The island of Mauritius had no indigenous population. People from many countries settled in Mauritius during Dutch, French and English occupancy, and gained their independence in 1968. With land as their only natural resource, the strong development of Mauritius is quite a feat. Currently one of the most competitive economies amongst African nations, Mauritius has successfully diversified its economy to include a manufacturing industry, banking and tourism. Part of this success comes from Mauritians having a “hustling” spirit. With their sacrificial and entrepreneurial attitude, they have been able to create a thriving nation.
This is also this same spirit that has permeated my internships during the last six weeks. When I arrived at local agencies to complete my practicums, the intention was for me to strengthen their monitoring and evaluation processes. However, I have had a chance to gain experience in a variety of settings partly because one needs to be a jack of all trades in Mauritius. This is especially relevant in the non-profit sector, as staff often have to fulfill many roles because of the lack of funding. For about two years now, the Government of Mauritius has mandated that all for-profit organizations contribute most of their Corporate Social Responsibility (CSR) money to a national fund which is then distributed yearly amongst certain NGOs across the island through a competitive application process. The creation of a National CSR Fund was a way to address many concerns that NGOs (or Civil Society Organizations) were facing, such as:
- Lack of focus on poverty alleviation and assistance to vulnerable groups
- Lack of transparency in the allocation of CSR funds by companies
- Difficulty in accessing funds by deserving NGOs
- Lack of proper monitoring and evaluation of CSR programmes and activities
- The proliferation of NGOs in order to obtain funds
Previously, NGOs were able to obtain funds directly from corporations — by law, corporations must give 2% of their profits back to society. The transition to this new way of operation has created or exacerbated certain challenges for NGOs. Many of them have had to reduce operations because of lack of funds, while others saw only part of their programmes funded. Both of the NGOs that I work with have had to dedicate more time and resources to securing funding. This has put a strain on existing staff who are attempting to serve in multiple capacities.
In my case, I was fortunate to be able to put my skills as both a social worker and a public health practitioner to use. I ended up acting as a project manager for a programme that empowers individuals with disabilities (the actual project manager was recruited to organize the Indian Ocean Island Games, an international competition that takes place every 4 years in July). Within the context of the empowerment programme, I was also able to facilitate employability training sessions for youth with disabilities and provide them with mental health support. I contributed to an advocacy session on ending child marriage in Mauritius. And interestingly enough, both of the NGOs that I am currently working with have decided to collaborate on a call for proposal, so I am now also grant writing.
This mode of operation can be challenging at times, since I am never sure how my day will unfold. I am learning to be flexible when I can, and have become creative in terms of when and where I do my work. This has led me to drive to many places in Mauritius that I had never been to. I have also discovered which coffee shops have the best combination of coffee, music level, pastries and WiFi connection — the basic requirements of any hustler nation.