New Partnership for Food and Agriculture Organization Africa’s Development (NEPAD) of the United Nations Comprehensive Africa Agriculture Investment Centre Division Development Programme (CAADP)

GOVERNMENT OF THE REPUBLIC OF

SUPPORT TO NEPAD–CAADP IMPLEMENTATION

TCP/MAR/2904 (I) (NEPAD Ref. 05/16 E)

Volume V of VII

BANKABLE INVESTMENT PROJECT PROFILE

Community Development and Poverty Alleviation Project

February 2005

MAURITIUS: Support to NEPAD–CAADP Implementation

Volume I: National Medium–Term Investment Programme (NMTIP)

Bankable Investment Project Profiles (BIPPs) Volume II: Agricultural Diversification (Integrated Processing and Marketing) Volume III: Mauritius Agricultural Information System (MAIS) Volume IV: Sustainable Land and Water Management Volume V: Community Development and Poverty Alleviation Project Volume VI: Mauritius Agricultural Biotechnology Institute (MABI) Volume VII: Strengthening the Agro–Processing Capacity of

NEPAD–CAADP BANKABLE INVESTMENT PROJECT PROFILE

Country: Mauritius

Sector of Activities: Poverty alleviation and community development

Proposed Project Name: Community Development and Poverty Alleviation Project

Project Location: Mauritius

Duration of Project: Between 1–4 years, depending on project component

Estimated Cost: Rs4,537,000

Suggested Financing:

Source US1 Rs % of total

Government 150,407 4,437,000 98 Financing institution(s)

Private sector – – –

Beneficiaries – – –

Others (CODEPA) 3,390 100,000 2

Total 153,797 4,537,000 100

1 Exchange rate: Currency: Mauritius Rupee (Rs) US$1 =Rs29.5 Rs1 = US$0.0339

MAURITIUS:

NEPAD–CAADP Bankable Investment Project Profile

“Community Development and Poverty Alleviation Project”

Table of Contents

Abbreviations...... iii

I. PROJECT BACKGROUND...... 1 A. Programme Origin and Summary Description...... 1 B. General Information...... 2

II. PROJECT AREA...... 4

III. PROGRAMME RATIONALE...... 5

IV. OBJECTIVES ...... 7

V. PROJECT DESCRIPTION ...... 8 Component 1: Community Services Management Training Programme ...... 8 Component 2: Small–scale Income Generating Activities for the Vulnerable Groups ...... 9

VI. INDICATIVE COSTS...... 10

VII. PROPOSED SOURCES OF FUNDING...... 11

VIII. PROGRAMME BENEFITS ...... 11

IX. PROGRAMME IMPLEMENTATION ARRANGEMENTS...... 13 Component 1: Community Services Management Training Programme ...... 13 Component 2: Small–scale Income Generating Activities for the Vulnerable Groups ...... 15

X. TECHNICAL ASSISTANCE REQUIREMENTS ...... 16

XI. POSSIBLE RISKS...... 17 Component 1: Community Services Management Training Programme ...... 17 Component 2: Small–scale Income Generating Activities for the Vulnerable Groups ...... 17

Appendix 1: Details of Modules ...... 19

Appendix 2: ECommu Guide...... 23

Appendix 3: Past and Ongoing Projects of CODEPA...... 25

Appendix 4: Profiles of Proposed Trainers...... 27

NEPAD – Comprehensive Africa Agriculture Development Programme Mauritius: Investment Project Profile “Community Development and Poverty Alleviation Project”

Abbreviations

ABT Action based training ADB African Development Bank ANDE Anou Diboute Ensam AREU Agricultural Research and Extension Unit AYC Agricultural Youth Club BIPP Bankable Investment Project Profile BMU Block Management Unit CAADP Comprehensive Africa Agriculture Development Programme CBO Community–based Organization CODEPA Community Development Programme Agency EU European Union FAO Food and Agriculture Organization of the United Nations FSC Farmers Service Corporation GEF Global Environment Facility IFAD International Fund for Agricultural Development LAMU Land Area Management Unit MACOSS Mauritius Council of Social Services MAFTNR Ministry of Agriculture, Food Technology and Natural Resources MQA Mauritius Qualifications Authority MRC Mauritius Research Council NEPAD New Partnership for Africa’s Development NFYFC National Federation of Young Farmers Clubs NGO Non–governmental Organization NMTIP National Medium–Term Investment Programme PMER Participatory Monitoring, Evaluation and Reporting RDP Rural Diversification Programme SCDD Sustainable Community Driven Development SGP Small Grants Programme SIDS Small Island Developing States TFSIVG Trust Fund for the Social Integration of the Vulnerable Groups UNDP United Nations Development Programme UNISA University of South Africa VCDA Vacoas Community Development Association

iii

NEPAD – Comprehensive Africa Agriculture Development Programme Mauritius: Investment Project Profile “Community Development and Poverty Alleviation Project”

I. PROJECT BACKGROUND

A. Programme Origin and Summary Description

I.1. The proposed project is in line with the priorities of the country for the alleviation of poverty and vulnerability by addressing the capacity building needs of community leaders/workers and promoting self–sustainable income generating activities in the community.

I.2. The project comprises two parts, namely:

• A core component concentrating on training of community leaders of NGOs and CBOs; and

• A second component, consisting of two specific on–the–ground investment proposals. These two small projects could well act as pilot tests following the training programme. Other small projects could follow suit at a later stage in vulnerable regions using the same concept.

I.3. Component 1: Community Services Management Training Programme. The Community Development Programme Agency (CODEPA) is proposing the development of a Community Services Management Training Programme for 100 Community Leaders of NGOs/CBOs. The project follows from the findings of a pilot training project which revealed a crucial lack of appropriate capacity building programmes for community leaders. Participatory community based poverty alleviation programmes in Mauritius have generally suffered from “weak institutional capacities at both public and private levels to plan, implement and manage community based developmental activities” (IFAD RDP Appraisal Report on Community Development Programme in Mauritius and Rodrigues). This explains the high proportion of micro credit schemes which have failed to achieve their set objectives, where repayment is an issue — as revealed by the poverty alleviation programme financed by the EU, Anou Diboute Ensam (ANDE) that aims at providing micro–finance and micro–credit to operators. This project proposes to remedy the lack of capacity in utilizing and managing efficiently financial resources, provided for under micro credit schemes or others, by dispensing comprehensive training to community leaders, who would then transfer the capacity to the members of their respective organizations, with courses ranging from ‘general organizational skills’ to ‘sustainable community development’ and ‘poverty alleviation and networking’.

I.4. Component 2: Small–scale Income Generating Activities for the Vulnerable Groups. The National Federation of Young Farmers Clubs (NFYFC) has proposed the setting up of small income generating projects to alleviate poverty in the rural areas of Mauritius. The vulnerable groups will be given the incentives to start up kitchen gardens or to rear chicken for eggs production, as a sustainable income generating activity. Poverty alleviation programmes have long evolved from providing direct aid to the deprived groups into building sustainable income–generating capacity within the vulnerable groups. The success of the income generating activities will however depend on the capacity of the vulnerable groups to effectively implement and manage their projects, hence addressed in the first component of the project.

I.5. The proposed project falls within the framework of the Comprehensive Africa Agriculture Development Programme (CAADP) in reducing vulnerability and addresses the issue of poverty by providing training to the community leaders who are working with the vulnerable groups, who have difficulty in accessing formal channels of training. This capacity building project will be complemented with specific on the ground investments targeting poverty alleviation, namely the income generating activities of poultry keeping and kitchen gardening. Poverty alleviation is a top

1 NEPAD – Comprehensive Africa Agriculture Development Programme Mauritius: Investment Project Profile “Community Development and Poverty Alleviation Project”

priority for the which has renewed its commitment by providing for Rs 75 million in the financial budget 2004–2005 for the Trust Fund for the Social Integration of the Vulnerable Groups (TFSIVG). The latter was set up in 1999 and aims at financing community development projects, micro credit schemes and loans to needy students to the tune of Rs500 m. The government has estimated that around 25,000 have benefited from poverty alleviation programmes and that the number of beneficiaries would double by 2005.

B. General Information

I.6. Poverty in Mauritius. There is no official definition of poverty for Mauritius and Rodrigues and in response to this, a study is currently being conducted by the African Development Bank (ADB) to define a poverty baseline. However, there have been several attempts to quantify poverty in Mauritius: A. Duncan and P. Valenti had defined an absolute poverty threshold of Rs2,250 per equivalent adult per month in 1996 Mauritian Rupees. The UNDP Common Country Assessment 2003 estimated a relative poverty index using the proportion of households below 50 percent of median per capita income. Using this index, the Central Statistical Office estimated that 9 percent of the Mauritian population were estimated to fall below this poverty threshold. Poverty in Mauritius is predominantly related to social exclusion rather than abject poverty. Most of the poor have access to basic social services. According to World Bank estimates, the “depth” of poverty in Mauritius is relatively low. The transfer of a mere 0.9 percent of GDP would suffice to lift every adult out of poverty. In the words of the ADB, “poverty in the conventional sense of lack of income or consumption does not appear to be alarming in Mauritius”. However, persistent pockets of poverty are still present in both Mauritius and Rodrigues, with the problem being more acute in the latter.

I.7. However, Mauritius has already met or is highly likely to meet all of the Millennium Development Goals by 2015. Based on existing data, the prevalence of hunger and malnutrition is low. According to the Nutrition Survey of 1985 and 1995 respectively, the level of malnutrition amongst under–five children for the Republic of Mauritius, measured in terms of the percentage of underweight children, has fallen by 7.3 percent over the period 1985–1995 (from 23.9 percent to 16.6 percent). However, given that poverty is heavily localised, the incidence of malnutrition may be higher in some regions relative to others (for example in Rodrigues). The absence of indicators on nutritional level by region is a serious limitation in that it may hide wide disparities across the country and mislead policy makers in the determination of priority areas of intervention.

I.8. Poverty Alleviation. Various ministries are directly/indirectly involved in programmes aiming at reducing social exclusion and alleviating poverty. Besides ministries, local authorities, NGOs, cooperative societies and other grassroots organisations are also involved in poverty alleviation and community development programmes, particularly at the level of needs identification. Despite the efforts made towards poverty alleviation over the last two decades, there still exist pockets of poverty in Mauritius and Rodrigues. The top–down approach adopted for the design and implementation of social aid programmes has not been successful enough in reducing economic and social disparities. Poverty alleviation programmes have been re–oriented on the basis of the participatory approach where the poor are empowered with the necessary skills to move out of the poverty trap. Various poverty alleviation programmes using this approach have been devised and implemented in Mauritius, as outlined below.

I.9. The Trust Fund for the Social Integration of the Vulnerable Groups (TFSIVG) was set up in 1999 and operates under the aegis of the Ministry of Finance and Economic Development. A budget of Rs500m was earmarked for the financing of community development projects, micro credit schemes and loans to needy students. Some 545 community development projects have been approved in the

2 NEPAD – Comprehensive Africa Agriculture Development Programme Mauritius: Investment Project Profile “Community Development and Poverty Alleviation Project”

past 3 years at a total cost of Rs127m. Priority has been given to the construction and repairs of houses where 817 and 668 houses have been built in Mauritius and Rodrigues respectively. In the field of education, Rs15m worth of school material and food have been spent on needy students. The micro– credit scheme has provided financing to around 400 projects of self–help for a cost of Rs17.5 million.

I.10. The EU–funded Micro Project Programme for Poverty Alleviation – Anou Diboute Ensam (ANDE) to the tune of Rs100m, initially scheduled for a period of three years from September 1999 to August 2002, has been extended for two more years up to August 2004. The ANDE Programme has been focusing on social infrastructural, income–generating and technical assistance projects.

I.11. The IFAD Rural Diversification Programme (RDP), for the sum of Rs142 m, comprises two main components “Micro–Enterprises and Micro–Finance Development” and “Community Development” and was initiated in 2000 with focus on the irrigation and fisheries sectors. This programme has financed 25 community development programmes in Mauritius and 11 in Rodrigues at a cost of Rs17.3 million.

I.12. The specifically designed UNDP Programme “Fight Against Exclusion” – Lévé Déboute in Rodrigues utilising a Revolving Fund approach and comprising a “Community Development” component was launched in March 1999. This Programme, for the sum Rs10m has been implemented successfully and came to its end in March 2002. The second phase of the project has started in February 2002 and shares the same objective as the first phase, i.e. ‘fighting exclusion through participatory community development and promotion of income generating activities’.

I.13. Most, if not all of the above programmes, have highlighted the crucial lack of capacity amongst the vulnerable groups in making judicious use of the funds made available under the various poverty alleviation schemes. The National Action Plan for Poverty Alleviation stresses on the need to professionalize and valorise social and community work for the success of poverty alleviation programmes. It states that “capacity building is critical at this level for greater efficiency and particularly to empower grass root workers to reach the poorest of the poor”. The lack of capacity has also been mentioned at the level of the civil society organizations and NGOs which are involved in poverty alleviation: “some of the NGOs are not sufficiently equipped and their staff not properly trained for this purpose”. To remedy the situation, the Mauritius Council of Social Services (MACOSS) together with UNDP and several other ministries are working on the formulation of an NGO Development Programme, that will seek to promote capacity and accountability as well as develop the strategic planning capabilities of the NGO sector in Mauritius.

I.14. The National Action Plan for Poverty Alleviation has identified several constraints to poverty alleviation, including the lack of capacity which is addressed in this project proposition. The strategies proposed for in the Action Plan will address primarily the constraints illustrated in the diagram of the following page.

I.15. The government has pursued its efforts to reduce disparity by encouraging a fairer distribution of income through a more progressive income tax system and a targeted approach for basic retirement pensions amongst others. These measures have been proposed in the financial budget 2004/05 which has highlighted that the poorest 20 percent of the population are receiving only 6.2 percent of national income. In response to this, the government has been giving increased consideration to the needs of vulnerable groups, as reflected by the increased share of government current expenditure on social security and welfare over the past years, rising from 18 percent to 25.3 percent over the period 1990/91 to 2000/02.

3 NEPAD – Comprehensive Africa Agriculture Development Programme Mauritius: Investment Project Profile “Community Development and Poverty Alleviation Project”

Adverse Socio-Cultural Inadequate Environment Infrastructure

Imbalance between Vulnerability of Inappropriate Economic and Social Women and Education and Ineffectiveness of Development Children Training NGO Sector

WEAK AND ILL–DEFINED COMMITMENT TO SOCIAL EQUITY AND COMMUNITY

Absence of Shared Need for Clear Lack of Understanding of Policy Formulation Communication on Poverty Poverty Issues

Political Interference Inefficient Management of Programmes

II. PROJECT AREA

II.1. Component 1: Community Services Management Training Programme. 100 potential trainees around Mauritius mostly from disadvantaged regions will be identified as per criteria and requirements. Proposed appropriate training centres are listed below and targeted NGOs/CBOs will include those involved in Socio–Economic Activities, Agriculture and Farming, Environmental Protection, Women and Family Development, and Community Care. The focus of the training will be on the NGOs which are promoting income generating activities to alleviate the problem of poverty, such as the NFYFC, which is proposing small scale kitchen gardening and poultry keeping. The ratio of trainees per NGO/CBO type will vary depending on the socio–economic and environmental needs of each geographical region.

II.2. The following centres will be used for the decentralised training: • Western region:...... Case Noyale Social Welfare Centre • Southern region:...... Rose Belle Social Welfare Centre • Eastern region: ...... Quartier Militaire Social Welfare Centre • Northern region:...... Triolet Social Welfare Centre • Plaines Wilhems (Midlands):...... Municipality of Quatre Bornes

4 NEPAD – Comprehensive Africa Agriculture Development Programme Mauritius: Investment Project Profile “Community Development and Poverty Alleviation Project”

II.3. Centralised Seminars for all trainees: NPF Conference Centre, at Rose Hill.

II.4. Component 2: Small–scale Income Generating Activities for the Vulnerable Groups. There would be 100 beneficiaries for each of the above–named projects. It has been tentatively proposed that the beneficiaries would be equally distributed between the Northern, Southern, Eastern and Central areas of Mauritius (including the Western part of the island). All the of Mauritius would be concerned by this project, except for . The distribution of districts by areas has been made as follows: • Northern Area:...... of Pamplemousses/Rivière du Rempart • Southern Area:...... District of Grand Port/Savanne • Eastern Area: ...... District of Moka/Flacq • Central Area:...... District of Plaines Wilhems/Black River

II.5. Prior to formulating these project proposals, no needs assessment survey has been conducted by the NFYFC to identify those areas/beneficiaries that would require priority interventions. However, it is expected that a joint effort between the TFSIVG and the NFYFC would be able to provide the geographical and socio–economic profiles of the ‘would–be’ project beneficiaries.

III. PROGRAMME RATIONALE

III.1. Component 1: Community Services Management Training Programme. A very important condition for the success of any poverty alleviation programme is the need to professionalize and recognise the socio–economic importance of social and community work. Capacity building is critical at this level for greater efficiency and particularly to empower grass root workers to reach the poorest of the poor. Community workers and leaders, particularly those who cannot access formal training methods, must be informed and trained appropriately in that context. Microcredit & microenterprise development represents an important tool to promote socio–economic integration through sustainable small income generating activities. In the past, these have shown a relatively high propensity to failure given the lack of capacity amongst the vulnerable groups. It is expected that the projects proposed in the second part would yield their desired outcomes, whereby most of the mistakes of the past would have been addressed by the capacity building programme.

III.2. It also responds to the UNDP/GEF Small Grants Programme (SGP) country–specific themes by:

• Providing training and support to inexperienced NGOs and CBOs in participatory project development, proposal writing and participatory implementation and evaluation;

• Working with economically excluded communities including women and youth in the rural areas and other community groups.

III.3. Continuation of successful pilot training scheme. This project is based on a successful pre– feasibility study (funded partly by the Mauritius Research Council), under which a two–day seminar on ‘Community Services Management for a Sustainable Community Development’ was organized by CODEPA. The main objective of the seminar was to bring together leaders of various organisations involved in community development and socio economic development to reflect on and discuss issues pertaining to training and provision of quality care. Main issues discussed were:

5 NEPAD – Comprehensive Africa Agriculture Development Programme Mauritius: Investment Project Profile “Community Development and Poverty Alleviation Project”

• General principles of community services management; • Community–based integrated training including environmental education; • Socio–economic development and poverty reduction with particular focus on microcredit and microenterprise; • Gender issues; • Project management and participatory evaluation.

III.4. A successful pilot training phase followed the pre–feasibility study and came up with the following outcomes:

• The need for capacity building of community leaders was highlighted after a survey conducted with around 150 leaders and community stakeholders over one year. Their training needs were identified and the appropriate modules were formulated, building upon CODEPA’s experience in decentralised capacity building programmes. (See Appendix 1 for details of modules);

• 10 Community Based Micro Environmental Projects, comprising mostly of sustainable income generating activities such as kitchen gardening and organic farming, were identified as requiring further documentation. A guide is under preparation to cover these 10 micro–projects (ECommu Guide, see Appendix 2).

III.5. Component 2: Small–scale Income Generating Activities for the Vulnerable Groups. These projects are in line with the empowerment and participatory philosophy that is being applied to poverty alleviation programmes worldwide. In the context of these projects, the poor will be given training and financial assistance in developing a sustainable income–generating activity. Similar projects of poultry rearing for the production of eggs or kitchen gardening are ongoing in many parts of the island and preliminary situation analyses/surveys have revealed that most of the underprivileged families are keen to undertake such projects. Most of these families have places in their yards but lack the know–how to develop their plots of land to generate income as well as to supplement their food diets. Poverty is heavily localized in the rural areas and agriculture has been commonly.

III.6. Besides the economic aspect of these projects, there is also the added benefit of providing these families with a food supplement. In the case of poultry rearing, part of the eggs produced are retained for their own consumption whilst the remaining eggs are sold. For example in the Southern part of the island at Baie du Cap, the TFSIVG has financed a hen–rearing project to tender to the food needs of some 33 children. The food supplement programme that had been initiated in the past had come to an end and the parents could no longer cater for the daily lunch of their kids, given that the income/food aid provided had all been used up. Instead, the hen–rearing project was proposed because it would generate income on a sustainable basis and the parents will be accountable for the success of the projects, given that to some extent the livelihoods of their kids would depend on it. Kitchen gardening projects would replicate the economic and social benefits to be expected from the rearing of chicken in terms of income generation and the provision of additional food for the family.

III.7. The proposed poverty alleviation projects are relatively cheap and easy to implement. They require minimal expertise and know–how, which can be easily provided through basic training either in the cultivation of vegetables or the rearing of poultry, and ideally suit the vulnerable groups where the literacy rate is quite low. Also given the relatively low project outlay per family, a high proportion of vulnerable groups could be targeted with such projects.

6 NEPAD – Comprehensive Africa Agriculture Development Programme Mauritius: Investment Project Profile “Community Development and Poverty Alleviation Project”

IV. OBJECTIVES

IV.1. The overall objective of the project is to build capacity at the level of the community workers and the vulnerable groups and provide them with sustainable income generating activities to overcome their deprived situations.

IV.2. Component 1: Community Services Management Training Programme. To produce dynamic community leaders who will pioneer social and economic change by acquiring knowledge, skills and wisdom that is convincing and effective.

IV.3. The primary objective of this project is to develop and organise a comprehensive training course over 18 months part time for about 100 community leaders of disadvantaged neighbourhoods who do not normally have appropriate access to formal channels of training and capacity building. The course’s main focus will be Poverty Alleviation, Economic Empowerment and Integration of Community Leaders and Vulnerable Groups. It will also enable them to better understand the fundamentals of Project Management, Community Services Management, Organic Compost, Agriculture Community Based Environmental issues and to make use of management tools to provide an efficient service at field level.

IV.4. The specific objectives of the training course are:

• To provide College–Based and Field–Based training in General Principles of Community Services Management with emphasis on Community Based Environmental Education and Sustainable Agricultural Development;

• To promote Socio Economic Integration and Poverty Alleviation Initiatives through Microenterprise and Microcredit;

• To provide theoretical and practical training in General Principles of Community Services Management with emphasis on Community Based Environmental Education and Bio Gardening;

• To enable Community Leaders to better understand Needs Assessment and Project Management regarding environmental issues and Micro Projects at Community Levels, particularly the rural farming and agricultural communities;

• To reinforce capacity building of community leaders to better respond to requirements of funding entities;

• To lay down the foundation for a future Regional Centre for Sustainable (Island) Community Development Training and Research;

• To enable community leaders to better understand the concepts and mechanisms of Poverty Alleviation and Socio–Economic Integration.

IV.5. Component 2: Small–scale Income Generating Activities for the Vulnerable Groups. The primary objective of these projects is to alleviate poverty especially in the rural areas of Mauritius. Through the sale of its produce, namely vegetables and eggs, the deprived community will have a dependable income source and part of the production will go towards supplementing its diet.

7 NEPAD – Comprehensive Africa Agriculture Development Programme Mauritius: Investment Project Profile “Community Development and Poverty Alleviation Project”

IV.6. The objectives of these projects are as follows:

• Create sustainable income–generating capacity amongst the vulnerable groups to improve their living standards;

• Contribute to the food security of the selected families/groups;

• Improve the nutritional behaviour and status of the selected groups;

• Develop food–related family entrepreneurial skills;

• Empowerment of the deprived groups and facilitate integration within the larger community.

V. PROJECT DESCRIPTION

Component 1: Community Services Management Training Programme

V.1. Building training capacities calls for innovative reflections in order to cope with the ever– growing needs and complexity in this area. Provision will be made to consider and address them promptly

V.2. The Decentralised Community Based Training Programme is based on an innovative concept combining training and community action. It aims at the empowerment and integration of those operating at field level. Based on the Sustainable Community Driven Development (SCDD) principles, it is also practical and tailored for community leaders who need capacity building to identify, initiate and monitor community based environmental actions and related projects. 100 Community Leaders will be trained accordingly.

V.3. The course will be run in 13 modules (with 2 optional modules), which encompass the general principles of project development and management community services management, Bio gardening, and community based environmental education. Qualified and Skilled Resource Persons and Module Coordinators will be responsible for the implementation of the training.

V.4. The modules are as follows (See Appendix 1 for details of the modules): • Community Development and Community Services Management; • General Organisational Skills, (including financial/ bookkeeping skills); • Sustainable Community Development; • Community/Domestic Based Environmental Integration through Practical Micro Projects, with emphasis on Training and Support of Rural Groups in Relevant Technologies and Environmental Conservation Plans (ECommu 10 Guide); • Bio Gardening/Livestock and Sustainable Agricultural Development; • Project Development & Management; • Poverty Alleviation and Networking for better service provision;

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• Socio Economic Integration and Income Generating Initiatives with emphasis on Microcredit and Microenterprise Development; • Community Safety Promotion; • Mediation and Conflict Resolution; • Life Skills and Adult Psychology; • Socio–Economic Empowerment of Women and Family Welfare; • Education and Prevention of Corruption (Code of Ethics for NGOs & CBOs) for good governance.

V.5. The optional modules include: • Mediated Learning and Skills for Community Leaders; • Gang Hooliganism and Community Violence.

Component 2: Small–scale Income Generating Activities for the Vulnerable Groups

V.6. Rearing chicken for eggs production. The project would run for one year and would comprise the following: • Survey in the area already identified • Meeting with the beneficiaries and explanation of the project components • Training of the beneficiaries on the various aspects of chicken rearing • Construction of poultry pen, fencing etc.

V.7. Selection of the beneficiaries will be made after the surveys which will be conducted by Field Officers of the NFYFC in the areas identified. Assistance from the TFSIVG will be invaluable in this selection exercise. Through meetings with officers of the NFYFC, the targeted groups will be able to familiarise themselves with the project and to have their queries answered.

V.8. Each of the 100 beneficiaries will receive 20 chicks and 8 bags of feed that will last 5 months. They will be provided with the construction materials but will be expected to help in erecting the poultry pen. The beneficiaries will pay for the vitamins and vaccines and for the feed once it runs out. They will be responsible for the maintenance and cleaning up of the poultry pen and immediate environment as well as looking after the battery. After a certain period of time, yet to be determined, they are expected to renew the layers at their own cost. They will also be given training in various aspects of poultry keeping (construction of poultry pen, feeding system, vaccination and management) prior to starting the poultry keeping activity. Supervision, follow–up and monitoring of the projects will be carried out by Field Officers of the NFYFC.

V.9. Kitchen gardening. The project would run for one year and would comprise the following: • Survey in the area already identified. • Meeting with the beneficiaries and explanation of the project components. • Training of the beneficiaries on the various aspects of cultivation. • Fencing of garden.

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V.10. Selection of the beneficiaries will be made after the surveys which will be conducted by Field Officers of the NFYFC in the areas identified. Assistance from the TFSIVG will be invaluable in this selection exercise. Through meetings with officers of the NFYFC, the targeted groups will be able to familiarise themselves with the project and to have their queries answered.

V.11. Each beneficiary will be given the construction materials required for the fencing of the garden space but they will have to contribute their labour in setting up the fencing structure. They will each receive a set of garden tools comprising of a basket, fork, hoe and watering can. Vegetable seeds will be provided to each at a cost of Rs 200 and the choice of the crop to be put under cultivation will be made by the NFYFC. Transport of the construction materials, garden tool and seeds have been included in the project costs. The would–be farmers will be given training in the different aspects of vegetable growing such as land preparation, sowing and harvesting. Field Officers of the NFYFC will play a supervisory and advisory role throughout the project duration and will monitor progress made.

VI. INDICATIVE COSTS

Component 1: Community Services Management Training Programme – Estimated Cost Items: Costs (Rs) 100 trainees x Rs 1000 x 12 months 1,200,000 Equipment including multimedia support 300,000 Resource Persons/ Consultancy fees curriculum 350,000 Stationery/ Office supports and accessories 120,000 Rent Training Headquarters 10,000 x 18 months 180,000 Workshops and seminars decentralised 225,000 Transport and study tours (18 months) 120,000 Telephone and office charges 75,000 Publications and reports 100,000 Total Base Costs 2,670,000 Contingencies (10%) 267,000 Total 2,937,000

Component 2: Small–scale Income Generating Activities for the Vulnerable Groups Estimated cost for 100 kitchen gardening projects (spread over 4 areas) Items: Costs (Rs) Fencing of garden (20 x 20): 100 projects x 85 ft wire mesh @ Rs22/ft 176,000 100 projects x 85 iron pipes x Rs450 225,000 Labour for fencing: 100 projects x Rs1,000 100,000 Garden tools: Basket, fork, hoe, watering can 100 projects x Rs600 60,000 Vegetable seeds: 100 projects x Rs600 20,000 Transport of materials, garden tools, seeds 50,000 Training course for beneficiaries (resource persons, materials, handouts) 25,000 Allowance/travelling expenses for supervision and follow–up of projects (5 months) 50,000 Total Base Costs 706,000 Contingencies (5%) and miscellanea 44,000 Total Costs 750,000

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Component 2: Small–scale Income Generating Activities for the Vulnerable Groups Estimated Costs for 100 poultry keeping projects (spread over 4 areas) Items: Costs (Rs) Chicks: 100 projects x 20 chicks @ Rs50 each 100,000 Feeds: 100 projects x 8 bags x Rs450 360,000 Poultry Pen – construction materials and labour: 100 poultry pens x Rs2,000 each 200,000 Transport: Transport for chicken, feed and poultry pen 50,000 Training: Training courses for beneficiaries (resource persons, materials and handouts) 20,000 Allowance/Travelling expenses for supervision and follow–up of projects (8 months) 80,000 Total Base Costs 810,000 Contingencies (5%) and miscellanea 40,000 Total Costs 850,000

VII. PROPOSED SOURCES OF FUNDING

VII.1. Component 1: Community Services Management Training Programme. The project is a multi–funded project. The European Union, GEF/Small Grant Programme, CODEPA, the Ministry of Social Security, NGO Trust, Luxemburg Fund, Embassies, the private sector, beneficiaries, are the main funding sources identified for this project.

VII.2. Members of CODEPA as well as an external resource persons/ trainers and consultants will be involved at the different stages of implementation A budget estimate of Rs2,937,000 is requested to carry out the Training Programme. It will comprise of preliminary consultations with stakeholders, preparation of course curriculum, purchase of materials and equipment, renting of premises, trainers/ resource persons fees, transport, organisation of meetings and workshops, study tours/ site visits and pedagogical supports.

VII.3. Component 2: Small–scale Income Generating Activities for the Vulnerable Groups. There are currently no funding propositions for these projects. However the European Union, UNDP, IFAD, the Ministry of Social Security, NGO Trust, Embassies and the private sector have been identified as possible funding sources for these projects.

VIII. PROGRAMME BENEFITS

VIII.1. Component 1: Community Services Management Training Programme. By the end of the project, it is expected that

• 100 Community Leaders will have been trained under the Training of Trainers (TOT) methodology in Community Services Management with emphasis on Socio–Economic Development through Income Generating Activities;

• The 100 Community Leaders are expected to become trainers and to transfer the capacity building skills to members of their respective organisations/neighbourhoods. Thus in the end 2,000 community leaders/workers would have benefited from the training programme. The beneficiaries of the training programme would include, amongst others,

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the proposed target groups in component II of the project, who would be better equipped technically to implement and manage the income generating activities successfully;

• The trained Community Leaders will have acquired the skills and knowledge necessary to be able to prepare and present fundable and feasible community projects, for the benefit of the vulnerable groups;

• An Interactive Sustainable (Island) Community Development Training and Research Centre will have been initiated;

• Implementation of projects by NGOs/CBOs funded under various programmes will be carried according to expectations of funding agencies;

• Transparency in project implementation monitoring and follow up by NGOs/CBOs will be ensured;

• Socioeconomic integration and poverty alleviation will be achieved in a sustainable way in the collaboration with specific development partners and stakeholders;

• Appropriate participation and empowerment of the community in the local and global development of the country.

VIII.2. At this stage of the project formulation, no sources of funds have been identified for the trained leaders/workers to develop community projects (other than the proposed activities of poultry keeping and kitchen gardening).

VIII.3. Component 2: Small–scale Income Generating Activities for the Vulnerable Groups. The expected social and economic benefits from poultry keeping or kitchen gardening are as follows:

• Sustainable income–generating activity. The beneficiaries of these projects will earn money from the sale of their produce and the income thus generated will contribute to the enhancement of their living standards. Through proper monitoring and follow–up, the project promoters can ensure that the income stream derived from such activities is maintained in the long run;

• Improvement in the nutritional status of the targeted groups and contribute to food security;

• Eggs and meat are two important sources of protein that originate from the poultry sector and vegetables have multiple nutritional benefits. Experience in kitchen gardening and community kitchens have shown that the beneficiaries have an increased nutrition knowledge and cooking is improved through the use of a greater variety of foods;

• Socialization and peer support;

• Community kitchen programmes encourage socialization and promote friendship and cooperation among the targeted groups. Sharing of experience on crops most suited for cultivation, on most appropriate techniques of cultivation/rearing, etc., and other forms of mutual help are the offshoots of these poverty alleviation projects;

• Development of the family entrepreneurial skills such as improvement in the management and budgeting skills.

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IX. PROGRAMME IMPLEMENTATION ARRANGEMENTS

Component 1: Community Services Management Training Programme

IX.1. CODEPA will be responsible for the overall implementation of the project along with partners and collaborators both local and international. Avenues of collaboration and partnership with organisations involved in poverty alleviation and microenterprise development such as the EU, Government of Mauritius, IFAD, TFSIVG, GEF and UNDP will be explored for an enhanced socio– economic integration. The training programme will be based on the principle of SCDD, which is an innovative concept combining training and community action. It is tailored for community leaders who need capacity building to identify, initiate and monitor community based actions and related projects and to promote socio economic integration through small income generating initiatives.

IX.2. Three Phases characterise the project namely:

• Phase 1: Consultations and Planning. The Phase 1 of the project will consist of preliminary consultations with respect to planning for training including regular site visits, field visits and sensitisation, working sessions with CBOs operating in different targeted regions and identification of potential trainees/community leaders. The aim is to reach a consensus on the implementation of the training program.

• Phase 2: Implementation. In phase 2, the training programme consisting of 12 modules (with 3 optional modules) will be delivered. Trainers, facilitators/resource persons, community leaders and partner organizations will work hand in hand to ensure that training dispensed is of the required quality and practicality (see Appendix 4 for profiles of proposed trainers).

• Phase 3: Follow–up. Phase 3 consists of the submission of Supervised Project Assignments, the organisation of a Participatory Monitoring and Evaluation Workshop, follow up and reporting. IX.3. Procedures for registration with the Mauritius Qualifications Authority (MQA) have started:

• CODEPA has started preliminary consultations to have the training course and trainers registered with the Mauritius Qualification Authority (MQA). The appropriate forms have already been collected and the trainers are actually fulfilling the preliminaries. Discussions with MQA Officers are on the good track and there is a high possibility of having the course and trainers registered and approved since the design and implementation of the training programme are in line with MQA guidelines.

• Discussions have started with the Institute for Social Work of UNISA to study alternative accreditation with respect to credit rating for those Community Workers lacking basic academic requirements

• In the first instance trainees will receive a Certificate of good performance in Community Services Management after satisfactory completion of the course.

IX.4. Training Methodology: The Action Based Training (ABT) or the Enhanced PMER. Those participating in the training programme will get appropriate action based training (ABT) for a better presentation of their final project assignment. Though the ABT will include both college and field based training components, however, most of the times, trainers should be prepared to work odd hours and to accompany groups at the level of their respective local communities. Thus a decentralised and

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supervised training approach will be adopted. The training programme is individual centred, enabling trainees to affirm their aptitudes and capacities. It will be held thrice weekly after office hours including on Saturday afternoon.

IX.5. The ABT in fact enhances internationally acclaimed methodologies such as the Participatory Monitoring, Evaluation and Reporting (PMER) techniques. ABT can be considered as an improved version of the PMER because it makes it more adaptable to the very local context. According to an analysis conducted by CODEPA/MRC in 2000 (“Evaluation of Training Programmes of Community Leaders in Mauritius”), PMER techniques are not appropriately incorporated in capacity building of Community Leaders in Mauritius. This is one of the underlying reasons why funding organisations and supervising institutions are facing difficulties in bringing NGOs/CBOs benefiting from grants to effectively and efficiently implement their projects and submit progress/follow up reports as per guidelines set. The ABT thus simplifies certain theoretical bottlenecks of the PMER to better suit the requirements and training needs of community workers in our local context while considering their academic limitations.

IX.6. Emphasis will be laid on practical aspects (‘learning by doing’). Provisions will be made to integrate those who lack basic academic knowledge but possess long practical experience in community work. Such potential trainees will be given a Functional Literacy Course as a pre–requisite prior to the full programme. Theoretical studies are supported by practical assignments on specific community based projects leading to a Certificate.

IX.7. Population targeted: Community Leaders, field workers, and those involved in the delivery of care with a basic notion of environmental protection, farming and agriculture. Those having followed appropriate basic courses/seminars/workshops in the specified sectors and who possess general community development skills will be given due consideration.

IX.8. Pre–requisite: • A reasonable level of secondary education; • Aptitude in the delivery of care; • Other acceptable pre–requisites.

IX.9. CODEPA has therefore started preliminary organizational contacts since May 2004. The training programme will last to October 2005 as described below.

IX.10. The project will be carried out in the following phases namely: • Planning and consultations phase; • Identification and processing of applications & enrolment of trainees; • Training dispensed; • Project assignments and supervision; • Project submission and evaluation; • Awards; • Follow–up.

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IX.11. CODEPA Organisational Background and Capacity (see Appendix 3 for past and ongoing projects of CODEPA). CODEPA is a non–profit registered NGO (Registrar of Association Regd. No 6544) grouping 20 members mostly MSc holders in Community Services Management (University of Wales, Swansea) and operating in different sectors of community care.

IX.12. The objectives of the CODEPA are:

• To strengthen the organizational management, development, and resource mobilization capacities of CBOs and NGOs and to promote socio–economic development;

• To enhance the members’ professional and technical capacities in policy and advocacy;

• To provide consultancy services and training in community services at local, regional, and international level in the field of research and development, implementation, and evaluation of projects;

• To build a Project Resource and Documentation Network, to collect and disseminate community based information, and to act as a Project Clearing House and Project Bank for the interest of CBOs and NGOs;

• To create programmes networks to enhance quality of life;

• To raise funds and to accept donations and grants from local and international bodies to further objectives of the organization.

IX.13. CODEPA members have been working in various national and international organizations involved in the promotion of community development as UNICEF consultant, UNIDO Expert, Technical Adviser Economic Empowerment of Women, Social Welfare Commissioner, Secretary National Children Council, Research Officer Mauritius Institute of Health, Director of Training and Employment of Disabled Persons Board, and Microcredit Coordinator at the Trust Fund for the Social Integration of Vulnerable Groups of the Ministry of Finance.

IX.14. Though CODEPA has been registered as an NGO in 2000, it existed as an active consultative group on community issues. Contacts have been established contacts with foreign organisations regarding proposed joint research programmes on Sustainable Community Development and Education for Indian Ocean Islands.

Component 2: Small–scale Income Generating Activities for the Vulnerable Groups

IX.15. The projects will be implemented by the NFYFC and the National Committee of the Federation will be responsible for the management of the projects. The Secretary/Manager and the Administrative Officer will monitor the progress made with the help of the Area Field Officers.

IX.16. Each project area will be under the responsibility of one Field Officer who will supervise and give technical advice for the proper running and management of the project. The Farmers Service Centre within the project area will be called upon to play an important part in providing assistance to these would–be farmers. Assistance would take the form of technical advice, including on cultural practices, harvesting methods and fertilizer application amongst others, and improved access to agricultural inputs including seeds and fertilizers. The AREU will provide a supporting role to the project, through the provision of advice, information and other extension services.

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IX.17. Institutional capacity:

• Farmers Service Corporation (FSC): The FSC is a para–statal body which offers ‘quality and cost effective services to some 30,000 small sugarcane growers’. It provides technical assistance, training and various incentive schemes to these small planters. Technical assistance is in the form of advice on proper harvesting methods, fertiliser application, land preparation and weed control among others. The FSC also organise training programmes and disseminate agricultural news and information through radio programmes and printed material. The FSC regroups small growers’ fields into larger viable units which are either grouped as Land Area Management Unit (LAMU) whereby every field operation is performed in all plots simultaneously or as Block Management Unit (BMU) whereby plots within a locality/region may be regrouped for specific activities.

• National Federation of Young Farmers Clubs (NFYFC): The NFYFC is a Non– Governmental organisation working under the aegis of the MAFTNR. The Federation promotes the formation and affiliation of Young Farmers’ Clubs and coordinate the work of such clubs. It also provides technical and material help to the clubs and organise training courses and educational activities for its members. On the other hand, the Young Farmers’ Clubs look after the advancement of their members by providing training courses to their members in the field of agriculture, homecrafts, etc. They also bring together young people of the different regions and help them in developing their lands.

• Agricultural Research Extension Unit (AREU): The AREU aims at serving the non–sugar agricultural sector (crop and livestock) through excellence in cost–effective high–quality research and extension for better agricultural production, and to meet the policy requirements of the government in terms of agricultural diversification and food production generally.

X. TECHNICAL ASSISTANCE REQUIREMENTS

X.1. Component 1: Community Services Management Training Programme. No specific technical assistance requirements have so far been identified for this project component.

X.2. Component 2: Small–scale Income Generating Activities for the Vulnerable Groups. The Field Officers working at the NFYFC will be responsible for the technical advice with the help of the officials of the MAFTNR. The officials of the Federation and the Ministry will provide all the required technical assistance for the proper implementation and management of the project.

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XI. POSSIBLE RISKS

Component 1: Community Services Management Training Programme

Risks Proposed Mitigation Measures Time and planning limitations. Well–planned time schedule and specific allocation of tasks with precise monitoring indicators would overcome limitations in planning. Possible lack of cooperation from Facilitation and negotiation procedures will be spelt out clearly in order to foster stakeholders. cooperation and participation of stakeholders. Incompatibility among The continuous fine tuning characteristic of the ABT methodology enables remedial methods used. actions to be initiated at any stage of a programme in order to overcome incompatibility. Diminishing interest from The identification and selection of community leaders will be achieved by scrupulous trainees/Community leaders. study of their track record. Continuous Individual attention, counselling, and supervision will help mitigate such risk. Lack of additional funding. If the demand for training and resources becomes greater than expected, CODEPA will be able negotiate with other public and/or private organizations for the additional funds. Possible lack of resources/ funds Potential trainees/Community Leaders will get course assignments laying emphasis on for newly trained Community how to negotiate with funding agencies/organisations regarding funding procedures Leaders to impart their knowledge and application requirements for specific projects. and skills acquired.

Component 2: Small–scale Income Generating Activities for the Vulnerable Groups

XI.1. Participation and continuity. It is necessary at the inception stage for the NFYFC to work with the community particularly in bringing awareness of the proposed project activities and its benefits and the importance of their maximum participation in planning, designing and implementation. The logistics of the project should be carefully worked out to sustain interest of the beneficiaries and ensure the continuity of the projects.

XI.2. Environmental threats. There is always the risk of adverse climatic conditions such as droughts and cyclones which have an adverse effect on the crop yields. Pests and diseases are also important threats to both kitchen gardening and poultry keeping and it is very important that pesticides and vaccines are applied at the prescribed time intervals.

XI.3. Planning of production and monitoring of quality. The cropping pattern should be carefully worked out to avoid the problem of gluts on the local market, which drive down prices and subsequently reduce the income of the farmers. The risk is however lower for poultry keeping where local production is centralised and well planned. Quality of the produce will determine the price that it will fetch on the local markets, this is where officers of the NFYFC should inculcate the notion of quality to the beneficiaries, whilst providing advice on how to achieve acceptable levels.

XI.4. Management, supervision and monitoring. The success of the projects will depend on proper management, supervision and monitoring. Given that the beneficiaries will be responsible for the management of their projects, it is essential that they are given appropriate training in the field of project management. Past experience have shown that in the case of poultry keeping for example, there is misappropriation of the chickens given to the deprived groups. Officers of the NFYFC should keep a close monitoring and supervision of the project to ensure that the objectives are being fully achieved.

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Appendix 1: Details of Modules

1. Community Development and Community Services Management

Community Education for Community is a process of social, economic and political transformation motivated by people’s desire for a better quality of life. Genuine participation in the transformative process is a prerequisite for empowerment. The view of endogenous development is becoming dominant — development that takes account of the knowledge of the people, their values and culture. People ought to be empowered to generate their own knowledge and use it to improve their quality of life. Participation is a prerequisite for empowerment and knowledge generation, and application in the development process.

Community Services Management is a relatively new and structured approach that empowers community workers and stakeholders to better assess and implement community based projects efficiently and cost effectively.

2. General Organisational Skills (including financial/bookkeeping skills)

In traditional management thought, organisations have been understood as rationally structured systems which exist in order to deliver a product or a service. In this perspective, the structure of the organisation determines how people behave and think. The structures of organisations involved in the delivery of care have however evolved not so much as a result of rational analysis of the structure required in order to achieve organisational objectives, but out of the nature of the service being delivered. The emergence of professional management in such organisations denotes the assertion of another power base, and a subsequent revision of organisational structures. Community Leaders should get appropriate information on the structure of their organisation and how to acquire and develop the required skills to effectively realise the objectives set.

3. Sustainable Community Development

Sustainable community development follows from the summit meeting in Rio and the recent one in Johannesburg. Progress achieved in the past 10 years in effective actions to support sustainable development has been qualified as modest or insufficient. The concept of sustainable development is once again at the top of the concerns and considerations of government, international organisations, public and private sector, NGOs and others.

It is appropriate to recall the concept of “Sustainable Development” — this concept, which conveys some difficulty in definition was developed in the report “Our Common Future” in 1987 and has been defined as:

“Development that meets the needs of the present without compromising the ability of future generations to meet their own needs”

The definition, which was finally adopted in 1995 at Copenhagen during the World Summit on Social Development, is built on three main basis concepts: Environment, Economy and Equity.

It is difficult today to think about separation of the three basis concepts. All should be considered together in a single common approach. Development cannot be undertaken to the detriment of the other related inter–dependent fields such as environment, social values, good governance, democracy, and social justice amongst others.

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4. Community/Domestic Based Environmental Integration through practical micro– projects, with emphasis on training and support of rural groups in relevant technologies and environmental conservation plans

The E12 Environmental Guide is a compilation of 12 micro–projects with step by step guidelines to enable community groups, environmental school clubs, individuals and families to carry out one or more preventive actions their respective levels to promote environmental awareness and protection.

A team leader and other resource persons and stakeholders will develop along with targeted trainees the capacity building programme through the Participatory Monitoring, Evaluation and Reporting (PMER)

5. Bio Gardening/ Livestock and Sustainable Agricultural Development with emphasis on Horticulture

This module is the outcome of a fruitful decentralised capacity building programme initiated by CODEPA on a pilot basis since more in Chamarel in 2002. It culminated with the creation of Les Amis de Chamarel, now registered as a NGO/CBO with the Registrar of Association

This project fits within the agricultural diversification policy particularly the Non–Sugar Sector as well as Bio Gardening as outlined by the MAFTNR, Ministry of Environment, and the GEF. Training/capacity building will be geared towards integrated organic farming/livestock, compost making, food preservation and agro alimentary. Main stakeholders and partners will be AREU, NFYFC, Agricultural Youth Club (AYC), etc

6. Project Development & Management

One of the most important human activities is managing projects successfully. Ever since people began forming groups to accomplish aims they could not achieve as individuals, managing has been essential to ensure the coordination of individual efforts. As society has come to rely increasingly on group effort, and as many organised groups have become large, the task of managers has been rising in importance.

Community Leaders in the social care sectors should be well–trained groups of people with reserves of knowledge and experience developed in a non–managerial environment. With the Community Demand Driven Development, projects funded by funding organisations/development partners directly to CBOs, assimilation of project development principles and practice by Community Leaders is of utmost importance in the implementation monitoring and follow up.

7. Poverty Alleviation and Networking

The most common definition of poverty relates to the inability to attain certain minimal standards measured in terms of basic consumption needs or the income that is required for satisfying these needs. Poverty is defined here, as the inability to satisfy basic needs, such as food and shelter. However, it is increasingly felt that this measure can only be a starting point, the poverty of choices and opportunities, of assets and endowments (A. Sen), being often more relevant than just the poverty of income. Apart from low–income poverty, there are many other sources or forms of vulnerability such as homelessness, unemployment, no education or low education level, high dropout and failure

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rates in the school system, single parent families, mostly female headed, the elderly and persons with physical or mental disabilities.

Poverty is best understood in its multidimensional form. Information on income poverty has to be supplemented by information on access to productive employment, or to health, education, and other social services. There is a need for greater co–ordination between the different programmes as well as with NGOs and private sector social programmes, to avoid duplications and confusion especially among potential beneficiaries. A very important condition for the success of any poverty alleviation programme is the need to professionalize and valorise social and community work. Capacity building is critical at this level for greater efficiency and particularly to empower grass root workers to reach the poorest of the poor. The Module ‘Poverty Alleviation and Networking’ aims at informing and empowering grassroots communities to better understand the issue and bring their respective contribution in the global struggle for poverty alleviation through better networking (Action Plan on Poverty, 2000)

8. Socio–economic Integration and Income Generating Initiatives

Socio–economic Integration with emphasis on income generating activities represents an important tool as well as weapon in the fight against poverty. It empowers vulnerable groups to explore their potentialities, talents and skills to develop appropriate micro enterprises to better sustain themselves socially and economically. Thus through such approach, vulnerable persons are provided with ways and means to stand on their own feet through self–help and income generating projects.

Through this module, Community Leaders are taught how to identify and sensitise vulnerable persons with specific skills and aptitudes in different income generating sectors, inter–alias, agriculture, farming, handicraft, garment making, wood, metal, and services. They are also provided with information on the different supports and organizations responsible for the development of micro enterprises.

9. Community Safety Promotion

As an international movement, Safe Communities was formalised in the late 1980’s out of the innovative work of Scandinavian injury prevention practitioners. Focused on encouraging evidence–led injury prevention through inter–sectoral and multidisciplinary collaboration, community participation, long–term investment, Safe Communities now embraces at least 70 demonstration programmes representing big cities, towns, countries and municipalities, NGOs/CBOs. Specific attention will be accorded to the issues affecting the promotion of Safe Communities in Mauritius and across Africa. This Module been developed in collaboration with the Karolinska Institute, Sweden and the Institute for Social Work, UNISA

10. Mediation and Conflict Resolution

Mediation and conflict resolution is a relatively new sector of study and also an important tool in the promotion of a multiracial and unified Mauritius. Conflicts can at times cause major harm and losses to the socio–economic and environmental fabrics of a country. Mediation and conflict resolution enable mediators to play an important role in preventing and addressing conflicting parties and hence ensure a sustainable development.

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This module provides Community Leaders with the necessary information and knowledge on the causes of conflict in a society and how to use specific mediation principles and techniques to prevent and address specific types of conflicts at different levels.

11. Life Skills and Adult Psychology

The acquisition of life skills and a general knowledge of adult psychology actually put Community Leaders (irrespective of the level of their academic achievement) in a better position to understand, assess and address community needs.

Apart from theoretical acquisition of specific principles, this module also incorporates role modelling and role–play as part of its methodology. Trainees learn about the principles of adult education and how life skills are acquired and sustained for a better provision of care to disadvantaged persons of the society.

12. Women and Family Welfare

Women play a crucial role in the overall development of a country particularly in the field of social work and family welfare. This module explores the contribution of women in development from different perspectives along with constraints they face. Socio–economic empowerment of women is also emphasized. Family welfare is considered as an important component of development. Trainees are expected to better understand social work affects the family and vice versa.

13. Education and Prevention of Corruption (Code of Ethics for NGOs & CBOs) for Good Governance

Good governance is one of the main pillar of sustainable development along with the other pillars namely social, economic and environmental. Without appropriate education geared towards the prevention of corruption, development is not complete. The main objective of this module is to enable Leaders to better understand the principles of transparency, accountability, and how to prevent corruption through the adoption of a specific Code of Ethics at different levels of operation.

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Appendix 2: ECommu Guide

The table below indicates the Community Based Micro Environmental Projects that have been identified during the CODEPA Pilot Training Phase and can be further developed as the majority of them are potential Income Generating Projects that could be developed individually at home or collectively at community level. Project Description: The ECommu 10 Guide project is the outcome of the GEF/SGP funded project Community Based Environmental Education for Community Leaders implemented by CODEPA in 2002/2003. It consists in the conception, design, and publication of a Guide for 10 Community Based Micro Projects. The main objective is to promote the principles and practice of what could be called environmental integration from the community perspective. It also responds to UN guidelines for protecting biodiversity, international waters and ensures a sustainable approach to UNDP management of climate change. This project is in line with the principles of Sustainable Development as it incorporates social, economic and environmental integration. Pilot and experimental projects involving targeted community groups will lead towards well designed step–by–step illustrated guide and will be realized in collaboration with NGOs/CBOs (having received CODEPA’s Decentralised Training) and collaborators both public and private.

Micro–project Title Proposed Organisations/ Collaborators Region(s) 1. Organic Farming/Bio Amis de Chamarel Chamarel Composting – BioColumn, Association Poste La Fayette Post La Fayette Windrow, Rotary Rose Belle Community Association Rose Belle (Socio–Economic) NFYFC Belle Mare CODEPA Mauritius 2. Preservation of Vacoas Community Development Association Vacoas Traditional/Medicinal Plants (VCDA) (Socio–Economic with Fragrant Roses Disabled Association Triolet emphasis on Economic Community Association of Case Noyale Case Noyale Empowerment of Women) Amis de Chamarel 3. Wetlands Awareness Association Poste La Fayette Poste Lafayette Programme and Wise Use Rivulet Terre Rouge Association Roche Bois including Sustainable Poste de Flacq Poste de Flacq Aquaculture CODEPA Mauritius (Socio–Economic for Local Communities) NPCS Mauritius Le Morne Community Group Le Morne 4. Kitchen Gardening with NFYFC Mauritius emphasis on Bio Horticulture Agricultural Youth Clubs St Pierre (Socio–Economic with Triolet Women Association Trou aux Biches emphasis on Economic VCDA Vacoas Phoenix Empowerment of Women) Primary/ Secondary Schools Mauritius Shivopasak MS Quatre Bornes AREU Mauritius Old Age Pensioners Association St Pierre CODEPA Mauritius 5. EcoArts and Crafts Craft Academy Plaines Wilhems (Socio–Economic) NHPA Mauritius Bloom Coop Sty Riv Noire Amis de Chamarel Riv Noire Nouvel IDP Plaines Wilhems Primary/ Secondary schools IVTB

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Micro–project Title Proposed Organisations/ Collaborators Region(s) 6. Community Sensitisation Beau Séjour on Inorganic Waste Min of Environment Management Min of Education (Information and Municipalities/ District Councils Sensitisation) 7. Community Safety and Lions Club Curepipe Environment CODEPA Mauritius (Information and Moka Council Moka/Flacq Sensitisation) Association de Residences Bassin Bassin Jeunes de Père Laval Père Laval Rotary de Rivière Noire Rivière Noire 8. “Fleurir Villes et Villages” NDU–MPI Mauritius (Information and Citizen of Quatre Bornes Association Quatre Bornes Sensitisation) Municipalities /District Councils Mauritius Ministry of Tourism Mauritius Rotary Mauritius Ministry of Environment MTPA 9. Une Plante; Une Famille, Un Jeunes de Residences Père Laval Quatre Bornes Environnement Ministry of Environment Mauritius (Information and Ministry of Agriculture Mauritius Sensitisation) AREU Mauritius 10. Community based Eco Post de Flacq Community Group Flacq Tourism Ministry of Tourism Mauritius (Socio–Economic and Green Ministry of Environment Mauritius Tourism Promotion). IVTB Mauritius MTPA Mauritius Amis de Chamarel Chamarel

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Appendix 3: Past and Ongoing Projects of CODEPA.

Activities Timeframe Funding Sensitization on Poverty Completed in May 2001 CODEPA Expo Poverty Completed in June 2001 Ministry of Social Security Mauritius Telecom State Bank of Mauritius Integration of street children through creative Completed in February 2001 CODEPA/SVI/Forces Vives La Louise– workshop Q. Bornes Community Profiling in 6 specific regions Completed USAID/Mauritius Research Council (MRC) Pilot Phase of the Decentralized Capacity Ongoing CODEPA/GEF/Ministry of Social Security Building Programme National Workshop on Community Services December 2001 UNDP–GEF/SGP and Ministry of Social Security Management Participation in the Safe Communities Conference April 2002 Safe Communities International– Vienna Preparation and submission of project proposal Ongoing CODEPA/Ramsar in collaboration with the on “Ramsar Wetlands Awareness Programme for National Parks and Conservation Service Community Leaders” Evaluation of Training Programmes of Community Completed MRC Leaders Preparation of Participation in Island Voice – Ongoing CODEPA/Island Voice SIDS Preparation of the Regional Safe Communities Completed CODEPA/Safe Communities International Seminar for August 2002 Preparation of CODEPA newsletter Almost completed CODEPA Organisation of the International Safe Completed CODEPA/UNISA/Karolinska Institute/Ministry of Communities Conference with UNISA and Social Security Karolinska Institute

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Appendix 4: Profiles of Proposed Trainers

Name of Proposed Trainers Qualification/s Remarks / Module/s 1. Mrs. Amitabye Ramma MPhil Biology (UOM) • Environment • Bio Gardening and Organic Farming 2. Dr Fareeda Oodally PhD Gen. Médecine (France) • Mediation Skills • Community Safety • Women and Family Welfare 3. Boopen Doobah MSc Community Services Management (Wales) • Socio Economic Integration • Project Development • Community Services Mgt • Environmental Integration 4. Shakeel Panchoo MSc Health Care Management (Wales) • Community Safety • Community Services Management 5. Ajay Teeluckdharry BSc Agriculture UOM • Environment • Bio Gardening and Organic Farming 6. Roshan Gopalchand BSc Biology UOM • Environment • Environmental Integration 7. B. Vinay Gowreesunkur BA Business Mgt UOM • Project Development • Community Services Management • Socio Economic Integration 8. Ahmad Soogali MSc Community Services Management (Wales) • General Management Skills • Leadership Skills • Prevention of Corruption & Code of Ethics for NGO’s 9. Ajay Thacoor MSc Community Services Management (Wales) • Life Skills and Adult Psychology 10. Bedy Budory MSc Community Services Management (Wales) • Women and Family welfare • Community Services Management 11. Hemunt Rughoo MA Management (Pune) • General Organisational Skills • Socio Economic integration 12. Dr Ameena Sorefan PhD Psychology • Community Safety • Mediation • Women and family Welfare 13. Naushad Suffee MSc Community Services Management (Wales) • Community Services Management • Poverty Alleviation • General Skills 14. Anunda Jairam BSc Biology • Environment • Bio Gardening and Organic Farming 15. Yashin Haukim MSc Natural Resources Management • Community Based Environmental Education • Environment Integration • Bio Gardening and Organic Farming

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