1 EXECUTIVE SUMMARY - Mauritius

ABCD Rodrigues Regional Assembly

Final SIDPR

July 2009

7

© 2009 KPMG Advisory Services Ltd. All rights reserved.

1 EXECUTIVE SUMMARY

To sort out potential ‘navigational’ challenges, the Executive Summary is organised as illustrated in Exhibit 1.1 below. It starts with a brief summary of the road traveled to date and ends with the potential benefits of the Sustainable Integrated Development Plan for Rodrigues (SIDPR) as well as propositions on how to get there. In passing, a number of initiatives, programmes, bankable projects and policy choices are proposed so as to tackle with a sense of urgency the core issues facing the Island of Rodrigues.

It must be cautioned at the very outset that consultancies are no silver bullets: they must form part of a wider political will to overhaul or simply modify given situations. Consultancy recommendations will only become meaningful when anchored in a policy framework. Typically, a policy speaks to a given context. To become sustainable, the policy framework has to be first evolved to facilitate the implementation of all the recommendations in this report.

Organisation of the Executive Summary

Background to the

SIDPR

project

Main findings of the study

Core Issues:

Why Rodriguesis where it is today?

Effects: What do we see today?

What can realistically be done?

15 steps to Sustainable Development

Get the basics right

Integrate environment in key sectors and in policy-

making

Sectoraldevelopment

plans to ensure

economic sustainability

Ensure social sustainability is mainstreamed in decisions

What does it entail?

Policy implications

Cost and Timeframe

Resource mobilisation

Potential Benefits of the

SIDPR

What happens as all these get implemented?

The Way Forward

Kickstartingsustainable

development initiatives in Sept 2009

Section 1.1 1.2 1.3 1..4 1.5 1.6

Establishment of a long-term vision

"The environment is where we all live; and development is what we all do in attempting to improve our lot within that abode. The two are inseparable."

- Brundtland Commission Report, 1987


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It is to be noted that a Short-Term Action Plan (STAP) accompanies this SIDPR and forms an integral part of it (as well as the newly-inserted Programme-Based Budgeting matrices).

1.1 Background

This Final SIDPR, which is accompanied by a Short-Term Action Plan (STAP) to kick-start the long-term strategy process, forms part of Phase 2 of the SIDPR project. Phase 1 had earlier culminated in the preparation of a comprehensive Diagnosis Report and a Capacity Development Action Plan (CDAP) for the Economic Planning and Monitoring Unit (EPMU) with assistance from some twenty specialists aligned by KPMG (Mauritius member firm) on the project.

The formulation of the SIDPR is guided by the United Nations (UN) Local Agenda 21, Integrated Development Planning (IDP), as well as Sustainability Principles, which inter alia seek to: (i) integrate economic, social and environmental objectives across sectors and over time; (ii) ensure the effective participation and partnership by key stakeholders; (iii) nurture high levels of commitment and ownership of the strategy and the action plan by the Rodrigues Regional Assembly (RRA); (iv) promote capacity development; and (v) focus on key outcomes and the means of implementation.

Prior to the formulation of the SIDPR, a long consultative process took place in both Rodrigues and Mauritius, and included the conduct of five full-day Thematic Working Group (TWG) meetings in Rodrigues in May 2007 as well as working sessions with the Commissioners, Departmental Heads (DH) and their key staff. Several site visits have also been organised to enable the specialists enlisted on the project to fine-tune their analyses. In February 2009, a final round of consultations was organised with all stakeholders as well as the Commissioners of the RRA with a view to finalising the priorities for Rodrigues.

The Final SIDPR was approved by the Project Steering Committee held on 20 July 2009 and chaired by Mr Johnson Roussety G.O.S.K, Chief Commissioner of the RRA. Amongst the Steering Committee members present were Mr Pierre Louis, Island Chief Executive, Mr Claudio Caldarone, UNDP Resident Coordinator, and Mr M. Jeetoo, SIDPR Officer-in-charge. Also in attendance were Mr Deva Armoogum, KPMG’s Engagement Director and Mr Deven Padiachy, KPMG’s Engagement Manager, who also acted as the Project Coordinator.

1.2 Main findings

1.2.1 Root causes of problems

The core issues facing the island of Rodrigues can be grouped into eleven categories. Alternatively, the origins of the current problems observed can be traced back to eleven causes. These have been identified during the Diagnosis Phase of the project and during the extensive consultative process held with stakeholders and people at grass-root level in Rodrigues. The root causes need to be tackled with a sense of urgency as part of Rodrigues’ endeavours to embark on the path of sustainable, integrated development.


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1.2.1.1 Causes and effects

A distinction is made between the root causes of problems and their effects. Thus, ‘depletion of the natural resource base’, for instance, is viewed primarily as a consequence and not necessarily a cause, even though it is recognised in the relevant chapters of the SIDPR that this depletion is indeed causing serious problems in several quarters. The position adopted is that, had the root causes been mitigated over the years (through an effective planning and management process as well as law enforcement, for instance), then the observed effects would have been less damaging to the environment and to the socio-economic development of Rodrigues.

The last four categories (‘water stress,’ ‘degradation of the environment and depletion of the natural resource base,’ ‘specific societal phenomena,’ and ‘specific sectoral problems’) are actually causal effects but they have been included anyway due to their critical importance and also given the fact they have a direct impact effect on livelihoods, on quality of life of the population at large, and on extent of poverty in Rodrigues.

The eleven “root causes” therefore are classified under:

1 Planning, Management, Monitoring and Evaluation, including

• Inadequacy of the planning framework (both the physical and the development planning process)

• Inefficiency and unsustainability of water resources management and development

• Unsustainability of environmental management and practice

2 Economic/Investment Climate and the Circle of Opportunities, including

• Low incremental capital-output ratio and low return on investment

• Limited opportunities for gainful employment

3 Education & Human resource development, including

• Inappropriateness of curriculum

• Inadequacy of the vocational & technical training strategy

• Lack of opportunities to pursue advanced studies and training

4 Law Enforcement, including


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• Ineffective protection of land and coastal zone

5 Resource Mobilisation and Availability, including

• Limited budgetary resources for development

• Unsustainability of social aid and safety nets

6 Current System of Autonomy and Devolution of Power, including

• System of public finance and ability to leverage funding for development

7 Initial Conditions/Endowment and Nature, including

• Rodrigues faces the constraints of a typical remote small island

8 Water stress

9 Degradation of the environment and depletion of the natural resource base

10 Specific societal phenomena, including

• Teenage pregnancy and monoparentalism, female poverty, growing numbers of delinquency, low CPE pass rates, emergence of non-communicable diseases (NCDs), and to a limited extent, threat of propagation of HIV/AIDS

11 Specific sectoral problems, including

• Decreasing acreage and production, overfishing in the lagoon, frequent market failures, low quality norms and food safety strategy, lack of competitiveness of the handicraft sector.

1.2.2 Effects

The problems identified above, that may have built up over many decades, are having an adverse impact on the authorities’ endeavours to effectively meet their goals. Thus, it is observed that:

(i) Unemployment remains a phenomenon at persistently high levels;

(ii) The incidence of poverty remains high and visible;

(iii) Quality of life is not being improved according to the wishes and aspirations of the population, and Rodriguans are unhappy about their standard of living;

(iv) The natural resource base is being depleted and the environment (land and coastal zone) is threatened;


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(v) Potential engines of growth lack steam, resulting in low private investment, insignificant exports, unsatisfactory quality norms, low return on investment, and lack of competitiveness of local products, despite their attributes.

Other consequences observed are:

(vi) Water availability both for domestic purposes and for the development of the main sectors of the economy (agriculture and tourism) remains a critical issue;

(vii) Haphasard development of settlements that represents serious challenges to the physical planning and development process;

(viii) Inadequate understanding of, and protection and preparation against, climate change;

(ix) Specific societal problems (as mentioned above);

(x) Specific sectoral problems (as mentioned above);

(xi) Migration remains a reality as Rodriguans perceive the grass to be greener abroad;

(xii) Risk aversion and poor entrepreneurial culture;

(xiii) Low morale in specific sectors such as Agriculture;

(xiv) Perception that job and income security lies in the public sector only, thus hampering an entrepreneurial spirit; and

(xv) Frequent market failures that distort prices and discourage production, amongst others.

1.2.3 Initial endowment and conditions

Yet, the Diagnosis Report revealed that the potential for Rodrigues to achieve sustainable development is non-negligible. In particular, it was noted that:

(i) Debilitating diseases and vector-borne illnesses are almost inexistent in Rodrigues. The universal health care system is viewed as satisfactory while life-expectancy, infant-, child-, and maternal mortality rates compare favourably with Mauritius;

(ii) The Diaspora (including those living in Mauritius) has high considerations for their Island and would be ready to contribute to its sustainable development;

(iii) The system of law and order as well as institutional arrangements function properly, and governance principles are not a myth;

(iv) The potential for agricultural development and agro-processing is real;


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(v) Off-lagoon fisheries represents significant resources yet to be tapped;

(vi) Great strides have been made towards meeting a number of MDGs; and

(vii) Tourism could play a leading role as a core pillar of the economy (including niches such as Sports tourism, Health Tourism, Meetings-Incentives-Conferences-Events (MICE);

(viii) Good relationships that exist with the Mauritian institutions, including the Mauritius Tourism Promotion Authority (MTPA), Small Enterprise and Handicraft Authority (SEHDA), the Central Water Authority (CWA), and all ministries and other parastatal bodies, to name just a few;

(ix) Long history of donor interventions, partnerships, and support in the Island;

(x) Resilience and agility of the Rodriguan population.

1.3 What can realistically be done? 20 Steps to Sustainable Development

This SIDPR, which draws heavily on the voice of the people of Rodrigues, proposes a sustainable development strategy that will require:

• the deliberate commitment and deliberate leadership of the RRA; as well as the

• active participation of civil society and the private sector.

The main strategic thrusts proposed satisfy the three main preoccupations of sustainable development, namely environmental, economic and social sustainability (as depicted in the exhibit below). However, it is essential to start with the establishment of a long-term vision and to ‘get the basics right’ at the outset.

1.3.1 Step 1: Institutionalise Sustainable Development, Endorse and Launch the SIDPR

There is the need for an unambiguous long-term vision to be clearly spelt out behind which all Rodriguans and stakeholders will rally and towards which all future strategies will be geared. Rodriguans and stakeholders need to know clearly what it entails to get there as well as the cost of not going there. This will be done sometime in September 2009 by the endorsement and official launching of the SIDPR as a living and rolling plan. The launching will be done during one full week of mediatised activities, starting with the organisation of a Donors’ Forum to take congnizance of the requirements of Rodrigues.

For the purposes of this SIDPR, a long-term vision has been developed based on the four RRA goals, the Millennium Development Goals (MDGs), targets and indicators, and on the outcome of the TWG meetings with stakeholders. A number of complementary indicators most relevant to Rodrigues are also proposed to support the MDGs (including several ones for the water sector). Whilst a target date of 2015 is proposed (to be consistent with the MDG target date and thus avoid ambiguities in the setting of objectives), the long-term perspective is stressed


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throughout the document. 2015 is only an indicative year. It is proposed to include future target dates in the next SIDPR that should be formulated in five years time.

Understand Sustainable

Development

Exhibit 2.1 - SNAPSHOT OF THE SIDPR

Part II

Embark on a Sustainable Development path

•Adopt Integrated Development Planning & Management

•Mobilise Civil Society

•Establish mechanisms to ensure survival of the system

•Operationalise EPMU

•Institutionalise the 4 Working Groups with permanent structures

•Adopt good governance principles

•Improve efficiency of public service

•Deliberate commitment of the RRA

•Chief Commissioner deliberately takes leadership role within a ‘Superstructure’

•Establish channels between Table Ronde, EPMU and stakeholders

Part III

Part IV

Part V

•Establish ROBI* to rally population behind a single, common initiative

Ensure Environmental Sustainability

Economic Sustainability

Social Sustainability

implies

•Preserve habitats & the natural resource base

•Capacity-building

Improve quality of life, preserve social fabric, empower women & vulnerable groups

* Rodrigues-on-Business Initiative for Sustainable Development

•Meet MDG 7 and RRA goal 4

Meet MDG 1 and RRA goals 1, 2, and 3

Meet MDGs 1-6 & RRA goal 3

•Embrace the principles underlying MDG 8

•Launch SIDPR officially

•Create a ‘Table Ronde de Rodrigues’

•Track & report on MDGsand other indicators

Chapters covered:•Environment, Land Use & ICZM•GIS•Water & Sanitation•Energy

Chapters covered:•Private Sector

Development•Agriculture•Fisheries•Tourism•Emerging sectors

Chapters covered:•Health•Education•Gender•Social Aid•Employment

Chapters covered:•IDP•EPMU•MDG Monitoring•Operationalisingthe Superstructure•Governance and

Public Service

Part I

Awaken and Envision

Establish a Long-Term

Vision

2015 will be a test year, a year of reckoning when all stakeholders will have the opportunity to reflect on seven years (2009-2015) of unflinching commitment and support to the development of their island. These will be measured against sixty (60) clearly defined targets/indicators. The EPMU is expected to track and report on progress every six months to the Chief Commissioner and to the proposed Table Ronde de Rodrigues.

1.3.2 Steps 2 – 6: Get the basics right

On top of the above awakening and envisioning process, the following are seen as pre-requisites within the next one to five years, as indicated under each step:

1. [Step 2] Set up a permanent ‘Table Ronde de Rodrigues pour un Développement Durable et Intégré’ (to be called the ‘Table Ronde de Rodrigues’ or TRR), which will comprise key stakeholders and which will ideally be chaired by the Commissioner for Environment.


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• The TRR will be the advisory arm of the RRA on sustainability matters. The fact that it will be chaired by the Commissioner for Environment (as this is the case in the few pioneering countries that have embarked on the sustainable development adventure) does not imply that the TRR is a public body. As a matter of fact, it is not. It should operate independently of any Commission.

• To start off, the TRR ideally will comprise at least five Working Committees (Water, Natural Resource Base and Environment Preservation, Education and Social Development, and Productive Sectors). It is to be noted that these Committees are not equivalent, and will not act as substitutes or complements, to the ones already in existence at the level of the various bodies of the RRA. The Working Committees of the TRR are actually panels comprising independent experts, citizens with knowledge of the sector, and other members such as students, representatives of local associations, donor representatives and so forth, all of which do not necessarily form part of RRA Commissions. Each of them has got specific missions assigned to them on an ad hoc basis. Their findings – which will arise out of the work of specialists and interested stakeholders - will help the TRR better advise the Chief Commissioner on sustainability matters.

2. [Step 3] Formally adopt Integrated Development Planning and Management (IDP) as well as sound governance principles. In particular:

a. The IDP should be vested in the EPMU, which itself is to be fully operationalised by September 2009 (as per the CDAP submitted in April 2007 and recommendations contained in this report among others);

b. A so-called SIDPR Superstructure, under the commitment and leadership of the Chief Commissioner, is implicitly and deliberately recognised by the RRA, civil society, the Government of Mauritius as well as donors, as a way of endorsing the SIDPR. The superstructure is not an institution or a formal legal structure but rather a way of envisioning the SIDPR process. Several mechanisms are proposed for its effective functioning as a coherent whole. This is done during the first meeting of the Table Ronde de Rodrigues, which will be inaugurated during the launching week of the SIDPR itself;

c. [Step 4] Develop an effective and efficient national statistical system to measure and foster progress, as highlighted in the Istanbul Declaration. A culture of evidence-based decision-making should also be promoted. This is to be done primarily through the adoption of a National Strategy for the Development of Statistics (NSDS) in line with the Guidelines and Procedures of the Trust Fund for Statistical Capacity Building (TFSCB) and the PARIS21 recommendations. The financial and technical assistance of the TFSCB should be sought. In the meantime, statistics collection, analysis and dissemination is to be placed under the purview of the Statistics Division of the EPMU, which will implement the measures proposed in this report, in collaboration with the Central Statistics Office of Mauritius;

d. [Step 5] Encourage the active collaboration and participation of Civil Society. This is done in 3 ways: (i) Enlist members of civil society in the Table Ronde de Rodrigues; (ii) Restructure the four TWGs by creating an environment where


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members will be encouraged to fully participate in the process; and (iii) encourage debates, forums, discussions at local level and support the establishment of new non-governmentals organisations (NGOs) as well as individual intiatives at community level. A framework is proposed in this strategy document on how the TWGs will function in an active manner within the SIDPR superstructure;

3. [Step 6] (a) Promote Economic Sustainability and enhance conditions for Private Sector Development (PSD) and the concept of Sustainable Enterprise (see Steps 11-13 below). The catalyst is a bold Rodrigues-on-Business Initiative for Sustainable Development (to be nicknamed ROBI), and behind which each and every Rodriguan, including the Diaspora, as well as other stakeholders will rally. ROBI forms an integral part of the long-term vision. It will be placed under Invest Rodrigues, and will work in close collaboration with the EPMU as well as key institutions of Mauritius, including the Board of Investment, Enterprise Mauritius, SEHDA, HRDC, NPCC, NCB, and the Empowerment Programme;

3. (b) However, the ROBI alone is not sufficient. Sectoral development plans need to accompany the initiative, failing which the critical mass will not be reached and investment will not materialise. The sectoral development plans proposed are listed in the section on Economic Sustainability below;

3. (c) The ROBI will be accompanied by the creation of powerful local brand, to be called “Label de Rodrigues.”

1.3.3 [Steps 7-10] Integrate environment in key sectors and in policy-making

With regards to environmental sustainability, the following are proposed:

1. Make environmental sustainability an integral part of development [Step 7]

Environment needs to be fully integrated in key sectors of the economy. This implies inter alia ensuring the sustainable management of natural resources and the environment while minimising the environmental impact of increased development. The strategy is such that natural resource management will contribute to poverty alleviation and enhance human welfare.

Thus, the definition of environmental sustainability given by Daly (which comprises both an output and an input rule) is mainstreamed in policy-making. This calls for a new approach to Land Use and Land Resources, Coastal Zone Management, and the environment in general, whereby planning and management are given utmost consideration. How does this get done?

• Identify key environmental issues in each sector, namely Agriculture; Forest Management; Fisheries & Aquaculture; Hospitality, Tourism & Handicrafts; Water and Sanitation; Health; Education; Energy; Transport & Logistics; Wholesale, retail and other types of businesses;

• Mainstream “climate proofing” into National Development Strategies (see Step 10) below;


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2. [Step 8] Adopt a holistic Integrated Water Resource Management planning process and

implement the recommendations contained in Mr Jean Michel Chéné’s report.

A core impediment to the sustainable development of Rodrigues is the problem of water stress. In his Final Report entitled “Appui au Développement Durable du Secteur de l’Eau de l’Ile de Rodrigues” (modified electronic version, 29 June 2009), Mr Chéné has made several recommendations (approved by the RRA) which now need to be implemented, including:

Short-term action plan (2009-11):

(1) Fully operationalise the Rodrigues Water Company Ltd. Amongst the expected outputs are: (i) a detailed technical inventory of the network and a Business Plan to guide the operationalise process; (ii) investments in the mechanical workshop, tools, vehicles, computers and other appropriate equipment; (iv) a “Laboratoire de Qualité des Eaux”; and (v) sensitisation campaigns, amongst others; (2) Rationalise, rehabilitate and invest in the mobilisation and distribution system of potable water, starting with the South of Rodrigues; (3) Feasibility studies with regards to the setting up of a desalination plant of 2,500 m3 capacity to be powered by wind energy; (4) Rehabilitate and improve the water treatment plants, pumping stations and chlorination units; (5) Relevant studies on dams and reservoirs; and (6) Capacity-building and provision of support for the efficient monitoring and regulation of the entire water sector.

Medium-term development programme (2012-2015)

(1) Extension of rehabilitation works to the North and Centre of Rodrigues; (2) Kick-start all the relevant consultancy studies and launch procurement procedures for the sites identified for dams; and (3) Begin construction of dams earmarked as high priority for the water sector.

Long-term plan

The long-term priorities shall continue to be focused on the strengthening of the distribution network and the construction of reservoirs and dams that will cater for demand from all the productive sectors of the economy. Renewed emphasis shall be laid on mechanisms that will ensure good governance at all levels within the water sector. Provision is also made for water and wastewater treatment plants.

3. Information resources-GIS [Step 9]

Leverage integrated resource-GIS as a place-centric approach for policy and business decision processes. Non-spatial data need to be linked to spatial components for assets tracking and inventory, optimising the accessibility and the use of spatial information to bring efficiency on state and business decision-making, through dynamic applications known as Spatial-Enabled Government. GIS should be seeded in each key department of the RRA in order to confer the missing spatial dimension to existing data (which could then be shown as map documents). These will form an integral part of the day-to-day work, planning and decision support. These satellite will then enable the build-up of an integrated resource GIS for the whole of Rodrigues whereby exchange of data, their integration, and cross-sectoral analysis can be performed. Four distinct strategies are proposed to create the necessary knowledge and disseminate it as quickly


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as possible to all stakeholders so as to dynamise the targeted development and sustain economic growth.

4. Ensure energy security by targeting 100% energy electricity self-sufficiency by 2025 [Step

10]

• Following the release of the Agence Régionale de l’Energie Réunion (ARER) report in 2007, the potential for achieving this objective within the next two decades appear non-negligible. In the short to medium terms, emphasis should be laid on solar and wind systems. The challenge is to make the solar form of energy accessible to all, particularly the most vulnerable ones. In the medium-term, photovoltaic systems and wind energy should be installed on a wider “farm” scale. Wind turbines and Photovoltaic systems for water pumping is recommended in the longer term for the desalination plants. Another potential that should seriously be expored is forestry/biomass, which could act as a major source of energy and a major area for Rodrigues to adapt to climate change.

• The long-term strategy contained in the SIDPR emphasises energy management and disaster preparedness as well as the urgency to develop partnerships with islands of the Indian Ocean.

1.3.4 [Steps 11-13] Sectoral development plans to ensure economic sustainability

Four sectoral development plans are proposed to develop in a sustainable manner the Agriculture, Fisheries, Tourism, and SME sectors. The latter will be nurtured under ROBI, which will act as the catalyst to private sector development (PSD) and increased international trade.

1.3.4.1 Agriculture and Agri-business [Step 11]

The overarching goal for the agricultural sector is to strengthen and modernise the agricultural and agri-business sectors. Although agriculture should henceforth be viewed in commercial terms (given economic sustainability preoccupations) and, consequently, include agri-business, the two aspects have been specified in the overarching goal in order to emphasise that the purpose of strengthening and modernising agriculture in Rodrigues is to ensure that it indeed becomes sustainable as a business sector. Specifically, the process of strengthening and modernising agriculture include: Arresting the decline in production; Developing exports; Developing agro-industries; Fostering forward and backward linkages throughout the commodity value chains; and Preserving the natural resource base.

The various aspects of the overarching goal have been transcribed into a set of four distinct strategies and eight goals. The four stratgies are about:

• Developing sustainable agriculture through empowerment and sustaining soil fertility;

• Ensure development is integrated by fostering backward and forward linkages and by sharing the natural resource base;


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• Transforming the sector into a commercial and export-oriented one. This is done by establishing a commercial system and integrating primary production with other elements of the commodity supply chain; and

• Modernising the sector and enhancing its competitivemess. Latest advances in technology and agricultural sciences should be leveraged.

It is also proposed to establish, within the New Agricultural Set-Up, a High-Powered Committee on Agri-Business which will have executive powers. It is feared that failing to strengthen the institutional set-up in this way could lead to mixed results and even to the ineffectiveness of the framework. The High-Powered Committee on Agri-Business will be chaired by the Commissioner for Agriculture & Ors and will comprise the Director of the EPMU, and all stakeholders, including the private sector and relevant institutions from Mauritius. A key mandate of the High-Powered Committee is to report on progress so that bottlenecks could be eliminated within short delays.

The five strategies will seek to achieve the following eight goals:

Goal 1: Increase the production of selected commodities to maintain or achieve self-sufficiency;

Goal 2: Develop the production of selected commodities with high export potential;

Goal 3: Establish and enforce food safety norms;

Goal 4: Put into place a well-structured and efficient marketing system for exports;

Goal 5: Strengthen the agri-business sector;

Goal 6: Reform of the Agricultural Services;

Goal 7: Train operators and build capacity along the commodity supply chain; and

Goal 8: Sustain the natural resource base.

1.3.4.2 Fisheries and Aquaculture [Step 12]

The overall strategy has been formulated in a way to increase the contribution of the sector to employment creation, poverty alleviation aiming towards the achievement of the MDGs, improving the livelihood of the people of Rodrigues through sustainable exploitation of the marine resources, better management and an integrated development of the sector.

The overall strategy aims at the creation of employment in various sub-sectors of the fishing industry including processing and value addition (to transform it into a vibrant seafood industry). The multiplier effect of good fisheries management and an integrated development will not only impact on the fisheries sector, but also on other sectors of the economy. Thus, significant efforts would have been made towards poverty alleviation in line with the MDGs and the Barbados Plan of Action to eradicate poverty in Small Island Development States.


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Five strategies are proposed for the development of the fisheries sector taking into consideration the preoccupations of the Rodrigues administration, stakeholders of the industry and where the vision of the fisheries sector is being reflected. The strategies also cover the main areas of development (called “programmes”) as proposed in the Short-Term Action Plan (STAP).

• Strategy 1: Knowledge of Resource Potential

• Ensure a thorough knowledge of the resource potential in the waters around Rodrigues and develop appropriate technologies, management plans/measures, policy guide lines and build capacity for the sustainable and responsible exploitation of these resources.

• Strategy 2: An Effective and Efficient Operating Environment

• Provide an effective and efficient operating environment including adequate infrastructures and observance of international norms in quality assurance in processing and value addition to facilitate export to regional and international markets.

• From information gathered from the Chief Engineer of the Mauritius Ports Authority, it would appear that the Port Master Development Plan for Rodrigues would not make special mention of major infrastructural works to be carried in the Pointe Monier area (apart from what has already been earmarked). However, it is felt that the area could be transformed as a hub for the semi-industrial fishery. Some civil engineering works (additional dredging and quays) are viewed as necessary. The area could provide berthing facilities to some 20 semi-industrial fishing boats in the first place and more in the future, if required. The MPA could be requested to include any civil works at Pointe Monier in their development plan.

• Strategy 3: A Modern Legislative and Institutional Framework

• Provide for a modern legislative framework/ guidelines/code of conducts to ensure sustainable exploitation and committed to observing and enforcing the decisions of relevant regional fisheries management organisations and international fisheries agreements to ensure effective conservation, management and development of aquatic resources.

• Strategy 4: Capacity Building

• To ensure appropriate transfer of technology/capacity building to staff/fishers/stakeholders of the fisheries sector and educate the population through regular awareness programmes as to the preservation of the marine environment and the resources therein with finality a better living standard for all concerned.

• Strategy 5: Redeployment of Fishers and New Developments

• To relocate fishers as per a socially-acceptable programme with a view to move away from the unsustainable system of bad weather allowance system; and to develop a modern seafood industry


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The following eight programmes to re-engineer the fisheries sector in Rodrigues are proposed in order of priority:

1. Resource evaluation Short term

2. Fisheries management Short/Medium term

3. Institutional Strengthening Short Term

4. Infrastructure Medium Term

5. Processing Medium /Long Term

6. Aquaculture Medium/Long Term

7. Conservation of the marine environment Continuous/ Long Term

8. Redeployment of fishers Short/Medium Term

1.3.4.3 Promotion of Sustainable Tourism [Step 13]

A sustainable tourism industry will play a significant role as a core pillar of the Rodriguan economy, contributing to meeting the MDGs by 2015 and alleviating poverty, creating jobs, and providing livelihoods to the people of all walks of life. However, as Rodrigues embarks on the path of long-term economic growth, the word “sustainable” should remain indissociable with the term ‘tourism’ and stakeholders, and the Rodriguan population should be fully involved in sustainability considerations through evidence-based policymaking and the promotion of an active civil society. Both the Table Ronde de Rodrigues and the EPMU are expected to have a key role to play at this level.

Findings of the Diagnosis phase and the consultative process

The core issues identified and vetted by stakeholders are, in order of priority:

• Low tourist arrivals; Water stress; Limited air access; Price of air ticket is too expensive; Handicrafts products are not enough competitive; Associations of tourist operators are not well organised; Budget allocated by RRA for the tourism sector is not enough; Lack of cohesion in marketing strategies; Existing entertainment and attraction facilities are not well developed; Lack of norms and regulations regarding 'gites' and 'tables d'hote'; Lack of training at different levels; Statistical data available is not detailed enough; Information and communication technologies are not enough developed; Well-established Mauritian hotels are not keen to invest in Rodrigues; Lack of entertainment for tourists; and Poor road network and infrastructures.

What came out as striking during the Diagnosis stage and the consultative process was the high hopes of all parties with regards to the development of the tourism industry. From high-school students to fishers to the highest level decision maker, there is near unanimity that the tourism sector represents significant untapped potential to boost economic development of the island and to improve quality of life in general.


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At the same time, it would appear all Rodriguans are conscious of the challenges ahead as well as the constraints Rodrigues faces as a small island state, as evidenced by the quality of the solutions proposed by participants in the TWG meetings. These have been taken into consideration while formulating the vision and the long-term strategies for Rodrigues below. The proposed way forward is consistent with the Programme of Action for the Sustainable Development of Small Island Developing States1 (PASIDS).

Overarching goal and strategies

The overarching goal is to develop the Tourism sector as a core pillar of the economy so as to be able to share the accruing benefits in an equitable manner with all sections of the population, while at the same time ensuring that any development taking place is deeply rooted in, or complements, the sustainable use of Rodrigues natural resource base. The following strategies have been formulated to achieve the long-term vision:

• Strategy 1: To achieve strategic alignment of tourism policy, investment and sustainable development

Expected outputs:

• Validation by all stakeholders and adoption by the RRA of a Tourism Policy document (that includes a Tourism Charter) and the Sustainable Destination Development Action Plan;

• Training and empowerment sessions on the above to ensure all stakeholders understand and contribute to the vision;

• Investment brochures and guidelines for potential entrepreneurs and investors;

• Setting-up of a Rodrigues Desk at the BOI in Mauritius;

• Roadshows in selected countries (such as Reunion, South Africa, Italy and France);

• Increased revenue and livelihoods derived from the industry;

• A new runway at the Sir Gaetan Duval Airport (see next section below);

• 20% investment subsidy on capital cost to potential entrepreneurs for five years.

• Strategy 2: To improve visitor authentic experience through sustainable destination management

Expected outputs:

1 UNDESA (Commission on Sustainable Development), “Progress in the implementation of the Programme of Action of Small Island Developing States,” Chapter VIII, 1996.


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• Development of authentic natural and cultural attributes in tourism zones within the Concept Zoning Plan (CZP);

• Development of a balanced and rich programme of events and festivals (that integrates both coastal and inland authentic experiences);

• Creation of a festivals marketing network;

• Quality commercially-viable niche products (including handicrafts, agro-processed goods) bearing the Label de Rodrigues replace the current products in all regions of the island within a three-year period;

• Enhanced road infrastructures and road furniture.

• Strategy 3: To improve targeted marketing through the use of a powerful brand

Expected outputs:

• A clear sense of difference from other competing destinations is achieved by capitalising on "authenticity" which reflects Rodriguan lifestyle, values, cultural heritage, and exciting nature and sports adventures, which will lead to an average increase of 20% in tourism yield every year till 2015;

• A powerful brand is adopted and creatively managed;

• Promotional campaigns in both Mauritius and high-yielding international markets;

• Awareness and information about Rodrigues is improved through the Internet and there is an increase in conversion of awareness into actual visits;

• The demands of the market are clearly understood by stakeholders, and the tourism strategy is focused on increasing total annual tourism spend;

• Significant economic benefits are shared with the local population.

• Strategy 4: To develop capacity, capability and professionalism of the sector

Expected outputs:

• Competitiveness and professionalism of the various segments of the industry are improved, and access to superior resources, capacities and competenies are shared with all stakeholders, which will result in sustainable outcomes within and across the industry;

• Training courses at all levels;


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• A mechanism for identifying and improving lacuna in performance delivery and quality of products is developed at the level of the Tourism Dept;

• Research is conducted on a permanent basis and findings disseminated to increase knowledge and industry awareness;

• Partnerships with educational institutions and businesses in Mauritius and in the region are promoted;

• Skills levels and professionalism across the industry are increased.

• Strategy 5: To develop and maintain competitive partnerships between stakeholders

Expected outputs:

• Competitiveness partnerships are developed and maintained with all stakeholders that fosters an inclusive development;

• Community-led initiatives that promote the special quality of the area/zone are undertaken throughout the year;

• Traditional artisans and the handicraft sector are encouraged and supported;

Urgent issues requiring immediate attention

During the diagnosis phase of the project and the extensive consultative process that took place thereafter, it has been found that for the tourism sector to develop successfully to its full potential, thereby contributing to the sustainable development of the island, a few issues need to be sorted out urgently. These include issues associated with:

• the cherished desire of all Rodriguans to be opened up to the rest of the world and to form an integral part of regional economic integration, instead of remaining relatively isolated;

• the enthusiasm of all stakeholders to welcome a more diversified and balanced pool of visitors from all over the world;

• the length of the runway at the Sir Gaetan Duval Airport, which allows the use of turbo-props and smaller airplanes only;

• the two turbo-props (ATR-72) currently used by Air Mauritius on the Rodrigues route, in a sub-optimal way given unavoidable payload limitations (a maximum of 64 passengers only is transported despite the 72-seat capacity); and

• the trade-off the authorities concerned are willing to make between the maximum number of tourist arrivals to be tolerated in the long run and economic sustainability preoccupations.


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Alternative options regarding the airport

1 The number of tourists visiting the island has always been viewed as sub-optimal by far by all parties concerned. Many Rodriguans are of the view that the number of visitors should be doubled or even trebled in order to reach the much sought-after critical mass. The perceived low number of visitors is tantamount to saying that environmental degradation, depletion of the natural resource base, water stress, biodiversity degradation, coastal erosion, and other negative impacts that are often associated with tourism growth in other countries, are inherent to Rodriguans themselves and have not been caused by tourists;

2 Whilst pressures arising from the tourism sector is still at manageable levels (except perhaps on the water sector), forecasts show that a number of sectors are bound to be affected by the expected growing number of visitors. Mitigating measures are proposed in each area of concern in separate sections of this report;

3 The strategy formulated for Rodrigues above seeks to achieve an average annual growth rate in tourist arrivals of 8%. This is in line with what was proposed in the Tourism Development Plan 2002 which recommended a gradual build-up. It is, however, viewed as high by some stakeholders, including Air Mauritius;

4 A gradual increase in the number of tourists would give enough time to stakeholders to develop new tourism products, invest in infrastructural developments in phases, and also build capacity over time in order to welcome more sophisticated tourists at a later stage. This strategy was also suggested in the Tourism Development Plan 2002: “A gradual build-up of tourist visitors is essential and this should be met by developing activities to meet a gradual and growing demand”;

5 Assuming the above, the 100,000 level is reached by 2017. However, this can only be achieved if additional seat capacity is available on the Rodrigues-Mauritius route as from 2011-2012. Since the two ATR-72 of Air Mauritius would not suffice as from 2011-2012, the additional seats can only be provided by additional flights by the ATR-72 or an additional operator or a bigger airliner;

6 Based solely on passenger traffic estimates (assuming an average annual 8% growth rate of tourist arrivals) and assuming that Air Mauritius is willing and able to meet demand on the Rodrigues route as and when required with its two ATR-72 (as they said they would), forecasts suggest that the construction of a new runway at Plaine Corail (which could cost over one billion rupees) would be justified as from 2011-2012. A caveat is in order though: the perception in Rodrigues is that Air Mauritius does not always “meet demand as and when necessary”, especially during peak periods. This is perceived as hindering unnecessarily the development of the tourism sector. It is also widely believed in Rodrigues that the cost of a return air ticket to Mauritius is exceedingly high because turbo-props are used sub-optimally on the route, given unavoidable payload restrictions. These suggest that an additional ATR-72 would be required to increase seat capacity. However, since Air Mauritius has made it clear it would not invest in an additional turbo-prop (being too costly to operate on the Rodrigues route), a bigger airliner – such as the Airbus A319 – could be warranted. This would imply an extension of the runway as recommended in a recent report by Aeroport de Paris. It is recommended therefore to study fully, in the shortest possible


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delay, the economics of a new runway, the ideal timeframe for its implementation, and the best financing method to be leveraged;

7 It is recommended that the concept of Public-Private Partnerships/Private Finance Initiative (PPP/PFI) be explored fully to achieve improved value for money. A Transaction Adviser could be appointed to conduct a proper feasibility study and to advise the RRA throughout the entire procurement process;

8 An alternative to the construction of a new runway (if, for instance, funding remains a critical issue), is to operate the airport on a 24-hour basis as from December 2011 but only during the hectic months of December, August, November and possibly January (in order of priority). During these months, Air Mauritius is willing to fly more than six times to Rodrigues. It was pointed out that the ATR-72 did fly 9 times to Rodrigues recently (after a cyclone). Scheduling flights over a 24-hour period would reduce the pressures on Air Mauritius as well on staff of the Sir Gaetan Duval Airport. Feedback obtained from Airport of Rodrigues (ARL), however, suggests that it would be advisable to ensure a continuous service in the 6 hours gap between two flights in order to have an optimal utilisation of resources (especially at the level of ARL) to the benefit of all stakeholders. This point needs to be discussed further with Air Mauritius;

9 It should also be acknowledged that, if Rodrigues manages to successfully develop its tourism industry (in line with the strategies proposed in this report), new airline companies could be tempted to service the route. The new airline could thus fill in the demand-supply gap and also relieve pressures from Air Mauritius;

10 Yet another alternative is for Air Mauritius to consider the idea of replacing one or both of its ATR-72 by the Airbus A318, which is a member of the A320 family but with attractive features that could be of interest to Rodrigues (subject to confirmation by Airbus). The A318 has attractive features that suite the Rodriguan context and might not require huge investments at Plaine Corail airport. It is possible that only a slight extension of the runway would be needed as well as a resurfacing/strengthening of the current runway. Maximum seat capacity ranges between 107 to 129 (in a two-class layout) and operating costs appear attractive (USD3,000 for a 926km flight);

11 For sustainability reasons, the long-term strategy would need to favour high spend tourists and not necessarily an exponential increase in tourist arrivals. This requires focusing on tourism yield, not on number of arrivals. In New Zealand, for instance, it has been found that a 1% increase in tourism yield is equivalent to an increase of 12% in visitor arrivals. In any case, in the long run, with an assumed 8% average annual growth rate of tourist arrivals, by 2020 Rodrigues would start facing intense environmental pressures. A huge investment in the airport, therefore, requires careful scrutiny based on sustainability considerations as defined in the various sections of this report. It is to be acknowledged though that the relevance of a new runway and airport infrastructures would become necessary in the long-run as Rodrigues seeks to diversify visitor arrivals (as part of its sustainable yield management); reduce dependence on one carrier with only two turbo-props; and form an integral part of regional economic integration;


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12 It is highly likely that, in the long run, for ‘economic sustainability’ considerations, decision-makers would be tempted to allow more than 120,000 tourists in any one year. The environmental impact of such a large number of tourists visiting the island on a regularly basis needs to be studied;

13 With regards to the accommodation sector, additional room capacity would be required to meet the expected growing demand. Depending on the type of development allowed, expected rooms required are categorised as follows: Hotels (between 120 and 150); Boarding Houses (between 50 and 70); and Gites/Tables d’Hotes (between 50 and 65);

14 This would call for developments in the hotel sector (4-6 new hotels comprising each between 30-40 rooms). New Boarding Houses would also be required (4-7 new entities comprising each 10-15 rooms) as well as new Gites/Tables d’Hotes (8-12 new entities comprising each 4-8 rooms).

1.3.4.4 Nurturing the emergence of new sectors

Insights are also provided into sectors that could eventully emerge as promising industries in the medium-term. These comprise:

• Land-based oceanic industry (aquaculture and seaweed industry) in the spirit of the Mauritius Research Council’s “From Green to Blue Revolution”;

• Information and communication technologies, namely New Media & Creative Online Collaboration as well as Tele-medicine;

• Agro-forestry (to be used both as biomass for electricity energy production and as a source of livelihoods);

• The tourism sector is also associated with several niches that could be developed separately. These include Sports Tourism, Medical Tourism and the Meetings, Incentives, Conferences, Events/Exhibitions (MICE) market. The latter could be developed with business partners (such as Air Mauritius, one or more major hotels of Mauritius) but also with Professional Conference Organisers (PCOs); and

• Working in partnership with UNDP’s “Technonet Africa” project to develop small businesses (by adding value to what already exist).

1.3.5 [Steps 14-20] Strengthening the “soft infrastructure” for a thriving Rodriguan

Community

These have to do with Social sustainability considerations and Quality of Life improvement.


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1.3.5.1 Improving health outcomes at all levels [Step 14]

The overarching objective is to adopt an Integrated approach in the delivery of health care, in line with the proposed objective of achieving a sustainable development of the island, so as to inter alia: improve health-related MDGs by 2015 (infant-, under-five, and maternal-mortality rates); deal more effectively with problems of increasing incidence of HIV/AIDS and NCDs; address comprehensively problems linked with a growing old-age population, a high percentage of teenage pregnancy and alcohol abuse which is a national phenomenon.

In order to attain the overarching goal of improved health outcomes, a number of strategies and sub-goals are proposed. Efforts should be geared towards attaining these goals within the prescribed timeframes in order to ensure the sustainability of the system and its contribution to the integrated development of Rodrigues.

The strategies proposed below revolve around the following central themes:

1 Adoption of an Integrated approach in the delivery of health care (combining curative, promotive and preventive medicines);

2 Setting-up of a Health Planning and Monitoring Unit (HPMU);

3 Capacity-Building;

4 Upgrading health infrastructure, including:

• provision of an appropriate system and adequate facilities for geriatric medicine;

• setting-up of a Neonatology unit; and

• ensuring the availability of drugs, reagents, and equipment;

5 Consolidation of IEC programmes through the creation of a Health Education Unit;

6 Improving on the health-related MDGs (maternal-, infant-, and under-five mortality rates);

7 Prevention of propagation of HIV/AIDS and provision of quality care to support to People-living-with-HIV/AIDS (PLWHA);

8 Reduction of the incidence of NCDs;

9 Addressing the problem of a high percentage of Teenage Pregnancy;

10 Definition of a National Alcohol Control Policy; and

11 Introduction of Computerised Health Cards on a pilot basis.


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1.3.5.2 Education for a Sustainable Future [Step 15]

The overarching goal is to:

• make the education system and the curriculum responsive to individual and national needs;

• make training become a part of the ‘lifelong learning process’ through the adoption, amongst others, of the open and distance learning methodology as appropriate;

• provide appropriate and increased infrastructure to constantly meet educational and social needs;

• embrace environmental education for sustainability, which involves developing the kinds of civic values and skills that empower all Rodriguans to be leaders in the transition to the sustainable development of their island; and

• while having already met the MDG education goal of universal primary education, use education as a means to meet the other MDGs (such as environmental sustainability), and to promote gender equity and empower women.

Broadly speaking, this will be done by:

(i) providing an appropriate, culturally socially and economically sensitive education for the school-going population (the population between 3 to 16 years) so as to prepare them for the world of work and the employment opportunities created by economic development; and

(ii) opening up facilities for life-long educational opportunities to the population in general.

Given that ‘Poverty in Mauritius has been associated with levels and type of educational skills available in any given area’,2 improving access to education for all segments of the population will be the surest route to reducing household poverty levels from the estimated 37% of households in 2000 to less than 10% by 2025

Way forward for the Education sector

The following recommendations rest upon the assumption that one Coordinator will be recruited, possibly on a contract basis, to ensure that the blueprint for the implementation of the recommendations is respected:

• A Standing Education and Training Committee should be set up at the level of the Table Ronde de Rodrigues. This Committee will thus be recognised by the RRA and by all stakeholders. It will be made up of Education experts and will become an instrument to measure what constitutes relevant and contextually appropriate Education in terms of the population, social, economic and cultural realities;

2 RRA SIDPR Project Document (June 2005)


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• The Committee should look at and constantly review training and educational needs. It will draw its membership from the Ministry of Education, the Human Resource Centre (Rodrigues) educational practitioners from pre-primary to tertiary levels, members from the Private Sector and representatives of other sectors like Health and Agriculture, but will be chaired by an Education and Development expert. The Standing Education and Training Committee should in consultation with the Ministry of Education based in Mauritius, regularly commission empirical research (and thereby contribute scientifically to the development of education-related information) as well as ad hoc surveys that can inform policy development. This will imply the development of more culturally sensitive policies which will reflect the felt and expressed needs of the population. It will be a flexible arrangement that will meet periodically and will be responsible for the following sustainable educational ventures. The following will therefore be within the mandate of the Standing Education and Training Committee:

• Ensure that education-related developments are demographically sensitive and cost-effective;

• Ascertain the degree of fit between educational opportunities and employment;

• Broaden the available training base so that no individual is left behind;

• Revisit connectivity issues in Rodrigues and increase distance education provision;

• Develop asset-based community development strategies;

• Evolve a language strategy;

• Ascertain the need to change or adapt the existing curriculum and carry out periodical adjustments;

• Develop strategies for sustainable environmental education;

• Engage in using existing intelligence;

• Promote gender equality and empowerment of women, youths, and the vulnerable groups; and

• Empower and enable Rodriguans of all walks of life to fully develop the knowledge, skills, values, and perspectives, necessary to participate in the decision-making process to improve quality of life in general on terms which are most relevant to their daily lives.

1.3.5.3 Way forward for Gender [Step 16]

• Adoption of policies for ‘gender mainstreaming’;


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• The latter implies, as defined by UNDP in 1997, ‘a strategy for making women’s as well as men’s concerns and experiences an integral dimension of the design, implementation, monitoring and evaluation of the policies and programmes in all political, economic and societal spheres so that women and men benefit equally and inequality is not perpetuated’. Doing so would imply making significant progress towards ensuring that equality between men and women is fair and right;

• Increasing economic participation and likelihood that women find decent and productive jobs so as to increase their economic autonomy;

• Deliberate promotion of women empowerment so as to enable them to:

• move up the employment ladder, namely by moving away from the ‘unpaid contributing family members’ and ‘low-income own-account workers’ to wage and salaried employment. One of the proposed strategies is to fight the “discouraged workers” phenomenon by eliminating discrimination as well as structural, social and cultural barriers;

• develop and enhance their skills and to be re-skilled;

• develop and make use of their creativity and artistic expression by being actively involved in cultural and sports activities.

1.3.5.4 Strategy for Safety Nets and Social Ills [Step 17]

• Ensure efficiency of social aid

• The focus is to move from expansion and increasing financial input to this sector to increasing efficiency and output from the investment being made in the social sectors. Be it education, health or social welfare, mechanisms for target setting, monitoring and evaluation of projects/programmes have to be set up so that all expenditure is fully accounted for and the targets are met.

• Creation of a Media unit and sensitisation programmes

• The setting up of a Media Unit to coordinate all IEC and promotion activities is a prerequisite for bringing about a change in the mindset of the population. The Church and other religious organisations should form an integral part of the system to help sensitise the population that some lifestyle changes are critical for reducing some of the social ills threatening Rodrigues;

• A highly dynamic Health Education Unit working closely with the Family Planning section of the Department of Health, all social partners and NGOs like the Mauritius Family Welfare and Planning Association and the Action Familiale is required.

• Emphasis on Employment as an antidote to societal problems and poverty


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• The majority of the cases of poverty can be viewed as cases of breakdown of the economic system to provide gainful employment; thus poverty can be reduced by pinpointing the economic obstacles to employment creation, employment accessibility or being qualified or trained for employment and taking remedial action;

• The rest of the cases of poverty are due to old age, disability or personality aberrations. These are cases where outright grants and support can be justified. These numbers especially that of disability and personality aberrations could be kept to the minimum as programmes are put to increase employability of people having disability or personality problems, over a period of time;

• Targets for social security benefits should be set and the numbers carefully followed up with the focus being on not allowing situations to arise which can lead to a case of poverty. In short, prevention rather than providing financial support after the person becomes unfit for work should be the strategy;

• Cases of teenage pregnancy, for example, could have been prevented, kept to the minimum or not allowed to increase if the girls and boys/men were properly informed or motivated to take the necessary precautions;

• It is understandably more difficult to put targets for the social security sectors but with the improvements in living conditions and more job opportunities is expected to bring down the number of cases requiring direct assistance from the State.

1.3.5.5 Strategy for Cultural Development [Step 18]

All individuals should be given every opportunity to read and understand their historical development. They should also be given the opportunity to develop their innate talent as musicians, writers or dancers.

Infrastrucutral Developments required:

• Completion and operationalisation of the Cultural & Leisure Centre at Mont Plaisir. It is suggested that the Centre comprises:

• A “Conservatoire de Musique” (to be developed in partnership with institutions from Mauritius and/or Reunion Island);

• A national “Gallerie d’Art de Rodrigues” as well as two or three private galleries;

• A theatre for the performing arts and a large meeting venue facility;

• A museum on the national and cultural heritage;

• A central contact point for organisations offering cultural outreach programmes;


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• A state-of-the-art Conference Centre;

• Dedicated space for visual artist’s groups meeting and working needs;

• Studio spaces for individual artists; and

• An Archive Unit (the first of its kind in Rodrigues).

• Equipping existing libraries and pedagogical institutions with modern tools, pedagogical materials, and equipment, including access to ICT.

Promotion of the cultural heritage and cultural development:

The Cultural & Leisure Centre of Mont Plaisir is expected to be the focal point for cultural development in Rodrigues, which will include:

• Organisation of Cultural and linguistic festivals and events (such as Cultural Festival Weeks);

• Arts Awards for Young People - national scheme of accreditation, using peer education and facilitating leadership. This could also take the form of an annual Youth Arts Project;

• Improve access to and awareness of culture facilities via organisation and mediatisation of cultural events;

• Free admission to museums and galleries for children;

• Creation of an on-going program of technical assistance for local cultural organisations;

• Increased programming for teens and adults;

• Provision of culturally-balanced programs throughout the year;

• Development of arts/science/history interdisciplinary programs;

• Development of partnerships with regional and international libraries;

• Assessing the need for local children’s learning centers and developing partnerships to support their creation;

• Exploring partnerships with science and history organisations (internationally);

• Stimulating increased group marketing and tours to cultural programs;

• Production of a leaflet and promotion of the use of Public Art in regeneration;


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• Developing a website documenting and promoting cultural activities; and

• Developing a system of support for on-going regional festivals.

1.3.5.6 Strategy for the promotion of sports [Step 19]

The vision is to create an appropriate environment where every Rodriguan has the chance to practice the sport of his choice and to the level of proficiency that he is capable of. Practicing sports activities regularly will also provide health benefits and contribute to reduce non-communicable diseases in Rodrigues.

Sport is crucial for the healthy development of the youth as well as older population. It also creates a spirit of competitiveness which is essential for the development of the island. Taking part in team games teaches the players to work together for a common goal.

The goals set for the sector are:

• Deliberate expression of commitment on the part of the RRA to formulate appropriate policies;

• Upgrading of existing facilities, in schools and at community level;

• Investment in new infrastructures, including:

• a state-of-the art Sports Centre to be located within the compound of a brand new stadium that will act as a catalyst for sports development in Rodrigues. The stadium could also have a cultural orientation to be used as “un Espace Musicale en Plein Air” which could welcome events such as open-air concerts;

• erection of a new football pitch at the stadium;

• construction of a modern and fully-equipped gymnasium at Marechal in the vicinity of the swimming pool;

• Training and creation of a pool of trainers to work with the Rodriguan sportsmen;

• Development of Sports Tourism as a distinct discipline, to be financed almost exclusively by international firms. Organisation of regular regional/international sporting events need to be included, such as:

• a “Tour de Rodrigues Cycliste” that will attract cyclists from various places of the world, especially those who affectionate mountains and rocky tracks;

• an annual Kite-Surf championship; and

• a big-game fishing competition of international standing;


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In Malta, for instance, sports tourism attracts nearly 100,000 visitors annually, 60% of which come for diving only. The development of sports tourism will also ensure that sports (mostly through sports tourism) eventually becomes a net contributor to government coffers as opposed to a burden;

• Development of long-term relationships with regional and international sports associations;

• Maximise community involvement in the organisation of events through volunteering and increased use of sports facilities;

• Increase the availability of free or low cost meeting spaces;

• Setting-up of a system to identify talents and to establish programmes to develop the talents; and above all,

• Establishment of long-terms plans for the development of sports disciplines. These include:

• Development of a Volunteer Programme for Sports Development (mainly to ensure the sustainable legacies of not only the participation of Rodriguan athletes in international games but also of games/events organised in Rodrigues.

1.3.5.7 Widening Employment Opportunities and Empowering the Vulnerable Groups [Step

20]

• Projections are made in this report on the synergistic benefits that are expected to be generated by launching the ‘Rodrigues-on-Business Initiative for Sustainable Development’ (ROBI). The sectoral development plans need to be implemented in toto and certainly not in a piecemeal fashion. The deliberate commitment of the RRA and civil society to rally behind one common vision will have the effects of galvanising the energies of the Rodriguans of all walks of life and widen their circles of opportunities;

• Employment creation should not be the only preoccupation in the medium term. It is crucial to enable people to move up the ladder and to increase the likelihood of women to be employed. These are possible given relatively higher labour force participation rates;

• Better statistics collection remains a critical issue so as to obtain accurate labour force and labour force participation rates. These in turn will help in the decision-making process;

• The rise in female labour force participation will be a key step toward gender equality both at home and in the workplace. However, closing the labour force gap should only be interpreted as only part of the story: Women should be better represented in higher-paying positions, especially in fields such as natural and physical sciences, mathematics, and engineering. Science and engineering could potentially become an important engine for higher earnings, innovation, and economic growth. Closing the gender gap in this field is one way to ensure a strong and competitive Rodriguan economy.


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1.3.6 Exhibit 2.2 - Summary of recommendations: 20 steps/programmes* towards sustainable, integrated development

S.N. Step* (Main areas of intervention proposed in the

SIDPR)

Sub-programme

Step 1 – Launching of SIDPR

1 Institutionalise sustainable development, endorse and launch the SIDPR (to rally population and private sector behind the new initiative)

1.1 Vision articulation, SIDPR endorsement and adoption of an Island of Rodrigues Sustainability Charter

1.2 Launching of SIDPR, all “initiatives” and organisation of Donors’ Forum in Rodrigues

Steps 2 – 6 – Get the basics right (IDP, institutional strengthening, statistical capacity building, civil society empowerment)

2 Set up a permanent « Table Ronde de Rodrigues pour un Développement Durable et Integré » (TRR)

2.1 Setting up and operationalistion of TRR

2.2 Establishing mechanisms for SIDPR and strengthening of institutional framework

3 Formally adopt IDP and sound governance principles 3.1 Operationalisation of EPMU (as custodian of IDP)

3.2 Governance mainstreaming and efficiency of public service delivery

4 Statistical capacity building and geodatabase development as support to strategic planning

4.1 National strategy for the development of statistics

4.2 IRGIS

5 Empowerment of civil society 5.1 Same

6 Enhance conditions for Private Sector Development (PSD) – Promotion of economic sustainability

6.1 Launching of the Rodrigues-on-Business Initiative (ROBI) – See Programme 1 (SIDPR launching)

6.2 Setting up of the Label de Rodrigues quality norm/certification


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S.N. Step* (Main areas of intervention proposed in the SIDPR)

Sub-programme

6.3 Enhancing conditions for PSD

6.4 Development of competitive partnerships

Steps 7 – 10: Environmental Sustainability: Integrate environment in key sectors and in policy-making

7 Environmental sustainability as an integral part of development

7.1 Environmental policy and management

7.2 Land resources, terrestrial and forest biodiversity

7.3 Coastal resources and marine resources management

7.4 Solid waste management

7.5 Air quality and noise

8 Integrated Water Resource Management 8.1 Integrated Water Resource Management and Development

8.2 Rehabilitation, rationalisation, and investment in the water resources distribution system

8.3 Strengthening of the institutional, regulatory and organisational framework

8.4 Capacity-building and knowledge management

9 Information Resources – GIS 9.1 Spatial entity for selected data themes

9.2 Geodatabase as a corporate asset


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Sub-programme

9.3 Building of critical information for strategic planning

9.4 Knowledge build-up and dissemination to the community

10 Energy security and self-sufficiency 10.1 Policy and management

10.2 Security of energy supply

10.3 Wind energy

10. 4 Forestry/biomass

10.5 Solar energy penetration

10.6 Development of partnerships with regional islands and friendly countries

Steps 11 – 13: Sectoral development plans to ensure economic sustainability

11 Sustainable, integrated Agriculture (to be finalised by UNDP)

11.1 Policy, strategic planning and executive management

11.2 Crop development and production

11.3 Livestock development and potential

12 Fisheries & Aquaculture 12.1 Resource evaluation

12.2 Fisheries management


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Sub-programme

12.3 Institutional strengthening

12.4 Infrastructure

12.5 Processing

12.6 Aquaculture

12.7 Conservation of the marine environment

12.8 Redeployment of fishers

13 Promotion of sustainable Tourism 13.1 Achieve strategic alignment of tourism policy, investment and sustainable development

13.2 Improve visitor authentic experience through sustainable destination management

13.3 Improve targeted marketing though the use of a powerful brand;

13.4 Develop capacity, capability and professionalism of the sector

13.5 Develop and maintain competitive partnerships between stakeholders

Diversifying the economic base Nurturing the emergence of emerging sectors – See Programme 6

Steps 14 – 20: Social Sustainability

14 Improve health outcomes at all levels 14.1 Integrated in the delivery of health care (adoption of integrated medicine)


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Sub-programme

14.2 Capacity-building and recruitment

14.3 Upgrading of health infrastructure

14.4 IEC programmes and Health Education Unit creation

14.5 Statistics

14.6 Prevention of propagation of HIV-AIDS

14.7 Reduction of incidence of NCDs

14.8 Reduction in teenage pregnancy

14.9 Combatting alcohol over-indulgence throughout the island

14.10 Introduction of Computerised Health Cards on a pilot basis

15 Education for a sustainable future 15.1 Policy and management

15.2 Pre-primary education

15.3 Primary education

15.4 Teacher, Adult education

15.5 Women empowerment

15.6 Open & distance learning education


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Sub-programme

15.7 ICT penetration

15.8 Infrastructural requirements

16 Gender, Poverty-reduction, Empowerment, Efficiency of Social Aid

16.1 Gender mainstreaming

16.2 Social upliftment

16.3 Reform of social aid and safety nets

17 Cultural development 17.1 Completion and operationalisation of the Cultural & Leisure Centre at Mon Plaisir and other infrastructural developments

17.2 Promotion of the cultural heritage and cultural development

18 Sports promotion and development 18.1 Upgrading of existing facilities in schools and at community level

18.2 Investment in new infrastructures (new state-of-the-art Sports Centre, new football pitch, new gymnasium)

18.3 Capacity-building (training and creation of a pool of trainers etc.) and development of partnerships

18.4 Development of Sports Tourism and organisation of regular regional/international sporting events (see also Tourism)

19 Widening employment opportunities and empowerment of vulnerable groups

(Embodied in virtually all the above programmes)

* The ‘steps’ are not meant to be implemented one after the other but rather concurrently as far as possible.


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1.4 What does it entail? Implications of the SIDPR

The cost elements would be included in the SIDPR once stakeholders would have vetted the various strategies proposed. It is estimated that between Rs3 billion to Rs6 billion would be required to implement the various initiatives, programmes and projects over the next eight years. These would also depend on the policy trade-offs to be adopted and the prioritisation of projects over the years. In any case, bold efforts would have to be made for resource mobilisation for implementation of the SIDPR, as elaborated further below.

1.4.1 Resource mobilisation

In the “Draft Country Programme for the Republic of Mauritius (2005-2007) released by the ‘Executive Board of the UNDP and of the UN Population Fund’ (dated 6 July 2004), mention was made that “UNDP will seek alliances with several development actors and donors with a view to combining resources and generating maximum development impact. Thus, […] UNDP intends to enter in a partnership with:

(a) The United Nations system. […] These organisations, together with UNDP, would contribute to the formulation and implementation of the SIDPR.

(b) The World Bank. The focus would be on financial and technical assistance […] but also support to the implementation of the SIDPR. […]

[…] (g) The private sector. […] Strategic alliances will be forged with the Government […] for the implementation of the SIDPR in Rodrigues Island.”

In 2007, the UNDP website also made mention that “Rodrigues Regional Assembly and the Commissioners have been in function for only five years. One of the most important instruments to complete this transition process is the formulation of a Sustainable Integrated Development Plan (SIDPR) by the RRA with the assistance of UNDP. The SIDPR is a project which uses the MDGs as the basis for the formulation of the island’s long term sustainable development plan. Initiated in 2004 but slowed down considerably by a series of delays, the plan is now nearing finalisation. The SIDPR will be a showcase for the relevance of MDGs at sub-national level.”

1.4.1.1 UNDP Project Document

Reference is also made explicitly in the Project Document to “embedding of the SIDPR in the planning and budgeting process of the Rodrigues Regional Assembly. The real taste of the SIDPR will be in its implementation. Unless there is commitment to make it work, partly demonstrated through a local budget allocation that also provides the bait for external funding, however cleverly formulated, runs the risk of gathering dust on the shelf. A joint-resource mobilisation effort by the RRA and UNDP will be a feature of this aspect of the project strategy.”


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It is therefore recommended that a Donors’ Forum be organised in Rodrigues during the launching week of the SIDPR in collaboration with UNDP. The objective will be to seek broad support and assistance in the implementation of the SIDPR once it would be finalised.

1.4.2 Infrastructural developments

The new vision set for Rodrigues implies a number of developments at the infrastructure level. The required developments, or rather needs of the Island for its sustainable development, are analysed at three levels:

• Policy (or institutional level) level;

• Community level; and

• Individual level.

Efforts are required at all three levels to ensure synergistic benefits in the medium- to longer-terms. This implies that the RRA needs not be responsible for all capital expenditures. The traditional way of mobilising funds from the annual capital budget is also outdated. More sophisticated instruments could be leveraged by the RRA to implement huge infrastructural projects.

In the case of desalination, for instance, the trend worldwide, especially in small islands, is to opt for the Build-Own-Operate (BOO) system whereby the private contractor is fully responsible for the plant, its maintenance and water production. The Rodrigues Water Company Ltd could thus only pay water bought from the contractor.

Public-Private Partnerships also represent attractive means of implementing large projects. Whether the RRA opts for massive developments at the airport, port or other infrastructural projects, all forms of financing need to be considered in order to release pressures from the RRA budget.

A number of projects have been identified under each chapter. These are summed up under each respective heading.

1.5 Potential Benefits: What happens as these get implemented?

Apart from the fact that great strides would have been made towards attaining the 2015 targets and indicators, major benefits are expected to accrue at the level of each sector as well. The SIDPR has been formulated in such a way that separate overarching goals have been set for each sector and sub-sector, with their own sets of strategies.

It is also expected that out-migration will be stabilisd or even reversed as Rodriguans find new and unprecedented opportunities being open to them. The Diaspora also would be encouraged to come back to support the development of their island.


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A list of sixty (60) indicators and targets has been established and will need to be monitored by the EPMU (see Table 4.1 below). The indicators include the MDG and RRA goals but also some additional complementary ones as depicted in the table below. For the Water sector, for instance, measuring only the ‘Proportion of the population with access to water’ in Rodrigues is not very revealing. Complementary indicators such as the ‘Weighted average duration of scheduled water supply (hours/day)’ and ‘Distance from house to water source for those who are not connected’ would provide additional, more meaningful inputs to policy-makers as they endeavour to maintain Rodrigues on the path of sustainable development.

Table 4.1 – 60 Indicators embodying the Long-term Vision of the SIDPR

[please see next page]


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Target Description of MDG Target MDG Indicator

MDG Indicators/Complementary Indicator Current Status Target 2015

Goal 1. Alleviate extreme poverty and hunger

1 Reduce by half the proportion of people living in poverty by 2015

1 Proportion of Population below the Relative Poverty Line of CSO (%)

Households below the half median households consumption expenditure

Rs. 2,804 per month in 2001/02

2001/02: 17.3 % of households

8%

2 Share of poorest quintile in national consumption (%) No Indicator available 8%

[Complementary Target] Stimulate Community Development

Local entrepreneurship N.A. 500 new SMEs registered

[Complementary Target] Provide Employment and Living Wages

Proportion of women in formal employment

Proportion of those in employment with paid income

50%

60%

2 Halve, by 2015, the proportion of people who suffer from hunger

4 Prevalence of underweight children under five years of age (% of children under 5)

Year 1995: Malnutrition 9.6%; Stunting 10.2%; Wasting 9%

5%

5%

5%

[Complementary Target] Double local agricultural production by 2015

Local Agricultural Production 1,892 tons in 2005 3,600 metric tons

5 Proportion of the population below minimum level of dietary energy consumption

No indicator available Less than 0.1%


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Goal 2. Achieve universal primary and secondary education

3 Ensure that, by 2015, all children everywhere, boys and girls alike, will be able to complete a full course of primary schooling

6 Net enrolment ratio in primary education

Year 2000: 91%

Year 2002: 91%

100%

7 Proportion of pupils starting grade 1 who reach grade 5 (%)

Certificate of Primary Education (CPE) pass rate

Year 2006: 55% 99%

70%

8 Literacy rate of 15-24 year-olds (%) Year 2000: 82.2% 99%

[Complementary Target]

Secondary education

Proportion of students entering form I ending at HSC level No indicator available 65%

Goal 3. Promote gender equality and empower women

4 Maintain gender equality in primary and secondary education at all levels by 2015

9 Ratio of girls to boys in primary, secondary, and tertiary Education (Number of girls to boys)

Year 2002: Primary (104);

Secondary (112);

Tertiary (N/a)

100 or above

100 or above

60% or above

10 Ratio of literate women to men 15-24 years old (Number of literate women per 100 literate men)

Year 2000: 102 %

Year 2002: No indicator available

100% or above

11 Share of women in wage employment in the non-agricultural sector (%)

Year 2000: 27.8%

Year 2002: 27.8%

50%


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12 Proportion of seats held by women in RRA (%) Year 2002: 22% 50%

[Complementary Target] Women’s perception about level of privacy provided by access to sanitation (% satisfied)

No indicator available 85%

Goal 4. Reduce child mortality and improve children’s health

5 Reduce by half by 2015, the under five mortality rate (per 1000 births)

13 Under 5 Mortality Rate (U5MR- per 1,000 live births) This has been falling and reached 24.8 in 2000 and 24.3 in 2004

12

14 Infant Mortality Rate (IMR- per 1,000 live births) This has been falling and reached 12 in 2005

8

[Complementary Target] Under 5 Diarrhea rate < 1%

Goal 5. Improve maternal health

6 Maintain the target between 0 and 1 16 Maternal mortality rate (per 100,000 live births) 2.4 in 2002

Nil in 2004

Between 0 and 1

17 Proportion of births attended by skilled health personnel (%) Year 2000: 97.3% All

Goal 6. Combat HIV/AIDs, malaria and other diseases

7 Have halted by 2015 and begun to reverse the spread of HIV/AIDS

18 HIV prevalence among pregnant women aged 15-24 1 case in 2002

7 cases detected

0.2% (1-2 cases per year)

19 Condom use rate of the contraceptive prevalence rate It was 76.1 in 2002 15%

19a Condom use at last high risk sex It was 3.1 in 2002


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19b Percentage population aged 15-24 years with comprehensive correct knowledge of HIV/AIDS

No indicator available

19c Contraceptive prevalence rate (% of currently married women aged 15-49 years)

No indicator available 82%

20 Ratio of school attendance of orphans to school attendance of non-orphans aged 10-14 years

Nil in 2006 and 1 in 2007. YTD

21 Prevalence and death rates associated with malaria No case Nil

22 Prevalence of malaria Rodrigues a malaria free area Nil

23 Prevalence and death rates associated with tuberculosis No indicator available. Nil

24 Proportion of tuberculosis cases detected and cured under Directly-Observed Treatment Short (DOTS) courses

Not available. One case in 2000 Nil

Goal 7. Ensure environmental sustainability

9 Integrate the principles of sustainable development into the policies of RRA and programmes; reverse loss of environmental resources

25 Proportion of land area (excluding waters) covered by forest (%) Year 2003: 34%;

Year 2006: 35.1%

40%

26 Ratio of area protected (both terrestial and marine) to maintain biological diversity to surface area

Year 2003: 3,408 hectares 5,000 ha

27 Energy use (apparent consumption; kg oil equivalent) per $1 GDP (PPP)

No indicator available

28 Carbon dioxide emissions (per capita) and Consumption of ozone-depleting CFCs (ODP tons)

No indicator available Mauritius 2.2 (2000)


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29 Proportion of population using solid fuels (%) No indicator available

Goal 7 (Continued) Sustain the quantity of access to water supply and sanitation

10 Reduce by half the proportion of people without sustainable access to safe drinking water

30 Proportion of the population with sustainable access to and improved water source (%)

Year 2003: Inside Housing (36.6%);

Outside Premises (49.4%);

Public fountain (4.1%)

90%

10%

< 1%

31 Proportion of the population with access to improved sanitation (%)

Year 2003: Flush toilet (30.3%);

Pit Latrine (66.8%); Other (2.9%).

75%

25%

< 1%

[Complementary Target] Achieve continuous water supply to all connected households

Weighted average duration of scheduled water supply (hours/day)

Often once a week

5 times once every fortnight

4 hours

[Complementary Target] Distance from house to water source for those who are not connected

No indicator available Insignificant

Improve water quality % of water samples meeting WHO standards No indicator available 100% in normal times

[Complementary Target] Proportion of Households boiling water before consumption No indicator available < 8%

[Complementary Target] Number of connected households whose share of water

Proportion of population who pay for water and sanitation services


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bill in Household average expenditure exceeds 3% divided by the total number of connected households

more than 3% of total disposable income No indicator available 8%

Other Indicators

45 Unemployment rate of 15-24 year olds, each sex and total (% of total labour force aged 15-24)

Year 2002: Total 3,009; male 1,538; female 1,471

5%

Increase penetration of ICT in Households and businesses

47 Telephone lines and cellular subscribers per 100 population

Mauritius 2006: Telephone: 28.4 Mobile: 61.5

Year 2002: 13.3 Telephone: 25

Mobile: 75

48 Personal computers in use per 100 population and Internet users per 100 population

Mauritius 2006

Internet: 10.9%

Computer: 24.2% households

Personal computers: N/a

Internet subscribers Year 2003 : 346

Internet: 33%

Computer households: 66%


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1.6 The way forward: Kick-starting sustainable development initiatives in 2009

• Sometime in the last quarter of 2009, the RRA and the Rodriguan community at large officially embark on a sustainable, integrated development path in such a bold way that it would qualify as a nominee for the Nobel Prize for Sustainable Development3, should the Nobel Foundation finally accept to award such a prize in future;

• A massive awareness campaign is launched during that period to vulgarise the concept and its implications in all nooks and crannies of Rodrigues. This initiative coincides with the official launching of the SIDPR, which sets the long-term vision behind which all Rodriguans will rally, including the Diaspora. The campaign is extended to neighbouring islands, the SADC and COMESA countries as part of a wider move to integrate the regional and international economy;

• Key to achievement of the vision is the creation of a ‘Table Ronde de Rodrigues pour un Développement Durable et Intégré’ (under the Chairmanship of the Commissioner for Environment) and the adoption of IDP. The responsibility for the IDP will be vested in the EPMU;

• Civil Society is called upon to participate fully in the decision-making process through participation in the Table Ronde but also via the four Working Groups (to be called Thematic Working Groups);

• The whole system is viewed as a ‘Superstructure’ comprising 4 building blocks, which are lubricated by an efficient public service and good governance principles.

See also Annex A of the Short-Term Action Plan and Chapter 5 of this report

3 According to the “International Initiative for a Nobel Prize for Sustainability,” the call for such an award is already supported by one million citizens and numerous organizations, including the World Union for Conservation of Nature (IUCN), World Wildlife Fund (WWF), and the Earth Charter Initiative.

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