This presentation by Steve Collins delivered at the 'Concessioning tourism opportunities in conservation areas and maximising rural development' workshop, held in Maputo between 19-22 March 2012 (Day 3, Session 9, Case study: Chemucane concession in the Maputo Special Reserve)
1. Ponto Chemucane
Maputo Special Reserve
Putting community at the centre?
By Steve Collins
ASL Foundation
www.asl-foundation.org
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3 High Value concessions in MSR
Chemucane
Milibangalala
Dobela
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Timing High end “green” beach lodge
Maximum 48 beds (24 Units)
Concession tendering 2008/9 Capital cost of $3 million
Agreement discussions 2010 Beach and bush based activities
EIA, Joint Venture establishment etc 2011/12 Will fly guests from Maputo
Construction and opening 2012 Mix of local and foreign tourists
Minimal disturbance of ecosystem
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2. Chemucane layout
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Framework of the concession Agreements puts community at the centre
Community Association (AZC) has 50 year Government of Mozambique
concession agreement with government.
5
IFC managed process identified Bell Foundation $500 000 World 0
Concession fees
as Private partner (only bidder!) Bank Grant y
Taxes
r
Bell Foundation and AZC have formed a special Ahi Zameni Chemucane
purpose joint venture “Companhia de Tourismo Association
de Chemucane. Ltd” (CTC). 2 Lease fee
$500 000 W B Grant 5 Community Levy
60 % owned by Bell Foundation via Anvil Bay, $500 000 ASL loan y Loan repayments
Pty. r Dividends
CTC Joint Venture
40% owned by AZC. 60% Bell 40% AZC
$2.5 million
CTC has a 25 year partnership contract with AZC Investments Returns / Benefit
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Ahi Zameni Chemucane Community Consultation and
Legal Entity nº 100091259 tour of similar lodges
Community Association that represents 3
affected communities
Tsolombane
Muvukuza
Mabuluko
About 100 families / 1000 residents
MITUR has done Community Action Plan
2010 with the community facilitated by PPF
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3. AZC’s Community location AZC received $500 000 from CEF
Mabuluko
Tsolombane
Muvukuza
Chemucane Site
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AZC Association income Social commitments
+ $900 000 investment in CTC by AZC is a
shareholders loan that will be repaid by CTC. Social development plan was part of bid
+ Lease fee – “Consideration” document
$ 30 000 to cover AZC Land fees and tariffs Outside investor (BF) is a philanthropic
Plus 2.5% of Turnover organisation
Guaranteed amount – $15 600 Local procurement
Yr 5 projected –$31 000 Village visits
+ Bed levy Training and succession plan
$6 per person per night
Construction and hospitality training
@ 50% occupancy = $52 000 (MT 1 500 000)
Salaries = $60 000 for local staff year in yr1 Community bed levy $6 per person per night
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Community risk as part of CTC, Ltd? Joint Management Committee to encourage
communication and co-ordination
Insurance covers day to day risk of CTC 2 designated by MITUR, 1 of which shall act
No turnover scenario needing further as the Chairperson
shareholder capitalization 1 designated by Matituíne District Government
AZC dilutes shareholding as BF cover costs. 2 designated by AZC
Lodge closes 1 Bell Foundation representative
Funders take over CTC’s remaining contract 1 designated by the Community
rights. (Step-in-right)
AZC keeps 50 concession rights
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4. Some initial lessons learnt The AZC and Bell Foundation – a
Preparation by IFC speeded up negotiations
Supporting the AZC has a high cost
partnership benefiting all parties.
Philanthropic investor needed acknowledgement
Lengthy SA Reserve Bank procedures
Better infrastructure co-ordination and
commitments needed from state upfront
One-stop-shop would have been helpful
Regional Conservation, Tourism and Social
Development Forum
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Kanimambo
Obrigado
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