ABCD

Rodrigues Regional Assembly

Final SIDPR
July 2009

9 INTEGRATED RESOURCE MANAGEMENT USING GIS

9.1 Introduction

9.1.1 Background

9.1.1.1 Geographical Information System

With the increase in popularity and availability of spatial information such as the Google Earth,
which allows visualisation of locational information in each household, many countries are
evolving in the direction of integrated resource GIS, with a place-centric approach for business
and decision processes. Non-spatial data are linked to spatial components for assets tracking and
inventory, optimising the accessibility and the use of spatial information to bring efficiency in
government decision-making, through dynamic applications known as Spatial-Enabled
Government (SEG).

GIS consists of two components: the spatial files and the attribute data files. Both can be
compiled independently. In order to visualise this information in the GIS, a common key is
required to link the spatial file to the attribute file.

9.1.1.2 GIS in Rodrigues

The GIS technology was introduced into Rodrigues during the mid-1990s, as part of the
implementation of the European Union funded Anti-Erosion programme. The objective of
seeding GIS in each key department is to confer the missing spatial dimension to existing data,
which can then be shown as map documents. These map products are required by the
department for their daily work, planning, and decision-support. These satellite GIS would then
enable the build-up of an Integrated Resources GIS system for the whole of Rodrigues, whereby
exchange of data, their integration and cross-sectoral analysis can be performed.

9.1.2 Situational Analysis

9.1.2.1 Successful measures/ projects/ programmes

The ingredients for a successful set-up of GIS were provided by the Anti-Erosion Program, as
recommended (Tilman, 2000; Chung Tze Cheong, 2001). They are the digital base maps,
software, hardware, and staff training. Some 30 staff members from the various service units:
Cadastre, Agriculture, Forestry, Environment, Police, Central Administration, and one Non-
Government Organisation (the Mauritian Wildlife Fund) participated in the training programme.
Hard copy prints (see the Diagnosis Report for details) together with detailed documentation of
the data sources, the geographic databases’ structure, and standard legend were provided by
Anti-Erosion Program, through contractual service. The training programme consisted of using
the geodatabase in a desktop GIS environment to produce decision-support documents for 4
group projects. The classroom exercises allow brainstorming, and develop spatial data
exploration and analysis skills.

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9.1.2.2 Digital base maps and maintenance facilities

Among the priority projects funded by Anti-Erosion Programme is the production of base maps
for resources assessment and planning. Means were deployed for the financing of aerial photo
coverage in 2000, and in the production of orthophoto mosaics in 2002.

Digital base maps and digital orthopho mosaic of good resolution were purchased. These
expensive and precious documents served as base documents for the setting up of sectoral GIS,
and the integration of the different map layers from other projects, like water resources
evaluation, cadastral surveys, public infrastructure update, cattlewalk creation, and forest
inventory. The dispersed spatial files from different reports and projects have been geo-
referenced to the same map projection, and organised in a structured and seamless GIS database
using ARC/Info software.

The provision of these digital base maps to the satellite GIS departments eliminates the burden
of data conversion from different systems and provides a common geographic database from
which each sector can evolve through regular update of their own source. Refinement of the
existing geodatabase and maintenance are expected in these departments, where software,
hardware and peripherals are installed. These are the Agricultural Services, Central
Administration, Cadastre Unit, and Public Infrastructure Department. These satellite sectors
have the facilities for data visualisation, to produce work documents required for their
fieldwork, to maintain the database, and to perform spatial analysis.

9.1.2.3 Mapping facilities

The department, which is best equipped for mapping, is the cadastre department. Sophisticated
high precision surveying equipment, the Global Position System (GPS) was purchased under
Anti-Erosion Programme to accelerate the cadastral survey, and to delimit new settlements.
Training in the use of the surveying equipment was given to the personnel, who work under the
supervision of a qualified surveyor in charge of the Cadastre office. Financial support for
improved precision in mapping has been given by RRA for the establishment of a good geodetic
network: A network of primary control points (WGS84) as reference points for the survey work
has been contracted out, and is followed by another campaign of setting 350 secondary control
points.

With the establishment of these control points, the groundwork essential for the setting up of
Cadastral Information System has been laid to enable all the mapped parcels to meet the legal
standards. A full suite of equipment necessary for large-scale map plotting was purchased, and
the personnel enforced through additional recruits, e.g. consultant, surveyor, planner, and field
workers. The target of the established work program in the Cadastre Office is to complete the
survey of 10,000 lots in 2 years by the local team.

Mapping has also been facilitated in the agricultural department to survey cattlewalks, and
agricultural plots with the acquisition of a second set of GPS with moderate precision.

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9.1.2.4 ICT Technology penetration or awareness

During the last 5 years, training of civil service officers in ICT has been emphasized in
Rodrigues. According to the human resource database, training comprises computer
programming, hardware troubleshooting, and the use of specialised software like Microsoft
office, GPS Surveying software, mapping software like AutoCad, and desktop GIS, ArcView.
Given the limited staff in the public sector, the same person may have the opportunity of
attending more than one type of training. Therefore most of the personnel is computer literate,
and is familiar with the ICT environment. A good mix of IT skills in the department is an
advantage for GIS implementation, as programming skill for data validation and the automation
of routine jobs are as important as those for software and hardware troubleshooting.

As to GIS, awareness and skills acquired during GIS training in 2004 have not been lost. The
classroom GIS projects demonstrated the grasping of the GIS concepts and the creativity in
translating these concepts into practical decision tools. Tailor-made GIS course with emphasis
on departmental projects may refresh the memories, and accelerate the skill build-up.

9.1.3 Causes of problems in particular areas

9.1.3.1 Leadership, Management and Co-ordination

With the closure of Anti-Erosion Programme, and the project management unit (PMU), the
leadership for a structured work program and co-ordination among the different sectors
disappears for GIS. The constraints to GIS growth are listed below:

1. With the winding up of the Anti-Erosion Programme, the inter-sectoral co-ordination

and monitoring performed by the Project Management Unit disappear. There is no
follow up of projects, which have been initiated;

2. The absence of project monitoring leaves loose the trained personnel, who are not
retained for project implementation. In the case where the trained personnel are still in
the department, the existing workload leaves little time to work on GIS. The
disconnection with the technology has been so long that the trained staff feels
uncomfortable to use the new technology and therefore reverts back to old work
routines;

3. Staff turnover among the services from top management to lower level is another
handicap for medium- and long-term projects implementation. No briefing or handing
over is given to the successor(s), who is/are not fully aware of exiting staff’s skills, and
initiated projects. Nobody is familiar with the base data, existing equipment and
software in the department. In consequence, maintenance of the base data (and map) is
not performed, no or little progress is made since the training was completed;

4. There is no opportunity for the trained staff to demonstrate and to share their newly
acquired knowledge with the fellow colleagues, so that the necessary changes in the
work routines can be seeded to facilitate collaboration for data integration into the GIS
database.

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The cadastre unit is the only service actively involved in mapping, despite the closure of Anti-
Erosion Programme, as it is driven by the pressing housing demands, and by the political will to
meet the target set. In contrast, other sectors like Agriculture and Public Infrastructure
Department (PID) though equipped with mapping facilities, either in terms of surveying and
map printing equipment, and software like AutoCad or ARCView, no progress is noted due to
the above-mentioned weaknesses.

9.1.3.2 Data loss and data quality

With the proliferation of data and reports, losses are common features. Archiving and
documentation is not yet part of the work culture. Precious time is lost in data search, and
recompilation. Data lineage is hard to follow, and tracking takes long time, resulting in much
difficulty to assess its reliability, and for adjustment to be made: be it temporal, spatial, or in
terms of the methodology of collection. Incomplete data collection is another source of
frustration, as a complete assessment is not possible, despite allocation of resources in its
collection. Systematic quality control at all stages of database build up is essential and needs to
be included in the organisation’s workflow. Good data give valuable information for knowledge
build-up in the community.

9.1.3.3 ICT support service

A major handicap in IT work environment is the idle time caused by insufficient technical
support. Trouble-shooting to diagnose the real cause of breakdown in the workflow, like
software/ hardware/operating systems’ conflicts, or faulty equipment, takes time. Therefore an
important aspect to take on board in ICT implementation strategy is the cost of equipment and
software maintenance, especially for expensive equipment like server, GPS and plotter.
Contingency funds for equipment replacement or provision of spares are to be foreseen so as not
to disrupt the workflow in the departments or worst, paralyse the system completely.
Understaffing in the front–line ICT support service is striking: only one staff for the whole
Rodrigues’ public service.

9.1.3.4 Finance and budgetary processes

Revenue collection has been computerised in the Central Administration. Already licenses and
leases payment are on-line and linked to the server. Spatial visualisation of revenue distribution
may be a decision aid for balancing the economic activities and employment creation. Also,
decentralisation of the administration service to high revenue areas may be a catalyst in cutting
the queuing time, and transport costs for more productive activities.

The computerisation of land transactions in the registry would eventually allow access by the
Cadastre Information System at the Cadastral Office for a real-time knowledge of the State
lands’ status. The move to a paperless bureaucracy would definitely facilitate the issue of lease
and their monitoring. However, the maintenance of these sophisticated systems is costly, and
economies have to be made by cutting down the processing time, and revenues generated by the
timely tracking of late payers.

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9.2 Way Forward

In terms of spatial data collection, Rodrigues has the advantage of being small, and has a young
educated population, who is keen to learn new technologies. The decentralised GIS approach
empowers each department, through its active participation in all stages of GIS development:
compilation, storage, visualisation, and decision-making.

The seeding of GIS in each key department confers the missing spatial dimension to existing
non-spatial data, which can then be shown as map documents. The department becomes self-
sufficiency in map products for their daily work, planning, and decision-support. With time,
these nascent satellite GIS are expected to actively contribute to an Integrated Resources GIS
system for the whole of Rodrigues, whereby exchange of data, their integration and SEG
decisions can be performed through cross-sectoral analysis.

For this to happen, RRA has to invest in human resource. Beyond the provision of legal
framework and ICT infrastructure, RRA has to build up the capital of technicians, who will
master the novel technologies for Rodrigues to become an information-based society, and an
information-based economy.

9.2.1 Overarching goal

The overarching goal is to create the necessary knowledge and disseminate it as quickly as
possible to all stakeholders, so as to dynamise the targeted development and sustain the
economic growth. Given the limited land and water resources, better resource allocation to
support the socio-economic development, to create jobs, and to improve the quality of life for
the inhabitants are desired. At the same time, this should not be detrimental to the environment;
as such equilibrium is really fragile for Small Island’s economy.

Five strategies are proposed below.

Strategy 1: Proper spatial entity for selected data themes;

Strategy 2: Geo-database as a corporate asset;

Strategy 3: Critical information for strategic planning;

Strategy 4: Knowledge build-up and dissemination to the community;

Strategy 5: Strengthen processes and procedures as well as organisation of operations.

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9.3 Strategies

9.3.1 Strategy 1: Proper spatial entity for selected data themes

9.3.1.1 Users’ requirements and selection of data themes

Through brainstorming exercises, all operational units, which are involved in the compilation of
reports, tables, or information sheets, for internal use as well as for stakeholders, would list
priority data themes within the department. Next step is to make sure that these are ‘mappable’,
and may be cross-analysed spatially. Proper choice of basic spatial unit in the GIS data model
avoids unnecessary boundaries’ conflict during such analysis, and responds to the context
specificity for possible interactions of biophysical, social, or economic datasets. An example is
the epidemiological studies of certain disease incidence, mapping of disease incidence in
relation to climate, lifestyle, or water quality etc. may elucidate disease causes, and enable
proper targeting of health program. Following the compilation of the recurrent data list in each
department, RRA would solicit the help of a system analyst, a GIS specialist, and a statistician
to prepare the templates to standardise data collection and entry for eventual system integration
and growth.

9.3.1.2 Spatial entity for Rodrigues GIS

Three main spatial entities (or units) are identified for data collection

(a) Village
The spatial entity relating to people and their activities is defined by administrative boundaries,
which are lines drawn on map, not always visible in real world. In the case of Rodrigues, the
basic spatial unit for administration is village limit. Village limits are concepts, which are
broadly accepted, at times blurred or a source of disagreement, when not officially proclaimed
and published. Though most often naturally defined by the topography, the local community
may prefer slightly different versions for historical or other practical reasons. Spatial conflict
and inaccuracies then arise when local field workers collect data according to village limits
known differently or approximately by each individual. This applies to agricultural production,
disease/pests outbreak, and disasters surveys. On the other side, census data collection and
household budget survey, performed by the Central Statistics Office, are based on official
spatial entity known as enumeration areas, which are mapped; and data collection and
compilation are rigorously controlled to fit into these enumeration areas. The practical problem,
which arises for cross-sectoral analysis, is the different spatial entities of the two sources of
socio-economic datasets, as village limits, apart from their inaccuracies, may not fit into the
enumeration area, or vice versa. Combinations of these datasets may be another source of error
by diluting the accuracy. In this context, RRA has the role of proclaiming village limits,
preferably in consultation with CSO, so that they can be mapped, and fitted easily into the
enumeration area.

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(b) Catchment
Given the dissected topography of Rodrigues (Exhibit 9.1), similar patterns in the landscape are
used to group, and specific traits to distinguish differences of the ecological niches. Catchment
entity, which embodies topography and slope direction, should be preferred to comprehend the
prevailing microclimate and the water balance specific to each river valley. Thus when
generating information from point data of biophysical nature like solar radiation, wind, rainfall,
relative humidity, evaporation, temperature, and geology, geographic specificity can be
considered using catchment as spatial unit. The catchment’s long- term production potential in
terms of natural resources can then be assessed, in conjunction with relevant socio-economic
data, for its carrying capacity, and sustainability.

Exhibit 9.1: - The dissected topography of Rodrigues forms distinct catchments of varying
production potential

Whole Island
This category includes features, which can be clipped spatially, without affecting the attributes
or content of the dataset. They are still evolving features, like Environment Sensitive Areas
(ESA), which have broad definitions criteria; and facilities like road network, water distribution
system, electricity distribution system, and drainage system, and technical reference documents
like Land Suitability, and Pedology of Rodrigues.

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Table 9.1. Spatial entities of selected data themes in Rodrigues and their present status

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9.3.2 Strategy 2: Geo-database as a corporate asset

9.3.2.1 Service products and asset

Data collection forms part of the routine workflow in most departments for statistics or report
preparation. This is the case for Agriculture, Health, Forestry, PID, and Central Administration.
Collected data are specific to the department, in response to its mandate. Same data when
collected or linked with spatial entities in a structured database is known as geodatabase. The
geodatabase in each satellite department serves the department itself by providing map
documents and digital data for fieldwork, and other GIS needs.

These satellite GIS operate independently and, at the same time, provide GIS data and products
to the Central Administration for cross-sectoral analysis. Through data exploration, and
analysis, added value data are generated from the geodatabase of the GIS. In the era of digital
information, some GIS products can be posted on webpage straight away; these include graphs,
maps, images and charts. Others need specialists’ interventions for further transformations. An
example is the spots heights collected by GPS are used to generate contour lines, digital
elevation model, slope and aspect, and catchment boundary definition. Another example is the
derivation of isohyets from scattered points of rainfall data in combination to topography. With
the right dose of leadership in each satellite department, the various information systems nurture
the databases into corporate assets with accrued value, especially when being maintained
regularly.

The Cadastral Land Information System illustrates the possibility of selling service from such
asset. Apart from the Tourism department, selling of map products may be a secondary activity
for most departments, as compared to internal use of the geodatabase for knowledge building,
and strategic planning.

The involvement of the Central Administration in the Integrated Rodrigues GIS (IRGIS) as a
data supplier and user would catalyse the data production by giving direction to these satellite
sectors and co-ordinating the data supply. Well-defined targets or project’s products, as spelt out
in the log-frame in the STAP would optimise the contribution of the various departments, and
avoid duplication. Further, cross-sectoral projects offer opportunities for the interactions of
trained personnel from various departments, allowing a better assimilation of the new
technology.

The geodatabase is a repository for collected data, facilitating archiving, retrieval, and allows on
screen visualisation. Land transactions, physical infrastructure and utility development could be
followed through the on-line connections with the sectoral GIS for real-time property
evaluation. Essential services like the Police, Health and Fire Services could benefit from this
centrally hosted GIS to provide working documents for security, hazards planning and
monitoring.

New emerging departments like Environment, and Tourism, which play active role in
Rodrigues’ development, do not have much data presently, are called upon to identify and to
accelerate key data collection. Liasing with the existing satellite GIS departments like the

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Cadastre unit, Agriculture, Forestry, and PID, is important for data sharing, and to build on
existing information for strategies development.

The growth of geo-database relies on 3 main factors:

1. Regular maintenance;

2. Capacity building in the mastering of spatial technologies (GPS, GIS, remote

sensing, digital photogrammetry) and IT for database growth; and

3. Scalability of the system and funds.

Regular maintenance
Management of information requires resources and commitment at various levels. A coherent
land and water resources management strategy rests on a good inventory and assessment of
existing situation, and planning for the future. Practical arrangements like a fixed date to hand in
the digital data for annual updating of the maps and related data, so that situation assessment
can be performed at the departmental level, and at the Central Administration level. Nowadays,
information-based economy detects demands and directs the market’s growth; and strategic
information feeds economy.

Capacity building
The present GIS situation in Rodrigues is plenty of low-skilled GIS staff and no high skilled
staff in the satellite departments. They are typists, computer operators, persons digitising maps,
and draftsmen for final map production. Their knowledge of GIS is none or basic, but their role
in keeping the system alive is important, as they feed in data, ensures that the output comes out.
This is a good starting point for the first 3 years of GIS database build-up in Rodrigues. In the
mean time, RRA has to ensure the preparation of high-skilled personnel in the managerial,
liaison, technical, and scientific level in its capacity development programme, to support the
system, and to generate value-added products. Presently, one senior officer is in charge of the
department and all its projects, he/she may not have all these skills and enough time to shoulder
all these responsibilities.

Technical skills like computer cartographers, system developers, programmers, and those who
are well versed with the technicalities of the GIS software are also required to liase with data,
software/hardware suppliers. More advanced training is required to cope with the volume of
data, and the growing complexity of the system(s) in the various departments. In addition,
scientific staffs like land and water resource managers, planners, environmental scientists, and
all those who use GIS for their application problems, and research, are to be trained to work on
multidisciplinary projects to develop cross-sectoral analysis skills. Adequate job definition and
high-skill GIS staffing are important for the delivery of services; otherwise money is wasted in
the purchase of equipment and in training, without reaping the benefit.

The fact that the GIS technology is a tool used by different disciplines, e.g. IT professionals,
surveyors, civil engineers, hydrologists, land/marine resource managers, land planners,

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statisticians, environmental managers, climatologists, and market researchers. GIS is offered as

a complete course module as part of these disciplines in universities. There can be tailor-made
short courses, or one to two year post-graduate level training for existing technical staff to be
trained in GIS for the delivery of identified products in their departments. With the increasing
importance of corollary spatial technologies like image processing, digital photogrammetry, and
GPS survey, as new sources of data supply to feed the GIS, the young Rodrigans embarking to
university studies can be offered scholarships in these disciplines of Geomatics.

Recruitment of one documentalist and one database administrator at the Central Administration
level is necessary so that protocols and system procedures can be set up in each department, and
the necessary guidelines given to the departmental managers to assist them in archiving and
documenting the departmental data. Managers are responsible for the daily smooth running of
GIS within the department, in tasks planning, routine workflow, and enforcement of systematic
quality control at all stages of database build up in the department, as shown in Exhibit 9.2.

Exhibit 9.2: Quality control included at all stages of workflow

Source: Modernising mapping organisations’ workflow-GIS Best practices (ESRI, 2007)

Quality control is essential and needs to be included in the organisation’s workflow. Good data
give valuable information for knowledge build-up in the community; whereas incomplete data
collection is a form of resource wastage, as complete assessment is not possible, despite
allocation of resources in data collection. Similarly, data and reports losses cannot be tolerated.

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Archiving and documentation should form part of the work culture, otherwise precious time is
lost in data search, and recompilation. As data lineage is hard to follow, tracking takes longer
time, resulting in much difficulty to assess its reliability, and for necessary adjustment to be
made: be it temporal, spatial, or in terms of the methodology of collection.

The following organigram (Fig 9.3) is proposed for each department. Depending on the work
volume, staffing is proposed with a minimum and maximum of personnel.

Fig. 9.3. Organigram in each department for an operational satellite GIS

Scalability and funds

The investment in IT infrastructure is substantial before it is being recouped. To be included in
the RRA’s ICT implementation budget are system protection like firewall, antispam, anti-virus,
and server backup; and high debit intranet and Internet connections. The satellite GIS in the
departments may then operate normally, free of these daily worries, and aspire to international
standards.

Staffing and the capacity building of human resource can be costly, especially for the technical
and scientific staff. Technical aids and funding have to be tapped from bilateral, or multilateral
assistance programme.

The price of hardware’s and equipment like GPS is expected to drop considerably in the next 5
years, therefore resources (like server) pooling and sharing like server may be temporary at the
initial stage of development. However, map printing would remain expensive, therefore A3 size

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output is sufficient for all departments, except PID, and Cadastre Units would need A1 to A0
plotter.

(a) Cost-cutting (Database maintenance, multiple licences)

Means can be devised for a win-win situation, where data exchange is automatic, and if
necessary, enforced by law. An example is the public infrastructure or real estate development.
To keep pace with the on-going physical infrastructure development in the various sectors, e.g.
roads, view points, electricity poles, dams, drains, etc., the RRA is advised to include a clause in
the tender documents, requesting the contracting or executing agent to hand in a copy of the
digital document of the implemented projects, including the spatial files or drawings. Similarly,
digital documents can be provided to those offering the contracting service, to facilitate contract
execution. Hence, updating of the new or amended features can be done by simple insertion,
followed by field check by the staff. This reduces time delay in update, and allows recent
changes to be considered in decision-making, with the possibility of seeing where things just
happened through the GIS platform.

It is a reality that the pooling and continuous editing of digital map files affects the positional
accuracy of the base map layer with time. Thus in the medium term, the acquisition of a
rectified high-resolution satellite imagery on a regular basis (every 2 or 3 years), is necessary to
calibrate all the map layers for such positional shifts. The price of such image is still high,
despite its tendency to drop in these recent years. Sharing of such basemap by all departments
would justify the cost, and recoup the investment faster through the diversity of digital products
obtained. With the ambitious projects of exploiting the marine economic zones, the concurrent
use of such image for both inland and territorial seas will be profitable. Community
involvement in critical data collection may also considerably bring down data collection costs,
through contributions from NGO joint projects.

Package negotiation for multiple copies software license by RRA is to be considered, especially
for those software currently used in most departments like standard office software. Similarly
group discount for phased training of staff can be included in the software/equipment purchase,
and maintenance.

(b) Intellectual property

Through data exploration and analysis, new knowledge is distilled from the database in each
department. Processed data for specific uses are to be kept in the database for eventual
indicators development, which are essential for the department’s development strategies. On
individual level, the consideration of data as an intellectual asset has to be emphasised to
encourage the local staff in research activities. The fact that GIS transgress boundary limits,
multidisciplinary contribution to spatial data analysis is often solicited for a complete
understanding of a situation. Copyrights and data confidentiality have to be debated in each
department for a good balance of data security and transparency.

9.3.3 Strategy 3: Critical information for strategic planning

Since land is central in the development of Rodrigues, the Cadastre Land Information System
serves as a backbone in the Integrated Resource GIS through settlement mapping. The present

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untapped data for land management is being collected systematically with the computerisation
of land transactions, licenses and lease payment in the Central Administration. This comprises
land ownership, the status of the leased lands, and the type of activities carried out on the land.

Critical information can be derived, through the integration of socio-economic map layers
derived from parameters collected by the CSO, agricultural department, environment unit, or
PID. GIS provides the yardstick for measuring life quality improvement, for exploring business
opportunities, and the spotting of poverty pockets to village level. As resources capacity (land &
fresh water) and development potential go beyond the administrative boundaries, and are rather
tied up with fresh water availability and sustainability. A more realistic NPDP and development
strategy can be entertained, with the necessary insight in the fresh water supply issue at
catchment level.

A holistic land evaluation is necessary to topple the effect of lop-sided development of some
villages which have more facilities than others, hence proper taxation would enable funding of
facilities development in less developed villages so as to uplift the life quality, and boost
business activities.

9.3.4 Strategy 4: Dissemination of knowledge and community involvement

9.3.4.1 Knowledge build-up and dissemination to community

The ultimate goal of data compilation and analysis of IRGIS is to better understand the
processes in the socio-economic development of Rodrigans, and to make available such
knowledge to all stakeholders. Posting of relevant, maps and graphics in public buildings like
community centres, departmental offices, air/sea ports is a way to pass on the information to the
community, and the visitors. RRA website should have different portals where the statistics and
maps from the different departments can be made available, with the necessary security levels.

Research findings by outsiders using local facilities, e.g. Shoals of Capricorn, Mauritian
Wildlife Fund, or the University of Mauritius, could be pooled and classified in the Human
Resource documentation centre or/and RRA library, so that the remaining aspects of research
can be followed up. Communication of research findings to the local community has to be
encouraged, so as to create a discussion forum for the new university recruits of the public
service and community leaders. Such intellectual exchange would foster community
participation, starting from data collection, observations, discussions and experimentation. This
may start from school kids e.g. rain data collection for the village, thus fostering a research
culture. A research agenda needs to be set up to collect missing critical data, vital for the
sustainable development. In this sense, RRA has the responsibility to allocate funds to priority
research projects, and/or to submit these projects for foreign funding.

9.3.5 Strategy 5: Strengthen processes, procedures and organisation of operations

• There should be a list of priorities in each department in terms of data collection, and have
them organised into a work calendar. A standard template for data collection sheet would
avoid misinterpretations, and would facilitate data entry and processing in the office. The

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July 2009

advice of a statistician is recommended in most cases. The role of dedicated staff in

planning data collection, systematic checking, and administration is vital to liaise with those
involved in data collection, and the data users. The data should be handy and reliable for
use;

• The lack of awareness of data management starts at individual level. Any piece of data
compiled for official statistics or produced from a scientific study is quite often used for the
sake of the particular use or publication, then filed and lost in the system. A change in work
culture is necessary to give place to the GIS technology. Standardisation of collected data is
important for eventual uses; and documentation forms part of the data quality assurance
standards to evaluate the collected data’s accuracy and reliability. A yearly work program
needs to be set up for data maintenance;

• As mentioned above in this chapter, the digital base maps for the GIS are ready for use.
Critical information for land management is being collected systematically with the
computerisation of land transactions, licenses and lease payment in the Central
Administration. This comprises land ownership, the status of the leased lands, and the type
of activities carried out on the land. Other socio-economic parameters collected by the CSO,
Agricultural Services department, Environment unit, or PID may be mapped when
aggregated to fit into the agreed spatial entity, which can be a village, an enumeration area, a
catchment, or the whole island. The table below shows the list of decision support
documents that would be helpful to those working in the various units, and is partly
compiled from the feedback of the technicians interviewed GIS and the existing database
compiled from Rodrigues in 2004. Though it is not an exhaustive list, it is a starting point
for the GIS’ tasks agenda. Some of these tasks (■) can be achieved within reasonable time,
while others like the critical information gaps, require a phased time frame, as well as
technical and/or legal support;

• Other information to be compiled to feed the geodatabase include:

• Climate datasets for erosion simulation, flood or drought prediction; sustainable energy
or water strategies development, viz., solar radiation, wind direction and speed data;
rainfall intensity; and return period for storm events;

• Evaporation data (more flow gauges are required to measure flow data);

• Reliable record of water use from rivers and boreholes;

• Updating of road network database with drains;

• For productivity per village, village limits have to be agreed and proclaimed (as
recommended in Section 7.5.5 above);

• Poultry and animal products like eggs, per agricultural zone or village;

• Pandanus spp distribution, and leaves production rate;

• Ecological niches mapping Biodiversity mapping (birds, ferns, and endemic spp).

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© 2009 KPMG Advisory Services Ltd. All rights reserved.
 ABCD
Rodrigues Regional Assembly
Final SIDPR
July 2009

Table 9.2: Identified spatial information required by various department with cross-sectoral interactions

Dept Identified decision-support Data source Time frame to Tasks (■) &/or constraints for GIS
tools produce
Cadastre - 1. All residential settlements Cadastre, Monthly update or
Planner in Rodrigues Deeds Real-time
Conversion of surveyed data into
format compatible to ARCView for
registry plug in
2. Age, marital status and CSO (Census Monthly update or
occupation of those living in 2000) and Real time
Common key required for linkage with
Oracle databases, or
the settlement Deeds
Registry of
Central
Creation of database structure to import
downloaded data
Administratio
n
Cadastre- Vacant land and squatters Cadastre, Any time Field survey and mapping
surveyor inventory deeds
Registry
Central 1. Village territory Orthophoto As soon as possible Problem of spatial aggregation of collected
administratio delimitation mosaics from General consensus, data: enumeration area for Census survey,
n GIS database and legislation whereas agricultural statistics are collected
support required at village level. Ideally, village should be
(Political will) the base unit that can be aggregated to fit
into the enumeration area.
Data on solar radiation, wind direction and
Medium to long speed
term
2. Sustainable energy source
PID- WRU Storm water management. Meteo, Medium to long Rainfall intensity, return period for storm
Lagoon pollution and Environment term data collection events
sedimentation. Risks of
erosion/landslide Simulation models and use of GIS

PID- WRU 1. Suitability map for
potential water-harvesting
schemes in Rodrigues
2.Water balance of the river
valleys of the island Drought
prediction
Meteo Medium to long- Limited climate datasets for dew point
term data collection. temperature, rainfall, solar radiation, wind
speed and evaporation: Network to cover all
catchments, as presently only available for
Continuous Plaine Corail and Pte Venus.
historical climate Unreliable and gappy rainfall data despite
data, and river flow the existing raingauge network.
data required No evaporation data. Limited flow
gauges to measure flow data.
Problem of ephemeral springs and rivers

185
© 2009 KPMG Advisory Services Ltd. All rights reserved.
 ABCD
Rodrigues Regional Assembly
Final SIDPR
July 2009

Table 9.2: Identified spatial information required by various department with cross-sectoral interactions

Dept Identified decision-support Data source Time frame to Tasks (■) &/or constraints for GIS
tools produce
PID- WRU 1. Water use by different PID-WRU Yearly update Water use from rivers and some bore holes
economic sectors not recorded.
PID- 2. Infrastructure inventory PID – Laws to enforce Water rights, and to protect
Infrastructur 3. Flooding hazards infrastructure the catchment river source
e Rivers, roads,
Updating of water infrastructure database
and
settlements (boreholes, pipeline, dams, flow gauges)
from GIS Updating of road network database with
database drains

PID-assets 1.Different users’ needs: PID Yearly update Updating of public assets like officers’
Maintenance costs (for PID) residence and social infrastructure (schools,
2.Planning for accessibility police stations, community centre, training
to education, health care, and Adjusted centre, leisure ground, bus park)
sports facilities in relation to Census
target groups (for Central Survey
administration)
Environnent 1.Waste management Environment, Yearly update
Census
House-hold wastes data Landfill data
Updating of leisure space and facilities
2.Leisure demand mapping survey
3.Landscaping for tourism PID, Forestry,
Scenic trail or roads
and Meteo

Choice of flowering trees and shrubs,
and endemic species according to
ecological niches
Agriculture 1. Erosion susceptibility map Rodrigues Any time
2. Suitability map for Land
Exists in the GIS database, but requires
updating to quantify remaining areas
agriculture (including suitability in with recent land use change
pasture) 3. GIS database Set-up of a soil Require representative soil sampling for
Soil fertility map analysis lab. analysis followed by mapping
Agriculture 1.Agribusiness expansion Census Yearly update
survey
Mapping of existing agribusiness
Agricultural
statistics
Mapping of potential businessmen or
women

2.Productivity monitoring Short to medium

Map showing crop/animal production
per agricultural zone (and per village)
term
Historical
data on farm
Map showing monthly/seasonal/yearly
fish/shell fish/octopus catch
production

Map showing honey production

For productivity per village, village limits
have to be agreed and proclaimed.
Poultry and animal products like eggs, per
agricultural zone or village is not available

Map showing target farmers to improve

186
© 2009 KPMG Advisory Services Ltd. All rights reserved.
 ABCD
Rodrigues Regional Assembly
Final SIDPR
July 2009

Table 9.2: Identified spatial information required by various department with cross-sectoral interactions

Dept Identified decision-support Data source Time frame to Tasks (■) &/or constraints for GIS
tools produce
crop/animal production

Mapping of production constraints

(water, slope, farm size, labour,
disease/pest incidence)
Tourism – Tourists’ comfort and PID Yearly update
Leisure attractions Environment
Mapping of hotels & tourism facilities

Mapping of viewpoints, eat-out places,

tourists’ shops, and local specialities

Tourist guide maps

Tourism – Constraints to handicraft Forestry Yearly update Pandanus spp distribution, and leaves
handicraft production Handicraft production rate
centre

Handicraft producers distribution,

Raw material demands

Life quality Indicators in terms of basic
needs
1. House type and facilities
2. Health status
3. Water quality (E. Coli
count, nitrate, phosphate, and
sulphate content) Road
safety
Census Yearly update
survey
Mapping of household facilities: septic
tank, piped water, floor space, yard
space, and TV channels accessibility

Mapping of disease incidence, infant
mortality
PID-WRU

Analysis done sporadically as no such
lab facility presently

PID-
Road accident mapping

infrastructure
4. Road security
Police records
Forestry Sustainable timber/honey Forestry Yearly update
production
Reforestation mapping

Eco-tourism products
Medium to long

Timber production and harvest mapping

Biodiversity Conservation Forestry term

Meteo

Firewood production

Protected areas

Forest trail mapping

Potential camping sites

Ecological niches mapping

Biodiversity mapping (birds, ferns,
endemic spp)

187
© 2009 KPMG Advisory Services Ltd. All rights reserved.