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Tourism is seen as a final consumption by households for holidays through which the spending
of domestic and foreign visitors creates turnover and added value for many companies and
different sectors of the economy. This demand consists of a package of services either put
together by the tourist himself or by the operator. The creation of such a package requires
production in partnership and marketing by various suppliers.

Mauritius is already a well established tourist-receiving country both in the Indian Ocean and on
the highly competitive world market. The development of tourism facilities, more particularly
the accommodation sector, has been stimulated by private local sector and overseas interests with
a low level of government intervention. Although the tourism industry is dominated by the
private sector, the Mauritian government has been involved in the provision of financial
incentives to attract both local and foreign investment.

The tourism development is therefore a complex process involving the development agents and
key stakeholder groups with state policy, planning and regulations. Although the current form of
tourism may have impacts on the destination, there may be potential broader development
outcomes which benefit the destination.

  

The size of Mauritius means that tourism cannot be allowed to expand indefinitely as tourism is
bound to give rise to a large number of conflicts. Moreover, the development of tourism is
assisted by the rapid growth of private sector businesses and their willingness to exploit new
commercial objectives. Absence of a proper planning policy and development will have
detrimental impacts on tourism on the society, economy and the environmental. This has been
the case to Mauritius¶s neighbour countries like Seychelles, Madagascar and Comoros who have
failed to develop their tourism industry because of conflicts. (Conlin and Baum, 1995).

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3c Since the government is aiming 2 million visitors by in Mauritius, the study of Telfer and
Sharpley (2008) will be tested to find out its effectiveness for the destination, the fact that
Mauritius relies largely on the tourism industry.
3c The fact that each development of tourism brings along negative impacts, we shall
analyse whether the strategy plan on tourism takes into consideration the different
impacts
3c rook at the actions taken to mitigate the negative impacts of tourism by different
stakeholders
3c Identify changes occurring in tourism planning in Mauritius
3c gecisions need to be made as to what forms of tourism are best suited to a destination for
the long term and for its sustainability.

 $ %&'"!(
Mauritius, an island covering 1,860 square kilometres (720 square miles), is situated some 2,000
kilometres (1242 miles) off the south East coast of Africa. More than 150 kilometres (93 miles)
of white sandy beaches and transparent lagoon are protected from the open sea by the world¶s
third largest coral reef, which surrounds the island.

The population is estimated at 1,2 million. It forms a mosaic of different races, cultures and
religions since Mauritians are descendants of immigrants from the Indian sub-continent, Africa,
Europe and China. The cultural diversity and racial harmony of the island make of Mauritius a
unique place. Most Mauritians are multilingual, being fluent in Creole, French and English.
English is the official language. Bhojpuri, Hindi, Urdu, Tamil, Marathi, Telugu and Mandarin
are also spoken.

Mauritius has a tropical maritime climate which is conditioned by south east trade winds. There
are no extreme temperatures either in summer or in winter. In summer the temperature varies
from 23ºc to 33ºc, while in winter the island registers temperatures ranging between 17ºc to 23ºc.

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This is what makes the island an all-year round destination due to its tropical climate and in
particular the sun which visitors enjoy the most.

The island is predominantly a holiday destination for beach-resort tourists, where the coastline is
fringed with white beaches and protected by coral reef almost around the island. The name
Mauritius itself tends to conjure images of spectacular beaches and clear lagoons.

Mauritius has emerged as the most important tourist destination in the Indian Ocean. From a
base of 68000 foreign visitors in 1973, this had risen to nearly 871,356 total arrivals in
2009(CSO, 2009). Since 1988, the government¶s stated policy towards tourism in Mauritius has
been to emphasize low-impact, high spending tourism so as to maintain the island¶s up market
profile, as a luxury beach holiday destination.

For the last 40 years, the Mauritian tourism product focused mainly on the traditional 3S
characteristics and was considered as an exclusive beach holiday destination. And since last year
(2009) Mauritius has a brand new slogan and identity, "Mauritius - C¶est un Plaisir" (Mauritius-
It¶s a Pleasure). The Brand Mauritius comprises of five major key components of proposition,
personality, positioning, values and supporting messages. More thought has been given to
diversification of the tourism product. Private sectors have started to provide a number of
additional services such that there is more synergy among the players of the industry to set
tourism on the right track.

Tourist arrivals have been expanding consequently, thus rising from 102,510 in 1977 to 656,453
in 2000. About 67% of the tourist arrivals are of European origin, with France supplying nearly
half. The nearby Reunion French Territory is the most important short haul source market
accounting for about 13% of total tourist arrivals. Asian residents provided 6% of tourist
arrivals, almost half of which originated from the Indian Sub-Continent.
In 2000, total number of nights spent by tourist was estimated to about 6.5 million, representing
an increase of 13% over 1999. The average length of stay works out to around 10 nights and
average expenditure per tourist reached about Rs. 22,000.

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Based on the favourable growth registered in tourist arrivals, it is estimated that arrivals for the
year 2001 would be around 700,000 (+10%) with total gross receipts of the order of 15,500
million rupees.

å&  "

Mauritius is mainly a holiday destination for beach-resort tourists. It possesses a wide range of
natural and man-made attractions, with a sub-tropical climate, clear warm sea waters, attractive
beaches, tropical fauna and flora mixed by a multi-ethnic and cultural population that is friendly
and welcoming. These tourism assets are, its main strength, especially since they are backed up
by well-designed and run hotels, and reliable and operational services and infrastructures. The
hosts are being seen product and the "hospitality atmosphere" has more and more as the nucleus
of the tourism been receiving increasing attention.

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According to Hall (2000), tourism planning is a kind of decision-making and policy-making

which deals with a set of interdependent and systematically related decisions. Planning is not a
new concept and Friedman (1973) stated that the most important characteristics of planning is
directed toward the future, where there is the necessity for continuing planning analysis
assessment throughout the planning period with constant re-evaluation and adjustment of means
to ends. Both authors therefore suggested that the tourism planning process is a continuous
framework that should be adopted. Moreover, Hall and Jenkins (1995) argued that tourism is an
integral part of machinery of many governments to decide various courses of actions. gemand
for tourism planning and government intervention in the development of a tourist destination
may lead to unwanted negative impacts or they can be minimized.

However, according to Ritcher (1989), many tourism policies involve excesses and mistakes
occasioned by national tourism development. This is viewed by some as unpopular measures,
leading to conflict. Still, tourism policy is meant to guide subsequent actions in a way where the
destination feels more comfortable. It is a framework where present and future tourism issues
are analysed and decisions taken. The policy also points out the way stated in general terms the
destination would like to see happening, what it is prepared to tolerate and what will not be
acceptable (Godfrey and Clarke, 2000). Therefore, the tourism planning need to be integrated
within wider planning processes to maximize tourism development through economic, social and
environmental enhancement.

)   '
Tourism is, without doubt, one of the major social and economic phenomena of modern times.
Since the early 1900s when, as a social activity, it was largely limited to a privileged minority,
the opportunity to participate in tourism has become increasingly widespread. At the same time,
distinctions between both tourism destinations and modes of travel as markers of status have
become less defined; tourism, in short, has become increasingly democratised (Urry, 1990b: 16).

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It now also µaccounts for the single largest peaceful movement of people across cultural
boundaries in the history of the world¶ (rett, 1989: 277).
However, tourism is not only a social phenomenon; it is also big business.c Tourism has also
developed into a powerful, world-wide economic force.c Owing to its rapid and continuing
growth and associated potential economic contribution, it is not surprising that tourism is widely
regarded in practice and also in academic circles as an effective means of achieving
development. That is, in both the industrialised and less developed countries of the world,
tourism has become µan important and integral element of their development strategies¶ (Jenkins,
1991).cIndeed, the ñ
 ñ
of tourism, for its promotion in any area or region within the less
developed world, is its contribution to development.
Tourism has been regarded as an engine for growth and poverty reduction. Both developed and
developing countries design their policy to generate benefits from the tourism industry. Hall
suggests ³Many governments around the world have shown themselves to be entrepreneurs in
tourism development´ (Hall, 1994). Tourism deserves encouragement and support from the
government (Jeffries, 2001). Although tourism is an activity sustained mainly by private
initiative, governments have traditionally played a key role in its development. In many
developing countries, the state usually plays a central role in formulating and planning tourism
development policy (Jenkins, 1998). The public sector has a significant and effective role in
managing the environment and image of tourism (Wong, 2003).

)  &#
Tourism is viewed as another tool to raise the political image and legitimacy of a state. Nation
states in Southeast Asia have been promoting the tourism industry not only to drive economic
development but also to support ³ideologically driven definitions and symbols of national
dentity and ethnicity´ (Sofield, 2000). In addition, states use tourism for their political interests
as Richter has suggested: ³the commitment to develop tourism is a policy decision fraught with
politics but almost always couched in economic and social rhetoric´ (Richter, 2001). In the
Philippines, tourism was used as a political tool to ³sell martial law´ in September 1972 under
the Marcos regime (Chheang, 2009). Many development projects and programs were
implemented to promote the tourism industry in the Philippines as a policy to increase the good
image of Marcos¶ administration. (Ritchter, 1996; 2001). In Myanmar, Hall (1997) observed that
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³Any discussion of tourism in Burma cannot ignore the political issues that surround it.´
(Henderson, 2003). They all conclude that state exploits tourism for their political gain or
objectives.

) $  '

Tourism has been strongly developed in Cambodia since the 1960s. However, civil war had
seriously damaged tourism industry in the 1970s and 1980s. Tourism has become one of the
most important industries contributing to economic development in Cambodia. Tourism is the
third largest contributor to the Cambodian economy after agriculture and textile industry and
second biggest income generation after the textile industry. In 2005, income from tourism
accounted for 832 million US gollars, or about 13 per cent of the Cambodian Gross gomestic
Product (GgP), and it provided annually about 200,000 jobs for the Cambodian people. Besides
the economic effects of tourism, the Cambodian government also views tourism as an effective
tool to promote the cultural values and identity of Cambodia which had been lost due to the
external intervention from neighboring countries (Thailand, and Vietnam), French colonialism
and the prolonged civil war and upheavals. Tourism can also help to improve the image of the
Cambodian state. It is argued that the Cambodian state considers tourism as the main contributor
to socio-economic development, and to improvement of Cambodia¶s image and identity
(Chheang, 2008).

The government views tourism as one of the most effective tools in poverty reduction in
Cambodia through employments, tax revenues, and other spillover effects in other sectors,
particularly agriculture, handcrafts and souvenirs production, and construction. Tourism is one of
the top five national development priorities of Cambodia. In addition, tourism play a vital role in
realizing the Cambodian national development strategy called ³Rectangular Strategy´ focusing
on promoting economic growth, employment, equity and efficiency in public sector. In order to
reduce poverty effectively through tourism, the government pays special attention to
employment and income creation for the local people. The government recognizes the leakage of
tourist revenues through the importation of materials and agricultural products from the
neighboring countries to supply the needs of hotels and restaurants. To deal with this issue, the

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government encourages and supports local farmers and producers, particularly the farmers living
in Siem Reap province, home of Angkor Watt, to produce these goods instead. ³Once village
once product´ is considered as an effective tool in reducing leakages and promoting local
community development.

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Tourism infrastructure and facilities are the main priority in planning and development. The
Cambodian government has tried to invest in building basic infrastructure such as highways,
roads, electric power plants, water supplies, and international airports. With the support of the
international financial institutions and donor countries, some basic physical infrastructure has
been constructed but this is still at a very low level. Tourism development requires the
development of infrastructure and other tourism-related facilities (Hun Sen, 2002).

) $ ) -".' / %
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Collaboration between the public, private sectors and civil society is considered to be a factor
propelling tourism development in Cambodia. The private sector plays an important role in
providing tourism services while the non-governmental organizations (NGOs) support
sustainable tourism and poverty reduction in Cambodia. The most crucial issue is to work in
partnership with the private sector to implement all action plan related to tourism sector
development (Hun Sen, 2002).

) $  "&' 
The Cambodian government considers cultural heritage preservation is the cornerstone of
tourism development in the country. Cambodia is attractive to international tourists due to her
unique culture and history. Culture has contributed and is contributing to the country's
development through its promotion of cultural tourists«The conservation and promotion of
advancement of the national cultural heritage and civilization is an absolute will and
determination of the Royal Government (Hun Sen, 2002). Cambodia will seek to promote the
sustainable management of our heritage and natural resources through specific policies and

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measures, so that these contribute to continuing national growth while remaining intact as
national patrimony (Hun Sen, 2002).

) $ $  '
Environmental issues are quite new for Cambodia especially within the framework of tourism
development. The incorporation of environmental protection and tourism development started
from the end of the 1990s when the environmental issues came to the surface in Angkor Park and
other tourist destinations. The main environmental concerns are the increasing problems of solid
waste and river pollution. Attention should be given to developing measures to promote the
protection of the environment and the cultural heritage according to the concept of "sustainable
tourism development" (Hun Sen, 2002). Historical, cultural and natural tourist sites have been
managed and reorganized with good protection of natural and cultural environment (Hun Sen 08
May 2003).

) $ 0  '
Tourism education and trainings have been just introduced and developed in Cambodia since the
early 2000s. Human resources in tourism planning and development are the big challenge for the
country. Therefore, training and education in tourism is given special attention by the
government. The important work is the training of human resources to a level of high knowledge
and with sufficient capability in both national and international standards (Hun Sen, 2002).
Tourism vocational training schools were established; technical staff and employees have been
trained both at home and abroad (Hun Sen, 2003).

) $ 1 '-&'
There are many tourism products in Cambodia but the problem is that marketing and promotion
of the products is still very poor. Currently, most of the tourists come to visit Cambodia to see
Angkor and not other places. It is necessary to promote other cultural and natural attractions for
tourists in order to keep them to stay longer in Cambodia. The Royal Government is preparing a
master plan for tourism development and diversifying tourist destinations into other cities such
as Sihanoukville (Hun Sen, 2005).

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Cambodia was the first country in Southeast Asia to introduce an e-visa. This provides great
convenience for the tourists. The visa procedure is very simple. The tourists could get visas at
border checkpoints and at international airports. In addition, visa simplification goes to next step
which facilitates travelling procedures and transportations for tourists within the regional
framework. For instance, Cambodia has adopted the implementation of ³Single Visa´ between
Cambodia and Thailand on 17 gecember 2007. This is the key in travel facilitation and a
regional role model to facilitate tourists¶ entry, without having to apply for visa at many
locations, meaning that they can apply for their visa at a single place only in order to visit
Cambodia and Thailand. Single Visa Agreement will also be applied to Cambodia-Vietnam,
Cambodia-Malaysia, and Cambodia-Singapore in the future. To encourage tourists to spend
more time and money in Cambodia, the Royal Government has implemented actions to ease
travel and entry: streamlined issuance of visas, especially for ASEAN citizens (Hun Sen, 2003).

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Cambodia always considers regional integration as its top foreign policy. In terms of tourism
development, Cambodia needs the support from the regional groupings such ASEAN and the
Greater Mekong Subregion to create a joint policy to attract more tourists to come to the region.
Bangkok and Hochiminh International Airports are the main gateways for tourists coming to
visit Cambodia. Apart from making efforts to expand the domestic market for tourism products,
the government is conscious of the great potentials of ASEAN and the Greater Mekong
Subregion (Hun Sen, 2002).

) 0 "!&
Specific plans and actions can increase tourism¶s benefits or decrease the gravity of a negative
impact. It is important for communities to understand the wide scope of impacts and endeavor to
agree on what positive impacts to emphasize. It is wise to acknowledge and identify possible
negative impacts so actions can be taken to minimize or prevent them. A clear statement of the
community's vision of tourism should be an integral part of a community¶s comprehensive plan.
Active planning directs tourism toward the goals of the community, clarifying tourism¶s role and
uniting multiple interests. Planning is not enough. Active implementation and management of

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plans and prompt attention to emerging tourism issues will maximize positive and minimize
negative impacts. Monitoring and addressing community attitudes should be an ongoing part of
the management effort. Good monitoring efforts can identify trouble areas and give leaders an
opportunity to defuse community reactions and make timely changes before a crisis occurs
(Moen.S, 2001).

Tourism development in an efficient destination that can help to achieve the harmonious
economic growth in connection with beneficial social recessions and helps ensure the protection
and renovation of the natural and cultural assets. Planning of tourism includes drawing up the
future that can be acceptable to the local inhabitants and visitors. Without planning and
controlling mechanism the development of tourism may end by having social, cultural and
economic distortions, which will be reflected in the relationship between tourists and local
inhabitants (Reinholde. K and Ðïara. A, 2000). As soon as the tourism grows and expands, it
brings the social and economical changes in the respective region. These can be positive as well
as negative.

The efficiency of tourism can be shown with:

  '.
3c tourism helps to diversify and stabilize economic of region;
3c makes good basis for current business and provide circumstances for new businesses;
3c demand for additional employees;
3c increase of turnover creates increase of incomes;
3c the turnover and additional incomes make increase of taxes in the budget.
)  '.
3c the pride of native place from local inhabitants increases;
3c new social contacts appear;
3c revenues from tourism help to support the cultural and historical objects;
3c increases educational level of the inhabitants;
3c tourism helps develop the trade and don¶t allow to disappear the particular culture and
customs ;
3c development of the culture and crafts promotes.

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3c saves flora and fauna.
3c maintain of the natural objects.
3c care taking of the environment.

Inadequately planned and developed tourism can cause the problems.

1. & 'are:
3c congestion;
3c life style conflicts;
3c criminal level;
3c tension with the local inhabitants for the use of the tourism resources.
2. "& !!& are:
3c increase of the wastage;
3c increase of pollution, noise ;
3c the rear species could diminish;
3c there could be the damages of the physical environment.

For prevention of negative aspects, careful tourism resources analyse and planning of the future
actions, oriented on the sustainable tourism should be made. guring the planning process
destination like ratvia have tries to avoid the negative factors and increases the positive
influence of the social, economical, and environmental factors, which are connected with tourism
development. The tourism planners must to be sure, that tourism will give maximum positive
impact for the municipality. The planning process is associated with the following points given
by Gunn:
1. geveloping of high-level tourism sector must not always be very expensive.
2. To encourage use the tourism either for cultural and economical exchange.
3. gistribute the economical gains from the tourism to the possible more local people.
4. To preserve the cultural and natural resources as the part of the tourism development.
5. To maximise the income of the foreign tourists for the stabilization of the payment balance.
6. To increase employment.

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7. To help the peripheral regions increase the employment and prevent the outflow of the local
people.
8. To increase the number of the ³high income class´ tourists. (Gunn, 1994)

Understanding that tourism development may result in many impacts suggests that local
government, the tourism industry, and community residents need to work cooperatively and
carefully to plan for its growth and development (rankford, S.V. and g.R. Howard. 1994).
Planning can help create an industry that enhances a community with minimal costs and
disruptions in other aspects of community life (Moen.S, 2001). Having broad community
involvement and embracing different perspectives during planning helps identify and resolve
concerns that would otherwise create problems later.

) 0  
Tourism increases employment opportunities. Additional jobs, ranging from low-wage entry-
level to high-paying professional positions in management and technical fields, generate income
and raise standards of living. Particularly in rural areas, the diversification created by tourism
helps communities that are possibly dependent on only one industry. As tourism grows,
additional opportunities are created for investment, development, and infrastructure spending.
Tourism often induces improvements in public utilities such as water, sewer, sidewalks, lighting,
parking, public restrooms, litter control, and landscaping. Such improvements benefit tourists
and residents alike. rikewise, tourism encourages improvements in transport infrastructure
resulting in upgraded roads, airports, public transportation, and non-traditional transportation
(e.g., trails). Tourism encourages new elements to join the retail mix, increasing opportunities for
shopping and adding healthy competitiveness. It often increases a community's tax revenues.
rodging and sales taxes most notably increase but additional tax revenues include air travel and
other transportation taxes, business taxes, and fuel taxes. New jobs generate more income tax
revenues.
When considering the economic impacts of tourism, it is essential to understand that tourism
businesses often include a significant number of low-paying jobs, often at minimum wage or
less. These jobs are often seasonal, causing under-employment or unemployment during off-
seasons. rabor may be imported, rather than hired locally, especially if particular skills or
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expertise is required, or if local labor is unavailable. Some tourism-related businesses are volatile
and high-risk ventures that are unsustainable. Greater demand for goods, services, land, and
housing may increase prices that in turn will increase the cost of living. Tourism businesses may
claim land that could have higher-value or other uses. Additionally, non-local owners and
corporations may export profits out of the community. The community may have to generate
funds (possibly through increased taxes) to maintain roads and transportation systems that have
become more heavily used. Similarly, if additional infrastructure (water, sewer, power, fuel,
medical, etc.) is required, additional taxes may also be needed to pay for them.

) 0 )  
Areas with high-value natural resources, like oceans, lakes, waterfalls, mountains, unique flora
and fauna, and great scenic beauty attract tourists and new residents (in-migrants) who seek
emotional and spiritual connections with nature. Because these people value nature, selected
natural environments are preserved, protected, and kept from further ecological decline. rands
that could be developed can generate income by accommodating the recreational activities of
visitors (Pirnar , I. 1993). Tourist income often makes it possible to preserve and restore historic
buildings and monuments. Improvements in the area¶s appearance through cleanup or repairs and
the addition of public art such as murals, water fountains, and monuments (part of making a
community ready for tourism) benefit visitors and resident alike. Tourism is generally considered
a "clean" industry, one that is based on hotels, restaurants, shops and attractions, instead of
factories (Omurgonulsen,U. 1990).
Tourism can also degrade an environment. Visitors generate waste and pollution (air, water, solid
waste, noise, and visual). Natural resource attractions can be jeopardized through improper uses
or overuse. Providing tourist services can alter the landscape's appearance. For instance, visual
pollution may occur from billboard proliferation. As tourism develops, demand for land
increases, especially for prime locations like beachfronts, special views, and mountains. Without
forethought, natural landscape and open space can be lost. The destruction or loss of flora and
fauna can happen when desirable plants and animals are collected for sale or the land is trampled
(Obua,J. 1997). Tourists or the businesses that cater to them often remove plants, animals, rocks,
fossils, coral, and cultural or historical artifacts from an area. Uncontrolled visitation or overuse
by visitors can degrade landscapes, historic sites, and monuments. Where water is scarce, tourists

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can overwhelm the available supply. Travelers can also inadvertently introduce non-indigenous
species, as can increases in the trade of animals and plants.

) 0  
The social and cultural ramifications of tourism warrant careful consideration, as impacts can
either become assets or detriments to communities. Influxes of tourists bring diverse values to
the community and influence behaviors and family life (Tekin, A. 1994). Individuals and the
collective community might try to please tourists or adopt tourist behaviors. Interactions between
residents and tourists can impact creative expression by providing new opportunities (positive) or
by stifling individuality with new restrictions (negative). Increased tourism can push a
community to adopt a different moral conduct such as improved understanding between sexes
(positive) or increased illicit drug use (negative). Safety and health facilities and staffing tend to
increase at the same time safety problems such as crime and accidents increase. Traditional
ceremonies may be renewed and revived by tourist interest or lost in alternative activities.
Community organizations can be invigorated by facing the opportunities of tourism or
overwhelmed by its associated problems. Calamities such as natural disasters, energy shortages,
terrorism, political upheaval, disease outbreak, a chemical spill, or even widespread negative
publicity could shut down tourism abruptly but sometimes can attract curious visitors (Gurkan,
M. I. 1996).
Tourism can improve the quality of life in an area by increasing the number of attractions,
recreational opportunities, and services. Tourism offers resident opportunities to meet interesting
people, make friendships, learn about the world, and expose themselves to new perspectives.
Experiencing different cultural practices enriches experiences, broadens horizons, and increases
insight and appreciation for different approaches to living. Often, dwindling interest in host
cultures is revived by reawakening cultural heritage as part of tourism development, which
increases demand for historical and cultural exhibits (Ongyerth/ G.T. 1991). This interest by
tourists in local culture and history provide opportunities to support preservation of historical
artifacts and architecture. By learning more about others, their differences become less
threatening and more interesting. At the same time, tourism often promotes higher levels of
psychological satisfaction from opportunities created by tourism development and through
interactions with travelers (Bachleitner ,R. and A.H. Zins. 1999).
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Tourism can come to a community with a dark social and cultural side, too. Illegal activities tend
to increase in the relaxed atmosphere of tourist areas. Increased underage drinking can become a
problem especially in beach communities, areas with festivals involving alcohol, and ski
villages. It is easier to be anonymous where strangers are taken for granted; bustling tourist
traffic can increase the presence of smugglers and buyers of smuggled products. rifestyle
changes such as alterations in local travel patterns to avoid tourist congestion and the avoidance
of downtown shopping can damage a community socially and culturally. Hotels, restaurants, and
shops can push tourism development into residential areas, forcing changes in the physical
structure of a community (Allen, r.R., P.T. rong, R.R. Perdue, and S. gieselbach. 1988).
gevelopment of tourist facilities in prime locations may cause locals to be or feel excluded from
those resources. As local ethnic culture alters to fit the needs of tourism, language and cultural
practices may change. The "demonstration effect" of tourists (residents adopting tourist
behaviors) and the addition of tourist facilities may alter customs, such as dating habits,
especially those of a more structured or traditional culture. The potential of meeting and
marrying non-local mates may create family stress.

) 1 !-" '
A stakeholder is identified as ³any group or individual who can affect or is affected by´ tourism
development in an area (Feeeman 1984, p 46). The focus on more stakeholder participation
emphasizes its ability to handles multiple perceived issues. Ioannides (1995) study of Akmas,
Cyprus demonstrated the problems that can arise when stakeholders are not part of the planning
process. It is suggests sustainable tourism development cannot be achieved if imposed without
regarding the stakeholders¶ interests. Other studies (Briassoulis 2002; Robson & Robson 1996)
support Ioannides¶ findings that for sustainable tourism development to be successful
stakeholders must be involved in the entire process.

Stakeholder theory in policy development can be found in the early ideas of community
participation and public involvement that are central in the basic democratic belief that citizens
should decide for themselves how government and their community should operate (Fiorino
1990; Nanz & Steffek 2004). According to Crosby, Kelley and Schaefer (1986), stakeholder

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participation ³is an effort to put a representative group of the public in dialogue with public
officials so that the officials get the reactions of the public themselves on a particular subject´.
Stakeholder involvement should begin with identifying a diverse group of people in the
community and informing them about the issues and topics (Carmin, garnall & Mil-Homens
2003; Crosby, Kelly & Schaefer 1986). From the information that the stakeholders are given,
they should be allowed to make the recommendations that they believe to be the most
appropriate for their community (Crosby, Kelley & Schaefer 1986).

Stakeholder participation can be facilitated or implemented in different forms, both informal and
formal. Forms of participation include public hearings, advisory committees, surveys, focus
groups, public deliberation, citizen review panels, collaboration, civic review boards, work
groups, implementation studies and written comments (Beierle 1998; Carter & garlow 1997;
Fiorino 1990; Nanz & Steffek 2004). For participation to be empowering, stakeholders must
be involved throughout the process and know that their participation has the potential to
influence the decision (Ansari & Phillips 2001; Carmin, garnall, & Mil- Homens 2003).

) 2  

Governments, particularly in developing countries encourage tourism investment because of the

assumption that it will contribute to economic development of their countries (Hall, 1995).
According to Farrell (1990), tourism must be integrated into the local economy and successfully
serve to promote other local activities in order to meet development goals. (Miller 1985) stated
that most tourism planners agree that in developing nations, linkages between tourism and other
economic sectors, such as agriculture or manufacturing are weak and should be improved.
(Mbaiwa, 2002) made a study of Okavango gelta, in Botswana and concluded that the growth of
tourism has stimulated the development of a variety of allied infrastructure and facilities, such as
hotels, lodges and camps, airport and airstrips, within and around the Okavango gelta. These
tourism services have therefore led to a booming tourist economy built around what is perceived
internationally as a µµnew¶¶ and µµexotic¶¶ destination.

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Oppermann and Chon (1997) state that tourism is an industry used by the developed countries to
perpetuate the dependency of the developing countries. In developing countries, tourism
reinforces the socio-economic regional disparities thus the tourism development in developing
countries becomes largely enclave in nature. Tourism in developing countries becomes
dependent on demand processes in the developed countries. However, Britton (1982) was in
contrast with Oppermann and Chon. According to him, the focus of the dependency paradigm
on international tourism in some developing countries results in the neglect of domestic tourism
and budget or drifter tourism. In addition the enclave tourism is associated with the lack of
interaction between the foreign investors with the local people. This becomes a source of
resentment and alienation between the local people and the tourism industry.

However, critics of the enclave tourism are that the main focus is on foreign ownership of
tourism facilities, rather than the local ones. Since foreign companies dominate the tourism
industry in the Okavango, equal access to and decisions about the use of resources now largely
excludes local people. This situation is not in line with the ideals of sustainable development
which emphasises equal access and participation in decision-making about the use of natural
resources by all user groups and stakeholders. The NWgC (2003) explains the low citizen
involvement in running tourism enterprises in the Okavango gelta as being the result of a variety
of factors such as limited knowledge, experience and business skills, lack of training, difficulties
in sourcing start-up capital, carrying capacity limitations and limited marketing skills and land
which is not always readily available. It can therefore be argued that the low level of Botswana¶s
economic development, a great deal of capital needed for tourism development and high levels
of management in the tourism sector contributes to tourism in the Okavango gelta being under
the control of foreign investors.

The development of tourism in the gominican Republic, on the other hand, has been
predominantly financed by domestic investors. A special Ministry of Tourism was created in
1967 to handle the industry's development. In 1971, a "tourist incentive law" was introduced
which provided tax breaks and fee exemptions for private individuals investing in tourism. The
implied goal of the industry was to provide a framework for raising the standard of living of the
local population and increasing the nation's revenue. The profits from tourism would, in theory,

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later be redirected towards further diversification of the economy (Wiarda and Kryzanek, 1982).
The reasons why many private investors and government planners have favoured the
development of enclave tourism is due to the maximization the benefits from limited finances.

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


(

*
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This chapter describes the methodology used for the purpose of this study which has sought to
analyse the stages of the tourism development and planning process and its application in
Mauritius as a tourism destination. It is basically concerned with the collection of primary and
secondary research. For the purpose of this study, qualitative data collection techniques have
been used from different stakeholders regarding tourism planning and development.

 ) "
 

The main objective of this study is to examine the policy; planning and politics used in the island
and how far the policies used by the major stakeholders help to achieve the goals set by the
Ministry of Tourism. This will therefore enable to better understand the types of tourism
development and to which extent they are sustainable in minimizing tourism impacts.

  &""

3.3.1 Primary Research /Unstructured Interview

c

The first data collection process was based on a primary research which consisted of a survey
where a questionnaire (Appendices) was designed to gather information directly from major
stakeholders involved in the tourism policy from the tourism planner at the Ministry of Tourism,
the tourism planner at the MTPA, the Research Executive at AHRIM and a Senior Tourism
Enforcement Officer at the Tourism Authority in different hotels in Mauritius.

A face to face interview was carried out with the Tourism following people mentioned above.
To undertake this interview, they were first of all contacted on phone for appointments. The

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main purpose of the different interviews was to get a better notion about the values, ideology,
goals, strategies and resources of tourism development. The unstructured interviews have been a
very flexible way of gathering information as the different people could express their ideas and
answer the questions they were asked. In other words, they were required to respond and
provide their views. Through probing as well, some clarifications were asked to aid in
minimising misunderstandings.

The beginning of the interview started with an overall view of how they viewed tourism planning
and development as part of their objectives. It was followed by the strategies used by their
respective organisations in promoting sustainable tourism development. Finally they were asked
about the strategies adopted, taking account of global trends and international challenges to
attract two million visitors by 2015.

3.3.2 Secondary Research

The second part of the data collection method came from the secondary research where certain
data and information which had already been published were used in the study as a support to the
primary research. That is qualitative information is the different techniques used to evaluate the
Tourism gevelopment Plan which presents a vision for the growing tourism industry and also
ensuring that environmental and social issues are addressed to the benefit of the people of
Mauritius. The major source of secondary of information for this study was obtained from the
Strategy Plan on Tourism (2008-2015). The internet has also acted as important secondary
research for the following agencies involved in tourism planning listed below:

3c Ministry of Tourism, reisure and External Communications

3c Mauritius Ports Authority
3c Airports of Mauritius
3c Ministry of Environment and National gevelopment Unit
3c Beach Authority
3c Board of Investment
3c Air Mauritius
3c Ministry of Renewable Energy and Public Utilities

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3c Ministry of Education, Culture and human Resources

3c Ministry of Health and Quality of rife
3c Small and Medium Hotel Association


 $ *!#

However, some difficulties were being found when the survey was being carried out and they
were as follows:

3c Unwillingness of some stakeholders to provide full information about the tourism policy they
adopt due to confidentiality of certain reports
3c Although appointments were taken with the key informants, the interview processes were
interrupted by phone calls and staffs themselves which led to diversion.
3c Certain information provided on websites used as secondary research was not fully updated
and was partial
3c It was difficult to obtain an appointment with other key informants involved in tourism
policy and planning

The next chapter focuses on the results gathered from the collection of information by
interviewing stakeholders and use of websites.

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The results and discussions are based from the primary and secondary sources of data from the
major stakeholders involved in the tourism planning development process.

$   7

$   (#!

At the Ministry of Tourism, through a list of questions asked (Appendix A), the tourism planner
gave a brief idea about the strategies adopted by the government. Each tourism planner is
responsible for a particular type of tourism development, after which they compile a strategic
plan after examining the different and whole aspects of the tourism industry. One of the principal
role is to set policy and legislative frameworks for tourism. The main reason why government
formulates tourism development strategy is especially the negative externalities that the tourism
industry has.

Most of the strategies included in the tourism are strictly adopted as very often the tourism
planner go on site visits to see if the policies are adhered properly by tourism service providers
and the aspects of tourism impacts are also monitored closely. Planning of tourism includes
drawing up the future that can be acceptable to the local inhabitants and visitors. Without
planning and controlling mechanism the development of tourism may end by having social,
cultural and economic distortions, which will be reflected in the relationship between tourists and
local inhabitants.

As soon as the tourism grows and expands, it brings the social and economical changes in the
respective region. These can be positive as well as negative. There are choices to deal with them:

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1. To react on the changes after they happens

2. To forecast them and to develop method or plan to be able prevent and control in the best way
c

The major stakeholders in the tourism development process are:

3c Mauritius Tourism Promotion Authority

3c Ministry of Environment and National gevelopment Unit
3c Integrated Coastal Zone Management
3c Association hotelier et Restaurants de r¶ile Maurice
3c Mauritius Ports Authority
3c Tourism Authority
3c Ministry of Public Infrastructure, rand Transport and shipping
3c Ministry of Finance and Economic Empowerment

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AHRIM, µAssociation des Hôteliers et Restaurateurs de l'île Maurice' was formed in 1973, with
the primary objective of representing and promoting the interest of hotels and restaurants in
Mauritius . Further to the interview held with the Research Executive (Appendix B), AHRIM is
laying much emphasis on building a better future for tourism and its main goal is to promote
tourism through the creation of a better environment and atmosphere for all those working
directly or indirectly in the tourism sector in view of attracting 2 million tourists by 2015. The
vision is to make the tourism industry a viable prospect for the prosperity of the economy,
leading to a rise in the quality of living of all local citizens.

Various strategies are used by AHRIM to achieve a sustainable and harmonious Tourism
gevelopment in Mauritius. The main ones are:

3c To promote the interests of the hotel, catering and tourism industry in Mauritius
3c To provide for joint consultations with other organisations of the private sector
3c To provide a forum to discuss the interests of the industry
3c To initiate and encourage activities which would further the development and interests of
the industry and the private sector in general
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3c To liaise with Government and other bodies on matters relating to the industry
3c To make representations in relation to legislative or other matters affecting the industry
and if necessary to secure the services of other persons to that end
3c To do all such things as may be necessary for the development of the Tourism industry in
Mauritius


AHRIM has a strong consideration towards the environment. Very often it organises fund
raising activity to help in the betterment and protection of the environment. Thereafter it
sponsors various associations by donated funds that work towards the protection of the
environment, namely Mauritius Society for the Prevention of Cruelty to Animal and Paws which
deal with the protection and control of domestic animals and the Reef Mauritius and the Marine
Mauritius Conservation Society which are responsible for the protection of the lagoon and sea
environment

AHRIM has also encouraged various hotels around the island to join hands in vast cleaning
campaigns by showing their determination and team spirit in protecting their establishments,
tourists, the villages and also inhabitants in the vicinities. AHRIM wants to improve operational
efficiency in the tourism sector and it has associated the aid if Enterprise Mauritius to carry out
Energy Management Consultancy in small and medium hotels & restaurants. They will therefore
be able to improve energy efficiency through management measures and also to introduce
renewable energy.

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Many other stakeholders are involved in the tourism planning and policy for Mauritius. The
information was easily available from websites to analyse their major activities and participation.

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The Mauritius Tourism Promotion Authority (MTPA) has been established by the MTPA Act
1996 with a view to:

3c promote Mauritius abroad as a tourist destination by conducting advertising campaigns,

participating in tourism fairs and organizing, in collaboration with the local tourism
industry, promotional campaign and activities in Mauritius and abroad.
3c provide information to tourists on facilities, infrastructures and services available to them
in Mauritius;
3c initiate such action as may be necessary to promote cooperation with other tourism
agencies;
3c conduct research into market trends and market opportunities and disseminate such
information and other relevant statistical data on Mauritius; and
3c advise the Minister on all matters relating to the promotion of tourism

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The Beach Authority (BA), established under the Beach Authority Act No. 7 of 2002, is a body
corporate operating under the aegis of the Ministry of rocal Government. Its main objective is
to ensure an integrated approach for the proper control and management of public beaches both
in Mauritius and Rodrigues through the provision of appropriate infrastructure and facilities for
the benefit of the public. It also aims at a better democratisation of access to public beaches and
ensures that the general public takes maximum advantage of the facilities offered.

The functions of the Authority are to implement projects relating to the conservation and
protection of the environment of public beaches; their upliftment and landscaping; infrastructural
development, including the provision of amenities and leisure facilities; the enhancement of the
quality of sea water; and the day-to-day cleaning of public beaches.

Since its coming into operation, the Authority has been undertaking certain activities in
collaboration with the parent Ministry. It has, over the years, recruited its own staff and is now
fully operational and has been entrusted with new responsibilities such as:-

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3c Enforcement and monitoring of all activities in terms of the Beach Authority (use of
Public Beaches) Regulations
3c Control of all trading activities, including issue/renewal of Beach Traders ricences (ex-
Beach Hawkers ricence) in accordance with Beach Authority (Beach Traders¶ ricence)
Regulations
3c Management of new public beaches, as and when proclaimed (such as St. Felix and Bel
Ombre)
3c Management of landscaping projects undertaken by other Ministries/gepartments (e.g.
Grand Gaube public beaches)
3c gemarcation of swimming zones and installation of floats and buoys
3c Safety and security for public on public beaches
3c Sensitisation campaign to protect and preserve the public beaches

$ )  8! 

The Board of Investment (BOI) is the official Investment Promotion Agency of the Government
of Mauritius. As Mauritius opens to the world, transforming itself into a competitive global
business platform, the BOI has put at the disposal of the international business community a
personalised range of services to attract international investments and talents to the country.

BOI¶s team of professionals, University graduates with strong industry expertise, is well
equipped to provide precious guidance for successful business launches in Mauritius.

Over the years, the BOI has developed a strong partnership with the private sector by improving
the investment climate and encouraging innovation. With headquarters in Mauritius, the Board of
Investment has international offices in Paris and Mumbai and strong links with our worldwide
network of consulates.

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‰.2.3.1 Integrated Resort Scheme

Under the Integrated Resort Scheme (IRS), luxury villas and other residential properties can be
sold freehold at a minimum price of 500,000 USg to foreigners who, de facto, receive a
residence permit. The few IRS villas put on the market so far have proved very popular, with
overnight reservations and sales.

Investors from UK, France, Singapore, South Africa, UAE and other countries are injecting
money into new luxurious villa and housing projects needing 25 percent cash to get involved.
The investment period is short and projects get sold to new villa owners, mainly non-citizens,
just before construction gets started (i.e off-plan). Investment under the IRS brings investors
higher yields and is expected to grow for the next 10 years.

The IRS targets the high-end segment of the international property market, i.e., high net-worth
individuals with high purchasing power. The properties they are allowed to purchase are luxury
residences such as villas, apartments, and penthouses located in specific areas, approved by the
Board of Investment.

The investor may sell the property with no minimum selling price restriction; rent the property,
elect tax residency in Mauritius and is free to repatriate funds or revenue raised from the sale or
renting of the IRS property. International property developers claim our IRS is a good and
competitive investment.

‰.2.3.2 Real Estate Scheme

Under the Real Estate Scheme (RES), residential units are sold to non-citizens at no minimum
price. However, acquisition of property worth at least 500, 000 USg entitles the purchaser a
residence permit. This scheme is targeted mainly for those investors, retirees and professionals,
who want to invest, work and live in Mauritius or to those people who want to have a second
home or holiday retreat in Mauritius.

The Real Estate Scheme offers a wealth of opportunity for businesses to invest and prosper in the
development of residential property. The residential properties may be sold to non-citizens at no

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minimum price. It is therefore expected that not only will we see high interest among
international buyers seeking a second or leisure home with an appealing lifestyle, but that the
demand will also grow from professionals and international players relocating their business in
Mauritius so as to benefit from the low tax regime prevailing in Mauritius. The planned real
estate development coupled with the intrinsic attributes of Mauritius in terms of political
stability, booming luxury tourism market, sound infrastructure, make Mauritius a highly-sought
real estate investment destination whether for ownership or for buy-to-let schemes.

‰.2.3.3 Invest-Hotel Scheme

The Invest-Hotel is a scheme designed to allow property developers to sell hotel rooms, villas,
suites or any other part of a hotel to individual buyers during and post construction phases.

While this scheme paves the way to facilitate the overall financing of new hotel projects, it offers
individual buyers all the facilities of an exquisitely-furnished new luxury resort hotel with
amenities like F&B, full-service spas, health and fitness centres, resort-style pools, sophisticated
business centres and maid service and the promise of rental income.

The above enhancing features are now available to a wider cross-section of the Mauritian
population who previously could not avail of such opportunities.

A hotel project under the Invest-Hotel Scheme must be approved by the Board of Investment. On
approval of the project, an IHS certificate is issued to the company for the construction of a hotel
where units (rooms, villas, apartments or suites) and other parts of the hotel can be sold.


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$ ) $ (
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4

MPA' s primary objective, as a corporate body, is to be the sole national ports authority to
regulate and control the port sector and provide marine services.cMPA' s functions and duties as a
landlord port are to:

c3 Implement government port policies and keep them under review, and advise government on
all matters concerning the port sector, its facilities, services and related issues;

3 Regulate and control the development within ports in accordance with approved port master
plans

$ ) 0 8"å

Port rouis Harbour is endeavouring its best to maintain its newly acquired µhome-port¶ status for
cruise tourism. guring the last financial year, cruise experienced a 57.1 % increase with 22
passenger vessels¶ calls whilst the number of passengers grew by 105 % reaching 12,874 in the
same financial year.

The MPA had embarked on the project for the construction of a dedicated cruise jetty at res
Salines, which will cater for larger cruise vessels, while at the same time enhancing passenger
comfort, transfer and safety. The contract for the construction of the Jetty was entrusted to
Messrs Afcons ( India) in November 2008. The landslide infrastructural works were completed
in January 2010. The total project cost amounts to about Rs. 485 millions. The facility has been
commissioned by mid January 2010 when all the works were completed and went into
commercial operations since end January 2010. The facility was officially inaugurated on 15
February 2010.

It is worth noting that a much larger cruise vessel, Costa Europa, with a maximum capacity of
1600 passengers has been deployed with its maiden call at Port rouis on 18 gecember 2008.

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$ ) 1 (#!   '

c
The main concerns of the National gevelopment Unit is the identification and implementation of
projects aimed at improving basic amenities, provision of social and recreational activities in
Mauritius, particularly in deprived localities and the co-ordination of development projects at
national level. This is achieved through a gevelopment programme known as the National
gevelopment which includes Construction of link and internal access roads; Construction of
drains, Pipelaying for domestic water supply in remote areas, righting (placing of poles and
street lamps), construction of social buildings such as Community Centres, Youth Centres,
Women Centres and Health Centres, and Multipurpose buildings, Sports Complexes including
Volleyball Pitches, Football grounds, Petanque courts, Minor Projects including Fixing of
handrails, Construction of Footsteps,reisure and Parks.

Besides under the umbrella of the NgU operates a network of 35 Citizens Advice Bureaux
across the island, having main functions of registration of complaints relating to infrastructure
requirements and social services and ensuring follow up with relevant departments.
It also exercises responsible influence on development of policies regarding socio-educational,
cultural matters and participating in sensitisation campaigns. Moreover, provision of free and
impartial information and advice on government services and matters of general interest to the
public are also provided

$ ) 2 
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The Tourism Authority is a body corporate, established under the Tourism Act 2004 and has
come into operation on the 12th of August 2004.

Objectives and functions of the Authority

The Objectives of the Authority shall be:

3c to optimise the social, economic and environmental benefits to Mauritius from tourism;
3c to promote a sustainable tourism industry in Mauritius.
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The functions of the Authority shall be to -

(a) formulate such policy and nationally integrated planning for the tourism industry as it may
consider necessary;

(b) co-ordinate the activities of the various organisations concerned with the tourism industry,
both in the private and public sectors;

(c) issue guidelines for the development of the tourism industry;

(d) supervise the overall operations of tourist enterprises;

(e) establish a code of practice and standards for the carrying out or operation of tourist
enterprises and monitor compliance with such code of practice and established standards;

(f) advise the Minister on the structure of licence fees for the tourism industry;

(g) advise the Minister on legislative provisions likely to affect the tourism industry;

$   '!(

Tourism in Mauritius is now a major business from which Mauritius benefits. For the future, the
theme is to build upon what has already been achieved so that tourism continues to make its
irreplaceable contribution (foreign exchange, employment, local incomes) to the Mauritian
economy.
The Tourism gevelopment Plan presents a twenty year vision which sees the tourism industry
growing but ensuring that environmental and social issues are addressed to the benefit of the
people of Mauritius. It has been prepared after careful consultation with interested parties and
after careful evaluation of the different economic and other factors involved. The market
appraisals and the survey evidence indicate that Mauritius should push towards being an even
higher value added destination but at the same time broadening its product portfolio in order to
regularise and improve the current informal sector. Added to that Mauritius will need to develop
an overall µMauritian¶ identity as part of a broadening and diversifying of the tourist attractions
and as part of a shift into new market segments. The unique: µMauritian¶ image will overcome
the threats from competitive substitutes and the price threat from µcommodity¶ such as beach

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destinations. Mauritius has to remain special and remain the dream destination. Continuing with
a scheduled service only policy is seen as essential to maintaining product standards.

Tourism should be seen as a mechanism for change in the economy of Mauritius and community
as a whole. Increasingly, the quality of life is as important a factor in the decision of inward
investors. Hence, the standards of leisure facilities, arts venues, retail outlets, eating out
establishments and transport options all play their part in making the island an attractive and
viable option for new investment. Moreover, the expenditure generated directly into these areas
by visitors is vital to their continued survival and development.

$   "&!&"#
The tourism industry now faces major challenges of a scale that has not been experienced before.
These encompass:
3c Climate change, an unprecedented global challenge
3c International financial turmoil
3c Fluctuating oil prices
3c Rationalization of the airline industry
3c Crisis management
3c An increase recognition of the merit of using tourism as a mechanism to directly benefit
the poor, via empowerment programmes.

$  ) "&
If tourism continues to grow as currently, no other economic sector will have room to grow if the
world is to remain within the µsafe¶ limits of climate change. It is not yet clear as to how tourists
themselves will respond to the challenge that climate change represents. Research undertaken in
UK makes it clear that unless consumers do begin to alter the amount and type of tourism
demanded, then more radical steps are likely to be implemented.

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'    '!

Warmer temperatures Altered seasonality, heat stress for tourists & infectious diseases
range

Reduced precipitation Risk for tourism facilities, increased insurance costs & business
& Increased evaporation interruption cost

Sea rise level coastal erosion, loss of beach area, higher costs to protect and
maintain waterfronts

More frequent & loss of natural attractions, increase in flooding risk, damage to
rarger forest fires tourism infrastructure


$   å

Given that Mauritius is a relatively high cost purchase from the majority of its originating
markets, there could be a downturn as customers switch to lower costs products. The presence of
Mauritius in distinctive markets such as honeymoons which are a distinctive purchase may
protect the country to some degree. Given that word of mouth remains one the most important
reasons why visitors choose a particular destination, it is doubly important for Mauritius to
ensure that there are high levels of customer satisfaction.

$  $ å&
'
Currently, 80-95% of all transport requires oil products. 50-75% of all oil is used for
transportation and tourism relies on transport. Mauritius is no exception. Estimations vary as to
when the world will see the peak of oil production, but a growing consensus seems to be
emerging that 2011 represents the point by which oil production will be exceeded by
consumption and reserves will begin to decline rapidly. Technology is unlikely to be able to
produce an alternative to oil in time to meet the gap between supply and demand so the most

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likely outcome is that prices will rise in real terms and this represents a strong argument for a
Mauritius seeking to retain relatively high yielding visitors.

$  0 &å
The UN Food and Agriculture identifies food prices as having doubled between 2002 and 2008.
These rises are against a backdrop of falling food prices over the previous 4 decades. For
Mauritius, catering predominately for consumers with higher income levels, rising food prices
are unlikely to have a significant impact on the ability to purchase holidays. Where rising food
prices may be more relevant for tourism is in terms of providing the tourism product to visitors
especially in relation to imported food. This argues strongly for enhancing linkages between
agriculture and tourism in Mauritius and this approach can capitalize on the increasing interest in
gastronomy, food governance and supporting local farmers in originating markets for Mauritius.

$  1 !"
#
The international aviation industry faces unparallel challenges. This is indicated by the loss
incurred by Air Mauritius of Euro11 million in September 2008 compared to a profit of Euro2
million in the same period of 2007. Internationally these challenges result from fluctuating
aviation fuel prices combined with currency fluctuations, a weakening of demand and financing
demands that face all businesses with heavy capital requirements.
The picture is bringing about airline bankruptcies, reduction in service levels and the retirement
of older aircraft and mergers of carriers. The cost savings that result place can increase the
competitive pressures on airlines such as Air Mauritius. The extended code share arrangements
between Air Mauritius and Air France are a response to these challenges. It remains possible that
foreign carriers operating into Mauritius could withdraw their services in the way Singapore
Airlines did.

$  2 (&
The tourism industry has a long history of events that bring about disruption, Chikungunya being
one example. Events that threaten tourism largely exist outside the control of the industry,
making prevention difficult. However, what is within the control of the tourism industry is the
extent of preparedness for a disaster if and when it occurs, and then the way in which the

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destination rebuilds itself subsequently. Numbers of international tourists to New York took 4
years to recover to the level of tourism before the September 11th attacks in 2001.
Key Requirements in dealing with a crisis are:
3c To establish the facts
3c To tell the truth
3c To get the message out as quickly as possible including use of a country¶s representatives
abroad

$  5
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!"'
Tourism affects the livelihoods of many of the world¶s poor, positively and negatively. The
conventional approach to the development of tourism in developing countries has been to focus
on employment, foreign exchange generation and tax revenues. Sound governance should mean
that tax revenues benefit the poor via government activities such as the funding of education and
health services. However, it is only in recent years that there has been explicit consideration of
directly benefiting the poor.
The main positive impact of tourism for the poor is frequently the creation of economic
opportunities, often informal ones. Other positive impacts can include skills development,
enhancement of infrastructure and public health. Negative impacts can include lost access to and
spoiling natural resources such as fishing grounds, conflict with other livelihood activities,
exclusion from tourism planning and lack of self-determination, cultural intrusion and social
disruption.
Tourism has potential advantages as compared with other sectors in directly reducing poverty:
3c The customer comes to the product giving opportunities to make direct sales
3c Tourism is relatively labour intensive
3c Tourism products can be built on natural and cultural resources.

$ $ ""&!
There are three primary challenges in the development of tourism on the island :
(i) Meeting customer needs
(ii) Building confidence

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c

(iii) Ensuring Sustainability

Tourism needs to be aware of and adapt to the changing needs of potential visitors. Studies show
that the visitor of the future will be diverse and demanding and typified by the following :-
3c Increased numbers of older travellers- who will be healthier and richer
3c Increased interest in holidays that promote good health and well being
3c More holidays in which arts, culture and history play a prominent role
3c Continued increase in the use of the internet for searching and booking
3c More demand for destinations with high environmental excellence
3c A continuing trend for shorter holidays because of time pressures
3c Combining holidays with hobbies, interests and learning experiences
3c Increasingly discerning customers who expect and demand quality and value

But, ultimately, the challenge is to Build Confidence

c ...in the visitor that the island can meet their needs and expectations
c ...in the Public Sector, so that tourism is seen as a credible and effective contributor to the
economic, social and environmental well being of the island and to align expenditure
accordingly.
c ...in the indigenous private sector to regularly invest in their enterprises and human
resources and have pride in being an island business
c ...in the community that tourism can bring a much higher quality of life through improved
facilities, services and opportunities.
c ...in potential inward investors to consider the island as a welcoming, dynamic and viable
opportunity

And, tourism development must be :-

#
Through creating wealth and improved viability in business and providing better paid and higher
skilled jobs. Key to this is reducing seasonality and increasing yield from tourism.
#
It should result in an overall better quality of life for island residents.

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It can provide better retail, leisure, eating out and transport provision and should address where it
could assistcin resolving issues relating to public realm, congestion and housing problems.
 #
It should ensure that the natural environment is conserved and enhanced and be proactive in the
minimisation of pollution, energy use and green field development.


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$ 0
 !(
Mauritius has a set target at 2 million tourists by 2015. In order to attain this number, a
minimum annual growth rate of at least 10% will have to be achieved. A growth rate of 10%
means an increase in market share as the world average growth rate was anticipated at only
4.1%, a growth rate likely to be reduced in the light of the international financial turmoil. This
means that Mauritius either needs to increase the quality of their tourism product significantly
with increased value for money or to lower the prices and focus on increasing volume with
vigorous marketing.

Mauritius is not the only destination wanting to significantly increase visitor numbers, aiming for
2 million tourists by 2015. For example Abu ghabi has set its tourism master plan to aim for 2.7
million visitors by 2012. Others, including Oman are also looking at doubling their visitor
numbers. These destinations are all competing for the same visitors and in order for Mauritius to
gain market share and reach its target. It is important that they are clearly set and that strategy
and actions are put into place to make it happen.
The challenge has become all the greater with the impact of the international financial turmoil,
with the anticipated increase of 3 ± 3.5% in 2008 against 2007¶s 15.3% growth in visitor
numbers. The objective of achieving a doubling in visitor number is to at least to double the
benefits of tourism, i.e. increased employment, foreign exchange, GNP, and a government
revenue, and broaden the involvement of the industry.
This outcome can be achieved by:
3c Maintaining the high end thrust
3c Building new resorts with hotels on the coast
3c Invest more in HRg and Marketing
3c Remove infrastructure blockages

The most important requirement is a high level of co-ordination with government and the private
sector. This strategy focuses on selective and up-market tourism which will maintain Mauritius
as an attractive and desirable tourist destination. It will at the same time minimize the impact on
the environment and infrastructure services.
Other outcomes can be achieved by:

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3c Go for volume
3c Build range of new tourism product
3c Vigorous effort on cruising
3c Promote stop-overs

The most pressing strategy elements to accommodate the anticipated 2 million visitors include:
3c Coherence of view and delivery
3c Human Resource gevelopment
3c Marketing
3c Infrastructure- desalination, waste disposal, renewable energy

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$ 1 &&

Achieving the objectives will have to be worked for. The competition is hungry for the business.
Mauritius cannot rest on its success to reach the level of two million visitors or at least if it wants
to generate new jobs in the industry. If there is a discord on the direction in which to go, if
certain issues are not solved, and if little is spent on marketing, it is highly that competitors will
take the business that could have come to Mauritius.

Many destinations produce plan after plan without the capability of implementing suggestions.
Components of the 2002 National Tourism gevelopment Plan include:

1.c A focus on scheduled services

2.c A higher value added, higher quality destination
3.c Personal service excellence to be a competitive advantage
4.c Establishment of a unique destination image
5.c A broadening of Mauritius¶s product portfolio, with the regularization of informal sector
6.c Increased Mauritian involvement in tourism activities

The following detail proposed strategies to deliver each specific goal under the headings:
$c Promotion & Marketing
$c Product gevelopment
$c Human Resource gevelopment
$c Infrastructure
$c Environment and Social Aspect
$c Tourism Framework







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$ 1  (-&&
%: To ensure a strong Mauritius brand and deliver effective destination marketing to exploit
new and existing markets

&
1.c gevelop and communicate the Mauritius tourism brand
2.c Increase penetration of existing markets
3.c Extend existing product into new geographic markets
4.c Identify and develop niche sectors
5.c Establish ICT as a critical element in tourism marketing and management
6.c Improve gathering and utilization of market intelligence
7.c Ensure most effective use of marketing resources
8.c Strengthen public/private sector partnerships

To achieve the set objectives, it is vital that Mauritius seeks to achieve the highest levels of
marketing excellence. This implies a strong tourism branding, based on an overall national
brand. This brand identity needs to be shared across the public and private sectors and should be
reflected in all forms of communication if it is to achieve maximum effectiveness. This in turn
requires effective collaboration between the public and private sectors.

As regards to MTPA, it needs to ensure that it has a three-years marketing strategy that is
regularly updated on the basis of consultation with industry stakeholders. This marketing
strategy needs to feed into an annual marketing plan based on a clear annual budget. At present
MTPA applies for funds on a three monthly basis, but for their activities to be planned
effectively a much longer term programme is necessary. There needs to be consideration of long
term objectives rather than a focus on short to medium term objectives, enforced by the
constraints of the budget.

At present the MTPA is funded mainly by government grant. A considerable number of national
tourism organizations elsewhere are funded wholly or partially by dedicated taxation. Such an
arrangement gives the organization a closer relationship with its funding source and also direct
incentives to perform as the more effective they are by and large the greater their income.

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It is highly desirable that the MTPA¶s budget is increased as well as being placed on a more
certain annual basis. The MTPA¶s budget has been increased from Rs.300 million to Rs.30
million but it still fall short of the UNWTO recommended norm. A mechanism of raising the
MTPA¶s income is to wholly or partially switch to a dedicated tax. A relatively simple way of
doing this is to collect a fee from arriving passengers. As it is difficult to distinguish between
tourists and residents, this would need to apply to all passengers, the great majority of whom are
tourists. A ¼15 levy per passenger should generate at least ¼15 million level of income, a
significant increase on recent level of MTPA funding, although still falling short of 3% of
tourism receipts recommended by the UNWTO as the target for tourism marketing spend.
However, in Mauritius, where the private sector is particularly vigorous in playing a role in
tourism marketing and promotion, there is a very significant private sector contribution to the
overall total.

An increase in the MTPA¶s budget will facilitate greater vigor in the promotion of the Mauritius
event programme, a programme that should be aimed at reducing seasonality. It will also
facilitate promotion aimed achieving a greater share for Mauritius of the MICE market now that
facilities enabling this market to be developed are in place.

There should be an effort to further grow specialist markets with good potential. An increase in
budget will enable a review to be undertaken of the most effective means of promoting the
destination abroad.

An aspect of broadening the market place is to facilitate the growth of independent travelers
including via ensuing that Mauritius has an appropriate ICT base as well as by ensuring that their
needs are met both via information and purchase of product prior to arrival as well as during
their stay in Mauritius. This encompasses web marketing including via social networking sites
and ensuring that the country has an up-to ±date web portal.

Market Intelligence

The Speed of change in external markets, now intensified by international financial turmoil,
increases the importance of sound and accurate market intelligence. The Ministry of Tourism
undertakes an outgoing survey every two years on visitor¶s perceptions enabling speedy
reactions to be made.

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Accurate and up-to-date market intelligence of key foreign markets is also essential, intelligence
that can be shared with the Mauritian industry. It is also desirable that perception surveys of
Mauritius are undertaken to enable marketing programmes to be adjusted accordingly. It is
logical that such research should be led by MTPA in conjunction along with the Ministry of
Tourism and Civil Aviation and private sector.

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Policy Area Strategy/Action Responsibility

read Support
MARKETING gevelop a three year tourism marketing strategy and an annual marketing plan MTPA Industry
STRATEGY ANg stakeholders
PrAN
BUgGET Plan for the introduction of a dedicated tourism levy to be the primary source of Ministries of MTPA
MTPA Tourism &
Finance
BRANg gevelop and communicate the Mauritius tourism brand, linked into the overall MTPA Industry
gEVErOPMENT national Stakeholders
MARKET Increase penetration of existing markets MTPA Industry
PENETRATION Stakeholders
MARKET gevelopment of new geographical markets MTPA Industry
EXPANSION Stakeholders
NICHE SECTORS Identification and development of niche market sectors MTPA Industry
stakeholders
INTERNET Introduction of product delivery accessed via MTPA web portal MTPA External contractor

MARKET 3c Introduction of a continuing visitor perception survey on specific aspects of MTPA Ministry of Tourism
INTErrIGENCE
the tourism
3c Establishment of a perception survey of potential tourist visitors in key MTPA
originating market to be conducted every two years
3c Circulation of external market intelligence to the tourism industry MTPA

å&) (-&


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$ 2  '&
%. To further develop a tourism product that is responsive to the needs of the market and
generates high visitor satisfaction

&
1.c Continued emphasis on a high quality product offering high level of service
2.c giversification of the product offering
3.c Retail development of resort centres including in IRS projects
4.c Continued enhancement of the cultural heritage
5.c Improved quality control with the introduction of an accommodation classification
system
6.c Customer care training
7.c High level of web access

$ 2  9#


Crucial to the strategy is the continued development of quality accommodation and the continued
upgrade and refurbishment of the existing room stock. It prove to be that, given the current
financial turmoil, the growth in supply might fall below the rate achieved in recent years. It is
certainly important that the growth in supply does not outstrip the growth in demand, leading to
falling prices and a reduced ability to re-invest in maintaining and enhancing product quality. It
is important that as far as possible there is a balance maintaining between demand and supply.
With the IRS projects there is greater flexibility in this respect than with relatively large new
hotel/resort projects.

Small operators may need to be given technical advisory assistance in the improvement of their
properties. The tourism Authority can play a role in this direction. Consideration can be given to
the development of quality home-stay businesses as well as to near to existing villages, providing
they recognize the carrying capacity of the site and are in harmony with the local environment.
This µvillage tourism¶ development concept can specialize in providing traditional Mauritian
hospitality. The village may also provide facilities and services such as local transportation,
hiking, guide services, handicraft production and sales. In coastal areas, boating and fishing can

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be offered. This form of tourism is gaining strength, and given appropriate support can fit well
within the overall tourism strategy.

$ 2 ) 8&"

giversification of the product offering can be within essential parameter of the current offer. An
example is the Shanti Ananda spa resort, offering high quality accommodation but within a
highly well being package. giversification should extend into the natural environment via trail
development and the enhancement of the cultural heritage. The Ministry of Tourism is currently
working on the re-development of ra Citadelle as a tourist attraction and on the development of
coastal walkways along the coast of Grand Baie and Troug¶Eau gouce. The Theatre de Port
rouis is being renovated.

The Tourism gevelopment Plan proposes a cultural heritage development programme

embracing:

3c Strengthening the marketing of individual sites

3c Enhancing the perception of the heritage tourism product
3c Providing motivation to visit the attraction
3c Encouraging historical preservation and urban regeneration

Broadening of the product portfolio will mean that more tourists will want activities and services
outside the hotels. Mauritius will have to be able to provide a better public territory.

The retail experience in Port rouis has been improved by the extension of Caudan Waterfront
and there have been individual enhancements elsewhere including Grand Baie. The retail offer
needs to be enhanced further with as much local character as possible. This is particularly the
case for new markets such as Russia and China. Retailing can be linked with other activities,
including restaurants, in resort centres developed as part of IRS projects; lack of such resort
centres is one of the gaps in the existing product portfolio.

Other means of product improvement to be pursued are:

3c Improvement of entertainment through the provision of support for the local theatrical
productions and initiatives;

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3c Incentives to night clubs which conform to guidelines which guarantee safety and a
quality experience for Patrons;
3c gevelopment of the technical competencies to engender the availability of local souvenir
by:
c Variety in the design of arts and crafts;
c Improvements in the quality of the product;
c Ready access to raw materials for craft producers and finished products for vendors,
by the setting up of local community markets for the sale of such items like beads,
shells, drift wood, carvings, etc.,
c Research on those products of most appeal to visitors

$ 2  9#

The Tourism Authority is playing a significant role in working towards the enhancement of
product quality and in embracing previously informal accommodation as part of the tourism
sector. The Authority would benefit from technical assistance in the further development of
quality standards. A major step which it is now appropriate for Mauritius to consider is the
introduction of a quality assessment scheme that is aimed at the enhancement of physical product
quality and also service standards. There are now a number of quality scheme world-wide that it
would be appropriate for Mauritius to draw in devising its own scheme.

One particular example is the New Zealand Qualmark Scheme. This is a quality assurance
licensing system that caters for all forms of tourism business, and which incorporates both
accommodation classification and a quality label within a single scheme. It is a government
backed licensing system that caters for all tourism businesses in New Zealand. Accommodation
is given a star grading and other tourism businesses are given a quality endorsement. The
assessment incorporates measures of customer service, the standard of facilities, overall business
operations, environmental and cultural considerations, general safety and welfare. A mystery
shopper programme is an integral part of the scheme.

While the implementation of a New Zealand style scheme can be a long term goal, it would be
possible to introduce a quality grading scheme solely for the accommodation sector. This will
take some time to plan and to become operational. Technical studies on implementation can be

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carried out in 2009/10 with a goal for implementation to begin in 2012 following appropriate
stakeholders consultation.

$ 2 $ 

While standards of customer care continue to be high in the upper end resorts, there are
indications of a slippage elsewhere which could gain momentum as the industry expands further.
Customer care standards need to be high not just in hotels and resorts but across all visitors-
related activities. This needs to include immigration personnel, taxi drivers, shop assistants and
others. The Tourism gevelopment Plan proposes a µMauri-Host¶ customer- care programme. To
pursue this requires an appropriate institutional structure, preferably a private-public partnership
that links the industry as a whole with the public sector; this partnership should aim to be self
financing. There is no immediately logical structure in Mauritius. Given the higher level of
income for the MTPA, a possible partnership is between the MTPA, the Ministry of Tourism and
AHRIM.

$ 2 0 :
""&

Mauritius has been shielded by the dramatic changes in travel distribution brought about by ICT.
This is because of high level of package holiday tours. This is likely to change as customers
become more adventurous and as the ease of making travel arrangements on-line continues to
develop.

Mauritius does not yet have a central tourism website that provides direct booking services of
accommodation, flights or other attractions. The MTPA website provides extensive destination
information but does not yet provide direct access to product. Apart from external on-line
sources such as Expedia and Travelocity, possibly the Mauritius element of World Hotel rink is
the nearest current equivalent to local on-line resource.

The MTPA should seek to put in place a mechanism to facilitate direct bookings with local
tourism companies, including accommodation providers. An increasing number of tourism
boards facilitate direct product delivery to the consumer, Singapore being one example.

The need for a national information and communications strategy for tourism should be assesses
through linking connectivity improvements with e-tourism applications and the development of a

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national tourism IT marketing and information strategy that embraces both the public and private
sectors.

$ 5  '&
%.To build the human resources base to meet the existing and developing needs of the sector
&
1.c gevelop, implement and monitor a tourism HRg policy framework
2.c Re-define the roles of primary stakeholder organizations and strengthen their capacity to
address the training and development needs of the industry
3.c gevelop and introduce new training curricula to respond to standard and specilised
training needs
4.c Reduce barriers to training and development realating to cost, access and time
constraints.
There is a need for human resource excellence. The critical skills shortage leading to predatory
staff poaching has to be addressed. The requirement is:
3c to ensure that basic level education forms an appropriate basis for specific tourism
training
3c to strengthen the capacity of educational institutions providing new entrants to the
industry
3c to facilitate in-service training including in customer care.

It is highly desirable that those trained under government financial support remain within
Mauritius, rather than leaving to work abroad. If such out-migration continues then it may be
necessary to consider the import of trained labour from abroad.

The hotel school produces 1500 graduates a year and under the empowerment programme it is
expected there could be an output of further 3000 a year. There is an intention of raising output
from Ecole Hoteliere Gaitan guval (EHGg) to 3000 a year. For the EHGg to deliver requires,
the private sector offering appropriate placement.

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To ensure a balance between supply and demand, there should be a continuing system for
monitoring the relationship between training needs and the supply of trainees and the needs of
the tourism sector, given that ± with the current financial turmoil ± the growth in the level of
future demand is unclear. The tourism HRg framework should be led by the Ministry of Tourism
working closely with the IVTB. This argues for:
3c the enhancement of skills base in the Ministry specifically in relation to HRg in tourism,
to enable the Ministry to provide leadership in tourism skills development;

3c the development of an outreach team of tourism trainers to improve training for smaller
tourism enterprises. This team can be attached to the EHGg;

3c linked to this should be an e-learning programme available to tourism operators across

the industry. This support of Government¶s policy of making the maximum use of ICT to
deliver education via distance learning. This e-learning programme in hospitality skills
implemented by the Caribbean Hotel Association could be a model of this;

3c ensuring that there are with clear training through the introduction of µ Mauri-Host¶
aimed at front line staff and management in the small and medium sector;

3c a broader understanding of tourism as a career opportunity possibility, among younger

people in particular. This can be addressed through furthering the tourism curriculum
taught in schools along with the in-service training of a cadre of teachers to deliver the
curriculum;

3c better qualified managers and supervisors who know how to motivate staff and add
values to the business. This can be achieved through the development of work-based.
Open specialized learning for managers.

The EHGg should have independence of action and be able to respond speedily to the needs of
the industry. This independence of action should include financial powers and appropriate
financial management structure. A key action is for the EHGg to be equipped with e-learning

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centre in line with Government emphasis on e-learning. Every effort has to be made that EHGg
trainers are of a high standard offering a high level of tuition. Greater independence of action,
including in relation to its own finances, would give EHGg the potential to recruit the best
trainers that are available and to retain these personnel.

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Policy Area Strategy/Action Responsibility

read Support

gevelop implement an monitor a tourism HRg policy framework

Ministry of Tourism,
Ministry of
IVTB
Education
HUMAN Coordination of tourism training programmes Coordination
RESOURCE Ministry of Education
Unit at MoT
gEVErOPMENT
Enhance the skills base of the ministry of tourism in relation to HRg in Tourism Ministry of
Tourism
Outreach team of trainers for small tourism enterprises National
Empowerment EHGg
Foundation
E-learning programme for tourism operators
AIRIM EHGg

Creating awareness of tourism employment within schools Ministry of

Ministry of Tourism
Education

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$ ; !&
%.To ensure that the infrastructure required for a doubling of visitor arrivals is place at an
appropriate time
&
1.c Facilitate the increase in water supply including desalination

2.c gevelopment of renewable energy and other measures to meet sectoral needs while
reducing carbon emissions

3.c Provide for solid waste disposal and for the enhancement of waste water disposal
particularly for small and medium sized hotel.

4.c Extend airport capacity

5.c Implement measures to reduce road congestion

$ ;  !&#
A formal mechanism needs to be established to review all infrastructure related issues with
regard to tourism development. The key areas requiring special focus are water, power supply,
the disposal of solid waste and waste water and road transportation. Some incentives should be
given to help kick start a number of projects such as destination and renewable energy projects.

$ ; ) ,
A significant number of other destinations rely on desalination for resort water supply, typically
via central plants rather than at each individual resort in order to provide economies of scale. The
construction and operation of such plants in the Mauritius context needs to be investigated both
in relation to tourism and in relation to overall water supply within each of the water supply
areas. To encourage water conservation, it is possible to introduce supplementary charges during
periods of water shortage for consumption levels that exceed a given threshold.

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$ ;  &#
The design of new hotels and resorts should aim to minimize energy consumption and provision
should be made for the maximum use of renewable energy supply, notably solar power. Concern
on the part of hotel operators about the high cost of electricity for existing properties and its
impact on their profitability has been recognized by government, which is reviewing the
electricity regime. The strategy therefore proposes that Government forges ahead with its key
initiatives of implementing the newly drafted energy policy, with adequate public and private
sector participation.

$ ; $ ,'
There is a need for training in the operation of waste water disposal system for smaller hotels
with an increased understanding of the environmental significance of appropriate maintenance.
The design of new wastewater plants in new hotels and resorts (over 75 rooms) needs to be done
by skilled wastewater treatment process and hydraulics consulting engineers as experience has
indicated that a lot of common problems with treatment plants in existing hotels come from the
original design. It is desirable that all solid waste is sorted for recycling and re use purposes.

$ ; 0
''#
If enhanced tourism marketing and quality product development in the accommodation sector are
two key planks of expanding the industry, airport development is the third. The airport is to be
expanded together with the upgrading of existing facilities. Phase 2 of the airport terminal
development is due for completion by 2011, providing a capacity of up to 4 million passengers a
year.

$ ; 1 '
In a country with a population density as high as that of Mauritius, the addition of road capacity
is a challenging endeavor. Road improvements have been made linking the airport with tourism
areas, notably the dual carriage of M2. Further road improvement is programmed. This includes
the Terre Rouge Verdun Trianon link road which is aimed at reducing congestion on motorways
M1 and M2 by providing new bypass to Port rouis. Completion is intended for 2011. While this

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congestion is caused by local population movements rather than by tourist travel, it has serious
implications for the industry.

Access roads to Reduit triangle and Trianli are planned. Phase 1 of the Ring Road from Soreze
M1 to res Guibies is planned for completion in 2010. Measures should be taken to reduce this
congestion by other means than further road construction. These could include compulsory car
pooling over specified time periods, the introduction of a congestion charges and the significant
improvement of public transport. The bus modernization programme to be implemented at a cost
of Rs. 4 billion included a 25 km bus way between Curepipe and St rouis and a bus lane along
the M1 motorway. The programme will also enable all bus operators to renew their fleets with
more comfortable lower emission vehicles that cater for the handicapped. These measures should
not only impact congestion but also improve the use of public transport including by visitors o
Mauritius.

$ ; 2
,&<'
A quality tourism destination needs to ensure that it offers a welcoming experience on arrival.
This should take place at the Airport. The arrival of relatively large aircraft at similar times leads
to µbunching¶ and long immigration queues.
Ways of improving the arrival experience include:
3c Improving the arrivals card so that it incorporates information, possibly a visitor survey
form to be completed on departure

3c Customer care training of immigration personnel so that they provide a friendly welcome

3c Consideration of mechanisms whereby the time taken per passenger can be speeded up.

3c At present the questioning can be quite rigorous, the need for this can be re-examined

3c Simple measures such as the provision of free sweets or flowers at each immigration desk

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3c Welcoming musicians for long-haul arrivals as employed by other tropical island

destination such as Fiji and Tahiti.

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Policy Area Strategy/Action Responsibility

read Support
WATER Introduce supplementary charges Ministry of
CONSERVATION Renewable Energy
and Public Utilities
WATER SUPPrY Feasibility study of a water desalination plant at Bel Ombre Central Water
AHRIM
Authority
CONGESTION Introduce compulsory carpooling; congestion charge Ministry of
MEASURES Infrastructure, and
shipping
WErCOMING Improve arrivals card (possibly introduce visitors survey)
Ministry of Tourism

EXPERIENCE Consideration of mechanisms whereby time taken per passenger in immigration Passport and Ministry of
can be speeded up Immigration Office tourism

å&$ !


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$   +
( 
**
 %
%.To ensure that tourism is a mechanism to enhance the quality of the environment, rather
than leading to its degradation

&
1.c Maintenance and enhancement of the natural environment
2.c Strict enforcement of planning procedures and of EIA procedures
3.c Adoption of green certification schemes including Blue Flag status
4.c Preparations to address the impacts of climate change

$    (&
Mauritius¶s tourism potential is closely linked to preserving its natural resources in a pristine
condition. Unfortunately, there are continued indications of pollution and degradation in the
marine environment. Government is supporting the preparation of an Integrated Coastal Zone
Management (ICZM) Framework for the Republic of Mauritius, expected to be completed in
January 2009.

The emergence of the Environmental Protection Act in 1991 and the requirement for an
Environmental Impact Assessment (EIA) for coastal development projects as from 1993 has
encouraged environmental responsibility. Further tourism growth will increase the pressure on
the natural environment, especially in the coastal zone, but the chosen strategy places great
significance on high quality environment for its success. There are risks arising from climate
change, damage to coral reef, increase pollution and beach erosion.

The strict enforcement of planning procedures and the EIA¶s are the most effective means of
controlling the impact of hotel construction on the coastal zone. That said, with a very limited
coastline that Mauritius has, there are very few beach sites available.

Hotel can contribute to environmental management of natural resources and often improve their
profitability, by operating under a µgreen code¶ that avoids waste through recycling and disposes

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of waste by the most favorable method possible, reduce consumption of packaging and other
materials, conserves water and energy and introduces alternative sources of energy, such as solar.
A number of hotels have obtained ISO 14001 and Green Globe certification. These action need
to be encouraged, given that such actions benefit Mauritius¶s tourism image and should also
benefit the hotels, given the growing demand by tourists particularly in the main European
markets such as UK and Germany for such practices in destinations that promote their natural
resources.

Beyond this, Mauritius seeks to obtain Blue Flag status for its beaches. Blue Flag status is
awarded to those beaches that achieve excellence in water quality, environmental education and
information and adhere to international safety standards. This programme is voluntary and non-
profit making programme.

Other actions that need to be undertaken are:

3c Vigorous resorts to address beach erosion in sensitive areas especially along coastlines
(e.g Flic en Flac)
3c Measures to address global warming including a flood/surge warning system and the
need to ensure sustainable comsumption and production in the industry
3c Maintenance of touristic sites and the rehabilitation of some attractions with an
embellishment programme at key touristic locations. The aim should be to achieve a
greener destination via buffer zones, limits on access and constraints on the circulation of
vehicles in sensitive areas
3c Achieve green productivity ± (e.g. capture solar energy, bio gas, reduce wastage through
recycling and composting and encourage to use environment ± friendly devises and eco-
friendly practices)
Government can adopt show leadership in tackling climate change in order to encourage private
businesses to invest in adaptation and mitigation strategies. While tourism businesses are, in
general, ill prepared to deal with the risks associated with climate change, governmental

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leadership can and should embrace the private sector ± the approach adopted by the Tourism and
Climate Change taskforce in Australia is an example which Mauritius can use as a model.

$  ) "#&
The aim is to influence, as far as possible, the spatial and geographical development of tourism
so that it occurs in a planned and structured manner. Strategic actions to introduce are:
3c Consider the implementation of taxation on land where permission to build has been
granted but no action as regards development I taking place
3c Adopt land swap mechanisms as already used in Bel Ombre and St Felix in order to
increase the number of available development sites
3c Promote the development of offshore islets where these have tourism potential and where
low density development can take place without environmental damage
3c The design of master plans / action areas plans for such areas to create the hotel sites with
proper access and appropriate design standards
3c Adoption of physical planning procedures to avoid slowly and aesthetic development

The planning policy guidelines for coastal development need to be strictly adhered to and
setback, height and plot ratio regulation fully observed. The low ±density and low-rise hotel
development policy should be maintained and negative visual impacts avoided. Architectural
design should reflect distinctive Mauritian characteristics such as canopies, open verandas, over-
hanging eyes and the use of local materials. These policy guidelines reflect the overall strategy of
delivery a quality tourism product.

Sites should be developed only where they are conducive to quality development. Beach
engineering should not impact on natural features such as rock outcrop, mature trees and natural
habitats.

The Ministry of Housing and rands, and the rocal Authorities, have a key role to play in the
furtherance of proactive development planning that works to guide development rather than
being reactive in terms of the consideration of the plans of individual developers. This requires

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new physical zoning plans that fulfill the intention of maintaining Mauritius as a top level tourist
destination bringing benefits to the Mauritian people.
















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Policy Area Strategy/Action Responsibility
read Support
Efforts to address any further beach erosion Ministry of
Environment and
NgU
Introduce a flood/ surge warning system in response to climate change Ministry of
Environment and
NgU
Implement an embellishment programme at key tourist locations Industry
Ministry of tourism
ENVIRONMANTAr stakeholders
CONSERVATION Emphasis on green productivity Ministry of Ministry of
Renewable Energy Tourism,
and Public Utilities AHRIM
Introduce the ³Blue Flag´ beach quality programme into Mauritius Tourism
Beach Authority
Authority
Adopt land swap mechanisms Ministry of Housing
and rands
PHYSICAr
PrANNING Promote the development of offshore islets Ministry of housing Board of
and rands Investment
 

å&0  






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$  å7-
The objective to increase the volume and value of tourism underpins all strategies, with the aim
is to expand the beneficial economic impact of the tourism sector. With the specific regard to
economic impacts and linkages, three spheres of strategic interventions are required in the areas
of investment, taxation and sectoral linkages:

$   -&

%.To manage the economic, environmental and social impacts of the
sector to provide maximum and sustainable benefits to all stakeholders
-the people of Mauritius, the industry and government
&
1.c Implement an Agricultural Tourism rinkages Programme
2.c Improve the local capacity (individual and community) to take advantage of the
economic opportunities provided by the sector

The target of two million tourists a year can be made a reality by paying airlines to come, by
increasing transit passengers and by vigorous promotion of cruise passengers but the economic
benefit could be pretty minimal. The chosen way forward is to continue to promote the
development of high end tourism with a high quality tourism destination. This does enhance the
opportunities for creating linkages, such as with agriculture and offers the potential for a
relatively high level of retained benefits.

$  )
&*-&&

The development of agricultural linkages programmes is challenging. For success a series of

actions are required: training, a market intelligence system that enables small farmers to know
what to grow and when, a seed supply mechanism, an effective collection and distribution
system, a quality control mechanism, and a strong sales process. While this appears complex, the
experience of Gambia s good shows that not only that it can be achieved, but that it can
transform rural livelihoods. A key aspect of success is that while a project of this nature requires
intervention on the part of say an NGO with set up capital support, a fundamental requirement is

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for it to be run from the very start on commercial, private sector principles. This means that chefs
and purchasing managers need to want to buy produce rather than feeling under an obligation to
do so.

A mechanism needs to be found that is outside government and thus able to operate flexibly but
which can be the beneficiary of start-up capital support from government and/ or donors. It is
highly advisable that lessons are drawn from experience of agricultural linkages elsewhere.
Aspects of what needs to be done are:

3c Establishment of programme management and a modus operandi that is designed for

long-term commercial sustainability;
3c Training and capacity building for agricultural producers;
3c Establishment of mechanisms for seed supply, market intelligence; collection and
distribution of produce and sales system;
3c Research policy and advocacy to foster an enabling environment;
3c Provision of business services support to farmers.

The Gambia model illustrates the value of a demonstration farm being established that not only
allows different crops and cultivation techniques to be tested, but can also act as a tourism
attraction that generates revenue. The planned preparation of up to 1,000 hectares of land for
small planters between 2009 and 2012 could, in part, form basis horticulture to tourism linkages
programmes.

$   '#8&

In order to provide assistance to local communities to improve their capacity to take advantage
of the economic opportunities available from the industry the Ministry of Tourism will work
with other organizations to undertake the following activities:
3c Provision of an entrepreneurial support structure
3c Mobilization and strengthening of community groups
3c Creation of opportunities for linkages
3c Skills development

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rocal community entrepreneurial groups and individuals will be given technical support through
the proposed Business Advisory services team. This team will be set up to provide technical
support in business development to local entrepreneurs. The technical staff will assist
communities and individuals by providing guidance in all aspects of business operations in order
to develop their capacity to take grater advantages of the economic opportunities available within
the tourism industry.

In an effort to expand local participation directly and indirectly in tourism opportunities for
linkages have to be identified and promoted within the communities. A study is required to
assess the supply and demand gaps. The findings of this research will be published among the
relevant businesses and communities. The Ministry of Tourism will therefore need to assist and
match local communities and entrepreneurs with the businesses that have indicated a need for a
particular service or product. The linkages that will be forged will be in industries such as
tourism, agriculture and manufacturing.

Skills development opportunities will be made available to the local communities in the form of
training and apprenticeship programmes .This will give the community residents opportunities to
improve their existing skills to produce better quality products and services. These programmes
can be made available through the Empowerment programme in collaboration with the Ministry
of Tourism.

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Policy Area Strategy/Action Responsibility

read Support

ECONOMIC
Implement an Agricultural Tourism rinkage Programme Agricultural interests to NGO to be
rINKAGES be determined determined

Establishment of high level National Tourism Council geputy Prime

COORgINATION Prime Ministers office
Minster
REgUCING Establish a tourism coordination unit within the ministry of Tourism, reisure
BUREAUCRACY and External Communications geputy Prime
Prime Ministers office
ANg PROGRESS Minister
MONITORING
PrANNING Review of planning processes and land allocation for tourism Ministry of
Prime Ministers office
PROCEgURES Housing And rands

MEgIA Implementing a media campaign to sensitive local population

Ministry of Tourism
CAMPAIGN

3c gisseminate statistical performance trends to public Ministry of

Tourism
RESEARCH
3c Implement a Tourism Satellite Account MPTA
Central Statistics office
Ministry of
Tourism
SCHOOr Implement projects to target school children
EgUCATION Ministry of Education Ministry of tourism
PROJECTS
Shared consideration of tourism development strategies, Human Resource Ministry of Foreign
REGIONAr gevelopment, information communication, addressing climate change issues, Affairs, Regional Ministry of
COOPERATION Integration and Tourism
and offering of twin destinations international Trade

å&1 !7-


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$ ) =!"

%.Greater involvement and understanding of the sector among the local population

&
1.c Economic rinkages (strengthen tourism-agricultural linkages as described above, and e.g.
win-win events)
2.c Public Awareness Campaigns
3.c School level Education

$ )  *-&
Many hotels and resorts in Mauritius suffer from disconnect with the local population. Gates and
security staff make it difficult for local people to enter and equally for visitors to meet local
people .This picture is exacerbated by the lack for the most part of resort centres. This allows not
only ignorance of the nature of resort operations on the part of the local community but also
hostility to fester .There exist among certain sections of the local population , feelings of
alienation and a lack of understanding of the benefits and operations of the tourism industry .

The growth of µeco-tourism¶ in a number of competing destinations has allowed a closer

relationship to develop between hotels and resorts and the community around them so that
visitors become keen to learn about these communities, an interest which can outlast their
holidays, and lead to direct support for community related ventures.

The participation of hotels in the Empowerment programme is indicative of willingness to link

with the local population. The industry should consider how it can enhance its relationships with
local communities, whether programmes can be developed that are of interest to tourists (such as
home visits, demonstrations of local foods and traditions or artisan support) and how a greater
outreach programme can be developed (e.g. via voluntary donations on the part of visitors for
specific developments in local communities).

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$ ) ) ('&

One of the most effective ways of sensitizing the local population is through a comprehensive
media campaign. The campaign will utilize various tools and forms of media such as
advertisements, public service announcements and documentaries. The underlying approach will
be to educate the public on their individual and collective contribution to, and benefits from the
industry, leading to a greater understanding of and participation in the tourism industry.

$ )  !!

Research is undertaken on various aspects of the tourism industry periodically. Such research
includes statistical performance trends, feedback from tourists about their visitors experience and
economic impact studies. This information should be disseminated to the public on a regular
basis, via schools, libraries, businesses and government offices so that there is a better
understanding of the sector¶s performance, impacts and constraints.

$ ) $ "

In an effort to specifically target school children, the Ministry of Tourism in collaboration with
the Ministry of Education, should undertake a series of projects such as field visits, industry
personnel guest lectures and job experience programmes.

$  ("
%.Provide the appropriate institutional structure to facilitate public/private participation in
the effective coordination and management of the tourism sector.
&
1.c Ensure commitment to and adequate coordination of government support to tourism.
2.c Reduce bureaucracy, over-regulation and lack of consistency in application of regulations
3.c Strengthen product development administration
4.c Ensure ongoing monitoring and planning of the sector
5.c Ensure availability of appropriate capacity and skills to manage the sector
6.c Set in train the establishment of a Tourism Satellite Account for Mauritius

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The single most important requirements for delivering the target of two million tourist arrivals in
a year, and of maximizing the economic benefits that can flow from that, is commitment and
cooperation within Government and effective and strong collaboration between Government and
the private sector. The country that best achieves this is Singapore via a strong, effective and
well financed Tourism Board (the funding coming for the most part from a dedicated tax). It is
what underlies that country¶s consistent success in tourism development.

For Mauritius, with different structures and traditions, the immediate requirement is to achieve
greater coherence in policy delivery. This can be done via the establishment of a High revel
National Tourism Council. For this to be effective it is essential that it is chaired by the Prime
Minister or geputy Prime Minister and that other members are heads of their respective
organizations i.e. they have the power to bring about immediate action. Once deputies and
subordinates attend, who have to refer back for endorsement of a decision, then the Council is
almost certainly condemned to failure. The Council should consist of no more than 20-25 key
decision makers in the sector. It should ideally meet quarterly and at least three times a year. The
purpose of the council is to:

3c Ensure commitment to and adequate coordination of government support to tourism;

3c grive the strategy forward and to ensure that blockages to progress are removed;

3c Ensure that all arms of Government are coordinated in the development of tourism;

3c Ensure transparency in the operation of regulatory processes and to ensure that these are kept
a minimum.

In support of the National Tourism Council, a Tourism Coordination Unit should be established
within the Ministry of Tourism, reisure and External Communications. This should establish
annual and quarterly targets and monitor progress against these targets. Where blockages occur it
should consult with the relevant stakeholders in relation to means to remove these blockages and
report to the National Tourism Council accordingly. Key aims of the Unit should be to:

1.c Reduce bureaucracy, over-regulation and lack of consistency in application of

regulations as they appertain to tourism;
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2.c Ensure ongoing monitoring and planning of the sector;

3.c Ensure availability of appropriate capacity and skills to manage the sector.

There is also a need for specific change. Planning procedures and the allocation of land for
tourism development are insufficiently aligned with the Ministry charged with Tourism
development. A review should be undertaken of planning processes and land allocation as they
appertain to tourism and for ensuring transparency in the allocation process.

The establishment of a Tourism Satellite Account (ISA) is a long-term project, which may take
four to five years to come to fruition. Its merit is that it provides a set of clear national accounts
that demonstrate the role that the tourism industry has in the economy and thus facilitates
decision taking. The development of a TSA involves the construction of a system of economic
information related to tourism in the form of an Account for tourism, which is Satellite to the
main system of National Accounts, but strongly related to it, in terms of classifications,
definitions, principles of recording and methods of compilation. This approach requires the
sector to be precisely defined, and the concepts and measurements used in the main body of the
National Accounts.

The TSA is based on 10 tables, which can be developed in a step-by-step manner. This is the
strength of the TSA, as it does not require the implementing country to develop all of the tables
at once. Since TSAs are best compiled within the responsibility of the National Accounts
framework and thus within the National Accounts gepartment which in this context is the
Central Statistics office. The intention is to set the TSA process in train, initially by establishing
new data collection requirements and planning Implementation accordingly.

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$ $ &'

%

*.To ensure collaboration in dealing with common tourism challenges, to maximize joint
opportunities and to share lessons learned


%

1.c Strategic Considerations

2.c Joint Human Resource gevelopment
3.c Information Communication Technology
4.c Environmental Integration
5.c Facilitation of Tourist Movement within the Region

It is a common feature of tourism development that destinations consider neighboring countries

as their competition. This is rarely the case. Competitors vary by the originating market and by
characteristic of visitor, but in the case of Mauritius competitors in the French market are more
likely to be Martinique, Guadeloupe, French Polynesia, Cuba and the gominican Republic than
they are to be a neighbouring country. This argues for continued cooperation within the Indian
Ocean, cooperation that has been facilitated by a variety of previous and current programmes.

Areas where cooperation can be expected to pay special dividends are in:

ic Shared consideration of tourism development strategies;

ic Joint Human Resource gevelopment, with significant numbers of students from the
region already coming to Mauritius to develop their tourism skill;
ic In ensuring the delivery of information communication given shared communication lines
with the external world;

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"'0
!"&#

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Tourism affects the livelihoods of many of the world¶s poor, positively and negatively. The
conventional approach to the development of tourism in developing countries has been to focus
on employment, foreign exchange generation and tax revenues. Sound governance should mean
that tax revenues benefit the poor via government activities such as the funding of education and
health services. However, it is only in recent years that there has been explicit consideration of
directly benefiting the poor.

The main positive impact of tourism for the poor is frequently the creation of economic
opportunities, often informal ones. Other positive impacts can include skills development,
enhancement of infrastructure and public health. Negative impacts can include lost access to and
spoiling natural resources such as fishing grounds, conflict with other livelihood activities,
exclusion from tourism planning and lack of self-determination, cultural intrusion and social
disruption.
Tourism has potential advantages as compared with other sectors in directly reducing poverty:
3c The customer comes to the product giving opportunities to make direct sales
3c Tourism is relatively labour intensive
3c Tourism products can be built on natural and cultural resources.

Actions That Governments can take:

3c Minimising bureaucracy in the establishment of a micro-enterprise
3c Carefully chosen training programmes, ones that have a practical value rather than raise
false hopes on new incomes
3c Financial assistance to Micro and Small Tourism Enterprises
3c Creating linkages to other sectors of the economy, notably agriculture and small scale
horticulture

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0 ) &8
The consensus of opinion expressed by stakeholders is that Mauritius has a strong position in
international tourism and for its size and offers a good tourism product. The key distinguishing
factor of Mauritius is quality of product and quality of service in a tropical island destination.
There is still room for improvement across the board ranging from the creation of a more
efficient institutional framework, to quality improvements via HRg and training, to tackling
alienation towards the tourism industry where it arises. Also it is crucial for Mauritius as a
destination to be aware of the growing competition and the global trends in the tourism industry.
Mauritius can improve what it has to offer by targeting 2 million tourists a year, essentially a
doubling of the present size of the industry. Of the perceived barriers to tourism development,
the most notable as expressed is ³lack of availability of land´. Other top 10 issues considered as
barriers to Mauritius¶s tourism development are perceived to be:
3c Infrastructure constraints, notably waste disposal and roads
3c Challenges in maintaining service quality
3c Constraints in the availability of trained personnel
3c Environmental limits to growth
3c Seasonality and a dependence on winter sun tourists from Europe
3c Insufficient coherence in policy delivery
3c The strength of resort branding stronger as against that for Mauritius as a whole
3c Weaknesses in the informal sector
3c Community involvement in tourism and overall social acceptance of the sector.

0  (-&
The success of Mauritius¶s performance in terms of its growth in visitor arrivals and its relatively
high yield per tourist suggests a sound balance between product development and the marketing
of that product. The private sector has played a major role resulting in a strong market identity.
Key issues with promotion and marketing as identified by stakeholders include:
3c A clear long term national marketing strategy that vigorously addresses the challenges
that Mauritius now faces

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3c Ensuring that Mauritius maintains a distinct identity in the face of increased competition
and this may requires increased emphasis on the cultural identity and heritage of the
island.
3c Careful analysis of current and potential originating markets to ensure maximum benefit
from promotional needs
3c Mechanisms to address seasonality including events to draw tourists.

In order to increase off-peak arrivals MTPA is currently targeting Spain and Russia. The
Chinese have shown interest in building hotels with a Chinese character. However it is not yet
clear that Mauritius can offer a product suitable for this market. Care will need to be taken in
marketing and visitor facilitation for the effort to be effective, particularly given the international
financial turmoil which appears to be impacting the Mauritian traditional markets.

0 $ 9#
Mauritius needs to maintain product development to maintain competitive advantage, together
with the support structure of environmental conservation, infrastructure and utility development
and strong physical planning policies and controls. Improvement also needs to be made with
regards to formalizing the informal sector, product diversification, air access, accommodation
and ICT.
The Tourism Authority has made substantive strides in formalizing the informal sector.
Challenges remain including in ensuring that standard setting is based on international norms.
This implies a review of existing quality standards and criteria to ensure that all tourism
activities are operated to a high standard that do not impact negatively on the destination¶s
image.
A considerable number of tourism activities remain to be regulated. Illegal activities like
barbeque operators on beaches and canvassers and beach hawkers need to be addressed if the
reputation of Mauritius is maintained. Mechanisms need to be found for legitimate micro
businesses to operate while illegal activities are severely constrained. A competitive advantage
which Mauritius has is the very low levels of both crime and hassling.
There is an argument that tourism in Mauritius is now at a stage where a specific quality
assessment is introduced in terms of an accommodation classification scheme that goes beyond

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mere licensing. While foreign tour operators maintain their own classification schemes,
increased independent travel does argue for better information to the consumer. Travel opinions
available on the web has its limits particularly in relation to small properties. There are 2 basic
arguments for a formal accommodation classification scheme:
3c The provision of consumer information
3c To encourage improvement in product quality
Potential challenges in introducing a scheme are that:
3c It has to be simple enough to be understandable to the consumer across a wide range of
accommodation products
3c There is a lack of international standards/comparability schemes
3c There can be considerable overhead costs and skills required in establishing inspection
force
There are essentially 2 forms of classification:
3c Those that depend on physical measures, such as room sizes and the provision of specific
facilities
3c Those that combine physical measures with an assessment of the quality of service

For Mauritius to maintain competitiveness there needs to be continued momentum in product

diversification. The Mauritius product is predominantly sun, sea and sand and its intrinsic
physical attributes mean that it will not be able to compete in niches such as adventure tourism,
trekking as there are other destinations which can offer a more appropriate product for these
niches. Mauritius needs to expand its product in those niches where it can be strongly
competitive (diving, health clinics, retirement communities) and build on its sun, sand and sea
product by improving night time entertainment, shopping and activities outside the resorts. The
development of Integrated Resorts should give the opportunity for the development of resort
centres that Mauritius currently lacks.

0 1

The image of Mauritius as a tourism destination is characterized by high quality coastal hotels.
A recent trend has been the growth in all-inclusive offering in response to increased market
demand for this form of holiday.

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The Integrated Resort Schemes (IRS) introduced in Mauritius is a response to the shortage of
coastal sites for further coastal resorts. This introduces a new element of uncertainty into
forward planning in that it is not clear as to the degree properties these schemes will be
commercially let or be used as second homes.
Nonetheless, it is apparent that the number of available hotel rooms is a major factor in
determining the ability of tourism to grow and the target of 2 million tourists to be met. Some
5000 rooms are expected to be implemented over the period 2008 ± 2010. Assuming use of villas
in IRS locations on the part of visitors, and a proportionate use of informal accommodation, this
suggests an additional room¶s requirement of some 7000 hotel rooms to enable the visitor target
to be met.

0 2


The insistence on scheduled air services has continued to serve Mauritius well. It has enabled
many of the benefits of proving air services to remain, via the national carrier, within Mauritius.
The picture continues to be complex and continually changing. It continues to be a challenge to
find the right framework for ensuring long-term benefits for the Mauritian people.
There has been gradual liberation with the admission of Emirates into Mauritius. Similar
competition to the longer established carriers is provided by Air Seychelles, Corsair and Condor.
A benefit is to provide competition as well as to facilitate two-centre holidays. A result has been
lower lead-in package prices, for example, in the UK than had previously been the case, with
greater promotional coverage. This grows volume but may not necessarily be of benefit to the
market positioning.
With states in a similar position to Mauritius there tends to be a tension between air carriers, and
the national carrier in particular, and the hotel sector. One side will claim that the prices charged
by the other should be reduced, and vice versa. Such views have been expressed in Mauritius.
Given the scheduled services policy, it is possible that the air component of a total package price
s higher than it would be if more airlines owned by foreign tour operators were to be admitted to
Mauritius. But then such a move could well place greater pressure on hotel rates, such that these
had to be reduced, with the surplus gained transferred to the foreign tour operator rather than
retained in Mauritius.

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It is very important to Mauritius that the national carrier operates efficiently but also that it is
profitable. It is equally important that the hotel sector is profitable ± one of the factors in the
success of the destination to date has been the ability of hotels to re-invest and to refurbish their
properties. In competing destinations such refurbishment has not taken place to the same degree,
giving Mauritius a competitive advantage. One of the reasons for the failure to sufficiently re-
invest elsewhere has been the downward pressure on rates placed by foreign tour operators,
followed by a market down turn, leading to a vicious circle of falling rates, a lack of ability to re-
invest leading in turn to further pressure on rates. This is a fate that Mauritius has to avoid.
The target of welcoming 2 million tourists calls for a more than two-fold increase in the number
of flights per day from some 55 to some 120 (depending on average aircraft size). If the
scheduled services policy is to be maintained, this argues for a vigorous effort to maintain airline
yields in order to encourage the provision of new services. This in turn will require substantive
marketing and promotional support as well as the construction of hotel and resort
accommodation that is in line with the maintenance of relatively high airline yields.

0 5
' '
Considerable effort has been made in improving airport infrastructure. A challenge is that the
pattern of arrivals and departures leads to congestion at specific periods and times and
underutilization of the facilities at others. To some degree this inevitable given the times at
which landing slots are available at the originating airports and a need to be able to arrive/depart
those airports at acceptable times.
This pattern makes it challenging to finance further investment in facilities or to introduce
differential pricing to encourage a wider spread of the existing facilities. Nonetheless for the
target of 2 million visitors to be met requires additional airport facilities including new gates.
Airports of Mauritius rtd. (AMr) is planning the ³SSR International Airport Expansion II
Project´, the entire project to be financed by the AMr through concessionary loans with a
possible development levy on all arriving tourists.
As part of the expansion, it is advisable that new targets are set for maximum arrival times to
clear immigration and for luggage delivery and on departure for check-in and clearance of
security control. First impressions are significant, and these are formed at the airport on arrival.

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The provision of an appropriate welcome is a very important aspect of maintaining a relatively

high yield per visitor.

0 ; &
The number of cruise passengers has fluctuated from around 5,000 to 8,000 over the last five
years. These passengers have all been on vessels transiting Mauritius rather than using the
country as a home port. This is a very low level of cruising by international standards but equally
cruise calls of this nature typically bring very low economic benefits.
The Mauritius Port Authority is building a dedicated cruise terminal at res Salines that will
provide a jetty 100 metres long. This new facility will encourage the use of Mauritius as a home
port. This form of cruising can add to the overall tourism product and add to the appeal of
Mauritius as a destination, one that offers fly, stay, cruise vacations. Indian Ocean Cruises,
which has been operating along Malabar Coast of southern India for two years, is operating a
series of 3 to 11 night cruises via a 200 passenger capacity vessel based at Port rouis as of the
end of 2008. These encompass Reunion, Rodrigues and Madagascar and represent an extension
to the current tourism product.

0   '

Human resource development is fundamental to the further growth of the sector. The more
Mauritius seeks to achieve high yields for every visitor the more important it is that high levels
of services are universally achieved. While such levels of service are provided at the higher cost
resorts they are not universal. A rapid growth in visitor arrivals risks a decline in standards. To
avoid this requires a further increase in the availability of trained personel combined with rises in
productivity and work conditions and rewards that discourage out migration of skilled labour to
Australia, GCC countries and elsewhere.

0  !:
Issues identified by stakeholders cover:
3c Severe water shortage arises during periods of drought (Sept-gecember), with a water
shortage foreseen in the future;

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3c Weakness in waste disposal and treatment that could undermine the country¶s
attractiveness as a top-notch tourism destination;
3c Constraints in road capacity and traffic congestion, particularly in the vicinity of Port
rouis;
3c rimits in internet access which is sometimes unreliable or lacking connectivity;
3c Need for signage to international norms (a Ministry programme is already in place);
3c Adequate but comparatively high cost power supply 


0 ) ,''#
Tourism growth will result in increased water demand given the target of 2 million tourists and
the development if the IRS segment. This could pose a challenge to the water sector in terms of
the additional capacity required, given a scarcity of current resources notably during dry seasons
or during some peak periods. On the other hand, the demand for water from tourism appears to
be less than 10% of the total. Quantitatively, the apportionment of water to tourism is of a
smaller order of magnitude than the actual network losses. The importance of reducing these
losses has been recognized, with a pilot project to reduce lost water involving around 40,000
customers. The aim is to extend these efforts to the whole island with the aim of reducing lost
water from 48% as of 2008 to 25% by 2015.

0  ,'
Waste water is particularly an issue for smaller hotels, where inadequate standards of operation
of treatment via septic tanks can result in environmental degradation. This suggests a need for
improved levels of training in relation to the operation of these systems. There is also a need to
ensure an invariably high level of operation of sewage treatment plants at the larger hotels.
Solid waste is a significant issue, with the Mare Chicose landfill close to saturation. Government
is working to support efforts to raise the level of recycling, which should be supported by the
tourism industry including via composting of all green wastes.




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0 $ 
The principle constraint results from congestion especially on the M2 which increases transit
times from the Airport to the north-west as well a constraining travel operations. Most of this
congestion is not directed to tourism activities. Any improvement in
3c Transit times
3c Security
3c Technical quality
3c Pedestrian facilities
will facilitate the maintenance of the Mauritian¶s reputation as a tourist destination.
Congestion brings otherwise unnecessary carbon emissions. To demonstrate that the country is
taking the need to reduce emissions seriously, it is possible to introduce measures such as a
congestion charge for entry in Port-rouis, the enhancement of public transport services and a
requirement for car sharing during peak hours. These would be of benefit to tourism as well as
other sectors.
In the context of the long term national goal of a zero carbon emission from the tourist industry,
that all vehicles transporting tourist to and from Airport should be fuelled by 100% bio-diesel.
However, the negative impact of bio fuels in terms of pressure on land use that results is now
being stressed.

0 0 7''#
Additional power generation from conventional sources is for the most part going to have to
come from imported fuel. Thus it is highly desirable to pursue the current policy of encouraging
the adoption of energy-saving devices and eco-friendly practices. This includes the use of
renewable energy and particularly solar power generation when designing new hotel and
bungalow projects. A proposal for these renewable energy measures is now one of the conditions
of the EIA ricence.
A team comprising the Ministry of Renewable Energy and public utilities (MPU) and Central
Electricity Board has been established to prepare the energy policy for the country.
The basis of the Outline of the Energy Policy2007-2025 document prepared by MPU and using a
report by Kantor Management Consultants/UNgP as a working document. Kantor has made
certain proposals such as :

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3c Mandatory use of solar power in hotels;

3c Mandatory low energy lighting/appliances/air conditioning and cooking devices
throughout the hotel industry;
3c Mandatory provision by businesses of optional facilities to allow tourists, who choose to
do so, to offset the carbon impact of their flights by investing in sustainable energy
schemes in Mauritius.
The latter proposal may be difficult to implement satisfactorily given that many airlines already
have carbon offset which are international and may therefore invest elsewhere than Mauritius.



0 1 "#> "#&
The following issues related to physical/natural resources and physical planning have been
identified as further barriers to tourism development:
3c Shortage of coastal hotel sites;
3c rack of transparency in licensing;
3c Continued inadequacy of public beaches with inconsistent quality;
3c rimited construction capacity (materials have to be imported at a relatively high cost
with constraints on the availability of skilled labour);
3c Insufficient clarity of guidelines on future development;
3c A problem of stray dog.

0 2 *
There is serious scarcity of beach frontage sites for hotel development with its scarcity impacting
on project investment costs. It is estimated that there are no more than some 20-30 further coastal
hotel sites that can be made available. The sites have constraints such as cliff, muddy/rocky
beaches, poor access, a location on the landward side of the coastal road or, on private land,
being further away from the shore than is the case of current properties. For a considerable
proportion of these sites plan finalization and the implementation of necessary infrastructural
amenities will take some time.

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In the process of making sites available for development, there needs to be an improvement in
licensing practice and for it to be better regulated and more transparent. Tendering procedures
for sites (as practiced in the Maldives) is desirable in order to achieve sound development, with
distinct constraints (e.g. scale and timing of development) applied as part of the tender process.

0 5 "#&
High standards of physical planning are vital in the further growth of Mauritius¶s tourism.
Tourism design guidelines have been instituted and new physical plans are in the course of
preparation. The development control system needs to match the need to ensure that all new
building enhances the physical fabric of the country and provides enhancement to the tourism
product.

0 ;  
Tourism development carries environmental risks. The essential need to address climate change
and increased focus in originating markets makes it essential that these are addressed effectively.
The management of the environment is critical in ensuring that the deterioration of the lagoon is
minimized, and that other environmental resources are maintained. The tourism industry is a
positive force for environmental enhancement and indeed a leader in bringing about
environmental improvements. Whilst tourism does create hotspots such as use of lagoon for
boating, scuba diving on the coral reefs, intensive use of some of the beaches especially within
the public sector.
Environmental issues highlighted during the preparation of the strategy plan are:
3c Vulnerability to the effects of climate change including tidal waves and surges
3c geterioration of coral reefs through global warming and tourism activities such as diving
and water sports
3c Increasing pollution and pressure on environmental assets
3c Beach erosion

On the other hand, it is suggested that EIA guidelines are too rigid which prevents the
development of innovative products.

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The coral bleaching event of 2003 and 2004 affected coral to certain extent, but the reefs have
been recuperated and new recruits are being observed, especially on the reef slopes.
The report further states that in 2006, regulations were made under the Fisheries and Marine
Resources Act to prohibit the removal of coral and sea shells. A long term monitoring
programme is on-going in marine parks at Blue Bay and Balaclava. gata is routinely collected
on benthic cover, reef fishes, macro-menthos and water quality. The activities in the parks are
regulated by the MPA Regulations. The Blue Bay Marine Park was declared a wetland of
international importance in 2008.


0 ) !##
Safety and security is an area where Mauritius has competitive advantage against destinations in
the Carribean, but still it has to maintain vigilance with the rise of low level crimes. In particular
there is a need for an effective crisis management paln that caters both for a range of disastrous
events of natural disasters or criminal events.

0 ) !"&#
Mauritius¶s primary markets are at the forefront of developments in terms of internet usage. It is
of primary importance that Mauritius should have effective public and private sector e-marketing
strategies to ensure the maintenance of a competitive advantage. With the majority of the
tourism industry in the upscale segment, a large part of hotel guests are business people on
holiday, who would want to stay connected and for whom good internet connections are crucial.
The increased sophistication of mobile phones and GPS technology opens new opportunities for
informing visitors of attractions and facilities and means whereby they can be found.

0 )) '
Further growth in tourism has to be achieved with the full social acceptance of the Mauritian
people. The involvement of less well off members of the community needs to be maximized
together with enhanced awareness of the economic importance of tourism. The local population
should recognize that tourism is a major business from which everyone benfits and that their

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contribution has to be supportive of the industry. The more people feel involved the better the
welcome and the greater the distinctiveness of Mauritius as a destination.

0 ) "å7-
Tourism is a cross-cutting activity in which to achieve results it is essential that different arms of
government work together in tandem with the private sector. In this respect, the following issues
have been identified:
3c An absence of a formal mechanism to monitor the tourism industry involving all
stakeholders, both from the public as well as the private sector
3c Insufficient communication between the different stakeholders
3c Procedures not always being sufficiently transparent, including those that apply to
potential investors in the sector
3c gifferent jurisdictions applying to the resolution of tourism related issues with no one
body able to offer overall leadership. An example is that beaches and bungalows are
under the control of the Ministry of Housing, a beach with a hotel is under the control of
the Tourism Authority and public beaches are under the control of the Beach Authority.
Their activities are not always consistent or necessary to the overall benefit of tourism or
environment conservation.

0 )$
!'
Allied to the understanding of tourism¶s role in the economy is the prospect of establishing a
Tourism Satelite Account for Mauritius. This is relatively demanding in terms of resources and
will take some time to bring to fruition. There is a world-wide initiative to bring these to fruition
led by the UN World Tourism Organisation and Mauritius is able to draw on the experience of
other countries in TSA implementation.
Planning for tourism is a challenge and by using a planned approach, tourism can generate
economic, social and environmental benefits to the local community and any negative impacts
can be minimised. As such, the government is a key player in devising plans for tourism. It
therefore takes responsibility for planning so that it can manage external factors that influence

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local tourism, balance the needs and values of residents and local businesses and provide for
visitor demands and expectations.

However, although the approach in tourism planning system focuses on human a major priority
concerning the social, environmental and economical fields, there are a lot of weaknesses which
take place within the system. The tourism plan has a long term vision, but they does not speak
about strategieshow to implement and integrate tourism sector on their places.

Sustainable management of tourism is still poorly developed. There is lack of coordination,

networking and support of colleagues in other ministries and in a range of subnational
administrations. These needs emerge because the administration and governance of tourism takes
places in localities where tourists and host communities interact, while regulations and incentives
are applied within a general framework which is laid down at the national level.

Major decisions about planning, management of cultural and natural assets, labour regulations,
environmental impact assessments, financial incentives and taxation policy are often the
responsibility of other ministries, where there are not enough awareness about the impact on
tourism policies and plans. The functions of tourism ministries should go therefore beyond
regulating tourism businesses, marketing and promotion and include wider consultation and
coordination.

For example, tourism ministries can provide the government and its agencies with good quality,
systematic and up-to-date data, particularly about the effects of different types of tourism on
local socio-economic development. Provision of such data can help to substantiate the
contribution of tourism and convince other policy makers about proper guidelines.

According to the tourism plan, although the destination has got its potential to attract 2 million
tourists by 2015, some project areas are not sufficiently prepared for tourism, especially
achieving sustainable tourism. The main reason a general lack of tourism-related standards
such as accommodation and infrastructure. Although, the Tourist Enterprise ricense is issued
to hotels by the Tourism Authority, there are no strict controls based on the negative impacts
caused by resort hotels.

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Today hotels represent one of the most important sectors of the travel and tourism industry.
Even though the hotel industry has for many years claimed to be a ³smokeless industry´, it still
interacts with the environment at every stage of their life cycle, and this influence is often
negative. Resorts are often developed in pristine and fragile ecosystems with little or no
consideration taken for the natural or cultural surroundings. Many of the services offered by
lodging establishments require the consumption of substantial quantities of energy, water and
non-durable products. The resource use efficiency of the many end-users in hotel facilities is
frequently low, and the resulting environmental impacts are, typically greater than those caused
by other types of commercial buildings of similar size. They are responsible for the release of
various air pollutants such as smoke from kitchen and other substances from Maintenance
department, thereby contributing to the deterioration of local air quality, acid rain and global
warming. Many of the goods purchased have environmental effects associated with their
manufacture, transportation, use and disposal. Furthermore, a number of substances and
products used at hotel facilities are exceedingly environmentally harmful. Chlorofluorocarbons
(CFCs) still used in refrigeration and air conditioning systems contribute to ozone depletion,
and various detergents, often released without proper treatment, contribute to the eutrophication
of surface water. The hotels generate large quantities of waste and sewage, thus increasing
pressure on local sewer systems and plants, as well as landfills.

The Tourism Authority should therefore also monitor the operation of hotels on a more regular
basis on aspects such as utilisation of large quantities of energy, water and various consumable
materials in providing services and comfort to their guests. If Mauritius grows into a mass-
tourism destination, it will lead to the over consumption, pollution, and lack of resources.
However, from the ecological point of view tourism is often more acceptable and preferable
than any other industrial production, as it is environmentally friendlier.

On the other hand, the tourism plan takes into consideration various strategies to achieve an
increase in the number of visitors by 2015. Since the island relies heavily on tourism, the
destination will benefit from high growth and development rates, considerable volumes of
foreign currency inflows, infrastructure development, and introduction of new management and
educational experience actively affect various sectors of economy, which positively contribute
to the social and economic development of the country as a whole.

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Tourism has the power to affect cultural change. Successful development of a resource can lead
to numerous negative impacts. Among these are overdevelopment, assimilation, conflict, and
artificial reconstruction. While presenting a culture to tourists may help preserve the culture, it
can also dilute or even destroy it. The point is to promote tourism in the region so that it would
both give incomes and create respect for the local tradition and culture.

Thus, even though there is a development tourism plan, the impact of tourism on local
communities can be both positive and negative, whether it comes to economic, social, or
environmental effects. It depends to which extent tourism is developed in a particular region in
the destination. Every region has its bearing capacity, so that the limit of the incoming visitors
does not harm the host community.

Core strategies are not considered in the development plan. The plan fails to include aspects
such as site specific allocations of land and area action plans and they are looked in isolation.
Any need for further development plan should be identified in a local development scheme,
where the purpose is to inform the public of the planning authority¶s programme. In such a way
the local community will be a major stakeholder in deciding how to deal with tourism issues
within the framework of their locality. The approach should therefore seek to produce a plan
which is integrated with other strategies that have been prepared for the area, including any that
relate to the future of tourism development for the benefit of all.

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
1


1 c 

The Mauritius Strategy Plan on Tourism is an 8 year development process which seeks to
put strategies and policies in place to develop the tourism industry further. Although certain
aspects of sustainable tourism development are considered, the development plans should
have a more clear vision about the pattern of development they are seeking to achieve in the
area and clear objectives for achieving it. They should not only focus on strategies for
maximizing tourist numbers but at the same time should reflect the needs and problems of
the communities in different areas of the destination to ensure a sustainable tourism
development. They should be concerned not just with what can be built where and in what
circumstances but also how the range of social, economic and environmental objectives will
be achieved through plan policies. The plans should focus on outcomes, with specified
indicators so that the progress made by the policies in meeting these desired outcomes can
be measured. gevelopment plans are expected to take a good planning approach which
integrates land use policies with other policies and programmes. The aim should be to co-
ordinate plans with urban and rural regeneration strategies, regional economic strategies,
community strategies and local transport plans.












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1  

The government¶s policy is to promote tourism and its contribution to economic growth. Other
objectives are to increase the contribution of tourism to our economy and to raise the living
standards of the Mauritian people. The government needs therefore to continue its efforts to
broaden the tourism market, improve quality standards, and ensure rational use of the Tourism
gevelopment Area. In order to achieve this objective it is in the interest to work together with
those who bring tourists and with the industry in Mauritius and those who share the aspirations
of responsible tourism. It is the responsibility of all stakeholders the government and Ministry of
Tourism to create better places for people to live in and for people to visit. With thee committed
realisation of responsible tourism in Mauritius, the responsible tourism. Partnership may seek to
maximise positive impacts and to minimise the negative ones. regislation will play a significant
role in creating the framework for tourism and for achieving responsible tourism.

In the process of tourism planning and development, responsible tourism requires strong
implementation. It will help the island to:


3c minimise negative economic, environmental, and social impacts

3c generate greater economic benefits for local people and enhances the well-being of host
communities, improves working

3c access to the industry by involving local people in decisions that affect their lives

3c make positive contributions to the conservation of natural

3c provide more enjoyable experiences for tourists through more meaningful connections
with local people, and a greater understanding of local cultural, social and environmental
issues

3c engender respect between tourists and hosts, and builds local pride and confidence.





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rocal economic benefits can be maximized by increasing linkages and reducing leakages as
follows:


3c Encourage accommodation and tour operating businesses to co-operate in order to enrich

the product, increase average length of stay and visitor spend, assist local people to
establish themselves and market new products and services, and grow, creating additional
jobs and other livelihood opportunities, by developing complementary products.

3c Maximise economic benefits for local communities by encouraging tourists to purchase

locally produced crafts.

3c Encourage businesses to source goods and services from the local community and to
assist with the development of the local capacity to supply tourism goods and services
consistently, at appropriate price and quality and on a sufficient scale to meet the
requirements of the tourism industry.

3c Encourage tour operators be more innovative in their itineraries, by for example

including markets, local museums, heritage sites, arts and crafts and local restaurants in
their tour itineraries, and by doing so encourage visitor spend.


The local communities can be more involved in planning and decision making:

3c Encourage participation by all stakeholders, the formal and informal sectors, government
and communities.
3c Involve the local community by creating opportunities for them to engage with
theprocess of planning for tourism development in Mauritius.
3c gevelop awareness of the positive aspects of tourism and of ways of mitigating negative
impacts, through education within the school curriculum, and public education initiatives
with communities.

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3c Assess social impacts in the tourism development process, and planning, to maximize
positive impacts and minimise negative ones.


The private sector businesses and the local community need to work with government and
environmental agencies to ensure that tourism planning policy recognises that the natural
environment is a vital resource for the livelihoods of communities as well as being a major
tourism asset. Therefore which should stay free of development can be easily identified. Tourism
should be developed and managed so as to ensure that it has minimal environmental impacts.
Hence strategies can include:

3c encourage the use of environmental assessment tools to mitigate the adverse

environmental impacts of tourism development.
3c raise awareness among all stakeholders about the importance of adopting an
environmentally sustainable approach and ensure the management of waste through
reducing, reusing and recycling.
3c encourage tourists to use recycling and other waste reduction methods.
3c provide education about the importance of the natural environment, both intrinsically and
for tourism.
3c identify best practice through a consultation process
3c establish an environmental code of conduct and a code of practice
3c explore ways of using legislation, incentives, tax concessions and technical assistance to
ensure that tourism in the island has fewer negative environmental impacts.
3c maintain and encourage natural diversity by encouraging enterprises to invest a
percentage of profit or turnover in species conservation and habitat restoration and
management; and by encouraging the development of natural heritage attractions which
can also ensure conservation of habitats and species.




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88*
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 6
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 ?


 79"(#!

1.c What are the types of tourism policy used by the Ministry of tourism
2.c goes the policy take into consideration the negative impacts caused to the environment, the
local people and the cultural aspect?
3.c Who are the major stakeholders in the development of the tourism planning at the ministry
4.c What strategies are used to ensure collaboration in dealing with common tourism challenges
to maximize tourism development?
5.c Are all strategies and policies put in place, strictly adopted?


























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 ?8

 79
(

1.c What role does AHRIM play in view of attracting 2 million tourists by 2015?
2.c What are the strategies used by AHRIM to achieve a sustainable and harmonious Tourism
gevelopment.
3.c goes AHRIM have a consideration towards the environment?
4.c Who are the major stakeholders which AHRIM liaise with on matters relating to the tourism
industry?

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