Strategic Plan for the Development of Tourism in Mozambique (2003 - 2008)
February 2004
Executive Summary
1Introduction
2Economic Importance of Tourism
2.1Impacts of Tourism
2.2An international and regional perspective
2.3A National Perspective
3Tourism as an Instrument in Poverty Alleviation
3.1Government’s Action Plan for the Reduction of Absolute Poverty
3.2The Performance of the Tourism Sector in Alleviation Poverty in Developing Countries
4Legal and Institutional Framework
4.1Legal Framework
4.2Institutional Arrangements
5National Tourism Policy and Strategy
5.1The new National Tourism Policy and Implementation Strategy
5.2Tourism Objectives
5.3Priority Areas for Intervention
6Mozambique’s Tourism Product
6.1An Historic Perspective
6.2Regional Profiles
6.3Southern African Integration
7Conservation and Tourism
7.1Conservation Systems Worldwide
7.2The Regional Perspective
7.3Conservation and Conservation Areas In Mozambique
7.4Transfrontier Conservation Areas in Mozambique
7.5Situational Analysis
8Analysis of Tourism Trends
8.1International Tourism Trends
8.2Tourism Trends affecting the African Continent
8.3Southern African Tourism Trends
8.4Implications of Tourism Trends on Mozambique
9Analysis of Mozambique’s Tourism Potential
9.1Competitive Strengths of the Mozambican Tourism product
9.2Constraints to Development of Tourism
9.3SWOT Analysis of Tourism in Mozambique
10Analysis of Strategic Markets for Mozambique
10.1South African source markets
10.2Source Markets to Mozambique
10.3Emerging source markets for Mozambique
10.4Drivers of Demand
10.5Niche Markets
11The Strategy for the Development of Tourism in Mozambique
11.1A Tourism Vision for the Future
11.2Using the Resource Strengths
11.3Critical Success Factors
11.4Strategic Markets for Mozambique
11.5Foundation Factors
11.6Core Implementation Processes
11.7Spatial Focus
12Developing a Spatial Framework for Tourism
12.1Definition of Priority Areas for Tourism Development
12.2Development of Strategic Tourism Routes and Circuits
13Implementation Framework
13.1A Model for the Development of Tourism in Mozambique
13.2Institutional Structure for Tourism Development in PATIs and TFCAs
13.3Integrated Development Planning
13.4Human Resource Development
13.5Marketing
13.6Conservation
13.7Action Plans
EXECUTIVE SUMMARY
The new ‘Tourism Policy and Implementation Strategy’, approved in April 2003, provides the platform for the development of the tourism sector in Mozambique. It defines the high-level tourism objectives, identifies the focal points for government intervention and provides tactical guidelines on how to optimize and operationalize its competitive edge. The ‘Strategic Plan for the Development of Tourism in Mozambique’ (SPDTM) gives guidance to the implementation of the National Tourism Policy over the next ten years.
The SPDTM comprises two volumes; Volume I, the main volume of the strategic plan and Volume II, the background and analyses volume that assesses market potential, evaluates the tourism resource base and the existing and potential role of conservation in tourism and details the Human Resources Strategy and the Spatial Framework for Tourism. This Executive Summary summarizes Volume I.
The Strategic Plan is introduced in Chapter 1. The first 10 chapters draw the background to the Strategic Plan, including the economic importance of tourism (Chapter 2), the role tourism can play in alleviating poverty (Chapter 3), the country’s legal and institutional framework (Chapter 4), a summary of the national tourism policy and strategy (Chapter 5), current and historic characteristics of Mozambique’s tourism product (Chapter 6) and the role of conservation in tourism (Chapter 7) and provide analysis of key areas of influence, including international and regional tourism trends and their impacts on the future character of tourism in Mozambique (Chapter 8), Mozambique’s tourism potential (Chapter 9) and strategic markets (Chapter 10). The strategic direction is set out in the last three chapters. The strategy section presents the strategic concepts of the Strategic Plan (Chapter 11), the spatial framework specifies the priority areas for tourism investment and the tourism routes (Chapter 12) and the implementation framework provides a structure and system for delivery of the Strategic Plan (Chapter 13).
Tourism is of growing economic importance around the world and has proven to be a key contributor to economic growth and employment in developing countries. Tourism growth in southern Africa is significant with a forecasted growth rate (7.8%) well above the world’s average (4.1%). Strongest growth is expected to take place in southern Africa, with South Africa expected to receive 30.5 million arrivals by 2020. With a 1.2% contribution to national GDP (compared with 8.5% for Africa) the economic impacts of tourism are still very low in Mozambique. The Mozambican government has recognized the economic potential of tourism and is committed to controlled and sustainable tourism development (Chapter 3).
In many developing countries tourism has been proven to be a significant catalyst for economic growth and job creation. Tourism accounts for 7.5% of jobs in sub-saharan Africa and creates significant opportunities for women, unskilled workers and SMMEs. An increasing number of International Development Agencies and Governments are recognizing the role tourism can play in alleviating poverty. The Government’s Action Plan for the Reduction of Absolute Poverty (PARPA) serves as the guiding strategy for the reduction of poverty through development processes. Agriculture, Education, Health and Governance have been identified as instrumental sectors in reducing poverty in Mozambique. The GoM sees the development of tourism as an objective that cuts across many of these sectors and that has significant potential for contributing to the economic development of Mozambique. (Chapter 4).
The Tourism Policy defines the objectives the Government aims to achieve through the development of a thriving tourism sector. These objectives balance economic, socio-cultural and environmental interests. It also defines a set of General Principles, guiding the development of the sector and Areas for Priority Intervention, 14 themes considered as fundamental to the development of tourism in Mozambique, namely: integrated planning; access to land for tourism development; infrastructure and public services; sustainable and responsible tourism; conservation areas for tourism purposes; product development; valorization of cultural heritage; tourism marketing; human resource development and training; community involvement; social development; financing; priority areas for tourism development and regulation and control. (Chapter 5)
Historically, Mozambique was considered one of the premier tourism destinations in Africa, renowned for its world-class GorongosaNational Park, its tropical beaches and cosmopolitan cities. The armed conflict, initiated in 1973, effectively destroyed tourism infrastructure and wildlife resources, especially large mammal species were decimated. Since the early nineties tourism has been slowly recovering and in 2001 Mozambique attracted 400 000 tourists, approximately the number during the colonial period. Mozambique offers 12 000 beds, of which less than 5 000 of tourist standard. Tourism development has been mainly concentrated in Maputo (business tourism) and along the southern coast of the country. With the exception of a few developments in northern Mozambique, the Bazaruto Archipelago and along the southern coast, tourism developments are of medium standards and predominantly cater for regional tourists (Chapter 6).
Global tourism trends indicate that eco-tourism, adventure and wildlife orientated niche markets are some of the fastest growing tourism sectors. Africa is renowned for its unique ‘safari’, wildlife and nature based tourism. Mozambique must upgrade its nature and wildlife based product to attain a competitive position in tourism in the African continent. To do this it must urgently rehabilitate its wildlife populations and improve infrastructure in conservation areas. The potential Mozambique represents through it Conservation Areas is significant. About 15% of the country is National Park (6), National Reserve (6) or Hunting Area (12). Mozambique is endowed with a variety of ecological systems that are rich in species endemism, including large areas of marine and fresh water systems and relatively undeveloped wilderness areas.
The government recognizes the interdependence of tourism and conservation. In promoting tourism development it is committed to effective management of conservation areas, within the country and in association with its neighbours through joint conservation initiatives in Transfrontier Conservation Areas (TFCAs). Conservation areas are an integral part of Mozambique’s strategy to contribute to and benefit from regionally constructed tourism products and destinations. Key issues that need to be urgently addressed and that are currently threatening the development of conservation based tourism include low wildlife populations, uncontrolled hunting and poaching of wildlife, communities and the impacts of their lifestyles on conservation, limited management capacity, poor infrastructure and services provision and low levels of private sector investment in conservation areas (Chapter 7).
The southern African region is expected to experience accelerated tourism growth and Mozambique is well positioned to benefit from trends in consumer preferences such as bird watching, eco-tourism, adventure and cruise tourism. The strong growth in southern Africa, in particular South Africa provides exciting opportunities for Mozambique to ‘link’ into tourism in the region. ‘Bush-beach’ linkages present a particular opportunity as future growth in tourism worldwide will continue to focus upon beach holidays and ‘eco-tourism’ is a high growth niche market. (Chapter 8).
Mozambique’s key strengths lie in the quality of its beach product, the exotic ambience and cultural profile of the country and in its wilderness areas with high bio-diversity. It is one of few countries that can offer this diversity of products. Most of these products have not been developed to the full because many constraints to tourism development are still to be overcome, including poor infrastructure, insufficient resources and capacity in public sector, limited reliable statistical data to inform decisions and strategy setting, availability of skilled labour, investment procedures and private sector participation, participation by local communities, low investment levels and the image and awareness of Mozambique as a tourism destination. (Chapter 9).
Linking into tourism in South Africa is a major opportunity for Mozambique and it is likely that tourism patterns in South Africa will partly determine the future structure of the sector in Mozambique, at least in the short to medium term. The top 8 source countries for RSA in terms of arrivals and revenues, are the UK, Germany, US, France, Italy, Netherlands, Canada and Australia. The regional (African) market also provides opportunities, mainly relating to shopping and entertainment and business tourism, accounting for over 65% of arrivals, with further growth forecasted for intra-regional travel. Traditionally tourism flows to Mozambique have stemmed from South Africa (67% of arrivals) and Portugal (7.5% of arrivals). As competing in the ‘saturated’ traditional western source markets will be difficult and expensive, Mozambique is also looking at emerging source markets with cultural ‘synergy’ with Mozambique. Demand in Mozambique will stem from various segments including: business, leisure, visiting friends and relatives (VFR) and MICE (Meetings, Incentives, Conferences and Exhibition) for the domestic market; business, leisure, MICE and special interest for the regional market; and leisure, VRF, business and special interest for international markets. Mozambique is increasingly developing niche markets, which, from a marketing perspective, are much more cost-effective and easier to target than the ‘main-stream’ markets (Chapter 10).
The ‘Strategy for the Development of Tourism in Mozambique’ consists of a Tourism Vision for the year 2020 and 8 strategic concepts:
Use of Resource Strengths - Mozambique’s key resource strengths are the quality of its beaches, the diversity and quality of its natural and wildlife resources and the cultural identity of Mozambique. Strategies for the use and development of these resources are: (1) ‘capitalize’ on the coastal and marine resources, (2) ‘develop’ tourism on wildlife and nature resources and (3) ‘capture’ the strength of Mozambique’s cultural identity.
Integration with neighbouring countries (southern Africa) – No country is Africa will be able to compete in the international market place on its own. Mozambique will take a lead in regional integration through i) developing and promoting bush-beach linkages with neighbouring countries ii) initiating and actively developing TFCA initiatives and iii) active participation in regional marketing and development initiatives.
Strategic Niche Markets – With the current offer of products and limited resources available for marketing and product development, Mozambique must concentrate its resources on a few selected markets. The following strategic niches have emerged: Diving, Deep Sea Fishing, Hunting, Birding, Eco-tourism, Adventure, High-yield ‘island’ tourism and Cultural Tourism.
Strategic Source Markets – With a low awareness in foreign markets and limited internal resources, marketing efforts will have to be concentrated. Three categories of source markets are identified (i) Natural markets (domestic market, Portugal, South Africa, Zimbabwe and Swaziland), (ii) Niche markets (Spain, Italy, UK, US, Germany, Netherlands) and (iii) Emerging ‘synergy’ markets (Brazil, Saudi Arabia, UAE, Angola).
Mozambique Regions - The country is too vast and diverse to be considered and managed as a single destination. The three regions each have their own identity, strengths and regional partners. The South emphasizes regional and domestic tourism and coastal tourism; the Centre concentrates on eco- and adventure based tourism; and the North is the most exclusive beach and eco-tourism destination with a strong cultural component.
Spatial Focus: PATIs, TFCAs and Routes - Human resources, financial resources and capacity are very limited in Mozambique and selected geographic areas should be prioritized for development. TFCAs (Transfrontier Conservation Areas), PATIs (Priority Areas for Tourism Development) and Tourism Routes and Circuits are the identified localities where resources for tourism development will be concentrated.
Foundation Factors - A minimum provision of infrastructure, knowledge, human resources, an adequate institutional framework, safety and security and financial resources, are a requirement for the development of tourism. MITUR will identify the minimum development requirements of, and will promote the establishment of national plans to continuously upgrade the development levels and provision of these factors.
Core Implementation Processes - Integrated Planning, product development and marketing are the core implementation processes cutting across the various strategic concept that will guide and direct future strategies to develop Mozambique into an international player in tourism (Chapter 11).
The tourism sector has three platforms for development, namely (1) the Priority Areas for Tourism Investment (PATIs); (2) the Transfrontier Conservation Areas (TFCAs) and Conservation Areas (CAs); and (3) the Tourism Routes and Circuits. 18 ATIPs are located throughout the country in both coastal and hinterland areas. Type ‘A’ PATIs already have some level of tourism development and tourism infrastructure reflecting existing demand. Priorities in these areas point to a controlled development, integration of development plans among sectors, development of human resources and marketing of existing and new products. Type ‘B’ are PATIs that have been selected because of their high tourism potential and/or their strategic location, but that effectively have no significant levels of tourism development yet. The priorities for these areas point towards infrastructure improvement, destination planning and investment promotion.
The tourism routes represent an important instrument for tourism development and marketing. Routes are ‘visitor journeys’ that provide linkages between destinations (PATIs and TFCAs) within Mozambique. Circuits refer to regional (between countries) tourism movement and reflect the strategy to promote regional integration. Routes and circuits have been identified for the three regions of Mozambique (Chapter 12).
The implementation framework provides a structure and system for delivery of the Strategic Plan. It identifies the practical and pragmatic actions and interventions necessary to guide tourism development over the next ten years in Mozambique. It draws together all strategic concepts and highlights five critical functional areas, namely (1) the institutional structure for the coordination of tourism development in PATIs and TFCAs, (2) integrated development planning, (3) human resource development, (4) marketing and (5) conservation. It also details set of action plans at national and regional (south, center and north) level (Chapter 13).
Central to implementation is the proposed implementation structure for the coordination of tourism development in PATIs and TFCAs. This involves the strengthening of the Provincial Directorates for Tourism with a Technical Coordinator, charged with the coordination of tourism development in PATIs and TFCAs at national, provincial and district level and the creation of a new ‘regional’ level, in the form of three Regional Coordinators charged with the coordination of the provincial PATIs, TFCAs and associated routes and providing back-up in integrated planning, design concepts and standards, investment promotion and awareness building.
Integrated Development Planning (IDP) is one of the core processes that will lead to successful tourism development in Mozambique. The Ministry of Tourism is not the lead agency in implementing IDP but will play a key role in cultivating a culture towards IDP and in promoting and advocating its principles at national, provincial and local levels. It specifically will support existing initiatives (e.g. implemented by MICOA) and will avoid duplification or ‘tourism only’ efforts. The identification of priority zones for planning and the communication and coordination of these are seen as priorities.
Training and education in tourism, conservation, hospitality and related fields are essential for the development of tourism in Mozambique. Limited capacity and scarceness of qualified resources are prevalent both in public and in private sector. Capacity building and ongoing institutional strengthening of the public sector at national and provincial levels in the tourism and related sectors are necessary for the controlled development of the tourism sector. The involvement of the private sector in training and education and the importance of partnerships between private and public sector, the balanced mix and geographical spread of training and education institutes, the quality and accreditation of institutes and the institutional capacity to steer and monitor the sector are considered by MITUR as priorities. The Human Resource Development Strategy (Reference Volume II of the ‘Draft Strategic Plan for the Development of Tourism in Mozambique’) will further guide implementation during the next five years.