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Time Frame in Large Water


Project Implementation
K Lutchmun
Principal Engineer
Central Water Authority
lutchmun_d@cwa.intnet.mu

V Proag
Faculty of Engineering,
University of Mauritius
vproag@uom.ac.mu

Abstract

2. Master Plans

Since the Central Water Authority was created in 1971,


there have been many large water projects that have been
recommended in the four Master Plans to improve the
water situation in Mauritius. However in most cases, these
projects have been delayed and / or not implemented at all
for various reasons. By knowing these reasons, corrective
measures can be taken to mitigate the impact of long time
frame for implementation of large water projects. As a
result, adequate water may be available in time to satisfy
the water requirement of the whole country.

2.1 Definition
Easley V.G., Goyle G. (2005) define a Master Plan as a
guide to accomplish a coordinated and harmonious
long term development based on analyses of present
and future needs to promote health, safety and general
welfare as well as efficiency and economy in the land
development process and the maintenance of property
values. Furthermore, the Environmental Planning and
Management (EMP) Guidebook defines a Master Plan
as a tool which allows for a continuous process to
continually improve a community and better
environment and developed for the long term strategic
planning of resources.
(http://www.gdrc.org/uem/epm/epm.htm)

The different reasons, which played a major role in the long


time frame have been studied. None of the large water
projects listed in the Master Plans has been carried out as
per the recommended time frame and the majority of these
projects takes over 25 years for their implementation.

Since the creation of the Central Water Authority in


1971, there have been four Master Plans for the
development of the water resources in Mauritius in
order to meet the short-term, medium-term and longterm water requirement for domestic, commercial,
industrial and irrigation purposes.

Recommendations have been put forward in order to


reduce the long time frame in implementing a large water
project. There is nevertheless a minimum of about 17
years.
This also means that the proposed projects must start
meeting demand requirements as from 17 - 20 years after
the initial studies mention the project.

A Master Plan defines a project and provides a guide


for its implementation, including a time schedule for
the execution of the project, from its conception to the
construction
stage.
Unfortunately,
the
recommendations made in the four Master Plans,
especially concerning the implementation stages have
practically never been respected.

1. Time Between Inspiration and Operation


There are many large water projects that have been
implemented ages after the original conception. One
example is the Midlands Dam Project. Initial
construction started in 1926, resumed in 1999 and was
completed in 2002

2.2
Planning Phase and Time Frame
Prior to implementation of any project, the planning
phase is of utmost importance as it lays down the
foundation on how to go about meeting the project
objectives efficiently. It also allows the identification of
risks for proper decision making. Based on practical
considerations, Proag V (2007) listed out the following
activities which need to be examined in order to
implement the necessary water infrastructure before it
is required.

The aim of this paper is to identify and assess the


reasons for the long time in the implementation and/or
non-implementation of large water projects, identified
in the different Master Plans and comparing the
proposed and the actual implementation schedule.

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Assess the water requirements


Assess the availability
Preliminary matching of resources and
requirements
Formulating possible schemes
Cost estimates of schemes
Formulating the draft Master Plan
Marketing the Master Plan and acceptance thereof
Feasibility studies
Looking for funds
Implementation of proposed schemes

2.4
Implementation
A Master Plan is only useful if its recommendations are
implemented. In order for a Master Plan to serve as an
effective guide to continually meet the water
requirement of Mauritius, it has to be implemented as
per the recommended schedule.
Implementation is almost universally a weak point:
cities all over the world (but especially those in lowerincome and transitional countries) have chronic
difficulties with implementing strategies and plans.
Experience has shown the value of an integrated
process leading from strategies directly into action
plans, utilizing the same participatory and consultative
mechanisms in a continuous process. Action Plans have
been most successful when formulated as clear and
detailed agreements for co-ordinated action, including
agency-specific and stakeholder-specific agreements
which describe each agencys or stakeholders
commitments for priority actions, within a well-defined
timetable, including: allocation of staff time and
resources, use of financial resources (both for
investment and for operation and maintenance),
detailed geographic focus, application of other relevant
instruments for implementation, and use of a common
system for monitoring the observance of commitments
and achievement of action plan objectives. Formulated
in this way, action plans are much more effective (and
much more likely to be implemented successfully) than
old-fashioned Master Plans or independent annual
budgeting exercises by separate agencies.
[Environmental Planning and Management (EPM)
Guidebook ( epm/htm).

This author emphasised that the studies that have been


carried out by a group of technicians may be technically
very sound, but unless the Master Plan meets the
approval of the various stakeholders (users, politicians,
etc) it is foolish to expect that any of the schemes will
be implemented in time, if at all. It is thus very
important that some time be devoted to meeting the
different stakeholders (or their representatives or
associations) quite early during the formulation of
possible schemes and the draft Master Plan. It is
advisable to organise presentation at different stages to
potential stakeholders and ask for their comments. It is
further pointed out that after the Master Plan has been
approved by the relevant authorities, the
implementation of any scheme would require a
detailed feasibility study. Hopefully, a few of these
studies would be initiated.
A realistic time frame for a large water project may
vary between 10 to 20 years. Basically, in the best of
circumstances, 10 years will lapse before it is possible
to benefit from a major water project forming part of
a coherent plan. In normal circumstances, 17 years may
elapse. A longer period is in fact more likely, say 20
years, as there are always people who will delay in
taking decisions, or through the normal bureaucratic
way that things move (Proag V, 2007).

When Master Plans are not implemented as scheduled,


several problems may persist, deteriorate or arise.

3.

Case Studies

Hereunder, are a few case studies which highlight the


different problems encountered while implementing
projects.

2.3 Delays in Project Implementation


However, not all projects are implemented or meet
their objectives. Randal B (2004) attributes project
failure to the following factors:
Starting with half-baked ideas
Failure to consider and manage stakeholders
Lack of committed sponsorship
Not planning all deliverables and other project
activities in detail
Sufficient resources were not obtained or
estimated
Unrealistic schedule or deadlines
Lack of technical expertise
Allowing the scope to change or creep without
changing the plan
Unforeseen or changing conditions

3.1

Kalabagh Dam Project, Pakistan

(http://www.unescap.org/drpad/vc/conference/bg_pk_
57_kdp.htm)
Kalabagh Dam on the Indus River in the Punjab
province a multi-purpose hydroelectricity cum
irrigation project has long been identified as a
technically feasible project. So far, over one billion
rupees have already been spent on the feasibility and
design of this project, but consensus on the
construction of this dam by the provincial governments
is not forthcoming despite efforts by the Federal
Government. An additional water reservoir is also
badly needed for irrigation needs to offset the capacity
of existing reservoirs being depleted due to siltation.
Unsuccessful resolutions of conflicts (flooding of fertile

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plains, reduced downstream flow) have also held


prospects of tapping other locations for dam on the
Indus with consequential adverse impact on the
country.

key to rapid expansion of irrigation.

3.4
Drinking Water and Sanitation in
Rural Maharashtra: A Review of Policy
Initiatives

This is a case where the different stakeholders involved


in the project were in disagreement, hence the project
is being delayed, if not shelved for ever.

Delay in Implementation of Schemes


Individual rural water supply schemes for single villages
are generally based on groundwater as source and are
simple for execution. These schemes can be executed
in about 18-24 months after tendering or 24-30
months after approval of the schemes. Schemes with
surface water as a source like jack well; canal intake
etc., could take 6 to 12 months extra. The regional
water supply schemes are usually complex and could
take 3 to 4 years for completion.

3.2
Waste Disposal Master Plan for
Jakarta, Indonesia
By 1977, the Indonesian government had completed a
waste disposal master plan for Jakarta that
recommended phased construction of a conventional
sewer system.

In practice however, there are very few schemes that


have been completed within the given schedule. The
delay would be anywhere between 6 months to 2
years. Major reasons for delay during execution can be
summarized as:

The project for Jakarta did not meet its goals because
of the following reasons:
1. The project preparation took nearly four years due
to disagreements between the World Bank and the
Indonesian Government on the size, composition
and location of the project.
2. Change of staff and arguments over sector
responsibility.
3. Land use within the project area changed rapidly,
which made the proposed technological solutions
unstable.
4. Long procurement delays.
5. Too many agencies were involved in running the
project.
[Sewerage and Sanitation: Jakarta and Manila. (1995).
(http://wwwwds.worldbank.org/servlet/main?menuPK=64187510&
pagePK
=64193027&piPK=64187937&theSitePK=523679&enti
tyID=000011823_2000419102940)
3.3

Inadequate survey and investigations.


Source found to be inadequate and a new source is
to be studied and located. New source is also to be
proposed if the first one is subjected to pollution.
Resistance of the people to the scheme as a whole
or to the selected location of the source as
recommended.
Land acquisition problems.
Resistance of the people to take up a scheme
common for a group of villages, with an
apprehension of other villages dominating and not
allowing water to be carried further to a distant
village.
Resistance of the people to the choice of the pipe.
They would prefer metal pipes and would not like
asbestos cement pipes.
Insistence on the construction of an elevated
service reservoir in place of a ground reservoir
proposed, or insistence to have a reservoir of larger
capacity.
Absence of smooth flow of funds, which is at times
erratic.
Lack of materials, particularly specials and fixtures.
Designs required to be changed during execution.
Failure of officers to take timely action against the
erring contractors.
Tendency of the contractors to carry out the easy
items of work or paying items first and then try to
avoid other items of work.
Unworkable rates adopted in estimation.
Terminating the contract of first contractor for various
reasons, the major reason being delay in execution, and
thereafter difficulties in fixing new agencies.

1964 Master Plan, Bangladesh

The first major step in water plan formulation was the


preparation of the 1964 Master Plan, [Water Sector
Roadmap, Bangladesh (2003). (http://www.adb.org/
water/CRWS/Roadmap-BAN.pdf)] which focused
predominantly on flood control for agriculture and
included a portfolio of 58 large projects including 3
barrages on major rivers. Some of the big projects
included in the plan were implemented by mid 1980s.
It became, however, evident by then that the design of
these projects had largely overlooked their impact on
fisheries, navigation, salinity and the ecosystem as a
whole. The plan did contribute toward protecting the
coastal zone from tidally induced flooding. The 1964
plan over-estimated the public sector capability and
over emphasized large sector surface water
interventions. It largely overlooked the countrys
ground water resources, which later proved to be the

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that the additional water resources are available before


it is required.

Failure of structures during execution like jack


wells, reservoirs, etc.
Increase in cost during execution for reasons such
as excess quantities, extra items etc. and cost
escalation during delayed implementation, which
requires revised administrative approval of
Government. This is delayed for several reasons,
particularly inability to convince the Government of
the validity of reasons for delay and cost escalation.
The delay on this account could be anywhere in the
range of 1 to 4 years.
Lack of permission from Irrigation Department,
particularly at mid level offices.
Delay in obtaining permission for crossing of road,
rivers and railways.
Incompetence of the contractor and / or
inadequate financial resources on the part of the
contractor.
Delay in obtaining electricity connection.

Since the creation of the Central Water Authority in


1971, there have been four Master Plans for the
development of the water resources in Mauritius in
order to meet the short-term, medium-term and longterm water requirement for domestic, commercial,
industrial and irrigation purposes.
These four Master Plans are as follows( TABLE 1)
4.3

The most recent Master Plan for the water sector,


[Gibbs (Mts), 2007], has not proposed any new project
for harnessing additional water resources. Moreover,
the time scale is too small and none of the
recommended projects has yet started. Consequently,
this Master Plan was not considered any further.
The other three Master Plans have been studied and a
summary of the recommended major works are listed
below.

This is, in fact, a long list of minor details which may


hamper the implementation of any project, in particular
a
large
one.
[Keshab
Das
(2006).
(http://www.forward.org.in/pdf/Maharashtrakeshabdas-paper.pdf)]

4.

The Case for Mauritius

4.1

The Central Water Authority (CWA)

Master Plan Recommendations

4.4

Purpose of this Study

For various reasons, it has not been possible to


implement the works proposed in the three Master
Plans as per the recommended time frame and some
will probably never be implemented at all.
Consequently, very often the CWA finds itself in a
position of crisis to meet the ever increasing water
demand.

The Central Water Authority (CWA) was created as a


body corporate (parastatal) by an Act of Parliament
under the provisions of the Central Water Authority
Act No. 20 of 1971, and subsequently amended. The
Central Water Authority operates under the aegis of
the Ministry of Public Utilities.

In order to solve the problem of the long time frame


for implementation / non-implementation of large
water projects, there is an urgent need to determine
the reasons thereof. Corrective measures can then be
taken to mitigate the impact of long time frame for the
implementation of large water projects. As a result,
adequate water may be available in time to satisfy the
water requirement of the whole country, be it for
domestic, commercial, industry and irrigation and for
the CWA to succeed in its mission.

The Central Water Authority is responsible for the


control, development and conservation of water
resources. The CWA is the sole supplier of potable
water in Mauritius and is an essential provider of water
to the whole population of the island. About 99.6% of
the population has access to a potable water supply
either in their homes or on their premises.
In order to sustain the economic growth of the
country and to meet the ever increasing water demand
for domestic, commercial and industrial purposes, the
Authority needs to foresee the future demand and
harness additional water resources. The Master Plan is
an essential tool for the CWA to succeed in coping
with the ever increasing water demand.

5.

Approach

5.1

Data Collection

The projects from the different Master Plans which


have been listed in Table 2 Implementation Schedule of
Selected Project have been researched.
The information have been extracted from the archives
of CWA and WRU, discussions were held with
personnel of these two organizations and with persons
who are familiar with the projects in order to know
the implementation date and the actual reasons for the
delay in implementing the projects and nonimplementation of other projects.

4.2 Master Plans Since the Creation of CWA


A Master Plan defines projects which need to be
carried out in order to meet the future demand. It also
provides a guide for its implementation, including a
time frame for the execution of the project in order

For projects which have been named more than once,

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the Southern and South Western parts of the island.


The feasibility study for River des Anguilles dam has
been completed and the government is contemplating
an early implementation. This study will cater for areas
previously addressed by Astroea, La Flora, and
Chamarel Dams.

the recommended time schedule in the earliest Master


Plan was considered except for Midlands Dam which
was first initiated in 1926.
The different projects have been grouped into 3
categories, namely Dams, Extension of Existing Water
Treatment Plant and Exploitation of Underground
Water.
5.2

The proposals to construct a dam at Calebasses,


Baptiste and Cote dOr do not appear to go ahead in
the future as Midlands Dam has been constructed and
Bagatelle Dam is planned to be constructed shortly.

Construction of Dams

Table 3 gives the year the project was first initiated


and the actual implementation date.

Midlands Dam has taken 76 years to complete and


Bagatelle Dam, if it is to be completed as scheduled,
would materialise 23 years after its conception.

Out of the eight Dams projects only one, Midlands


Dam, has been completed in 2002. Bagatelle Dam is
presently being designed and is scheduled to be
completed by 2013. However, funds for the project
implementation have not yet been secured and the
Mauritian Government is negotiating with the Indian
Government under the Indian line of Credit to finance
the project.

Following research and discussion, the following


reasons have contributed for the long time frame in the
implementation of these two projects:
Lack of long term vision and planning.
Lack of a global national strategy for development
(50 100 years planning for the whole
infrastructure works of the country)

Furthermore there is another project being


investigated to harness additional water resources for

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Securing external funds.


Long procurement process.
Political willingness to continue with a project when
there is a change of Government.
Water requirements keep changing due to
unplanned development.
Lack of a dedicated project team to follow up a
project.

Out of the six treatment plants only one, namely Pailles


Water Treatment Plant, has not yet been extended.
Table 4 compares the actual completion date to the
year the project was first initiated and also included the
time lag between the above two schedules.
Table 4 shows that the time difference between the
initiated and implemented date varies from 9 years to
40 years with an average of 22 years.
After discussions with persons having experience with
these projects, the personnel of CWA and information
gathered in the archives, the same reasons as for Dam
Construction can be attributed for the long time frame
in implementing the above Water Treatment Plant
Projects.

5.3
Extension of Existing Water Treatment
Plants
The different Master Plans have recommended
increasing the capacity of six treatment plants as
mentioned in Table 4.

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Table 5 Underground Water - Recommended / Actual Implementation

Figure 1 Underground Water - Recommended / Actual Implementation

adequate underground water resources, CWA has


embarked in exploiting aquifers to meet the increasing
water demand.

Furthermore, another major reason which has


contributed for the delay in increasing treatment plants
capacities is the exploitation of underground water
resources. The CWA considered that exploiting
underground aquifer required a much lower
investment cost and could be done much faster than
extending the treatment plants capacities.

5.4

As exploitation of underground water resources has


reached more or less its limit, additional boreholes are
yielding less and less water and the yield during the dry
period has decreased sharply. The underground
production during the dry period decreases by about
25% when compared to the production during normal
period.

Underground Water Exploitation

The recommended time schedule as per the different


Master Plans and the actual implementation for
exploitation of underground water are shown in Table
5 and illustrated graphically in Figure 1 above.
Figure 1 shows that the actual implementation does
not differ by much from the recommended time
schedule.

6.

Results and Findings

6.1

Validity and Reliability of Results

Projects for exploitation of underground water cannot


be considered as large water projects. The average
present investment cost for exploiting of a new
borehole is about Rs 8M (Rupees Eight Million
around 200,000 Euros, U$300,000) and flows vary
from 3 to 8,000 m3/day.

It is difficult to confirm the validity of a survey result.


However the participants have been given sufficient
time to be able to fill in the questionnaire at their own
pace and they were informed about the confidentiality
of the survey and stating their name was optional.
Being a self-administered survey, normally they view
the questionnaires as anonymous and they would
provide more honest answers. Hence, it can be
assumed that most of the results are valid.

As the investment cost is relatively low and there were

Given the population concerned, the sample size was

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calculated and found to be 59 by using a Confidence


Level of 95%. However, only 58 questionnaires were
returned and analysed. Therefore the Confidence Level
has to be reduced to 94%, which is still very reasonable
for a self-administered survey. Furthermore, the results
were also tested using the Chi-Square statistical test
and found to be statically sound with a Significance
Level of 1%. Hence, it can be deduced that most of the
results are reliable.

7.1

Analysis of Data

1.
2.
3.
4.
5.

Only Dam and Water Treatment Projects have been


considered as large projects. The results generated by
the analysis of the data collected through research,
interviews and survey have been discussed and
interpreted in Chapter 6. The main results and findings
are summarised hereunder.

6.
7.
8.
9.
10.

Construction of Dams

Only Midlands Dam has been constructed out of the


eight Dam Projects mentioned in the different Master
Plans i.e.12.5%. The project has taken 76 years from its
initial conception till its implementation.

Lack of financial resources


Political willingness to carry out the project
Lack of coordination between the different
stakeholders
Land acquisition / wayleave
Improper marketing of the importance of the
project
Increase in the cost of the project
Change in priority of project
Human resources capacity of the Public Body to
carry out the project
The Project is not well defined
Unrealistic time frame

Furthermore, following research works, discussions


and survey, it has been found that these additional
reasons have also played a major part in delaying the
implementation of large water project.

The completion of Bagatelle Dam is scheduled for


2013, i.e. at least 23 years after its proposed
construction and if everything goes according to plan.
However, there is a great probability that the
completion date would be delayed during the design
and construction phases as for most major projects.

1. Lack of long term vision and planning.


2. Lack of a global national strategy for development
(50 100 years planning for the whole
infrastructure works of the country)
3. Securing external funds.
4. Long procurement process.
5. Political willingness to continue with a project
when there is a change of Government.
6. Water requirement keep changing due to
unplanned development.
7. Lack of a dedicated project team to follow project

30 years have already lapsed since the different Master


Plans recommended the construction of Calebasses,
Mon Vallon and Chamarel Dams. As at today, there is
no sign that these projects would be constructed in
the future, say the next 10-15 years.
As we can see the time frame for the implementation
of a large water project, like the construction of a
Dam, takes a very long time indeed, more than 25
years.
6.3

Reasons for Long Time Frame

The 10 suggested reasons as listed below contribute


for the long time frame before large water projects are
materialised. The respondents from the survey
exercise also agreed with the suggested reasons.

As for the analysis of the actual implementation and


the reasons for the long time frame, all the results
were based on fact. Therefore it can be concluded that
they are valid and reliable.

6.2

7.

7.2

Implementation Time Frame

33% of the respondents from the survey exercise


believe that less than 20% of the implemented projects
are executed as per the recommended time schedule.
The study has shown that none of the projects has
been carried out as per the recommended time frame.
None of the respondents think that the
implementation time takes more than 20 years.
However, actual dates confirm that the majority of
projects take more than 20 years from initiation to
implementation.

Extension of Water Treatment Plants

Out of six extensions to Water Treatment Plant


Projects mentioned in the Master Plans, five have been
implemented. There has been a time lag varying from
9 years to 33 years from the date the project was
initiated to the completion date, with an average of
more than 22 years between inception and
implementation. Again, we can see that the average
time for the implementation of a large water project
takes above 20 years.

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8.

purposes.

Recommendations

Consequently, it is recommended that the design life


(30 - 50 years plus eventual extension) of the project
starts not less than 20 years after the initial conception
of the project.

Based on the findings of the study, the following


recommendations have been put forward in order to
reduce the long time frame in implementing a large
water project and also for the project to attain its
objectives:Creation of a national policy for development
Designed life time of project
Consensus on project
Dedicated project team
8.1

8.3

Consensus on Project

Very often a project which had been well advanced in


the implementation phase, had to be modified or even
shelved because there is a change in the political
sphere.

National Policy for Development

Recognizing the critical role that water plays in


ensuring the development of any sector is the major
step for the country to prosper. There should be a
holistic water development approach that is
economically, socially and environmentally sustainable.
In order to achieve the above, there should be a
national policy unit for development which clusters all
stakeholders together in view of developing national
policies for all sectors. In this way the water sector

A project, once built, will probably have a lifetime


ranging from 25 to 50 years or more. It is
recommended that for a large project, there must be a
consensus at the very beginning and once the project
has started, every effort has to be geared toward the
project in order to complete it on time and hence be
beneficial to both the Authority and the population in
general. Any delay(be it administrative, financial or non
consensus among stakeholders) in any one of the

would align its objectives to those of the national


policy. Furthermore there is a need to develop better
tools and instruments to facilitate the implementation
of policies, thus the implementation of water projects
too.

activities mentioned in Table 6 is going to lengthen the


time taken to implement the project.

8.2

8.4
Dedicated Project Team
Another reason why a project is delayed is the lack of
a dedicated project team to follow up the
implementation of the project. A project team is a team
and is not an individual alone.The team must be able to
function whether a member leaves or not and the team
must have the full support of the management in order
to accomplish its task effectively and efficiently. The
project team must be composed of members with
relevant experience and qualifications.

Design Life Time of Project

Most of the time, a water project is designed to satisfy


the demand for the next twenty years or so. From our
findings, we can see that a large water project may take
more than 25 years from its conception to its
implementation and by the time the project is
completed, it may no longer serve even its original

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9.

the Development of Water Utilisation in Mauritius.


9. www.aacei.org/PortalTools/Shopper/toc/toc_406009.pdf
10. Asian Development Bank,
www.adb.org/Documents/PCRs/PHI/27013-PHIPCR.pdf
11. Capacity Building Support to the Water Sector in
Turkey.
http://www.epa.gov/safewater/watersecurity/pubs/p
lan_security_watersectorspecificplan_executivesu
mmary.pdf
12. Kalabagh Dam Project: Delay in Implementation.
http://www.unescap.org/drpad/vc/conference/bg_p
k_57_kdp.htm
13. Keshab Das (2006). Drinking Water and Sanitation in
Rural Maharashtra: A Review of Policy Initiatives.
http://www.forward.org.in/pdf/Maharashtrakeshabdas-paper.pdf
14. National Water Sector Development Strategy,
www.tzonline.org/maji/WaterSectorStrategy.pdf
15. Rural Water Supply and Sanitation Sector Project,
www.adb.org/Documents/PCRs/PHI/27013-PHIPCR.pdf
16. Santa Clara Valley Water District IWRP
Implementation PlanJune 1999.
http://www.valleywater.org/media/pdf/iwrp_plan.pdf
17. Sewerage and Sanitation: Jakarta and Manila.
(1995). http://wwwwds.worldbank.org/servlet/main?menuPK=641875
10&pagePK
=64193027&piPK=64187937&theSitePK=523679&
entityID=000011823_2000419102940]
18. The Environmental Planning and Management
Guidebook.
http://www.gdrc.org/uem/epm/epm.htm
19. Water Sector Planning Executive Summary and
Introduction.
www.epa.gov/safewater/watersecurity/pubs/plan_sec
urity_watersectorspecificplan_executivesummary.pdf
20. Water Sector Roadmap, Bangladesh (2003).
http://www.adb.org/ water/CRWS/RoadmapBAN.pdf

Conclusions

The Central Water Authority was created in 1971.


Since then, there have been four Master Plans for the
development of the water resources in Mauritius in
order to meet the short-term, medium-term and longterm water requirement for domestic, commercial,
industrial and irrigation purposes.
Most projects have been delayed and / or not
implemented at all for various reasons.The study aimed
to identify and assess these different reasons and the
perception of persons related to the water sector.
The methodology used to obtain the perception of
people was carried out through a self administered
survey questionnaire which was distributed among
persons familiar with the water sector. The
questionnaire contained questions on their general
awareness of Master Plans for the water sector, their
views on implementation of projects and the reasons
for the long time frame. The calculated sample size was
59 respondents. However 58 questionnaires were
returned and analysed, which give a Confidence Level
of 94%. The results were also tested using the ChiSquare statistical test and found to be sound with 1%
Significance Level.
Following the analysis of the survey,
recommendations above have been made.

the

References
1. Easley G. V. & Goyle G. (2005). Why do we plan?
Guidebook for citizens and local planners. The Gail
Easley Company, Georgia, USA
2. Fonds dAide et de Coorperation, French
Coorperation and CWA, (1991), Master Plan Study
on Water Resources of Mauritius.
3. Gibb (Mts), (2007), Master Plan for the Development
of Sustainable Potable Water Supply in Mauritius.
4. John Taylor and Sons, (1974), ODA Study,
Development of Water Supplies for Mauritius.
5. Proag V. (1995). The Geology and Water Resources of
Mauritius. Mahatma Gandhi Institute, Mauritius
6. Proag V (2007). Safeguarding Urban Water: A Strategy
7. UNESCO IHP Symposium, 12 14 September
2007. Paris
8. Sigma and Sogreah, (1981), Study of a Master Plan for

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