sic infrastructure, (v) good governance; and(vi) macro-economic and financial manage-ment. As ‘complementary activities’ are con-sidered selected social programmes, hous-ing; sectoral policies and programmes thatcontribute to income generation and jobopportunities (business development, fish-eries, mining, industry and tourism); pro-grams to reduce vulnerability to natural di-sasters; and policies that support sustain-able growth (transport and communications,technology, environmental management).

The SPRP views human development andbroad-based overall growth as interdepen-dent. Policies promoting rapid and bal-anced growth that benefit the poor and pro-vide the best chance for creating acceler-ated and sustainable progress are directedat reducing poverty. Investment, produc-

tivity and job creation are seen as key driv-ers for overall growth and it is theGovernment’s responsibility to create afavourable environment through invest-ment in human capital, the developmentof infrastructure, programmes to improvethe quality of public institutions and poli-cies for macro-economic and financial man-agement. Complementary actions that willcontribute to an improved investment cli-mate and promote efficiency in specifiedareas will also be promoted.

Tourism is seen as a “complementary sec-tor” that cuts across many of the primary pri-orities and that has significant potential forcontributing to the economic developmentof the country. Particular reference is madein the SPRP to the role of tourism in stimu-lating demand for locally produced goods,thereby contributing to wider employmentopportunities and to appreciating the im-portance of creating a culture of ‘domestictourism’ as a strategy in increasing the over-all income from tourism. The actionprogrammes for these goals are: (i) strength-ening the sector’s policy and strategy andaction plans; (ii) stimulating the creation oflocal businesses for tourism support andthe development of linkages among themin order to reduce imports as much as pos-sible; (iii) promoting the sector to domes-tic and international tourists; (iv) facilitat-ing tourist access to the country; and (v)professional training.

2.3.2. The Role of the TourismSector in PovertyAlleviation in DevelopingCountries

The following points reflect the potentialrole of tourism in the economic develop-ment process in developing countries:

• Tourism can make a significant contribu-tion to the economies of poor countries.80% of the world’s poor (below $1 a day)live in 12 countries. In 11 of these, tour-ism is significant and/or growing. Of the100 or so poorest countries, tourism issignificant in almost half of the low-in-come countries, and virtually in all of the


16

lower-middle income countries (account-ing for over 2% of GDP or 5% of exports)(DFID, 1999).

• According to the World Travel and Tour-ism Council (WTTC), tourism arrivals todeveloping countries have grown an av-erage of 9.5% annually since 1990, morethan twice as fast as growth in tourismworldwide over the same period.

• According to the WTO, in the last decadetourism expenditures have increased inthe world’s developing countries by132.9%, and in the least developed coun-tries by 154.1%, a much higher percent-age increase than in the OECD (64.3%)and the EU (49.2%).

• According to the UN Commission for Sus-tainable Development’s Agenda 21, tour-ism absorbs more women and unskilledlabourers than other sectors, and is eco-nomically significant in the vast majorityof low-income countries. It is particularlyimportant for women, as employment inthe tourism sector is more flexible thanthe traditional manufacturing or agricul-ture sectors, and there is an expanded“informal sector”, allowing for economicactivity consistent with family life. Tour-ism jobs are often healthier and saferthan jobs in sugar cane, mining, loggingand manufacturing, and with the absorp-tion of untrained and unskilled workers,there is a good opportunity for humanresources development through trainingand the upgrading of skills and capaci-ties.

• Tourism is a very important economiccatalyst, as visitors spend money directlyin hotels and outside of hotels, generat-ing direct and indirect employment andrevenues throughout an economy. Interms of indirect impact, the IFC esti-mates that tourists will spend between50%-190% of hotel expenses in the localeconomy in other goods and services.Tourism impacts the construction indus-try, agricultural industries, craft-makingand traditional cultural attractions, bank-ing, fishing, manufacturing, insurance,telecommunications, medical, securityand retail services.

• According to the IFC, tourism is labourintensive with an average of 1.2 to 1.5 di-rect employees per hotel room in devel-oping countries, depending on the typeof hotel and local skill levels. It has beenestimated that the indirect job benefitcan be between 3 and 5 employees perhotel room.

• Tourism is an agglomeration of sectorsand therefore creates opportunities forsmall businesses and the informal mar-ket throughout the economy. Little capi-tal is required to get started in manytypes of small businesses.

2.4. Legal and InstitutionalFramework

2.4.1. Legal FrameworkTourism relates to a multitude of sectorsand touches on many legal instruments andlaws that provide the legal framework forinvestment in tourism.

Since 1994 the Government of Mozambiquehas adopted a number of policies and passedlegislation for improved natural resourcesmanagement, which play an important rolein tourism promotion. Those with direct rela-tionship with the tourism sector are:

• Tourism Law (2004)

• Tourism Policy and ImplementationStrategy (2003)

• National Forestry and Wildlife Policy andStrategy (1995)

• Forestry and Wildlife Law (1999)

• Land Law (1997)

• National Environmental ManagementProgramme (1995)

• Environmental Framework Law (1997)

• Fisheries Law

• Investment Law

In order to ensure the effective co-ordina-tion and integration of sectoral policies andplans related to environmental manage-ment at the highest level, a National Com-mission for Sustainable Development


(NCSD), linked to the Council of Ministers,was created in 1997 by a provision in theEnvironmental Law.

On the other hand, several actions associ-ated with tourism projects and undertakingsare subject to the Environmental Impact As-sessment Regulations, which specify that allprogrammes and projects that may affect,directly or indirectly, sensitive areas be sub-ject to an EIA. Included are conservation ar-eas and zones of archaeological, historicaland cultural value that should be preserved.

Private sector activity is considered theprime engine for economic growth and is di-rectly related to the increase of employmentand overall poverty alleviation inMozambique. Adequate legislation and itsimplementation are a key factor for the pro-motion of investment in the tourism indus-try. The Investment Law and legislation re-garding fiscal benefits, profit repatriation andemployment of foreign employees are alsoconsidered essential in the context of thelegal framework for tourism.

A proposal of a new tourism law, to come intoforce this year, aims to update the conceptscurrently used in the tourism industry, and toestablish ethical principles for a sound devel-opment of tourism in the country, includingthe need of discouraging any attempt of childsexual tourism, social discrimination, etc.

2.4.2. Institutional ArrangementsIn order to promote tourism developmentin the country, the Ministry of Tourism wasestablished in 2000 through DecretoPresidencial no 1/2000 of the 17th of January2000, while the Decreto Presidencial no 9/2000 of the 23rd of May 2000 defined its ar-eas of responsibility that include the admin-istration, direction, planning and executionof policies in the following areas: tourismactivities; hotel and tourism industry andrelated activities; and conservation areasdesignated for tourism.

To realize its areas of responsibility and itsmandate, the Ministry of Tourism is orga-nized according to the following activity ar-eas:

a) Tourism activities;

b) The hotel and related industry;

c) Conservation areas designated for tour-ism;

d) Tourism inspection.

At national level, the Ministry of Tourismhas the following bodies: National Direc-torate for Tourism (DINATUR), National Di-rectorate for Conservation Areas Desig-nated for Tourism (DNAC), Tourism Promo-tion Directorate (DPT), Planning and Co-operation Directorate (DPC), General In-spection of Tourism (IGT), Human Re-sources Department (DRH), Administrationand Finance Department (DAF), Legal De-partment (DJ) and the Transfrontier Con-servation Areas Coordination Unit (ACTF).

At local level, the Ministry of Tourism is rep-resented by the Provincial Directorates ofTourism, with representative directoratesor offices at district level expected to beintroduced in the future. In January 2004,the Ministry of Tourism established Provin-cial Directorates of Tourism in all the prov-inces, except for Maputo city and province.The institutions governed by the Ministryof Tourism are:

a) National Tourism Fund (FUTUR), respon-sible for the promotion of the develop-ment of tourism through marketing, tech-nical and financial assistance to local op-erators, training and provision of assis-tance on undertakings of tourism interest.

b) Hotel Escola Andalucia, offering basictraining in the areas of front office, foodand beverage and housekeeping.

MITUR currently employs about 600people; this includes central staff as wellas staff in the Provincial Directorates andin the National Parks and Reserves (400).


18

2.5. National TourismPolicy and Strategy

Through Resolution nº 14 of the 4th ofApril 2003, the Government approved the‘National Tourism Policy and Implemen-tation Strategy’, which sets the directionfor future tourism growth and develop-ment.

The Tourism Policy details a set of Gen-eral Principles, Objectives of Tourism andPriority Areas for Intervention.

The Policy deals with the strategy for itsimplementation, which consists of a num-ber of guidelines aiming at guiding theimplementation of actions towards the

achievement of the objectives and prin-ciples established in the Tourism Policy,through key strategic actions.

A key aspect in the new tourism policy isthe emphasis placed on the effective in-volvement of district authorities and localcommunities. This realization has seriousimplications for governance processes andhuman resources capacity development.Other key policy shifts reflected in the newtourism policy are the recognition of the realvalue of Conservation Areas in the devel-opment of the tourism sector, the empha-sis placed on the role tourism can play inpoverty alleviation and a new approach to-wards product development targeted to-wards a league of market segments.

• Integration of Tourism in the general processes of policy and strategy planning in the country’sdevelopment;

• Assumption of the responsibility of the Government at the National, Provincial and Local levelfor the definition and control of the quality development patterns of Tourism;

• Planning and coordination of the development of markets, tourism products and infrastructuresin the country;

• Establishment of an institutional framework for planning and control mechanisms for the activeparticipation in tourism development;

• Recognition of the private sector as a driving force in the development of the industry;

• Awareness creation about the importance of tourism and the value of natural and culturalheritage;

• Training and skill-enhancement of human resources as a way of improving the quality of tourism;

• Promotion of the effective involvement of the community in the development programmes.

Box 2 – Priority areas for government intervention

The Tourism Policy defines the following principles:

The Tourism Policy defines the following principles:

Box 3– Tourism Objectives

• The overall Tourism objectives are based on three dimensions: Economic, Social and Environ-mental

• To develop and position Mozambique as a world-class tourism destination;

• To contribute to employment creation, economic growth and poverty alleviation;

• To develop sustainable and responsible tourism;

• To participate in the conservation and protection of biodiversity;

• To preserve cultural values and national pride; and

• To enhance the quality of life for all the people of Mozambique.


2.6. Mozambique’s TourismProduct

2.6.1. Historic PerspectiveHistorically, Mozambique was consideredone of the premier tourism destinations inAfrica and the sector played an importantrole in the economy of the country. In 1973,Mozambique welcomed close to 400,000tourists, mostly from South Africa, Zimba-bwe and Portugal. Tourism was developedaround three themes – the beaches, thewildlife and the dynamic environment of-fered by the urban centres – and was mainlyconcentrated in the southern and centralzones of the country. Pristine beaches, warmsea, boating and fishing opportunities, con-tributed to an experience that was uniquein Southern Africa. The European continen-tal ambience and African Mediterraneancuisine and the charisma of the cosmopoli-tan cities of Maputo and Beira were an im-portant component of the tourism experi-ence. The wildlife product was very welldeveloped, with Gorongosa National Parkconsidered one of the prime game parks insouthern Africa, and the hunting in the cen-tral coutadas (hunting areas) of an interna-tional standard.

The change in security after 1973 resultedin a rapid decline in visitor numbers andperformance of the sector. The tourism in-frastructure fell rapidly into decline due tothe war and poor management, and wild-life resources, especially large mammalspecies, were virtually decimated.

The signing of the peace-accord in 1992 ini-tiated the start of the recovery of the tour-ism sector. Since the mid 1990s theeconomy has experienced substantialgrowth and a number of business hotelshave been developed in Maputo. Demandfor beach based leisure tourism stimulatedthe development of accommodation in thesouthern resorts of Ponto do Ouro,Inhambane, Bilene, etc. Investments pre-dominantly comprised of cottages, camp-sites and self-catering accommodation,which were targeted at regional markets.More upmarket small-scale developmenthas emerged on the islands of the BazarutoMarine National Park and on the mainlandin Vilankulos. More recently investors arebeginning to show an interest in the north-ern regions, mainly Pemba, the Quirimbasarchipelago and Nacala.

In 2001, Mozambique attracted in the regionof 400,000 tourists through the southernborders, approximately equivalent to thenumbers visiting during the colonial period.Mozambique offers a total of 12,000 beds,of which approximately 5,000 beds are of aluxury standard or international 3 star andupward. In contrast, the City of Cape Townhas approximately 30,000 beds andMauritius in the region of 19,600 beds.

2.6.2. Regional ProfilesMozambique can be divided into three geo-graphical regions: the North, with CaboDelgado, Nampula and Niassa provinces,the Centre, with Sofala, Manica, Zambéziaand Tete provinces, and the South, consist-

• Integrated Planning • Human Resources Development and Training

• Access to Land for Tourism Development • Tourism Promotion

• Infrastructure and Public Services • Community Involvement

• Sustainable Tourism • Financing

• Conservation Areas • Priority Areas for Tourism Investment

• Tourism Product Development • Social Development

• Valorisation of Cultural Heritage • Regulation and Control of Quality

Box 4 - Priority areas for Intervention

Source: Tourism Policy and Implementation Strategy, April 2003


20

ing of the provinces of Maputo, Maputo-Cidade, Gaza and Inhambane. The geo-physical characteristics, socio-economicdevelopment and tourism profiles differbetween the three regions and distancesbetween them are significant.

Regional Profile: SouthTourism is concentrated in the South of thecountry. Maputo-Cidade, Maputo Province,Gaza and Inhambane share a capacity of 50percent of total registered establishmentsand 65 percent of total beds. 60 percent oftotal room nights in 2001 were sold inMaputo-Cidade. The region experiencesthe highest socio-economic developmentlevels and has the best infrastructure in thecountry. Business tourism is concentratedin Maputo, while Inhambane Province hoststhe largest number of leisure accommoda-tion facilities and currently receives the larg-est number of leisure tourists. Develop-ment along the Southern coastline has, overthe last few years, been uncontrolled andthe Provincial Governments have decidedto take steps in order to change the situa-tion by creating a platform for the sustain-able growth of tourism.

Maputo is the primary gateway toMozambique for purposes of business andleisure. The accommodation supply in thecapital has been growing at a relatively fastpace since the mid nineties. At the end of2002, 10 hotels offered a total amount of1,300 rooms, compared to 6 hotels with justover 750 beds about five years earlier.

Leisure tourism is developing in variousspots in Maputo, Gaza and Inhambaneprovinces. Development centres includePonta do Ouro and Ponta Malongane forwater sports, Macaneta, Bilene and Xai Xaifor family tourism, and the coast ofInhambane is a mixture of the above-men-tioned characteristics. Most developmentshave occurred in Inhambane Province, withdevelopment nodes emerging inVilankulos/Bazaruto and in the coastal zoneclose to Inhambane town. With the excep-tion of the Vilankulos region, tourism infra-structure comprises mainly of medium levelcamping and self-catering facilities.

The development of the Greater LimpopoTransfrontier Park will further anchor tour-ism development in the South. Thetransfrontier park includes Kruger NationalPark in South Africa, Gonarazhou in Zimba-bwe and the Limpopo National Park inMozambique. It is likely to be some timebefore the Park is truly operational for photosafaris but opportunities exist for places likeMassingir to link immediately to KrugerNational Park and derive benefit from itsbrand and infrastructure. Maputo SpecialReserve and Lebombo TFCA in the south-ern region of Maputo province offer otheropportunities in eco-tourism.

Regional Profile: CentreThe centre has historically played an impor-tant role in tourism in Mozambique.Gorongosa National Park was one of themost famous game parks in Southern Africaand hunting in the central coutadas wasamongst the best in the world. The armedconflict affected the whole country but thecentral area was particularly badly im-pacted. The Marromeu Buffalo Reserve,once renowned for its population of over20,000 buffalos, has today only a few hun-dred left. Wildlife in Gorongosa was deci-mated. The stock is however recovering andsmall game and antelopes are once againfrequently observed. The number of “BigFive” animals in the parks is low and safaristo view these animals are unlikely to bepossible in the near future. Within a periodof 15 to 20 years the Park can, if well man-aged, be restored to its previous strength.

Beira is the second city of Mozambique andan economic centre of regional importance.Its port plays an integral role linking cen-tral Mozambique to Zimbabwe and otherneighbouring countries in the central re-gion. Growth of tourism in the city has beenbased on commerce and business. Thecommercial importance of Beira has beenemphasised in regional planning by the es-tablishment of the Beira Spatial Develop-ment Initiative. In colonial times thebeaches of Sofala were a major attraction.They were frequented mainly in combina-tion with a visit to Gorongosa or one of the


coutadas. Demand was drawn largely fromnearby Zimbabwe (Rhodesia at that time).In more recent times, Zimbabweans haveagain frequented the beaches of Beira andSavane, although lack of infrastructuremeant that many moved down the coast toInhambane province. The current economicsituation in Zimbabwe has however seen asignificant decrease in the number of beachtourists.

The central region accounts for over 18 per-cent of all room nights generated all overthe country. Almost one out of every tworoom nights outside of Maputo Cidade isspent in the central region. Movement ismainly business and trade related and isconcentrated in Beira and in trade centresnear the borders with Zimbabwe, Zambiaand Malawi. Beira has 2 hotels of a reason-able standard though the price/quality levelis low compared to Maputo. Manica has nobusiness standard accommodation.Quelimane’s former top hotel is under statemanagement and offers a reasonable butexpensive service. In Tete, the former“luxury” hotel is privately managed but withno running water and only parts of the ho-tel have been renovated – it remains verybasic. In general, options are limited andprices are high. Alternatives to the previ-ously state owned hotels are hard to findand very few self-catering options exist. Allcities have a few reasonably priced‘pensões’, but these are not of internation-ally acceptable standard. Hotels in all cen-tral provinces report difficulties in findingquality staff. Buying consumables is alsovery difficult and expensive, particularly inTete and Zambezia.

Regional Profile: North

The North of the country is Mozambique’srelatively unspoilt ‘tourism jewel’. The richhistorical past of Ilha de Mocambique andIbo, the marine life and beauty of possiblyone of the most beautiful archipelagos inthe world, the Quirimbas, the wilderness ofNiassa Reserve and the unique biodiversityof Lake Niassa provide a tourism experi-ence exceptional in both quality and diver-sity. The proposed TFCA link between

Niassa Reserve and Selous in Tanzaniawould provide one of the largest and mostspectacular game experiences in Africa.Nature has provided an excellent platformfor tourism. Access to and within the Northis however difficult and tourism has notdeveloped to any great extent in recentyears.

The provinces of Nampula, Cabo Delgadoand Niassa share less than 25 percent of thetotal registered accommodation units andless than 10 percent of total room nightsspent in 2001. Niassa, the least developedprovince of Mozambique, has the lowestcapacity of 15 units and 280 beds. Nampula,with 40 units and over a 1,000 registeredbeds, is above national average, while CaboDelgado has average numbers with 27 unitsand just above 800 beds. The North has,however, been “discovered” by investors.A deluxe five star beach hotel has recentlyopened in Pemba, as well as a small luxuryresort in the Quirimbas islands. Govern-ment sources report significant interest fromdevelopers and speculators in new hoteland resort projects in the Quirimbas andcoastal zone of Pemba.

Tourism is mainly concentrated in Nampula,Nacala and Pemba. The Nacala Corridor SDIis at the forefront of development in theregion. It links Nacala and Nampula to LakeNiassa and into Malawi through air, road andsea infrastructure provision. The emphasisplaced on the area at government level hasalready resulted in an increased hotel roomdemand in Nampula and Nacala and an in-creasing choice of accommodation is avail-able while further developments are underconstruction.

The North has remained relatively unscathedby the type of tourism projects being devel-oped in the South of the country. It now pro-vides perhaps the best opportunity to planintegrated and sustainable tourism given itsrelative isolation, overall product quality andconsiderable infrastructure requirements.There are already signs that time is short inthis regard and that action will have to betaken to maximize long-term opportunity andavoid the environmental and social issuesthat have arisen in the South.


22

2.6.3. Regional Integration(Southern Africa)

The image of southern Africa as a tourismdestination still focuses very much aroundwilderness, where the ‘big-five’, eco-tour-ism and nature based experiences play animportant role.

The SADC region has experienced relativelyconsistent growth in tourism in recent years.The future growth of the SADC region is pro-jected to be significantly higher than in therest of the world. A tighter integration be-tween nations in southern Africa is consid-ered by many as a pre-condition tostrengthen the position of continental Af-rica in the face of ever increasing worldwidecompetition in the travel and tourism mar-ket. The international trends towards mul-tiple country visitations only further justifythe move towards regional integration.

Southern Africa has recently witnessed thecreation of various cross-border initiativesstrengthening regional cooperation andproviding exciting opportunities for conser-vation and tourism.

Transfrontier Conservation Areas (TFCAs)play an important role in the establishmentof a stronger co-operation relationship.TFCAs comprise regions across the bordersbetween various countries (Lebombo,Greater Limpopo TFCA, Chimanimani),where the different component areas havedifferent forms of conservation status, suchas private game reserves, communal natu-ral resource management areas and hunt-ing concessions. TFCAs can play an impor-tant role in speeding up tourism conserva-tion areas development in Mozambique.

However, TFCAs are not an end result, andgreater focus must be placed on their rolein the tourism landscape, with emphasis onthe linkages between the TFCAs and thecoast (bush-beach linkages) in order tomaximize impact and create a platform forinvestment attraction and growth.

It is strategically important for Mozambiqueto link into the more developed tourismmarkets in neighbouring countries, to pro-mote Mozambique as an add-on destina-tion to these countries (mostly South Africa

but also Swaziland and, once recovered,Zimbabwe and the neighbouring countriesin Northern Mozambique, including Zam-bia, Malawi and Tanzania) and to make ef-fective use of infrastructure in these coun-tries (mainly international airports, travelagencies and tourism operators).

2.7. Conservation andTourism

In 1948, the World Conservation Union(IUCN) was created, with membership con-stituted by governments or government in-stitutions and NGOs, universities and sci-entific research institutions. The IUCN fa-cilitated the formulation of global conser-vation approaches that centred on the iden-tification of areas of special ecological orbiodiversity value. IUCN defines “protectedarea” as a portion of land and/or sea espe-cially dedicated to the protection of biologi-cal diversity and of natural and associatedcultural resources, and managed throughlegal or other effective means (IUCN 1994).

The sub-Saharan African countries own a tour-ism niche market known as “nature-basedtourism” supported by conservation areas.The most benefited are the Eastern andSouthern Africa countries, which have a widevariety of wildlife. In their conservation areasnetwork attraction is not only limited to thecharismatic mega-fauna, but it also extendsto the whole wildlife that can be found in itsnatural state. Tourists are therefore attractedto conservation areas due to their naturalstate, varied wildlife and the rich culturesendowed with socio-cultural traditions. Theword “safari” is used for promotion in inter-national and domestic markets to mean the“adventure based tourism” that has capturedthe interest of many tourists.

Africa is also well known for its compellingimages of tropical life, palm fringed beachesand seas teaming with life. Those who as-pire to visiting Africa, particularly for leisureand adventure, are strongly motivated by adesire to experience Africa in its natural andpleasant state. It follows that if African coun-tries in general, and Mozambique in par-ticular, wish to compete in the tourism in-


1 Classification according to UICN

ternational market, they will have to safe-guard and manage their natural assets inways that create desirable tourist products.In doing this and making these productsaccessible to tourists, they have to ensurethat the assets are not changed by tourismand lose their appeal. Conservation is themechanism by which government and civilsociety protect their natural assets with viewof a sustainable use, and tourism is one ofthe most important uses of these naturalassets. So, it is clear that tourism and con-servation cannot be separated.

Over the past century, increasing attentionhas been paid to the development of par-ticipatory conservation management sys-tems, including the creation of protected ar-eas, as natural resources have become de-pleted.

Most governments in the world have foundthat it has become difficult to afford thecosts of managing protected areas (PAs),and have sought alternative managementframeworks to meet these challenges, given

the demands of providing for health, edu-cation and development. The acceptanceof the principle of devolving decision-mak-ing processes to the PA management au-thorities allows the use of revenue derivedfrom the sustainable use in the daily man-agement of these areas.

2.7.1. Protected AreasManagement in the GlobalContext

The World Conservation Union (IUCN) es-tablished criteria for designating conserva-tion areas into categories according to theiruses and management objectives. A keyintention of the development of this sys-tem was to encourage governments to de-velop systems of protected areas with man-agement aims tailored to national and lo-cal circumstances. There are six such cat-egories allowing for certain levels of usebased upon the degree, type and intensityof human activities that may take place ineach of the categories.

Category Purpose of Protected Area Names of the PAs

Category I Managed mainly for science or wilderness protection (a) Strict Nature Reserve

(b) Wilderness Area

Category II Managed mainly for ecosystem protection and recreation National Park

Category III Managed mainly for conservation of specific natural features Natural Monument

Category IV Managed mainly for conservation through managementintervention Game Reserve

Category V Managed mainly for landscape or seascape conservation Protected landscape orand recreation seascape

Category VI Managed mainly for sustainable use of natural ecosystems Managed Resource

Protected Area

Table 1 – Categories of protected areas according to their management objectives


24

The protected area management categoriessystem is based upon the primary objec-tive of management of specific activities,such as scientific research, tourism and rec-reation or the sustainable use of resources.

Mozambique is a member of IUCN and itsconservation areas fall under three IUCNCategories: National Parks (Category II),National Reserves (Category IV) and Hunt-ing Blocks (Coutadas) (Category VI).

2.7.2. Community BasedNatural ResourcesManagement (CBNRM)

Natural resources have generally been seento be property of the state in most coun-tries. Protected areas have historically beencreated to protect key elements of theseresources, using land that was formerlyowned or occupied by local communities.The exclusionary nature of classical pro-tected area management approaches prac-ticed through the early and mid 1900s inmany of the colonized countries, invariablyled to tension and conflict between the pro-tected area managers and the surroundingcommunities. The communities’ demandsfor access and use rights to the natural re-sources and land in those areas, as well asthose on their own communal lands, forcedPA managers to develop large law enforce-ment bodies, at great cost, to control theprocess. The management of these de-mands for access to and use of these re-sources eventually led many governmentsaround the world to realize that the costs ofsuch control measures could not be borneby the state, and powers to manage and usenatural resources began to be devolved tocommunities under certain criteria and limi-tations. Social forestry movements in Asiainitiated the movement to what has nowbecome to be known as CBNRM. This is awell entrenched, yet evolving approach glo-bally to solving modern development andconservation problems with new and inno-vative solutions.

2.7.3. International Conventionsand Treaties

Excessive trade, the overexploitation ofspecies and the conversion of natural habi-tats to agriculture worldwide, has promptedthe necessity to have in place mechanismsto safeguard species and biodiversitythrough international agreements and trea-ties. Conservation is most directly affectedby agreements such as: the Convention onBiological Diversity (CBD); the Conventionon International Trade on Endangered Spe-cies of Flora and Fauna (CITES); the Con-vention on Migratory Species (RAMSAR);the United Nations Convention to CombatDesertification (UNCCD); and The Interna-tional Whaling Committee. In addition twoother agreements, the World Heritage Con-vention on Natural and Cultural Properties(WHC) and the Man and the BiosphereProgramme (MAB) also apply to many con-servation processes globally.

Mozambique is a Party to CBD, CITES,UNCCD and the World Heritage Convention(WHC) and it is in the process of joining theRAMSAR Convention.

2.7.4. Global Approaches andPrinciples Inherent toConservation

A number of other globally recognized con-cepts also influence the nature of conser-vation worldwide. Foremost amongst theseare the concepts of ‘sustainable use’ and‘ecosystems management’.

The concept of sustainable use definedworldwide recognises that both consump-tive and non-consumptive use of biologi-cal diversity are fundamental to the econo-mies, cultures, and well-being of all nationsand peoples, and that ‘use’, if sustainable,can serve human needs on an ongoing ba-sis while contributing to the conservationof biological diversity.

The ecosystem approach and sustainableuse share many elements but differ chiefly


in their respective goals. Sustainable usecan usefully be seen within the frameworkof the ecosystem approach. The goal of sus-tainable use represents an intermediategoal, valuable in itself, but also one that cancontribute to the broader goal of maintain-ing ecosystem processes.

2.7.5. Emerging Global Trends inConservation

Internationally and within the southern Af-rican region in particular, there are a num-ber of best practice trends that have beenemerging over the past two decades, whichprovide guidance to modern approaches tothe management of conservation pro-cesses:

• Conservation is increasingly beingconceptualised as an ‘incentive-drivenbusiness’ that manages the production,supply, access to and use of goods andservices deriving from conservation areas;

• Governments are increasingly focusingon policy and regulation rather than onoperations and implementation;

• The private sector (including communityenterprise) is increasingly being ac-cepted as the ‘implementer’ of conser-vation processes – often in partnershipwith communities;

• Globally, governments are decentraliz-ing, bringing decision making closer tocitizens and other stakeholders;

• Governments are increasingly seekingcollaborative management in one formor another;

• In developing countries particularly, theurgency for welfare increasingly directsnational budgets away from conservation,requiring conservation areas and pro-cesses to become self-sustaining; and

• Biodiversity and ecosystems-based con-servation requires strong, visionary, andeffective government policies and regu-lations to ensure sustainability for the ben-efits of today and tomorrow’s generations.

2.7.6. The Regional PerspectiveSouthern Africa is recognized globally forits pragmatic and visionary approach toconservation. The region has contributedsignificantly to the development of theconcepts of sustainable use and ecosys-tems management as well as to CBNRM.The region has also contributed to the tech-nical evolution of the ‘science’ of ProtectedArea Management (PAM) globally throughits innovative and visionary approaches tomanagement and governance.

South Africa pioneered some of the earlierforms of management frameworks(parastatals) in the Kwa-Zulu Natal andNorth West Parks Boards. As parastatal or-ganizations they have been able to re-spond more efficiently and effectively totheir clients and to capitalize more quicklyon entrepreneurial opportunities, as a re-sult of:

• Being given financial autonomy andpowers of attorney: allowing theorganisation to use and dispose of itsown income to finance part of its ser-vices, thereby reducing its dependencyon state budgets;

• Being afforded flexibility of decisionmaking: where decision making powersare delegated to an organisation, man-agement is able to respond morequickly, efficiently and effectively to en-vironmental and market opportunities,thus allowing the conservation officialsto be seen as more caring and respon-sive to the needs of communities;

• Being able to enhance staffing capabili-ties: the ability to structure, grade andposition staff independently of PublicService Commission processes allows anorganisation to obtain high quality staffthrough competitive, commercial free-market processes, and through this todevelop other staff to higher levels ofcompetence. The competitive remu-neration and benefits offered also allowmanagement to keep staff motivatedand to be productive and efficient.


26

Figure 3 – Trend showing growth of private sector and communal conservation areas overthe past decade

The new paradigm for conservation areas has developed more inclusive approaches tothe management of natural resources and protected areas, as may be seen in Table 2.

• Being required to have public account-ability: the organisation is subject to pub-lic accountability and auditing throughthe legislature to ensure proper controlover public funds, and having penaltiesimposed for lack of performance.

Conservation processes in Zimbabwe,Namibia, Botswana, South Africa and Tan-zania have led the way in devolving pow-ers and rights over natural resources tolower levels of governance, and in somecases to communities themselves, throughprocesses such as CAMPFIRE, LIFE and theBNRMP. The devolution of ownership rightsfor wildlife to land owners in South Africaduring the late 1980s precipitated the al-most wholesale conversion of cattle ranchesin the Limpopo Province to wildlife ranch-ing, creating a new industry based uponhunting and nature-based tourism that iscurrently worth over 10 million rands annu-ally in that one province alone. CBNRMprogrammes in Zimbabwe, Namibia andBotswana have allowed many communitiesto re-gain the rights to manage and controlthe use of, and access to natural resourceson their land, providing benefits streams

that have meaningfully increased their an-nual per capita incomes over the past de-cade. Community managed hunting conces-sions on communal land in Zimbabwe haveearned some communities hundreds ofthousands of dollars over the past decade.

2.7.7. The New Paradigm forConservation Areas

“New solutions for modern problems.”

The new paradigm for protected areas rec-ognizes that areas set aside for conserva-tion have the dual purpose of being man-aged for conservation, as well as for socio-economic objectives. Previously conserva-tion areas were established primarily for thepreservation of wildlife populations or cer-tain species, and in some cases for spec-tacular landscapes. However, they are nowa-days increasingly being established to en-hance development objectives and createemployment and entrepreneurial opportu-nities for neighbours. Instead of being man-aged mainly for visitors and tourists, theyare now managed with local people morein mind.


Figure 4: Continuum of governance approaches to conservationareas (from Graham et al. 2003)

2.7.8. Emerging Governance Approaches for Conservation SystemsGovernments in southern Africa have used six types of approaches to the governance ofnatural resources and conservation areas over the past two decades, representing a con-tinuum of the devolution of power, as shown in Figure 4.

Table 2 - Conservation areas management trends

TOPIC Past - Conservation Areas were: Future - Conservation Areas will be:

• Planned and managed against people

• Managed without regard to localopinions

• Managed by scientists and naturalresources experts

• Paid for by taxpayer

• Managed reactively with a shorttimescale

• Managed in a technocratic way

• Land and resources viewed primarily

as a state owned national asset –restricted access and use rights

• Viewed only as a national concern

• Planned, developed and managedas separate units

• Exclusionary and set aside for thepreservation of wildlife populations,species and spectacular landscapes/scenery

• Managed mainly for visitors andtourists

• Valued as wilderness• Focused on protection and law

enforcement

• Run by central government

• Created and managed with ecological,social and economic objectives in mind

• Managed with local people in mind

• Valued for cultural importance of so –called “wilderness”

• Self regulating with consultation andcollaboration between partners

• Run by many partners, primarily theprivate sector and communities

• Run with, for, and in some cases by localpeople

• Managed to meet the needs of localpeople

• Planned as part of local, national andinternational system

• Developed as networks linkingprotected areas and buffer zones bygreen corridors

• Viewed also as a community asset –devolution of access and use rights

• Viewed also as a local and internationalconcern (continuum of rights andobligations)

• Managed adaptively in a long termperspective

• Managed in a business/commercialmanner, with political considerations

• Paid for by beneficiation of theresources being managed and protected

• Managed by commercially orientatedstaff, guided by scientists and experts

• Valuing multi-skilled individuals, anddrawing on local knowledge

Objectives

Governance

Local people

Planningapproach

Perceptions

Managementtechniques

Finance

Managementskills


28

The characteristics of each of these forms of governance or management approach areoutlined in Table 3.

Whichever approach is adopted, successdepends on good, committed and respon-sible governance. Under good governance,issues such as relationships, levels of powerand authority, accountability, responsibility,fairness, and justice will be applied equita-bly and assertively.

2.7.9. Community Based NaturalResources Management

In many countries in southern Africa, largepopulations of wild animals live in commu-nal lands. In some countries, the extent ofsuch populations exceeds that of the wild-life in formally protected areas, and there-fore is a valuable natural resource. Commu-nity based natural resources managementin the region has grown out of the realiza-tion that government systems could notadequately manage or control populations

outside of protected areas. A logical out-come of this was to devolve various levelsof resource tenure to communities in a bidto encourage them to attribute economicvalue to the wildlife and to assume custo-dianship of those resources.

In many areas participating communitieshave borne the fruits of this approach, andhave received significant levels of benefitfrom hunting of specified quotas of wildanimals, through setting up tourism facili-ties such as camp sites, or from entering intojoint ventures with the private sector indeveloping lodges.

Mozambique has also recently initiatedcommunity conservation and eco-tourismprograms, as the Tchuma Tchato (Tete),Xipange Tcheto (Niassa) and Chimanimani(Manica) programmes currently beingimplemented.

Table 3 - Description of Approaches in the Continuum of Management of CA

Nr. Approach Criteria

Accountability for management of the conservation area restssolely with a government agency that does not have anyobligation to involve other stakeholders as appropriate prior tomaking decisions.

Accountability for management rests with a government agencythat normally consults and may have an obligation to consultother stakeholders as appropriate prior to making decisions.

Accountability for management of the conservation area restswith a government agency that has a requirement to cooperatewith other identified stakeholders in managing the conservationarea and in making decisions.

Accountability for management of the conservation area restsjointly with a government agency (or agencies) and representa-tives of other non-government stakeholders who togethercollaborate in making decisions.

Accountability for management of the conserved area has beendelegated to one or more clearly designated organizations(these could include local government bodies, communityorganizations, private corporations, environmental NGOs ormulti-stakeholder groups) that manage the area and makedecisions within mandated directions.

Accountability for management of the conserved area rests withnon-government individuals, corporations or representatives ofindigenous peoples who are owners of the land, who haveformally dedicated the lands to conservation, who manage thearea and make decisions.

i

ii

iii

Iv

V

vi.

Government SoleManagement

Government ConsultativeManagement

Government CooperativeManagement

Joint Management

Delegated Management

Community or PrivateOwner Management


Figure 5 - The symbiotic relationship between conservation and tourism

2.7.10. The emergence ofTransfrontierConservation Areas

An emerging trend in conservation globallyis to encourage the linking and extensionof conservation areas to encompass criticalecosystems or to allow wild animals to havelarger areas in which to carry out their natu-ral life cycles. As a response to this, and asa means of creating greater visibility for con-servation, the development of TransfrontierConservation Areas has become an ac-cepted form of protected area managementglobally. Mozambique has been a leader insouthern Africa, in this regard, forging theway for a number of new TFCA initiatives inthe sub-continent.

The Greater Limpopo TFCA provides amodel in which formal conservation areasand CBNRM can be combined into one con-cept of integrated conservation manage-ment. By effectively including communitiesin the overall concept, the path is preparedto facilitate the rehabilitation of wildlife into

not only the formal conservation areas, butalso into communal areas – effectively pro-viding them with new livelihood and eco-nomic options besides agriculture. TFCAsthereby become a tool for facilitating de-velopment for marginalized communities.

Plans are on the table within the southernAfrican governments to create an extensivenetwork of TFCAs on a significant propor-tion of the borders of all countries.

2.7.11. The Relationship betweenConservation and Tourism

Because conservation is the mechanismgovernment and civil society use to protectnatural assets and tourism is one of the mostimportant uses of these natural assets, it isclear that tourism and conservation cannotbe separated. This being so, it is necessaryto understand how conservation assiststourism achieve its national objectives andhow tourism assists conservation achieve itsnational objectives (Figure 5).


30

2.7.12. The Role of Conservationin Tourism

Tourism cannot occur without bringingchange to natural areas. In this sense, tour-ism poses a threat to the integrity of natu-ral areas. But it can also support conserva-tion by encouraging investment and devel-opment of infrastructure that enable tour-ists to access conservation areas. This cre-ates employment opportunities and gener-ates income, some of which can be directedtowards managing the impacts of tourismand promoting sound conservation.

The in-country benefits flowing from con-servation related tourism are varied and arefelt in all sectors of the economy. At the ex-ternal level, successful conservation tour-ist destinations build prestige for a countryand encourage support for and investmentin its development and conservation efforts.Tourists visiting conserved areas draw upona wide range of in country goods and ser-vices, many of which are not related directlyto the conserved areas, such as banking,communication, transport and health ser-vices. Because conservation areas are com-monly in poorer rural areas they can con-tribute to social and economic welfare insituations where few other options exist. InMozambique, conserved areas are locatedin all provinces. In this way, tourists to con-served areas spread the benefits of theirvisits throughout the economy and therebycontribute to achieving the national objec-tives of tourism.

Increasingly tourists desire personal expe-riences of their chosen destinations. Thistrend encourages the development of nichemarkets such as diving, deep-sea fishing,hunting, birding, eco-tourism and adven-ture eco-tourism. All of these are criticallydependent upon the presence of an effec-tive conservation process to ensure that thequality of experience is safeguarded. Real-izing the high niche market potential asso-ciated with conserved areas will contributesignificantly to helping tourism achieve itsnational objectives.

2.7.13. The Role of Tourismin Conservation

There is a global trend towards reducingcentral government funding for conserva-tion. Increasingly, conserved areas are per-ceived to be able to generate sufficient in-come to be self-sustaining. However, it isimprobable that all conserved areas canbecome totally self-reliant.

Tourism, both domestic and international(regional and intercontinental) is seen to bethe mechanism whereby conserved areaswill generate income. In some countries,conserved areas have been well managedfor many years and they are icons in thetourism industry. The path to financialsustainability for these conserved areas iseasier than for those that have to be reha-bilitated and for which a market has to bedeveloped. This is the case of Mozambiquethat, in order to regain its position in thetourist market and generate income for itssustainable management in the short tomedium term, will have to carry out an ap-preciation of the potential of conserved ar-eas in order to contribute to a tourism thatmotivates allocation of resources to conser-vation. National promotion of tourism, un-derpinned by a strong conviction of the fu-ture important role for conserved areas intourism, can assist in rehabilitation andthereby help conservation achieve its na-tional goals.

Conservation has always been connected totourism, but more as a social service thanas a business within the tourism domain.Tourism is structured on business principlesand as such directs conservation practicestowards adoption of business models.

In the context of a developing country withno capacity to enhance conservation to alevel of a sanctuary based purely on eco-logical, biological or scientific demands, theformer model promotes the adoption of amore flexible approach to the managementof natural resources and conservation areas.However, it does not exclude the need of


adopting a rational perspective in the man-agement and use of such resources and ar-eas, based on the need to protect thecountry’s common heritage, and in specificcases, the common heritage where endan-gered species need to be protected.

In general, tourists tend to be attracted bydifferent types of protected areas. In this con-text, and without deviating the focus from theecological and related conditions, a countrycan establish different categories of pro-tected areas in order to increase its competi-tive advantage when it comes to attractingtourists. The world tourism industry answersto specific demands by developing varioustypes of niche markets. Nature based tour-ism or eco-tourism is one of the fastest grow-ing niche markets globally. Eco-tourism canbe classified into two different categories,

respectively hard and soft; soft eco-tourismcan be described as a more casual approach,less dedicated to the activity or natural at-traction, and implies a desire to have theexperience with a basic degree of comfort.Hard eco-tourism (including adventure activi-ties) refers to the interest of specialists or toa more dedicated approach, characterized bya desire to face open environments or eventhe jungle with little or no comfort at all. Table4 shows how such activities could be com-pared to the objectives of various types ofconservation areas.

However, the guidelines of the IUCN’s Com-mission on National Parks and Protected Ar-eas (CNPPA) attach great importance to thedetermination of the management ap-proach and uses allowed in each area (SeeAppendix 1).

I a Strict Nature Reserve No No No

I b Wilderness Area. Yes No No

II National Park Yes Yes No

III Natural Monument Yes Yes No

IV Game Reserve Yes Yes No

V Protected Landscape or seascape No Yes Yes

VI Managed Resource Protected Area No Yes No

Table 4 – Compatibility of forms of tourism with IUCN’s protected areas managementcategories (after Lawson, 2001)

Other Formsof TourismIUCN PA Category Hard Eco-tourism Soft Eco-tourism

2.7.14. Conservation andConservation Areasin Mozambique

In Mozambique, the purpose of the Conser-vation Areas System is two-fold: to conserveecosystems, wild habitats, biological diver-sity and natural resources for the benefit ofpresent and future generations, and sec-ondly, to contribute to the development andthe social-economic well being of its citizensthrough domestic and international tourismand availability of wildlife products and othernatural resources for local consumption.

Although the current Mozambique legisla-tion (Land Law of 1999 and the Forest and

Wildlife Law of 1997) does not allow for hu-man settlements inside conservation areasdesignated as totally protected (NationalParks and National Reserves), the reality isthat there is a substantial number of com-munities living inside these protected ar-eas. This poses a considerable challenge tothe management of these areas, giving riseto conflicts (human-wildlife) and resourcedegradation (destruction of habitats anduncontrolled killings of wildlife).

Mozambique has a good network of pro-tected or conservation areas system whosecoverage extends into all the diverse eco-regions and biomes, thereby offering pro-tection to representative portions of the


32

CABO DELGADO Quirimbas National Park 2002 7,500

SOFALA Gorongosa National Park 1960 3,770 (core area)

1,600 (buffer area)

INHAMBANE Zinave National Park 1973 6,000

Bazaruto National Park 1971 1,600

GAZA Limpopo National Park 2001 10,000

Banhine National Park 1973 7,000

Total Area 37,470 km2

National Reserves

Province Designation Year of Creation Area (km2)

NIASSA Niassa National Reserve 1964 Core area = 15,000Buffer zone = 17,000

ZAMBEZIA Gilé National Reserve 1960 2,100

SOFALA Marromeu Special Reserve 1960 1,500

MANICA Chimanimani National Reserve 2000 7,500

INHAMBANE Pomene National Reserve 1964 200

MAPUTO Maputo Special Reserve 1960 700

national natural heritage (See table below).The core protected areas network, i.e., theNational Parks and National Reserves cov-ers 12.6% of the total land surface ofMozambique, but this area coverage in-creases to about 15% when Coutadas areincluded.

However, most conservation areas inMozambique are weak in terms of criticalmasses of wildlife populations due to pro-longed internal armed conflicts that the coun-try had gone through during the pre and postindependence periods, and to unregulatedhunting. As a consequence, areas that wereonce rich and diverse with wildlife species,such as the Gorongosa, Zinave, Banhine andLimpopo Parks, and Marromeu and Gilé Na-

tional Reserves, now have only isolated littleand/or fragmented populations of wildlifethat are endangered, rare or threatened withextinction. Moreover, the civil instability didnot only decimate wildlife but it also had pro-found negative impacts on the infrastructurefound in conservation areas and causedpeople displacement, obliging some to in-vade and settle inside the parks, nationalreserves and official hunting areas.

The absence of management during the warperiod led to the deterioration of all supportinfrastructures found in the National Parksand Reserves. Administrative posts wereabandoned and maintenance was paralysed.Roads, water, energy sources and housingwere vandalized or fell into disrepair.

Table 5 (a) - National Parks


National Parks

Table 5 (b) - National Reserves


MANICA N.º 4 1969 4.300

N.º 9 1969 4.333

N.º 7 1969 5.408

Nº13 1960 5.683

SOFALA N.º 5 1972 6.868

N.º 6 1960 4.563

N.º 8 1961 310

N.º 10 1969 2.008

N.º 11 1969 1.928

N.º 12 1969 2.963

N.º 14 1969 1.353

N.º 15 1969 2.300

Total Area 42.017

Considering the circumstances prevailingwhen the hunting blocks were created (lowpopulation density, etc.), it can be noticedthat the current limits of many of these ar-eas are not adjusted to the present reality,and there are many latent conflicts of inter-est between the local populations that haveincreased (both due to natural factors andto voluntary and involuntary movementsimposed by the armed conflict that endedin 1992) and the safari operators. In this con-

text, the revision of the limits as well as ofthe plan of use of these areas, taking intoconsideration the different interests in-volved, is crucial and urgent. This processshould include a review of the methods ofapproaching the relationship between theeconomic activities of safaris with the lo-cal communities, in order to create meansfor channelling the benefits arising fromthe safari activities to the local popula-tions.

The creation of conservation areas inMozambique started not very far back in thepast. Most of the totally protected conserva-tion areas were created during the sixties andearly seventies; the early sixties witnessedthe establishment of the national reserves(83.3% of the national reserves and 17% of thenational parks), whereas the initial period ofthe seventies was the period of creation of50% of the national parks existing in the coun-try. The first decade of 2000 was marked by a

growth of the parks (creation of the remain-ing 33.3%) and reserves (17%).

The establishment of conservation areaswith protected exploration, e.g. huntingblocks, started in the decade of 60, withspecial emphasis during the last year of thedecade, when 67% of the 12 existing hunt-ing blocks were created. The seven gamefarms currently existing in the country wereintroduced during the present decade.

HUNTING BLOCKS (COUTADAS)



34

CABO DELGADO Negomano Safaris Lda. 2000 10.000

Messalo Safaris 2000 10.000

Cabo Delgado Biodiversity& Tourism - 5.342

SOFALA Sabie Safaris Tours Lda. 2000 10.000

ZAMBÉZIA Game Farm Naora Gile 2000 10.000

GAZA Paul & Ubisse 2000 30.000

MAPUTO Sabie Game Park

SAPAP ( Sociedade de Abastecimento 2001 40.000

e Produção Agro-Pecuária) 2000 10.000

Área Total 125.342

GAME FARMS

Province Designation Year of Creation Area (ha)

Mozambique, South Africa Lebombo TFCA Maputo Special Elephant Reserveand Swaziland

Mozambique, South Africa Greater Limpopo TFCA Greater Limpopo N.P., Banhine N.P.,and Zimbabwe Zinave N.P.

Mozambique and Zimbabwe Chimanimani TFCA Chimanimani National Reserve

TFCAs

Location Designation Conservation Areas in the TFCA


Figure 6: Conservation Areas in Mozambique

2.7.15. TransfrontierConservation Areas andCBNRM in Mozambique

Mozambique recognizes that conservationis a valuable and compatible form of landuse, that when properly managed will pro-vide sustainable socio-economic goods andservices for the well being of communities,contributing to the alleviation of poverty.Endowed with a variety of ecological sys-tems that are rich in species endemism, in-cluding large areas of marine and fresh wa-ter systems that transcend beyond national

boundaries, Mozambique has the potentialto develop a coastal and hinterland nature-based tourism industry that will allow it tobecome the tourism destination of choicein east and southern Africa, by the year 2020.

Some of the existing coastal areas have al-ready become tourist destinations of highdemand, and have developed significantinfrastructure and facilities to meet thesedemands. However, the inland areas havelittle infrastructure and few developedproducts to offer, seeing that wildlife wasdecimated during the conflict years.


36

Recognising this, Mozambique has in re-cent years pioneered a process to focusattention on developing new conservationareas through the Transfrontier Conserva-tion Areas project. This initiative aims tocreate collaborative schemes in whichcontiguous areas in neighbouring coun-tries are designated and formed into a‘joint management’ regime, effectively en-larging the conservation area in a syner-gistic manner. TFCAs are part of a strat-egy that provides a framework for the pri-vate sector to invest in developing newtourism facilities and services in these ar-eas as these are created or rehabilitated.The MAB network (AfriMAB) aims to pro-mote regional co-operation in the fieldsof biodiversity conservation and sustain-able development through transborderprojects, which are primarily based in bio-sphere reserves. Mozambique is not, how-ever, an active partner in this programme.Biosphere Reserves are areas of terrestrialand coastal ecosystems promoting solu-tions to reconcile the conservation ofbiodiversity with its sustainable use (SeeAppendix 1).

Mozambique has entered into agree-ments with South Africa, Zimbabwe andSwaziland to form the Greater LimpopoTFCA, the Lebombo TFCA and theChimanimani TFCA, whilst a draft agree-ment has been developed for a TFCA withZimbabwe and Zambia, to be called theZIMOZA TFCA. Planning is progressing fora TFCA with Tanzania, encompassing theNiassa Game Reserve and the SelousGame Reserve, another with the chain ofislands called the Quirimbas, and a fur-ther coastal/marine TFCA with South Af-rica around Ponta do Ouro and Kosi Bay(part of the Lebombo TFCA).

The CBNRM has been accepted as a keyconservation-based form of land usewithin the country, promoting the devo-lution of natural resources managementto community level, as well as providinga platform to assign land tenure and to de-velop institutional management capacity.The Tchuma Tchato program, in Tete Prov-ince, was the pioneer project in the coun-try, and serves as a model for futureCBNRM initiatives.

2.7.16. Analysis of the CurrentConservation Situation

An analysis of the current conservation situ-ation in the country at this point in timehighlights a number of issues that need tobe considered in developing a strong androbust sector that will support tourism overthe long term. These issues are:

• Setting and defining of clear objectivesfor the use of the various categories ofconservation areas.

• Integrating conservation planning withglobal development.

• Instituting good governance to enhancepartnership arrangements, collaborationand networking.

• Developing service delivery mechanismsthat are attractive to business ventures.

• Conservation of biodiversity and othernon-tourism functions of conservationareas are recognized and factored intoconservation area management plans.

• Adoption of the new and emerging con-servation paradigms is essential ifMozambique is to rehabilitate its conser-vation sector over the short term andbecome recognised as a regional conser-vation agency of significance.

• Good and enabling conservation relatedpolicies and legal frameworks are impor-tant to enhance the security of resources,attract investments and provide attrac-tive destinations for tourists and otherusers of conservation areas.

The national strategic plan for conservationmust be elaborated in a way that ensures thatconservation is recognised as a legitimateand viable form of land-use, practiced withina two tiered set of objectives: biodiversityconservation and generation of economicproducts for the tourism industry.

2.7.17. Strengths, Weaknesses,Challenges andOpportunities

An analysis of strengths, weaknesses, op-portunities and threats of conservation inMozambique revolves around the issue ofdeveloping good, enabling conservation


related policies and legal frameworks tomanage natural resources and conservationareas to both enhance biodiversity as wellas to address development issues, espe-cially by contributing to the success of tour-ism processes in the land. However, goodpolicies on their own are meaningless ifthere is no capacity to implement strate-gies that are designed to achieve them.

Strengths• Eastern Miombo Woodland

• Southern Miombo Woodland

• Mopane Woodland

• Southern Zanzibar –Inhambane CoastalForest

• East African Mangrove

• East African and Madagascar Marine Eco-system

Presently, Mozambique has a significantnetwork of conservation areas covering allthe three biomes and eco-regions, and com-prises of the following conservation areacategories: National Parks (6); National(Game) Reserves (6); Hunting Concessions– Coutadas (12).

National parks and reserves cover 12% ofthe total area of Mozambique. By includingthe hunting concessions, this area increasesto nearly 15%.

Weaknesses• Drastic reduction of wildlife

• A very weak wildlife resource base need-ing rehabilitation and restoration in or-der to be competitive in tourist attrac-tion in the Southern African region.

• Insufficient Government budgetary allo-cations to the conservation sector due todistortions in priority settings, leading toa lack of financial resources for the reha-bilitation and management of conserva-tion areas.

• Historical confusion over land tenure,communities’ rights and conflicting landuse practices.

• Weak institutional setting – conservationis administered by two different minis-tries.

• Centralisation of resource ownership andweak devolution of access and use rights.

• High levels of poverty, leading to an over-reliance on the use of natural resourcesfor survival.

• Weak coordination among stakeholdersinvolved in conservation processes.

• Inadequate integration of environmentalmanagement processes.

• Poor management information systems– inadequate data collection, storage andanalysis – inhibiting management effec-tiveness.

• Inadequate human resources to meet thedemands of existing needs or for an ex-panding conservation program.

• Substantial human settlements insidemost national parks and reserves.

OpportunitiesAlthough wildlife has been severely de-pleted, the existence of few human settle-ments in many inland areas poses a greatopportunity for the increase of existing wild-life population or their re-settlement inother places, as a form of land use. A broadand appropriate rehabilitation of wildlife inall the areas will allow the country to be-come a top southern African tourism desti-nation in the next twenty years.

ChallengesThe Mozambican government faces thedouble challenge of rehabilitating and re-storing many of its conservation areas whilstdoing this under very severe budgetary con-straints. The Government has defined prin-ciples that will guide its action and influ-ence the direction of its response to thesechallenges:• Communities associated with a conser-

vation area have a right to participate indecision making that affects them, theirlivelihoods and well being;

• To find innovative and pragmatic ways ofaddressing the issue of people living in-side the national parks and reserves with-out prejudicing them;

• To strengthen and extend a system of CAin general, and the TCFAs in particular;


38

SPFFB. ORAM.DistrictAdministration.

ManagementCommittee inbuffer zone

The MaputoCorridorDevelopmentAgency assistingin buffer zonemanagement

SRN

WWF

IUCN

Table 6 - Existing human settlements in some of the Conservation Areas in Mozambique

• To develop approaches and incentivesthat will strengthen the conservation sec-tor generally, and in particular facilitatethe fast-tracking of the rehabilitation ofwildlife into all appropriate areas of thecountry;

• To create mechanisms of participatorymanagement of the CAs;

• To create an appropriate institutionalframework that reflects approaches ofeffective intervention of conservation;

• To promote the development of huntingactivities;

• To optimise the use of wildlife through pri-vate sector in the development and expan-sion of the professional hunting industry.

Maputo Reserve

Private sectortechnical supportand investment incommunities.

Communityparticipation inNP land usezoning.

Existing Human Settlements in some of the Conservation Areas in Mozambique

ConservationArea Major Land Use Support Changes Partners

Agriculture;Fishing; Smallanimalproduction;Hunting.

Diversificationof resource usein buffer: Beekeeping,charcoalproduction.Cultural huntingin the NationalPark.

2 000

Park Administra-tion and SPFFBprovide technicalsupport andtraining tocommunity.

NGO supportfor acquisitionof certificates ofoccupation inbuffer zones.

Major ActivitiesPop.

NGO supportfor institutionalcapacity buildingand acquisitionof certificates ofoccupation inbuffer zones.

Diversificationof resource usein buffer zone:agriculture, beekeeping

Social infra-structure

Quirimbas NP

Niassa Reserve

Agriculture;fishing; smallanimalproduction;hunting.

Agriculture,fishing, animalproductionand hunting

Agriculture,fishing andhunting

Provincialgovernment, NPadministration,NGO’s andcommunitiesdetermine zonesof the NP.

Zinave NP

15 000

5 000

21 000

55 000

Gorongosa NP

Strategic Model3for TourismDevelopment


40

3.1. Analysis ofMozambique’s TourismPotential

The analysis of Mozambique’s tourism po-tential takes into consideration factors suchas the competitive strengths of theMozambican tourism product and the con-straints for tourism development. There-fore:

3.1.1. Competitive Strengths ofthe Mozambican TourismProduct

Mozambique’s key strengths lie in the qual-ity of its beach product, the exotic ambi-ence and cultural profile of the country andin its wilderness areas with high bio-diver-sity. Mozambique is one of the few coun-tries that can offer the diversity of beach,eco-tourism and cultural products.

Mozambique is blessed with the strongestcoastal assets in southern Africa. Its coast-line remains unexplored and has a very di-verse landscape, flora and fauna. Marine lifeis present in large quantities and interna-tional diving and fishing experts praise itsquality. Large marine species such as dol-phins, whales, whale sharks, manta ray,turtles and, at some areas, the very raredugongs, make up for a diverse and inter-esting coastal experience.

All Mozambique’s neighbouring countrieshave an Anglo-Saxon past. Mozambique isthe only country in the region that offers acultural environment with a rich heritage ofArabic, Swahili, Portuguese and African in-fluences. This is reflected in its daily lifethrough history, architecture, language, lo-cal cuisine, arts and cultural expressions.Mozambique must cherish these differ-ences and use them as an advantage.

Even within Africa, Mozambique remains arelatively unexplored country with true wil-derness areas and opportunities to experi-ence the real African life. The local scenery islargely unspoiled and, with the exception of

3. Strategic Model for Tourism Development

the more densely populated areas, the land-scapes remain largely unaffected by humaninterference. No industry exists outside a fewindustrial zones surrounding the main citiesand larger scale commercial agriculture is verylimited. Mozambique is blessed with a sce-nic landscape and travelling between tour-ism destinations is an experience in itself.The rural areas of the country offer a widevariety of landscape and eco-systems andprovide a rich and varied platform for the de-velopment of a thriving nature and wildlifebased tourism sector.

3.1.2. Constraints toDevelopment of Tourism

There is general consensus in the countrythat tourism holds tremendous potential forMozambique. However, this tourism poten-tial must be translated into meaningfulproducts and services of acceptable qual-ity if tourism is to grow.

Sentiments relating to the poor status ofdevelopment of the sector point to:

• Lack of financial, human and material re-sources in the public sector, that leadsto a weak implementation capacity of thepolicies and programmes approved bythe government. As a consequence, evenwhere policies, guidelines and actionprogrammes have been formulated, thelack of resources limits considerably theinstitutional intervention capacity.

• The need to create and develop an im-proved intervention capacity of the pub-lic sector, through the appointment ofqualified and appropriate staff to answerto the demand, particularly at local level,focusing on districts with higher tourismpotential. This not only applies to thetourism sector, but also to other publicinstitutions that interact with tourism asa whole.

• Weak level of integrated planning andimplementation.

• Lack of reliable statistical data and sat-ellite accounts to form a base for plan-

Strategy for theDevelopment

of Tourism 41

ning and to measure the actual economicimpacts of tourism on the nationaleconomy.

• Lack of skilled labour, what indicates thatthe emphasis should be placed on train-ing and education at the basic and me-dium level. Considering these as imme-diate priorities across the sector, the edu-cation and training efforts must not onlybe directed at the future professionalsof the tourism sector, but also includeother important role players such as im-migration, police, transport providers,communities, etc;

• The private sector remains concernedabout the excessive bureaucracy andweak planning capacity of the sector. Theconcerns have to do with investment pro-cedures, the availability, allocation anddifficult access to land, and lack of avail-ability of infrastructure and utilities.Other concerns relate to lack of availabil-ity of skilled people and access to credit.

• Weak participation by the local popula-tion, particularly in terms of: ownership,employment, investment opportunities,SMME development and professionalskills enhancement.

• Foreign Direct Investment (FDI) is criti-cal for future growth of the sector. A bal-anced growth of both FDI and nationalprivate sector investment is a require-ment.

• The image and positioning ofMozambique as a tourism destination re-mains unclear. The marketing resourcesare exiguous and clearly insufficient. Onthe other hand, the absence of a dedi-cated marketing body and the poor or al-most inexistent marketing strategies are

key factors that are determinant in thecreation of new major investments andin the impact in tourism developmentand growth in Mozambique.

• The weak level of private/public sectorpartnership and communities is identi-fied as a major issue and viewed as astrategy that should be integrated in fu-ture sector programmes.

• The use of conservation areas in tour-ism remains untapped. Contributing fac-tors include: reduced numbers of wild-life, unresolved issues relating to com-munities, availability of human re-sources adequately trained to fulfil ef-fectively their fiscalization tasks, as wellas a weak logistical and operational sup-port. Consequently, the lack of privatesector investment, the inefficient insti-tutional framework and the lack of aninstitutional capacity dedicated to andcapable of promoting and bringing to-gether the public and private sector andcommunities, are elements that shouldbe urgently addressed and resolved iftourism is to realize the opportunities.

Table 7 summarizes the main issuesraised during the provincial and regionalseminars about the National TourismPolicy and Strategy. Whilst the issuesoutlined above are not all comprehen-sive, they represent key themes, ele-ments and factors that can be estab-lished as starting points for more com-prehensive studies that can result inclearer guidelines and objectivesaccording to the reality and interests ofthe country. The themes provideddirection to the National Tourism Policyand informed the formulation of theStrategic Plan for Tourism Development.


42

Infrastructure

Institutional development

• Lack of planning, zoning and master plans for strategic tourism areas;• Lack of communication, coordination and linkages between sectors and administrative entities;• Complicated procedures for investment applications and land allocation procedures;• Weak investment promotion;• Weak institutional intervention capacity;• Poor availability of material and financial resources in the tourism sector;• Weak capacity to control and monitor both in Conservation Areas (anti-poaching) and in coastal

zones (unplanned and illegal construction);• Perceived complicated processes in the management of the international movement of people, what

results in long waiting times and creates a negative image of the migration authorities (visas, borders);• Security.

Human resources

• Low quality and quantity of trained people in conservation and hotel and tourism sector activities;• Limited training and education institutes and their geographical spread;• Weak awareness about the importance of tourism among local population, especially in rural

communities;• Lack of community involvement in the development processes of tourism projects;• Lack of internal communication about the significance of the tourism and associated benefits for the

economy and local communities.

Marketing and products

Environment

• Health; diseases and hygienic situation (malaria, cholera, HIV/AIDS) and quality and quantity ofhospitals and clinics;

• Erosion;• Non-sustainable use of natural recourses (mining, poaching, deforesting);• Weak intervention in terms of conservation and preservation of tourism zones;• Lack of guidelines and regulations in the construction of tourism establishments;• Occurrence of inadequate behaviour of tourists in terms of rules and norms compliance and use of

natural resources;• Lack of information and training among local community members for the preservation and mainte-

nance of national values and resources.

Conservation and Tourism

• Low head count of wildlife on most Conservation Areas;

• Poaching and uncontrolled killing of wildlife by poachers and local communities;

• Communities living in Conservation Areas and the impact of their subsistence activities on wildlifeand conservation (‘burn and slash’ practices, hunting, impacts of agriculture);

• Lack of trained rangers in Conservation Areas;

• Poorly equipped personnel (lack of uniforms, boots, transport, radio, firearms) and low level ofinfrastructure provision (roads, accommodation, health services, etc.);

• Lack of private sector investment in CA and lack of support infrastructure to attract private sector;

• Lack of management plans and zoning of areas for tourism development.

Source: Tourism Stakeholder workshops 2002 and 2003, KPMG/MITUR/World Bank

Table 7 – Key constraints to tourism development


of Tourism 43

3.1.3 SWOT Analysis of Tourismin Mozambique

A SWOT analysis of strengths, weaknesses,opportunities and threats for tourism inMozambique (Table 8), shows that cur-rently its beaches are a key factor in theexisting tourism mix, although its relativelyunspoilt ‘interior’ provides excellent po-

tential for growth of the wildlife/wildernesssector of the market.

The overall lack of basic infrastructure is amajor weakness inhibiting investment andthe development of better tourism prod-ucts, whilst unplanned and uncontrolled de-velopment along the coastline is one of thebiggest threats to the tourism industry.

Table 8 – Strengths, Weaknesses, Opportunities and Threats to Tourism in Mozambique

• Image (affected by the past of Mozambique andthe image of the African continent, like politicalinstability, mines, crime, natural disasters,poverty, HIV/AIDS, malaria and other illnesses).

• Overall level of facilities and services (water,public health, sanitation, sewage).

• Lack of planning in land-use and otherresources, weak inter-institutional relationshipin history of tourism development inMozambique.

• Weak institutional capacity of the Governmentto design, control and monitor planning oftourism.

• Institutional responsibility for investmentpromotion not clear and weak performance ininvestment promotion.

• Low skill levels across the sector in public andprivate sector to identify appropriate areas ofdevelopment.

• High perceived levels of bureaucracy anddifficult process to attract investment.

• Price/quality ratio not balanced (the prices aretoo high).

• Little experience among local communities andlocal entrepreneurs in tourism.

• Low diversity in product offering using thepotential of the cities.

• Service and quality of accommodation ingeneral low.

• Access roads and preventive care for malaria,cholera outbreaks and other diseases.

• Huge distances and limited transport servicesin the country.

• Difficulties to overcome to key constraints fortourism development (poor access/infrastruc-ture, human resources, institutional aspects,marketing, conservation, environment, etc.)

STRENGTHS WEAKNESSES

• Tropical and quality beaches and year-roundwarm waters.

• Exotic tropical islands, many part of a marinenational park. Islands are sought for by manyupmarket tourists and southern Africa has very few.

• Long stretches of high quality coral reefs andmarine life including large species, such aswhales, dolphins, turtles, dugongs, etc.

• Quality of game fish.

• Unique coastal wetland, lagoon eco-systemsand flora and fauna.

• Scenic beauty of many tourism routes(eg southern coast, ‘Inselbergs’ in the north).

• Tropical/exotic environment (different from otherAnglo-Saxon countries in the region), reflected inlanguage, music, art, architecture, food, etc.

• Local seafood and cuisine (prawns, lobster,crayfish)

• Historical cities (Inhambane, Ilhade Moçambique)

• Experimental and unique architecture in largercities (mainly Beira, Maputo)

• World records: highest sand dunes, largestpopulations of dugongs, longest Indian Oceancoastline, armed independence struggle.

• Marine National Parks (Bazaruto, Quirimbas).

• Proximity to Kruger Park in South Africa.

• Relatively ‘untouched’ wilderness areas in themost isolated zones.


44

Considering the tourism potential deter-mined by its natural resources,Mozambique should plan its future devel-opment adequately focusing on strategiesbased, on the one side, on the need to an-swer to the demands of the internal, re-gional and international markets, which arestrategic for the country, and on the correctdefinition of development zones to en-hance the tourism product quality, on theother side.

3.2. Strategic Markets forMozambique

3.2.1. Analysis of StrategicMarkets for Mozambique

Understanding source markets and identi-fying cohesive segments and trends withinthese is a precondition for effective prod-uct development and marketing. This chap-

ter discusses essential elements for the de-velopment of important markets forMozambique. The issues include:

3.2.2. South African sourcemarkets

Linking into tourism in South Africa is amajor opportunity for Mozambique, whosegeographical situation is crucial, and it islikely that tourism patterns in South Africawill partly determine the future structure ofthe sector in Mozambique.

South African tourism has redefined itsgrowth strategy in 2002. The top eight keymarkets for South Africa in terms of arrivalsand revenue have been identified as UK,Germany, US, France, Italy, Netherlands,Canada and Australia, which remain the fo-cus for marketing efforts to SA tourism. Ja-pan, Sweden and China also present highlong haul opportunities.

• Environmental impacts and loss of marineresources through uncontrolled growth oftourism and local fishing techniques.

• Uncontrolled growth and development of thetourism sector.

• Dominance of operators and tourists fromSouth Africa and other countries in the regionor from countries with additional interests inMozambique.

• Communities do not effectively participate intourism programs.

• Limited Government capacity to engage largerscale investors and to allocate resources for theperformance of marketing activities.

• Unbalanced growth of regional/domestic/international markets and investors.

• Instability and political unrest in variouscountries in Southern Africa continue to impacton the region, in general, and on the Mozambicanmarket in particular.

• Continued limited availability of skilled humanresources for designing and implementingprograms.

• Weak availability of technical and financialresources for the implementation of strategicintegrated plans for tourism development.

• Recent decentralization of government providesopportunities for delivery of tourism programsat the provincial and district level.

OPPORTUNITIES THREATS

• Develop ‘bush/beach’ linkages with KrugerPark and the Limpopo TFCA and theInhambane/Gaza beaches

• Indian Ocean Safaris (a more active definitionfor sea, sun and beach tourism, to experiencethe marine life and large species).

• Develop tourism routes and circuits connect-ing the major tourism attractions in thecountry and region.

• Tap into emerging eco-tourism market.

• Niche-marketing. High potential niches forMozambique: birding, hunting, diving, fishing,cultural tourism, eco-tourism and adventure.

• Marketing of Mozambique’s regions (theSouthern, Central and Northern regions havedifferent profiles and opportunities).

• Regional integration (Southern Africa) throughcreation of bush-beach linkages, TFCAs,corridors and regional tourism circuits.

• Tap into the growing domestic market of SouthAfrica and the region at large.


of Tourism 45

Figure 7 – Strategic Source Market to South Africa

Analysis of source markets exposes inter-esting marketing opportunities to mainlyAfrican markets, which accounted for 65% oftotal arrivals in 2000. Intra-regional travel isexpected to further expand from 57% in 1995to 65% of international visitor arrivals to Af-rica as a whole in the year 2020. Althoughvisitor arrivals to South Africa reflect signifi-cant arrivals from the African markets, de-mand-generating countries of the continentare not being aggressively targeted.

Africa continues to be treated as a homog-enous, low yield, mass market of cross-bor-der shoppers. This is patently incorrect.Detailed figures about actual revenues aredifficult to collect, as African tourists tendto spend less money on ‘measurable’ tour-ism parameters such as accommodationand park fees and much more on retail andentertainment.

However, despite the limited informationavailable, it can be noticed that the mainmarket segments in the African market are‘retail tourism’ and ‘business tourism’. Ac-cording to SA Tourism’s International Visi-tor Survey January 2000, nearly half (46%) ofall visitors to South Africa from African coun-tries, came for business purposes. 78% ofall African visitors went to Gauteng.

Retail tourism pertains to visitors from othercountries who enter South Africa for themain purpose of purchasing goods and ser-vices to take home with them. The majorityof cross-border shoppers originate formSADC countries, with increasing arrivalsfrom further North such as Nigeria andGhana. Gauteng, and particularly Johan-nesburg, are well positioned to capitalizeon the African retail tourist.

Retail tourists face constraints relative totransport, border-post crossings, safety,suitable and accessible accommodation,etc. These constraints must be addressedif marketing effort is to impact in sustainingand increasing demand.

Interesting in this regard is that the amountof Mozambican arrivals to South Africa(about 500,000 in 2000) surpasses the totalamount of arrivals to Mozambique (300,000in 2001).

It should also be noted that the Angolanmarket offers other interesting opportuni-ties to Mozambique. The similarity in termsof language and culture and the existenceof a high yield segment is a sound basis forits exploration. In a foreseeable future,Mozambique can also benefit from the ex-


46

isting African flows to South Africa through“Fun and Sun” packages, linking the enter-tainment and retail products of Gautengwith the sun, sand and sea tourism of thesouthern coastal area of Mozambique.

3.2.3. Source Markets toMozambique

Traditionally tourism flows to Mozambiquehave stemmed from South Africa and Por-tugal. In 1997, visitor arrivals recorded to-talled 300,000, and by 2001, arrivals reached404,095.

Whilst this is positive, these visitor arrivalsremain relatively low compared to otherdestinations with similar strength in prod-uct at a regional, continental and globallevel.

Arrivals from Africa dominate (350 percentgrowth reached over 1999). South Africa isthe major source market, contributing ap-proximately 67 percent of total arrivals in2001. Other near markets such as Swazilandalso generate demand, albeit at a low base.Portugal is the major international sourcemarket, contributing approximately 7.5 per-cent of total arrivals in 2001.

Thus, new source markets to Mozambiquewill have to be considered by the tourismauthorities in Mozambique, where oppor-tunities in Africa with similar potential asthe above mentioned example of Angolawould have to be evaluated and directedin view of retail tourism enhancement.

3.2.4. Emerging Source Marketsfor Mozambique

Competing in saturated markets like Ger-many, UK and the US, where Mozambiquecompetes with other emerging destinationsacross the world with similar product po-tential like Honduras, Ethiopia, Madagas-car, Vietnam etc, will be difficult and expen-sive at the beginning.

Highest effectiveness of marketing spend-ing can be expected in markets with some‘synergy’ with Mozambique. In this regard,a closer look at emerging source marketslike the Middle East, South America and theFar East, will be necessary. Tourists from the

Middle East are increasingly confrontedwith complications with visas, etc., to enterdeveloped tourism destinations in theAmericas and Europe, and are looking foralternatives.

The relative proximity of Mozambique andthe strong Muslim tradition in the countryprovide entry points. South America, andin particular Brazil, also provide excitingopportunities. The cultural and languagesimilarities between the two countries andthe percentage of the population with Afri-can roots (about 45%) combined with thegrowing percentage of the population thatcan afford travel provide a good base forfurther exploration.

3.2.5. Drivers of DemandThe key drivers of demand considering thecurrent situation of Mozambique may beidentified in the following markets:

3.2.5.1 Domestic MarketA culture of domestic tourism is importantto any destination. Although limited in size,the domestic market is growing. The primarysource of domestic demand is Maputo. Ofgrowing importance are provincial urbancentres, such as Beira, Chimoio andNampula. These cities are situated in closeproximity to tourism attractions and gener-ate considerable travel. Future domestictourism demand will stem from the follow-ing main sectors:

Business – including the private sector,government and aid sector (NGOs, embas-sies, cooperation partners, etc.);

Leisure – including families, small groups,couples, expatriates travelling for the pur-poses of taking holidays, weekend breaks,day excursions, events, sports, shopping,entertainment, etc.

Visiting friends and relatives (VFR) – manyMozambicans living in the larger cities havestill strong ties with relatives in rural areasand visit rural areas during holidays.

MICE – the meetings, incentives, confer-ences and exhibitions market. Purposes oftravel include business, team building, so-cial gatherings, religion, etc.


of Tourism 47

3.2.5.2. Regional MarketGlobally, domestic and regional tourismremains many times more important thaninternational tourism in both activity andmoney terms. South Africa is a key regionalsource market for Mozambique. It has rela-tively affluent population in regional terms,with a high propensity to consume travel,leisure and entertainment.

Families, adventure tourists and fishermenare the traditional segments traditionally at-tracted to Mozambique, particularly its south-ern beaches. Patterns already point toward amore diversified market from South Africa.The regional youth market is gaining spend-ing capacity and is starting to travel more forleisure purposes rather than just visitingfriends and relatives. The social atmosphereof the places to visit and being away-from-home, and the beach culture could attractgreater numbers from this market.

The pristine, secluded and romantic natureof the three major regions of Mozambiquecould attract high yield professionals,couples and honeymooners. Strategic focuswill be placed upon extracting further valuefrom the regional market by up selling andcross-selling into other product areas andpenetrating new higher yield lifestyle seg-ments.

Regional tourism demand will stem from thefollowing principle sectors:

Business – including commercial travellers,feasibility travellers, trade missions, busi-ness visitors and to Government, NGOs,development agencies, embassies, etc.;

Leisure – including families, small groups,couples, expatriates residing in the region.Travel purposes include taking summer/school holidays, weekend breaks, day ex-cursions, events, sports, shopping, enter-tainment, visit to friends and relatives(VFR), etc.;

MICE – relates to the meetings, incentives,conferences and exhibitions market. Thepurposes of travel include business, teambuilding, social meetings, religion, productlaunches, etc.; and

Special interest – including deep sea fish-ing, scuba diving, adventure, eco-tourism,

overlanders and backpackers, bird-watch-ing, cultural enthusiasts, hunting, etc.

3.2.5.3 International MarketAt present, international visitors primarilyvisit Mozambique on business or to seefriends and relatives. Visitors not drawn toMozambique specifically for these pur-poses are largely those on a “southern Af-rica trip”.

Hunting has historically contributed to in-ternational tourism demand and will play arole in future international tourism growth.Overlanders and backpackers are increas-ingly including Mozambique in their south-ern Africa adventures, with Maputo andInhambane already serving as “mainstreamdestinations”, while a number useMozambique as a through-destination (viathe centre region) onwards to Malawi.

International tourism demand will stemfrom the following main sectors:

Visiting friends and relatives – this will pri-marily stem from the Portuguese market, aswell as friends and relatives visiting staffworking for donor agencies, embassies andinternational corporations;

Leisure – including free independent trav-ellers, independent travel groups, orga-nized tour groups, high yield internationaltravellers;

Business – including commercial travellers,feasibility travellers, trade missions, busi-ness visitors to Government, NGOs, donoragencies, embassies, etc.; and

Special interest – including diving, fishing,eco-tourism, bird-watching, hunting, adven-ture tourists, backpacking, cultural enthu-siasts, cruising.

3.2.5.4 Niche MarketsThe analysis of international and regionaltrends in tourism point to a trend towardsmore customized, specialized tourismproducts and a move away from generic‘mass’ products. Key travel motivational fac-tors for niche markets include visiting a spe-cific attraction (eg. a specific eco-system) orto participate in a specific activity (eg. div-


48

ing or fishing), while the travel motivationsof general tourist markets are broader andinclude, for example, relaxation and meet-ing new people/socializing.

Mozambique’s tourism product is still rela-tively unknown and major marketing effortswill be necessary to increase awareness.International tourism marketing, especiallygeared towards general tourist markets, isextremely expensive. A niche-approach, inline with the trends towards increased seg-mentation is, from a marketing perspective,much more cost-effective than a ‘main-stream’ marketing approach. Niche marketsare often easier to target through special-ized magazines, web sites, travel agents,

clubs and organizations and the power ofword-of-mouth.

In addition, dedicated niche tourists areoften less demanding in terms of servicelevels and infrastructure and can, therefore,represent a factor that can be used for thedevelopment of a region, with less servicesand infrastructures. Thus, this can actuallyconstitute an asset for certain niche markets,e.g. for hunting, eco-tourism and adventuretourism, where people are looking for an‘off-the-beaten-track’ experience.

Therefore, niche markets can also be ashort-term goal for the development andmarketing of different products that thecountry can offer.

4 Tourism Vision

for the Future


50

Box 5 - Mozambique’s Tourism Vision for 2020

Box 6 – Mission for Tourism Development in Mozambique

4. Tourism Vision

4.1. Tourism Vision for the Future

The mission for the national tourism administration is to turn the tourism vision in areality by:

• Establishment of an enabling institutional framework with adequate planning and control mecha-nisms and effective programme implementation at national, provincial and district levels;

• Effective marketing and image building of the country through national marketing and partnershipswith private sector;

• Successful product development and the creation of a conductive investment environment both fornational and international investors;

• Rehabilitation and reorganisation of the country’s conservation areas;

• Implementing sound and sustainable policies for tourism development and tourism planning;

• Effective engagement of communities in the development of the tourism sector;

• Building of successful partnerships with neighbouring countries and advocating regional integrationamong SADC countries in marketing, product packaging, cross border initiatives (e.g. corridors,TFCAs), and in alignment of policies and legislation relating to migration, transport and tourism;

• Building of a human resource base across skill levels in private and public sector and amongcommunities through education and training;

• Awareness creation among all Mozambicans about the importance of tourism and the value of thenatural and cultural heritage.

Adapted from ‘General Principles of the Tourism Policy’, Tourism Policy and Strategy, P. 5

‘By 2020, Mozambique is Africa’s mostvibrant, dynamic and exotic tourismdestination, famous for its outstandingbeaches and coastal attractions, excitingeco-tourism products and intriguing culture,welcoming over 4 million tourists a year.

Taking into account the current low baseof existing tourism development and in-frastructure and the goals and objectivesset out in the SPDTM, the tourism vision,guiding the strategic planning process,must reflect the ambitious nature of goalsetting and can realistically only be setfor the long term. Therefore, the year 2020has been chosen as the reference-line forthe Tourism Vision for Mozambique.

In order to fulfil this vision, the missionfor the national tourism administration is

based on the general principles of the tour-ism policy.

Tourism Vision 51

4.3. Key Factors of SuccessThe key tourism resource strengths repre-sent Mozambique’s tourism potential.Sound strategies must now be developedto translate this ‘potential’ into the deliv-ery of tourism and the related economic andsocial benefits for the country.

The successful implementation of the threestrategies for the use of Mozambique’s re-

source strengths is critical to make this hap-pening. Three additional factors emergethat will provide the critical edge to pushMozambique towards its future status of aninternational tourism destination. These are(1) regional integration (Southern Africa), (2)marketing and product developmentgeared towards selected source and nichemarkets, and (3) the application of spatialfocus in integrated planning, marketing andproduct development.

Cultural andman-madeResources

Mozambique’s vast coastline, tropical beaches andwarm waters and rich coastal and marine resourcesare of exceptional quality and unique in southernAfrica. Mozambique should capitalize on this positionin product development and marketing, while at thesame time conservation and protection of the fragilecoastal and marine resources should be a priority.

To be able to compete in Southern Africa markets,Mozambique must develop its nature and wildlifebased tourism product. Efforts should be focused on(re)building the resources and infrastructure,promoting investments in conservation areas,developing human resources and restocking wildlife.

Mozambique’s cultural identity, determined by itsheritage, people and history, differs significantly fromother countries in southern Africa and is one of thecountry’s key tourism assets. Mozambique mustcherish these differences and use them to ‘flavour’ its‘blue’ and ‘green’ product lines, as well as to develop aspecialized ‘orange’ or cultural product offering.

Table 9 – Strategies for the Use of Mozambique’s Key Tourism Resources

Capture

ExplanationResource Strategy

Coastal andMarineResources

Wildlife andNatureResources

Capitalize

Develop

4.2. Using the ResourceStrengths

The tourism potential of Mozambique isdetermined by its resource strengths, re-lated to the inherent strengths of the land,wildlife, natural resources, human re-sources, man-made, the natural and coastalassets, the natural and cultural heritage andthe tourism attraction value they represent.Mozambique’s key resource strengths are:

1) the quality of its beaches and coastal re-sources (‘Blue’ product line’);

2) the diversity and quality of its natural andwildlife resources and the opportunitiesthese provide for tourism products devel-opment (‘Green’ product line);

3) the cultural identity of Mozambique, deter-mined by its heritage, people and history,that significantly differs from other countriesin southern Africa (‘Orange’ product line).

These resources must be cherished and con-tinuously developed and protected to guar-antee the attraction value of ‘DestinationMozambique’. Specific strategies for the cor-rect use of each ‘resource strength’ are:


52

Critical success factors for maximizingMozambique’s tourism potential are:

• Capitalize on coastal and marine assets– Mozambique’s extensive coastline,warm tropical waters and rich coastal andmarine resources are of exceptional qual-ity and unique in southern Africa.Mozambique should capitalize on thisposition in product development andmarketing while at the same time con-servation and protection of the fragilecoastal and marine resources should bea priority.

• Develop nature and wildlife based tour-ism products – Mozambique is not a sig-nificant player yet in eco-tourism insouthern Africa. To be able to competein international markets, Mozambiquemust have a competitive wildlife andnature based tourism product. Effortsshould be focused on (re)building theinfrastructure, investment promotion inconservation areas, human resources de-velopment and restocking of wildlife.

• Capture Identity of Culture –Mozambique’s cultural identity, deter-

mined by its heritage, people and history,differs significantly from other countries insouthern Africa and is one of the country’skey tourism assets. Mozambique mustcherish these differences and use them to‘flavour’ its ‘blue’ and ‘green’ product lines,as well as to develop a specialized ‘orange’or cultural product offering.

• Integration with neighbouring countries(southern Africa) – No country is Africawill be able to compete in the changinginternational market place on its own.Regional integration and the develop-ment of a southern African destinationwill be an essential survival technique forall countries in southern Africa.Mozambique will take a lead in regionalintegration through i) developing andpromoting bush-beach linkages withneighbouring countries, ii) initiating andactively developing TFCA initiatives withneighbouring countries, and iii) activeparticipation in regional marketing anddevelopment initiatives.

• Strategic Markets: Niche Markets – Withthe current offer of products and limited

Figure 8- Critical success factors for maximizing Mozambique’s tourism potential

Tourism Vision 53

resources available for marketing andproduct development, Mozambiquemust concentrate its resources on a fewselected markets. Based upon analysisof tourism trends and resource strengthsof Mozambique, the following strategicniches have emerged: diving, deep seafishing, hunting, birding, eco-tourism,adventure, beach tourism, high-yield ‘is-land’ tourism and cultural tourism.

• Strategic Markets: Source Markets – Witha low awareness of foreign markets andlimited resources available for market-ing and product development,Mozambique has to concentrate itsscarce resources on a few selected sourcemarkets. Strategic source markets havebeen selected using three criteria, (i)strategic source markets to South Africa,(ii) high potential niche markets and (iii)strong cultural synergy.

• Spatial Focus: Mozambique Regions –The country is too vast and diverse to beconsidered and managed as a single des-tination. The three regions ofMozambique, the South, Centre andNorth, each has its own identity,strengths, development priorities andregional partners. The tourism profile ofthe southern region emphasizes regionaland domestic tourism, coastal tourismand water sports; the central region isbest positioned to concentrate on thedevelopment of eco-tourism and adven-ture based tourism, mainly for special-ized international niche markets, whilethe northern region will develop into anexclusive international beach and eco-tourism destination with a strong culturalcomponent.

• Spatial Focus: PATIs, TFCAs and Routesand Circuits – Tourism is spatial in natureand selected geographic areas should beprioritised for development. TFCAs(Transfrontier Conservation Areas), PATIs(Priority Areas for Tourism Development)and Tourism Routes are the identified lo-calities where resources for tourism devel-opment will be concentrated.

4.4. Strategic Markets forMozambique

Mozambique will actively pursue a mix oftarget market segments (high/medium/lowyield; business/leisure, domestic/regional/international) and, in doing so, it will imple-ment a niche approach towards interna-tional markets focused around the high po-tential niches of diving, deep-sea fishing,hunting, bird-watching, eco-tourism, adven-ture tourism, beach tourism and high-yield“island” market, and cultural tourism. Moremainstream marketing approaches will beused for regional and domestic marketswhere the main market segments continueto concentrate around sun, sand and seaand family tourism.

Therefore, the market development ap-proach will be two folded, addressing se-lected source markets and specifically tar-geting niche products.

4.5. Strategic NicheMarkets forMozambique

Key identified niche markets forMozambique are:

• Diving – Diving is one of the fastest grow-ing adventure sports and increasinglypopular among young people. Expertsconsider Mozambique as one of theworld’s top class diving destinations.Among backpackers and regional tour-ists, Mozambique, and especiallyInhambane province, is already famousfor the diversity of species, including rarelarge marine species such as whales,whale sharks, sea-turtles, dolphins andmanta rays, and the quality of coral reefs.

• Deep-sea fishing – Since colonial times,Mozambique has been famous for its biggame fish. Tuna, marlin and sailfish areamong the species regularly caught andthis is combined with the tropical cli-mate, warm waters and boating facilitiesnow existing along the southern coast.


54

Deep-sea fishing is a key activity espe-cially for the regional market and the high-yield ‘luxury’ resort and island markets.

• Hunting – Hunting is a small but very lu-crative business. Trophy quality inMozambique (especially in the North ofMozambique) is very good and a goodvariety of species with hunting quotasexists. Hunting, being highly specialized,requires some marketing effort and canbe a catalyst in opening up new areas forphotographic safaris.

• Birding – ‘Avitourism’ or bird watching isthe fastest growing pastime or hobby inthe world, and is one of the fastest grow-ing segments of the eco-tourism niche-market globally. The variety and densityof bird species in Mozambique is excep-tional and certain areas, such asGorongosa Mountain, Panda inInhambane, the coastal lagoons inBazaruto and Matutuine district are fa-mous among ornithologists. Significantpotential exists to develop Mozambiqueinto a leading bird watching destination.

• Eco-tourism – The adventure tourism seg-ment consists of around 5 million touristsa year, or approximately 1% of all interna-tional tourist arrivals worldwide, and is oneof the fast growing segments (Travel andTourism Analyst Nº 4, 2001). Adventuretravel can be defined as leisure activityinvolving high levels of activity, mostlyoutdoors, involving some form of risk andexcitement and personal challenge.Mozambique has significant potential forthe development of “hard” and “soft” ad-venture activities, such as rock climbingand abseiling (Northern ‘inselbergs’), 4x4adventure tracks, hiking and river-sportssuch as a canoeing and rafting.

• Adventure Tourism – The adventure seg-ment consists of around 5 million travel-lers a year, or approximately 1% of all in-ternational tourist arrivals worldwide andis a growth segment (Travel and TourismAnalyst No 4, 2001). Adventure travel canbe defined as leisure activity involvinghigh levels of activity, mostly outdoors,including some form of risk and excitementand personal challenge. Mozambique hassignificant potential for the development

of hard and soft adventure activities, suchas rock climbing and abseiling (Northern‘inselbergs’), 4x4 adventure tracks, hikingand river-sports such as a canoeing andrafting.

• Cruising – Cruising is an emerging mar-ket worldwide. Operators increasinglylook at the Indian Ocean to expand theircruise product range. With 2700 km ofcoastline and plenty of interesting his-torical towns and activity options alongthe coast there is plenty of opportunityfor Mozambique to become an importantplayer in this growing niche.

• High-yield International Luxury Market –This market sector is highly educated, ben-efits from significant disposable incomeand is attracted by the resort operator and/or the destination. Word of mouth market-ing and lifestyle images are hugely impor-tant to this market. Increasingly, brandname is becoming an important compo-nent of purchase choice. Resorts are smalland exclusive and affluent couples meet,socialise and relax together in an environ-ment of total luxury. Islands resorts are par-ticularly appealing to this market.

• Cultural Tourism – The rich cultural heri-tage of Mozambique provides plenty ofopportunities for cultural tourism. “Icons”such as Ilha de Moçambique, and to alesser extent the city of Inhambane, areof exceptional historical and culturalvalue and will appeal to internationalspecialist markets. Other high potentialcultural niches are “architecture”, of ex-ceptional variety and quality, especiallyin Maputo and Beira, and new culturalniches can be developed around the richmusic and dance scene in Mozambique.

4.6. Strategic Source Marketsfor Mozambique

With a low awareness of foreign markets andlimited resources available for marketingand product development, marketing ef-forts will be concentrated on a few selectedsource markets only. Portugal, because oflanguage and history, and South Africa,mainly because of proximity, are the two

Tourism Vision 55

Figure 9: Portfolio of strategic source markets for Mozambique

major ‘natural’ markets for Mozambique. Inselecting other high potential source mar-kets, smart marketing intelligence must beapplied.

Strategic source markets have been se-lected using three criteria: (i) strategicsource markets to South Africa, (ii) high po-tential nice markets and (iii) cultural syn-ergy. Three categories of strategic sourcemarkets have emerged: (1) natural markets(based upon proximity and strong culturalsynergy), (2) niche markets (selected stra-tegic source markets to RSA that have strongniche market potential) and (3) emergingsynergy markets (developing source mar-kets that have a strong cultural synergy withMozambique).

In the picture below a clustering of the stra-tegic source markets to Mozambique is pre-sented. Portugal and South Africa are exist-ing markets for Mozambique. Within thestrategic source markets to SA, those coun-tries identified as strategic are the US, UK,Germany and the Netherlands and Italy,based upon their high potential for nichemarket development (US, UK, Germany andthe Netherlands) and cultural synergy (Italy).Within the ‘Synergy’ country cluster, Portu-gal and South Africa have been identifiedas the primary focus because of their his-torical performance as source markets andthe other countries indicated (Italy, Spain,Brazil, Saudi Arabia, United Arab Emirates,Angola, Zimbabwe and Swaziland) as sec-ondary focus markets.


56

4.7. Linking Products and MarketsCombining the strategic niche markets, strategic source markets and the drivers of de-mand for domestic, regional and international markets, the following strategic marketsemerge for Mozambique.

The primary ‘natural markets’ are the exist-ing markets, namely the domestic market,South Africa and Portugal. South Africa andPortugal currently represent almost 75% oftotal arrivals and are expected to continueto dominate the market in the short to me-dium term. Swaziland and Zimbabwe, giventheir proximity and trends towards in-creased intra-regional travel, represent thesecondary ‘natural markets’. Given the cur-rent economic and political situation, spe-cific efforts to develop the Zimbabweanmarket will have to be postponed until theeconomic recovery of that country. Demandfrom these markets will mainly stem fromthe leisure, visiting friends and relatives andbusiness sector, while for South Africa, theselected niche products, mainly waterbased such as deep-sea fishing and diving,will also be important and determinant.

A niche marketing approach will be imple-mented towards selected source marketsthat are strategic to South Africa and thathave strong potential for Mozambique’sstrategic niche products. Product packagingwith South Africa and development andmarketing of ‘bush-beach’ linkages will beimportant.

The southern European markets of Italy andSpain have also been included in this cat-egory, though the approach towards thesecountries will be slightly different from theother countries and will concentrate on thehigh-yield luxury sun, sand and sea market.Demand from these countries will stem fromthe leisure, mainly concentrated on up-mar-ket beach tourism and special interest, in-cluding coastal adventure tourism (such asdeep sea fishing and diving), eco-tourismand culture.

As a last category, emerging synergy mar-kets have been identified; these are devel-oping source markets that have a specificcultural synergy with Mozambique. Brazilemerges as a high potential emerging mar-ket due to cultural and language similari-ties between the two countries, and SaudiArabia and the UAE have been selectedbased upon the relative proximity ofMozambique and religious synergy (Mus-lim).

Figure 10 graphically displays the three stra-tegic market segments, their drivers, keydemand categories and the source marketswithin each segment.

Box 7 – Strategic market segments for Mozambique

Strategic Market Selection criteria Source markets

Domestic market, South Africa, Portugal,Zimbabwe, Swaziland

Spain, Italy, UK, US, Germany,Netherlands

Brazil, Saudi Arabia, UAE and Angola

Strategic Niche Markets Strategic source markets toRSA that have strong nichemarket potential

Emerging synergy markets Developing source marketsthat have a strong culturalsynergy

Proximity and strongcultural synergyNatural Markets

Tourism Vision 57

Figure 10 - Strategic market segments to Mozambique

4.8. Foundation FactorsA healthy tourism sector can emerge only incountries with a basic level of infrastructureprovision and services. Tourism cannot be thedriver of all requirements for its developmentas it draws very much upon the overall socio-economic infrastructure of a country. A mini-mum provision and quality of infrastructure,knowledge (e.g. tourism and immigration sta-tistics, economic impact of tourism, marketresearch, etc.), human resources, an ad-equate institutional framework (e.g. laws andlaw enforcement, governance, sectoral coop-eration), safety and security and financial re-sources, are a requirement for the develop-ment of tourism.

Without provision of these tourism devel-opment is effectively impossible. Neglect-ing one or more of the ‘foundation factors’can have disastrous consequences for tour-ism development, and can lead to a disor-ganized implementation of tourismprojects, without an adequate interconnec-tion with the Government programs andobjectives.

Though essential to tourism development,many of these factors, like infrastructure andsafety and security, are not a direct respon-sibility of the national tourism administra-tion, which makes tourism vulnerable toperformance in other sectors. It also dem-onstrates that tourism should be seen as anational priority, where intersectorial inter-vention is crucial to guarantee that appro-priate attention will be given to all founda-tion factors in all relevant sectors.

It is a responsibility of the national tourismadministration to identify the minimumdevelopment requirements for all founda-tion factors, and to promote cooperationwith other sectors in order to ensure thatthese factors are addressed in their pro-grams and thus contribute to the develop-ment and implementation of national plans.

The continuous upgrading of the foundationfactors is considered a priority and the Stra-tegic Plan for the Development of Tourismaddresses, in the implementation frame-work, the requirements of tourism for eachof the above-mentioned factors.


58

Figure 11 - Foundation Factors for Tourism Development

5 Core ImplementationProcesses


60

Figure 12: Core Implementation Processes for Tourism Development in Mozambique

Three strategic implementation processescutting across the critical success factors, thedevelopment of foundation factors and theuse of Mozambique’s key strengths emerge,that will guide and direct future strategiesto develop Mozambique into an interna-tional player in tourism:

1) Integrated Planning: Apply sound prin-ciples for land-use planning and for or-ganizational and financial planning andcoordination, leading to a controlled andresponsible growth of tourism.

5. Core Implementation Processes2) Product Development: Improving exist-

ing tourism products and services anddevelop new products and services.

3) Marketing: Improving marketing effortsto create awareness by applying ‘smart’marketing principles focused towards se-lected strategic source markets and nichemarkets and the domestic market.

These three processes are the ‘core imple-mentation processes’ and must be imple-mented concurrently.

5.1. Focus and SpatialFramework of Tourism

Mozambique has the resource potential todevelop into a world-class tourism destina-tion. However, it is still at the very early stagesof development and many constraints fordevelopment are still to be overcome. Hu-man and financial resources and capacity arevery limited and it will be impossible to de-velop the whole country at the same time.

Tourism is spatial in nature and, therefore,three platforms have been identified for itsdevelopment, namely: (1) the Priority Areasfor Tourism Investment (PATIs), (2) theTransfrontier Conservation Areas (TFCAs) and(3) the Tourism Routes. There is, however,some measure of overlap between thesethree platforms, for example some PATIscover all or part of some TFCAs or Conserva-tion Areas. The first two (PATIs and TFCAs)are indicated as “destinations”.

CoreImplementation

Processes 61

Figure 13: The elements of the Spatial Framework of Tourism in Mozambique

However, a destination is two-fold, as itshould have sufficient attraction, e.g. in theform of natural assets, but should also havea basic level of infrastructure and services,such as access, accommodation, supply ser-vices and activities. All PATIs, TFCAs and Con-servation Areas established in the plan fulfilthe requirement of ‘attraction’ but few offerthe necessary set of services as yet. As perthe definition above, not all PATIs, TFCAs andCAs are effectively ‘destinations’, but as theyconstitute the future destinations of the coun-try they are considered in this Strategic Planas the country’s ‘destinations’.

The linkages between these ‘destinations’

are added as the last platform for deliveryof this Strategic Plan. These linkages are theroutes connecting the various destinations.The routes are depicted in a logical way,forming tourism circuits connecting thecountry’s tourism destinations. It is envis-aged that TFCAs, PATIs and Routes areimplemented at the regional level, thus cre-ating three clusters of destinations or tour-ism circuits: in the South, Centre and North.

On the other hand, a second concept criti-cal to guide marketing and positioning ofthe country, as well as the organization ofgovernance structures, are the‘Mozambique Regions’.

5.2. Mozambique’s regionsThe country is too vast and diverse to beconsidered and managed as a single desti-nation. The three regions of Mozambique,the South, Centre and North, have each

their own identity, resource strengths, de-velopment priorities and regional partners.

The ‘focus areas’ and the ‘Mozambique Re-gions’ are the spatial platforms for theimplementation of the ‘SPTDM’.


62

Southern Mozambique: Provinces of Maputo, Maputo Cidade, Gaza and InhambaneRegional/domestic market: sun, sand and sea and water sports.International market: niche approach: diving, eco-tourism and culture.The South of Mozambique will continue to be featured as the main destination for regional and domes-tic markets, with emphasis on sun, sand and sea, family holidays, water sports and entertainment and fun.The South will also be actively marketed to international markets, but based on ‘activity niches’ and‘Icons’ of the region. Key activities are diving and ‘large marine animal spotting’ and ‘Icons’ in the Southare: Limpopo TFCA (eco-tourism), Maputo Elephant Reserve (eco-tourism), Bazaruto (luxury sun, sandand sea), Inhambane (culture and diving) and Maputo (culture and entertainment).

Central Mozambique: Provinces of Sofala, Manica and TeteNiche approach to all geographic markets focusing on eco-tourism.Regional and domestic markets: business and commerce and sun, sand and sea (Zimbabwe).The central region is characterized by its wealth of eco-tourism and adventure opportunities. ‘Icons’like Chimanimani, Cahora Bassa and Gorongosa will have to be developed and positioned to mainlyinternational and regional markets. Key activities for marketing and simultaneous product develop-ment are hiking, fresh-water fishing, birding and hunting. The product will appeal mostly to independentadventure travellers (including backpackers) and to ‘overlanders’. For domestic and near-by regionalmarkets (Zimbabwe) “business and commerce” and ‘sun, sand and sea’ are of secondary importance.

5.3. Definition of PriorityAreas for TourismInvestment

The prioritisation of tourism areas has beenan approach adopted by government sincecolonial times. Zones have been definedand redefined over a period of time butthey tended to be too large for realisticplanning, given limited resources, and werewithout clear institutional frameworks re-garding responsibilities for implementa-tion. Prioritisation is still a necessity, so amethodology has now been developed toprovide substance to this. This methodol-ogy is consultative, scientific and practicaland draws upon a combination of localknowledge, the National Tourism Policy andits defined priorities, and the internationaland regional experience in tourism planningand development.

The following criteria for defining PATIs werework-shopped with a cross-section of na-tional, provincial and local stakeholders:

• Distance – the area should be within 3 orless hours drive from an air gateway;

• Maximum product and marketing poten-tial – marine parks, world heritage sites,national parks, Transfrontier Conserva-tion Areas (TFCAs), significant inlandwater, trade and investment centres,ports, quality beaches, biological diver-sity, existing and potential tourism“icons”;

• Population density – taking into accountboth low and high density populationscenarios in the kind of resorts and des-tinations to be built;

• Infrastructure and access – existing andplanned levels of infrastructure, particu-larly related to roads and air utilities;

Box 8 – The Profiles of the Three Regions of Mozambique

Northern Mozambique: Provinces of Cabo Delgado, Nampula, Niassa and Zambézia. Exclusivedestination for affluent segments. Image of exclusive beach, island and eco-tourism destination withstrong cultural influence.Northern Mozambique will be Mozambique’s most exclusive destination. Marketing and productdevelopment initiatives should strongly feature the exclusive and wilderness character of the region.Exclusive small resorts will arise along the coast and islands of Cabo Delgado and Nampula. Strong‘Icons’ of the North are Pemba, the National Park and the archipelago of Quirimbas, Ilha deMoçambique, Niassa Reserve and Lago Niassa. Exclusive eco-tourism (adventure, birding, hunting,lake based activities) to be developed mainly in remote areas of Niassa and Cabo Delgado Province.

CoreImplementation

Processes 63

• Accommodation – existing and plannedvolume and quality of accommodation;

• Clustering – logic of the clustering of ac-commodation and tourism attractionsenabling both to be accessed from a com-mon centre;

• Linkages to national economic initiatives– existing or potential linkages to majornational and regional sectoral initiativeswith greater economic and environmen-tal impact (e.g. spatial development ac-tivities (SDIs), TFCAs, Development Cor-ridors, etc); and

• Strategic areas – area of strategic nationalimportance from a product, market and/or infrastructure development perspec-tive.

The criteria were then weighted andmapped using Geographical InformationSystems (GIS), and the outputs are as fol-lows: a map showing the ‘Tourism AestheticPotential’, where the physical characteris-tics of the country such as elevation, landuse, land cover, coral reefs, etc. are pre-sented; the other map evaluates thecountry’s tourism potential based upon in-frastructure and anthropological criteria,such as population, infrastructure, electric-ity, existing tourism accommodation, etc.The darker areas on this map indicate thehigher tourism potential areas.

5.4. The Dual ApproachTowards theDevelopment ofTourism Destinations

The PATIs, TFCAs and the linkages betweenthem, and the routes are viewed as the keyvehicle for the implementation of this Stra-tegic Plan for the Development of Tourism.

Existing tourism development, along withthe existing levels of socio-economic andinfrastructure development, are not equally

divided throughout the country. Some of thePATIs, especially those in the South, havealready achieved significant levels of devel-opment, while others, especially those inremote areas with difficult access, are stillrelatively undeveloped. Different strategieswill be required to steer tourism develop-ment in the various PATIs, with almost op-posite characteristics of tourism and socio-economic development. In this context, forease of implementation and classification,a dual approach has been chosen to dealwith these various types of PATIs, based onthe existing level of tourism development,access and socio-economic development.

Type ‘A’ PATIs already have a certain levelof tourism development and tourism infra-structure. These areas have already ap-pealed to, or are of high interest to inves-tors and a variety of accommodation op-tions and products have emerged. The levelof infrastructure provision and the quantityand quality of tourism products is in manycases far from perfect but minimum facili-ties exist. Priorities in these areas point toa controlled development, integration ofdevelopment plans among sectors, devel-opment of human resources and a require-ment for marketing of existing products.

Type ‘B’ PATIs are those areas that havebeen selected as Priority Areas mainly be-cause of their high tourism potential or theirstrategic location, but that effectively haveno significant levels of tourism develop-ment yet. Many of these areas are difficultto access, have low levels of basic infrastruc-ture and service provision and levels ofsocio-economic development. The priori-ties for these areas point towards infrastruc-ture improvement, integrated planning andinvestment promotion.

This dual approach towards destinationdevelopment will guide further structuringof the Strategic Plan for the Developmentof Tourism.


64

Figure 14 - Dual Approach Towards Development of PATIs

The PATIs are shown on the map with asymbolic form of a circle. Demarcation ofthe actual area within the PATI through pro-vincial planning processes will determinethe final shape for each PATI. Size andshape might vary between the PATIs. Atthis stage, the PATIs are still a concept andimplementation will bring life to actual

form, activities and development in eachPATI.

The identified PATIs will be the focal pointsin the planning and resources allocation intourism. The objective is to create referencecentres and planning, investment andsustainability models in tourism that will bereplicate all over the country.

CoreImplementation

Processes 65

Figure 15 – Aesthetic tourism potential

Elevation+

Physiography+

Land Cover+

Land Use+

Vegetation+

Protected Areas+

Major Rivers+

Coastal Zone+

Coral Reefs


66

Figura 16 – Acessibilidade e Infra-estruturas do Turismo

The following table summarizes the PATIsidentified, and provides high-level guide-lines regarding the type of products andmarket segments that apply to each PATI.

The following map combines the tourismaesthetics and tourism infrastructure in onemap. This map is used as the base to selectthe Priority Areas for Tourism Investment.

Eighteen areas have been identified asPATIs; three areas as type “A” or existingdestinations; five as type “A/B” destinationswith limited existing tourism development;and ten as type ‘B’ destinations, areas withhigh potential to develop into a tourismdestination but with very few products andservices developed yet.

Population Density+

Existing Tourism+

Power Supply+

Spatial Development Initiatives+

Infrastructure

Assecibility Buffer-International Airport

Current Tourism Infraestruture

Moderate

High

Low

CoreImplementation

Processes 67

Figure 17 – Priority Areas for Tourism Investment

Pebane Tourism ZoneType ‘A’ PATI’s

2. Greater Maputo Zone6. Inhambane Coastal Zone7. Vilankulo/bazaruto Zone

Type ‘A/B’ PATI´s

1.Elephant Coast Zone3.Xai-Xai Coastal Zone8. Sofala Tourism Zone14. Ilha de Moç./Nacala Zone15. Pemba/Quirimbas Zone

Type ‘B’ PATI´s

4.Limpopo – Massingir Zone5.Limpopo – Mapai Zone9. Gorongosa Tourism Zone10. Manica Tourism Zone11. Cahora Bassa Tourism Zone12. Gilé/Pebane Tourism Zone13. Guruè Tourism Zone16. Northern Cabo Delgado Zone17. Lake Niassa Zone18. Niassa Resesrve Zone


68

Table 10 – Priority Areas for Tourism Investment (PATIs)

Priority Areas for Tourism Investment (PATIs)

Existing Destinations (Type ‘A’)

7 Bazaruto Vilankulos Zone– includes BararutoArchipelago and coastfrom Vilankulos toInhassoro, InhambaneProvince

Coastal eco-tourismSun, sand and seaWater sports

Domestic, regional andinternational businessInternational transit, leisure &VFR (friends and relatives),Domestic leisure & VFR

Domestic leisureRegional, International leisureSpecial interest and backpackers

International leisureRegional leisure

15 A/B Pemba – Quirimbas Zone –includes Pemba Bay to Ilha deMatermo and marine andterrestrial parks of the QurimbaNatioanl Park in Cabo DelgadoProvince

CultureSun, sand & seaWater sports

Regional, domestic leisureInternational leisure and highyield niches

Regional leisureDomestic leisure

Domestic and regional MICEand businessDomestic leisureRegional leisure

International leisure nichesRegional leisure

International leisure nichesRegional leisure

Zone Type Name & Location Key Products Market segments

Greater Maputo Zone –includes Maputo Cidade,Marracuene and Inhaca

Urban/business tourismSun, sand and seaCulture, Ecotourism

2 A

Sun, sand and seaWater sportsCulture

Inhambane CoastalZone – includes fromInharrime to Massinga, inInhambane Province

6 A

A


Emerging Destinations (Type ‘B’)

Coastal eco-tourismWater sportsSun, sand and sea

Sun, sand and seaWater sports,Culture

Urban tourismSun, sand and seaCulture, coastaleco-tourism

Sun, sand and seaWater sportsCultureEco-tourism

Elephant Coast TourismZone – includes coastalzone between Catembe andPonto do Ouro in MaputoProvince

Xai Xai Coastal Zone –coastal zone of Bilene toLagoon Chidenguele, inGaza Province

Sofala Tourism Zone – includesBeira, Sofala, Savane along coast,in Sofala Province

Ilha de Moçambique–NacalaZone – Includes Baía deMocambo in the south to Baíade Memba in north of NampulaProvince

A/B

A/B

A/B

A/B

1

3

8

14

CoreImplementation

Processes 69

Domestic and regionalleisureDomestic and regional MICEInternational leisureEco-tourism niches

Domestic leisureRegional and internationalleisureEco-tourism niches

International and domesticleisure and eco-tourismniches

International and regionalbackpackers and overlandersEco-tourism niches

Eco-tourism nichesBackpackers and backpackersSpecial interest

Domestic leisure marketInternational niches

Domestic leisureInternational and regionalniches

International leisureRegional leisureSpecial interest

International leisureRegional leisureSpecial interest

International eco-tourismniches


Emerging Destinations (Type ‘B’)

Special interest18 B

4 B Eco-tourism,AdventureSpecial interestWater sportsCulture

Eco-tourism,AdventureSpecial interest

Eco-tourismAdventureCultureSpecial interest

Eco-tourismAdventureSpecial interestCulture

Eco-tourismSun, sand and seaCultureSpecial interest

AdventureEco-tourismCulture

Sun, sand and seaWater sportsCulture

Eco-tourismWater sportsEco-tourismCulture

Limpopo Massingir Zone– includes town of Massingir,Lake Massingir and southernLimpopo National Park inGaza Province

Limpopo Mapai Zone – inGaza Province at Mapai, northernLimpopo National Park

Gorongosa Tourism Zone –includess Gorongosa NationalPark and GorongosaMountain.

Manica Tourism Zone –includes Manica, Chicambaand the northern region ofChimanimani Reserve,in Manica Province

Cahora Bassa Tourism Zone– includes Songo, parts ofLake Cahora Bassa andcommunity area of tourism ofTchuma Tchato, in TeteProvince

Gile Reserve – PebaneTourism Zone – in ZambeziaProvince, includes thereserve of Gilé and Pebanebeach area.

Guruè Tourism Zone – Guruezone, in Zambezia Province

Northern Cabo DelgadoCoastal Zone in Cabo DelgadoProvince, including Palma andMocimboa da Praia to theborder with Tanzania in thenorthern zone.

Lake Niassa Tourism Zone – inNiassa Province – includes lakeshore from Metangula toCóbuè, eastward into MandaWilderness

Niassa Reserve Zone – inNiassa Province – includes thereserve and the hunting blocksin the reserve.

Eco-tourism, birding

5 B

9 B

10 B

11 B

12 B

13 B

16 B

17 B


70

5.5. Development ofStrategic TourismRoutes and Circuits

5.5.1. Importance of RoutesThe identification and marketing of routesis a powerful concept in tourism develop-ment. It is based on the idea that a groupof products providing diversity of experi-ence is more attractive than the individualcomponents. Box 9 outlines some reasonswhy routes are important.

The development of routes is also criticallyimportant because it not only identifies a

It is important to note that routes do notonly apply to road travel. Rail, air and searoutes are integral components of movingtourists from destination to destination.For example in Mozambique, air access be-tween priority areas and air linkages be-tween national and regional destinationsis as important as road travel, due to costand time efficiency, the early stage of ma-turity of development and the ability toopen new destinations in the longer term.Rather than limiting the scope of the routesto a single product or theme, routes shouldintegrate different products and exposevisitors to diverse experiences.

Box 9 – The Value of Tourism Routes

spatial relationship between diverseproducts, but also focuses attention onpotential attractions that might possiblybe missed by tourists when planning theiritineraries. They can also constitute an im-portant marketing tool, in that they pro-vide options to offer packages that can betailor-made to suit a client’s interests.

Routes provide linkages between PATIsand destinations, but are also essential el-ements of any tourism spatial framework.Routes generally link therein points inspace and experiences.

Two types of routes are identified: PrimaryTransport Corridors and Tourism Routesor Visitor’s Journeys.

5.5.2 Primary Corridors

The primary corridors offer the shortest ormost convenient routes between twopoints. The corridors, shown in Table 11,have been identified as most urgent forthe overall development of Mozambique.These corridors follow existing transportand trade routes. Accessibility of attrac-tions and infrastructure will begin to re-shape consumption patterns, thereby fo-cusing tourism. The corridors are also im-portant access and supply routes intoMozambique from neighbouring coun-tries.

Primary transport corridors

• N4 (Maputo Corridor): Johannesburg – Maputo • Tete Corridor: Tete – Malawi

• EN1(Coastal Route): Maputo – Beira • Nacala Corridor: Nacala – Lilongwe

• EN6 (Beira Corridor): Beira – Harare

• Tourists don’t necessarily take the shortest and quickest route, but rather tend to balance the“effort of getting there” with the quality of the experience and safety.

• Proper planning and promotion of routes can influence and change tourist travel patterns.

• Routes do not only apply to road travel. Rail, air and sea routes are integral components ofmoving tourists from destination to destination.

• Routes can provide a credible platform for marketing and quality control of tourism providers.Good examples include the well-known routes in South Africa, the “Garden Route” and the“Wine Route” in the zone of Cape.

CoreImplementation

Processes 71

Figure 18 – Tourism Routes and Circuits

5.5.3. Tourism RoutesSecondary distributor routes represent tour-ism routes or “visitor journeys” between gate-ways and major attractions in the country.

This type of tourist route fulfils a threefoldfunction, namely they enable the construc-tion of a critical mass of tourist product, theyintroduce tourists to a broader experience ofMozambique and they create economic op-portunities. ‘Routes’ relate to national ‘visi-tor journeys’ while ‘Circuits’ refer to regional

Tourism Routes - South

Lebombo RouteCosta das Lagoas RouteLimpopo RouteBush-Beach Route

Tourism Rotes-Centre

Adventure Route Moz/ZimAdventure Route Moz/MalawiEco-Tourism Triangle Route (MaromeuGorongosa, Chimanimani)The Lake Route(Chicamba, Cahora bassa)

Tourism Routes-North

Costa e Cultura RouteShahili Coast(Tanzania/Mozambique)Lake-to-Coast Route

(between countries) tourism movement intentative circular patterns. Tourists do notnecessarily have to follow a route or circuitfrom start to finish but can travel accordingto their available time, resources and inter-ests on a certain part of a route or circuit.The majority of Mozambican tourism routescan be part of regional tourism circuits.

Table 12 outlines the proposed future routesthat should be developed and promotedover the timeframe of this Strategic Plan.


72

Table 12 – National Tourism Routes and Regional Tourism Circuits

Tourism Routes in Southern Mozambique

Lebombo Circuit

‘Costa das Lagoas’ Route

Great Limpopo ‘bush-beach’Circuit

Limpopo Route

Adventure Route Moz/Zim

Kosi Bay (SA) – Santa Lucia (SA) – Ponto do Ouro – Maputo ElephantReserve – Maputo – Namaacha – Swaziland

A unique experience combining beach, bush, national heritage, watersports, cultural diversity, scenic beauty, special interest activities thatbrings together Mozambique, Swaziland and South Africa.

Ponto do Ouro – Maputo Elephant Reserve – Maputo – Xai-Xai –Inhambane – Vilankulos

A southern Mozambique coastal route starting in Maputo or even atthe SA/Moz border in Ponta do Ouro, upwards until Vilankulos/BazarutoArchipelago. This route focuses on coastal eco-tourism and connectsthe many coastal lakes of the southern coast. The route brings togetherscenic beauty, beach, water sports, different coastal eco-systems andflora and fauna (sand dunes and forests, coastal lakes, birds, turtles, ma-rine life, etc.).

(Johannesburg) – Nelspruit – Kruger National Park (SA) – LimpopoNational Park – (Pafuri – Gonarezhou National Park (Zim) – Mapai) –Banhine National Park – Zinave National Park – Vilankulos – Bazaruto– Inhambane – Xai-Xai – Bilene – Maputo

An exciting route bringing together eco-tourism, culture and coast.Capitalizes on existing flows into KNP. To many international visitorsthis will represent a ‘dream holiday’ connecting the world’s largest gamepark with the pristine beaches and tropical islands of Mozambique.Departure in RSA (Johannesburg or Nelspruit) or follow in reverseorder with start in Maputo.

Maputo – Bilene – Chokwe – Massingir – Limpopo National Park –Kruger National Park (RSA) – Malelane – Komatipoort (SA)- RessanoGarcia – Maputo

An eco-tourism focused consolidated version of the Great LimpopoBush-Beach Route. This route enables a relatively quick inclusion ofMozambique in regional tourism and provides visitors, after a taste ofbeach, with direct access into the Great Limpopo Transfrontier Park.Stipulates being a circular route with start and end in Maputo.

Tourism Routes in Central Mozambique

Inhambane – Vilankulos – Gorongosa – Lake Chikamba – Manica –Chimanimani – Zimbabwe

Targeted at the backpacker and overlander market, the central region isalready a “through route” from the Mozambican beaches to the Africanhinterland. The challenge is to provide critical mass of market readyattractions and tourism facilities and amenities in order to increase lengthof stay. Strategic links should be created that begin to bring strong localattractions such as Gorongosa and Chimanimani into visitor itineraries.The Moz/Zim Routes focuses routes from the Mozambique southernbeaches into Zimbabwe via Machipanda/Mutare, after visiting the eco-tourism destinations along the Beira corridor.

Inhambane – Vilankulos – Gorongosa – Lake Chikamba – Cahora Bassa– Tchuma Tchato – Malawi

As above but focusing en-route to Malawi with emphasis on the Teteeco-tourism destinations of Cahora Bassa and Tchuma Tchato.

Adventure Route Moz/Malawi

CoreImplementation

Processes 73

Each route varies in length, time of travel and available infrastructure. Recognition of theopportunity to create value from these routes enables tourism to identify, plan and com-municate its requirements to the transport and public works authorities, and to place thesein the overall pipeline for decision-making regarding the provision of roads and infrastruc-ture.

Beira – Marromeu Reserve – Gorongosa National Park – GorongosaMountain – Chimoio – Chimanimani Reserve – Lake Chicamba – Manica– Beira

A circular route combining the eco-tourism highlights of Sofala andManica Provinces. Rich in bird-life and hiking opportunities, this routewill appeal to many eco-tourism enthusiasts.

Beira – Lake Chicamba – Chimoio – Tete – Cahora Bassa – (Malawi –Lake Niassa)

An eco-tourism focused route combining the ‘great’ lakes of the centraland northern region (Niassa Lake). Lake Chicamba is known for its gi-ant bass fish and the Cahaora Bassa dam lake for its abundant and largetiger fish. Lake enthusiasts might extend the trip through Malawi toLake Niassa for magnificent fresh water diving.

Tourism Routes in Northern Mozambique

Nampula/Nacala – Ilha de Moçambique – Pemba – Quirimbas

The only short-term route in the North links the UNESCO culturalworld heritage of Ilha de Moçambique with tropical beaches andvirgin islands, warm waters and rich and diverse marine resources.The eco-tourism opportunities in the Quirimbas and the culturalexperience in Ilha do Ibo complete this discovery journey ofNorthern Mozambique’s treasures.

Zanzibar – Bulawayo – Pemba (Tan) – Palma – Mocímboa da Praia –Quirimbas – Pemba

A long term opportunity linking the coastal experiences ofMozambique and Tanzania. Success depends on the development ofthe Northern Cabo-Delgado PATI on the Mozambican/Tanzanianborder, the Mtwara Corridor and the southern circuit in Tanzania.Culture of the region’s peoples and rich trading past, the stunningbeaches and water sports opportunities are the key elements joinedtogether by this route.

Pemba – Quirimbas – Niassa Reserve – Niassa Lake

A long term route connecting the warm waters of the Indian Oceanwith the fresh waters of Lake Niassa. A consolidated version of thisroute, Pemba – Niassa Reserve, joining the pristine beaches of CaboDelgado with the absolute wilderness of Niassa is already beingoperated mainly for hunters and other niche markets. Infrastructure isat present a constraint and major investments in roads and air trafficwill be necessary.

Nacala/Ilha de Moçambique – Nacala Corridor – Nampula – Gurué –Cuamba – Lichinga – Metangula – Niassa Reserve – Palma –Quirimbas – Pemba – Nacala

A circular route connecting all the Northern PATIs. The vast distancesand lack of infrastructure will require an air network between thePATIs. The route brings together culture, beach and true wilderness.

Central Lakes Route

Northern Coast andCulture Route

Swahili Coast Route

Lake to Coast Route

Northern Discovery Route

Central Eco-tourism Route

6 Implementationof the StrategicPlan


76

6.1. ImplementationFramework

The implementation framework provides astructure and system for delivery of the Stra-tegic Plan. It identifies the practical andpragmatic actions and interventions neces-sary to guide tourism development over thenext ten years in Mozambique.

The Implementation Framework providesa Model for the Development of Tourism inMozambique with five key implementationareas and action plans.

The Model for the Development of Tourismin Mozambique outlines the strategic inputfor a successful tourism development andhighlights the strategies presented in theStrategy for the Development of Tourism inMozambique.

Five areas of critical importance for imple-mentation have been focused upon:

• The Institutional Structure and the Man-agement and Coordination of PATIs andTFCAs

• Integrated Development Planning

• Human Resource Development

• Marketing

• Conservation

The Implementation Framework identifiesthe various elements and factors influenc-ing successful tourism development andultimately has as its aim the realization ofthe tourism objectives in a wider vision: theVision 2025. Three core processes havebeen identified for the implementation ofthe Strategic Plan: Integrated Planning,Marketing and Product Development.

6. Implementation of the Strategic Plan

The following are the elements of the Imple-mentation Framework:

• Resource Strengths

Mozambique’s key resource strengths are:the quality of its beaches and coastal re-sources unique to southern Africa, the di-versity and quality of its natural and wild-life resources and the opportunities theseprovide for tourism development and thecultural identity of Mozambique, deter-mined by its heritage, people and history,that significantly differs from other countriesin southern Africa. These resources must becherished and continuously developed andprotected to guarantee the ‘attraction’ valueof ‘Destination Mozambique’.

• Foundation Factors

A minimum provision of quality infrastruc-ture, knowledge (e.g. tourism and immigra-tion statistics, economic impact of tourism,market research, etc.), human resources andan adequate institutional framework (e.g.laws and law enforcement, governance,sectoral cooperation), safety and securityand financial resources, are a requirementfor the development of tourism. Without atleast a basic provision of these factors tour-ism development is effectively impossible.It is a responsibility of the National Tour-ism Administration to identify the minimumdevelopment requirements for all ‘founda-tion factors’ and to promote the establish-ment of national plans to continuously up-grade the development levels and actualprovision of these factors. The Strategic Planfor Tourism Development in Mozambiqueidentifies the development objectives andpriorities for each of the ‘Foundation Fac-tors’ as they relate to tourism development.

Implementation ofthe Strategic Plan 77

Figure 19 - Forces and processes in Tourism development

• Participation

Tourism development is a complex processshaped by interactions between manystakeholders. Their commitment, involve-ment, contribution to and ownership ofplans and processes are fundamental tosustainable tourism development. The Stra-tegic Plan for Tourism Development inMozambique recognizes the importance ofcollaboration among communities, privatesector and public sector at national, provin-cial and district level across sectors for tour-ism development and gives guidance to therole these entities should play as well ashow to best coordinate their interaction.

• Principles

The fundamental philosophies that influ-ence tourism policy and strategy definitionprocess have been identified as principles.These include internationally accepted‘best practices’ that lead to environmentallyand socially sustainable and responsibletourism management, as well as nationalgovernance models that seriously affect the

structure of the sector. ‘Sustainable tourism’,‘pro-poor tourism’, ‘decentralization’ and‘regional integration’ have been identifiedas the core principles determining soundtourism development in Mozambique. Theunderlying philosophy of the ‘Strategic Planfor Tourism Development in Mozambique’is based upon these principles and theirvalues and influences are reflected through-out the strategy.

• Tourism Trends

Tourism trends are the consumer and indus-try patterns that determine the worldwidemarket for tourism and the tourism prod-ucts people are seeking. Product develop-ment and marketing must be geared to-wards the tastes and requirements oftoday’s consumers, and an understandingof future needs is essential for new productdevelopment. The SPTDM is based upon athorough analysis of international and re-gional patterns in consumer preferences,tourism products, and economic and socialtrends.


78

• Core Implementation Processes

Implementation of the core processes willlead to realization of the tourism objectives.The core implementation processes areunderpinned by sound development pro-cesses relating to the ‘foundation factors’,effective participation between communi-ties, private and public sector, and effec-tive management and development of the‘Resource Strengths’.

‘Integrated Planning’, ‘Marketing’ and ‘Prod-uct Development’ are the core processesfor tourism development in Mozambique.Figure 18 details the basic concepts for eachof these central processes.

• Focus

TFCAs (Transfrontier Conservation Areas),PATIs (Priority Areas for Tourism Invest-ment) and Tourism Routes are the identi-fied locations where resources for tourismdevelopment will be concentrated. A sec-ond concept critical to guide marketing andpositioning of the country and for develop-ing governance structures, are the‘Mozambique Regions’. The country is toovast and diverse to be considered and man-aged as a single destination. The three re-gions of Mozambique, the South, Centreand North, each has its own identity,strengths, development priorities and re-gional partners. The “spatial focus” areasand the ‘Mozambique Regions’ are the spa-tial platforms for implementation of theSPTDM.

• Destination Mozambique

The successful implementation of theSPTDM will lead towards the realization ofthe “Tourism Vision 2025” and the “TourismObjectives”. These define the overall ob-jectives Government aims to achievethrough the development of a thriving tour-ism sector and a balance between eco-nomic, socio-cultural and environmentalinterests.

6.2. Institutional Frameworkfor Tourism Developmentin PATIs and TFCAs

The Priority Areas for Tourism Development(PATIs) and their connecting routes are thefoundation of this Strategic Plan for theDevelopment of Tourism. Turning the PATIconcept into a reality will be a major chal-lenge and will require significant coordina-tion and resources at national, provincialand district levels.

Key tasks associated with the implementa-tion of the PATIs concept are:

• Coordination at national, provincial anddistrict level;

• Integrated development planning;

• Design and development standards;

• Investment promotion;

• Awareness creation.

6.3. Integrated DevelopmentPlanning

Integrated Development Planning (IDP) isone of the core processes that will lead tosuccessful tourism development inMozambique. IDP intends to promote de-velopment across all sectors in a prioritised,integrated way. It is a generic process thatcan be applied within any sector, but themore it connects sectors the more mean-ingful the integration. As such it must:

• Link, integrate and coordinate plans andtake account of proposals for develop-ment of the area;

• Align the resources and capacities of theresponsible authority with the imple-mentation of the plan;

• Form the policy framework and generalbasis for budgeting.


The advantages of implementing IDP as aprocess common to all parties are that itbecomes easier to define shared goals, in-tegrate and share resources and achievesynergy. It is not a process that should beowned and operated by one agency, it isan inclusive process that should beinstitutionalised by all parties so that to-gether they are able to achieve shared goalsthey could not otherwise achieve. To be ef-fective, IDP needs to be championed by a‘Lead Agent’ that can be held accountablefor the overall process, operating with com-mitted and accountable support from part-ner organizations.

Tourism is not ultimately responsible forintegrated development planning, butgiven its spatial nature, a controlled andplanned development at the ‘destination’level is of utmost importance for the coor-dinated growth of the sector. It is the role ofMITUR to make sure tourism is integratedin overall national, provincial and districtpolicy, planning and strategy developmentprocesses, as well as to promote and advo-cate Integrated Development Planning pro-cesses at the district, municipality and pro-vincial levels, especially in those areas witha high potential for tourism.

• The sector considers Integrated Develop-ment Planning as the foundation for thecontrolled development of the tourismsector and for the achievement of interna-tionally accepted standards in tourism;

• The Ministry of Tourism is not the leadagency in implementing IDP but will playa key role in cultivating a culture towardsIDP and in promoting and advocating itsprinciples at national, provincial and lo-cal levels;

• A set of directives have been defined re-lating to integrated tourism planning atnational level, to integrated tourism plan-ning at provincial and district level and tozoning (Reference to Tourism Policy andImplementation Strategy, April 2003). Thesector considers the implementation ofthese directives as a priority;

• The Ministry of Tourism will support, asfar as possible, existing IDP initiativesand the existing implementing agencies.

It will avoid duplication of efforts or cre-ate ‘tourism only’ IDP processes. MITURwill support, and where possible willstrengthen, the existing IDP processesimplemented through the MICOA agencyCDS and the Strategic Environmental As-sessment, leading to macro-zoning pro-posals in districts and municipalities;

• The central administration advocates de-centralization in IDP processes and willsupport local IDP initiatives, providingsteering and guidance where necessary,and build capacity where possible at thelocal level to ensure sound IDP processesand the proper inclusion of tourism inthese processes.

6.4. Human ResourceDevelopment

Mozambique is still recovering from a longperiod of social and economic instabilityand the development of human resourcesis recognized as a national priority acrosssectors. There are considerable gaps in ex-perience and expertise in the public andprivate sectors that need to be addressedif the country is to reach its potential as aninternational tourism destination and maxi-mize economic benefit achieved. In linewith national priorities, training and edu-cation and human resource development intourism, conservation, hospitality and re-lated areas are therefore considered as fun-damental to the development of tourism inMozambique.

6.4.1. Human ResourceDevelopment Strategyfor the Tourism Sector

The human resource development strategyfor the tourism sector identifies two majorchallenges for tourism in Mozambique. Thefirst is the need to successfully compete ina global economy characterized by in-creased competition and globalisation. Thesecond is the need to eliminate poverty andaddress issues of inequality. The challengefacing the country as a tourism destinationis therefore twofold. In the first instance,


80

how to deliver tourism experiences equalto the best in the world. Secondly, channel-ling the potential economic and social ben-efits of tourism to as broad a range of ben-eficiaries as possible, but especially tothose in greatest need of access to eco-nomic opportunity.

The general lack of human capacity is partlya reflection of a relatively young tourismsector, of a lack of major operators with in-ternational expertise to make a difference,but also lack of formal training programmesand qualifications. The current level of train-ing is insufficient and many small operatorshave no formal training at all. As a conse-quence of this, the level of service and prod-uct quality is generally low. Capacity in pub-lic sector is also very weak. Founded in 2000,the Ministry of Tourism is still a relativelyyoung Ministry. In general, the Ministry isunderstaffed at national and provincial lev-els and skill levels are low. An urgent re-quirement exists to built capacity at all skilllevels and across the functional and provin-cial departments.

The development of human resources is acornerstone in overcoming these chal-lenges. There are three key requirementsfor a successful tourism destination:

1) A competent and motivated tourismlabour force;

2) Skills development, training and careerdevelopment; and

3) Government officials with the capacityand desire to deliver on tourism objec-tives and maximize economic and socialbenefit to the population.

Achievement of the above milestones willdirect the future development of the tour-ism sector in Mozambique, not only in the

next five years but also into the foreseeablefuture.

Based upon these milestones, the followingstrategic objectives have been developed toguide implementation of the tourism humanresource development framework:

• invest in people’s development to en-sure sustainable tourism growth;

• promote the employment of nationalsacross all skill levels in tourism and re-lated sectors, including conservation ar-eas and sectors dedicated to supporttheir functioning through training andcapacity building;

• adopt appropriate measures in order toaddress tourism labour supply issuesand implementation of national stan-dards of skills training and education;

• commit to developing and investing inan education system that will lead to self-sufficiency and reduced reliance on im-ported skills;

• develop human resources qualified for themanagement and fiscalization of Conser-vation Areas, considering the importanceof Conservation Areas for the tourism sec-tor and the importance of a natural re-sources and wildlife based tourism; and

• support the involvement of private sec-tor and accredited private sector driveninstitutions in the provision of educationand training.

The tourism human resource developmentstrategy is based around 10 focus areas,both influencing the two fold strategic goalsof ‘destination excellence’ and ‘human de-velopment’. The focus areas identifiedabove have been converted into strategicgoals that will inform the development ofhuman resources over the next five years.


Figura 20 – Focus Areas from the Human Resource Development Strategyfor the Tourism Sector

6.5. MarketingMozambique is not yet perceived as an in-ternational tourism destination. The publicperception of Mozambique is still affectedby a past of political unrest, natural disas-ters and socio-economic problems, and isunfortunately little influenced yet by therich natural and cultural assets thatMozambique hosts. Changing perceptionsthrough marketing will take time. Market-ing must therefore be undertaken as a par-allel process to product development andimproved infrastructure provision. The na-tional marketing effort is still weak, with theinstitutional capacity still being built andvery few human and financial resourcesavailable. Little support and guidance isavailable to regional and provincial market-ing efforts and no comprehensive nationalbrand or marketing image has been builtyet for the country and its regions.

The National Tourism Policy and Strategyacknowledges the importance of marketingfor tourism growth. The sector is commit-ted to create adequate institutional ar-rangements aiming to establish a renewedfocus on marketing and an improved en-gagement of the private sector.

The implementation framework empha-sizes the importance of three principles thatshould underpin the marketing effort inMozambique, namely (1) market segmen-tation, (2) branding and image diversifica-tion of Mozambique’s regions, and (3) theuse of information and communication tech-nologies.

The strategic market segments (strategicniches and strategic source markets),Mozambique’s regions and the tourismroutes are key concepts for the nationalmarketing. These have been summarizedin Table 13.


82

Table 13 - Strategic Marketing Focus for Mozambique

6.5.1. Marketing StrategyIn order to promote the development of acomprehensive marketing strategy, theprinciples and guidelines established in theTourism Policy have been translated into sixmarketing objectives, which will form theskeleton of the Marketing Strategy:

• Objective One – Target Markets and Stra-tegic Planning – identifying core targetmarkets and devising and implementingstrategies to motivate these markets tovisit the country, increase spending andextend length of stay.

• Objective Two – Product Developmentand Packaging – establish productstrengths, encourage new quality devel-opment in these areas, package the prod-uct appropriately for target markets andraise awareness.

• Objective Three – Branding and Position-ing – crystallize Mozambique’s unique

selling points; develop a clear person-ality and brand attributes to be consis-tently communicated and facilitate astrong brand image in the market place.

• Objective Four – Visitor Services and In-formation Provision – develop and main-tain a range of consistently branded bro-chures and communication pieces de-signed with clearly identified target mar-kets and objectives.

• Objective Five – Promotion and PublicRelations – project a positive image ofMozambique by continuously generat-ing promotional material which is inspir-ing and encourages people to experi-ence the country as a tourism destina-tion.

• Objective Six – Partnerships and Co-op-erative Marketing – develop and imple-ment co-operative marketing campaigns,partnership agreements and foster co-operation of industry.

Summary Strategic Marketing Focus for Mozambique

Market segments Domestic (1) Business, (2) Leisure, (3) MICE

Regional (1) Business, (2) Leisure, (3) MICE, (4) special interest

International (1) Visiting Friends and Relatives (VFR), (2) Leisure, (3) Business,(4) special interest

Diving, Eco-tourism, Birding, Hunting, Hiking, Adventure, Cruising, Deep sea-fishing, luxury ‘island’ market, and sun, sand and sea.

1. “Natural markets”: domestic market, Portugal, South Africa,Zimbabwe, Swaziland

2. Niche markets: Spain, Italy, UK, Germany, US, Netherlands.

3. Emerging ‘synergy’ markets: Brazil, Saudi-Arabia, UAE, Angola

South Regional/Domestic: Sun, sand and sea and water sports.International market, niche approach: diving, eco-tourism andculture

Centre Niche approach to all markets focusing on adventure and eco-tourism, and focus on business and commerce and sun, sand andsea to domestic and nearby regional markets.

North Exclusive destination for affluent segments, mainly marketed tointernational markets. Image of exclusive ‘island’ destination withstrong cultural influence. Eco-tourism niches for ‘unspoiledwilderness’ of Niassa and interior of Cabo Delgado (luxury eco-tourism, adventure, backpackers, hunting).

Niches

Source Markets

MozambiqueRegions


6.5.2. Strategic Focus forMarketing

• Marketing is considered as a strategic el-ement for tourism growth and the sectoris committed to creating effective insti-tutional arrangements aiming to estab-lish a renewed focus on marketing andengage the private sector in marketing(Tourism Policy and Strategy).

• Marketing is effective only in associationwith parallel product development andinfrastructure provision. The three stra-tegic product lines, water based, naturebased and people, urban and culturalbased tourism experience provide theplatform for both product developmentand national tourism marketing (TourismPolicy and Strategy).

• The sector has defined a set of guidelinesrelated to tourism marketing, which iden-tify the general objectives (increasing thenumber of arrivals, the length of stay and,ultimately, tourism revenue), emphasizethe need to focus, in technical terms, onthe target markets and recognize the roleof the private sector in the developmentof actions directed to tourism marketing.It is necessary to establish an effectiveinstitutional framework to promote mar-keting actions (Tourism Policy and Strat-egy).

• The sector has defined the need to es-tablish a consultative body for the coor-dination of tourism promotion. It advo-cates the creation of a multi-sectoralbody with membership drawn from theprivate and public sectors to furtherstrengthen and coordinate initiatives andstrategies aimed at strengthening thenational tourism product (Tourism Policyand Strategy).

• Strategic product lines for Mozambiqueare: (1) sun, sand and sea and watersports, (2) eco-tourism and adventure,and (3) culture and urban based tourism.

• Marketing efforts will be concentrated ontwo types of strategic markets, address-ing selected source markets and specifi-cally targeting niche markets (e.g. diving,

hunting, eco-tourism, birding, culture,etc.).

• Separate marketing profiles will be builtfor Mozambique’s three regions (South,Centre and North). The marketing pro-file for the South will emphasize coastaltourism and water sports, the Centre con-centrates on eco-tourism and adventure,and the North on exclusive beach tour-ism and culture.

• The regions are the preferred level fornational marketing. While some market-ing will be required at the generic or na-tional level, the country is too vast anddiversified to justify a national approachonly, and more specific actions will haveto be developed at regional level andfrom there be used to strengthen thenational level outcomes.

• Strengthening of the marketing capacityat regional level, emphasizing regionalintegration, will be a priority.

• The identification and marketing of routesis a powerful concept in tourism devel-opment. Tourism routes development isa key concept for the delivery of this Stra-tegic Plan. While PATIs are a more admin-istrative and planning concept and won’tbe marketed at the consumer level, tour-ism routes and circuits form an importantvehicle for national and regional (South-ern Africa) marketing.

• Mozambique considers regional integra-tion among southern African countries tobe a condition for the successful devel-opment of tourism on the African conti-nent. Mozambique will therefore play anactive and leading role in regional mar-keting initiatives.

• The opportunity to implement ‘bush-beach’ linkages is a strategic advantagefor Mozambique in the region. Nationaland regional marketing initiatives will,wherever appropriate, carry and furthershape this message.

• Optimising the use of Information Tech-nology in the marketing mix (web-sites,on-line reservation systems, on-line tour-ism databases etc.).


84

6.6. ConservationNatural areas and natural resources are afoundation of tourism in Mozambique. Cur-rent tourism demand and supply is focusedaround the coastal and marine zone – pro-viding a secure base upon which to furtherdevelop markets. The real future potentiallies in the realization of the vast potentialthat exists in the interior areas of the coun-try, where wonderful populations of wild-life existed up until a few decades ago. Na-tional parks like Gorongosa Game Reservewere well known worldwide due to theirabundant wildlife and were the “flag” oftheir conservation system. Given the rightattention, investment and innovative man-agement, the wildlife potential ofMozambique can be re-established to itsformer glory.

Almost all of the major populations ofAfrica’s ‘charismatic mega-fauna’ – the ex-citing and spectacular species of large wildanimals such as elephant, lion, buffalo, gi-raffe, zebra, hippopotamus, etc. – are onlyto be found in eastern and southern Africa.Viewing these animals, packaged togetherwith associated elements of experiencingexotic cultures such as that of the Masaai,Zulus and other eastern and southern Afri-can tribal groups, is a competitive advan-tage that no other region in the world canoffer. It is Africa’s unique selling point, andMozambique needs to be a key player inthis market. To do this it must urgently re-habilitate its wildlife populations to theirformer status.

Global tourism trends indicate that adven-ture and wildlife orientated niche marketsare some of the fastest growing tourism sec-tors, given the increasing propensity ofnorthern hemisphere tourists to visit inter-esting and exotic places. There is an urgencyto develop the wildlife sector to meet thisdemand. To do this, it has to fast track therehabilitation of its wildlife in appropriateareas in the country, using the private sec-tor as a key driver in this process.

Many of the inland areas of the country havelimited agricultural potential, and with in-dustry and mainstream commerce poorlydeveloped in many provinces, the pros-

pects of facilitating economic growth anddevelopment in these areas is limited. Na-ture-based tourism however does providean option that can be realized given enoughattention and resources.

6.6.1. Conservation Strategiesto support theDevelopment of Tourismin Mozambique

The following specific conservation relatedstrategies will be used to support the de-velopment of tourism in Mozambique overthe next ten years:

6.6.1.1. Consolidation of Key Natu-ral ResourcesManagement

The present stage of development of tour-ism and urban settlements along the coastalareas is alarming and needs a thoroughplanning and management. The marine pro-tected areas and the coast are especiallysensitive areas as they host fragile ecologi-cal collections and important biodiversity,and have to be adequately managed toavoid any adverse effects. Over 80% of theland area of the country is covered by natu-ral savannah type forest.

Thus, the management over all wild naturalresources, including coastal and inshoremarine resources, will be incrementally im-proved and consolidated into one naturalresources management framework in thecountry, which will provide for a structuredapproach in policy definition, regulation,management and coordination of all activi-ties relating to conservation.

6.6.1.2. Improving ConservationRelated Products andServices Quality

One obvious shortcoming in the presentstate of affairs is the absence of Regulationsto operationalise the various Laws and De-crees supporting conservation areas activi-ties in the country. Specific Regulations arerequired for each segment activity area,namely:


• Regulations and Guidelines related totourism development and uses in coastaland marine protected areas, and Regu-lations and Guidelines related to touristhunting activities;

• Regulations and Guidelines pertaining toCommunity Based Natural ResourcesManagement (CBNRM);

• Regulations and Guidelines pertaining tothe management and trade in live ani-mals;

• Regulations and Guidelines pertaining toconcessions and investments opportuni-ties in the special conservation areas, i.e.,National Parks and National Reserves.

6.6.1.3. Fast-tracking theRehabilitation of Wildlifeinto Conservation Areas

Given the low base of wildlife populationsin the country’s conservation areas and oncommunal lands, it is necessary to acceler-ate the rehabilitation of game into appro-priate areas.

A specific campaign will be launched to at-tract the private sector, donors and otherpartners to participate in rebuilding gamepopulations in communal areas throughactivities such as game-ranching and con-servancies in areas that are appropriate forwildlife management, by offering specialinvestment incentives. Such incentives willbe researched and tested in pilot projectsin the GLTFCA based upon models thatensure that communities obtain equitablebenefits that enhance their livelihoods, andthat the country is not prejudiced undulyby the project implementation or such in-centives. Successful models will be imple-mented in other provinces of the country.This strategic action will be seen as a prior-ity.

The most ideal location for a pilot projectis the Gorongosa National Park. Being lo-cated in a central position, Gorongosa hasseveral advantages to support the choice,including: its large size with diverse naturalhabitats; its rich water resources; good ex-ternal service roads; reasonable internalroad networks; a good nuclei of wildlife toboost productions; prime sites for the de-

velopment of tourist lodges and camps;adjacent natural corridors to facilitate popu-lation movement and growth; its proximityto Beira.

6.6.1.4. Using TFCAs to Support theDevelopment of Tourism

In the context of PATIs, the primary goal ofconservation areas is to provide high qual-ity recreation opportunities to support thegrowth of tourism. Given the high profilethat the GLTFCA has achieved in the pastfew years, there is a need to continue theefforts of strengthening the TFCAs alreadyestablished (Lebombo e Chimanimani).Additional TFCAs will be planned and de-veloped wherever appropriate and pos-sible. The Niassa Reserve, the National Parkof Quirimbas, the Niassa Lake and theZIMOZA TFCA will have a special attention.

6.6.1.5. Supporting the Establishmentof New Conservation Areas

Given the low human densities in some ar-eas, the promulgation of new conservationareas is an important option to enhancedevelopment opportunities and preserva-tion of resources. Obvious possibilities in-clude the designation of World CulturalHeritage Sites (like Ilha de Moçambique)as a Conservation Areas. There are also ex-ceptional opportunities to establish IUCN’sCategory VI conservation areas, arising fromCBNRM initiatives.

6.6.1.6. Strengthening and Expandingthe Professional HuntingIndustry

Tourist hunting operations have the poten-tial of being a good source of revenue, es-pecially in CBNRM areas. However, the pro-fessional hunting industry in Mozambiqueis not well developed, if compared to Tan-zania, Zimbabwe and South Africa.

MITUR, through its conservation agency andits tourism functions, will actively facilitatethe up-grading of facilities and operationsin the country, by:

• carrying out annual censuses of wildlifepopulations in key areas;


86

• working with hunting operators to pro-mote and market the industry;

• upgrading the hunting industry to theworld hunting stage;

• adopting the platform of articulation tobe developed between the private andpublic sectors;

• regulations and monitoring of hunting ac-tivities;

• land use planning to identify new touristhunting areas.

6.6.1.7. Promoting CBNRMProcesses in the Country

Community Conservation Areas are a keycomponent for developing the tourism basein the country, especially those linked toTFCAs. CBNRM processes have proven ef-fective in facilitating a greater willingnessof communities to assume custodianship ofnatural resources, particularly in southernAfrican countries. This is a key opportunityto harness this potential in Mozambique,and through this to accelerate the rehabili-tation of wildlife in appropriate areas. It isalso an opportunity to ensure that ecosys-tem management and sustainable use prac-tices are extended across the country.

Specific actions will be carried out to en-courage communities to develop the capac-ity to adopt CBNRM approaches and prac-tices in line with the potential of the natu-ral resources in their area. This will beimplemented and coordinated through theprovincial structures.

There is a need to facilitate and promotethe development of joint venture agree-ments between communities and the pri-vate sector, whilst at the same time ensur-ing that, wherever possible, communitiesrights are protected and that they obtainequitable and fair benefits in such ventures.The partners, together with provincial struc-tures, will also be encouraged to facilitatethe access of communities to markets sothat they receive equitable returns on in-vestment for their products and services.

6.6.1.8. Taking Advantage ofInternational Conventions

Mozambique is a signatory to a number ofInternational Conventions relating to conser-vation (See Section 6.1.3). This status pro-vides opportunities to obtain donor fundingto facilitate the implementation of conserva-tion activities, especially those relating tobiodiversity management and CBNRM.

Participating in the implementation functionsof international conventions is in and of it-self a learning and capacity building exercise,whilst at the same time taking opportunityto influence the direction that such bodiestake into the future. Therefore, it will be nec-essary to encourage national partners (ie.,from national academic institutions) to ac-tively participate in IUCN’s Commission onNational Parks and Protected Areas (CNPPA),IUCN’s Commission on Ecosystems Manage-ment, IUCN’s Southern African SustainableUse Specialist Group, IUCN’s Commission onthe CBD and in CITES.

6.6.1.9. Summary of Strategic Focusfor Conservation

• Modern business management ap-proaches are adopted in the organi-sations that are responsible for conser-vation areas management.

• Tourism related conservation productand service quality is improved and de-veloped to support tourism objectives.

• The rehabilitation of wildlife into se-lected parks and conservation areas is ac-celerated through partnerships withstakeholder.

• Consolidation and expansion of Conser-vation Areas and TFCAs for tourism de-velopment and strengthening of co-op-eration with neighbouring countries.

• The professional hunting industry isstrengthened through improved opera-tions, marketing, regulations, control andcompetitive pricing of trophies.

• CBNRM initiatives across the country areencouraged and supported as a means


of enabling communities and SMMEs toparticipate more actively and effectivelyin tourism processes, including partner-ships and joint ventures with the privatesector.

6.7. Action PlansThe Implementation Framework gives stra-tegic direction to the following activities,considered crucial for the implementationof the SPDTM:

• Organizational and Financial Planning

• Physical Planning

• Conservation

• Investment Promotion

• Safety and Security

• Regional Integration

• Marketing and Public Relations

• Developing a Tourism Culture

• Tourism Satellite Accounts and Statistics

• Human Resources Development

• Community and SMME Participation

• Regulation and Control

The action plans detail the activities withineach focus area at national, regional andprovincial level for the next five years.

6.7.1.1. Organizational and FinancialPlanning

Strategy: Improve the institutional effective-ness of MITUR

• Institutional Planning

• Development of annual work plans andbudgets

• Sourcing Financing

• Creation of Tourism Facilitation Commit-tees at provincial level

• Implementation and Coordination ofPATIs

6.7.1.2. Physical PlanningStrategy: Enhance investment in tourismproducts and services by providing more

efficient and effective planning support tothe private sector, and facilitating the pro-vision of greater levels of infrastructure.

• Integrated Development Planning

• Developing Guidelines and Patterns fordesigning, architecture and building intourism sector

• Tourism Routes Development

• Air Transport Liberalization

• Construction of Infrastructure

• Road, Rail and Sea Transport Networkand Infrastructure.

6.7.1.3. ConservationStrategy: Work with the private sector, do-nors and partners to rehabilitate conserva-tion processes and conservation areas inMozambique.

• Fast-track rehabilitation of wildlife

• Infrastructure construction and rehabili-tation

• Management of Conservation Areas

• Management of Marine Resources

• Creation of New Conservation Areas

• Concessions

6.7.1.4. Investment PromotionStrategy: Consolidate investment proceduresand processes for tourism, and provide at-tractive opportunities to viable partners.

• Promote National Investment

• Promote Investment in Priority Areas

• Establishment of Anchor Projects

6.7.1.5. Safety and SecurityStrategy: Collaborate with the police, civilorganisations and communities to provide asafer environment for tourists and investors.

• Engage with the police and relevant pro-vincial authorities and communityorganisations

• National safety campaign

• National awareness campaign.


88

6.7.1.6 Regional IntegrationStrategy: Form strategic alliances withneighbouring countries and relevantorganisations, developing synergies andintegrating plans and actions.

• Regional Strategies and Plans

• Promote Alliances and Partnerships withNeighbouring Governments and KeySectors.

6.7.1.7. Marketing and PublicRelations

Strategy: Working from clearly articulatedmarketing plans and strategies andoptimise the use of communication and in-formation technologies to reach the identi-fied target markets and improve the imageof Mozambique as tourism destination.

• Marketing Strategy

• Strategic Niche Markets

• Strategic Source Markets

• Domestic Market

• Tourism Information Centres

• Events and Industry Fairs

• Electronic Communication and Informa-tion Technology

• Marketing of Mozambique’s Regions

• Public Relations and Media

• Acquisition of Appropriate Office Accom-modation.

6.7.1.8. Developing a TourismCulture

Strategy: Use the media to promote out-reach awareness campaigns to all key tour-ism related stakeholders and the generalpublic, outlining the economic and socialbenefits derived from supporting and en-hancing tourism processes.

• Identify Benefits of Tourism ThroughTourism Satellite Accounts

• Tourism Awareness Campaigns

• Create an Institute for Promotion of Tour-ism Culture.

6.7.1.9 Tourism Satellite Accountsand Statistics

Strategy: Develop an in-depth and compre-hensive base of national data to manage theTourism Satellite Account as a means ofidentifying and advancing the economicimpact of tourism on the country’s economy.

• Preliminary needs analysis

• Establishment of intersectoral coordina-tion and systems as determined by theTourism Satellite Account

• Develop data collection capacity in tour-ism and related sectors

• Collect and analyse and produce ‘TSA’data.

6.7.1.10. Human ResourceManagement andDevelopment

Strategy: Increase the ability of MITUR andthe tourism industry and related sectors toprovide optimal tourism products and ser-vices through skilled and capable staff.

• Institutional Strengthening of MITUR

• Training and Education.

6.7.1.11.Community and SMMEParticipation

Strategy: Enable communities to participateactively in and benefit more from tourismprocesses by providing the right enablingenvironment for them to develop enter-prises and businesses.

• Community Tourism Programs

• Micro Lending Programmes

• Capacity Building.

6.7.1.12 Regulation and ControlStrategy: Optimise the economic and socialreturns from tourism, in the short and longterm, by developing and implementingmore effective regulatory and managementsystems and mechanisms.

• Legislation and Regulations

• Integrated Planning

• Fiscalization Capacity

• Processes for Tendering and Concessions

With the financial support of the Australian InternationalAgency and World Bank

Ministry of Tourism Strategic Plan€¦ · Republic of Mozambique Ministry of Tourism Approved at...

Documents

Transcript of Ministry of Tourism Strategic Plan€¦ · Republic of Mozambique Ministry of Tourism Approved at...