Beruflich Dokumente
Kultur Dokumente
REPORT 2016
LUM
VO
GENERAL BACKGROUND
& RELATED ISSUES
AND
CONDITIONS OF SERVICE
REVIEW
OF
PAY AND GRADING STRUCTURES
AND
CONDITIONS OF SERVICE
IN
THE PUBLIC SECTOR
(Civil Service, Parastatal and other Statutory Bodies, Local Authorities
and Rodrigues Regional Assembly)
AND
THE PRIVATE SECONDARY SCHOOLS
VOLUME 1
GENERAL BACKGROUND
&
RELATED ISSUES
AND
CONDITIONS OF SERVICE
TABLE OF CONTENTS
Chapter
Page
1.
INTRODUCTION ...................................................................................................................... 1
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
18.1
18.2
18.3
18.4
18.5
18.6
18.7
18.8
18.9
18.10
18.11
18.12
18.13
18.14
18.15
18.16
18.17
18.18
19.
20.
21.
22.
23.
Annex
Conditions of Service
Introduction
1.
1.1
INTRODUCTION
Background
1.2
Following the publication of the 2013 PRB Report in October 2012, there was
an outcry among public sector employees. The Federations and Unions
protested strongly and made representations that the Errors, Omissions and
alleged Anomalies arising out of the 2013 PRB Report should not be looked into
by the PRB but instead by an Independent Body/Commission. In view of
concerns expressed and the ensuing criticism with relation to certain
recommendations contained in the 2013 PRB Report, the Government on 16
November 2012 decided to set up an independent committee under the
chairmanship of Mr Manraj to look into errors, omissions & anomalies arising
out of the 2013 PRB Report.
1.3
The Errors, Omissions & Anomalies Committee (EOAC) was, therefore, set up
with the following Terms of Reference:(i)
(ii)
(iii)
1.4
1.5
The EOAC Report was released in March 2013. Initially, the Report was widely
acclaimed by the Federations of Trade Unions and the public sector employees.
The Cabinet gave its approval for implementation of the EOAC Report for:
(a)
Conditions of Service
Introduction
(i)
take effect in respect of salaries, on 1st July 2013 and arrears for
the period 01 January to 30 June 2013 be paid in cash in July 2013
and instead of the grant of Special Leave as recommended in the
Report;
(ii)
(b)
(c)
the EOAC further recommended that the next Review of Pay and
Grading Structures and Conditions of Service in the Public Sector should
be effective as from 01 January 2016 because it is viewed that the
practice of publishing a Report of this magnitude once every five years
impacted negatively on recurrent expenditure, inflation and other
economic indicators.
1.6
1.7
For the upper echelon, that is, for those officers eligible for chauffeur-driven car,
their salary was maintained whereas for the lower echelon, the revision was
quite significant.
1.8
Conditions of Service
Introduction
1.9
It has also been observed that certain grades have been upgraded without any
justification and this has caused major distortion in the salary relativity.
Similarly, certain other grades have been added to the list of grades eligible for
70% duty free facilities without a proper survey being carried out or systematic
study to determine their eligibility for such benefits. The recommendations
regarding travelling and car benefits were strongly criticised given that many
officers who with the 2013 PRB Report were eligible for travelling benefits found
their eligibility for such benefits deprived with the EOAC Report. There are
other cases which have been highlighted in the appropriate volumes of this
review exercise.
1.10
1.11
The Committee examined all the issues and addressed only those pertaining
to:
1.12
(i)
(ii)
(iii)
(iv)
The Committee further recommended that the following issues which could not
be addressed be referred to the PRB for consideration in the context of the 2016
Report:
(i)
(ii)
It is against such a background that this Report has been kicked off.
Strategy
1.13
Despite the shortcomings, the Bureau put forward a strategic plan which
established the overall direction and orientation of this Report. We have
identified a theme aligned with the main philosophy of the Governments
programme and vision to construct a modern and professional public sector to
serve and protect the interest of the whole population.
~3~
Conditions of Service
Introduction
The theme Transformation of the Public Sector to meet citizens needs, noncitizens needs as well as other stakeholders needs became the basis for
putting in place the strategic direction we wish to achieve in this Report. The
theme was brainstormed with staff of the Bureau and discussed with all
stakeholders during consultations.
1.15
This 8th Report is being written in the context of the new Governments
programme that put emphasis: creation of jobs, reducing poverty on new
technological development, a modern and advanced education and health
systems, the right to information, improved water distribution, food security,
among others, leading to a modern public sector meeting the needs of citizens
and improving the delivery mechanisms for providing more professional and
better services to the common man. In short, this Report is putting the base to
achieve the Second Economic Miracle.
1.16
Considerations
1.17
The Bureau has discussed with the main Federations and other stakeholders
and based its recommendations on the theme as spelt out at paragraph 1.14
above while taking into consideration the following factors:
-
the first time a report of this magnitude is being published within a period
of three years; no reasonable time gap has been allowed to implement
the 2013 PRB Reports;
the need to attract the most suitable talent to the public sector;
Conditions of Service
Introduction
the recommendations geared towards the best global practices and their
adaptability and reliance in the Mauritian context;
the pay structure has ensured, to the extent possible, that employees do
not suffer economic hardships so that they can deliver and render the
best possible service to citizens of this country.
1.18
The Bureau has received many representations both from staff side and
Management on so-called anomalies. As stated earlier, many have their roots
not in the recommendations made in the 2013 PRB Report, but in the
subsequent modifications brought in by the EOAC Report. Whenever possible,
the Bureau has removed these anomalies taking into consideration its remit and
framework. Employees at all levels have made representations for a significant
increase in their home pay and improvements including benefits.
1.19
The main themes of this Report: recruitment, career path, continual training and
development of employees, the workplace environment and the use of the
modern technology as well as the need for good governance, transparency,
accountability and responsibility have been spelt on in the many chapters of
Volume 1 of this report.
1.20
1.21
~5~
Conditions of Service
Introduction
The revised salaries provided in this Report will take effect from 01 January
2016 in accordance with the Master Salary Conversion table as at Annex to
this volume. All the recommended salary scales are segments of the Master
Salary Scale which is provided hereunder:
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000
95000
1.23
Following the publication of the Report, the Bureau shall assist in the
implementation thereof by providing the interpretation of the recommendations
made. Cases of genuine errors and omissions shall, thereafter, be addressed.
Option
Following the publication of this Report, Public Sector employees would be
required to exercise their option between accepting the revised salaries and
conditions of service or to retain their 2013 salaries and conditions of service.
The responsibility for distribution, collection and monitoring of the option forms
rests with the MCSAR.
1.24
1.25
Those Public Sector employees who have not opted for the revised salaries and
conditions of service as recommended by the 2016 PRB Report should be paid
compensation in accordance with the Additional Remuneration (2016) Act 2015
Pay Structures
Pay Policy
Major changes including new proposals in Conditions of Service.
The services offered by all Ministries and Departments are covered in the Civil
Service. The pay packages provided to all public sector employees/workers
have been worked out taking into consideration the factors as enunciated in the
Chapter on Pay Considerations. Grades have been created solely on functional
needs basis. We have devised a new mechanism to continue, if need be, to
retain people particularly in scarcity areas and where there exists a tendency of
exodus.
Conditions of Service
Introduction
Parastatal Bodies
1.27
There are 92 parastatal bodies as well as the private secondary schools falling
under the purview of the Bureau. We have, in this Report, formulated
recommendations for appropriate levels matching the needs and functions of
the different organisations, for effective service delivery. Wherever desirable,
we have provided for delayering of structures and merging of grades for speedy
decisions while ensuring adequate career progression for employees. We have
also, in light of changes in the structure of general services in the Civil Service,
brought changes to the structure in PSBs for an alignment to the extent
possible.
Local Authorities
1.28
Most of the recommendations made in the 2013 PRB Report have been
implemented. In this review exercise, we are making provisions, to the extent
it is possible, for aligning the structures of the General Services cadre, Internal
Control cadre as well as the Financial Operations and Procurement and Supply
cadres with what obtain in the Civil Service. Provisions have also been made
for training and development opportunities.
1.29
Specific provisions have been made for career earnings to certain grades and
to reinforce where relevant the organisation structure of Divisions/
Sections/Units. Schemes of service of grades, wherever applicable, have been
aligned with their counterparts in the Civil Service.
A few structures have been reviewed and modernised so as to fit the new sets
of expectations in line with the new policy framework and direction. The General
Services grades have been streamlined, where deem expedient, along what is
obtainable in the Civil Service.
In 1982, the Bureau published its first Report with recommendations for new
salary scales and it gave a broad indication of major changes in the conditions
of service in the Public Sector. In the years 1987, 1993, 1998, 2003, 2008 and
2013, subsequent Reports were published on a quinquennial basis on the
overall Review of the Pay and Grading Structures and Conditions of Service in
the Public Sector and the Private Secondary Schools. This is the first time that
a Report is being published after a period of three years only following a
recommendation of the EOAC.
1.32
However, we have noted that, following a major review exercise involving heavy
financial costs, an appropriate time lag needs to be allowed to implement and
assimilate the recommendations to measure the effectiveness and impact on
the service delivery and efficiency of institutions. In this respect, the publication
of a Report of such a magnitude within a period of three years has impeded the
process leading to assessment of efficiency of institutions. The Bureau,
~7~
Conditions of Service
Introduction
Volume 2 consists of four parts where each Part deals with a specific
sector of the wider Public Sector:
Part I
: Civil Service
Part II
1.35
Chapters 2 to 17 deal with the approach and methodology used for this Report,
the economic background, the major pay considerations in determining salary,
Public Sector Management Reforms, PMS, Training and Development, and
Public Service Pension, among others. The Conditions of Service governing
the public sector have been discussed at Chapter 18 and at Chapter 21 we have
provided guidelines for implementation and a post review mechanism followed
by a discussion on other pertinent issues.
1.37
In this perspective, it is believed that employees should play the role expected
from them to materialise this objective. On their part, authorities/organisations
should provide the proper environment which will induce desired employee
behaviour for the achievement of the objective.
************
Conditions of Service
2.
Backdrop
2.1
This is our 8th Report on Pay and Grading Structures and Conditions of Service
in the Public Sector. Unlike the past PRB Reports, this Review was conducted
in a very challenging and demanding context. Besides carrying out a triennial
general review for the first time, the Bureau had to correct serious and disturbing
shortcomings that arose out of the Errors, Omissions and Alleged Anomalies
Committee (EOAC) Report. Indeed a formidable task was laying ahead of us.
Approach
2.2
Despite operating within a reduced time frame, the Bureau adopted its
customary approach based on extensive consultations in the preparation of this
Report. Our wish was to gather maximum information and to remain open and
transparent in our exchange of views with staff and management. With this in
mind, we chalked out a work programme comprising a mix of communication
approaches to accomplish our planned activities and events pertaining to the
Review exercise.
2.3
As a prelude to the core meetings, preliminary ones were arranged with the
main Federations. The objective was to reinforce relationship, meet their
members and apprise them of the calendar of activities of the review exercise.
We began on the 13th of March 2014, by meeting representatives of the
Federation of Civil Service & Other Unions followed by those of the State
Employees Federation and the Federation of Public Sector and Other Unions.
Subsequently, we also met members of the following Federations namely: The
Federation of Parastatal Bodies and Other Unions, All Civil Service and Other
Employees Federation, the Mauritius Labour Congress, the Federation of
Democratic Labour Unions, the Federation of Progressive Unions, the
Independent Unions Federation and the Confederation Mauricienne des
Travailleurs.
2.4
The next step was to collect fresh and relevant data to update existing records,
conduct surveys (including interview of officers) and effect site visits. We
therefore issued a Circular in March 2014 to all Heads of Ministries/
Departments/ Organisations, soliciting their assistance to submit data in both
hard and soft copies. Among the information sought were the vision, mission,
objectives, the customer charter, an updated organisation chart and an updated
list of employees in all grades. We also requested the organisation to designate
an officer at senior level as contact person and facilitator to assist in the
submission of the required information, and make arrangements for site visits,
filling of job description questionnaires, conduct of surveys, etc. A target date
~9~
Conditions of Service
was set for the submission of the required information. Unfortunately, many
organisations did not respond within the given time frame and some
organisations submitted their documentations after a period of three months
and even more.
2.5
In May 2014, the Bureau issued another Circular inviting Federations to submit
their views/observations and proposals on conditions of service prior to the
holding of meetings with them which was scheduled for August 2014. In making
their demands, they were requested to give their views/comments on general
issues. The 16th of June 2014 was set as deadline for the submission of their
memoranda. However, following a request from the Federation of Civil Service
and Other Unions, the time limit was extended till the end of July 2014 though
the Bureau remained flexible by even accepting representations after the
extended time limit.
2.6
Meanwhile during the period April to July 2014, upon the invitation of
Federations and Unions, officers of the Bureau attended workshops/work
sessions to provide explanations and clarifications on past recommendations of
the Bureau. A template for submitting representations was designed by the
Bureau and submitted to the Federations for onward transmission to their
affiliates.
2.7
The first meeting was held with the Federation of Civil Service & Other Unions
in August 2014 to discuss their representations on the General Conditions of
Service. Similar meetings ensued with other Federations namely the State
Employees Federation, the Federation of Public Sector and Other Unions, the
All Civil Service Employees and Other Unions Federations, the All Workers
Trade Union Federation.
2.8
Once all the Federations have deposed on Conditions of Service, the Bureau
started consultations with unions of the Parastatal Bodies in September 2014.
In view of several requests for postponement, those meetings extended till
December 2015.
2.9
In October 2014, the Bureau kick-started the interview exercise in respect of the
Job Description writing for manual grades. An updated version of the Job
Description Questionnaire was used for this purpose. To palliate the shortage
of staff at technical level, we had recourse to experienced officers of the Human
Resources Cadre to complete the interview exercise. Once filled, the Job
Description Questionnaires were forwarded to the relevant organisations for
signature and vetting by the Supervisor. This exercise lasted for nine months
ending in June 2015.
~10~
Conditions of Service
2.10
2.11
(b)
(c)
2.12
Response to this circular letter was rather slow and several contacts had to be
made with some organisations to obtain the required information.
2.13
In early February 2015, the Bureau held its first meeting with the top officials of
the Ministry of Civil Service & Administrative Reforms to discuss on their
proposals of conditions of service and reforms. In view of the number of issues
that needed to be examined, subsequent meetings had to be scheduled in June
2015 and July 2015 respectively.
2.14
Upon invitation from the Rodrigues Regional Assembly, the Director, Pay
Research Bureau and the Deputy Director proceeded to Rodrigues in March
2015 for a one day mission. During the course of their stay they met the Island
Chief Executive (ICE) who was apprised of the calendar of activities and
different stages involved in a general review process namely job description
~11~
Conditions of Service
writing, site visits, meetings with different parties, staff associations, official side
as well as individual employees. The ICE informed the PRB delegates that the
RRA and the staff association would be submitting a joint memorandum for
consideration by the Bureau and gave a brief description of the conduct of
business of the RRA.
2.15
Meetings with the staff associations of the Civil Service began around midMarch. Remaining meetings with Parastatal Bodies, Local Authorities and the
Private Secondary Schools were concurrently held. Even non-unionised staff
who had expressed their wish to depone were invited to do so.
2.16
As per the established practice, the Bureau proceeded on its next mission to
Rodrigues from 11 to 16 May 2015. Initially, on the 12 May 2015, an Acting
Principal Job Analyst accompanied by a team of five Survey Officers started the
interview of the selected job incumbents, wrote their job description and had
them signed by job holders and where possible vetted and signed by their
immediate supervisors and returned to the team. That exercise continued up
to 15 May 2015. Those Job Description Questionnaires which could not be
completed were despatched later to the Bureau.
2.17
The Director and the Acting Deputy Director went to Rodrigues in the evening
of the 12 May 2015. On the next day, the Directorate assisted by the Acting
Principal Job Analyst met the Island Chief Executive apprising him of the 4 days
visit programme. The delegation met the representatives of the Government
Services Employees Association (GSEA) and heard two other staff
Associations namely the RGEA and the RPSWU. During the latter meetings,
the Modus Operandi of future submissions were discussed and agreed
thereon.
2.18
On the 13th of May, the Director, HR and one Manager HR from the Ministry of
Civil Service and Administrative Reforms (MCSAR) joined the PRB team. The
Chief Commissioner received the Directorate and the Director, HR of the
MCSAR in the early morning of the 14 May.
2.19
The Chief Commissioner apprised the delegation of the new policy orientation
of the RRA and its main priorities. He invited the Director to give particular
attention to some emerging and pending issues in the Next Review.
2.20
Consultative joint meetings were held as from the morning of 14 May which
continued till 15th of May. Individual employees who expressed their wish to
depone were also heard by the PRB delegation. Survey Officers after
completing job description writings, joined and assisted the Directorate during
the last part of meetings which ended usually after 6.00 to 7.00 p.m. During
their stay, the Survey Officers conducted around 150 Job Description writings.
Prior to the visit some 300 self-written description questionnaires were
submitted to the RRA to be filled by officers.
~12~
Conditions of Service
2.21
In May 2015, the Bureau started meetings with the Management of Local
Authorities. Representatives of the parent Ministry as well as those of the
Ministry of Civil Service & Administrative Reforms attended all the meetings.
2.22
2.23
The Bureau had to re-work all the time table of meetings to accommodate
postponements. Nevertheless we kept on the momentum and provided for
replacements wherever this could be reasonably done. Meanwhile officers of
the Bureau proceeded to visit organisations to identify de visu working
conditions of employees in certain grades who made requests for site visits.
The data collected and observations made during these visits were analysed
and discussed along with other representations.
2.24
In July 2015, the Bureau issued its first survey questionnaire on travelling by
car to all public sector organisations concerned. The aim was to collect
information on the extent of official travelling performed by officers who were at
present not eligible for duty exemption on a car but were regularly performing
field duty. Other surveys were subsequently administered covering issues
which include Recruitment and Retention, Training and Development, Flexible
Hours of Attendance and Performance Management System.
2.25
2.26
Despite the earnest effort of the Bureau to complete the Report on time, some
Ministries/Departments including Federations of Unions kept on requesting for
postponement of scheduled meetings causing immense disruption in the work
flow and set time plan. Consequently, the Bureau took the decision to schedule
those meetings beyond 1600 hours during weekdays and Saturdays to avoid
~13~
Conditions of Service
In spite of the above measures taken by the Bureau, requests were still being
made by Ministries/Departments for postponement of scheduled meetings. The
attention of the Secretary to the Cabinet and Head of the Civil Service was
drawn to that effect and subsequently he issued a circular to all Supervising
Officers of Ministries/Departments urging them to attend all the meetings
scheduled by the PRB; he also informed that, in the event they failed to attend
the meetings, the Bureau would proceed without their views.
2.28
During meetings, all stakeholders were apprised on the main theme of the
Report, the state of the economy, growth prospects and the rate of inflation.
Members were invited to support the PRB in its endeavour to put in place the
concept of transformation based on a series of innovative measures and
techniques such as HR Planning, elements conducive to a performing
environment, safe and healthy workplace, a modern and sophisticated IT
infrastructure, continuous training and development to ensure upgrading of
skills and competencies, establishing succession plan for career path, among
others.
METHODOLOGY
2.29
All the duly signed and vetted Job Description Questionnaires that were
returned to the Bureau were scrutinised to update our point rating evaluation
scheme. In cases where job descriptions were not available for whatever
reasons, we drew information from the existing Job Description Questionnaires,
the schemes of service and submissions of unions and management on the
tasks performed by officers in the grades concerned.
2.30
On the basis of the updated job evaluation schemes, Benchmark entry grades
as well as Benchmark hierarchies were reassessed. Salaries of Benchmark
grades were then determined and used as anchorage to set the salary of all the
other entry grades (manual and non-manual). Grades with comparable levels
of responsibility were grouped for grading purposes.
2.31
The element of work on shift/roster/staggered hours which does not apply to all
grades in the public sector has been taken into consideration and integrated in
the recommended salary scales where applicable.
~14~
Conditions of Service
2.32
2.33
All recommended salary scales of the different grades are segments of the
above master salary scale.
The Report is presented in two Volumes. Volume 1 of the Report deals with
General Background and Related Issues and Conditions of Service. Volume 2
is apportioned in four parts as follows:Part I
Civil Service
Part II
Part III :
Local Authorities
Part IV :
2.35
In Volume 2 Part I, the Bureau sets down the pay and grading structures,
specific conditions of service and organisational redesign of Ministries,
Departments and Other Service entities in the Civil Service.
2.36
2.37
2.38
2.39
As regards salary coding, we are using an eight digit code. The first set of two
digits indicates job classification based on the nature of work. The middle and
last sets of three digits indicate the initial and top salaries of the grade
respectively and these represent relevant salary points in the Master Salary
Scale.
2.40
For flat salaries, the code for the initial salary is 000. Acronyms with numerical
annotations have been used as salary codes for grades in the Parastatal Bodies
and Local Authorities. All salary schedules have been presented in descending
order except for Parastatal Bodies.
************
~15~
Conditions of Service
~16~
Conditions of Service
Economic Background
3. ECONOMIC BACKGROUND
International Economic Environment
3.1
Since the last 2013 PRB Report, the international economic environment has hardly
improved and continues to be uncertain and challenging. During the period 20132015, global annual growth rate was 3.3% on average. Output growth in Europe,
our main trading partner, has declined considerably to 0.7%. In its latest World
Economic Outlook released in January 2016, the IMF has revised further down its
growth projections for 2016 and beyond.
Mauritian Economy
3.2
3.3
In fact, total investment as a ratio to GDP declined sharply from 23% in 2012 to
17.8% in 2015 a drop of 5.2 percentage points and private investment from
17.7% to 13%. Unemployment remains at 8%. Domestic labour cost has been
rising thrice as much as productivity growth during 2013-2015, undermining our
international competitiveness.
3.4
3.5
On the fiscal side, public sector debt has been on the rise again since 2013 and
reached a high level of 56% of GDP in December 2015. In addition, there are
increasing fiscal risks and contingent liabilities that could weigh heavily on public
finances.
3.7
~17~
Conditions of Service
Economic Background
(a)
(b)
(c)
(d)
(e)
(f)
(g)
3.8
A dynamic, proactive and efficient civil service will be crucial to provide the required
support to Government for addressing emerging and future challenges and deliver
effective and quality services to the nation. Continuous rationalising of structures
and processes, and upgrading of skills level of public officers combined with digital
technology will be critical for successfully implementing those structural reforms
and embedding the economic transformation agenda.
3.9
In this respect, due regard has to be given to the prevailing unfavourable economic
environment and the fiscal constraints arising from the statutory public debt limit set
in the Public Debt Management Act at 50% of GDP by end 2018.
3.10
This Report has, in its recommendations, tried to balance the need for adjusting the
pay package in the public sector with the need for pursuing prudent macro-fiscal
policies to face national and global challenges ahead while at the same time
focussing on the transformation of public sector organisations into modern and
professional institutions dedicated to the service of the nation.
************
~18~
Conditions of Service
EOAC recommendations
4.2
As observed by the staff side, the EOAC has recommended a general increase
in salary rather than addressing issues of errors, omissions and anomalies. In
so doing, it is viewed that the Committee has ventured beyond its set terms of
reference and has perturbed salary differentials for no valid reason even for
grades where no representations have been made to the EOAC.
4.3
In line with government policy, the Bureau has remained mindful on the
responsible and judicious use of public funds to ensure that taxpayers money
are spent responsibly.
4.5
The economic situation of the country has been a major consideration in this
Review. An in-depth analysis of the state of the Mauritian economy has been
reproduced at Chapter three of Volume 1 of this Report. It is to be noted that
the recommendations of this report have kept in mind the macro-economic
stability in the country and the need for fiscal prudence and close monitoring
of the budget.
~19~
Conditions of Service
Internal Relativities
4.7
4.8
In determining internal pay relativities, and setting a job hierarchy, the Bureau
bases itself on the point rating job evaluation scheme, where a number of
compensable factors are considered. Though this system may not be perfect,
it has stood the test of time and has been accepted as equitable and fair by
the majority of employees over successive PRB Reports.
4.9
During consultations with the Federations and Unions, it was repeatedly voiced
out that the EOAC pay recommendations have seriously disturbed relativity
among grades. This further resulted in a distortion of the salary structures
established by the PRB. Hence pressing demands were made to re-establish
previously set relativities to the extent possible. To bring corrective measures,
many adjustments had to be made in the pay and grading structure and
including even rationalisation of the qualification requirements of grades in
extreme cases.
4.10
The loss in purchasing power for the period January 2013 to December 2015
has been an important consideration in this review. On average, the erosion
in purchasing power is estimated to reach 5.6 % by December 2015.
4.12
The EOAC has recommended that compensation for increase in cost of living
for the years 2014 and 2015 would be payable to employees as may be
determined/decided by the National Tripartite Forum.
However, no
compensation for increase in cost of living was paid to the employees
concerned in 2014. In 2015, Rs 600 was paid as extra remuneration to
employees across the Board.
4.13
In calculating the salary increase, the cumulative rate of inflation and the
cumulative rate of compensation since the last review have been taken into
account. Employees up to a certain level have been fully compensated for the
loss in purchasing power.
4.14
We hold the view that in times of economic hardship it is the lower levels that
are the hardest hit and therefore need greater insulation against inflation.
~20~
Conditions of Service
The pre-tax General Worker: Permanent Secretary ratio which was set at 1:7.5
by the EOAC Report in 2013, now stands at 1:7.3. The post tax salary ratio
works out to 1:6.9 in 2015.
4.16
4.17
4.18
The Bureau has examined all the arguments put forward and considers that
acceptability and sustainability of its salary recommendations are of overriding
concern. We are, therefore, in this Report bringing the salary ratio to 1:7 by
setting the top salary of the General Worker to Rs 17375 and that of the
Permanent Secretary to Rs 122000.
External relativities
4.19
4.20
To take into account market realities, the Bureau has based itself on the 2014
Remuneration Barometer for Mauritius, an initiative launched by the Mauritius
Employees Federation (MEF) to provide the latest trends in remuneration in
the Private Sector. An examination of the salaries of the different categories
of employees reveals that, comparatively the Private Sector has a pay lead at
the top level where the salary level ranges from Rs 106000 to above
Rs 420000. At the middle management level (e.g., Diplomates, Degree
holders, Associate Professionals, Professionals) there is more or less some
equality in the pay rates. Similarly at the lower end, salary levels somewhat
converge except that the starting salary in the Private Sector revolves around
Rs 5500 whereas the minimum salary in the Public Sector is Rs 6400.
~21~
Conditions of Service
4.21
On the evolution of salaries in the Private Sector, the National Economic and
Social Council (NESC) Report 29 states that:
There is no standard pay determination mechanism that is applicable across
all the grades and across all the sectors of the private sector. The
determination of salary structures depends on a host of factors ranging from
the size of enterprises, sectors of operation, profitability, etc. In addition,
salaries of middle and upper level grades can include substantial benefits in
the form of cars, air tickets, bonuses (profitability, performance & end-of-year),
stock options and other perks.
4.22
In further investigating the salaries for the Private Sector for the period 2005
to 2014, the NESC found that:
The rate of increase in salary for a Professional, middle income earner is
lower than that of both the high income earner and the low income earner
(same as for the public sector but more pronounced).
The ratio of a CEO to Office Attendant salary differential has climbed from
13:1 in 2005 to 14.5:1 in 2014 (a slight increase as in the public sector).
4.23
4.25
A pay structure should also consider the cost involved in the acquisition of
certain specific qualifications in specialised fields and scarce skills which have
been taken into account in the remuneration packages.
Over the last Reports the Bureau has systematically advocated for the
implementation of PMS in the Public Sector in a surge of Accountability for
results. This is testimony to the fact that the Public Sector is heading towards
the establishment of a performance oriented culture in line with its vision for a
Professional Public Sector committed to excellence.
4.27
To inculcate a culture of performance, the PRB in its reward strategy has linked
the grant of annual increments with the performance appraisal report. Thus
based on their performance standards, employees earn their annual increment
and progress along their salary scale. While the PMS has been fully
~22~
Conditions of Service
implemented in the Civil Service, some work still remains to be done in the
Parastatal Bodies and Local Authorities.
4.28
We consider that the grant of the annual increment should continue to be linked
with performance standards.
4.30
Presently there are special provisions for graduates and professionals as well
as for officers of the level of Deputy Permanent Secretary to move
incrementally in the Master Salary Scale so as:
(i)
(ii)
Stagnation
4.31
A few public sector organisations are still facing problems of recruitment and
retention in respect of certain categories of professionals, e.g., in the Marine
Sector. On the other hand, our survey also reveals that there is no strong
justification for the continued payment of SPRA in some other sectors because
of favourable labour supply conditions.
4.33
The Bureau has taken note of the situation and considers the grant of SPRA
as a reward strategy to palliate the shortage of scarce talents is of no relevance
in the present context. We are however maintaining the payment of SPRA for
a transitional period of one year up till December 2016.
~23~
Conditions of Service
Conclusion
4.34
With the above policy consideration in mind, the Bureau had regard, among
others, to:
(i)
(ii)
(iii)
(iv)
(v)
the need for senior public staff to show leadership through some pay
restraint;
(vi)
(vii)
afford a better salary for the low and middle income earners through a
higher percentage increase in salary;
(viii)
(ix)
Caution
4.35
************
Pay Review 2016
~24~
Conditions of Service
5.
5.1
5.2
In line with the New Government Vision 2030, the Ministry of Civil Service and
Administrative Reforms put in place an agenda of Reforms to transform the
landscape of the Public Service so as to make it more flexible and responsive
to the needs of the citizens while keeping the interest of the public officers.
5.3
The Bureaus main theme for this Report is Transformation of the Public Sector
for enhanced service delivery to meet citizens, non-citizens as well as other
stakeholders needs.
In crafting the strategies, it is imperative that
Ministries/Departments/Organisations take into consideration the road map to
achieve the objectives of this transformation. Transformation should be dealt
with at three levels Ministry/Organisations, Institutions and employee level.
The focus of this theme is on continual training and development, career path,
career earnings, conducive work environment, digital technology, amongst
others.
5.4
(iii)
5.5
(ii)
Conditions of Service
5.6
(iii)
(iv)
(v)
(vi)
5.8
5.9
~26~
Conditions of Service
5.10
5.11
5.12
In the above context, appropriate strategies were crafted to respond to the main
challenges faced by the public sector environment. In this respect, the Bureau
recommended, inter alia, the maintenance of the Public Sector Reforms
Steering Committee (PSRSC); the spearheading, implementation and
monitoring of the reform initiatives by the MCSAR.
5.13
The 2013 PRB Report reiterated the provisions made in respect of reform
initiatives in the public sector taking into consideration the socio-economic
landscape of the country.
5.14
5.15
(b)
(c)
(d)
Reforms Cells.
Recommendation 1
5.16
Working Environment
5.17
In our quest for transforming the Civil Service for enhanced service delivery, we
have laid emphasis for the provision of a conducive working environment for all
public officers.
~27~
Conditions of Service
5.18
5.19
5.20
5.22
A Reform Cell is chaired by an officer not below the level of Deputy Permanent
Secretary (formerly known as Principal Assistant Secretary) and includes all
Heads of Section as well as representatives of Staff Associations or recognised
Unions.
5.23
(b)
(c)
(d)
devises an annual training plan for all members of staff after conducting
a training needs analysis;
(e)
(f)
EOAC recommended that the Office of Public Sector Governance ensures that
Reform Cells be initiated in all Parastatal Bodies and Local Authorities to review
individual structures, human resource utilisation and their scope of activities.
Their assignment would be aligned with those of the Reform Cells in Ministries
and Departments.
~28~
Conditions of Service
(b)
actively initiate reform initiatives falling under its jurisdiction for approval
by the Reforms Steering Council and assist in the subsequent
implementation process; and
(c)
collaborate with the Reforms Steering Council and the Ministry of Civil
Service and Administrative Reforms in the elaboration of their
Performance-Related Reward and Incentive Scheme for various
Ministries and Departments as well as in Parastatal Bodies and Local
Authorities.
5.27
Recommendation 2
5.28
It is observed that many schemes of service in the Public Sector tend to group
duties in a very narrow and specific field. Consequently, any change in that
sector invariably leads to certain changes in the schedule of duties.
Amendment to the schemes of service takes quite some time as the process is
lengthy.
5.30
5.31
Generally the MCSAR: (i) reviews the process for prescribing schemes of
service within a period of not more than four months (ii) consolidates schemes
of service for posts requiring same level of skills and competencies in
consultation with stakeholders/Responsible Officers of Ministries/Departments.
~29~
Conditions of Service
5.32
Recommendation 3
5.33
We recommend that the MCSAR should ensure that duties specified in the
schemes of service cover broad aspects such that minor changes in
schedule of duties do not trigger an amendment to the schemes of
service, taking into consideration that these duties require same level of
skills and competencies.
Recruitment
5.34
Efficient and effective service delivery depends on the processes through which
the service is delivered and on the staff involved in such delivery. Improvement
thereof, therefore, depends on the processes as well as the staff.
Recommendation 4
5.35
5.37
The use of IT across the Public Sector has the objective of modernising the
system for improved service delivery. Many Ministries, Departments and
Organisations have recognised the increasing importance of electronic systems
and have adopted many E-Government initiatives.
~30~
Conditions of Service
5.38
5.39
(ii)
(iii)
Provision was made for a designate position of Head ICT to lead e-Government
projects and initiatives in Ministries/Departments/ Organsiations.
Recommendation 5
5.40
Reforms Process
5.41
5.42
Reform initiatives should be pursued till the end so as to reap the benefits
thereof.
5.43
(ii)
(iii)
Knowledge Management
5.44
We are living in a world of rapid change driven by globalisation, the knowledgebased economy coupled by ever-fast development of information,
communication and technology (ICT). This change, however, not only poses
some challenges, but also offers opportunities for both private and public
sectors alike.
5.45
Conditions of Service
5.49
(ii)
Developments taking place at both regional and international levels, dictate that
the Civil Service, as the key engine that facilitates the socio-economic
development of the country, has to constantly innovate and deliver timely results
that are of high quality and value.
5.52
~32~
Conditions of Service
5.53
The aim is to ensure the readiness of public officers at all levels by equipping
them with the necessary knowledge, skills and attitude to better adapt to a
modern and results-oriented business environment. The onus to act in a
responsible and professional manner, therefore rests on public officers
themselves who should always bear in mind that the results of their actions
impacts heavily the lives of the Citizens.
Recommendation 6
5.54
So far, the Ministry of Civil Service and Administrative Reforms conducts annual
Mystery Shopping exercises in some selected organisations where services are
dispensed to the general public. The results obtained are shared with the
respective Ministries/Departments for appropriate action.
5.56
5.58
With a view to strengthening the capacity of the Ministry of Civil Service and
Administrative Reforms in its endeavour to promote good governance and
ethical behaviours at all levels, the Public Service Bill is under process.
Quality Initiatives
5.59
With a view to further enhance the quality of services being delivered by Public
Sector Organisations, the Ministry of Civil Service and Administrative Reforms
is facilitating the implementation of some Quality Initiatives. These initiatives
have indeed enabled the participating organisations to streamline their work
~33~
Conditions of Service
processes and procedures. Efforts will therefore be sustained at the level of the
Ministry of Civil Service and Administrative Reforms to further increase the
participation level in such initiatives.
Performance Management System
5.60
5.61
(ii)
PMS established and accepted as the official tool for appraising and
reporting on individual performance;
(iii)
(iv)
5.63
To cater for the whole of the Civil Service, the MCSAR has devised an Executive
Performance Management Review (EPMR) form for Supervising Officers. The
EPMR would be an important step towards managing performance of
organisational level.
5.64
~34~
Conditions of Service
The MCSAR is satisfied that PMS is now starting to take root as an important
strategic tool to better manage human resources in the public service. There is
need, however, to consolidate the system further and ensure its long-term
sustenance.
5.66
Recommendation 7
5.67
The salary package comprising basic salary, annual increment, overtime, extraduty, adhoc and other allowances already provide incentives to cater for
situations where an individual officer delivers beyond his expected level of
performance.
5.69
Recommendation 8
5.71
Along with the Performance Management System (PMS), the Ministry of Civil
Service and Administrative Reforms is leading an unprecedented reform
initiative, namely the Human Resource Management Information System
(HRMIS). The system will not only establish an online human resource
~35~
Conditions of Service
database for the Civil Service, but will also re-engineer the human resource
management functions and related Financial Operations.
5.73
In addition to the Human Resource and Payroll Modules, the HRMIS also
provides for a Self-Service application which will enable all Civil Servants,
irrespective of grade, to access, and to some extent amend their basic details
within a defined and secured environment. The HRMIS is expected to be fully
operational in all Ministries/Departments by end 2016/early 2017.
5.74
5.75
In order to enjoy the maximum benefits of the HRMIS, it will have to be well
understood and utilized by all officers of the HR Cadre as well as those of the
Financial Operations Cadre dealing with Payroll.
The success and
sustainability of the HRMIS therefore depends highly on the commitment and
dedication of these officers. The role of the Human Resource Division in
Ministries/Departments is therefore vital to ensure successful implementation of
the HRMIS Project.
5.76
Recommendation 9
5.77
~36~
Conditions of Service
Recommendation 10
5.79
The Ministry of Technology, Communication and Innovation has within its eGovernment strategy, identified several areas in different Ministries/
Departments where e-services could be delivered to the citizens. It thus goes
without saying that a digital revolution is taking place and there is no doubt that
in a very near future, these initiatives will considerably change the landscape of
the Civil Service.
5.81
5.82
Recommendation 11
5.83
~37~
Conditions of Service
5.84
5.85
The HRD Strategy should be aligned with the overall vision of the Government
as enunciated in the Government Programme 2015-2019 Achieving
Meaningful Change. In this context, a series of cutting edge measures must
be implemented to bring a transformational change in the civil service with focus
on human capital & talent development and optimization of information and
communication technologies as a tool for training and development.
5.87
The contribution that human resources make, is only one of several factors that
determine the effectiveness of public service delivery.
Organisational
performance depends on factors such as the organizational climate, rules and
regulations, procedures and practices, techniques and technological
applications. To be effective, training needs to support and facilitate the reform
initiatives both in the environmental and motivational spheres. With the advent
of major government projects such as Human Resource Management
Information System and Performance Management System, a broader
dimension and orientation will be given to the training function to render it more
demand-driven, performance based and reforms oriented in the civil service.
5.88
The CSCM will set the foundation and framework for the institutional support
towards capacity building and Human Resource Development through lifelong
learning, training in ICT, e-learning and also multi-skilling. The college will help
to systematically expand training and development efforts across all levels of
the civil service and also for the various sectors including state-owned
enterprises and parastatals.
~38~
Conditions of Service
5.90
The college will also help to bridge performance gaps identified during
performance appraisal of public officers and make a positive impact on overall
productivity in the civil service. It is also proposed to give a regional dimension
to the college with linkages to other public service training institutions in Africa,
Asia and the Indian Ocean. The CSCM will be the central training institution
and the apex body.
Recommendation 12
5.91
5.92
The Civil Service College has an important role to play in capacity building. The
College and the Public Sector Re-engineering Bureau as well as the Reforms
Cells must work together to establish a framework for the delivery of wellstructured training programmes geared towards improved performance and
effective service delivery.
5.93
5.95
The LMS will strengthen professional and personal development and provide
universal access to learning in the Civil Service. The learning web-based
platform must reach a very large number of public officers, while management
of courses will be simplified and logistical constraints reduced. The LMS will be
used to promote e-learning culture to contribute to build knowledge and selfconfidence and encourage public officers to take responsibility for their own
learning and self-development.
A Training need is the gap between the desired and actual levels of
performance in the organisation. Where performance standards are laid down,
~39~
Conditions of Service
5.99
5.100
5.101
Monitoring and evaluation help improve performance and achieve results. More
precisely, the overall purpose of monitoring and evaluation is the measurement
and assessment of performance in order to more effectively manage the
outcomes and outputs.
5.102
Benefits of training will only accrue to the organisation and the individual if
trainees get adequate opportunities to apply the knowledge and skills they have
acquired. This is possible only if the trainee is employed on duties where there
is scope to apply these skills. Hence the departments placement policy and
training plan must be linked. This requires the support and co-operation of line
managers.
~40~
Conditions of Service
Recommendation 14
5.103
Conclusion
5.104
***********
~41~
Conditions of Service
~42~
Conditions of Service
6.
Introduction
6.1
The Pay Research Bureau is responsible, among others, for the review of pay
and grading structures in the Public Sector comprising the Civil Service,
Parastatal Bodies, Local Authorities, the Rodrigues Regional Assembly and the
Private Secondary Schools.
6.2
As is the practice in every general review, for the sake of improved efficiency
and effectiveness, the Bureau invites and examines proposals for restructuring
from both the official and the staff side.
6.3
This review is no different from previous ones where many submissions have
been received in connection with new grading structures. Some organisations
even made representations for an overall restructuring. We equally received
proposals from individuals to the effect that organisation structures should
provide more opportunities for their career progression.
6.5
Along similar lines, based on survey findings and submission of parties, the
Bureau, in its 2013 PRB Report, advocated flatter and IT supported structures
with polyvalent grades for greater flexibility.
Merging of grades was
recommended where it was found to be consistent with the functional needs
and requirements of the organisation. Emphasis was also laid on the
responsibility of the Supervising Officer as regards creation of grades.
Guidelines for the creation of grades were enunciated and a conceptual
framework for organisation design recommended.
EOAC Recommendations
6.6
6.7
~43~
Conditions of Service
Proposals of Management
6.8
6.9
Most representations made from the staff side pertained to, among others,
restructuring of cadres, creation of additional levels for promotional prospects,
in some cases merging of levels for career earnings, whilst in others the
demerging of combined grades to restore seniority and supervision. Requests
for new job appellations were also received to be more attuned with the duties
being performed.
~44~
Conditions of Service
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
(viii)
(ix)
(x)
(xi)
(xii)
(xiii)
~45~
Conditions of Service
6.13
6.14
Demands were made for the review of grading structures in Support Cadres.
Apparently, the demerging of grades by the EOAC in such cadres for the
purpose of restoring control and supervision has led to several claims from the
staff side. Whereas, on the one hand, for the sake of supervision, a new level
has been supposedly restored, paradoxically on the other hand it is also noted
that the level has been made evanescent. This had led to frustration and
demotivation among staff of the lower rungs. The moreso as established
internal salary relativities have been seriously disturbed.
6.15
The challenge posed was not only to restore the relativity but also to come up
with a grading structure commensurate with the different levels of
responsibilities required to discharge an effective and efficient service and
which is also supportive of the career aspirations of the employees.
Recommendations in this regard have been made where appropriate under the
respective literature of the relevant organisations.
6.16
6.17
~46~
Conditions of Service
(ii)
(iii)
6.19
6.20
6.21
************
~47~
Conditions of Service
~48~
Conditions of Service
7.2
(ii)
(iii)
7.3
Besides, PMS may also be used for providing HR related information, that is,
identifying development as well as training needs and also to address areas of
under performance.
7.4
Over the last Reports, the Bureau has systematically advocated for the
implementation of PMS in the Public Sector in a surge of Accountability for
results. This is testimony to the fact that the Public Sector is heading towards
the establishment of a performance oriented culture in line with its vision for a
Professional and Modern Public Sector committed to excellence.
7.5
We are aware that considerable progress has been achieved in the field of PMS
in the Public Sector.
However, many difficulties have been
encountered/reported at implementation stage and which necessitate
immediate remedial measures. In this Report, we are further consolidating the
pillars on which PMS stands and we are making provision to simplify procedures
and PMS forms so as to facilitate implementation and make the system user
friendly and cost effective. Additionally, we are making provision for addressing
the issue of underperformance. We are also reporting on Executive
Performance Management Review (EPMR) for Supervising Officers of
Ministries/ Departments which is being implemented on a trial basis as from this
year and revisiting PMS processes and forms for employees of the Workmens
Group.
~49~
Conditions of Service
Historical Background
7.6
The introduction of the concept of performance dates back to more than two
decades ago. Since 1987 the Bureau has drawn the attention for performance
to be reviewed regularly and for the design of an improved appraisal system.
Consequently, the Steering Committee on the PMS Improvement Programme
appointed a Sub-Committee to work on the review of the Performance Appraisal
System as it was an essential tool to increase productivity in the public sector
in general.
7.7
7.8
In an attempt to instil a performance culture across the public sector, the Bureau
has in its 2003 and 2008 Reports advocated for the implementation of a PMS.
In 2008, the Bureau made recommendations to facilitate the implementation of
PMS in the public sector. It further recommended the phasing out of the CR
and the adoption of Performance Appraisal Reports by PSC as from January
2013. Ultimately, the CR which was so criticised for its opaque characteristic,
was replaced by the more transparent PMS system since January 2013 and as
from that date the reporting system to the PSC would comprise:
(i)
(ii)
7.9
This recommendation was in fact made in the 2008 PRB Report which also
contained an array of other recommendations and steps to ensure the effective
implementation of PMS across the Public Sector.
7.10
After attaining this first milestone, other objectives are being targeted. These
pertain to measures meant to further facilitate the implementation process and
for generating HR related information which is crucial in decision making in
certain instances.
~50~
Conditions of Service
7.12
PMS has the characteristic of being transparent. It is not based on fault finding.
It is rather an exercise meant to improve employees as well as organisational
efficiency through identification of performance gaps and providing thereto
related training. It should be seen more as a formal or informal conversation
between the appraiser and appraise where attainable goals are discussed and
agreed. Regular informative and easily interpreted feedback are provided and
performance problems are discussed as they happened in order that immediate
corrective actions are taken. Additionally, the training that needs to be
dispensed is also easily identifiable and appropriate actions may be taken. In
fact, all the steps in the PMS are easily implementable.
7.13
In the light of all these, PMS may be considered as a practical management tool
in the public sector.
According to the theme chosen by the Bureau, the transformation of the public
sector is expected to take place for better service delivery to meet citizens
needs, non-citizens needs and other stakeholders needs. To this end, the role
and responsibilities of the six main institutions involved have been described at
Chapter 5 of this Volume. Alignment of resources of these institutions would
positively impact upon the organisations as well as their employees leading to
improved performance in the whole public sector for the benefit of users of
public service.
7.15
Present Position
7.16
~51~
Conditions of Service
Survey on PMS
7.17
The survey carried out by the Bureau aimed at capturing data concerning the
problems encountered by organisations and the particular stage at which
difficulties were met. It was also used to collect Respondents views concerning
the simplification of processes as well as the use of PMS.
7.18
Survey Findings
Implementation of PMS
7.19
7.20
7.21
7.22
For the Parastatal Bodies, findings revealed that two-third of those having
implemented PMS had difficulties in the Performance Appraisal Form filling
exercise while around 40% had time related problems.
7.23
~52~
Conditions of Service
favour of simplifying the PMS process. It should be noted that 14 out of these
40 had already implemented the PMS.
Use of PMS
7.24
61% of Civil Service organisations which have responded state that PMS is
being used for direct communication while 55% aver that it is used for training.
As regards the use of PMS for promotion purposes, 79% do believe in it and
61% of Respondents have stated that PMS is used for staff development. 32%
of Respondents have further expressed their views that PMS is being used for
rewards while 26% consider that PMS is meant for performance measurement
only.
7.25
7.26
7.27
7.28
According to the MCSAR, for only 39% of employees who were rated Fair and
Unsatisfactory that a Performance Improvement Plan was developed. In view
of the fact that the object of PMS is also to address areas of below par
performance, greater emphasis is being laid on the development of the
Performance
Improvement
Plan
(PIP)
whereby
all
Ministries/
Departments/Organisations should feel concerned and comply by the
prescriptions of the Report or regulations emanating from the MCSAR. We are,
therefore, dealing with this issue in greater depth.
7.29
Conditions of Service
Review Meeting, the factors that are influencing the employees ability to
perform effectively. Thereafter, appropriate corrective measures should be
developed to address same, that is, a Performance Improvement Plan should
be developed to enable the employee concerned to improve performance within
a specified time. However, if no satisfactory improvement is noted, jobholder
should also be made aware that the organisation may even resort to disciplinary
action.
7.30
7.31
(ii)
(iii)
(iv)
(v)
Personal/Domestic difficulties
Recommendation 1
7.32
We recommend that:
(i)
(ii)
(a)
(b)
(a)
(b)
~54~
Conditions of Service
(iii)
(iv)
(v)
7.34
As the system has taken root in the Public Sector, now the focus is rather on
monitoring, which the MCSAR has embarked upon. It should, therefore,
continue in this direction.
Recommendation 2
7.35
7.36
According to our survey on PMS, 47% of Civil Service Organisations and 66%
of Parastatal Bodies which have implemented PMS do have problems in filling
the Performance Appraisal Form. A large majority of organisations, both in the
Civil Service as well as in the Parastatal Bodies are in favour of reviewing the
PAF. In the circumstances, the MCSAR needs to revisit the PAF with a view to
facilitate the process. In addition, it should also ensure that competencies as
per the PAF be applicable for all grades, as far as possible.
~55~
Conditions of Service
Recommendation 3
7.37
We recommend that the MCSAR should, from time to time revisit and
update the PAF so as to facilitate the process of PAF filling exercise.
7.38
7.39
Recommendation 4
7.40
We recommend that the MCSAR closely monitors the work done by the
PMS Monitoring Committee of Ministries/Departments/Organisations to
ensure that all measures are applied as prescribed.
7.41
Recommendation 5
7.42
We recommend that the MCSAR ensures that employees who join the
Public Sector are granted PMS related training to enable them to deliver
along the same lines as their fellow colleagues.
7.43
Many appraises do make request for training which they believe they require.
However, in the Chapter on Training and Development in the last Report, the
Bureau had recommended that training courses should be designed on the
basis of the measurable core competencies required by the different grades as
identified by the PMS. We also recommended that expressed rather than
perceived needs of staff should be assessed. So, we should be prudent to
provide that training which will eventually improve service delivery.
7.44
Any organisation should benchmark and assess the capability of its employees
identifying both gaps and strength through PMS. Once identified, organisations
should fill capability gaps through appropriate training, organise in-house
training programmes and provide opportunities for exposure abroad.
~56~
Conditions of Service
Recommendation 6
7.45
(ii)
They cannot fully grasp the appraisal method, the ratings and the appeal
system.
(iii)
(iv)
(v)
Hence, they have pleaded in favour of waiving the application of PMS for
employees of Workmens Group.
7.48
The above points constitute obstacles in the proper implementation of PMS for
employees of the Workmens Group. The risk exists that the PMS may become
a mere form filling exercise for these employees, in which case, the philosophy
of PMS would be defeated. The survey carried out by the MCSAR has
confirmed certain of the difficulties averred by the Ministries/Departments and
Unions/Federations.
7.49
On the other hand, PMS has already taken root in the Civil Service and it has
replaced the mode of reporting to the PSC for promotion purposes and it is also
linked to the grant of yearly increment. Waiving same would, therefore, breed
other problems. In the circumstances, there is need to reconsider how these
difficulties could be alleviated through reviewing the processes and the PMS
Forms.
~57~
Conditions of Service
Recommendation 7
7.50
We recommend that the MCSAR revisits the PMS processes and forms for
employees of the Workmens Group with a view to addressing the
problems enunciated above, which proposals should be submitted to the
HPC for approval.
~58~
Conditions of Service
ANNEX 1
Guidelines to address under performance
(i)
(ii)
(iii)
(iv)
(v)
Personal/Domestic difficulties
Some people may not be aware that their personal problem may be impacting on
their performance. Once they are apprised, they take corrective measures so as
to improve performance. Jobholder should also obtain professional support from
Supervisors. Particular attention should also be taken to ensure that in dealing with
such cases, they are not further exacerbated.
~59~
Conditions of Service
~60~
Conditions of Service
8.
8.1
8.2
8.3
An incentive scheme provides the answer. It can reward individual or group output.
It induces desirable behaviour and attitude to improve performance for better
service delivery. It helps encourage commitment of workers, reinforce existing
culture and values where these foster high levels of performance, innovation and
team work. Linking incentive to performance also potentially introduces equity and
consistency in the pay structure and enables the organisation to attract more able
workers.
8.4
8.5
any automatic pay increases by, for example, grade promotion or servicebased increments (not linked to performance); and
(b)
~61~
Conditions of Service
(c)
(d)
(e)
use of ICT for transformation in work processes and public service delivery
integration with minimal public interface for reduction in delay;
(f)
(g)
(h)
8.6
In the 2013 PRB Report the necessity to introduce PRIS was highlighted. It was
argued that this is an important element in many performance management
schemes and like any incentive scheme that rewards performance, PRIS requires
a robust Performance Management System (PMS). We understand that Ministries/
Departments, by now, have a fully operational PMS and can therefore implement
PRIS.
8.7
8.8
(a)
the Ministry of Civil Service and Administrative Reforms and the Public
Sector Re-engineering Bureau should work out the guidelines and
methodology for the operationalisation of the scheme by October 2013 to
be submitted to the Reforms Steering Council;
(b)
the Reforms Steering Council should determine the criteria for the allocation
of the productivity component to Ministries/Departments;
(c)
(d)
However, given that the Re-engineering Bureau, Reforms Steering Council and
Reform Cells of Ministries and Departments have so far not been operational, the
above recommendations have not been implemented. We are, therefore,
reiterating the existing provisions of the 2013 PRB Report for implementation by
the relevant Committees/Authorities.
~62~
Conditions of Service
Recommendation 1
8.9
We recommend that:
(a)
(b)
Recommendation 2
8.10
8.11
We recommend that:
(a)
(b)
(c)
Recommendation 3
8.12
(b)
~63~
Conditions of Service
8.13
8.14
(b)
************
~64~
Conditions of Service
Training is inextricably linked with reforms in the Civil Service. Its purpose is to
improve the performance and productivity of staff and ensure that they have the
relevant skills and values to change entrenched mind-sets. Training and
Development represents a mutual obligation the obligation of the organisation
to see that all its staff are regularly and continuously trained, developed and
updated; and the obligation of the individual to take responsibility for enhancing
skills, knowledge, capabilities and expertise necessary to improve his job
performance.
9.2
The need for training is felt when there are, among others: environmental
change (computerisation; automation and mechanisation); organisational
complexity (modern interventions, technological upgrading and diversification);
Human relations issues (adaption to work culture and human values); and
change in the job assignment (to equip old employees with new techniques and
technologies).
Government Commitment
9.3
The Ministry of Civil Service and Administrative Reforms is responsible for the
training of public officers to equip them with the necessary knowledge and skills
to enable them improve their job performance.
9.6
As focal point for all matters related to training and staff development, the CSC
focusses on reforms oriented, performance based and demand driven training,
identified by different stakeholders through PMS to bridge gaps and bring the
awaited transformation in the civil service through continuous professional
development.
~65~
Conditions of Service
Role of Ministries/Departments/Organisation
9.7
Present Position
9.9
9.10
Submissions
9.11
9.12
The staff side proposed that the selection of candidates for overseas training
should be transparent, fair and equitable so that every officer in the service is
given a chance in his career to attend mission/courses abroad so as to benefit
from the international exposure. Others have pointed out that the selection of
candidates should not be centralised at a specific Ministry and the onus should
~66~
Conditions of Service
9.14
The survey has revealed that 39% of organisations in the Civil Service,
24% in the Parastatal Bodies and 43% in the Local Authorities have
conducted TNA for all staff during the last 12 months.
The survey has showed that 50% organisations in the Civil Service, 33%
Parastatal Bodies and 86% organisations in the Local Authorities
evaluate the effectiveness of training dispensed.
The above findings revealed that there is irregular provision of training to staff
as the majority of public sector organisations did not conduct a Training Needs
Assessment. Opportunities for overseas training is very good in the Civil
Service and Local Authorities as opposed to Parastatal Bodies. More effort is
needed in Parastatal Bodies and Local Authorities to provide training
opportunities and implement the annual training requirements of their staff.
~67~
Conditions of Service
Analysis
9.15
After carefully examining the submissions and the survey findings, it was
observed that most of the problems regarding Training and Development in
organisations pertained to implementation issues. In fact in its Report, the PRB
has extensively dealt with the issue of training through a systematic approach
namely: the conduct of the Training Needs Assessment (TNA); Design of
Training based on information obtained from TNA; choosing of suitable delivery
training methods; allocation of training budget; amount of training to be
dispensed to different categories of employees; keeping of data on the training
activities through the training information systems; and monitoring and
evaluation of training and finally the roles and responsibilities of the key players
in the Public Sector Training and Development Strategy.
9.16
Much emphasis have been laid on the need to equip public officers with the
required skills and competencies in order to be more efficient and effective to
meet future challenges and ensure a successful modernisation of the civil
service - the moreso to nurture a culture of performance beneficial to all the
stakeholders and the country at large. In addition to enhancing organisational
efficiency in the delivery of a customer-based service, training moulds the
character, changes the behaviour and inculcates a positive mind-set in
employees to serve selflessly.
9.17
The Bureau considers that a sound system of training is crucial to keep the
personnel within the public service on equal footing to adapt to the emerging
functional and operational changes. There is need for organisations to pay
particular attention in all fairness and equity, to the Job/Work Related Training,
In-Service Training and Overseas Training/Mission abroad. It is important that
recruits be familiarised with the internal environment and smooth running of the
organisation, given the time to acquaint themselves with the personnel, and
acquire the basic knowledge of registry, finance, purchasing and system of civil
service administration. On the other hand, opportunities should also be given
to those officers already in service to upgrade their knowledge, skills and
acquire managerial/leadership capabilities and to keep abreast with the latest
technological development.
Orientation
9.18
In line with the theme of this Report Transforming the Public Sector for
enhanced service delivery to meet citizens needs, non-citizens needs and
other stakeholders needs, it is imperative for organisations to gear towards a
strategic human resource management system where the employee is viewed
as a vital source to be valued, motivated, developed and accomplished to
achieve the Ministry/Department/Organisations mission and objectives. Within
the proposed transformation process, it is fundamental to match individuals
competencies with the job they have to do and bridge competency gap for
~68~
Conditions of Service
Training Interventions
9.19
Conditions of Service
Concluding Note
9.20
We hold the view that to give training more prominence and valuing the civil
servants needs, it is imperative to have the commitment of Elites/Responsible
Officers who should, in this endeavour, facilitate the proper implementation of
Training programmes to ensure officers/employees improvement and
commitment, attitudinal changes and acquiring new skills and knowledge.
************
~70~
Conditions of Service
Generally, each specific grade in the public service has a prescribed scheme of
service which also includes the qualifications requirement. This chapter looks
at the evolution regarding schemes of service since the last Report and the
problems relating to their prescription and the issue of qualifications with a view
to improving efficiency and effectiveness in the delivery of services.
Scheme of Service
10.2
10.3
10.4
10.5
With a view to improving the process and enabling the proper framing of
schemes of service, the MCSAR has embarked on a few reform measures
regarding schemes of service.
(i)
Streamlining of Procedures
New and streamlined procedures have been provided to reduce the time
frame for prescription of schemes of service, thus, enabling the filling of
vacancies promptly. A Handbook for the Drafting of schemes of service
in the Public Sector has been published by the Ministry of Civil Service
and Administrative Reforms to provide better guidance to
Ministries/Departments and other organisations in the Public Sector.
~71~
Conditions of Service
(ii)
(iii)
10.6
(b)
(c)
(d)
(e)
(f)
~72~
Conditions of Service
Recommendation 1
10.7
10.8
Recommendation 2
10.9
Qualifications
10.10
Recommendation 3
10.12
Additional Qualifications
10.13
The competencies and skills required for incumbents to deliver effectively in the
respective positions are defined in the scheme of service. Today, we have an
increasing number of officers who have successfully completed their tertiary
education and in certain areas these officers possess higher academic
~73~
Conditions of Service
qualifications than the minimum required for the grade, and are quite often
performing duties at a higher level.
10.14
Officers joining the grade with higher qualifications than the ones prescribed for
the grade are granted incremental credit which recognises their added value
and potential in the performance of their duties. However, in other instances,
officers possessing higher qualifications are called upon to perform duties of a
higher position in the organisation and in such cases they are compensated by
the payment of an allowance upon recommendation of the Responsible Officer
and approval of the Ministry of Civil Service and Administrative Reforms
(MCSAR). There is need for this provision to continue as long as it is helping in
the smooth delivery of services.
Recommendation 4
10.15
10.17
In our past Reports, the definitions of the types of Management normally used
in schemes of service were described as hereunder:(i)
(ii)
(iii)
~74~
Conditions of Service
10.18
We have also noted that reference is made to the term Top Management which
normally refers to the Chief Executive Officer or officers deputising for the Chief
Executive Officer in his absence and who are involved in the strategic issues of
the organisations.
Recommendation 5
10.19
Recommendation 6
10.21
Recommendation 7
10.23
~75~
Conditions of Service
10.25
10.26
Recommendation 8
10.27
We recommend that:
(i)
(ii)
~76~
Conditions of Service
Recommendation 9
10.29
10.31
In our last Report, recommendations were made to provide for some reward to
officers of technical cadre who are required to provide support to professional
staff at a level higher than those of technical officer level, by movement beyond
the top salary incrementally by an additional number of increments. These
recommendations remain valid as we still have the same situation.
Recommendation 10
10.32
10.33
10.34
~77~
Conditions of Service
10.36
10.37
10.38
(i)
(ii)
(iii)
the need for flatter structure and giving way to delayering with a view to
sustaining increased efficiency and attain better results/outcomes;
(iii)
the need for merger of first two professional levels particularly where
there was overlapping of duties to a large extent, in determining the
remuneration package of professionals.
(iv)
the need for career earnings where levels have been traded off or levels
could not be created.
Recommendation 11
10.39
~78~
Conditions of Service
(ii)
(iii)
Recommendation 12
10.40
(ii)
(iii)
10.41
10.42
Recommendation 13
10.43
10.44
~79~
Conditions of Service
Recommendation 14
10.46
************
~80~
Conditions of Service
11.2
Legal Framework
11.3
11.4
(ii)
the Judicial and Legal Service Commission for judicial and legal offices;
(iii)
(iv)
identify and appoint qualified persons with the drive, skills and attitude
for efficient performance;
(ii)
(iii)
~81~
Conditions of Service
11.6
The PSC has been delegating its powers of recruitment to Responsible Officer
in respect of many grades, especially in the Workmens Group and also for
recruitment of temporary personnel outside the permanent and pensionable
establishment, for examples Project Managers, Resource Persons,
Employment on sessional basis or on special schemes and recently the
appointment of Medical Officers at the Ministry of Health and Quality of Life.
Though the Commission delegates powers of recruitment to Ministries and
Departments it, however, remains accountable for such recruitment exercises
and has the responsibility to ensure that these are carried out according to the
directions and conditions it has set. In case the directions and conditions are
not observed, the power delegated to the Responsible Officers may be
withdrawn by the Commission.
11.7
Broadly, there are two major routes for recruitment to the public service
(a) interviews (b) written examination or in certain cases a combination of both.
Whatever be the methods, the recruitment system is based on the merit
principle and while the potential candidates with the best profiles are called for
the selection exercise and the most suitable and meritorious ones are retained
and offered appointments in all cases, as mandated by the regulations in force.
First appointment, to pensionable office on permanent basis is on one
year probation.
11.8
11.9
Along this line we recommended in the 2013 Report that the Ministry of Civil
Service and Administrative Reforms should devise a civil service Competency
Framework which should focus as much on behaviour as on skills so as to
ensure consistent high standards which could be used for recruitment purposes.
We are maintaining this recommendation.
Recommendation 1
11.10
~82~
Conditions of Service
HRP is the process that links the human resource needs of an organisation to
its strategic plan to ensure that staffing is sufficient, qualified and competent
enough to achieve the organisations objectives. It is the most important
managerial function which ensures the right type of people, in the right number,
at the right time and place who are motivated to do the right kind of work which
results in both the organisation and the individual receiving the maximum long
range benefits. In a nutshell, HRP is to ensure the best fit between employees
and job.
11.13
Against this backdrop the Bureau is of the view that a HRP exercise should
mandatorily be carried out in all organisations. An HR forecast should look
ahead at the people implications of organisational strategy. It ensures that
supply of people in terms of numbers, knowledge, skills, attitudes and values is
matched with demand. In this way it allows organisations to align and integrate
people strategies with their strategies.
Recommendation 2
11.14
11.15
Promotion
11.16
Conditions of Service
11.17
11.18
Generally there are two types of promotion i.e. class to class promotion and
grade-to-grade promotion. The Human Resource Management Manual
(HRMM) defines the two types of promotion as follows:
(i)
(ii)
Recommendation 3
11.19
11.20
We recommend that:
(a)
(b)
for grades at lower levels, where physical and technical skills can
be developed through long practice and for grades with duties of
same nature requiring mainly increased experience for the
performance of the job, promotion could be made in the normal
course on the recommendation of the Supervising Officer;
(b)
(c)
(d)
the selection exercise, both for middle and higher levels, should
not necessarily be a competitive examination but could consist of
an assessment of training received and experience; length of
~84~
Conditions of Service
where a selection exercise has been made for one of the levels of a
cadre, appointment to the next grade could be made on the basis
of recommendation by the Supervising Officer, i.e. in a cadre of four
levels or more, selection could be made for the first and third levels
or for the second and fourth levels, e.g. if an Assistant has been
chosen through selection, the Deputy could be appointed on the
basis of seniority and merit. This should not preclude selection at
two successive levels where the need is felt;
(f)
(g)
Since January 2013, the Report on fitness for Promotion has replaced the
annual Confidential Report and is being used solely as a basis for promotion
prospect.
Recommendation 4
11.22
~85~
Conditions of Service
11.24
11.25
It has been reported by both the Public Service Commission (PSC) and the
Ministry of Civil Service and Administrative Reforms (MCSAR) that the present
system of grade-to-grade promotion poses practical problems and hence the
Commission is facing difficulties in the implementation of this recommendation,
particularly its effect on seniority placing and its bearing on career prospects of
officers. It has also been pointed out that this situation has even given rise to
various representations/appeals before the Public Bodies Appeal Tribunal
(PBAT) in cases as mentioned below:
(i)
officers on sponsored study leave with full pay abroad who are not
available at the time of assignment of duties;
(ii)
(iii)
(iv)
We have examined the problems that the Commission had to face and in a bid
to overcoming these difficulties and avoiding such cases being referred to the
PBAT, the Bureau is making the following recommendations.
Recommendation 5
11.26
11.27
(ii)
officers who are under report (involved in Police cases) and for
whom vacancies have been reserved pending finalisation of their
cases and cases against them have been dismissed;
(iii)
(a)
(b)
(iv)
~86~
Conditions of Service
At present, the age limit for entry to the Public Service is 40 years. The age
limit as regards employees who join the Workmens Group is 48 years. We are
maintaining the present position.
Recommendation 6
11.29
We also recommend that the minimum age for entry to the public service
should continue to be 18 years except where otherwise stated by a
provision in the scheme of service.
***********
~87~
Conditions of Service
~88~
Conditions of Service
Talent Management
12.
12.1
12.2
TALENT MANAGEMENT
12.3
In this chapter we deal mainly with Recruitment and Retention in the Public
Sector. The other components are dealt with elsewhere in different chapters of
this Volume.
12.4
The demand for better services from citizens compels the public sector to
recruit, motivate and retain staff of the right calibre with appropriate
competencies and attitudes. Recruitment is costly and the phenomenon of
scarcity may be more complex in the public sector on account of the vast array
of grades it comprises. We have come up, through our Reports, with an array
of strategies to attract and retain people in key areas in the public sector. The
use of retention allowances has indeed acted as a tool to either hold off a
potential resignation or encourage such employees to defer their decision to
leave.
12.5
12.6
~89~
Conditions of Service
Talent Management
also leave when they find that organisations are no longer committed to their
projects or to innovation or to technological development.
12.7
In the past few decades, the countrys public service recruitment practices have
progressed from permanent and pensionable employment to a mix of
permanent and contingent employment and recruitment, on contract, or on parttime basis of professional and technical individuals. Recommendations have
been made for making the most effective use of talented nationals from within
and outside the organisation to provide the services needed at this stage of the
countrys development and to allow the public service to keep pace with the
innovations already pioneered in other countries of similar historical background
as Mauritius. However, it is taking a long time to identify and implement the
new and effective strategies and in many cases the inhibiting factor is
managerial inertia to innovate and improve working environment.
12.8
The lure of the private sector by way of greater monetary benefits, and the
resultant need to devise measures to attract and retain talents in government,
has been a long standing issue. To this end, various schemes have been
devised for implementation at various levels in public sector organisations in
spite of the host of benefits that are available for working in the public sector.
The previous Reports placed much emphasis on the adoption of employment
practices, training schemes, organisational remedies and reward strategies to
tackle identified persistent recruitment/retention problems in the public sector.
These recommendations still have to undergo continuous refinement to
maximise their potential for effectiveness and, at the same time, to minimise the
possibility of abuse.
12.9
Public Sector Organisations are still having recourse to the four broad
categories of measures to tackle identified persistent recruitment/retention
problems. These four broad categories are:Employment Practices
~90~
Conditions of Service
Talent Management
Training Schemes
Organisational remedies
Reward Strategies
12.10
The above four broad categories of measures resorted to palliate the shortage
of staff in the public sector have, so far, been effective tools. However, the
issues of recruitment and retention are still among the areas of concern in the
public sector in general and more specifically in the Civil Service.
12.11
Conditions of Service
Talent Management
pay package or difficult working conditions. The Bureau has taken note of such
representations and would make appropriate recommendations in the relevant
Ministries/Departments/Organisations.
Survey Questionnaire
12.12
In the context of this review exercise, a new survey was carried out by the
Bureau in June/July 2015 to gauge the effectiveness of the 2013 PRB
Recommendations and address reported shortcomings on persistent
Recruitment and Retention problems in the Public Sector.
A survey
questionnaire was despatched to all Heads of Ministries/Departments,
Parastatal and Other Statutory Bodies, Local Authorities and the Rodrigues
Regional Assembly to collect relevant data for the three years 2012 to 2014.
Furthermore, the issue was lengthily discussed and deeply explored during the
numerous consultations with Staff Representatives and Management in the
context of the overall review exercise.
12.13
The response rate for the questionnaire was good with a return of 60.7 % for
the Civil Service, 46.2% for Parastatal and Other Statutory Bodies and 58.3%
for Local Authorities. The Rodrigues Regional Assembly did not respond to our
survey. We assume that those who have not responded to the survey do not
have serious Recruitment and Retention problems.
Survey Findings
12.14
As a matter of policy, we have kept the same vacancy rate framework for the
presentation of the survey results in separate tables for the Civil Service,
Parastatal and Other Statutory Bodies, and Local Authorities. In other words,
we have again considered entry grades and promotional entry grades requiring
degree/professional or technical qualifications that have continuously registered
a vacancy rate of above 20%. Vacancy rate here refers to the number of vacant
posts as a percentage of established posts.
12.15
Ministry/Department
Grade
Employment
Relations Tribunal
Shorthand Writer
Government Printing
Department
Machine
Minder/Senior
Machine Minder
Establishment
Size as at
January 2014
3
~92~
123
25
Conditions of Service
Ministry/Department
Ministry of Finance
and Economic
Development
Talent Management
Grade
Government Valuer
Establishment
Size as at
January 2014
19
42
50
25
57
(Valuation
Department)
Ministry of Finance
and Economic
Development
(Assessment Review
Committee)
Vice Chairperson
Technician (Youth
and Sports)
Ministry of
Technology,
Communication and
Innovation (Data
Protection Office)
Data Protection
Officer/Senior Data
Protection Officer
Ministry of Energy
and Public Utilities
Planner/Senior
Planner
67
Ministry of Education
and Human
Resources, Tertiary
Education and
Scientific Research
Educator (Primary)
[Modern Chinese]
34
91
21
24
16
69
State Counsel
36
39
Senior State
Counsel
14
29
Principal State
Counsel
11
73
State Attorney
16
69
Ministry of Public
Infrastructure and
Land Transport
(Energy Services
Division)
Mauritius Police
Force
Attorney-Generals
Office
Electrical Engineer/
Senior Electrical
Engineer
Catering Supervisor
~93~
Conditions of Service
Talent Management
Ministry/Department
Grade
Establishment
Size as at
January 2014
Fishing Boat
Inspector
(Engineering)
100
Fishing Boat
Inspector (Nautical)
100
100
Ministry of Ocean
Economy, Marine
Petty Officer
Resources, Fisheries,
Shipping and Outer
Principal Marine
Islands
Engineering
Surveyor
Ministry of Housing
and Lands
100
Marine Engineering
Surveyor
100
Nautical Surveyor
67
33
Housing
Development Officer
67
Grade
Establishment
Size as at
January 2014
Vacancy Rate
(%) as at
January 2014
25
50
Technician
67
Assistant
Technician
(Printing)
80
Educator
(Secondary)
(Mandarin)
Mahatma Gandhi Institute
Educator
(Secondary)
(Plumbing and
Pipe Fitting)
~94~
Conditions of Service
Organisation/Department
Talent Management
Grade
Information
Security
Consultant
Establishment
Size as at
January 2014
Vacancy Rate
(%) as at
January 2014
33
Vacancy Rate
(%) as at
January 2014
Municipal Council of
Beau Bassin/Rose Hill
Safety and
Health Officer/
Senior Safety
and Health
Officer
100
Municipal Council of
Port Louis
Civil Engineer
100
Municipal Council of
Vacoas/Phoenix
Attorney
100
Organisation/Department
Grade
General Observations
12.16
12.17
Conditions of Service
Talent Management
12.19
It is worth mentioning that certain parastatal bodies have reported that their
respective Board could not find suitable candidates although there is no dearth
of qualified professionals in the job market. Others have, however, reported
that they had problems of selection because of so many overqualified
candidates applying for same posts.
12.20
12.21
12.22
Articles from the press and the media in general, however, claim that there is a
qualification inflation in the country and there is also a mismatch of
qualifications held by job seekers and the qualifications required in the job
market. Although it is for the relevant tertiary authorities to address such issues,
which according to reports have already started, we can safely say that
recruitment and retention problems in the public sector would soon be
something of the past. We are, however, not reviewing our staff retention
policies to allow organisations to remain competitive and flexible. We are,
~96~
Conditions of Service
Talent Management
therefore, maintaining our present recommendations until the next report for the
few scarcity cases surveyed.
Recommendation 1
12.23
We recommend that:
(i)
(ii)
the notification of vacancies for the scarce grades should be redrafted to include and emphasize all the attached fringe benefits
such as duty free exemption on car, travel grant, passage benefits,
allowances, etc;
(iii)
(iv)
(v)
Enforcement of Bonds
12.24
A bond, for the purpose of this Chapter, is a binding agreement between the
government and a public officer sponsored to earn a training or qualification that
commits or ties or restraints the public officer to certain obligations. Failure to
abide by the obligations automatically leads to enforcement of the clauses of
the binding agreement which normally involves a recoup i.e. reimbursement of
the expenditure incurred.
12.25
In order to ensure that the public expenditure incurred for earning a training or
qualification is not wasted, the public officers are invariably bonded by an
amount equivalent to the full cost of the expenditure incurred on them.
~97~
Conditions of Service
12.26
Talent Management
Recommendation 2
12.27
We recommend that:
(i)
(b)
(c)
(iii)
(iv)
(a)
(b)
~98~
Conditions of Service
Talent Management
Recommendation 3
12.28
(ii)
(iii)
(iv)
Recommendation 4
12.29
(ii)
(iii)
~99~
Conditions of Service
Talent Management
Appendix
2.
3.
~100~
Conditions of Service
Talent Management
However, one of them left and no exit interview was carried out. It has been
proposed to recruit this position on a permanent and pensionable basis rather
than the contractual basis to help the organisation to attract the right candidate.
4.
5.
6.
7.
Conditions of Service
Talent Management
Supply Teachers who are not fully qualified which have helped to alleviate the
problem to some extent only.
8.
9.
10.
Attorney-Generals Office
State Counsel
Senior State Counsel
Principal State Counsel
State Attorney
The Attorney-Generals Office has reported the grades of State Counsel, Senior
State Counsel, Principal State Counsel and State Attorney as scarce with
vacancy rates of 39%, 29%,73%and 69 % respectively. Three State Counsels
were promoted in 2013 and one of them passed away in 2014.
During
recruitment exercises for the period surveyed, seven qualified applicants out of
26 required were recruited in June 2012, eight out of 19 required were recruited
in April and November 2013 and five out of 14 required were recruited in
October 2014.
For the grade of Senior State Counsel, one officer left the grade in 2014 as he
was promoted and no recruitment exercise was carried out for the period
~102~
Conditions of Service
Talent Management
surveyed. As for the grade of Principal State Counsel, one officer was promoted
in 2012 and no recruitment exercise was carried out for this grade during the
period surveyed.
The grade of State Attorney had only five officers in post in 2014 out of an
establishment size of 16. For the last recruitment exercise carried out in
April/May 2013 only two officers were recruited out of 13 required. It has
however, been remarked that the timing for filling vacancies for the AttorneyGenerals Office is determined by the Judicial and Legal Service Commission.
11.
Conditions of Service
Talent Management
has itself registered a 100% vacancy rate for years, no recruitment could be
made. It has to be noted that inspite of four attempts to fill the three posts in
the grade of Marine Engineering Surveyor (March 2012, May 2012, April 2014
and December 2014), the Public Service Commission has not been successful
due to unavailability of qualified applicants. The Ministry has sought and
obtained approval for filling of vacancies under the Capacity Building
Programme and expression of interest has been launched in June 2015 to both
local and international bidders willing to offer their services.
There is only one officer in the grade of Nautical Surveyor out of an
establishment size of three. This grade is reported scarce since the 2003 PRB
Report. The vacancies were advertised by the Public Service Commission in
May 2012, April 2014 and December 2014 but no qualified candidates applied
for the posts. For this grade too the Ministry has sought and obtained approval
for filling of vacancies under the Capacity Building Programme and expression
of interest has been launched in June 2015 to both local and international
bidders willing to offer their services.
12.
~104~
Conditions of Service
Talent Management
2.
3.
Local Authorities
Attorney
Civil Engineer
Safety and Health Officer/Senior safety and Health Officer
The above three grades were among the grades reported as scarce in Local
Authorities in the 2013 Report. However, it should be noted that these three
grades have an establishment size of one or two and they have registered a
~105~
Conditions of Service
Talent Management
vacancy rate of 100%. It should also be noted that except for the grade of
Attorney, the other two grades are reported scarce in other Local Authorities for
this Report.
At the Municipal Council of Beau Bassin/Rose Hill, the grade of Safety and
Health Officer/Senior safety and Health Officer has been reported scarce with
a vacancy rate of 100% because the only officer in post for an establishment
size of one left the organisation in 2013 for better prospects elsewhere and no
recruitment exercise has been carried out by the Local Government Service
Commission since then.
For the Municipal Council of Port Louis, the two posts in the grade of Civil
Engineer are vacant since 2012. The exit interviews carried out with officers
leaving their jobs indicate that they left because of the working environment and
too much paper work instead of engineering works.
As for the Municipal Council of Vacoas/Phoenix, the grade of Attorney which
was reported scarce in the last Report is vacant since 2008. The vacancy has
been freezed and no recruitment exercise has been carried out since 1 January
2012. This Local Authority is having recourse to hiring the services of an
Attorney on a case to case basis to remedy the situation. Suggestions have
been made by the Chief Executive to have this post either on a part-time or
contract basis with a better remuneration package for which appropriate
recommendations already exist.
************
~106~
Conditions of Service
13.
13.1
13.2
13.3
13.4
13.5
(i)
Special Advisers who are recruited for their recognised superior wisdom,
talent, skills and expertise. Under this category, suitable persons from
outside could be outreached in the Government on negotiated
salaries/emoluments;
(ii)
(iii)
(iv)
(v)
Appointment on contracts are, therefore, generally not resorted to for all posts
in government but rather to those where incumbents will have to perform
assigned tasks for a specific period on the terms and conditions (including
remuneration and perquisites) specified in the contract. The need for contract
employment particularly arises for, inter alia, the following reasons:
(i)
Conditions of Service
13.6
(ii)
to carry out time-bound special projects, which are not likely to continue;
(iii)
(iv)
(v)
to enlist people for task of a routine nature which needs large number
for a specific period and which involves low level of remuneration.
(ii)
(iii)
(iv)
(v)
officers on contract are not entitled to any annual or sick leave during the
first year of contract except retired public officers who have been
reemployed on contract or contract officers serving in established posts;
(vi)
(vii)
Annual Leave
21 working days
Sick Leave
21 working days
~108~
Conditions of Service
13.7
(viii)
the Annual leave of 21 working days may be taken on and off to cater
for brief absences. At the end of each 12 months service on contract,
annual leave not taken by an officer may either be cashed or
accumulated whereas unutilised sick leave in a particular year would
lapse;
(ix)
(x)
(xi)
A perusal of all the above issues linked to contractual employment has been
carried out and found appropriate. We recommend accordingly.
Recommendation 1
13.8
13.9
We recommend that:
(i)
(ii)
~109~
Conditions of Service
Recommendation 2
13.10
13.12
(ii)
(b)
(c)
The Bureau has examined the benefits that are given to expatriate officers on
contract and is strongly of the view that the present entitlement is appropriate.
We, therefore, recommend accordingly.
~110~
Conditions of Service
Fixed-term Appointments
Fixed-term appointments (FTAs) are appointments which are made for a
specified period of time for a specific task or project. Such arrangements are
presently being used in the Civil Service only where there is a genuine
management need to make an appointment of limited duration, rather than a
permanent appointment. For example, the task or project may be of limited
duration or there is a short-term need to employ staff for a particular period.
A fixed-term contract of employment may be either full-time or part-time. In the
case of a part-time contract, the salaries and other entitlements due to an
equivalent full-time staff member apply to the part-time staff member on a
proportionate basis.
Casual Appointments
Casual appointments are temporary appointments to meet short-term needs.
Departments may use casuals only where there is a genuine management need
to employ people for a short period, rather than make a permanent appointment.
For example, they may need to cover unexpected increases in workload,
maternity leave, prolonged sick leave or to help re-deploy staff in the case of
the closure of an office. In general, the maximum length of a continuous casual
appointment is 12 months, but it can, of course, be less.
Recurring Temporary Appointments
These are arrangements under which staff are contracted to work for short
periods each year. The dates of employment for each year and the number of
years for which the employment is offered are agreed in advance and set out in
the letter of appointment. Such appointments can be useful when a department
needs extra staff at certain periods of the year, for example to cover peak
periods of work or to provide back-up when staff are absent on leave and work
cannot be held over. The temporary option helps maintain organisational
flexibility and may avoid unnecessary workforce adjustment costs particularly
overtime.
Employing People to Work at Short Notice
This arrangement allows managers to employ people to work at short notice,
usually for short periods at a time. It may be used when a department needs
extra staff to cover unforeseen or temporary shortages of permanent staff, or to
deal with tasks which occur on an irregular basis. This might include covering
prolonged sick absences or annual leave, covering short-term peaks of work or
offering work to former members of staff who have retired but would still like to
work for short periods.
~111~
Conditions of Service
Stand-by Appointments
This is a more formal arrangement than short notice employment. Under
stand-by appointments, people contract to make themselves available for work
for short period each year and to accept work whenever they are called upon,
subject to an agreed period of notice. The dates of employment for each year,
the number of years for which employment is offered and the period of notice
before each work assignment are all agreed in advance and set out in the letter
of appointment.
Part-time Employment
Part-time employees are those working less than the standard hours (inclusive
of lunch time) a day. Because this employment type can increase resource
flexibility, it is done by approving requests of existing full-time employees who
voluntarily wish to work part-time hours and by staffing more vacancies on a
part-time basis.
Specified Period (term) Employment
Term appointments are made for a specific period of time to deal with such
things as specific projects, workload fluctuations, and programmes which have
sunset funding. Term appointments are also used to deal with organisational
change or downsizing.
Recommendation 3
13.14
13.15
Recommendation 4
13.16
(ii)
~112~
Conditions of Service
(iii)
************
~113~
Conditions of Service
~114~
Conditions of Service
Part-Time Employment
14.
PART-TIME EMPLOYMENT
14.1
14.2
The concept of part-time employment in the public sector was first introduced
by the Bureau in the 2008 PRB Report with the objective of allowing public
officers aged 50 years or more (below the level of Deputy Permanent Secretary
and not for officers in scarcity areas) to opt for part-time work for the rest of their
career, thus, offering them the opportunity of a better balance between working
life and family responsibilities, training, leisure or civic activities.
14.3
14.4
(ii)
(iii)
~115~
Conditions of Service
Part-Time Employment
(v)
(vi)
Conditions of Service
14.5
14.6
14.7
(i)
(ii)
Sick leave unutilised at the end of the year out of the annual
entitlement of 12 working days, up to a maximum of six days,
should be paid in cash each year at the rate of 1/22 of the monthly
salary per day.
~116~
Conditions of Service
(iii)
Part-Time Employment
************
~117~
Conditions of Service
Part-Time Employment
~118~
Conditions of Service
15.
Retirement and Retirement Benefits Pension Scheme for the Public Sector
Introduction
15.1
Retirement benefit is a monthly payment to an officer who has retired from work.
A pension is payable to the officer who has retired from regular employment,
paid by the state arising from the persons former employment or the product of
investment in a personal or stakeholder pension scheme.
15.2
In the context of the 2008 PRB Report, a major reform was brought to the Public
Sector Pension Scheme i.e. a single modified Defined Benefit (DB) Pension
Scheme was introduced whereby, (a) a single contributory pension scheme has
been implemented for all public officers, (both current and future) and (b)
transitional measures have been recommended for officers in post as at 30June
2008 to secure their existing pension rights in conformity with the constitutional
provision and to ensure acceptability.
Contribution
15.3
Recommendation 1
15.4
15.5
all employees under the Defined Benefit (DB) Pension Scheme set in
2008 PRB Report should contribute at the rate of 6% of their
pensionable emoluments rounded to the nearest rupee; and
(ii)
Refund of Contribution
Recommendation 2
15.6
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
15.8
(i)
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
Since the present provision regarding retirement age is in force till June 2018,
we are maintaining the same provision as any amendment may entail legal
implications.
Recommendation 3
15.9
Accrual Rate and Qualifying Period for officers appointed on or after 01 July 2008
15.10
(i)
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
(ii)
The normal qualifying period to benefit from full pension for public
officers other than those at paragraphs (iii) and (iv) below holding
pensionable office is 38 years (460 months) of pensionable service.
(iii)
(iv)
(v)
(vi)
A female officer, reckoning not less than five years pensionable service,
retiring on grounds of marriage qualifies for a gratuity of an amount
equivalent to 18% of the last monthly salary times number of months of
pensionable service, subject to a maximum of one years pensionable
emoluments.
15.11
15.12
Provisions pertaining to the above were made in the 1998 PRB Report.
However, due to difficulties encountered in its implementation, the provision
was withdrawn in the 2003 PRB Report.
15.13
We have analysed the issue anew in the context of this Report and the following
were observed:
15.14
(i)
(ii)
(iii)
In light of the foregoing, the Bureau cannot accede to the above request and is
maintaining the present provisions.
~121~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
Recommendation 4
15.15
On early retirement (after age 55 and before age 65), the annual rate of pension
payable, which is 12/690th of the salary received in the last full year of
employment is reduced by 2.5% a year.
15.17
Recommendation 5
15.18
Recommendation 6
15.20
15.21
We recommend that:
(a)
(b)
(c)
the retirement age of officers (who retire with the approval of the
relevant Service Commission) in post as at 30 June 2008 as
recommended in 2008 PRB Report be gradually raised from 50 to
55 years in accordance with Table III.
~122~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
Recommendation 7
15.23
For officers, who did not opt for the pension reforms on 01 July 2008 but instead
opted for the pension arrangements in force prior to the coming into effect of
the 2008 PRB Report, the new salary structures recommended are
implemented at a discounted rate and these officers are eligible for 92% of the
salary recommended. We are maintaining this arrangement.
Recommendation 8
15.25
the addition does not exceed twenty three-one hundred and thirty
eighths; and
(b)
the addition together with the remainder of the officers pension does not
exceed the pension for which he would have been eligible;
if he had continued to hold the office held by him at the date of his normal
retirement.
15.27
~123~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
Recommendation 9
15.28
15.30
At present the retirement benefits of a public officer, who has been appointed
to act in or has been assigned duties of a higher office by the appropriate
Service Commission or through delegation of power conferred by the Public
Service Commission and retires or is subsequently reverted to his substantive
office, is computed on the prevailing pensionable emoluments of the office to
which he was appointed to act or assigned duties provided that:
(a)
he has been performing the duties of the office for a continuous period
of at least two years or an aggregate period of at least two years within
a period of three years;
(b)
his reversion to his substantive office was not the result of inefficiency or
misconduct; and
(c)
The retirement benefits of a public officer, who has been appointed to act in or
has been assigned the duties of a higher office by the appropriate Service
Commission or through delegation of power conferred by the Public Service
Commission and is drawing part of the Acting Allowance and retires or is
subsequently reverted to his substantive office, is computed on the basis of the
aggregate earnings (i.e. the salary of the substantive post plus any Acting
Allowance drawn) provided the conditions set out at paragraph 15.29 above are
satisfied.
Recommendation 10
15.31
At present the retirement benefits of a public officer who has been appointed to
act in or has been assigned the duties of:
(a)
(b)
a higher office than the one at (a) above in the same cadre
~124~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
he performed the duties of such office for a continuous period of not less
than twelve months; and
(ii)
his reversion to his substantive office was not the result of inefficiency or
misconduct and at the time of retirement or reversion he had reached
the age of 55 (or for an officer in post as at 30 June 2008 he had reached
the age at which an officer may retire with the approval of the relevant
Service Commission as specified at Table III).
Or
he has successfully served for a minimum period of six months and has reached
compulsory retirement age.
Recommendation 11
15.33
15.34
Mobility of Manpower
15.35
In the 2008 and 2013 PRB Reports, the Bureau made provisions for officers to
retire on grounds of facilitating mobility (among sectors) and to allow people to
take advantage of better prospects outside the service.
15.36
15.37
~125~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
Recommendation 12
15.38
15.39
15.40
In case an officer dies before the age of 55, the payment of benefits
accruing to the officer, should be paid to the heirs notwithstanding the
age of 55.
We recommend that officers who are granted leave without pay should
continue to contribute 18% of their salaries to Government in order to
have such period of leave reckoned for pension purposes.
~126~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
We recommend that half of the period of any service in the public service
under any traineeship scheme, when immediately followed by
appointment in the related grade in the public service, should be reckoned
for pension purposes.
15.45
Recommendation 16
15.46
Compassionate Allowance
15.47
A full month salary is paid to the heirs of an officer on his demise, irrespective
of the number of days he has been in service during that month.
Gratuity for eligible officers retiring with less than 10 years pensionable service
15.49
An eligible officer retiring with less than 10 years pensionable service benefits
from a gratuity equivalent to 18% of his last monthly salary multiplied by the
number of months of pensionable service, subject to a maximum of one years
pensionable emoluments.
~127~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
Recommendation 17
15.50
The estimated value of free quarters or rent allowance for pension purposes is
presently equated to 10% of initial annual salary of the officer, subject to a
maximum of Rs 6050 per annum.
Recommendation 18
15.52
We recommend that the monetary value of the private use of a chauffeurdriven official car and 75% of that monetary value are reckoned for the
computation of the retirement benefits of beneficiaries of chauffeur-driven
government car (including officers of the same status eligible for an
official car and drivers allowance) and self-driven government car
respectively.
The National Savings Fund provides for the payment of a lump sum to every
employee on his normal retirement age or earlier, or on his death. Every
employer contributes 2.5% of the basic wage/salary of every employee to the
Fund subject to a certain maximum. On retirement, the employee receives a
lump sum constituting the contributions on his behalf together with any accrued
interest.
Recommendation 20
15.55
~128~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
the addition does not exceed twenty three one hundred and thirty
eighths; and
(b)
the addition together with the remainder of the officers pension does not
exceed the pension for which he would have been eligible if he had
continued to hold the office held by him at the date of his normal
retirement.
Recommendation 22
15.58
15.60
~129~
Conditions of Service
15.61
Retirement and Retirement Benefits Pension Scheme for the Public Sector
(ii)
(iii)
15.62
The provision of paragraph 15.57 also applies to officers of the Parastatal and
Other Statutory Bodies and Local Authorities.
15.63
15.64
(i)
the approval of the Board should be obtained to initiate action, in the first
instance, and the Chief Executive Officer of the organisation should
submit the request to the parent Ministry;
(ii)
(iii)
(iv)
the Chief Executive of the Local Authority should submit the request to
the Ministry of Local Government;
(ii)
(iii)
(iv)
~130~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
We have, under the second column New Retirement Date of the annexed
tables at the end of this chapter, mentioned the month during which employees
opting for the pension scheme would retire if they choose to work up to their
retirement date. Evidently, for each employee his date of birth during the month
should apply.
Special Provision for officers drawing salary in scales not exceeding Rs 36575
Recommendation 25
15.68
(b)
(c)
(d)
(e)
have drawn the top salary of the recommended scale for a year
notwithstanding additional increments drawn over and above the top
salary by virtue of different provisions
We further recommend that officers who have retired after 01 July 2008
up to 31 December 2015 and who have not benefitted from the above
provision should exceptionally be granted hypothetically one additional
~131~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
increment for pension purposes provided they satisfy all the conditions
laid at paragraph 15.68 above.
Transitional Provision Retirement Age
Recommendation 26
15.70
Special Provision for officers in post as at 30 June 2008 who reckon at least 331/3
years of pensionable service
15.71
15.72
Several representations have been received from various quarters that the oneoff payment of 2% of the annual pensionable emoluments for each completed
year of pensionable service is insufficient for employees who reckon more than
331/3 years of pensionable service and continue to work up to the normal date
of retirement. We have re-examined the issue and it has been revealed that
any increase of the one-off payment would be burdensome on the sustainability
of the pension fund. We are, therefore, maintaining the recommendation.
Recommendation 27
15.73
(b)
(c)
have opted for the Pension Reforms on 01 July 2008 and contributed
effectively to the Pension Scheme
~132~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
15.76
15.78
To drive the reform, there was an imperative need for an institutional set up to
work out the details. There were a few meetings with stakeholders concerned
to devise and work out the details regarding the new defined contribution
pension scheme. However, the Committee set up is still working on the
scheme. We are, therefore, maintaining the recommendation made in the
context of the previous Report.
Recommendation 29
15.79
15.80
The salient features of the Defined Contribution (DC) Pension Scheme are as
hereunder:
Contribution
15.81
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
Contractual Employment
15.82
Management of Fund
15.83
15.84
Payment of lump sum will be similar to that in the current arrangements but
modalities will be decided by the Committee set up to manage the Fund.
************
~134~
Retirement and Retirement Benefits Pension Scheme for the Public Sector
Conditions of Service
Annex
Table I
July 1948
July 2008
August 1948
September 2008
September 1948
November 2008
October 1948
January 2009
November 1948
March 2009
December 1948
May 2009
January 1949
July 2009
February 1949
September 2009
March 1949
November 2009
April 1949
January 2010
May 1949
March 2010
June 1949
May 2010
July 1949
July 2010
August 1949
September 2010
September 1949
November 2010
October 1949
January 2011
November 1949
March 2011
December 1949
May 2011
January 1950
July 2011
February 1950
September 2011
~135~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
March 1950
November 2011
April 1950
January 2012
May 1950
March 2012
June 1950
May 2012
July 1950
July 2012
August 1950
September 2012
September 1950
November 2012
October 1950
January 2013
November 1950
March 2013
December 1950
May 2013
January 1951
July 2013
February 1951
September 2013
March 1951
November 2013
April 1951
January 2014
May 1951
March 2014
June 1951
May 2014
July 1951
July 2014
August 1951
September 2014
September 1951
November 2014
October 1951
January 2015
November 1951
March 2015
December 1951
May 2015
January 1952
July 2015
~136~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
February 1952
September 2015
March 1952
November 2015
April 1952
January 2016
May 1952
March 2016
June 1952
May 2016
July 1952
July 2016
August 1952
September 2016
September 1952
November 2016
October 1952
January 2017
November 1952
March 2017
December 1952
May 2017
January 1953
July2017
February 1953
September 2017
March 1953
November 2017
April 1953
January 2018
May 1953
March 2018
June 1953
May 2018
July 1953
July 2018
65th birthday
(1 August 2018 or later)
~137~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
Annex
Table II
Phasing of Optional Retirement Age from 55 to 60 years
over the Period 2008 to 2018
Month and Year of Birth
July 1953
July 2008
August 1953
September 2008
September 1953
November 2008
October 1953
January 2009
November 1953
March 2009
December 1953
May 2009
January 1954
July 2009
February 1954
September 2009
March 1954
November 2009
April 1954
January 2010
May 1954
March 2010
June 1954
May 2010
July 1954
July 2010
August 1954
September 2010
September 1954
November 2010
October 1954
January 2011
November 1954
March 2011
December 1954
May 2011
January 1955
July 2011
~138~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
February 1955
September 2011
March 1955
November 2011
April 1955
January 2012
May 1955
March 2012
June 1955
May 2012
July 1955
July 2012
August 1955
September 2012
September 1955
November 2012
October 1955
January 2013
November 1955
March 2013
December 1955
May 2013
January 1956
July 2013
February 1956
September 2013
March 1956
November 2013
April 1956
January 2014
May 1956
March 2014
June 1956
May 2014
July 1956
July 2014
August 1956
September 2014
September 1956
November 2014
October 1956
January 2015
November 1956
March 2015
December 1956
May 2015
~139~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
January 1957
July 2015
February 1957
September 2015
March 1957
November 2015
April 1957
January 2016
May 1957
March 2016
June 1957
May 2016
July 1957
July 2016
August 1957
September 2016
September 1957
November 2016
October 1957
January 2017
November 1957
March 2017
December 1957
May 2017
January 1958
July 2017
February 1958
September 2017
March 1958
November 2017
April 1958
January 2018
May 1958
March 2018
June 1958
May 2018
July 1958
July 2018
60th birthday
(1 August 2018 or later)
~140~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
Annex
Table III
Phasing of Retirement Age
(with the Approval of the Relevant Service Commission)
from 50 to 55 years over the Period 2008 to 2018
Month and Year of Birth
July 1958
July 2008
August 1958
September 2008
September 1958
November 2008
October 1958
January 2009
November 1958
March 2009
December 1958
May 2009
January 1959
July 2009
February 1959
September 2009
March 1959
November 2009
April 1959
January 2010
May 1959
March 2010
June 1959
May 2010
July 1959
July 2010
August 1959
September 2010
September 1959
November 2010
October 1959
January 2011
November 1959
March 2011
December 1959
May 2011
January 1960
July 2011
~141~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
February 1960
September 2011
March 1960
November 2011
April 1960
January 2012
May 1960
March 2012
June 1960
May 2012
July 1960
July 2012
August 1960
September 2012
September 1960
November 2012
October 1960
January 2013
November 1960
March 2013
December 1960
May 2013
January 1961
July 2013
February 1961
September 2013
March 1961
November 2013
April 1961
January 2014
May 1961
March 2014
June 1961
May 2014
July 1961
July 2014
August 1961
September 2014
September 1961
November 2014
October 1961
January 2015
November 1961
March 2015
December 1961
May 2015
~142~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
January 1962
July 2015
February 1962
September 2015
March 1962
November 2015
April 1962
January 2016
May 1962
March 2016
June 1962
May 2016
July 1962
July 2016
August 1962
September 2016
September 1962
November 2016
October 1962
January 2017
November 1962
March 2017
December 1962
May 2017
January 1963
July 2017
February 1963
September 2017
March 1963
November 2017
April 1963
January 2018
May 1963
March 2018
June 1963
May 2018
July 1963
July 2018
55th birthday
(1 August 2018 or later)
***************
~143~
Conditions of Service
Retirement and Retirement Benefits Pension Scheme for the Public Sector
~144~
Conditions of Service
16.
16.1
Pension is a privilege which has been earned by the work of an employee over
the years. It is survival kit that an employee takes to cater for old age needs.
Pension, therefore, is a source of income to retired employees. Pension derived
by public sector employees refers to occupational pension and is earned over
and above the Basic Retirement Pension (BRP) which is being catered for to all
citizens attaining the age of 60, whereas the occupational pension is funded
from both the employer and the employee contributions.
16.2
Pension derived from past occupation is a recognition of long and loyal service
of employee and is rewarded in monetary terms, the computation of which, is
on the basis of the number of years of pensionable service and the retiring
salary of the employee. The Accountant-General is responsible for the
computation of occupational pension for civil servants, while the State
Insurance Company of Mauritius (SICOM) generally caters for employees of the
Parastatal Bodies and Local Authorities.
16.3
In principle, in each general review of pay and grading structures, the average
percentage of loss in purchasing power in between two reports, is compensated
by way of salary increase. On this basis, the salaries Commissioner,
Mr. D. Chessworth in his Report recommended that the pension of retired public
officers be recomputed on the basis of revised pensionable emoluments of the
relevant grade as from the date of implementation of new salaries. The same
policy has, therefore, been adopted after each PRB review. Keeping in view
the rationale of such recommendation, we are recommending accordingly.
Recommendation 1
16.4
16.5
16.6
In the event a grade no longer exists but there are still pensioners who
belonged to that grade, a hypothetical salary based on the nearest
equivalent grade to be worked out by the Pay Research Bureau, should
be used. It should be noted that the nearest equivalent grade should not
necessarily be a grade in the same organisation.
~145~
Conditions of Service
16.7
16.8
16.9
However, the pension of public service pensioners were computed on the basis
of revised salaries inclusive of the 6% component.
16.10
Recommendation 2
16.11
16.12
16.13
During consultations, it has been submitted that an officer who dies in service,
his/her heirs receive only the gratuity, whereas the monthly pension that would
have accrued to the officer had he not deceased while in office is not payable
to his/her heirs despite the latter having contributed to the pension fund.
16.14
This situation causes much hardship and trouble to the bereaved family,
especially in the case of a non-working wife with children under age.
16.15
We have examined the issue in-depth and we consider that the payment of a
reduced pension for a period of one year following the death of the officer could
be paid to the bereaved family taking into consideration the contribution made
by the deceased to the pension fund and the number of years he devoted to
serve the country. We are, therefore, recommending accordingly.
~146~
Conditions of Service
Recommendation 3
16.16
16.17
************
~147~
Conditions of Service
~148~
Conditions of Service
E-Government
17.
E-GOVERNMENT
17.1
One of the main thrusts of this Report is the modernisation of the public sector
through technological innovation and digitalisation for an enhanced service
delivery to meet citizens, non-citizens and other stakeholders needs. In this
perspective, e-government would play a linchpin role in giving a new drive to
the Civil Service. In fact, an optimal use of technology would transform the way
in which government functions are developed, organised and executed.
17.2
For several decades, the Bureau has been advocating about the need to
modernise the public sector through various reforms including e-government
initiatives and computerisation of work processes. Since the start of the
e-government journey, many projects have been developed and implemented,
most of them relating to the delivery of counter services. The realisation of egovernment projects in the civil service rests primarily on the Ministry of
Technology, Communication and Innovation (MTCI) and Divisions/
Parastatal Bodies falling under its aegis. In a few cases, organisations have
recourse to contractual employment of IT professionals from the private sector
to set up, implement and monitor different IT projects/systems.
17.3
The Bureau has noted that despite the implementation of various systems in
the Public Sector, the adoption of modern technologies seems quite invisible,
moving at a slow pace. This fact has been confirmed by our survey findings
which are discussed at a later stage in this chapter, and by the observations
made by parties concerned during consultations in the context of this Report.
17.4
Survey on E-Government
17.5
~149~
Conditions of Service
17.6
E-Government
Survey Findings
17.7
The survey findings have revealed, among others, that a few organisations still
do not have a website, while 43% of organisations provide online services.
Suggestions on how online services could be improved comprise, among
others, offering e-payment options, employing the right and qualified candidates
in the field, better and faster access to the internet at lower prices, training of
staff, provision of better hardware infrastructure, introduction of mobile services
through various applications and rendering services more user friendly.
17.8
17.9
17.10
17.11
17.12
Moreover, following consultation with parties concerned, the Bureau has taken
note that the major impediments of spearheading e-government initiatives in the
Public Sector, including the automation of work processes are, amongst others,
financial constraints; shortage of IT personnel from the Central Informatics
Bureau (CIB), and Central Information Systems Division (CISD); lack of IT
professionals possessing the desired skills and competencies, resistance from
staff to change; absence of an e-culture; inadequate collaboration among
departments; and an undefined role on ownership of projects. We further wish
to point out that one of the biggest challenges for a successful automation of
work processes is an unchanging mindset with respect to the transition from
~150~
Conditions of Service
E-Government
Taking into consideration all the above mentioned impediments, in this Report,
the Bureau is coming up with new recommendations with a view to stimulating
the setting up of e-government projects as well as public sector
computerisation. A few existing recommendations have been scrapped or
revisited. In addition, we have taken heed of the digital revolution in this new
age, driven by innovations in e-commerce, e-communication and an increased
deployment of the internet and web technologies. In this perspective, we are
also advocating for the increased use of digital technology for an easier and
faster access to information.
Horizontal Applications
17.14
We have been recommending in previous reports for the rolling out of the
Computerised Registry System, Computerised Personnel System and the
Electronic Attendance System. The Bureau has been apprised that there are
still many organisations which have not yet set up same. In some places, these
systems have been established but are not operational due to technical
problems which have been left unsolved or a lack of follow-up from
Management or reluctance from staff to use the new system. Moreover, we
have been informed that the Human Resource Management Information
System (HRMIS) Project, driven by the MCSAR, has taken over the Personnel
System. We are, therefore, recommending for the implementation of the
Electronic Attendance System and Computerised Registry System.
Recommendation 1
17.15
We recommend that:
(i)
(ii)
Web Sites
17.16
The Bureau has taken cognizance that a few organisations still do not have a
website. We consider that in this digital era, it is imperative for every public
organisation to have a website where relevant information may be provided to
and accessed by customers/clients. Furthermore, in the context of this Report,
parties concerned have represented that websites should be more informative
and/or interactive, so as to enlist the participation of citizens/
customers in expressing their views/comments. We wish to highlight that
~151~
Conditions of Service
E-Government
17.18
The Bureau has observed through the survey findings that most e-government
projects are directed towards the delivery of counter services. Only a few
organisations (3.1%) have set up an e-Document Management System
whereby the majority of work processes have been computerised. As regards
the objective of transforming the work environment into a paperless office, it has
remained at the recommendation stage.
17.20
17.21
In addition, the public sector, being one of the largest sectors of the economy,
stands to gain from this paradigm shift. The OAS will allow for a greater
pervasion of digital technology and improve the working environment, rendering
it almost paperless and equipping it with state-of-the-art facilities. However, the
successful implementation of such a system will depend, to a large extent, on
the mindset of public sector employees as well as the determination and
commitment of top management to make things happen.
~152~
Conditions of Service
E-Government
Recommendation 3
17.23
We recommend:
(i)
(ii)
(iii)
Training
17.24
17.25
Moreover, in the last Report, we provided for the MTCI to mount an appropriate
training course in IT for Chief Executives and their subordinates, against
payment of compensation to those who have followed the said course. We
have been apprised that this recommendation has not been implemented. In
view thereof, we are making a general recommendation.
~153~
Conditions of Service
E-Government
Recommendation 4
17.26
Digital Library
17.27
Management and Staff Associations have represented that the existing manual
mode of having access to information has become outdated, time consuming,
inefficient and ineffective, hence impacting adversely on service delivery.
Moreover, with the emergence of the knowledge society, the Bureau has
received many requests from various quarters for the payment of an allowance
on account of Continuous Professional Development.
17.28
We have carefully examined the issue in-depth and recognise that rapid
advances in information technologies have revolutionised access to information
and knowledge, where digital information is substituting print-based information.
In this respect, we are advocating for employees/organisations to have recourse
to digital or e-libraries for an instant and easier access to information, so as to
keep abreast of new trending issues and developments in their sectors of
activity. In the public sector, only a few organisations (32%) have recourse to
e-libraries, as revealed by our survey findings.
17.29
We strongly believe that the public sector should make full use of e-libraries as
they enable on-line access to international periodicals, books, research papers,
studies, journals, consultancy reports, data and statistical tools, among others.
We also acknowledge that access to most of these digital libraries involves
additional cost in terms of subscription/membership fees. We are making
appropriate recommendations to that effect.
Recommendation 5
17.30
17.31
(ii)
~154~
Conditions of Service
E-Government
Recommendation 6
17.32
Many representations made in the context of this Report regarding public sector
computerisation were geared towards the provision of updated ICT tools and
facilities including laptops, tablets, smart phones, PCs, printers and scanners.
The Bureau was also requested, among others, to grant internet access to all
employees including those operating at lower levels.
17.34
Recommendation 7
17.35
We recommend that:
(i)
(ii)
Recommendation 8
17.36
(ii)
************
~155~
Conditions of Service
E-Government
~156~
Conditions of Service
18.
18.1
18.2
18.3
~157~
Conditions of Service
End of Year Bonus which was initially paid through the enactment of legislation,
has now become, following the recommendations of the 2003 PRB Report, a
mandatory part of the conditions of service of employees of the Public Sector.
18.1.2.
No change has been brought to the provisions that govern the payment of the
end of year bonus. These provisions are reproduced hereunder:
(i)
(ii)
(iii)
For employees who retired during the year, the bonus is calculated
on a pro-rata basis according to the period in respect of which they
have drawn salary and pension respectively. The same principle
also applies to employees who were on approved leave without pay
during the year and have resumed duty;
(iv)
(v)
(a)
those who have not resigned from their previous service are
eligible for bonus from the Government and the Parastatal
Body/Local Authority or from a Parastatal Body/Local
Authority and another Parastatal Body/Local Authority in
proportion to their respective periods of service during the
year in the two sectors; and
(b)
Conditions of Service
Employees who have resigned from the service to join the private
sector or for their own convenience or have been dismissed or are
under interdiction are not paid end-of-year bonus. However,
employees who are reinstated in their posts may be paid the endof-year bonus in respect of the period they were under interdiction,
subject to the approval of the Supervising Officer.
(vii)
(viii)
(ix)
(b)
~159~
Conditions of Service
End of Year Bonus to officers who have been in actingship in a higher post or
assigned higher duties.
18.1.3.
permanent vacancies;
(b)
(c)
(d)
are paid the end-of-year bonus on the aggregate earnings. In case the
officer proceeds on approved leave during the calendar year, the end of
year bonus is computed on a pro-rata basis, provided the officer had been
assigned the higher duties for a continuous period of at least four months
in that calendar year.
18.1.4.
Supply Teachers who have served for at least six months in a calendar
year are paid the end-of-year bonus on a pro-rata basis for that period
although they were not in employment on 31 December.
Recommendation
18.1.5.
************
~160~
Conditions of Service
18.2.2
It is to be recalled that in 1975, senior officers whose status and duties rendered
it essential that they should use their private car for the effective performance
of their normal duties were granted loans to purchase a car and were eligible
for an all-inclusive travel grant to cover partly the maintenance of running
expenses of their car. Such officers were not entitled to claim any refund of
travelling expenses incurred on official duty. Other officers travelling by bus to
attend duty from home and back were refunded their travelling expenses in toto.
18.2.3
The Duty Free Car Scheme came into existence in the year 1987 and senior
officers were able to obtain loan at concessionary rate to purchase a 100% dutyexempted car. Officers who were required, by nature of their duties, to perform
extensive field duties were eligible for a 60% duty exempted car (now 70%). On
the other hand, the Official Car Scheme allowed officers of the status of
Permanent Secretary and above to benefit from the exclusive use of a
chauffeur-driven car for official use, however, the cost for petrol had to be borne
by these officers in case the car was used for private purposes.
18.2.4
This scheme has been maintained and improved in the successive reports in
order to provide an appropriate remuneration package to public sector
employees to sustain proper salary differentials at different levels as well as to
ease recruitment and retention problems in scarcity areas whilst officers in other
categories continue to benefit from the renewal of their duty remitted car at
intervals of five/seven years. The once in a life time scheme and cash in lieu of
the grant of duty exempted car were introduced to improve further the travelling
benefits.
18.2.5
Travelling allowances and car benefits are classified into the following
categories:
(a)
(b)
(c)
(d)
(e)
Conditions of Service
(f)
(g)
(h)
(i)
(j)
(k)
18.2.6
It can be observed from above that the level of entitlement increases as officers
move up the hierarchy lower grades are eligible for refund of travelling
expenses by bus, operational staff at certain salary level qualify for a travel
grant; field workers and professionals for duty free facilities and the top
executives for a chauffeur-driven car. This has been set in order of positions
and responsibilities in the hierarchy or by virtue of their status.
18.2.7
The main considerations which guided us in this Report to maintain the scheme
were based, among others, on the quantum of duty exemption as a component
in the total reward package of public officers, the motivational factors to facilitate
recruitment and retention and the need to contain the fleet of vehicles.
18.2.8
(b)
(c)
(d)
(e)
(f)
(g)
18.2.9
18.2.10
The drastic drop in the price of fuel during the preceding years (2013-2016) as
well as the need to maintain the fleet of vehicles at a reasonable level have also
been important considerations.
~162~
Conditions of Service
18.2.11
We are dealing with Travelling and Car Benefits under five main sections,
namely: Duty Exemption; Motor Vehicle/Motorcycle/Autocycle/Bicycle
Loans; Travelling Allowances, Travel Grant and Refund of Travelling
Expenses by bus; Official Government Car Scheme; and Other
Recommendations.
~163~
Conditions of Service
18.2.13
It has also been opined that the integration of car benefits in salary would
enhance the reward package of eligible officers whilst staff associations argue
that the component of duty-free vehicles in total imports is not significant.
18.2.14
18.2.15
(i)
(ii)
(iii)
duty exempted cars are still in good running condition after use over a
period of seven years as most beneficiaries are easily granted a road
worthiness certificate for a period of two years over and above the initial
period of seven years.
In view thereof and given that duty exemption facilities have over the years
become an attractive component in the pay package, we are maintaining this
scheme by making appropriate recommendations.
Recommendation 1
18.2.16
(ii)
~164~
Conditions of Service
or
(iii)
(A)
(B)
(C)
No.
Salary Level/Category of
Officers
1.
Officers drawing a
monthly
salary
of
Rs 89000 or more but
not eligible for a
chauffeur/self-driven
car
Engine
Capacity
Officers drawing a
monthly
salary
of
Rs 86000 but less than
Rs 89000 as well as
those
drawing
a
monthly salary in a
scale the maximum of
which is not less than
Rs 86000.
~165~
Engine
Capacity
up to 1850 cc
(ii) 7 years
up to 2000 cc
Conditions of Service
No.
3.
4.
(A)
(B)
(C)
Salary Level/Category of
Officers
Officers
drawing
a
monthly
salary
of
Rs 48425 and above in a
scale the maximum of
which is not less than
Rs 70450 and those
drawing
a
monthly
salary in the range of
Rs 58075 and up to
Rs 83000 as well as
incumbents in grades
listed at Annex I to this
Chapter including those
appointed in a temporary
capacity
under
this
category.
Engine
Capacity
Rate of Duty
exemption
(i) 8 years
85%
(ii) 9 years
100%
Recommendation 2
18.2.17
who has opted for the payment of a monthly car allowance which
is payable as from the date the option is exercised, in lieu of duty
exemption or deferred renewal to take advantage of enhanced rate
of duty exemption or higher engine capacity should put up an
application, in writing, for same;
~166~
Conditions of Service
(b)
who has opted for the payment of a monthly car allowance in lieu
of duty exemption, would be allowed to take advantage of duty
exemption only after a period of six months as from the date he
exercised the option for the allowance; and the span of time during
which the beneficiary has drawn the allowance should be excluded
from the period of eligibility for renewal of the car;
(c)
who has opted to defer the renewal of the duty exempted car to
benefit from higher rate of duty exemption or higher engine
capacity, would not be entitled to the monthly car allowance in lieu
of the duty exemption as from the date he exercises this option up
till the end of the period qualifying him for the higher engine
capacity/enhanced duty exemption;
(d)
(e)
(f)
(g)
(h)
who has opted for the payment of a monthly car allowance in lieu
of duty exemption should not be allowed to use the organisations
vehicle but should make his own transport arrangements for the
performance of official travelling.
~167~
Conditions of Service
Recommendation 3
18.2.18
(b)
(c)
(d)
(e)
(f)
(g)
who has purchased a car of up to 2250 cc and has paid excise duty
on the difference between a 1400 cc or 1500 cc or 1601 cc or
1850 cc car and a car of up to 2250 cc should, if he opts to retain
the car on qualifying for a 1500 or 1601 or 1850 cc car, be refunded
proportionate excise duty, if any, thereon as from the date he
qualifies for a 1500 or 1601 or 1850 cc car; and
(h)
Change in Entitlement
Recommendation 4
18.2.19
We also recommend that an officer who has taken advantage of 70% duty
exemption and qualifies, by virtue of salary, for 100% duty exemption on
or after 01 January 2016 or purchased a 70% or 100% duty exempted car
~168~
Conditions of Service
(ii)
officers who have never benefited from duty exemption on a car but
drawing a monthly salary of Rs 56450 and those drawing a monthly
salary of Rs 43850 or more in a salary scale the maximum of which
is not less than Rs 62950 would be eligible, once, for the purchase
of a 70% duty exempted car with engine capacity of up to 1400 cc
on the same terms and conditions as per relevant provisions at
paragraphs 18.2.16 (No. 4) and 18.2.43, except for renewal of a car,
provided outstanding loan, if any, is reimbursed
or
opt for a monthly car allowance of Rs 2100 in lieu of duty
exemption;
(iii)
(iv)
~169~
Conditions of Service
officers who were eligible for 100% duty exemption on a car in line
with provisions at paragraph 15.2.78 of the 2003 PRB Report
(Volume I) would continue to be eligible, on a personal basis, for
100% duty exemption on a car and related benefits as per terms
and conditions at paragraph 18.2.16 (No. 3) although not drawing a
monthly salary of Rs 58075 with this Report; and
(vi)
Some officers, by virtue of their posting, are required to perform official travelling
on a regular basis by car. However, on account of their salary or nature of
duties they are not eligible for 70% duty exemption for the purchase of a car. A
Committee chaired by the Financial Secretary comprising the Director of Pay
Research Bureau and the Supervising Officer of the Ministry of Civil Service
and Administrative Reforms evolve appropriate criteria for determining eligibility
for the grant of duty exemption of up to a maximum of Rs 100,000 on a car of
up to 1400 cc to such officers. They are refunded official travelling expenses at
approved rates. These provisions are also applicable to Advisers/Officers on
contract employment who are required to perform extensive field duties.
Recommendation 6
18.2.22
We recommend that:
(i)
(ii)
~170~
Conditions of Service
Recommendation 7
18.2.23
Recommendation 8
18.2.24
Recommendation 9
18.2.25
(b)
has opted for the payment of a monthly car allowance in lieu of duty
exemption, as specified at paragraph 18.2.16 would no longer be
entitled to the payment of same as from the date of reversion to his
former position.
The provisions regarding duty exemption and loan facilities for the purchase of
a car to Advisers/Officers employed on contract basis under different categories
are, save for a few exceptions, aligned with provisions applicable to public
officers on permanent and pensionable establishment. They are required to
furnish security to cover the full amount of the loan contracted.
~171~
Conditions of Service
18.2.28
18.2.29
The option for a monthly car allowance does not allow them to benefit from duty
exemption facilities until the expiry of the first contract.
Recommendation 11
18.2.30
18.2.31
(b)
who have opted for the monthly car allowance in lieu of the duty
exemption facilities would not benefit from duty exemption until the
expiry of the first contract.
Recommendation 12
18.2.32
We recommend that:
(i)
~172~
Conditions of Service
(ii)
(iii)
(iv)
Conditions of Service
either
duty exemption of up to Rs 100000 for the purchase of a car with engine
capacity of up to 1400 cc
or
the option for the payment of a monthly car allowance of Rs 2100 in lieu
of the Rs 100000 duty exemption
and
claim mileage for official travelling at appropriate rates as specified at
paragraph 18.2.68 (No. 5).
Reimbursement of Excise Duty by Advisers/Officers on Contract Employment
18.2.34
Recommendation 14
18.2.35
We recommend that:
(i)
(ii)
Certain categories of officers at the lower levels are required to perform field
duties and, therefore, have to move to different sites of work during the day.
These officers were benefiting from duty exemption on autocycle/motorcycle.
The corresponding grades of such categories of officers are listed at
Annex III of this Chapter.
18.2.37
18.2.38
~174~
Conditions of Service
~175~
Conditions of Service
Public officers eligible for loan facilities for the purchase of a motor vehicle are
classified into various categories based on their entitlement to duty exemption
and salary levels. The interest rate is at Repo Rate for applications of loan
facilities as from 01 July 2013.
18.2.41
We are maintaining the existing loan facilities for the purchase of a motor
vehicle, however, as from 01 January 2016 all loans advanced will be at
interest rate of 4% per annum.
18.2.42
The existing provisions to enable beneficiaries who opt for a car allowance in
lieu of duty exemption to take advantage of loan facilities to purchase a car from
the local market are maintained.
Recommendation 16
18.2.43
We recommend that:
(a)
(b)
(c)
officers who opt for a monthly car allowance in lieu of 70% or 100%
duty exemption, may be granted loan facilities as per relevant
provisions at paragraphs (a) and (b) above for the purchase of a
car;
(d)
~176~
Conditions of Service
(e)
(f)
officers qualifying for a travel grant but who are not eligible for duty
exemption would be entitled to loan facilities of up to 21 months
salary refundable in 84 monthly instalments for the purchase of a
car of up to eight years old on which duty is not exempted provided
the beneficiary draws a monthly basic salary in the range of
Rs 42325 and up to Rs 56450;
(g)
(h)
(i)
officers not entitled to duty exemption on a car, but who are eligible
for loan facilities to purchase a car, may be allowed to acquire a car
of up to eight years old. The car can be renewed after seven years
have elapsed from the date of purchase or when the car has
reached 11 years as from the date of first registration in Mauritius,
whichever is earlier provided the outstanding loan, if any, is
cleared. The quantum of loan should not exceed 15 months salary
and refund should be made in 60 monthly instalments for a second
and subsequent purchase;
(j)
(k)
the interest rate on car loans for new applications in the Public
Sector should be at interest rate of 4% per annum as from
01 January 2016.
~177~
Conditions of Service
Field Supervisor (Scavenging) in all district councils are called upon to visit
different sites of work on the same day in the performance of their duties. As
such, they benefit from loan facilities to purchase an autocycle. We are
maintaining this provision.
Recommendation 17
18.2.45
Certain categories of Officers whose grades are listed at Annex III to this
Volume are presently granted loan facilities, equivalent to the price of the
autocycle/motorcycle, not exceeding 15 months salary with interest refundable
in 84 monthly instalments.
18.2.48
Such officers are allowed to renew their motorcycle/autocycle after seven years
as from the date of purchase and are entitled to loan facilities and duty
exemption on the same terms and conditions as for their first purchase.
18.2.49
18.2.50
We are maintaining these provisions whilst reviewing the salary levels for
eligibility and the engine capacity of autocycle/motorcycle to meet the
requirement of the Excise Act. The interest rate on loans would now be
4% per annum.
~178~
Conditions of Service
Recommendation 19
18.2.51
We recommend that:
(a)
officers whose grades are listed at Annex III to this Chapter should
continue to benefit from loan facilities for the purchase of an
autocycle/motorcycle with engine capacity of up to 125 cc once
every seven years;
(b)
(c)
Recommendation 20
18.2.52
We recommend that:
(i)
officers whose grades are listed at Annex III to this Chapter and
who are drawing either a monthly salary of Rs 27850 and above or
a salary in a scale the minimum of which is not less than Rs 17050
would be eligible for loan facilities to purchase a car of up to eight
years old on the same terms and conditions as at paragraph
18.2.43 (g); and
(ii)
18.2.54
The loan facilities are also granted to officers who have to attend different sites
of work on the same day in the performance of their duties and to employees of
the Tradesman grade who are required to be on call to attend to emergencies
after normal office hours, during weekends and public holidays.
~179~
Conditions of Service
Recommendation 21
18.2.55
18.2.56
Bicycle Loans
18.2.57
An officer who uses a bicycle for official travelling is presently granted loan
facilities equivalent to the price of the bicycle every seven years with interest
refundable in 84 monthly instalments. We are maintaining these provisions
whilst reviewing the rate of interest to 4% per annum.
Recommendation 22
18.2.58
We recommend that officers who are required to use their bicycle for
official travelling should be granted loan facilities equivalent to its market
price at interest rate of 4% per annum refundable in 84 monthly
instalments.
Eligible officers who have availed of loan facilities for the purchase or renewal
of a car/motorcycle and failed to produce relevant documentary evidence are
bound to refund the loan together with interest accrued thereon. We are
maintaining these provisions.
Recommendation 23
18.2.60
We recommend that an officer who has availed of loan facilities and fails
to produce documentary evidence in respect of the purchase of the
vehicle, should refund same and any interest accrued thereon by a date
as may be determined by the Accountant-General. Furthermore, the
~180~
Conditions of Service
beneficiary would qualify for loan facilities anew after five or seven years,
whichever is applicable.
18.2.61
We further recommend that in case of default the officer would forego his
chance for further loans.
18.2.63
Reimbursement of Loan
Recommendation 24
18.2.64
We recommend that:
(i)
(ii)
(iii)
(iv)
~181~
Conditions of Service
~182~
Conditions of Service
18.2.66
18.2.67
Recommendation 25
18.2.68
No.
Categories of Officers
1.
~183~
OR
refund of mileage, subject to the
approval of the Supervising Officer, at
the rate specified at (No. 5) (ii) below
together with a monthly commuted
allowance of Rs 3165 in case officers
perform official travelling during the
month.
Conditions of Service
No.
2.
Categories of Officers
(i)
A monthly
Rs 11500
travelling
allowance
of
OR
4.
5.
A monthly
Rs 2350
travelling
allowance
of
OR
refund of bus fares, whichever is
higher.
Officers
performing
official (i)
travelling by car but not eligible for
travel grant /travelling allowance.
~184~
Conditions of Service
No.
6.
Categories of Officers
(i)
(i)
Recommendation 26
18.2.69
(a)
(b)
(iii)
Conditions of Service
18.2.70
Officers performing field duties and who are in receipt of a travelling allowance
or a travel grant are allowed to opt for a monthly commuted allowance together
with refund of mileage at appropriate rates. We are maintaining this provision.
Recommendation 27
18.2.72
We recommend that:
(i)
(ii)
Travelling Benefits for officers during Pre-Retirement Leave and for Interdicted
Officers upon Reinstatement
18.2.73
Officers eligible for a monthly commuted travelling allowance or travel grant are
paid same during their pre-retirement leave although they do not attend duty at
all in a month.
18.2.74
18.2.75
~186~
Conditions of Service
Recommendation 28
18.2.76
We recommend that:
(i)
(ii)
officers as specified at paragraph 18.2.69 (i) (a) and (b) who were
entitled to a commuted allowance/travel grant prior to their
interdiction, should be paid the monthly commuted allowance of
either Rs 4570 or Rs 3255 whichever is applicable, upon their
reinstatement, provided they owned a car during the interdiction
period;
(iii)
(iv)
Officers who perform official travelling by car but not in receipt of a travel grant
are refunded mileage allowance for distance between office and site of work.
The officers are also refunded the running costs for the distance not considered
as official mileage on days on which they are required to use their car for official
travelling. The refund of mileage allowance for official travelling on distance
covered between office and site of work are computed in consideration of the
most economical route.
Recommendation 29
18.2.78
18.2.79
Conditions of Service
18.2.81
Generally, the quantum of official distance travelled varies from month to month
according to fluctuations in the extent of field duties. Officers may perform
official travelling of less than 800 km in one month and more than 800 km in
another. Therefore, in such cases, the refund of travelling expenses is
readjusted at the end of each financial year to ensure that the higher rate of
refund is applied on an aggregate of up to a maximum of 9600 km over the
period of twelve months.
18.2.82
Provisions have also been made for adjustment in the refund of mileage
allowance to certain categories of officers who are required to perform travelling
during specific periods of the year, to assist them towards the fixed costs
incurred in respect of their car over the financial year.
18.2.83
Recommendation 30
18.2.84
We recommend that:
(i)
(ii)
(iii)
the provisions at paragraph (i) above would be applicable on a prorata basis to officers proceeding on leave with or without pay for a
period exceeding three months.
Officers who attend duty by bus are refunded in toto travelling expenses
incurred for journeys between their residence and place of work provided the
distance is not less than 1.6 kilometres.
~188~
Conditions of Service
18.2.86
(ii)
18.2.87
Officers working on shift and those serving in a temporary capacity are refunded
travelling expenses on the basis of the number of days of attendance. For shift
workers, management is allowed for administrative convenience, to work out an
appropriate mode of refund of travelling expenses in relation to the average
number of working days in a month, subject to the approval of the MCSAR.
18.2.88
Refund of travelling expenses for Primary School Teachers is made at the rate
of 16 days a month and for Secondary School Teachers at the rate of 15 days
monthly.
18.2.89
Recommendation 31
18.2.90
Some officers use their own means of transport other than car to attend duty
and are paid a monthly travelling allowance of Rs 400 or the amount
representing refund of bus fares for attending work during the month, whichever
is the higher.
Recommendation 32
18.2.92
Officers who are required to perform official travelling by bus are refunded the
cost of the bus fares incurred in toto. We are maintaining this provision.
Recommendation 33
18.2.94
~189~
Conditions of Service
Bicycle Allowance
18.2.95
Recommendation 34
18.2.96
(ii)
Walking Allowance
18.2.97
Certain categories of officers, e.g. Forest Guards, are required to walk during
the performance of their duties because their places of work are not accessible
by vehicles. These officers are paid a monthly allowance of Rs 250. We are
revising same.
Recommendation 35
18.2.98
Certain employees who suffer from physical disabilities (foot and limb) face
difficulties to walk from their residence or office to catch a bus. Under normal
conditions employees are refunded bus fares whenever the distance for any trip
between residence to office exceeds 1.6 km by the most economical route. This
condition is not applicable to people suffering from a physical handicap and we
are maintaining the present provisions.
Recommendation 36
18.2.100 We recommend that officers who suffer from a physical disability
(foot/leg/limb) and are unable to walk at a normal pace should continue to
be refunded, subject to the approval of their Supervising Officer, bus fares
from residence to office and back inclusive of trips for distance of less
than 1.6 km.
18.2.101 We also recommend that subject to the approval of the MCSAR, the
provisions of the above recommendation may on production of a medical
certificate from a Government Medical Officer be extended on a case to
case basis, to an officer though not suffering from a physical disability
but who faces more or less the same sort of problem to attend duty and
back.
Pay Review 2016
~190~
Conditions of Service
~191~
Conditions of Service
~192~
Conditions of Service
18.2.111 We are maintaining the provisions of personalised official car inclusive of the
option in lieu thereof, that is, duty exemption with loan facilities to purchase a
car within the prescribed ceiling value along with the payment of a monthly car
allowance in lieu of the official car.
Recommendation 37
18.2.112 We recommend that Judges and officers drawing a monthly salary of
Rs 110000 and above should continue to be entitled to
either
a government official car, within the prescribed ceiling value, for official
use as well as for private purposes together with the payment of a monthly
fuel allowance, as may be determined by the High Powered Committee
(HPC) and a drivers allowance of Rs 8400 a month or the services of a
driver, wherever applicable
or
the payment of a monthly car allowance in lieu of the official car together
with a monthly fuel allowance as may be determined by the HPC and 100%
duty exemption for the purchase of a car of up to 2000 cc together with
loan facilities up to the corresponding ceiling value reimbursable in
60 monthly instalments at the rate of interest of 4% per annum and a
monthly drivers allowance of Rs 8400.
18.2.113 We further recommend that Accounting/Responsible Officers drawing a
monthly basic salary of Rs 101000 but less than Rs 110000 should
continue to be entitled to
either
a self-driven government official car within the prescribed ceiling value
for official use as well as for private purposes, together with the payment
of a monthly fuel allowance as may be determined by the HPC
or
the payment of a monthly car allowance in lieu of the official car together
with a monthly fuel allowance as may be determined by the HPC and 100%
duty exemption for the purchase of a car of up to 1850cc together with
loan facilities up to the corresponding ceiling value reimbursable in 60
monthly instalments at interest rate of 4% per annum.
18.2.114 We recommend that officers, falling under categories at paragraphs
18.2.112 and 18.2.113 who opt for the payment of a monthly car allowance
together with 100% duty exemption in lieu of the official car, would be
allowed to take advantage of the duty exemption and loan facilities
provided they reimburse outstanding loan, if any, on the car purchased
previously.
~193~
Conditions of Service
18.2.115 We further recommend that officers who wish to renew their duty
exempted car purchased on terms and conditions as laid down at
paragraphs 18.2.112 and 18.2.113 above should, at the expiry of the fiveyear period, be granted loan facilities up to a maximum of
15 months salary at an interest rate of 4% per annum refundable in
48 monthly instalments.
Recommendation 38
18.2.116 We recommend that the HPC should continue to look into the provisions
regarding other benefits related to chauffeur-driven/self-driven
government cars such as petrol allowances, services of a driver and the
monetary value for private use of car for pension purposes.
Ceiling Value and Renewal Period for Chauffeur-Driven/SelfDriven Government
Car
18.2.117 Officers in the Public Service including those of the Parastatal and Other
Statutory Bodies, Local Authorities and the Rodrigues Regional Assembly are
eligible for official/chauffeur-driven/self-driven cars within a prescribed ceiling
value according to status and salary levels. Accounting and Responsible
Officers and officers of the level of Permanent Secretary and above are allowed
to renew their official car every five years. However, the renewal period for
Judges and officers at this level and above is four years.
Recommendation 39
18.2.118 We recommend that:
(i)
(ii)
(iii)
an officer qualifying for a government official car and who opts for
same in lieu of a car allowance should in the first instance be
allocated a car of up to five years old from the pool, if available, or
a brand new car within the corresponding ceiling value, subject to
availability of funds; and
(iv)
an officer who has been allocated an official car from the pool
would be allowed to renew this car on its reaching five years as
from the date of first registration by another one of less than five
years.
~194~
Conditions of Service
(b)
they agree that government would not bear any additional liability
that may be attributed to the topping up amount in case the car is
damaged in an accident.
(ii)
18.2.122 The provisions at paragraphs 18.2.112 and 18.2.113 above also apply to
Chief Executives of Municipal Councils and District Councils in respect of
Drivers allowance.
~195~
Conditions of Service
(ii)
Duty Exemption to Officers Eligible for Chauffeur-Driven Government Car for the
Purchase of a Car for Private Use.
18.2.125 Officers of the level of Permanent Secretary and above who may be called upon
to work regularly beyond normal office hours for long periods are at present
eligible, subject to the approval of the HPC, for the purchase of a car, within the
prescribed ceiling value, on which duty is exempted. The argument in favour of
this provision is the non-availability of the official car for use by the family as the
officer is often retained beyond normal working hours and very often
unexpectedly. We are maintaining the present provisions.
Recommendation 42
18.2.126 We recommend that requests from eligible officers for duty exemption for
the purchase of a car for private use over and above their present
entitlement to an official car should continue to be looked into by the HPC
on a case-to-case basis. This exemption is restricted to a single purchase.
18.2.127 Judges and Officers at this level and above, should continue to be allowed
to renew the duty exempted car purchased for private use every seven
years, subject to the approval of the HPC.
~196~
Conditions of Service
Conditions of Service
Conditions of Service
capacity in a grade carrying the benefit of a chauffeurdriven/official car, may be allowed to retain the official car or be
provided with a car from the pool until their substantive
appointment or may opt for a monthly car allowance in lieu thereof.
Such officers would also be eligible for a drivers allowance in lieu
of the services of a driver or may seek the approval of the High
Powered Committee for the services of a driver;
(ii)
officers who have opted for the payment of a monthly car allowance
in lieu of an official car while, being assigned the duties of the post
of Secretary to the President and Secretary, Public and Disciplined
Forces Service Commissions may continue to draw this allowance
until their substantive appointment; and
(iii)
Conditions of Service
(iii)
(iv)
(v)
the duty free certificate issued to officers eligible for 100% duty
exemption on a car, on retiring at the age of 50 or above, should
remain valid as from the date they proceed on pre-retirement leave
up to six months after the effective date of their retirement;
(vi)
an officer who opts for a monthly car allowance in lieu of the official
car would also be eligible for the fuel allowance and a drivers
allowance in lieu of the services of a driver; and
(vii)
~200~
Conditions of Service
(ii)
(iii)
~201~
Conditions of Service
Conditions of Service
(ii)
(b)
(iii)
(iv)
************
~203~
Conditions of Service
ANNEX I
List of grades eligible for loan to purchase a 100% duty-exempted car
Accountant/Senior Accountant
Agricultural Engineer
Analyst (Personal to ex-Financial and Management Analyst as at 30.06.08)
Architect/Senior Architect
Assistant Accountant General
Auditor
Ayurvedic Medical Officer/Senior Ayurvedic Medical Officer
Chief Officer
Dental Surgeon/Senior Dental Surgeon
District Magistrate
Electrical Engineer/Senior Electrical Engineer
Engineer
Engineer (Airworthiness Air Frame/Power Plant)
Engineer (Airworthiness Avionics)
Engineer, Communication, Navigation and Surveillance
Engineer, Energy Efficiency
Engineer/Senior Engineer (Civil)
Engineer/Senior Engineer (Planning/Maintenance)
Engineer/Senior Engineer (Project/Planning)
formerly Planner/Senior Planner
Financial and Governance Analyst/Senior Financial
(Personal to the FMA and SFMA as at 30.06.08)
Government Valuer
~204~
and
Governance
Analyst
Conditions of Service
ANNEX I (Contd.)
Lead Architect
formerly Chief Architect
Lead Electrical Engineer
formerly Chief Engineer
Lead Engineer
formerly Chief Engineer
Lead Engineer (Planning/Maintenance)
formerly Chief Engineer
Lead Mechanical Engineer
formerly Chief Mechanical Engineer
Lead Engineer (Project/Planning)
formerly Chief Planner
Lead Quantity Surveyor
formerly Chief Quantity Surveyor
Lead Sanitary Engineer
formerly Principal Sanitary Engineer
Judicial Research Officer
Mechanical Engineer/Senior Mechanical Engineer
Medical and Health Officer/Senior Medical and Health Officer
Occupational Safety and Health Engineer/Senior Occupational Safety and Health
Engineer
Pharmacist/Senior Pharmacist
Planner
Principal Agricultural Engineer
Principal Architect (Personal to officers in post as at 31.12.15)
Principal Auditor
Principal Electrical Engineer (Personal to officers in post as at 31.12.15)
Principal Engineer (Personal to officers in post as at 31.12.15)
Principal Engineer (Planning/Maintenance) (Personal to officers in post as at 31.12.15)
~205~
Conditions of Service
ANNEX I (Contd.)
Principal Mechanical Engineer (Personal to officers in post as at 31.12.15)
Principal Quantity Surveyor (Personal to officers in post as at 31.12.15)
Project Manager (National Development Unit)
Project Officer/Senior Project Officer (National Development Unit)
formerly Project Officer
Project Officer (Ministry of Environment, Sustainable Development, Disaster and Beach
Management)
Quantity Surveyor/Senior Quantity Surveyor
Sanitary Engineer/Senior Sanitary Engineer
Senior Agricultural Engineer
Senior Analyst (Personal to ex-Senior Financial and Management Analyst as at
30.06.08)
Senior Auditor
Senior Engineer (Airworthiness Air Frame/Power Plant)
Senior Engineer (Airworthiness Avionics)
Senior Engineer (Communication, Navigation and Surveillance)
Senior Government Valuer
Senior Town and Country Planning Officer
State Attorney
State Counsel
Town and Country Planning Officer
Veterinary Officer
Veterinary Officer (Competent Authority)
~206~
Conditions of Service
ANNEX I (Contd.)
PARASTATAL AND OTHER STATUTORY BODIES
Accountant (drawing salary in the scale the maximum of which is not less than
Rs 56450 a month)
Internal Auditor (drawing salary in a scale the maximum of which is not less than
Rs 56450 a month)
Accountant/Senior Accountant
formerly Accountant
Senior Accountant
Chief Internal Auditor
Senior Internal Auditor
Road Development Authority
Assistant Divisional Manager (Civil Engineering)
Senior Manager (Civil Engineering)
Manager (Civil Engineering)
State Trading Corporation
Assistant Financial Manager
Town and Country Planning Board
Planning Officer/Senior Planning Officer
formerly Planning Officer
Mauritius Cane Industry Authority
Workshop Manager
Field Manager
Financial Reporting Council
Assistant Technical Executive
~207~
Conditions of Service
ANNEX I (Contd.)
LOCAL AUTHORITIES
Accountant (drawing salary in a scale the maximum of which is not less than Rs 56450 a
month)
Internal Auditor (drawing salary in a scale the maximum of which is not less than
Rs 56450 a month)
Accountant/Senior Accountant
formerly Accountant
Head, Land Use and Planning Department
Head, Public Infrastructure Department
Planning and Development Officer
Civil Engineer
Mechanical Engineer/Senior Mechanical Engineer
************
~208~
Conditions of Service
ANNEX Il
List of grades eligible for loan to purchase a 70 % duty exempted car
for official travelling
CIVIL SERVICE
MINISTRY/DEPARTMENT
GRADE
The Judiciary
National Assembly
Ombudsmans Office
Project Assistant
Senior Regional Development Officer
Regional Development Officer
Assistant Citizens Advice Bureau Coordinator
Citizens Advice Bureau Co-ordinator
Rodrigues Division
Survey Officer
~209~
Conditions of Service
ANNEX ll (Contd.)
MINISTRY/DEPARTMENT
GRADE
Police
Meteorological Services
Meteorologist/Senior Meteorologist
formerly Meteorologist
Maintenance Supervisor
Senior Maintenance Supervisor
Senior Surveyor
Surveyor
Planning Division
~210~
Conditions of Service
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Analyst/Senior Analyst
Senior Analyst (Personal)
Assistant Manager, Financial Operations (Personal to
officers in post as at 31.12.15)
Assistant Manager, Procurement and Supply
(Personal to officers in post as at 31.12.15)
Assistant Manager, Internal Control (Personal to
officers in post as at 31.12.15)
Deputy Official Receiver
Valuation
Ministry of Technology,
Communication and Innovation
Central Information Systems
Division
Superintendent of Works
Chief Inspector of Works
Senior Inspector of Works
Principal Materials Testing Officer
formerly Materials Testing Officer
Senior Technical and Mechanical Officer
Technical and Mechanical Officer
Principal Technical Officer (Civil Engineering)
Senior Technical Officer (Civil Engineering)
Technical Officer (Civil Engineering)
Technical Officer
~211~
Conditions of Service
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Engineering Section
Quantity Surveying Section
Architect Section (Contd.)
Chief Inspector
Principal Inspector
Senior Inspector
Chief Technician
Principal Technician
Senior Technician
Music Organiser
Physical Education Organiser
Senior School Inspector
School Inspector
Senior Supervisor Oriental Languages
Supervisor Oriental Languages
Assistant Supervisor Oriental Languages
Supervisor (The Arts)
~212~
Conditions of Service
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
~213~
Conditions of Service
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Chief Inspector
Senior Inspector
Forestry Services
~214~
Conditions of Service
ANNEX ll (Contd.)
MINISTRY/DEPARTMENT
GRADE
Conservator
Commerce Division
Legal Metrologist
Senior Technical Officer (Legal Metrology)
Technical Officer (Legal Metrology) (Personal)
Senior Commercial Officer
Commercial Officer
Assay Office
~215~
Conditions of Service
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Psychologist/SeniorPsychologist
formerly Psychologist
Family Counselling Officer
Co-ordinator
Senior Family Welfare and Protection Officer
Family Welfare and Protection Officer
Senior Child Welfare Officer (Personal)
Reform Institutions
~216~
Conditions of Service
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Ministry of Environment,
Sustainable Development, Disaster
and Beach Management
Department of Environment
Technical Officer
Project Officer/Senior Project Officer
Principal Project Officer
~217~
Conditions of Service
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Employment Service
Registry of Associations
~218~
Conditions of Service
ANNEX II (Contd.)
RODRIGUES REGIONAL ASSEMBLY
In principle, officers in the grades mentioned below should be eligible for 70% dutyfree car for the performance of their duties as their counterparts in Mauritius. Given
the specificity in Rodrigues, namely its size, topography and the nature of the work
carried out by these officers, the Island Chief Executive should ensure that it would
be more economical for officers in such grades to use their own cars instead of the
organisations cars.
DEPARTMENT
GRADE
Administrative Officer
Safety and Health Officer/Senior
Safety and Health Officer
Assistant Manager, Financial
Operations (Personal to officers in
post as at 31.12.15)
Systems Analyst
Transport
Head, Transport
formerly Officer-in-Charge,
Transport
Surveyor
Education
~219~
Conditions of Service
Annex II (Contd.)
DEPARTMENT
GRADE
Officer-in-Charge, Cooperatives
Assistant Officer-in-Charge,
Cooperatives
Senior Cooperative Officer
Cooperative Officer
Analyst (Industry)
Employment
~220~
Conditions of Service
ANNEX lI (Contd.)
DEPARTMENT
GRADE
Sports Division
Sports Officer
Tourism Division
Environment Division
Environment Officer
Environment Enforcement Officer
formerly Enforcement Officer
~221~
Conditions of Service
ANNEX II (Contd.)
List of grades eligible for loan to purchase a 70 % duty exempted car
for official travelling
PARASTATAL AND OTHER STATUTORY BODIES
ORGANISATION
GRADE
Seeds Officer
Beach Authority
Technical Manager
Beach Works Inspector
Beach Enforcement Officer
Technical Officer (Civil)
Surveyor
Senior Internal Control Officer
Senior Scientific Officer (Biochemistry)
Scientific Officer (Biochemistry)
Safety and Health Officer/Senior Safety and
Health Officer
Chief Works Officer
Senior Inspector
Meter Reading Supervisor
Technical Officer/Senior Technical Officer
(Laboratory)
formerly Technical Officer (Laboratory)
Superintendent, Anti-Fraud Unit
Technical Officer/Senior Technical Officer
formerly Technical Officer
Senior Technical Officer
Manager, Finance
formerly Manager, Accounts Section
Biometrician/Senior Biometrician
Maintenance Officer
Research Scientist/Senior Research Scientist
Assistant Research Scientist
~222~
Conditions of Service
ANNEX II (Contd.)
ORGANISATION
GRADE
~223~
Conditions of Service
ANNEX II (Contd.)
ORGANISATION
GRADE
Irrigation Authority
Mauritius Broadcasting
Corporation
Examinations Officer
Chief Technician
Lecturer
~224~
Conditions of Service
ANNEX II (Contd.)
ORGANISATION
GRADE
Curator
Conservator
Financial Manager
Manager
Quality Officer
Council Secretary
Coordinator
Programme Officer
Project Supervisor
Supervisor/Senior Supervisor
Lecturer
Inspector (Personal)
~225~
Conditions of Service
ANNEX II (Contd.)
ORGANISATION
GRADE
Technical Officer
Area Manager
Assistant Manager
Land Surveyor
Manager, Finance
Field/Operations Supervisor
Sugar Industry Labour Welfare
Fund
~226~
Conditions of Service
ANNEX II (Contd.)
ORGANISATION
GRADE
Ex-Tea Board
Technical Officer
Ex-Tobacco Board
Tobacco Officer
Senior Tobacco Officer
Tourism Authority
Administrative Manager
Chief Planning Inspector
Senior Planning Inspector
Planning Inspector
University of Mauritius
Lecturer
Lecturer
University of Technology,
Mauritius
Lecturer
Technical Officer
Scientific Officer
Senior Works Inspector
Land Surveyor
Chief Works Inspector
Technical Officer (Civil)
formerly Technical Officer (Civil
Engineering)
Senior Technical Officer (Civil)
formerly Senior Technical Officer
Technical Officer (Mechanical and Electrical)
Principal Technical Design Officer
~227~
Conditions of Service
ANNEX II (Contd.)
List of grades eligible for loan to purchase a 70 % duty exempted car
for official travelling
LOCAL AUTHORITIES
CITY AND MUNICIPAL COUNCILS
DISTRICT COUNCILS
Assistant Chief Executive
Attorney
Building Inspector
Chief Building Inspector
Chief Health Inspector
Chief Inspector of Works
Chief Welfare Officer
Deputy Chief Executive
Deputy Chief Health Inspector
Deputy Superintendent of Parks and Gardens
Engineering Assistant
Financial Operations Officer (Personal to incumbent in post as at 30.06.08)
Land Surveyor
Planning and Development Inspector
Principal Health Inspector
Principal Welfare Officer
Safety and Health Officer/Senior Safety and Health Officer
Senior Building Inspector
Senior Health Inspector
Senior Inspector of Works
Senior Usher/Prosecutor (Personal)
Superintendent of Parks and Gardens
Supervisor, Ushers Section (Personal)
Treasurer
~228~
Conditions of Service
ANNEX III
List of grades eligible for loan to purchase an
autocycle/motorcycle for official travelling
CIVIL SERVICE
MINISTRY/DEPARTMENT
GRADE
Gauge Reader
Valuation Department
Senior Coach
Coach
Swimming Pool Attendant
Foreman
Inspector of Works
Assistant Inspector of Works
Senior Field Supervisor
Field Supervisor
Chief Tradesman
Foreman
Inspector
Foreman
Chief Electrician
Chief Plant Mechanic
Inspector of Works
Assistant Inspector of Works
~229~
Conditions of Service
GRADE
Inspector
Assistant Inspector of Works
Firefighter
Sub-Officer
Station Officer
~230~
Conditions of Service
GRADE
Petty Officer
Employment Officer
Cook (Roster)
Cook (Roster)
~231~
Conditions of Service
GRADE
Field Assistant
Agricultural Assistant
Chief Forest Conservation and Enforcement
Officer
Principal Forest Conservation and
Enforcement Officer
Senior Forest Conservation and Enforcement
Officer
Forest Conservation and Enforcement Officer
Inspector of Works
Assistant Inspector of Works
Coach
Chief Tradesman
Foreman
Senior Field Supervisor
Field Supervisor
Employment Officer
Higher Social Security Officer
Senior Statistical Officer
formerly Senior Statistical Assistant
Statistical Officer
formerly Statistical Assistant
Public Health and Food Safety Inspector
Hydrological Technician
Chief Tradesman
Foreman
Senior Fisheries Protection Officer
Fisheries Protection Officer
Firefighter
Sub-Officer
Station Officer
~232~
Conditions of Service
GRADE
Inspector
Assistant Inspector (Personal)
Chief Tradesman (Personal)
Irrigation Authority
Extension Assistant
Driver (Roster)
Field Supervisor (Roster)
Irrigueur (Roster)
Social Facilitator
Supervisor (Irrigation) (Roster)
Mauritius Cane Industry Authority
Inspector of Works
Assistant Inspector of Works
Senior Field Supervisor
Field Supervisor
Chief Tradesman
Foreman
~233~
Conditions of Service
GRADE
~234~
Conditions of Service
~235~
Conditions of Service
ANNEX lV
List of grades eligible for loan to purchase a duty free motorcycle of up to 250 cc
MINISTRY
DEPARTMENT
************
~236~
Conditions of Service
The Passage Benefit Scheme originated in the colonial days and was meant to
provide free passages for sea travel to expatriates in post in the country to travel
from Mauritius to their homeland after a tour of service. Eventually, this privilege
was granted to all senior officers and thereafter to all Government officers
employed on permanent and pensionable terms.
18.3.2
Since its introduction in the Public Sector, the Scheme has undergone
fundamental changes in the successive salary reviews to allow more
beneficiaries to make use of passage benefit for purposes other than travelling.
Currently, officers can use their accumulated passage benefit for: travel
purposes for themselves and immediate members of their families; other
expenses in connection with their travel; expenses incurred for spending
vacation at inland hotels/recreational resorts; paying the fees in connection with
School Certificate and Higher School Certificate examinations for their wards
and for medical treatment. At the time of retirement officers are allowed to cash
in toto all accumulated passage benefit standing to their credit.
18.3.3
The EOAC Report 2013 made provision for officers to cash their passage
benefit at the discount rate of 90% for any purpose other than travel subject to
the balance of their passage account being not less than Rs 11000. Provision
has also been made to allow officers to use their passage benefit for the
payment of premium under the approved Medical Insurance Scheme.
18.3.4
18.3.5
Officers are allowed to use their accumulated passage benefit provided that the
balance to their credit stands at Rs 11000 or more. If both spouses are civil
servants, they are allowed to use their passage benefit provided they have
jointly accumulated an aggregate of not less than Rs 22000. However, when
officers make use of their accumulated passage benefit to meet the fees in
connection with SC and HSC examinations for their wards, the balance standing
to their credit may be less than Rs 11000.
18.3.6
Officers do not earn passage benefit during probationary period, vacation leave,
vacation leave taken as casual leave, sick leave in excess of 21 working days
in any calendar year, maternity leave, adoption leave, parental leave, study
leave with or without pay, injury leave, interdiction period, accumulated sick
leave taken prior to retirement, and leave without pay or leave reckoned for late
arrivals.
~237~
Conditions of Service
18.3.7
Officers may cash part or the whole amount of their accumulated passage
benefit for spending vacation at inland hotels/recreational resorts provided they
produce documentary evidence to that effect and their accumulated passage
benefit is not less than Rs 11000.
18.3.8
Officers serving in our missions abroad may cash part or the whole amount of
their accumulated passage benefit for spending vacation abroad in
hotels/recreational resorts provided they produce documentary evidence to that
effect and their accumulated passage benefit is not less than Rs 11000.
18.3.9
18.3.10
In the context of this review exercise, it has been represented that officers
should also be allowed to make use of their accumulated passage benefit for
other purposes as follows:
18.3.11
18.3.12
18.3.13
(a)
(b)
(c)
if both spouses are Civil Servants, they should be allowed to use their
passage benefit provided one of the spouses has accumulated passage
benefit of not less than Rs 10,000.
be allowed to earn passage benefit if they elect to work during their preretirement leave;
(ii)
(iii)
(ii)
We have examined the above representations and are reviewing the cash
refund for other purposes as well as the eligibility criteria for earning passage
benefit. We are also reducing the floor value of the accumulated passage
benefit of Rs 11000 and the salary cut-point to earn passage benefit.
~238~
Conditions of Service
Recommendation 1
18.3.14
We recommend that:
(a)
(b)
Recommendation 2
18.3.15
for travel purposes for themselves and for the immediate members
of their families namely spouses and dependent children below
21 years as well as for their dependent children aged up to 30 years
old who are following a full time course in a tertiary institution
either locally or abroad;
(ii)
(iii)
(iv)
Recommendation 3
18.3.16
(b)
~239~
Conditions of Service
(c)
officers serving in our missions abroad may cash part or the whole
amount of their accumulated passage benefit for spending vacation
abroad in hotels/recreational resorts provided they produce
documentary evidence to that effect and their accumulated
passage benefit is not less than Rs 10000;
(d)
(e)
(f)
(g)
officers who resign from the public service should be paid the total
value (100%) of the accumulated passage benefit standing to their
credit;
(h)
(i)
Recommendation 4
18.3.17
************
~240~
Conditions of Service
Leave
18.4 LEAVE
Introduction
18.4.1
18.4.2
18.4.3
There are various types of leave to cater for different needs of employees.
These are vacation leave, casual leave, annual leave, sick leave, maternity
leave, leave without pay, study leave with/without pay and injury leave.
18.4.4
For this Report, we have received representations from staff side to increase
leave entitlement, refund of unutilised leave and to carry forward leave which
has not been granted among others. We have studied in-depth all the
representations and provided our views under the relevant topics with the
appropriate recommendations. We are also making provision for the MCSAR
to consider the advisability or otherwise to introduce a new leave scheme.
Casual Leave
18.4.5
18.4.6
The current provisions for the grant of casual leave to eligible officers are as
hereunder:
(i)
(ii)
in any calendar year, after utilising all his casual leave, an employee may
be allowed to take up to five days from his accumulated vacation leave
which may be taken either at a stretch or on and off;
~241~
Conditions of Service
Leave
(iii)
(iv)
(v)
(vi)
(vii)
an employee, who is absent from duty for a complete calendar year for
any of the following reasons: leave prior to retirement/resignation; leave
with/without pay; injury leave and interdiction, is not eligible for casual
leave for the calendar year;
(viii)
casual leave should be taken in the calendar year it falls due and is
normally non-accumulative. However, an employee who, owing to the
exigencies of the service, cannot be granted part or the whole of his
casual leave entitlement it falls due, may be allowed by his Supervising
Officer to carry over such leave to the following year, provided that the
quantum of his casual leave in any particular year does not exceed his
entitlement for two years.
(ix)
(x)
casual leave may be spent locally or overseas and can be combined with
vacation leave only in cases where by taking either casual or vacation
leave alone, the number of days required cannot be made up.
Representation Received
18.4.7
~242~
Conditions of Service
Leave
Bureaus View
18.4.8
18.4.9
Provisions already exist for the refund of all unutilized casual leave in some
exceptional sectors so as not to impede the delivery of services and to maintain
industrial relation and social harmony.
18.4.10
The Bureau still holds the view that an officer should be granted casual leave to
cater for brief absences for recreations or to attend to urgent personal matters
including religious obligations. The possibility to carry over vacation leave
entitlement not granted to officers due to exigencies of service and usage of up
to five days of vacation leave upon exhaustion of all casual leave have not been
contested and favourably implemented. Such facilities to employees in the
Public Service, when compared internationally, are generous and sufficient.
18.4.11
Therefore, the present quantum of casual leave and other options granted to all
employees of the Public Service are reasonable and adequate to meet the
recreational and other needs of absences and no change is envisaged.
Recommendation 1
18.4.12
Recommendation 2
18.4.14
(ii)
~243~
Conditions of Service
Leave
18.4.16
18.4.17
In case of part-time work that covers five days or more in a week and for
being in continuous employment for a period of 12 consecutive months,
the number of annual leave is 14 working days.
(ii)
In case of part time work of less than five days a week and for being in
continuous employment for a period of 12 consecutive months, the
number of annual leave is pro-rated.
A day of leave is reckoned as the day or part thereof the officer is expected to
be on duty.
Submission from Staff Side
18.4.18
The Bureau holds the view that an officer on temporary capacity or probationary
period, may terminate his/her employment before time for non-adaption to
working environment or better offer elsewhere. Further, as per the HRMM
regulation, casual leave is granted to an officer who has been appointed in a
substantive capacity. Hence, any leave granted to an officer on temporary
capacity or probationary period may be offset once the officer is appointed
thereafter.
18.4.20
The present provisions of annual leave for employees not holding a substantive
appointment after one years continuous service including Trainee Educators
(Primary and Secondary) and for part-time employees have so far not given rise
to any industrial dispute and are thoroughly implemented to the satisfaction of
both employer and employee. Therefore, it is not envisaged to bring any
change in the quantum of such leave.
Recommendation 3
18.4.21
Vacation Leave
18.4.22
~244~
Conditions of Service
18.4.23
Leave
Up to 5
25
105
5+ to 10
30
140
10+ to 15
35
175
Over 15
35
210
(iii)
Present Position
18.4.24
Amount of vacation leave earned is based on the effective service from the day
of the employees substantive appointment irrespective of the capacity in which
he is employed. It is computed on a pro-rata basis in respect of the actual period
served. Employees can spend their vacation leave either locally or abroad. The
vacation leave is normally accumulative, subject to a maximum ceiling and is
not granted in advance. The minimum period of vacation leave which can be
granted to an employee is seven days and this can be taken at a stretch, except
where it is granted as casual leave when it can be taken at a stretch or on and
off, but subject to a maximum of five working days annually. Vacation leave can
be combined with casual leave whenever the number of days leave required,
either casual or vacation, is not sufficient.
18.4.25
Conditions of Service
Leave
In the context of this Review, proposals of varying nature have been received
from staff associations in respect of vacation leave. Some have requested that
officers should be allowed to utilize part of their outstanding accumulated
vacation leave as pre-retirement leave and allowed to cash the remaining
balance at the time of retirement. Others have proposed that vacation leave
should be offset against working days only. It has also been put forward that
the quantum of vacation leave be increased and officers should be allowed to
cash or to carry forward leave which have not been granted.
Bureaus Views
18.4.27
Presently, officers proceeding on retirement are given the option to cash at the
rate of 1/30 of the last monthly salary per day the accumulated vacation leave
provided they retire on the day they would normally have proceeded on leave
prior to retirement. This provision allows officers to retire earlier while providing
space for other officers to be appointed earlier in the position. The request to
allow officers to utilise part of the accumulated vacation leave prior to retirement
would defeat the very purpose of early retirement scheme.
18.4.28
18.4.29
The categorisation of vacation leave earning rate per annum and the maximum
leave entitlement that can be accumulated depending on the length of service
in the public service are over generous and readily acceptable by all
stakeholders. Employees are eligible to leave without staking their post and
position and enjoying the leisure of being away from office to attend personal
matters, while organisations arrange for the ongoing delivery of services.
18.4.30
As the existing provisions are adequate, the Bureau does not recommend any
change.
~246~
Conditions of Service
Leave
Recommendation 4
18.4.31
We recommend that:
(i)
(ii)
Up to 5
25
105
5+ to 10
30
140
10+ to 15
35
175
Over 15
35
210
Recommendation 5
18.4.32
Length of Service
18.4.33
Eligible officers earn vacation leave which is accrued and based on an officers
continuous length of service. Periods of break or leave without pay or
secondment to outside bodies or organisations, (e.g. with or without approved
service status) are discounted from the length of service for Vacation Leave.
This warrants no change.
Recommendation 6
18.4.34
Conditions of Service
Leave
In the Public Service, although employees are encouraged to take their vacation
leave or part of their entitlement throughout the year, unforeseen absences very
often degenerate into unexpected disruption of daily operations. When
outgoing staff are not relieved from duty, morale is low and productivity of the
officers is adversely affected, thus impeding delivery of service.
18.4.36
18.4.37
While arranging for the grant of vacation leave, public sector organisations
should mandatorily carry out an HR Planning exercise to ensure that daily
workload matches with the number of people required to continue providing
services to the public. As such, Supervising Officers should ensure the
establishment of Vacation Leave Scheduling Programme at the beginning of
the calendar to better balance employees needs as well as to ensure proper
manning of the unit/department/organisation.
Recommendation 7
18.4.38
We recommend that:
(i)
(ii)
Despite the fact that leave is meant to be taken, as far as possible, every year,
there are cases where some officers are not able to take their vacation leave. It
is incumbent upon the Supervising Officer/Head of Section/Division/Unit to
approve vacation leave and ensure that this causes little disruption in the
smooth running of the organisation.
~248~
Conditions of Service
18.4.40
Leave
(b)
(c)
Exigencies of Service
Where the exigencies of service do not permit the release of the
incumbent(s) and the remaining labour force would not be able to fully
cope or deliver during the absence of the officer(s).
18.4.41
Recommendation 8
18.4.42
We recommend that:
(i)
(ii)
(b)
~249~
Conditions of Service
Leave
SICK LEAVE
18.4.43
Sick leave is granted to eligible officers when they are absent from duty on
grounds of illness.
(ii)
(iii)
(iv)
In exceptional cases, where an officer has exhausted all his sick leave
(annual entitlement and Bank), he is eligible, not more than twice in his
career, for the grant of sick leave up to a maximum of six months on full
pay followed by six months on half pay, inclusive of non-working days,
on the recommendation of the Ministry of Health and Quality of Life.
Such leave is considered as an advance and is refunded on resumption
of duty at the rate of 14 days a year. One day for each working day is
refunded in case of sick leave on full pay and half day for each working
day in case of sick leave on half pay. An officer is not allowed to cash
or bank sick leave until all leave advanced has been refunded. Any
~250~
Conditions of Service
Leave
unutilised sick leave at the end of the year is used to offset leave
advanced;
(v)
(vi)
(vii)
(viii)
(ix)
(x)
in case of resignation from employment, officers are paid the total value
(100%) of accumulated sick leave, if any; and
(xi)
For this Review, Federations have submitted, among others, that the annual
entitlement should be increased as well as the maximum of unutilized days
should be refunded. It has also been represented that officers should be
allowed to cash sick leave accumulated in bank for the treatment of any
~251~
Conditions of Service
Leave
The Bureau has cautiously examined these representations and considers that
the refund of all unutilized days of sick leave would encourage officers who are
genuinely sick to attend duty thus exposing colleagues to the risk of contagion.
Sick Leave is granted, among others, to enable the officer to stay at home to
recuperate. This is in itself a major reason for not allowing the cashing of all
unutilized sick leave and a control to avoid the effect of presenteeism.
18.4.47
It is worth highlighting that the quantum of sick leave granted to employees per
year is far more reasonable when compared with what obtains in the private
sector and in other countries. Since the introduction of the refund in cash of
part of unutilised leave, absences on ground of sick leave have reduced. This
measure has helped to combat absenteeism, motivate staff to work longer
periods at the office and thereby ensuring continuity in service delivery.
18.4.48
As regards the cashing of accumulated sick leave in bank to pay for surgical
operations or medical treatment, the Bureau views that such a step may not be
appropriate given that government health services are free and that a medical
insurance scheme for public sector employees is underway.
18.4.49
Recommendation 9
18.4.50
An officer is not eligible for sick leave with pay during his first year of service.
However, officers not holding a substantive appointment after one years
continuous service are eligible to the grant of sick leave as recommended in the
ensuing paragraph.
Recommendation 10
18.4.52
(ii)
(iii)
~252~
Conditions of Service
Leave
(iv)
The paid sick leave in excess of the 12 working days is granted over
a period of one calendar year and is considered as an advance,
which is refunded at the prescribed rate as specified at paragraph
18.4.44 (iv) on the officer being appointed substantively;
(v)
Unutilized sick leave at the end of the year, out of the annual
entitlement of 12 working days, is refunded in cash up to a
maximum of six days. The computation for a days sick leave is at
the rate of 1/22 of monthly salary per day.
(ii)
(iii)
(iv) the refund of unutilised sick leave in respect of a part-time employee who
puts in less than 40 hours of work weekly is computed on a pro-rata basis
depending on the number of hours of work per week.
18.4.54
At present, officers on contract are not eligible to sick leave during the first year
of contract. However, this is not applicable to a retired public officer who has
been re-employed on contract and a contract officer serving against established
posts.
18.4.56
18.4.57
~253~
Conditions of Service
Leave
18.4.59
The following provisions regarding sick leave are applicable in certain specific
cases:
(i)
(ii)
(iii)
officers who are absent from duty for a period of less than a complete
calendar year owing to leave prior to retirement/resignation, injury leave,
leave with/without pay, or interdiction are eligible for the full quantum of
sick leave for the year, whereas officers who are absent from duty for a
complete calendar year for any of the reasons mentioned earlier are not
eligible for sick leave for that calendar year;
(iv)
officers who are absent from duty in a calendar year owing to leave prior
to retirement/resignation, injury leave, leave with/without pay, or
interdiction are refunded in cash any unutilised sick leave on a pro-rata
basis in respect of the period actually served in that calendar year; and
(v)
officers who have been absent from duty for a period of less than a
complete calendar year owing to leave with pay or leave prior to
retirement, are refunded untaken sick leave as per paragraph 18.4.44
(iii) provided they have attended duty for at least 22 working days in the
calendar year.
(ii)
(iii)
(iv)
where the sick leave record of an officer, who has been found fit by a
medical board, continues to be unsatisfactory, the Supervising Officer
may initiate action for his retirement in the interest of the public service
in accordance with the regulations in force.
~254~
Conditions of Service
Leave
Maternity Leave
18.4.61
18.4.62
Recommendation 11
18.4.63
We recommend that:
(i)
(ii)
Where the officer does not satisfy the criteria for leave on full pay,
the maternity leave to be granted to her should be on no pay
Recommendation 12
18.4.64
18.4.65
maternity leave with full pay should be granted to officers for three
confinements while in service and any leave required for
subsequent confinements be reckoned against vacation leave or
leave without pay, as appropriate;
(ii)
on giving birth to a stillborn child, the officer may either (a) take
maternity leave out of her entitlement or (b) take sick leave in which
case her entitlement of confinements would not be affected;
(iii)
(iv)
may
take
either
The above provisions also apply to female officers who are employed on
contract and who have served for a minimum period of 12 months, subject
to the conditions as laid down at paragraph 18.4.55.
~255~
Conditions of Service
Leave
At present a female officer is granted six weeks special leave, in addition to her
normal maternity leave entitlement for birth exceeding two in one confinement.
18.4.67
Representation has been made to extend this provision to female officers who
give birth to twin or more in one confinement and to which the Bureau is
agreeable.
Recommendation 13
18.4.68
18.4.70
(b)
six months leave without pay followed by six months leave on half pay
computed on the basis of half the working time per day on half pay.
Paternity Leave
18.4.71
(ii)
(iii)
(iv)
~256~
Conditions of Service
18.4.72
Leave
We are maintaining the provisions (i) to (v) of above paragraph (i) to (iv).
Adoption Leave
18.4.73
Adoption leave is granted to allow adoptive parents a period of time for bonding
and taking care of a child following his/her adoption. The present provisions
governing adoption leave are as hereunder:
(i)
(ii)
18.4.74
Up to 3 months
12 weeks
6 weeks
3 weeks
1 week
(iii)
Adoptive parents in the public sector may jointly take adoption leave in
which case, the aggregate amount of leave granted should not exceed
the amount prescribed as per the above table;
(iv)
Even if more than one child is being adopted at the same time, only one
period of adoption leave is granted;
(v)
(vi)
Officers not qualifying for paid adoption leave are granted leave without
pay for adoption purposes equivalent to the quantum of adoption leave
as per the above table.
STUDY LEAVE
Study Leave with Pay
18.4.75
18.4.76
For overseas courses, an officer is granted two additional days of paid leave for
travelling each way, from and to Mauritius.
~257~
Conditions of Service
Leave
18.4.77
An officer who wishes to await the result of his examination before resuming
duty is granted, on application, an extension of leave. Such extension is either
reckoned against his earned vacation leave or as leave without pay, as the case
may be.
18.4.78
18.4.79
An officer who takes vacation leave in lieu of study leave following examination
results automatically foregoes the study leave on half pay. However, an officer
may be allowed to combine his vacation leave with study leave on half pay
where the former leave is not adequate to make up for the three months leave.
The aggregate of leave taken should, however, not be more than three months.
18.4.80
The Bureau has not received representations from the Ministry of Civil Service
and Administrative Reforms nor Federations regarding the grant of Study Leave
with Pay. We therefore consider the scheme to be appropriate and is serving
its purpose.
Recommendation 14
18.4.81
We are maintaining the provisions for the grant of study leave with pay as
specified at paragraphs 18.4.75 to 18.4.80.
(ii)
(iii)
Conditions of Service
Leave
to undertake consultancy for short period of contract of not less than six
months in International Organisations (of which Mauritius is a member),
foreign countries under a scheme approved by the Government and
member countries of regional organisations like SADC for an aggregate
period not exceeding two years over a period of 10 years.
C.
D.
E.
F.
G.
to pursue higher studies following full time courses for the duration of the
course up to a maximum of 4 years in aggregate and subject to the
following provisions:
(i)
such leave is granted for a maximum period of one year in the first
instance; and
(ii)
H.
a female officer who has benefitted from maternity leave with full pay for
three confinements is, on application, granted leave without pay for a
period of up to 12 weeks in the event of subsequent confinements.
I.
Conditions of Service
Leave
18.4.83
18.4.84
The existing provisions governing leave without pay take into consideration the
developmental needs of the country and cater for the aspirations of the officer
as well as for the proper dispatch of services at organisational level. It allows
officers to take advantage of a career break, pursue professional development
and interests and acquire foreign expertise. It also encourages mobility, as well
as reinforces diplomatic relations. Provision is equally made for an extended
period of childcare and other personal obligations. The Bureau considers that
the leave without pay Scheme is beneficial to both the employer and employee.
We consider these existing provisions as appropriate.
Recommendation 15
18.4.85
We recommend that:
(i)
(ii)
General Observations
18.4.86
The Ministry of Civil Service and Administrative Reforms has reported that a
few cases of abuse have been noted whereby officers have availed of leave
without pay for excessively long periods for different purposes. The Bureau
wishes to point out that leave without pay is granted subject to the exigencies
of the service and it is the responsibility of the Responsible Officer to decide
whether the officer may be granted same.
18.4.87
In addition, we have been apprised that in certain cases, a few difficulties are
encountered as regards the implementation of certain recommendations. We
are addressing these issues.
Recommendation 16
18.4.88
We recommend that:
(i)
An officer who has been granted leave without pay for one purpose
(e.g. to accompany spouse) should neither be granted extension of
leave without pay for the same purpose nor for another purpose,
~260~
Conditions of Service
Leave
such as for study, unless and until he/she resumes duty at the
expiry of his/her leave.
(ii)
(iii)
During consultations, the Bureau has been requested to consider granting leave
without pay or with pay in cases where public officers undertake pupillage and
pre-registration training. We are making appropriate recommendations to that
effect.
Recommendation 17
18.4.90
(ii)
Recommendation 18
18.4.91
18.4.92
We also recommend that the period of leave with pay or without pay to
undertake pupillage or pre-registration training should be for the whole
duration of the training, subject to a maximum of two years.
INJURY LEAVE
18.4.93
Injury Leave, on full pay, is granted to an officer who sustains an injury whilst
on duty, which renders him unable to perform his regular duties.
18.4.94
Over the years, the work environment has been subject to various changes,
driven mainly by the advent of mechanization, automation, technological
developments and work processes. These changes, among others, have
increased the likelihood of accidents occurring at the workplace and workers
sustaining an injury in the performance of his/her duties. In this perspective,
the Bureau has been improving on the recommendations made on injury leave
in its subsequent reports.
~261~
Conditions of Service
18.4.95
Leave
Recommendation 19
18.4.96
We recommend that:
(i)
(ii)
(iii)
(iv)
all cases which require more than 30 days injury leave should be
referred to the Injuries Committee together with the necessary
documents and comments as laid down in the existing regulations;
and
(v)
18.4.98
~262~
Conditions of Service
Leave
Departmental Board
18.4.99
The Bureau has received representations to the effect that at times, there is
much delay in the submission of the Departmental Boards Report.
Consequently, this delay causes much undue hardship to the officer, as in the
meantime, his days of absence are being offset against his sick leave
entitlement.
18.4.100 We consider the request to be fully justified, the moreso the delay in submission
of the Departmental Boards Report causes the professing and finalisation of
cases referred to the Injuries Committee to be further delayed. We view that a
specific time frame should be set in that respect so as to enable a timely
completion of cases to be examined by the Injuries Committee.
Recommendation 21
18.4.101 We recommend that the Departmental Board should submit its Report
within a fortnight and Supervising Officers should ensure that same is
adhered to.
Family Responsibility Leave (New)
18.4.102 It has been observed that some officers take urgent casual leave to cater for
family responsibilities such as looking after his/her sick child or elder parent.
However, due to unforeseen circumstances they have to take consecutive two
additional days to ensure recovery. Under these cases, the officer has no
choice except to give sick leave although he/she is not ill. Hence, there is a
need to cater for such circumstances.
18.4.103 In order to provide much flexibility to the existing officers, the Bureau is
introducing the Family Responsibility Leave.
Recommendation 22
18.4.104 We recommend that officers be granted a maximum of three days to cater
for absences where the officer has to look after the family such as sick
child or elder parents. Officers should produce medical evidence of the
same, especially for the second and third day of absence. The three days
should be reckoned against the casual leave entitlement of the officer. In
case an officer has already taken all his casual leave, the three days leave
may be reckoned against the five days from his accumulated vacation
leave or as leave without pay.
Proposed New Leave Scheme
18.4.105 In the context of this Report, Federations mainly requested, as far as leave
entitlement is concerned, for an increase in the quantum of leave presently
granted as well as in the number of cashable days of unutilized leave.
Furthermore, the refund of untaken casual leave has been unanimously
proposed. On the other hand, the Ministry of Civil Service and Administrative
~263~
Conditions of Service
Leave
Reforms came up with a new leave scheme which consisted in lumping casual
and vacation leave with a lower quantum with a view to reducing the rate of
absenteeism.
18.4.106 Our existing leave scheme has always been viewed as unparalleled when
compared to what obtains in the private sector and other countries. This issue
has, on several occasions, been subject to criticism on the part of the private
sector and experts from international organisations who consider the leave
scheme to be overgenerous and unmatched anywhere else. In this respect, the
Bureau has conducted an in-depth study on our present leave privileges and
observed the following:
(i)
the introduction of cash refund for unutilized leave has, to a large extent,
proved to be an effective and efficient means to reduce absenteeism in
general and to ensure continuity in the workflow;
(ii)
(iii)
18.4.107 In view of the above mentioned points and in line with the main theme of this
Report which aims at the transformation of the public sector for an enhanced
service delivery to meet the needs of citizens as well as other stakeholders, the
Bureau holds the view that the new leave scheme may, to some extent, diminish
the intricacies in the implementation of the existing leave schemes.
18.4.108 However, due to time constraint, the proposed new leave scheme has not been
canvassed with the stakeholders in the public service.
18.4.109 Since this constitutes a major change in the condition of service,
Government may consider setting up a high level committee under the
chairmanship of the MCSAR to examine in-depth the advisability of
including the new leave scheme and come up with implementable
solutions or otherwise.
************
~264~
Conditions of Service
This Chapter highlights, inter alia, the main provisions governing the standard
working week as well as the normal hours of attendance currently in force in the
Public Sector; the flexible hours of attendance; and flexitime. It also deals with
the pattern of working time for workers on shift, roster and staggered hours,
overtime and other provisions governing hours of attendance. In line with
Governments vision, we are further making provisions for the introduction of a
proper flexitime working system which would provide for a longer office
coverage and we are also maintaining the flexible hours of attendance pattern
to combat tardiness in the Public Sector, with some modifications.
18.5.2
40 hours
Watchmen
60 hours
Employees
belonging
Disciplined Forces
to
18.5.3
18.5.4
Recommendation 1
18.5.5
~265~
Conditions of Service
18.5.7
At present, the normal hours of attendance for full-time employees other than
those working on shift, roster and staggered hours and for those working in
essential services providing a 24-hour coverage are as specified below:
For officers in the Public Sector working on a five-day week basis:
Monday to Friday
Saturday
Saturday
Recommendation 2
18.5.8
The concept of the flexible hours of attendance in the Public Sector was first
introduced/recommended in the 2003 PRB Report and implemented following
Circular Letter No. 47 of 2003 from the Ministry of Civil Service and
Administrative Reforms, and its main objective has been to combat tardiness in
the Public Sector.
18.5.10
In the context of the present review exercise, the Bureau has received
representations from different quarters regarding the implementation of our
recommendations on the flexible hours of attendance, which we have been
given to understand, are implemented on a piece-meal basis and that not in a
standard manner thus giving rise to strained and conflicting situations in
organisations.
~266~
Conditions of Service
18.5.11
18.5.12
The major findings as revealed by the survey are, as enumerated in the ensuing
paragraphs.
18.5.14
Out of the 49 organisations in the Civil Service which have responded to the
survey, 34 have introduced the flexible hours of attendance of which, 30 are
equipped with an electronic attendance system. In the Parastatal Bodies, out
of the 53 organisations having responded to the survey, only 16 have introduced
the flexible hours of attendance with 30 making use of an electronic attendance
device. In the Local Authorities, only 5 out of 12 have introduced the flexible
hours of attendance though 8 are having recourse to the electronic attendance
monitor for recording the time of arrival and departure of their respective
employees.
18.5.15
In short, the survey has revealed that, out of the 114 organisations which have
participated in the survey, 42 agreed that the system has been able to induce
desired employee behaviour in service delivery, whereas 21 of them do not
agree and the remaining others did not express any opinion.
18.5.16
The reasons why the system has not been introduced in certain
organisations are mainly due to:
Conditions of Service
B.
C.
18.5.17
the system be used solely to offset against late arrivals and not to
be abusively taken as time off.
However, a major outcome that the survey has revealed is that many
organisations which have not introduced the flexible hours of attendance are
implementing certain provisions of our recommendations on a piece-meal basis.
Such recommendations are keeping of an early/late arrival accounts; offset late
arrivals by deducting from the excess hours account; granting time-off facilities
~268~
Conditions of Service
On the whole, we may conclude to say that, if implemented in toto, the pattern
of flexible hours of attendance would still prove to be an effective tool to combat
tardiness in the Public Sector. However, given the diverse views pronounced
by the main stakeholders, we recommend that the MCSAR should implement
in a standard and consistent manner and continue to report to the Bureau any
need for amendments to improve the system further in addressing all cases.
The MCSAR should provide for a control and monitoring mechanism.
(ii)
Early arrivals, i.e. between 8.30 a.m. to 8.45 a.m. (on five-day
week basis) and between 8.45 a.m. to 9.00 am. (on six-day week
basis) is taken into account for the purpose of determining the
prescribed normal working hours, and may be accumulated on a
monthly basis.
(iii)
(vi) All periods of lateness in the morning can be offset from the
accumulated excess hours of attendance in bank/leave
entitlement. If the officer does not have accumulated excess
~269~
Conditions of Service
Persistent lateness after 9.15 a.m., (on five-day week basis) and
after 9.30 a.m. (on six-day week basis) absences during working
time without authorisation and excess time taken for lunch is
deducted from leave entitlement. Regulation 42(1) (c) of the PSC
Regulations is applied in case of regular defaulters (as defined at
paragraph 18.5.22).
(xi) Late arrivals for reasons beyond individual control, e.g. heavy
rainfall, major road accidents, unusual traffic jam, etc., may not be
considered as lateness subject to the approval of the Supervising
Officer.
(xii) For officers not eligible to overtime payment and extra duty
allowance and who are required to work regularly beyond 4.00
p.m., (on five-day week basis) and beyond 3.30 p.m. (on six-day
week basis) attendance after 9.15 a.m. (on five-day week basis)
and 9.30 a.m. (on six-day week basis) is not considered as lateness
subject to the approval of the Responsible/Supervising Officer.
(xiii) The provision made at paragraph (xii) above is also applicable to
officers who have been granted permission for homeworking based
on completion of allocated assignments.
B.
~270~
Conditions of Service
C.
D.
E.
Officers choosing to attend work more than the normal contractual weekly
hours of work under the above provisions, are not eligible for overtime.
F.
Where an officer has exhausted all his leave entitlement, the Responsible
Officer may then initiate action under Regulation 42(1) (c) of the Public
Service Commission Regulations for the duration of lateness to be
deducted from his salary.
G.
An officer is, upon request, granted time-off against any excess hours of
work put in, subject to the exigencies of the service.
H.
I.
J.
K.
Conditions of Service
L.
Workmen's Group
Officers falling in this category operate within the prescribed hours. Period
of lateness are computed monthly and deducted from leave entitlement.
M.
18.5.20
Officers working on shift, roster and staggered hours continue to work within the
prescribed time. Period of late attendance, excess time taken for lunch and
absences from offices without authorisation are deducted from leave
entitlement in the first instance. All cases of persistent lateness are dealt with
in accordance with Regulation 42(1) (c) of the PSC Regulations.
Recommendation 3
18.5.21
18.5.22
At present the measures under Regulation 42(1) (c) of the PSC Regulations are
enforced against habitual latecomers so that lateness after 0915 hours or
0930 hours (as applicable) is effectively addressed. For the sake of uniformity
in the application of the provisions under the flexible pattern of work, habitual
latecomers have been defined as those attending work regularly after 9.15 a.m.
or 0930 a.m. (as applicable) for at least five days per month over a period of
three consecutive months. Lateness as a result of traffic jam or similar event
officially reported to a Supervising Officer, where several officers are involved,
is subject to his approval not deemed to be lateness for that day for the purpose
of this paragraph. We are maintaining these provisions.
Recommendation 4
18.5.23
18.5.24
With a view to monitoring more correctly the time of arrival and departure,
as well as absence from office during office hours, Ministries/
Departments/Organisations should expedite matters for the introduction
of time clocks or a computerised attendance system. We recommend
accordingly.
Flexitime
18.5.25
~272~
Conditions of Service
18.5.26
18.5.27
18.5.28
In our subsequent Reports, the Bureau has been advocating the introduction of
flexitime in the service, subject to resources being available.
18.5.29
18.5.30
18.5.31
The advantages of introducing the flexible working hours for both the
organisations and the employees are manifold. For the organisations, the
advantages are: improvement in productivity; reduction in absenteeism; less
requirement for overtime as employees can manage busy and slack periods;
completion of lengthy work assignments without resorting to overtime; potential
for longer opening hours and public desk cover in the flexible periods including
lunch time; and balance in family life and professional activities.
For the employees, the advantages are: less stress to reach office before 08.45
a.m. and improvement in morale; rush hours can be avoided and travel time to
and from work is reduced; personal matters can be dealt with without taking
leave and domestic commitments can be met; work can be finished without
~273~
Conditions of Service
being carried over to the next day; lunch break can be used to suit the
employee; and increased cooperation between staff.
18.5.32
In the light of the above, the Bureau considers that the development and
innovation of flexible working arrangements must no longer be regarded as a
peripheral issue and should be given serious consideration.
Recommendation 5
18.5.33
18.5.34
Flexiplace: Homeworking
18.5.35
18.5.36
18.5.37
Recommendation 6
18.5.38
Definition
18.5.39
Shift work is a flexible working arrangement for a 24-hour coverage where one
employee replaces another or where different group of workers do the same job
one after another and whereby workers normally work 40 hours weekly, or an
average of 40 hours weekly in a cycle. These workers work in relays on a 24hour basis including invariably night duty and work on Sundays and public
holidays.
~274~
Conditions of Service
18.5.40
18.5.41
18.5.42
Night work means work which is performed during a period of not less than
seven consecutive hours, including the interval from midnight to 5.00 a.m.
At present, workers on shift, roster and staggered hours are governed by special
provisions regarding, inter alia, work on public holidays and the different forms
of compensation.
18.5.44
18.5.45
During consultative meetings, the Bureau has been apprised about some
inconsistencies leading to erroneous interpretations while implementing certain
recommendations made for compensating officers working on shift, roster and
staggered hours whose day off coincides with a public holiday (other than a
normal Sunday not coinciding with a proclaimed public holiday), and for those
who effectively work on a public holiday (other than a normal Sunday not
coinciding with a proclaimed public holiday).
18.5.46
Recommendation 7
18.5.47
18.5.48
Conditions of Service
C.
The ensuing provisions have been made for workers on shift and
workers on roster who cannot be granted days off as per provision
at paragraph A above:
(i)
one days pay for a day off coinciding with a public holiday;
and
(ii)
(ii)
half day off or half days pay for working more than one hour
and less than four hours on a public holiday;
(iii) one days off or one days pay for working more than four
hours and less than eight hours on a public holiday or the
officer may accrue one additional day of casual leave;
(iv) two days' off or two days' pay whenever they work eight hours
or more on a public holiday or the officer may accrue two
additional days of casual leave; and
(v)
a maximum of three days off or three days pay for working for
a continuous period of 24 hours spread over two consecutive
public holidays or the accrual of three additional days of
casual leave.
D.
E.
F.
~276~
Conditions of Service
G.
H.
(ii)
(ii)
18.5.50
18.5.51
A night shift allowance is paid to all those shift workers who effectively perform
night shift; i.e. those effectively working the hours of midnight up to 5.00 a.m.
18.5.52
~277~
Conditions of Service
18.5.53
The following special provisions in respect of night shift workers have been
maintained.
(i)
(ii)
Shift workers aged 50 years or more, who have worked as night shift
workers for 25 years or more may be given special consideration with
respect to opportunities for voluntary early or phased retirement, subject
to the exigencies of the service;
(iii)
Recommendation 8
18.5.54
Overtime
18.5.55
Employees who work extra hours beyond their normal working day are
generally compensated for the extra hours either through overtime payment or
compensatory time (equivalent time off).
18.5.56
The general principles and the conditions under which overtime is granted as
well as the manner in which overtime is calculated are outlined below.
General Principles
18.5.57
Overtime work is work undertaken over and beyond an officers normal working
hours. The general principles governing the payment for overtime in the public
service may be summarised as follows:
(a)
(b)
(c)
(d)
Control of Overtime
18.5.58
Overtime is occasionally necessary to get the job done but excessive overtime
is hurtful to taxpayers. Every attempt should, therefore, be made to schedule
workload so that the need for overtime is kept to a minimum. However,
situations may arise which make overtime unavoidable such as staff illness,
~278~
Conditions of Service
(b)
(c)
(d)
identify posts which may not need scheduling officers for overtime if
workload is light; and
(e)
18.5.62
Employees who normally put in less than 40 hours weekly are paid overtime
allowance for any work done in excess of their normal hours provided they work
in excess of 40 hours in a week.
18.5.63
Employees who normally put in less than 40 hours weekly, and who work
overtime for a continuous period of over one week, are paid for any work done
in excess of their normal hours of work, provided they have worked an average
of 40 hours a week during the period of overtime.
Conditions of Service
performed in excess of the normal hours for the day or such work falls
outside his shift;
(b)
a shift worker is not required to perform more than six days' work in a
week;
(c)
shift workers are paid overtime at approved rates for work in excess of
40 hours in a week, where the shift is of 40 hours weekly; and for work
in excess of the appropriate multiple of 40 hours, where the shift covers
a cycle; and
(d)
Overtime allowance is based on the actual number of hours put in and the
number of hours which the officer is deemed to have worked, as the case may
be. A worker, on approved leave on any working day, is deemed to have put in
eight hours of work or the number of hours he should have worked on that day,
whichever is less. A non-shift worker is deemed to have put in eight hours of
work or the number of hours of work he should normally have worked,
whichever is less, in respect of any public holiday falling on a weekday.
18.5.66
18.5.67
The computation of the hourly rate for overtime in respect of officers who
are performing the duties of a higher office should be
(Monthly Salary + Responsibility Allowance) x 12
52 x 33.75 or 40 (as applicable)
18.5.68
Hourly Rate
~280~
Conditions of Service
18.5.69
(b)
Recommendation 9
18.5.70
18.5.71
Presently, officers drawing less than Rs 39275 monthly are entitled to payment
of overtime allowances.
18.5.73
Recommendation 10
18.5.74
18.5.75
18.5.76
~281~
Conditions of Service
18.5.77
(b)
(c)
Recommendation 11
18.5.78
18.5.79
(ii)
(iii)
Officers of the Disciplined Forces (Fire, Police, Prisons) are not eligible for
overtime allowance but are paid a commuted allowance in connection with
special assignments.
Recommendation 12
18.5.81
18.5.83
During the course of consultations in the context of the present review exercise,
representations have been made from various quarters to the effect that very
often officers who are called upon to put in beyond 33 hours and less than
40 hours a week, on a regular basis, are neither granted time-off nor any form
of compensation, the more-so, the grant of time-off which may disrupt services
or may be due to the lack of human resources.
~282~
Conditions of Service
18.5.84
We have examined the issue holistically and are of the view that appropriate
measures be taken to address the issue. We are recommending accordingly.
Recommendation 13
18.5.85
Recommendation 14
18.5.87
Past experience has shown that, after the lifting of a cyclone warning Class III
or IV, and depending upon the time at which the official communiqu is issued
by the Meteorological Services, it is not always clear to officers whether they
should attend duty or not.
18.5.89
18.5.90
~283~
Conditions of Service
Recommendation 15
18.5.91
We maintain that, after the lifting of a cyclone warning Class III or IV, and
depending upon the time at which the official communiqu is issued by
the Meteorological Services, officers should attend duty as soon as the
cyclone warning Class III or IV is officially lifted, provided this is done
before 1000 hours, and on the assumption that public transport has
resumed.
18.5.92
We also recommend that those who are required and bound to attend duty
during a cyclone warning Class III or IV should continue to do so.
18.5.93
18.5.94
We recommend that those officers who travel by their own car or by public
transport to attend duty and who reside furthest from their place of work
should be released first, followed by officers who live in the vicinity of the
office and lastly, those who stay within walking distance of their
workplace.
Recommendation 16
18.5.96
************
~284~
Conditions of Service
Task Work implies an assigned piece of work often to be completed within a set
time frame. It can also mean an action or sequence of actions to be performed
closely together and completed in time and directed towards an objective,
common goal or outcome.
18.6.2
The concept of task work was first introduced by the Bureau in the 2008 Report
further to representations received from Federations of Unions regarding the
need to identify public sector organisations where task work could be required.
The Bureau was requested to make special recommendations in respect of
grades operating on a task work basis taking into consideration the working
conditions, the environment and the hours of work. The Union members had
apprised the Bureau that certain categories of employees, who by the nature of
their activities, work on a task basis, but are bound upon completion of their
tasks, to stay idle at their work place until the time of departure.
18.6.3
Therefore, with a view to assessing the extent to which task work is prevalent
in public sector organisations, the Bureau, in its successive Reports, conducted
a survey to take stock of the then situation in respect of task work.
18.6.4
(i)
task work should be resorted to only where the task rates have
been recommended by the Head of Division and approved by the
Supervising Officer in cases where the output is measurable and
easy to control;
(ii)
(iii)
(b)
regular site visits should be effected to ensure that the guidelines set out
above are implemented by site supervisors and corrective actions are
taken, wherever warranted; and
(c)
~285~
Conditions of Service
Recommendation
18.6.5
We again recommend that the guidelines set out above in respect of task
work in public sector organisations, should apply to grades required to
operate on a task basis, as specified by the Supervising Officer based on
functional requirements.
***********
~286~
Conditions of Service
Special Duty/Extra Duty Allowance is payable to senior officers who are not
eligible for overtime and who are regularly required to work for long hours
beyond their normal working hours for timely completion of assignments/reports
or due to the specific nature of their duties. Despite the general principle that
officers in this category should not expect financial rewards for performing extra
duties or working beyond normal working hours, this allowance is paid as
compensation for the time devoted to the organisation at the expense of family
and social life and sometimes in very stringent conditions.
18.7.2
As is the practice, in the context of this Report as well, in July 2015, a survey
was carried out by the Bureau to take stock on the mode of compensation to
employees in the Public Sector for working beyond normal working hours. A
survey questionnaire was sent to organisations of the whole public sector,
where a response rate of 60% was registered. The findings have revealed that
employees/officers are mainly remunerated through the payment of overtime or
overtime at discounted rate based on their eligibility as per existing provisions.
Only a few officers at senior level (10%) are paid a Special Duty/Extra Duty
Allowance for working additional hours. Moreover, in 68% of the organisations,
senior officers are not being remunerated for working regularly beyond normal
working hours.
18.7.3
Recommendation 1
18.7.4
18.7.5
Conditions of Service
virtue of their hierarchical position are not eligible to any form of compensation
for putting in excess hours over a long period of time for the timely production
of a planned output. We strongly view that on grounds of fairness, these officers
should be remunerated additionally for excess effort put in.
18.7.6
The attention of the Bureau has been drawn that, in certain cases, officers
involved in an assignment/task to be completed within a set time frame are
being paid allowances according to their grades and provisions of regulations
and laws. In such scenario, some officers are drawing more than others despite
being lower in rank and such situations cause demotivation vis--vis senior
officers who have the responsibility of supervising the junior officers over and
above their normal contributions. We believe that, in such cases, the principle
of salary relativity should apply to ensure that senior officers are compensated
according to their hierarchical positions while taking into consideration the
requirements by regulations or law to pay additional remuneration. We are
recommending accordingly.
Recommendation 2
18.7.7
Scarcity Areas
Recommendation 3
18.7.8
************
~288~
Conditions of Service
Salary on Promotion
18.8.2
(ii)
18.8.3
At present, an officer, on promotion, joins the initial or flat salary of the higher
grade or is granted a maximum of three increments at the incremental point
reached subject to the top salary of the higher grade, whichever is higher,
provided the total emoluments of the officer is not less than the initial salary and
not more than the maximum salary of the higher grade.
18.8.4
18.8.5
In this Report, we are again maintaining the principle that all promotions should
generally be marked by an increase in salary.
18.8.6
~289~
Conditions of Service
Salary on Promotion
increment if he was drawing the same salary point or more than the initial
salary of the promotional grade.
(ii)
where a senior officer has been promoted directly and an officer junior
to him has subsequently been promoted indirectly to the same grade,
i.e, after having obtained another promotion, the salary of the senior
officer(s) is adjusted so that the senior officer(s) as well as the junior
officer draw(s) the same salary as from the date the officer junior to him
has been appointed in that grade.
(iii)
the salary of an officer, who is promoted after having benefitted from the
grant of long service increment, is adjusted by the grant of an aggregate
not exceeding three increments, inclusive of the increment/s previously
obtained for long service.
18.8.7
The Bureau has received representations from the Federations to the effect that
all promotion should be marked by at least three increments over and above
the provision of the Long Service Increment. We have studied the request
which is not justified as Long Service Increment is effectively granted to
compensate officers for lack of promotion prospects.
18.8.8
In general, the present arrangements for the grant of salary on promotion have
met the desired objectives among the stakeholders and we are not bringing any
major changes in the existing provisions.
Recommendation 1
18.8.9
18.8.10
(ii)
~290~
Conditions of Service
Salary on Promotion
(iii)
(iv)
18.8.11
At present, an officer who has drawn the top salary for a year and who has been
allowed to move by either one or two or three increments in the Master Salary
Scale after having been consistently efficient and effective in his performance,
as evidenced by the Performance Appraisal Report during the preceding two
years, and has not been adversely reported upon on ground of conduct is, on
promotion, granted a maximum of three increments, over and above the
increment/s previously obtained for movement beyond top salary, subject to the
maximum salary of the higher grade.
18.8.12
This increment has been granted particularly where there are limited number of
posts at the next level, causing stagnation of professionals on their top salaries.
However, where such officers are promoted to a higher level after having
benefitted from movement beyond top salary, there is need to bring the
necessary adjustment.
Recommendation 2
18.8.13
18.8.14
~291~
Conditions of Service
Incremental Credit
18.9.2
There is provision for the grant of incremental credits for previous experience/s
acquired under supervision; temporary service completed in the same capacity
prior to substantive appointment; and additional qualification/s obtained that are
higher than those mentioned in the scheme of service.
(b)
(c)
(d)
The grant of more than three incremental credits for experience is allowed in
areas of scarcity.
18.9.4
~292~
Conditions of Service
We recommend that:
(i)
(ii)
(iii)
(iv)
At present, one incremental credit is granted for each year of temporary service
in the same capacity as for the substantive position to all officers, whether on
first appointment or not, provided that certain criteria are met.
~293~
Conditions of Service
Recommendation 2
18.9.7
(b)
the adjusted salary is not higher than what the officer would have
drawn had he been appointed in a substantive capacity on joining
the grade concerned;
(c)
(d)
(e)
(b)
the adjusted salary is not higher than what the officer would have drawn
had he been appointed in a substantive capacity on the date he was
appointed to act/assigned higher duties; and
(c)
such incremental credit is payable as from the date the officer is appointed
substantively in the post.
Recommendation 3
18.9.9
~294~
Conditions of Service
Incremental credit for additional qualifications has been effective since 01 July
1995. At that time, the philosophy behind the Award of Incremental Credit for
additional qualifications was to provide an incentive and to motivate officers to
pursue higher studies with a view to increasing their knowledge, skills and
overall potential to better perform their duties and upgrade the standards of
service. In successive reviews, attempts have been made to further improve
the benefits attached to the scheme.
18.9.11
In the context of this review exercise, the MCSAR has acknowledged that the
scheme has rightly served the purpose for which it was introduced but opines
that the scheme needs to be revamped for the following main reasons:
18.9.12
(i)
(ii)
(iii)
those joining the service are highly qualified/overqualified for the post(s)
they are occupying/holding;
(iv)
according to MCSAR and the MOFED there has been cases whereby
senior officers who have obtained lump sum for additional qualifications
have had their salaries superseded by junior officers who have acquired
the same qualifications afterwards but have benefitted from elongation
of salary scales following publication of Reports;
(v)
(vi)
Against this background, the MCSAR proposed that the grant of incremental
credit be replaced by:
(i)
(ii)
(iii)
(iv)
~295~
Conditions of Service
18.9.13
The various representatives of the Federations and the Unions have, amongst
others, requested that:
(i)
(ii)
18.9.14
The Bureau has examined all the proposals made and held discussions with
the relevant stakeholders. During consultation sessions held with the MCSAR
as well as the staff side, it has also been vented that the different options
available have made the scheme more complex to administer and the grant of
incremental credits could not be applied in a fair and equitable manner.
Furthermore, certain provisions such as incremental credit for partly relevant
qualifications, in spite of well-defined parameters, could not be
considered/approved and this has led to strained industrial relations at
workplace culminating to disputes before the Tribunal/Courts.
18.9.15
Recommendation 4
18.9.16
~296~
Conditions of Service
Amount (Rs)
30000
Masters Degree
20000
Bachelor Degree
16000
(vi) an officer should not be eligible more than twice in his or her
career.
18.9.17
18.9.18
~297~
Conditions of Service
18.9.21
************
~298~
Conditions of Service
An officer who has been appointed to act in a higher post by the appropriate
Service Commission or by the Responsible Officer/Supervising Officer as
delegated, is normally paid an acting allowance. An acting appointment,
however, does not give right to the officer concerned to claim for promotion to
the higher position.
18.10.2
18.10.3
18.10.4
Over its subsequent reports, the Bureau has improved the provisions regarding
acting and responsibility allowances namely in respect of the mode of
computation of acting allowance in grade-to-grade and class-to-class cases,
which has been harmonised; the quantum of responsibility allowance, and the
qualifying period enabling an officer to be paid the allowance, have been
reviewed.
18.10.5
In the context of this Report, the Bureau has received representations to the
effect that the responsibility allowance which at present is payable at the rate
of 80% of the acting allowance to officers who are not fully qualified, should be
paid the full quantum of allowance since the incumbent serves the higher
position in full capacity. Moreover, proposal has also been made for the
qualifying period required for the payment of responsibility allowance for
shouldering higher duties be reduced from seven to three days.
18.10.6
We have duly examined these representations and consider that the existing
provisions are fair, equitable and practical. Furthermore, we are reflecting a
decision of the High Powered Committee regarding the qualifying period in the
case of an officer acting in an Accounting/Responsible Officer position.
Acting Allowance
Recommendation 1
18.10.7
Conditions of Service
substantive post. Where the salary scales overlap, the allowance should
be equivalent to three increments worth at the incremental point reached
in the substantive post provided the total emoluments of the officer are
not less than the initial salary and not more than the maximum salary of
the higher post.
Responsibility Allowance
Recommendation 2
18.10.8
(ii)
where the officer is not fully qualified to act in the higher post, the
allowance should be 80% of the acting allowance; and
(iii)
(ii)
(iii)
Conditions of Service
(iii)
(iv)
(v)
General Observations
18.10.11 Persistent representations have been made from union members on the fact
that acting appointment is not given to employees whilst the latter are requested
to perform duties of a higher position, hence leading to demotivation.
18.10.12 Generally, acting appointments provide employees with a range of potential
professional development opportunities whilst supporting and enhancing
operational efficiency and the achievement of an organisations objectives.
These arrangements benefit employees in terms of reward, capacity building
and experience as well as recognition of their ability to deliver whilst enabling
continuity and operational stability to prevail in the organisation.
18.10.13 The Bureau, therefore, considers that in an attempt not to create frustration
among employees and imbalance in an organisation, opportunities for acting
assignments should be provided and same be managed in such a manner that
would not result in an unfair advantage to anyone except in other circumstances
when other administrative arrangements have been made for continuous
workflow.
************
~301~
Conditions of Service
Meal Allowance
18.11.2
18.11.3
Recommendation 1
18.11.4
(b)
There are instances where organisations are required to work for longer period
and regularly at odd hours for the completion of an assignment or project within
a set time frame. In such cases, officers are called upon to work continuously
beyond normal working hours and sometimes late at night. These officers, as
per existing provisions, are not entitled to a meal or a meal allowance. The
Bureau considers that these situations are exceptional and need to be
addressed.
Recommendation 2
18.11.6
~302~
Conditions of Service
18.11.7
Meal Allowance
************
~303~
Conditions of Service
18.12.2
The Out of Pocket Allowance is also payable to officers who travel by sea on
official visits to Agalega and St. Brandon for the number of days they stay on
board from and to Mauritius.
18.12.3
In the context of this review exercise, the Staff Associations have made
representations to review the quantum of the Out of Pocket Allowance to which
we agree.
Recommendation
18.12.4
18.12.5
(i)
************
~304~
Conditions of Service
Uniforms
18.13 UNIFORMS
Uniform and Uniform Allowances
Present Position
18.13.1
18.13.2
Certain other categories of eligible officers are paid cash allowances (including
cardigan every alternate year) in lieu of uniforms according to the nature of their
duties.
18.13.3
Uniforms are issued or Uniform Allowances are paid to all eligible officers on a
yearly basis. The quantum of allowance is adjusted every year on the basis of
the changes in prices of all the relevant items of uniform as determined by
Statistics Mauritius and also considering whether cardigans are due in the year
or not. The Standing Committee on Uniforms, comprising representatives of
the Ministry of Civil Service and Administrative Reforms, Ministry of Finance
and Economic Development and PRB, determines the eligibility for the grant of
uniforms to new grades; decides on the provision of boots and new items of
protective clothing and equipment; and applies such regulations or principles as
may be necessary to deal with the issue.
18.13.4
For the year 2016, the cash allowances (excluding cardigan) paid for normal
entitlement to eligible officers in lieu of uniforms are as hereunder:
(i)
Category 1
A uniform allowance of Rs 4000 payable to eligible officers whose nature
of duties warrants a means of identification/authority;
(ii)
Category ll
A uniform allowance of Rs 3750 payable to eligible officers whose nature
of duties requires them to wear uniform as and when the need arises;
and
(iii)
Category lll
A rapid wear and tear allowance of Rs 3635 payable to eligible officers
whose nature of duties causes excessive wear and tear clothing.
18.13.5
In addition to the cash allowances paid for normal entitlement, eligible officers
on the establishment of the Rodrigues Regional Assembly benefit from an
additional allowance on account of the working environment, specificity and
topography of the island.
18.13.6
Conditions of Service
18.13.7
Uniforms
A mechanism also exists to enforce the wearing of uniform and the use of
protective item/clothing.
Representations received
18.13.8
Staff associations have, in the context of this Report, made representations that
uniform allowance should be indexed every year and paid according to the
market value of items and that protective clothing/equipment should be issued
on quality basis to avoid recurrences of accident and contamination. They were
apprised of the current practice of computing uniform allowances and how
protective clothing/equipment are provided to safeguard eligible officers from
bodily injury or bad weather, on the basis of recommendations of officers of the
Safety and Health Unit.
It has been observed that, so far, the modus operandi adopted for the
determination of uniform allowance and its subsequent increases as well as the
different categorisation of beneficiaries and quanta of allowances have given
expected yields. We are maintaining same and recommending as follows:
Recommendation 1
18.13.10 We recommend that the quantum of the revised uniform allowances for
each category of beneficiaries which would be payable with effect from
01 January 2016 should be as per the table below. In arriving at the
different uniform allowances and Wear and Tear allowance, the Bureau
has taken into account the increase in the costs of items of uniform for
the period January to December 2015.
Uniforms Allowances effective from 01 January 2016
Category
Allowance excluding
Cardigan
Additional Allowances
(Rodrigues)
4280
1375
ll
4010
1305
lll
3890
1265
Recommendation 2
18.13.11 We further recommend that the quantum of allowance for subsequent
years should continue to be adjusted on the basis of the changes in the
prices of all relevant items of uniform as determined by Statistics
Mauritius for the preceding year and also considering whether cardigans
are due in the year or not.
~306~
Conditions of Service
Uniforms
Recommendation 3
18.13.12 We also recommend that:
(i)
(ii)
Protective Items
18.13.13 Grades whose nature of work expose incumbents to risk of injury or health
hazards or damage to clothing are granted protective clothing.
18.13.14 All requests for boots and protective item/equipment are submitted to the
Standing Committee, which are firstly investigated upon by the officers of the
Safety and Health Unit to determine their eligibility. On the basis of the
recommendations of the Safety and Health Report, the Standing Committee
decides on the appropriateness of the items of protective item/equipment to be
granted to eligible officers.
18.13.15 It has been reported that this process of going through the Committee for
approval is time consuming and officers are not being issued the protective
item/equipment on time.
18.13.16 In order to expedite matters in such cases, we are making an appropriate
recommendation.
Recommendation 4
18.13.17 We recommend that:
(i)
(ii)
Conditions of Service
Uniforms
Recommendation 5
18.13.18 We further recommend that:
(i)
(ii)
Recommendation 6
18.13.19 We also recommend that:
(i)
(ii)
(b)
(c)
in the event the officer still fails to abide by the written instructions
within the given delay, payment of the uniform allowance should be
stopped/withdrawn and the eligible officer concerned should, in
such circumstance, be required to furnish written explanations
following which appropriate action may be taken, as deemed
necessary, by Management.
************
Pay Review 2016
~308~
Conditions of Service
The Family Protection Schemes in the Public Sector fall into three main
categories and they are:
(i)
(ii)
(iii)
On 01 July 1993, the Civil Service Family Protection Scheme Board came into
operation with the enactment of the Widows and Childrens Pension Scheme
(Amendment) Act No. 28 of 1993. The Act made it mandatory for female officers
to contribute to the scheme. The Civil Service Family Protection Scheme
(CSFPS) is a contributory scheme which provides family protection to the
dependents of deceased civil servants whether the contributor dies in service
or after retirement. The CSFPS provides for a monthly benefit paid in the form
of a pension upon death of a contributor and it also makes provision for refund
of contributions to contributors in specific circumstances.
18.14.3
Rate of Contribution
18.14.4
The monthly contribution is made at the rate of 2% of the officers gross salary.
Membership
18.14.5
public officers who have attained the age of 18 and who are appointed
to a pensionable office;
(b)
public officers who have been transferred to approved services and who
have elected to continue contributing to the scheme;
(c)
(d)
Refund of Contribution
18.14.6
Conditions of Service
adopted child
step child
natural child or
In case both husband and wife are contributors, the surviving spouse is
refunded on the death of his/her spouse and he/she may opt (within 60
days of the event) not to continue contributing to the scheme.
(c)
Pensions
18.14.7
Following the pension reforms in the 2008 PRB Report, for all those public
officers who have joined the public service as from 01 July 2008, the amount of
pension is computed at the rate of 1/690th (instead of 1/600th) of annual
pensionable emoluments on retirement for every month of pensionable service,
subject to a maximum of 460/690th (instead of 400/600th).
18.14.8
Spouse only
1/3
x 1/12 x BUP*
x 1/12 x BUP
x 1/12 x BUP
x 1/12 x BUP
18.14.9
The basic unreduced pension is computed, for those civil servants joining the
public service as from 01 July 2008, at the rate of 1/690th of the annual salary
of the contributor at the date of death or at the date he ceases to be a public
~310~
Conditions of Service
officer, for each completed month of the contributory service (not exceeding 460
months).
18.14.10 A surviving spouses pension ceases on the death or remarriage of the
beneficiary.
18.14.11 The children's pension ceases on the date the last child reaches 18 years of
age, or if the child receives full-time education, until he receives such education
or attains the age of 21, whichever is earlier. The Board may, on compassionate
grounds, approve the payment of pension to children beyond the age of 21.
18.14.12 Upon the death of a beneficiary, the legal personal representative is paid one
full months pension in respect of the month in which the beneficiary dies
together with a gratuity of an equivalent amount.
Recommendation 1
18.14.13 We recommend that the rate of contribution to the Civil Service Family
Protection Scheme be maintained at 2%.
18.14.14 We also recommend that the highlighted provision governing
membership, refund of contribution and pensions of the Civil Service
Family Protection Scheme should be maintained.
Transitional Measures
Contribution
18.14.15 The CSFPS was revisited in line with the new pension scheme enunciated in
the 2008 PRB Report and transitional arrangements were subsequently made
with regard to retirement age, computation of the amount of pension and the
qualifying period to benefit for a full pension. The transitional measures should
continue to be applicable.
Recommendation 2
18.14.16 We recommend that the transitional measures outlined below should
continue to apply:
(a)
(b)
Conditions of Service
(c)
(d)
Pensions
18.14.17 Transitional measures regarding computation of pension were also provided in
the 2008 PRB Report. Hence, these provisions are being maintained.
Recommendation 3
18.14.18 We recommend that the transitional measures should continue to apply
in respect of:
(i)
(ii)
Additional Recommendations
Pension in case of Actingship in a Higher Office
18.14.19 Pension is based on the BUP of a contributor at the date of his death or at the
date he ceases to be a public officer, whichever is the earlier.
18.14.20 For a contributor who has been acting in a higher office, the pension under the
Family Protection Scheme is computed on the basis of the same salary used
for the computation of the retiring pension.
Recommendation 4
18.14.21 We recommend that for a contributor who has been acting in a higher
office, the same retiring salary used to compute the retiring pension
should be used to compute the pension under the Family Protection
Scheme.
~312~
Conditions of Service
(ii)
Conditions of Service
(ii)
Refund of Contribution
18.14.31 Members of the SBFPF as at July 1988 may presently opt for a refund of
contribution in lieu of retaining eligibility to family benefits.
Recommendation 8
18.14.32 We recommend that existing members of the Statutory Bodies Family
Protection Fund as at July 1988, who opt for a refund of contribution in
lieu of retaining eligibility to family benefits, should continue to be
refunded their contributions with compound interest at the rate of 4% per
annum.
SICOM Family Pension Scheme
18.14.33 The State Insurance Company of Mauritius (SICOM) Ltd operates as a public
company and offers an array of services to meet the specific needs of its clients.
The SICOM Family Protection Scheme is one of the major services of SICOM
Ltd which provides financial security in terms of either a lump sum or a monthly
pension to the legal beneficiaries of a member upon his death, whether it occurs
before or after retirement. This Scheme is a group whole life assurance group
scheme open to the permanent employees of corporate bodies as well as
private companies.
18.14.34 A proposal has been made by the Government of Mauritius to SICOM Ltd to
establish a new Family Protection Scheme for public officers. Under the Finance
(Miscellaneous Provisions) Act No. 26 of 2012, all employees in the public
sector joining with effect from 01 January 2013 are no more contributing to the
CSFPS and SBFPF.
~314~
Conditions of Service
18.14.35 The SICOM Ltd has as far as possible amended its Family Protection Scheme
to be in line with the CSFPS and the SBFPF.
Recommendation 9
18.14.36 We recommend that the SICOM Ltd should continue to align the SICOM
Family Protection Scheme with the Civil Service Family Protection
Scheme and the Statutory Bodies Family Protection Scheme.
************
~315~
Conditions of Service
18.15.2
18.15.3
Part II of the Occupational Safety and Health Act 2005 deals with the duties and
responsibilities of parties essential for maintaining a safe working environment.
This includes the duties and obligations/responsibilities of employers as well as
those of employees. We are, in this Chapter, laying emphasis on those
provisions, recourse to which is recurrent in the public sector. We are further
examining the status of workplace safety and after an assessment thereof, we
are making recommendations with a view to improve same.
Managements Responsibility
18.15.5
Safe Workplace
18.15.6
~316~
Conditions of Service
staff members with a view to eliminating, or at least controlling and reducing risk
of accidents and adverse effects on health.
18.15.8
The Uniform Committee bases itself on the recommendations of the Safety and
Health Unit of the MCSAR to determine eligibility for protective
clothing/equipment. To expedite matters, authority has been devolved on the
organisations.
Recommendation 1
18.15.9
We recommend that:
(i)
(ii)
(iii)
Health Surveillance
18.15.10 One of the statutory obligations of Management is to have regular occupational
safety and health audits carried out by a Safety and Health Officer/Senior Safety
and Health Officer so as to identify risks to safety and health. Subsequently,
employees who run the risk of contracting occupational diseases are placed
under a Health Surveillance Programme. Recommendations thereto have been
made under the relevant Ministry/Department/Organisation.
Employee/Worker Responsibilities
18.15.11 A safe workplace is first and foremost enjoyed by employees themselves. For
any hazard at the workplace, it is the employees who are at risk. Consequently
they do have certain duties and responsibilities towards rendering the
workplace safe. Section 14 of the Occupational Safety and Health Act 2005
provides for the duties of employees.
18.15.12 According to the Occupational Safety and Health Unit, investigation into the
causes of accidents have also revealed that in some cases employees have
failed to comply with these provisions. As these protection parameters are of
paramount importance, we have deemed it crucial to reproduce certain of these
provisions hereunder:
~317~
Conditions of Service
Employees/Workers should:
(1)
(2)
(3)
~318~
Conditions of Service
18.15.17 It was also pointed out that despite the fact that protective clothing and
equipment have been provided on time by Management, yet some employees
do not wear/use them. Accidents resulting directly from the non-use of
protective equipment proved to be detrimental to the employees themselves.
18.15.18 Another point of concern is that although Ministries/Departments are required,
by virtue of provisions of the Occupational Safety and Health Act 2005, to notify
the Occupational Safety and Health Unit of accidents/incidents within a given
time frame, yet, they fail to do so. The notification is done after quite some time
and in the meantime the surrounding circumstances of the accident/incident
have changed. Hence the investigation would not truly reveal the proper causes
thereof and the Report would not be of great help for future action to be taken.
18.15.19 Meetings of Safety and Health Committees are required by law to be held at
least once every two months. However, it has been reported that in many
Ministries/Departments this provision is not being implemented. This implies
that the duties and responsibilities that devolve on the Safety and Health
Committees are not being attended to.
18.15.20 This, together with all the shortcomings discussed above converge to conclude
that the safety and health of employees may be at risk.
18.15.21 In the circumstances, we are making appropriate recommendations to address
all these issues.
Recommendation 2
18.15.22 We recommend that Management/Employer should mandatorily ensure
that:
(i)
(ii)
(iii)
(iv)
to
the
Risk Assessment
18.15.23 Safety and Health Officers are required to identify risks, assess the need for
preventive measures and advise the employer on appropriate measures and
techniques to be implemented with a view to minimising risk. However, there
may be cases where the appropriate measures and techniques to be
~319~
Conditions of Service
(ii)
~320~
Conditions of Service
For consistency in the treatment of all such cases it is vital to have a committee
set up which would be empowered to tap such resources as necessary for the
purpose of this assessment. It would be responsible to assess the extent of risk
involved in the job in accordance with the framework it has established and
submit its findings to the Bureau for action to be taken.
Recommendation 4
18.15.30 We recommend that:
(i)
(ii)
(iii)
(ii)
~321~
Conditions of Service
(i)
(ii)
(iii)
(ii)
(ii)
~322~
Conditions of Service
Workmens
the scheme would be optional, that is, public officers who so wish
may join the scheme;
(ii)
(iii)
those who would not opt to join the scheme would have no claim
to the 50% Government contribution; and
(iv)
Conditions of Service
(ii)
************
~324~
Conditions of Service
Funeral Grant
18.16
18.16.1
FUNERAL GRANT
Recommendation
18.16.2
************
~325~
Conditions of Service
Communication Facilities
18.17
COMMUNICATION FACILITIES
18.17.1
18.17.2
The provision of facilities related to mobile phone and fixed telephone is outlined
in the given table:
Mobile Phone
Fixed Telephone
Free rental
Unlimited/limited call
entitlement
Unlimited/limited call
entitlement
Prepaid cards
Free rental
Roaming facilities
Recommendation 1
18.17.4
Fax facilities at work place is a common working tool for most public officers.
However, only certain senior public officials at the level of Senior Chief
Executive and Permanent Secretary are granted fax facilities at their place of
residence depending on their posting or the very specific nature of their
functions.
18.17.6
Conditions of Service
Communication Facilities
(ii)
access from home and outside working hours a server situated at the
office or away from home; and
(iii)
regularly carry out significant research from home for meeting deadlines.
Recommendation 2
18.17.7
18.17.8
Control Mechanism
18.17.9
Recommendation 3
18.17.10 We recommend that Management of Ministries/Departments/
Organisations should set up a control mechanism for the grant of
communication facilities so as to ensure that inappropriate and/or
excessive use of such facilities are prevented through adequate
processes/procedures.
Parastatal Bodies and Local Authorities
18.17.11 Parastatal Bodies and Local Authorities generally grant communication facilities
to their staff based on the policies and guidelines of the Civil Service.
Recommendation 4
18.17.12 We recommend that Parastatal Bodies and Local Authorities should
continue to grant communication facilities to eligible officers based on
the Civil Service pattern.
************
~327~
Conditions of Service
18.18
18.18.1
The Foreign Service Allowance (FSA) and Other Related Allowances are paid
in foreign currency to the home-based staff serving in our diplomatic missions
overseas, in addition to their monthly salary, so as to allow them to meet the
cost of living and to have a standard of living compatible with their rank in the
country of posting. These allowances vary depending upon the grade of the
officer and the country of posting and are generally paid in the currency of the
country of posting.
18.18.2
In the context of this review exercise, the main representations relate to the
payment of:
18.18.3
18.18.4
(i)
(ii)
(iii)
(iv)
(v)
(vi)
(ii)
(iii)
(iv)
We have examined all the above proposals, apprised all parties concerned
on issues that could not be retained and are making appropriate
recommendations for those which are justified.
~328~
Conditions of Service
18.18.6
Foreign Service Allowance and Other Related Allowances for each level of
operation of the home-based staff posted in overseas missions are being
reviewed, based on the submissions made by the Ministry of Foreign Affairs,
Regional Integration and International Trade; Ministry of Civil Service and
Administrative Reforms; Staff Association; and Diplomatic staff as well as taking
into consideration the under-mentioned factors:(a)
(b)
(c)
(d)
(e)
the Foreign Service Allowance drawn by the various officers prior to this
review;
(f)
(g)
On the basis of the above and the various representations made, we are making
appropriate recommendations.
Recommendation 1
18.18.7
We recommend that:
(i)
the quantum of Foreign Service Allowance to be paid to homebased staff at a fixed rate of exchange of the currency of the
respective country of posting should be as per data at Annex I to
this Chapter;
(ii)
(iii)
Conditions of Service
Diplomatic Staff of a few missions have represented that the Foreign Service
Allowance and Other Related Allowances including monthly salary be paid in
US Dollar or Euro or Pound Sterling due to the fact that the cost of living,
currency depreciation and vagaries of fluctuations in exchange rate of the
currency in these countries have resulted in loss of purchasing power. We have
examined this request and are making appropriate provision to this effect.
Recommendation 2
18.18.9
(ii)
~330~
Conditions of Service
(ii)
18.18.14 The fixed quantum of rent and utilities is meant to allow home-based staff to
rent a convenient accommodation in the respective country of posting. Very
often, following a new posting or renewal of the lease agreement, there is an
increase in the rental charges. In such cases, provision exists for the
Supervising Officer of the Ministry of Foreign Affairs, Regional Integration and
International Trade to consider reviewing the ceiling of rent and utilities up to a
maximum of 30% and be ratified at the subsequent meeting of the FSA.
Recommendation 5
18.18.15 We recommend that the Supervising Officer of the Ministry of Foreign
Affairs, Regional Integration and International Trade may, on strong
reasonable grounds, revise the ceiling of rent and utilities, subject to a
maximum of 30% in urgent cases relating to new posting/renewal of lease
agreement of home-based staff.
18.18.16 We also recommend that any decision taken under the above provision
should be ratified at the subsequent meeting of the Foreign Service
Committee (FSC).
18.18.17 We further recommend that home-based staff should continue to be
refunded the rent and utilities up to the monthly ceiling as determined, on
an ad hoc basis, by the Foreign Service Committee up till the expiry of the
lease agreement. However, for subsequent renewal of lease or for new
lease, rent and utilities ceiling above the prescribed rates should be
sanctioned by the FSC.
Utilities for Staff occupying accommodation provided by the Mission
18.18.18 In certain countries, home-based staff are provided with rent free
accommodation in the premises owned by the mission and have only to meet
the cost of utilities, comprising electricity, gas, water and telephone facilities.
~331~
Conditions of Service
Recommendation 6
18.18.19 We recommend that home-based staff provided with rent free
accommodation be entitled to 20% of the quantum of rent and utilities as
specified for their grade as per Annex IlI to this Chapter, if they have to
meet the cost for utilities comprising electricity, gas, water and telephone
facilities. In the event any of the utilities mentioned above is provided free
of charge along with the accommodation facilities, appropriate deduction
should be made to the quantum of 20% for rent and utilities.
Entertainment Allowance
18.18.20 Ambassadors, High Commissioners, Permanent Representatives, Minister
Counsellors/Deputy High Commissioners, First Secretaries and Second
Secretaries posted in our diplomatic missions are entitled to an entertainment
allowance with a view to fostering healthy diplomatic relations and/or
reciprocating invitations with foreign diplomats.
The quantum of the
entertainment allowance is being revised.
Recommendation 7
18.18.21 We recommend that the quantum of Entertainment Allowance payable to
home-based staff should be revised as per Annex IV to this Chapter and
the quantum reviewed every two years by the Foreign Service Committee.
Childrens Education
18.18.22 School fees inclusive of admission fees, contribution to land/building fund,
society fees, registration fees and school endowment fund in respect of
dependent children of home-based staff posted in our missions, aged between
three and 20 years old, who attend school up to secondary education, are
refunded at the rate of 80%. We are not bringing any change to this provision.
Recommendation 8
18.18.23 We recommend that for home-based staff posted abroad, school fees
should be refunded:
(i)
(ii)
~332~
Conditions of Service
Service Allowance
18.18.24 Ambassadors and/or High Commissioners employed on contractual basis to
serve in our missions are paid service allowance equivalent to two months
salary in lieu of gratuity on completion of 12 months satisfactory service. This
provision which is applicable to all contractual employees is appropriate.
Recommendation 9
18.18.25 We recommend the payment of a service allowance equivalent to two
months salary in lieu of gratuity to Ambassadors and/or High
Commissioners employed on contractual basis on completion of 12
months satisfactory service.
Medical Expenses
18.18.26 Presently, home-based staff posted in our missions are refunded medical
expenses at the rate of 90% whenever the expenditure is supported by a
medical certificate. In case of hospitalisation for surgical intervention, the
totality of medical expenses are refunded in respect of the officer, his/her
spouse and dependent children aged up to 20 years. We are maintaining the
present provisions.
Recommendation 10
18.18.27 We recommend that 90% of medical expenses, should continue to be
refunded to home-based staff posted abroad subject to:
(i)
(ii)
(iii)
~333~
Conditions of Service
~334~
Conditions of Service
Transfer Grant
18.18.37 Officers are paid transfer grant equivalent to 5% of the gross annual salary or
an amount of 250, whichever is higher, while proceeding to an overseas
mission on a first posting or on return from overseas or on transfer from one
mission to another.
Recommendation 15
18.18.38 We recommend that officers should continue to be paid transfer grant
equivalent to 5% of the gross annual salary or an amount equivalent to
250, whichever is higher, in the currency of the country of posting while
proceeding to an overseas mission on a first posting or on return from
overseas or on transfer from one mission to another.
Travelling
18.18.39 The home-based staff posted in our missions are entitled to travelling facilities
along the same lines as their counterparts serving in Mauritius depending on
the monthly salary drawn. We are maintaining this provision.
Recommendation 16
18.18.40 We recommend that:
(i)
(ii)
(iii)
Baggage Allowance
18.18.41 Officers while proceeding to overseas mission on a first posting or on return
from overseas or on transfer from one mission to another are paid an allinclusive amount equivalent to 280 in the currency of the country of posting or
~335~
Conditions of Service
in the currency of their choice as excess air baggage allowance. These officers
are also refunded the cost of transportation of either a 20 feet container of
personal effects by sea, or the cost of transportation by sea of up to 10 cubic
meters, inclusive of packaging and crating of personal effects, not exceeding
four tons. However, officers choosing to carry their luggage by air may opt to
do so, but the cost would be limited to the cost of transport by sea. Any extra
cost is borne by the officer. We are maintaining the existing provisions.
Recommendation 17
18.18.42 We recommend that officers, while proceeding to overseas mission on a
first posting or on return from overseas or on transfer from one mission
to another, should be paid an all-inclusive amount equivalent to 280 in
the currency of the country of posting as excess air baggage allowance.
These officers should also be refunded the cost of transportation of either
a 20 feet container of personal effects by sea, or the cost of transportation
by sea of up to 10 cubic meters, inclusive of packaging and crating of
personal effects, not exceeding four tons. However, officers choosing to
carry their luggage by air may opt to do so, but the cost would be limited
to the cost of transport by sea. Any extra cost should be borne by the
officer.
Subsistence Allowance
18.18.43 Home-based staff posted in our missions at short notice are entitled to a
Subsistence Allowance for a maximum period of up to one month. However,
the beneficiary would not qualify for any other allowance during this period.
Management has represented to bring the maximum period for payment of
Subsistence Allowance on posting at short notice to 15 days as this practice
has substantial cost implications in the Ministrys budget. We are addressing
this issue.
Recommendation 18
18.18.44 We recommend the payment of a Subsistence Allowance for a maximum
period of up to 15 days to home-based staff posted abroad at short notice.
However, the beneficiary would not qualify for any other allowance during
this period.
Air Passages and Cut-Off Date of Departure/Return
18.18.45 Air passages are provided to home-based staff, spouse and wholly dependent
children up to the age of 20, both on departure and on completion of a tour of
service.
18.18.46 The Ministry of Foreign Affairs, Regional Integration and International Trade has
submitted for a review of the cut-off date to return within a period of one year
on termination/completion of a tour of service in order to benefit from Air
Passages which is causing lots of financial implications to the Ministry as
Pay Review 2016
~336~
Conditions of Service
Government funds have to be disbursed so long that the officer and his family
stay beyond the termination or expiry of employment.
18.18.47 We have examined this request and are agreeable with the stand of the Ministry
for the officer, spouse and dependent children aged up to 20 years to make
arrangement to return within a period of six months on termination/completion
of the tour of service.
Recommendation 19
18.18.48 We recommend that:
(i)
(ii)
~337~
Conditions of Service
Recommendation 21
18.18.54 We recommend that the Foreign Service Allowance and Other Related
Allowances for Consul should be as set out at Annex V to this Chapter
and should be reviewed by the Foreign Service Committee every two
years.
Compassionate Passages
18.18.55 Diplomatic staff and officers employed on a contractual basis in our diplomatic
missions overseas, are granted one compassionate passage during the tour of
service/duration of the contractual employment to all members of the family in
the event of the death of the father or mother of either spouse or any child or a
close relative (brother or sister of an officer or of the spouse), when the death
occurs in Mauritius. This recommendation is appropriate and is maintained.
Recommendation 22
18.18.56 We recommend that diplomatic staff and officers employed on a
contractual basis in our diplomatic missions overseas, be granted one
compassionate passage during the tour of service/duration of the
contractual employment to all members of the family in the event of the
death of the father or mother of either spouse or any child or a close
relative (brother or sister of an officer or of the spouse), when the death
occurs in Mauritius.
18.18.57 We also recommend that:
(i)
(ii)
(iii)
~338~
Conditions of Service
~339~
Conditions of Service
Annex I
FOREIGN SERVICE ALLOWANCE (FSA) PER MONTH (IN FOREIGN CURRENCY)
City
Currency
Ambassador/
High
Commissioner/
Permanent
Representative
Minister
Counsellor/
Deputy High
Commissioner
First
Secretary
Second
Secretary
Attach
Office
Management
Executive/
Confidential
Secretary
Office
Management
Assistant/
Executive
Officer
29,365
25,866
21,557
14,888
12,598
9,499
8,138
6,998
Word
Processing
Operator
Addis Ababa
Birr
Antananarivo
Ariary
5,384,936
4,762,560
3,912,369
2,727,371
2,245,845
1,768,091
1,504,760
1,316,661
Beijing
Yuan
38,319
35,036
28,741
20,188
17,027
12,872
11,039
9,536
Berlin
Euro
4,884
4,475
3,671
2,567
2,105
1,654
1,416
1,218
Brussels
Euro
4,799
4,397
3,607
2,522
2,069
1,625
1,391
1,197
Cairo
Egyptian
Pound
16,688
14,656
12,023
8,393
6,904
5,439
4,643
4,030
Canberra
Australian
Dollar
7,442
6,800
5,585
3,895
3,205
2,509
2,156
1,856
Geneva
Swiss
Franc
9,671
8,831
7,235
5,066
4,142
3,271
2,783
2,426
Islamabad
Pakistani
Rupee
117,504
103,810
85,336
59,427
49,102
38,588
32,972
28,447
Kuala
Lumpur
Malaysian
Ringitt
14,302
13,045
10,684
7,547
6,126
4,875
4,088
3,612
London
Pound
Sterling
4,001
3,658
2,996
2,093
1,785
1,344
1,149
995
Maputo
MTN
70,757
64,633
53,066
37,008
30,419
23,971
20,409
17,712
Moscow
Russian
Rouble
254,606
233,287
192,009
133,638
109,631
86,058
73,784
63,629
New Delhi/
Mumbai
Indian
Rupee
111,402
101,845
83,644
58,270
47,938
37,689
32,172
27,945
Paris
Euro
5,532
5,051
4,153
2,898
2,386
1,896
1,601
1,389
Pretoria
Rand
23,909
21,845
17,927
12,504
10,306
8,092
6,904
6,000
Washington/
New York
US Dollar
6,186
5,657
4,640
3,233
2,673
2,092
1,791
1,432
~340~
Conditions of Service
Annex II
CURRENCY AND RATE OF EXCHANGE OF THE COUNTRY OF POSTING
City
Currency
Unit
Rate of Exchange as at
21 March 2016 in Mauritian
Rupees (Rs)
1.6671
Addis Ababa
Birr
Antananarivo
Ariary
100
1.1183
Beijing
Yuan
5.4625
Berlin
Euro
40.0722
Brussels
Euro
40.0722
Cairo
Egyptian Pound
3.9870
Canberra
Australian Dollar
26.8217
Geneva
Swiss Franc
36.7419
Islamabad
Pakistani Rupee
0.3384
Kuala Lumpur
Malaysian Ringgit
8.7233
London
Pound Sterling
51.5161
Maputo
MZN
0.7086
Moscow
Russian Rouble
0.5221
New Delhi/Mumbai
Indian Rupee
0.5440
Paris
Euro
40.0722
Pretoria
Rand
2.3205
Washington/New
York
US Dollar
35.4035
~341~
Conditions of Service
Annex III
CEILING OF RENT AND UTILITIES PER MONTH (IN FOREIGN CURRENCY)
City
Currency
Minister
Counsellor/
Deputy High
Commissioner/
First Secretary
Second
Secretary/
Attach
Office Management
Executive/Confidential
Secretary/Executive
Officer/Office
Management Assistant/
Word Processing
Operator
16,511
12,185
11,201
Addis Ababa
Birr
Antananarivo
Ariary
1,723,154
986,895
626,601
Beijing
Yuan
105,941
61,738
39,356
Berlin
Euro
2,534
1,694
1,581
Brussels
Euro
3,332
2,168
1,663
Cairo
Egyptian Pound
4,851
3,136
2,426
Canberra
Australian
Dollar
3,358
2,019
1,612
Geneva
Swiss Franc
6,716
4,027
3,224
Islamabad
Pakistani Rupee
82,415
56,938
35,962
Kuala Lumpur
Malaysian
Ringitt
5,377
3,358
2,688
London
Pound Sterling
1,880
1,210
1,009
Maputo
MTN
38,095
31,739
20,183
Moscow
Russian Rouble
84,800
56,650
52,793
New
Delhi/Mumbai
Indian Rupee
66,677
46,453
29,968
New York
US Dollar
5,495
3,847
2,745
Paris
Euro
3,687
2,256
1,844
Pretoria
Rand
12,123
7,843
5,701
Washington
US Dollar
4,563
2,853
2,281
~342~
Conditions of Service
Annex IV
ENTERTAINMENT ALLOWANCE PER MONTH (IN FOREIGN CURRENCY)
City
Currency
Ambassador/High
Commissioner/
Permanent
Representative
Minister
Counsellor/Deputy
High commissioner
First
Secretary
Second
Secretary
4320
1727
1292
866
Addis Ababa
Birr
Antananarivo
Ariary
755312
301888
227304
151536
Beijing
Yuan
6903
2686
1932
1302
Berlin
Euro
882
359
272
179
Brussels
Euro
764
302
231
149
2655
1066
789
533
1220
487
369
241
1507
605
451
302
24149
9707
7339
4853
2388
958
723
472
595
241
179
118
Cairo
Canberra
Geneva
Islamabad
Kuala Lumpur
Egyptian
Pound
Australian
Dollar
Swiss Franc
Pakistani
Rupee
Malaysian
Ringitt
London
Pound Sterling
Maputo
MTN
11711
4736
3552
2368
Moscow
Russian Rouble
29479
11839
8882
5919
New
Delhi/Mumbai
Indian Rupee
21423
8523
6391
4264
Paris
Euro
923
364
277
185
Pretoria
Rand
4223
1696
1184
841
Washington/
New York
US Dollar
948
374
287
190
~343~
Conditions of Service
Annex V
ALLOWANCES FOR CONSUL
City
Currency
Mumbai
Indian Rupee
Foreign Service
Allowance (FSA)
per month
(in Foreign
Currency)
Entertainment
Allowance
per month
(in Foreign Currency)
Consul
Consul
Consul
83,644
67,972
6,391
***********
~344~
Conditions of Service
19.
19.1
19.2
The Pay Research Bureau sets the fees structure for part-time Chairpersons,
Members and Secretaries of Statutory Boards and Committees as well as for
those appointed to serve an adhoc Committees or Fact-Finding Committees,
Courts of Investigation and Technical and other Committees falling under its
purview.
The Board of any organisation has the responsibility of formulating policies and
crafting strategies through good corporate governance principles and practices
for enhancing organisational efficiency and effectiveness. The day-to-day
management and overall administration of the activities of the organisation rests
with the Chief Executive or the Executive Chairman. The Board of Directors
directs and controls the organisation in a sound and profitable manner to the
satisfaction of all the stakeholders;
19.4
~345~
Conditions of Service
19.6
However, over time a reward system has been introduced in form of nominal
fees with a view to meeting petty expenses in relation to their
contribution/attendance at such boards and committees. It is worth highlighting
that such fees are not meant to be a full compensation for the services rendered
but rather a token payment.
19.8
19.9
(i)
(ii)
whether he or she also forms part of a board committee such as the audit
committee or the remuneration committee which involves extra duties
and an additional time commitment;
(iii)
(iv)
(v)
Maintaining objectivity and independence are critical to the effectiveness of nonexecutive directors. It is generally argued that if Directors become too
dependent on their remuneration from an organisation on whose board they
serve, they might not perform the independent role required of them by the
relevant stakeholders. For this reason, the provision of other perquisites, over
the fees payable, are generally to be avoided.
~346~
Conditions of Service
Since PRB Report 2003 and in other successive PRB Reports, we have
recommended a formula for the remuneration of part-time Chairperson, linked
with the salary of the Chief Executive, established through job evaluation.
19.11
On the basis of the formula, the monthly fees payable to part-time Chairpersons
of Statutory Boards are at the rate of 30% of the monthly basic salaries of their
respective Chief Executives, subject to a maximum of Rs 28500. Whereas the
fees payable to the part-time Chairpersons for which remuneration is on
sessional basis are at the rate of Rs 1900 per sitting, subject to a maximum of
Rs 7600 a month. In respect of Statutory Board with no Chief Executive, the
monthly fee payable to the part-time Chairperson is determined/revised by the
Standing Committee on fees and allowances. The formula used in determining
the fees payable to a part-time Chairperson is considered to be fair, reasonable
and still valid. We are, therefore, recommending accordingly, while revising the
different quantum.
Recommendation 1
19.12
We recommend that:
(a)
(b)
(ii)
Actingship as Chairperson
Recommendation 2
19.13
Conditions of Service
Double Payment
Recommendation 3
19.15
Resignation of Chairperson
Recommendation 4
19.16
19.17
19.18
In the context of this Review, it has been reported that implementation problems
have cropped up when a Chairperson resigned from his office to take up the
chairmanship of another organisation at any time in a month. The payment of
the fees to the two Chairpersons constitute a double payment. We are,
therefore addressing the issue.
Recommendation 5
19.19
~348~
Conditions of Service
Members of Boards
Recommendation 6
19.20
Recommendation 7
19.21
(b)
as Secretary to sub-Committees
Standing Committee
19.23
Recommendation 9
19.24
~349~
Conditions of Service
Recommendation 10
19.25
Recommendation 11
19.26
************
~350~
Conditions of Service
20.
20.1
20.2
Recommendation 1
20.3
20.4
Mauritian public officers from the civil service and parastatal bodies are posted
on tour of service to Rodrigues and the Outer Islands to palliate the shortage of
qualified staff, to provide professional and technical expertise, and to ensure
the continued service delivery of various departments and outstations. As
regards public officers domiciled in Rodrigues, they are usually sent to Mauritius
for training and placement purposes and on rare instances are posted in
Mauritius.
20.5
For officers serving on a tour of service in Rodrigues and the Outer Islands, a
disturbance allowance is paid to compensate them for their distant posting and
to cater for household expenses as well as for the disruption of family and social
life. These officers also benefit from rent free accommodation and enhanced
vacation. Similarly, officers from the RRA posted in Mauritius are paid additional
allowances.
Conditions of Service
20.7
In the context of this review, representations have mainly been to increase the
rate for disturbance allowance. The Bureau considers that the present rate is
appropriate and with an increase in the salary, the quantum of the disturbance
allowance will also increase.
Recommendation 2
20.8
We recommend that:
(i)
(ii)
(iii)
(iv)
(v)
Inducement Allowance
20.9
20.10
20.11
20.12
While we recognise that in Rodrigues the configuration of the labour market has
changed and we believe that there is an increasing pool of local talent, there is
still need to attract professionals or experts in specialised fields in some scarce
domains. The provision for the payment of the inducement allowance is,
therefore, being maintained.
~352~
Conditions of Service
Recommendation 3
20.13
We recommend:
(i)
(ii)
(iii)
Recommendation 4
20.15
Recommendation 5
20.17
Conditions of Service
Other Conditions
20.18
Passages
(i)
one free passage, to and from Rodrigues, for himself, his spouse
and up to three dependent children below the age of 21; and two
additional free tickets to Mauritius to married officers in case the
tour of service is extended for another 12 months;
(ii)
(iii)
Transport
(i)
(ii)
provided that the total volume of (i) and (ii) does not exceed 12 cubic
metres.
(c)
(ii)
~354~
Conditions of Service
(iii)
Recommendation 6
20.19
20.20
Recommendation 7
20.22
20.23
one free passage, to and from Mauritius, for himself, his spouse
and up to three dependent children below the age of 21; and two
additional free tickets to Rodrigues to married officers in case the
tour of service is extended for another 12 months; and
(ii)
Mauritian public officers are also required to serve in the Outer Islands, namely
Agalega and St. Brandon on a tour of service which normally varies from four
to six months. The duration of the tour of service in the Outer Islands is most
of the time dependent on the movement of vessels to these islands. The
monthly disturbance allowance payable to these Mauritian officers is 60% of
their gross monthly salary.
20.25
Conditions of Service
20.27
Vacation Leave
20.28
Recommendation 9
20.29
20.30
We further recommend that these officers, on their return to the main land
at the end of their tour of service in Agalega and St. Brandon, should be
given priority of consideration to take their earned vacation leave.
Special Conditions
20.31
An officer who is posted to the Outer Islands, Agalega and St. Brandon, is
eligible for one free passage for himself, his spouse and up to three dependent
children below the age of 21 and rent-free government quarters.
Recommendation 10
20.32
The period during which a Mauritian citizen serves as a public officer in Agalega
or St. Brandon is presently reckoned as pensionable service at the rate of two
times.
Recommendation 11
20.34
************
Pay Review 2016
~356~
Conditions of Service
21.
21.1
Prevailing Environment
21.2
21.3
21.4
Implementation Costs
21.5
The unpredictability of the world economy and new challenges arising have
rendered our economy vulnerable and may, in the long term, affect our
resilience and macro-economic stability. The current global economic situation,
therefore, commands fiscal discipline and close monitoring of public
expenditure, the moreso that Government finances, although not alarming, are
by no means comfortable. It is against this backdrop that we have carried out
the present general pay review exercise within the limits of national affordability
and social acceptability.
~357~
Conditions of Service
21.6
Effective Date
21.7
Conversion
21.8
(b)
(c)
(d)
(ii)
(iii)
(iv)
~358~
Conditions of Service
(v)
(vi)
(vii)
Officers who have been granted flat salaries in this Report and
whose conversion is not provided in the conversion table shall
convert to the recommended flat salary for the grade.
(viii)
Eligibility for the grant of any salary compensation in the years after
implementation of this Report should be determined after the grant
of the normal annual increment due to officers on 01 January of
each year such that a basic salary point has only one gross salary
inclusive of salary compensation.
Long Service Increment(s) (LSI) are additional increments, over and above the
top of a salary scale, read from the master salary scale that are granted to
officers who have stayed in a single grade for at least 24 years and have
reached the top salary of their respective salary scale. The first increment under
this provision becomes due only after an officer has stagnated at the top of
his/her salary scale for two years. Subsequently, the officer becomes eligible
for a second and final increment after having stagnated at the next salary point
above the top of his/her salary scale for another two years.
21.10
21.11
In the context of this review exercise, representations have been made to the
effect that many officers who were eligible for LSI with the 2013 PRB Report
were no longer eligible for same with the EOAC Report. There is a second
category of officers who have been paid one LSI prior to the 2013 PRB Report
and a second one in January 2013, but the second increment had to be
refunded with the implementation of the EOAC Report. A third category of
representation relates to officers who were paid one LSI prior to the 2013 PRB
Report and the second one could not be paid following the implementation of
~359~
Conditions of Service
the EOAC Report. This situation arose because payment of the second
increment has been deferred due to the elongated scales recommended in the
EOAC Report. For the same reason, some officers have had to refund the
second increment which was already paid in January 2013 prior to the
implementation of the EOAC Report.
21.12
21.13
We have made an in-depth study of the whole issue in the context of this review
exercise and are making appropriate provision based both on the reinstatement
of five year periodicity of the PRB Report and the new policy adopted for salary
scales.
21.14
All grades, other than entry grades or promotional entry grades requiring
a degree and grades drawing salary in a scale the maximum of which is
not less than Rs 62950 and above, would be eligible for LSI, subject to
satisfying all the conditions, as explained in the ensuing paragraphs.
(i)
(b)
he/she reaches the top salary of the revised salary scale; and
(c)
he/she stagnates on the top of the revised salary scale for two
years.
Where two or more grades have been (a) merged or (b) restyled to
a single appellation or (c) merged and restyled, the aggregate
number of years of service in respect of the merged grades or the
restyled grades or the merged and restyled grades should be
considered for the implementation of paragraph (i) above.
(iii)
~360~
Conditions of Service
(iv)
Payment of Allowances
21.15
All previous authority for the payment of allowances, other than those
specifically mentioned in the Chapter dealing with the different
Ministries/Departments/Organisations,
should
lapse
with
the
implementation of this Report. Allowances not covered in this Report but
which may still be justified would be revised by the Bureau upon
submission from the Ministry of Civil Service and Administrative Reforms
through the proper channel (Ministries/Departments/Organisations,
Parent Ministry wherever applicable and Ministry of Civil Service and
Administrative Reforms).
Option
21.16
21.17
21.18
21.19
Employees of the Public Sector who do not opt for the revised salaries
and conditions of service contained in this Report should be paid the
salary compensation as set out in the Extra Remuneration Act effective
from 01 January 2016.
~361~
Conditions of Service
In general, the Bureau deals with its stakeholders through the MCSAR in
respect of salary gradings, review of conditions of service, interpretations/
clarifications, design/re-design of organisation structures and other related
ad hoc cases. For this general review exercise which covers the Public Sector
and the Private Secondary Schools, our large customer base encompasses
around 180 organisations, 300 staff associations, 83000 public officers and
23000 public service pensioners. It is obvious that an exercise of this magnitude
cannot be carried out without certain genuine omissions and particular issues
involuntarily left out or excluded.
21.21
After the publication and approval of the Report, the HR Division of the Ministry
of Civil Service and Administrative Reforms has the responsibility for the
implementation of the recommendations, subject to appropriate legislation
being enacted, where necessary. The Ministry then issues circulars to
Supervising Officers of Ministries/Departments, Heads of Parastatal Bodies and
Local Authorities, and the Island Chief Executive for the Rodrigues Regional
Assembly to inform public officers of the General Recommendations for the
signing of Option Forms.
21.22
As for the past seven Reports, we are maintaining the usual post review
mechanism to deal with and/or look into cases of genuine omissions/
errors and such other matters relating to interpretation/implementation
problems. Additionally, we are making new arrangements to assist parties,
including employees and staff associations, in the implementation phase.
21.23
The Bureau shall, after the publication of this Report, mobilise all its
technical staff for a period of three months to receive and provide
information to any concerned parties, including employees or union
representatives, on any problem arising out of interpretation and/or
implementation of this Report. A Communication Desk will be set up to
assist employees/union representatives in the implementation issues.
21.24
21.25
21.26
~362~
Conditions of Service
21.28
After the publication of the Addendum Report of the 2016 PRB Report, any
issue relating to salaries and allowances, except where a specific
procedure has been spelt out, may be submitted to the Bureau through
the
appropriate
channel
i.e.
through
the
Ministries/
Departments/Organisations, Parent Ministry wherever applicable and the
MCSAR as indicated in the Customer Charter of the PRB.
21.29
21.30
21.31
Following the publication of the 2013 PRB Report, the MCSAR through Circular
No. 19 of 2012 informed public officers regarding the setting up of Central
Implementation and Monitoring Committee (CIMC) at the level of the Ministry
for the smooth and timely implementation of the recommendations of the
Report. This Committee is chaired by the Senior Chief Executive of the MCSAR
and has as members, representatives of the Prime Ministers Office, Pay
Research Bureau, Ministry of Finance and Economic Development and the
Ministry of Civil Service and Administrative Reforms.
21.32
At its first meeting on 24 April 2013, the CIMC took the decision, among others,
that:
(v)
a Departmental Implementation and Monitoring Committee (DIMC) be
set up at the level of Ministries/Departments/Organisations forthwith with
the Supervising Officer of the respective Ministries as Chairperson;
(vi)
the DIMC should meet at least once a month and copy of the notes of
meeting should be forwarded to the CIMC; and
~363~
Conditions of Service
(vii)
the CIMC will meet at least once a month to examine all pending
implementation issues.
21.33
21.34
During consultations with all stakeholders, the Bureau has lengthily put
emphasis on the importance and relevant role of the CIMC/DIMC for effective
implementation of the PRB Reports. Members were apprised that they should
put in place these mechanisms to address implementation issues in a timely
and efficient manner.
21.35
All issues relating to implementation of the 2016 PRB Report should first
be looked into by the DIMC which all Ministries/Departments/
Organisations should set up at their level. Unresolved issues at this level
should then be forwarded to the CIMC which has been set up at the
MCSAR since the last Report.
21.36
************
~364~
Conditions of Service
22.
Caution
22.1
The Vision 2030 of the Government provides the path way for a shift from a
medium income economy to a high income one in the years to come with focus
on creation of employment, modernisation of certain existing sectors, alleviating
extreme poverty, amongst others.
22.2
The recommendations contained in this Report are geared towards the main
theme Transformation of the Public Sector for enhanced service delivery to
meet citizens, non-citizens and other stakeholders needs focussing on
providing career path, career earnings, conducive work environment,
continuous training, digitalisation of work processes with particular attention
given to sectors dealing with service to the community.
22.3
Our main challenge has been the production of the first triennial Report after
the publication of three successive Reports PRB 2013, Errors, Omissions and
Anomalies Committee (EOAC) Report and Committee on Representations
arising out of the EOAC Report, while going through all the processes and
procedures required for a quinquennial Report. On top of that, the Bureau was
also mandated, during the same period, to act as an Independent Salary
Commission with the Terms of Reference to review the salaries and conditions
of service of employees of the ex-MSIRI and ex-MSA who opted/not opted to
join the Mauritius Cane Industry Authority.
22.4
It is worth highlighting that during two successive financial years (2014/15 and
2015/16), Government granted Rs 600 across the board and Rs 250 to the
lower rung and Rs 150 at the upper echelon to compensate for cost of living
allowances. The moreso, the economic growth rate has been under 4% for the
recent years.
22.5
It is against the above background that the pay package has been worked out
taking also into consideration pension contribution, tax element, compensation
and other economic issues. With the implementation of this Report, the
guaranteed salary shall be the initial of the salary scale or the starting
salary of an incumbent in any post and annual incremental increase shall
invariably be a variable component based on overall performance and has
to be earned. The increments provided in the salary scales would be granted
taking into consideration performance, conduct and behaviour, efficiency,
diligence including, availability and regularity at work. In several instances,
particularly for future entrants, the top salary is only indicative and
theoretical as a large number of incumbents leave the grade before
reaching the top. The remaining employees would remain in their grade
and would reach the top end of their scale generally after 20 to 25 years
service, subject to satisfactory performance.
~365~
Conditions of Service
22.6
Our survey has once again revealed that much difference still exists between
the public and private sector in terms of conditions and security of employment,
quality of intake, perquisites, and hours of work, among others. In the 2008 PRB
Report, the following has been stated: It would, therefore, be wrong if
private concerns were expected to align or to adjust blindly their salaries
in the wake of the recommendations contained in this Report. Whereas
we do not dispute that in many instances the need for an increase in pay
may in fact be warranted, we fear that if this is done too generally and too
lightly, many of the benefits so much expected of this review might well
be negated. We are, maintaining same in this Report.
22.7
With a view to adjusting internal relativities of pay of a grade that has fallen out
of line with market realities, the following measures have been taken:
22.8
People with disabilities should enjoy equal rights and opportunities as other
people. It has been observed that persons with disabilities have an important
role to play and to make a positive contribution in the workplace. The United
Nations Convention on the Rights of Persons with Disabilities has mainly
stressed on the protection of the rights of disabled persons to just and
favourable conditions of work together with safe and healthy working conditions.
22.10
The Sixth Central Pay Commission of India has taken note of the problems
faced by Government employees with disabilities and recommended various
measures to alleviate same including enhanced number of casual leave, among
others.
22.11
It is to be noted that over the years the Mauritian Government has taken a
number of decisions and initiatives to eliminate prejudice and discrimination
against persons with disabilities especially as regards their employment and
social integration. With Governments commitment to enable persons with
disabilities to take full advantage of opportunities available in a fast developing
economy, it is considered that a package of benefits over and above the
facilities currently available is desirable for employees in the Public Service.
~366~
Conditions of Service
22.12
Recommendation 1
22.13
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
Schemes of Service
22.14
22.15
Conditions of Service
Recommendation 2
22.18
Mode of Selection/Promotion
22.19
22.21
~368~
Conditions of Service
Central Pay Commission has recommended for the Indian Civil Service the
creation of such posts outside the traditional cadre system. This approach
allows more flexibility in the appointment of talents to positions of
responsibilities.
22.22
Entertainment Allowance
22.23
As pointed out in our previous Reports that some top executives of the public
sector are by virtue of their functions and position they occupy, are required to
stay connected with people, receive and entertain high officials and reciprocate
invitations received. Therefore, the payment of an allowance for entertainment
expenses is fully justified.
Recommendation 3
22.24
Officers of the level of Permanent Secretary and above are, among others,
eligible for a government official car together with the services of a driver. Such
officers, due to their nature of work, are often called upon to attend office or to
emergencies outside normal working hours and sometimes when their personal
drivers are not available. In the context of this review exercise request has been
made to allow this category of officers to avail of the services of a driver from
the pool in such circumstances. We recommend accordingly.
22.26
Conditions of Service
laws that provide for the elimination of any form of discrimination. The Sex
Discrimination Act provides for gender equality. The Equal Opportunities Act
also makes provision for the equal participation of women and men in all
spheres of life. Job classification/appellation has therefore been rendered
gender neutral.
************
~370~
Conditions of Service
Conclusions
23.
23.1
CONCLUSION
In attunement with our theme - the Transformation of the Public Sector for
enhanced service delivery to meet citizens, non-citizens and other stakeholders
needs, we have set the appropriate pay and grading structures and conditions of
service to promote efficiency, productivity and performance of employees. It is
our expectations that the new pay package will provide the drive for employees
to deliver with high ethical standards, fairness, objectivity and effectiveness while
remaining courteous and attentive to the customer needs.
************
~371~
~372~
Republic of Mauritius
REPORT 2016
LUM
VO
PART I
CIVIL SERVICE
Republic of Mauritius
Review of
Pay and Grading Structures
and Conditions of Service in the Public Sector
(Civil Service, Parastatal and other Statutory Bodies,
Local Authorities and Rodrigues Regional Assembly)
and
The Private Secondary Schools
Volume 2
Part I
Civil Service
OF
VOLUME 1
TABLE OF CONTENTS
Chapter
Page
INTRODUCTION ................................................................................................................................................1
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
14.2
15.
14.3
14.4
14.5
16.
VICE PRIME MINISTERS OFFICE, MINISTRY OF HOUSING AND LANDS .................................. 191
17.
VICE PRIME MINISTERS OFFICE, MINISTRY OF ENERGY AND PUBLIC UTILITIES ................ 201
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
MINISTRY OF GENDER EQUALITY, CHILD DEVELOPMENT AND FAMILY WELFARE .............. 605
32.
33.
34.
MINISTRY OF SOCIAL SECURITY, NATIONAL SOLIDARITY AND REFORM INSTITUTIONS .... 629
34.1
35.
36.
37.
38.
39.
Annex
Civil Service
Introduction
CIVIL SERVICE
INTRODUCTION
1.
2.
3.
The Civil Service comprises mainly 25 Ministries and other Departments. It is headed
by the Secretary to Cabinet and Head of the Civil Service who is the chief adviser to
the Prime Minister on civil service and other related matters. He is responsible to
ensure that the Civil Service serves the best interests of citizens and other
stakeholders and delivers its various services in a trustworthy, efficient and cost
effective and timely manner. The administrative, professional, technical cadres and
General Services grades englobes about 1300 grades.
4.
The core values of the Civil Service, which all civil servants are expected to share
and uphold are:
5.
(i)
(ii)
(iii)
(iv)
The guiding philosophy of this pay review in the Civil Service and other organisations
has been to evolve a remuneration package linked to the simplification of structures,
providing career progression and earnings, inculcation of a result oriented culture,
assimilation of technology and capacity building, while keeping in view the
affordability of government to pay and social acceptability. The challenge in this
report is to develop a complete new civil service that is geared and tailored to meet
different cultural, political and social environments. On the other hand, the Civil
Service should be sufficiently attractive to enable the recruitment of qualified people
~1~
Civil Service
Introduction
in traditional and emerging salaries and to retain and motivate them while ensuring
that they will carry out their duties with commitment and integrity.
6.
This volume gives an overview of the respective vision, mission and objectives of
each institution of the Civil Service; their organisation structure, pay and grading
structures and specific conditions for their needs and reflective specifications.
7.
This volume also makes emphasis on an array of measures which have been
recommended to meet the set objectives of transforming public sector organisations.
Some of the measures include reduction of layers, restyling of grades to reflect the
core duties and merging of grades where there is considerable overlapping of duties
with the consent of stakeholders to facilitate decision-making, and upgrading of
post/pay scales to reflect changes in qualifications, duties and responsibilities
devolving upon incumbents.
8.
9.
The salary code used in respect of each grade comprises eight digits: 1st two digits
refer to the broad occupational grouping; 2nd and 3rd three digits indicate the initial
and the top salary points as numbered in the master salary conversion table. In case
of flat salaries, 000 is used in lieu of the second three digits.
10.
**********
~2~
Civil Service
The Office of the President is established under the Constitution of Mauritius to assist
the President of the Republic in her duties to preserve, protect and defend the
Constitution and promote National Unity. Its vision is to have a country where the
rights of every citizen are respected according to the Constitution and vulgarising the
Mauritian Republic as a nation.
1.2
The objectives of the Office of the President are, among others, to: issue the writ of
Elections; organise the protocol to put in place a Government of the day and the
Leader of the Opposition; hold activities/functions which bring together all the different
communities of the country and other islands; and organise functions to receive
dignitaries of the level of Head of States.
1.3
The overall administration of the Office rests upon the Secretary to the President. He
is assisted in his tasks by officers of the Administrative cadre, General Services and
other specific grades.
1.4
In the context of this Review, representation has been made for upgrading the salary
of the grade of Secretary to the President. During consultation, Management was
informed that salaries of Chief Executives would be examined horizontally taking into
consideration, amongst others, the relative levels of responsibility, accountabilities
and scope of activities.
Salary Code
02 000 106
Rs 122000
Secretary to the President
08 061 075
~3~
Civil Service
Salary Code
26 044 072
26 029 062
11 050 070
24 044 070
24 033 065
11 036 059
24 036 056
24 030 055
22 022 055
24 030 054
~4~
Civil Service
Salary Code
24 030 053
24 020 046
11 023 053
24 036 052
24 022 047
24 019 045
24 027 056
24 022 051
24 018 044
~5~
Civil Service
Salary Code
24 015 040
24 001 038
**********
~6~
Civil Service
2.2
2.3
In the context of this Review, representation has been made for revision of the
monthly ad hoc allowance payable to the Office Management Executive who has
been assigned the duties of Officer-in-Charge.
2.4
The Bureau has taken note of the proposal and is maintaining the present structure.
OFFICE OF THE VICE PRESIDENT
SALARY SCHEDULE
Salary Code
08 061 075
24 030 054
24 022 051
24 024 050
24 020 046
~7~
Civil Service
Salary Code
24 019 045
24 001 038
**********
~8~
Civil Service
National Assembly
3. NATIONAL ASSEMBLY
3.1
The National Assembly together with the President of the Republic of Mauritius is a
parliamentary institution which plays a critical role in ensuring democracy. Its main
functions comprise the enactment of laws, controlling the finances of the State,
debate on government policy and scrutiny of the actions of Government and the
Ministries.
3.2
Its objectives are, among others, to: keep under continuous review the parliamentary
service with a view to enabling members of Parliament to discharge their duties in the
best of conditions; and interact with the Parliaments of the rest of the world in order
to enhance the democratic principles. The mission of the National Assembly relates
to ensuring that the best interests of the Nation are served.
3.3
The Assembly operates under five functional units namely: Hansard; Pre Press;
Parliamentary ICT; Information; and Overseas Service, Protocol and
Communications. Each Unit has its own specificity and contribution towards the
achievement of the objectives of the National Assembly.
3.4
The National Assembly is under the administrative responsibility of the Clerk who is
assisted in the discharge of her duties by a complement of staff comprising
professionals, technical, general services and other supporting grades.
3.5
In the context of this Review, the main representations from the official and the staff
side pertained to: amendment of scheme of service; upgrading of salaries; and
creation of additional levels.
3.6
3.7
Each submission has been scrupulously examined. With a view to enhancing the
smooth functioning of the Hansard Unit, we are reinforcing its structure by providing
an additional level as well as making provision for the conduct of a health surveillance
for officers of the Hansard Reporter and Sub Editor Cadre. We are also revising the
robing allowance and restyling grades in the Parliamentary ICT Unit.
~9~
Civil Service
National Assembly
One of the core responsibilities of the Hansard Unit is to produce and make the
proceedings of Parliamentary Sittings and Committees available online within
24 hours after adjournment of the sittings. The tight time schedule for the delivery of
these debates places constant pressure on the officers of the unit especially as the
verbatim reports have to be edited several times by officers at various levels prior to
their release. Other important responsibilities of the unit comprise, among others, the
production of archival versions of Hansard. Further, with the digitization process new
responsibilities have arisen and the scope of the functions has been widened. On this
basis, Management as well as the staff side have requested for additional levels to
be created to reinforce the unit so as to be able to cope with the exigencies of the
institution. The Bureau has examined the matter at length and considers that there
are valid grounds for the creation of a level of Assistant Hansard Editor and we are
recommending accordingly.
Recommendation 1
3.9
3.10
Incumbent would, inter alia, assist the Hansard Editor in editorial duties and proofreading of Hansards, monitor and follow up of updated and revised versions of
Hansard; review Hansard policies, practices and procedures; identify issues and
factors that may arise with regard to the production of verbatim reports in view of
initiating appropriate measures and setting up of action plans and provide appropriate
coaching to the Reporters cadre.
Hansard Editor
3.11
Pursuant to the creation of the grade of Assistant Hansard Editor, the entry
requirements for the grade of Hansard Editor have changed. There is, therefore,
need to bring consequential changes in the scheme of service of the grade.
Recommendation 2
3.12
~10~
Civil Service
National Assembly
Representations were received from the staff side that in view of the nature of duties
performed by the officers of the Hansard Reporter and Sub Editor cadre, they are
prone to be affected by computer vision syndrome; suffer from strain injuries and
other painful conditions affecting muscles and tendons. The Bureau carried out a site
visit at the National Assembly whereupon it was observed that the officers work from
small and stuffy cubicles. Further, they are also required to continually wear
earphones as well as view screens of their monitor throughout the day. As these
conditions may be detrimental to their health, we are making appropriate
recommendation for the health surveillance of these officers.
Recommendation 3
3.14
We recommend that the National Assembly should make arrangement with the
Occupational Safety and Health Unit of the MCSAR to have regular
occupational safety and health audits so as to identify any risk to safety and
health for the officers concerned and to subsequently recommend remedial
measures. The National Assembly should also consider the advisability to
arrange with the Health Authorities for a medical surveillance for the officers of
the Hansard Unit.
Officers in the grades of the Hansard Unit are presently granted time off or paid
overtime whenever they are called upon to work outside their normal working hours
during parliamentary sittings. This provision is being maintained.
Recommendation 4
3.16
We recommend that the Hansard Editor, Assistant Hansard Editor and officers
of the Hansard Reporter and Sub Editor cadre should continue to be granted
time off or paid overtime for work performed outside normal working hours.
Staggered Hours
3.17
The Hansard Editor and Assistant Hansard Editor as well as officers in the grades of
Assistant Hansard Reporter and Sub Editor, Hansard Reporter and Sub Editor,
Senior Hansard Reporter and Sub Editor, and Chief Hansard Reporter and Sub Editor
would be required to work at staggered hours. This element has been taken into
account in the determination of the salaries of the relevant grades.
Robing Allowance
3.18
As per existing provision, the Clerk of the National Assembly, Deputy Clerk and Clerk
Assistants, National Assembly are eligible for a Robing Allowance of
Rs 4800 yearly. We are maintaining this provision.
~11~
Civil Service
National Assembly
Recommendation 5
3.19
We recommend that the Clerk of the National Assembly, Deputy Clerk and Clerk
Assistants, National Assembly should continue to be paid a Robing Allowance
of Rs 4800 yearly.
The Parliamentary ICT Unit of the National Assembly comprises a four-level structure,
headed by the Parliamentary ICT Manager.
3.21
The grades of Parliamentary ICT Officer, ICT Support Officer and IT and Audio Visual
Operator were created in the EOAC Report, following which a few inconsistencies
were noted in either the qualification requirements or job title or salary granted to the
grades. We are making provisions to address these inconsistencies.
At present, the qualification requirements of the grade of ICT Support Officer are a
Higher School Certificate, a Certificate in Information Technology or Computer
Studies and candidates should be A+ Certified and reckon practical experience in
Computer Operations. The Bureau considers that these requirements are not in
consonance with the duties and responsibilities devolving upon the grade. Moreover,
the appellation should be reviewed as there is already a grade of ICT Support Officer
at the Ministry of Education and Human Resources, Tertiary Education and Scientific
Research, where the qualification requirements and duties are different. In this
context, we are restyling the grade and reviewing the qualification requirements.
Recommendation 6
3.23
3.24
The Bureau has taken into account the element of working at staggered hours
in arriving at the recommended salary.
~12~
Civil Service
National Assembly
ICT Architecture and Operation of multi-user systems and be conversant with audio
recording and voice-to-text technologies.
3.26
The Bureau has noted that the salary granted to the grade does not reflect the
qualifications requirements, which in turn do not match the level of duties and
responsibilities devolving upon incumbent. Furthermore, we consider that the
requirement for potential candidates to possess knowledge in sound/video ICT
Architecture and operation of multi-user systems and be conversant with audio
recording and voice-to-text technologies, may lead to recruitment difficulties. In this
context, we are revisiting the qualification requirements of the grade.
Recommendation 7
3.27
3.28
3.29
The Bureau has taken into account the element of working at staggered hours
in arriving at the recommended salary.
The grade of IT and Audio Visual Operator was created in the EOAC Report where it
was recommended that appointment thereto be made by selection from among
candidates possessing a Cambridge School Certificate, a Certificate in IT, who are
A+ Certified and also reckon basic audio knowledge along with at least three years
experience in the operation of IT and audio equipment.
3.31
After examination, the Bureau has noted that the recommended qualification
requirements and salary are not in consonance with the level of duties. This
mismatch is being addressed in this Report. We are also restyling the grade to a
more appropriate appellation to reflect the true nature of duties performed.
Recommendation 8
3.32
~13~
Civil Service
3.33
National Assembly
The Bureau has taken into account the element of working at staggered hours
in arriving at the recommended salary.
Recommendation 9
3.35
Salary Code
02 000 106
02 086 095
02 061 085
04 069 085
04 057 081
~14~
Civil Service
National Assembly
Salary Code
05 068 089
05 057 081
05 044 072
16 037 061
08 070 085
08 054 081
08 064 077
08 058 074
08 051 070
08 027 062
~15~
Civil Service
National Assembly
Salary Code
04 045 073
04 028 062
10 023 058
24 022 051
24 019 048
************
~16~
Civil Service
4.2
While the constituencies and their boundaries are delimited and reviewed according
to established norms by EBC, the ESC on its part has the general responsibility for,
supervising the registration of electors and conduct of elections.
4.3
Each of the Commissions consists of a Chairman and not less than two or more than
seven other members appointed by the President.
ELECTORAL SUPERVISORY COMMISSION AND
ELECTORAL BOUNDARIES COMMISSION
SALARY SCHEDULE
Salary Code
24 022 051
**************
~17~
Civil Service
~18~
Civil Service
5.2.
5.3.
In the context of this Report, officers of the Electoral Officer Cadre have made the
following requests: upgrading of the qualification requirement of the grade of Electoral
Officer; and the payment of an adhoc allowance to remunerate officers in the grades
of Electoral Officer and Senior Electoral Officer for working excessively beyond normal
working hours during pre-canvassing, canvassing and post canvassing periods for the
conduct of House-to-House enquiry.
5.4.
During consultation parties were apprised that request for the upgrading of
qualifications is considered whenever there is an increase in job complexity that
requires a matching higher qualification.
5.5.
The organisation structure, which is fit for purpose, is being maintained while the
existing allowance is being revised. We are also recommending the payment of an
adhoc allowance to compensate the Electoral Officers and Senior Electoral Officer for
working strenuously beyond normal working hours during the house to house enquiry.
Electoral Commissioner
5.6.
As per the Representation of the People Act, the Electoral Commissioners Office
conducts the house-to-house enquiry with a view to register electors and to update its
Electoral Registers.
The enquiry is normally carried out in the month of
January/February but its preparation starts from the month of September of each
preceding year.
~19~
Civil Service
5.8.
It has been submitted that officers in the grades of Electoral Officer and Senior
Electoral Officer are required, over and above their normal hours of work, to put an
extra amount of approximately 200 hours of work during the house-to-house enquiry
exercise. Tasks involved therein include, among others: review of registration and
canvass areas; drafting of site plans of each canvass area; preparation of requisite for
canvass, selection of staff; briefing of canvassers, monitoring of work, examination of
data and preliminary reports. Hence representation has been made for the payment
of an allowance to compensate these officers.
5.9.
The Bureau views that there is some merit to compensate those officers who work
strenuously beyond normal working hours during the targeted period of house to house
enquiry. Therefore, we are making an appropriate recommendation in that respect.
Recommendation 1
5.10. We recommend the payment of an adhoc allowance of Rs 12000 to officers in
the grades of Senior Electoral Officer and Electoral Officer for putting in a
maximum of 200 extra hours of work beyond normal working hours during the
whole house-to-house enquiry exercise for duties related to the registration of
electors and the compilation of the Electoral Registers.
Hours of work
5.11. The Electoral Commissioner and officers in the grades of Chief Electoral Officer,
Deputy Chief Electoral Officer, Principal Electoral Officer, Senior Electoral Officer and
Electoral Officer are called upon to work at staggered hours. This pattern of work is
being maintained and the Bureau has taken this element into account in the
determination of the salaries of the relevant grades.
ELECTORAL COMMISSIONERS OFFICE
SALARY SCHEDULE
Salary Code
18 000 108
18 000 102
Rs 110000
Electoral Commissioner
18 086 095
~20~
Civil Service
Salary Code
18 079 089
18 072 087
18 065 080
18 058 076
24 022 051
**********
~21~
Civil Service
~22~
Civil Service
The Judiciary
6. THE JUDICIARY
6.1
The administration of Justice in Mauritius has been conferred by the constitution upon
the Judiciary, which at present, exercises its jurisdictions through the Supreme Court,
the Intermediate Court, the Industrial Court, the District Courts, the Bail and Remand
Court, the Criminal and Mediation Court, and the Commercial Court.
6.2
The Judiciary aims at maintaining an independent and competent judicial system which
upholds the rule of law, safeguards the rights and freedom of the individual, and
commands domestic and international confidence.
6.3
Being a Court of Equity, the Supreme Court is vested with the powers, authority and
jurisdiction, among others, to administer justice and do all acts for the due execution
of such equitable jurisdiction in all cases where no legal remedy is provided by any
enactment; and hear and determine any complaint of a disciplinary nature in respect
of the professional conduct of a law practitioner or a ministerial officer including a Land
Surveyor.
At present, the Chief Justice is at the apex of the hierarchical structure of the Supreme
Court which equally consists of the Senior Puisne Judge and such number of Puisne
Judges as may be prescribed by Parliament. A Judge of the Supreme Court holds
office until retirement at the age of 67 years.
6.5
The professional structure at the level of the Intermediate Court comprises the
President, Vice-Presidents and Magistrates, whereas at the Industrial Court level, the
President and Vice-Presidents are empowered to preside the respective Courts. At
the level of District Courts, a Senior District Magistrate and District Magistrates perform
the judicial functions.
6.6
Officers in the Court Officer cadre and Court Usher cadre are entrusted with the
responsibility to provide the necessary back up at the technical support level to the
professionals of the Judiciary in the discharge of their functions.
In the context of the present review exercise, we have been given to understand that
major reforms in the Judiciary is still underway. Pending enactment for the setting up
of a Court of Appeal and a High Court, we are maintaining the present structure.
Over the years, the Judicial Department has encountered difficulties to tackle the
problem of acute shortage of staff and has, therefore, constantly been drawing
professionals from the already scarce resources available at the State Law Office to
fill vacancies in the Magistracy. To remedy this situation, the authorities had, prior to
the 2013 PRB Report, agreed to allow the Judiciary to recruit Magistrates on a
negotiable point of entry.
~23~
Civil Service
6.9
The Judiciary
Recommendation 1
6.10
A monthly Special Judicial Service Allowance is actually paid to Judicial and Legal
Officers who tend to leave the service after acquiring some years of valuable
experience at the Magistracy. Due to impending changes in view of the reforms
underway at the Judiciary, we are maintaining the payment of the Special Judicial
Service Allowance to Judicial and Legal Officers.
Recommendation 2
6.12
We recommend that Judicial Officers should continue to be paid, with effect from
01 January 2016 and up to the next Overall Review of Pay and Grading Structures
and Conditions of Service in the Public Sector, a monthly Special Judicial
Service Allowance, as hereunder:
Grade
Special Judicial
Service Allowance
(% of monthly salary)
10
15
~24~
Civil Service
6.13
The Judiciary
Grade
Special Judicial
Service Allowance
(% of monthly salary)
20
30
At present, Judicial and Legal Officers are entitled to the payment of an all-inclusive
yearly Judicial and Legal Allowance as an assistance towards meeting the cost of
certain items of expenditure related to the exercise of the profession. The quantum is
as follows: Rs 36850 for Judges, Judge in Bankruptcy and Master and Registrar, and
Deputy Master and Registrar and Judge in Bankruptcy; and Rs 22000 for Magistrates,
State Law Officers, Legal Secretary, State Attorneys and Curator of Vacant Estates.
In this Report, we are maintaining the payment of the allowance.
Recommendation 3
6.15
We recommend that the current yearly Judicial and Legal Allowance payable to
the Judicial and Legal Officers be Rs 36850 for Judges, Judge in Bankruptcy and
Master and Registrar, and Deputy Master and Registrar and Judge in
Bankruptcy; and Rs 22000 for Magistrates, State Law Officers, Legal Secretary,
State Attorneys and Curator of Vacant Estates.
Housing Allowance
6.16
At present, a Housing Allowance which is meant to cover both the extra expenses
incurred for housing facilities and security measures is paid to the Chief Justice at the
rate of Rs 22000 monthly, whereas the Senior Puisne Judge and the Puisne Judges
of the Supreme Court benefit of same at the rate of Rs 11000 monthly. This allowance
is wholly reckoned for pension purposes (notwithstanding the provisions of this Report
on Pensionable Value for Rent Allowance). We are maintaining the payment of the
allowance.
~25~
Civil Service
The Judiciary
Recommendation 4
6.17
We recommend that the monthly Housing Allowance payable to the Chief Justice
be maintained at Rs 22000 whereas the Senior Puisne Judge and the Puisne
Judges of the Supreme Court be paid a Housing Allowance of Rs 11000 monthly
to cover both the extra expenses incurred for housing facilities and security
measures. The said allowance should continue to be wholly reckoned for
pension purposes (notwithstanding the provisions of this Report on
Pensionable Value for Rent Allowance).
At present, officers of the Judiciary as well as officers of the Court Officer cadre and
Court Usher cadre, who are required to work beyond normal working hours, during
weekends and public holidays for the grant of release on bail to persons arrested
during weekends and public holidays, are paid a monthly allowance as follows:
Rs 25000 to the Senior District Magistrate (Team Leader); Rs 23000 to the Magistrate;
Rs 9700 to Court Officers and Court Ushers. In this Report, we are maintaining the
payment of this allowance at the initially set quantum for the respective grades.
Recommendation 5
6.19
6.21
At present, Principal Court Officers possessing the Diploma in Legal Studies and Court
Administration are allowed to move incrementally beyond the top salary scale
recommended for the grade by one additional increment to be read from the Master
Salary Scale. We are maintaining the existing provision and extending it to other
grades in the Court Officer cadre.
Recommendation 6
6.22
We recommend that the scheme of service for the grade of Principal Court
Officer be amended such that, henceforth, promotion to the grade of Principal
Court Officer be made, on the basis of experience and merit, of Senior Court
Officers, reckoning at least three years service in a substantive capacity in the
grade and possessing the Diploma in Legal Studies and Court Administration.
~26~
Civil Service
6.23
The Judiciary
We further recommend that, officers of the Court Officer cadre who have
successfully completed the Diploma in Legal Studies and Court Administration
be granted one additional increment to be read from the Master Salary Scale
subject to having reached the top salary of the respective grades. This provision
would, however, not apply to those Principal Court Officers who have already
benefitted from the additional increment.
The post of Judicial Research Officer is currently being filled by selection from among
Barristers whose names have been entered on and not erased from the roll of Law
Practitioners. The Bureau has been apprised that Judicial Research Officers are not
Judicial and Legal Officers in as much as appointment to the grade is made by the
Public Service Commission and not by the Judicial and Legal Service Commission.
Further Judicial Research Officers are not required to perform duties on the Bench or
at the Bar whilst in office. The nature of their work is very different from that of District
Magistrates or State Counsel, as their core duties/responsibilities are to conduct
research work and provide technical and administrative support to Judicial Officers.
6.25
In view of the above, the Management of the Judiciary has requested for a new grade
of Judicial Research Assistant while making the existing one evanescent. We are
recommending accordingly.
Recommendation 7
6.26
6.27
6.28
With the creation of the grade of Judicial Research Assistant, the existing grade of
Judicial Research Officer would no longer be required on the establishment of the
Judiciary.
Recommendation 8
6.29
6.30
We are providing for personal salary for officers in post as at 31 December 2015.
~27~
Civil Service
The Judiciary
At present, officers of the Court Officer cadre and Court Usher cadre, who are required
by the rules of the Court to appear in black jacket with tie are paid an allowance of
Rs 4800 yearly. We are maintaining the payment of the allowance.
Recommendation 9
6.32
We recommend that officers of the Court Officer cadre and Court Usher cadre,
who are required by the rules of the Court to appear in black jacket with tie be
paid a black jacket allowance of Rs 4800 yearly.
Recommendation 10
6.34
We recommend that (i) public officers who attend Courts as witnesses on behalf
of their Ministries/Departments be paid an Attendance Allowance of Rs 105;
(ii) professionals such as Architect, Atttorney-at-Law, Engineer, Forensic
Technologist, Land Surveyor, Medical Practitioner, Forensic Scientist,
Veterinary Surgeon etc. who attend Courts as expert witnesses be paid an
attendance allowance of Rs 210.
At present, officers of the Court Usher cadre who use their cars to perform official
travelling are paid an additional amount of Rs 800 per month to cater for the additional
expenditure incurred in the maintenance of their cars used to perform extensive official
travelling. We are maintaining the payment of the allowance.
Recommendation 11
6.36
Officers of the Court Usher cadre who are regularly called upon to put in extra hours
of work in connection with the serving of court papers and executing court orders
beyond normal working hours are, at present, compensated for the extra hours put in
per month as follows:
~28~
Civil Service
The Judiciary
Rs 5500
Rs 5000
Rs 4500
Court Usher
Rs 3000
We are maintaining the payment of this allowance at the initially set quantum, as
above.
Recommendation 12
6.38
We recommend that officers of the Court Usher cadre who are required to put in
extra hours in connection with the serving of court papers and execution of court
orders beyond normal working hours should continue to be paid the allowance
as per the initially set quantum for the respective grades.
The Management of the Judiciary submitted that officers of the Court Usher cadre are
required, inter-alia, to serve judicial and extra judicial processes, execute writs, orders,
warrants and effect sale of forfeited and seized articles. In performing these duties,
the officers are required to make use of their personal vehicles for which they have
benefitted 70% duty remission. Those officers who are not eligible for travel grant are
refunded mileage as follows:
(i)
and (ii)
6.40
Given that such duties are normally performed after normal working hours, it was
difficult to assess the extent of mileage effectively covered by each officer of the Court
Usher cadre. In the circumstances, a proposal was made for the payment of a monthly
commuted travelling allowance to which both the union of the Court Usher cadre and
Management were agreeable.
6.41
However, afterwards the Management of the Judiciary informed the Bureau that it
would be difficult to submit a reliable figure in respect of the proposed fixed commuted
travelling allowance for the officers in the Court Usher cadre since an exhaustive audit
would need to be conducted with regard to the actual mileage covered and the mileage
claimed before a proper assessment could be made.
6.42
~29~
Civil Service
The Judiciary
Transcriber Unit
6.43
The core duty of the officers of the Transcriber Unit entails the listening of digital
recording of Court Proceedings and transcribing them. By virtue of the nature of duties
performed, these officers are, therefore, required to continuously wear earphones. A
request has consequently been made for the officers to have regular medical checkup as they consider that the prolonged use of earphone may be detrimental to their
health. We subscribe to their views and are, therefore, making appropriate
recommendation for the health surveillance of these officers.
Recommendation 13
6.44
We recommend that the Judiciary should arrange with the Health Authorities so
as to carry out a health surveillance exercise for officers of the grades of Court
Transcriber formerly Transcriber and Senior Court Transcriber formerly Senior
Transcriber.
THE JUDICIARY
SALARY SCHEDULE
Salary Code
12 000 112
12 000 110
Rs 176000
Senior Puisne Judge
12 000 109
Rs 164000
Puisne Judge
12 000 107
Rs 140000
Judge in Bankruptcy and Master and Registrar
12 000 106
Rs 122000
Deputy Master and Registrar and Judge in Bankruptcy
12 000 105
Rs 119000
President, Industrial Court
President, Intermediate Court
~30~
Civil Service
The Judiciary
Salary Code
12 000 102
12 094 096
12 082 095
12 075 090
12 069 085
12 065 085
12 054 081
12 082 095
12 075 089
12 072 087
~31~
Civil Service
The Judiciary
Salary Code
12 069 085
12 063 079
12 058 074
12 050 070
12 035 066
12 028 030
08 058 074
08 051 070
08 029 062
05 069 085
~32~
Civil Service
The Judiciary
Salary Code
05 055 085
05 056 076
05 044 072
05 027 060
12 063 079
12 058 074
12 050 070
12 035 066
24 022 051
25 041 060
~33~
Civil Service
The Judiciary
Salary Code
25 023 052
24 019 045
24 018 044
25 016 042
16 025 062
24 016 042
24 001 038
**********
~34~
Civil Service
7.2
Some of the objectives of the PDFSC include, among others, identifying and enlisting
persons of specified educational attainments with the drive and skill for efficient
performance; safeguarding the impartiality and integrity of appointments and
promotions in the Civil Service and ensuring that these are based on merit; and taking
disciplinary action with a view to maintain ethical standards and safeguard public
confidence in the service. Its vision is therefore to be the benchmark for integrity,
equity and efficiency in a dynamic public service.
7.3
7.4
The PDFSC encompasses two separate entities: the PSC which performs its
functions in respect of officers of the Civil Service while the Disciplined Forces Service
Commission (DFSC) caters for officers of the Mauritius Police Force, the Fire
Services and Mauritius Prisons Department.
7.5
7.6
7.7
Civil Service
At present, the services of a State Counsel from the Attorney Generals Office should
be made available to the PDFSC on a full time basis to assist and advise on all legal
matters.
7.9
Management reported that this arrangement is not functioning properly and in view
of the increase in the number of cases which are being lodged before the Public
Bodies Appeal Tribunal and other instances, the services of a Legal Officer are
imperatively required by the PDFSC to assist in the proper drafting of submissions
and to deal with any other legal matters. We are recommending accordingly.
Recommendation
7.10
7.11
Incumbent would be required to, inter alia, draft statement of defence and file same
before the Courts/Tribunals; represent the Commissions before the Tribunal during
the course of Hearing/Arguments/Proforma; advise the Commissions on legal
matters/facts of the case/ground of objections/affidavits and mise-en-demeure;
arrange for the swearing of affidavits before the Chief Registrar of the Supreme Court;
keep up to date reports of court judgements; and advise the Commissions on matters
pertaining to their respective regulations.
7.12
Salary Code
02 000 106
02 000 099
Rs 98000
Deputy Secretary, Public and Disciplined Forces Service Commissions
~36~
Civil Service
Salary Code
12 066 085
08 069 089
08 069 085
08 058 074
19 059 081
08 022 056
24 022 051
24 022 047
24 019 045
24 018 044
~37~
Civil Service
Salary Code
24 015 041
24 015 040
24 001 038
**********
~38~
Ombudsmans Office
Civil Service
8. OMBUDSMANS OFFICE
8.1
8.2
The mission of the Office is to uphold the rights of aggrieved Mauritian citizens to a
fair and equitable treatment and address issues arising from maladministration in the
public sector and redress any wrongs that may be found to have been committed. To
this end, it carries out objective and impartial investigations upon receipt of written
complaints or on its own initiative.
8.3
As administrative head, the Senior Investigations Officer is responsible for the dayto-day administration and management of the Office. He is assisted in his duties by
officers of the General Services class.
8.4
In the context of this Review, representations have been made for: upgrading of
salary as well as enlarging the duties of the grade of Senior Investigations Officer;
and maintaining the rights of officers qualifying for 100% duty remission. In regard to
the upgrading of salary, Management was informed that such requests are examined
on the basis of the Bureaus Job Evaluation Schemes. As far as amending scheme
of service of the grade of Senior Investigations Officer, we are bringing appropriate
changes to be in line with guidelines issued by the MCSAR. On the issue of
conditions of service, including duty remission facilities, Management was apprised
that, except for specific ones, general conditions would be dealt with holistically after
studying all representations.
8.5
8.7
In line with the guidelines issued by the Ministry of Civil Service and Administrative
Reforms on Drafting of Schemes of Service, we are, in this Report, bringing
appropriate changes in the qualification requirements of the grade of Senior
Investigations Officer, Ombudsmans Office with a view to harmonise with other
professionals and to avoid subsequent revision of salary point after the publication of
the Report.
~39~
Ombudsmans Office
Civil Service
Recommendation
8.8
In line with the general recommendation regarding movement beyond top salary for
certain categories of employees, we recommend that the Senior Investigations
Officer, having reached the top in the revised salary scale should be allowed to
move incrementally up to a maximum of two increments in the master salary
scale, provided he:
(i)
(ii)
has been efficient and effective in his performance during the preceding
year; and
OMBUDSMAN'S OFFICE
SALARY SCHEDULE
Salary Code
02 066 085
24 022 051
**********
~40~
Civil Service
The National Audit Office (NAO) of the Republic of Mauritius is established under
Section 110 of the Constitution and has the statutory responsibility to audit the
accounts of all Ministries; Government Departments; Local Authorities; a wide range
of Statutory/Non Statutory Bodies; and Special Funds.
9.2
9.3
The activities of the NAO are grouped under 13 Divisions. Twelve Divisions have
each a portfolio of mixed regularity audit assignment, comprising audit of Ministries,
Departments, Statutory Bodies, Local Authorities and Special Funds. The thirteenth
Division is responsible for Performance Audit and Quality Assurance. The Office also
comprises four units namely:- Support, IT, Administration, Human Resource and
Finance.
9.4
The Director of Audit is the head of the NAO. He is assisted in the performance of
his duties by officers in the Auditor and Examiner of Accounts Cadres. Officers of the
four units provide support services to the NAO.
9.5
In the context of the present review exercise, the main representations have been
focused on upgrading of salary, creation of grades and changes in appellation as well
as restyling of grades. Request has also been made for the revision of the
qualification requirements at certain levels of operations. We have examined all the
proposals and apprised management on issues that could be retained and those that
could not as well as other representations that needed to be probed further. We are,
however, making appropriate recommendations in line with submissions from both
Management and Staff Side in the present context.
Both Management and Staff Side have requested to defer the date for implementation
as from 1 January 2018 the qualification requirement for the post of Deputy Chief
Examiner of Accounts to a degree in accountancy or finance or an equivalent degree
qualification from a recognised professional accountancy body to the next PRB
Report given that no qualified candidates would be available for competition on the
set date.
We are agreeable to this request and are making appropriate
recommendation.
~41~
Civil Service
Recommendation 1
9.7
Recommendation 2
9.9
(ii)
(vi) the Certificate Level of the Chartered Institute of Public Finance and
Accountancy;
(vii) a Diploma in the field of Accountancy or Finance from a recognised
institution.
9.10
~42~
Civil Service
Recommendation 3
9.12
(ii)
where the total distance covered on days the officer has to attend sites
of work other than Head Office is up to 400 km over a month, then the
whole of the distance covered should be computed at Rs 10.30 per km;
and
(iii)
~43~
Civil Service
01 000 102
Rs 110000
Deputy Director of Audit
01 085 095
01 075 089
01 069 085
01 058 081
01 085 095
01 075 089
01 070 085
01 064 081
~44~
Civil Service
Salary Code
01 058 078
01 058 074
01 038 071
24 022 051
**********
~45~
Civil Service
~46~
Civil Service
10.
10.1
10.2
The ERT is a quasi-judicial body to which industrial disputes are referred, inquired
into and awards made thereon. Where an industrial dispute, whether existing or
apprehended, is rejected by the Conciliation and Mediation Commission, to whom
responsibility for the subject of industrial relations is assigned, the aggrieved party
may appeal against the rejection to the Tribunal, which, in any such appeal may
confirm or revoke the decision of the Commission.
10.3
With a vision to be the expert tribunal for the settling of industrial disputes, the mission
of the ERT is to provide for an efficient, modern, reliable and rapid means of
arbitrating and settling disputes between workers or trade unions of workers and
employers or trade unions of employees so that peace, social stability and economic
development are maintained in the country.
10.4
The Tribunal aims at settling industrial disputes in the Civil Service, the Private
Sector, Parastatal Bodies and the Local Government Services; hear appeals against
the decision of the Conciliation and Mediation Commission; and promote harmonious
industrial relations.
10.5
According to existing provision of law, the ERT shall consist of a President and two
Vice-Presidents whose offices are public officers and not more than
13 members. A person cannot be appointed President or Vice-President unless he
qualifies for appointment as a Judge of the Supreme Court.
10.6
The structure of the ERT is currently composed of the President, ERT and the VicePresident, ERT. At the professional level, there is a Registrar, ERT who also acts as
Secretary to the Tribunal. Officers in the grades of Senior Shorthand Writer,
Shorthand Writer and other General Services Staff enhance the complementary
functions at the administrative/supportive levels.
During the course of consultations in the context of the present review exercise, the
Management of the ERT submitted that with the implementation of the new law for
the setting up of the EPPD within the Employment Relations Tribunal, and also in
view of the substantial increase in the number of cases, there are two hearing rooms
which often operate simultaneously.
~47~
Civil Service
10.8
At present an officer in the grade of Office Management Assistant has been assigned
duties to act as Registrar, ERT during hearing sessions and also to replace the
Registrar in the absence of the latter. In view of the above, it has been proposed that
a grade of Deputy Registrar, ERT be created on the establishment of the Tribunal
which would allow for a professional to maintain the decorum of the Tribunal. We are
recommending, accordingly.
Recommendation 1
10.9
10.10
Incumbent would, among others, be required to assist the Registrar, ERT in the
performance of his duties; receive and process disputes and appeals; prepare and
issue Notice of Hearing, Summons Orders and similar processes; prepare minutes of
Tribunal proceedings, take charge of court records; be the custodian of record files,
registrar seals, exhibits produced; ensure the proper handling and safeguarding of
evidence and keep control of exhibits produced in Court; tax witness attendance
documents; prepare cause list and daily rolls; and administer oath to witnesses and
call cases before the Tribunal.
Request has been made for the continued payment of the Judicial and Legal
Allowance to both the President, ERT and the Vice-Presidents, ERT. Those officers
were previously entitled to such allowances as Members of the Judiciary. We are,
therefore maintaining the payment of the allowance.
Recommendation 2
10.12
We recommend that the President, Employment Relations Tribunal and VicePresident, Employment Relations Tribunal be paid a yearly Judicial and Legal
Allowance of Rs 36850 and Rs 22000 respectively.
The Registrar, Employment Relations Tribunal has submitted that in the exercise of
his functions, he is required by the rules of the Tribunal, to wear a black jacket with
tie, the moreso, to maintain the decorum of the Tribunal same as Courts. In view of
the above, he has requested for the payment of a black jacket allowance along similar
lines as that paid to officers of the Court cadre and the Court Ushers cadre.
~48~
Civil Service
10.14
A constat-de-visu made by the Bureau has revealed that the hearings of the
Employment Relations Tribunal are similar to those of the District Courts or other
Courts at the Judiciary. The request of the Registrar, ERT being beyond reasonable
ground justified, we are making the necessary recommendations.
Recommendation 3
10.15
We recommend that the Registrar, ERT and the Deputy Registrar, ERT, who are
required by the rules of the Tribunal, to appear in black jacket with tie, be paid
a yearly allowance of Rs 4800.
EMPLOYMENT RELATIONS TRIBUNAL
SALARY SCHEDULE
Salary Code
12 000 109
12 000 107
Rs 140000
Vice-President, Employment Relations Tribunal
12 063 082
12 035 066
08 058 074
08 051 070
24 022 051
**********
~49~
Civil Service
~50~
Civil Service
11.2
11.3
The Secretary, Local Government Service Commission is the Accounting Officer who
is responsible for the day-to-day administration of the Commission. He is assisted in
the performance of his duties by a complement of staff belonging to professional,
technical as well as General Services and Workmens group.
11.4
In the context of the present Review, representations have been made for upgrading
of salaries; provision of the services of a State Counsel to advise on legal matters;
and removal of equivalence of qualification from schemes of service. Proposals were
also made in respect of grades in Local Authorities.
11.5
11.6
We are, in this Report, maintaining the present structure and providing for the
services of a State Counsel to the Commission. We are also recommending that
Management should conduct a Human Resource Planning exercise to identify
the need for additional HR requirements and to prompt appropriate remedial
measures.
In its previous Reports, the Bureau recommended that consideration be given to the
posting of a Deputy Permanent Secretary at the Local Government Service
Commission to assist the Secretary, Local Government Service Commission in the
day-to-day management of the Commission. During consultation, we were informed
~51~
Civil Service
11.9
(ii)
(b)
(c)
Management has reported that there are ongoing cases that have been lodged at the
Public Bodies Appeal Tribunal (PBAT) or before other Courts. As such, the staff of
the Commission are often called upon to prepare statements of defence and proper
submissions to the Tribunal. Further, the Secretary, LGSC and staff of the
Commission have to attend hearings and depone before the PBAT/Courts.
Management submitted that the services of a State Counsel from the AttorneyGenerals Office should be made available to assist and advise the Commission on
all legal matters.
~52~
Civil Service
11.11
Recommendation 2
11.12
We recommend that the services of a State Counsel from the AttorneyGenerals Office should be made available on a full time basis to assist and
advise the LGSC on all legal matters.
Salary Code
02 000 102
24 022 051
24 019 045
24 018 044
24 015 040
**********
~53~
Civil Service
~54~
Civil Service
The National Human Rights Commission has been set up as a body corporate under
Act No. 19 of 1998, for the better protection of human rights, and investigation of
complaints against members of the police force, and for matters connected therewith
or incidental thereto.
12.2
The aim of the Commission, among others, is to promote and protect human rights;
review the factors or difficulties that inhibit the enjoyment of human rights; prepare
reports on the national situation with regard to human rights and advise on ways in
which such situations can be ended; promote and ensure the harmonisation of
national legislation and practices with the international human rights instruments to
which Mauritius is a party, and their effective implementation; publicise human rights
and efforts to combat all forms of discrimination by increasing public awareness;
exercise such other functions as it may consider to be conducive to the promotion
and protection of human rights; and carry out an enquiry as to whether a case where
a person who believes that he has been unjustly convicted, should not be reviewed
by the Supreme Court.
12.3
The National Human Rights Commission comprises, under the Protection of Human
Rights Act, three divisions, namely: the Human Rights Division, the Police Complaints
Division and the National Preventive Mechanism Division. The Chairman of the
Commission is, as per the Act, a person who has been a Judge. He is assisted in
the exercise of his functions by a Deputy Chairperson and three other members.
12.4
For the administrative support level, the Secretary to Cabinet and Head of the Civil
Service is empowered to designate a Secretary to the Commission and such other
administrative and other staff as the Commission may require and who are, at
present, posted on secondment from other Ministries.
12.5
Grades of Deputy Chairperson and Barrister have recently been created on the
establishment of the Commission. We are maintaining the existing set up.
NATIONAL HUMAN RIGHTS COMMISSION
SALARY SCHEDULE
Salary Code
12 000 102
12 066 085
~55~
Civil Service
Salary Code
02 066 085
08 054 081
08 051 070
**********
~56~
Civil Service
13.2
While the overall accountability of the OCO rests with the Ombudsperson, the
administration of the office falls under the responsibility of the Secretary,
Ombudsperson for Childrens Office. The OCO is also manned by officers in the
grade of Investigator as well as staff in grades belonging to the General Services.
13.3
We have, in the context of this review, received proposals from the union to create a
grade of Senior Investigator, raise the qualification requirement of the grade of
Investigator and provide professional training, an on-call allowance and other
enhanced conditions of service. It is worth noting that the OCO supported the request
for the creation of a grade of Senior Investigator and has further requested to create
a grade of Research Officer.
13.4
Each of these proposals has been thoroughly examined. The Bureau is not in favour
of creating additional levels for duties and responsibilities which have already been
prescribed in schemes of service of existing grades. Given that some of the duties
devolving on the grade of Investigator already pertain to Research, the need for a
Research Officer is not fully substantiated. Furthermore, as there is no functional
justification for the creation of the grade of Senior Investigator, we did not accede to
the request and union members were apprised accordingly during the consultative
meeting. As regards the grant of the on-call allowance, the union was requested to
submit additional information to enable the Bureau to take a decision. However for
want of information, the Bureau is not making any recommendation in this respect.
13.5
13.6
The Bureau considers that the present structure of the OCO is appropriate to enable
it to carry out its mandate effectively. We are, therefore, not bringing any change to
it.
~57~
Civil Service
08 054 081
24 022 051
**********
~58~
Civil Service
The Prime Ministers Office (PMO) which is administratively headed by the Secretary
to Cabinet and Head of the Civil Service has, as main objectives, to: advise and
support the Prime Minister in formulating policy proposals and ensure their
implementation; ensure that people in the Republic feel safe and secure in their
homes and day-to-day lives, particularly through more visible and responsive policies;
and address issues with regard to the internal affairs of the country. To this end, it
envisions contributing in building a modern and fair society by upholding good
governance principles and consolidating democratic fundamentals.
14.2
The activities of the PMO are conducted through the Cabinet Office, Defence and
Home Affairs Division and the Private Office and Ceremonials. While the Cabinet
Office is responsible for assisting the Cabinet in discharging its duties, the Private
Office has the responsibility to deal with all requests pertaining to
appointments/meetings/courtesy calls, messages, interviews and correspondences
to and from the Prime Minister as well as overseas missions. Both Offices are under
the overall responsibility of the Secretary to the Cabinet and Head of the Civil Service.
14.3
On the other hand, the Defence and Home Affairs Division is headed by the Secretary
for Home Affairs and has the main responsibility to ensure law and order, enhance
national security and protect the country from terrorist attacks and other security
threats.
14.4
The PMO has also under its portfolio the Mauritius Police Force, the Mauritius Prison
Services, the Meteorological Services and other governmental organisations like the
Forensic Science Laboratory and the Civil Status Division.
Administrative Cadre
14.5
The core duties of officers of the Administrative cadre, besides administration and
management, are to: provide administrative support to the machinery of government
in designing, formulating and implementing government policies; and advise and
support the Ministers on current government business, including their parliamentary
duties, among others. The cadre operates under the headship of the Secretary to
Cabinet and Head of the Civil Service. Other grades in the cadre comprise the Senior
Chief Executive, Permanent Secretary, Deputy Permanent Secretary and Assistant
Permanent Secretary.
14.6
In the context of this Review, the submissions from the Association of Public
Administrators pertained to upgrading/alignment of salaries and provision of certain
allowances. During consultation, parties were informed that upgrading/alignment of
salaries would be examined horizontally taking into consideration, amongst others,
the relative levels of responsibility, accountability and scope of activities. As regards
provision of allowances, these would be looked into generally.
~59~
Civil Service
14.7
The submissions have been analysed in depth and the Bureau considers that the
present salary structure is appropriate. We are therefore not bringing any change to
it.
Recommendation 1
14.9
Recommendation 2
14.11
~60~
Civil Service
Permanent Secretary
Appointment
14.12
In its previous Reports, the Bureau recommended that the post of Permanent
Secretary be filled by selection from a wider range of talents and competencies and
appointment thereto be made with the concurrence of the Prime Minister. As this
provision is still valid, we are replicating same.
Recommendation 3
14.13
We recommend that:
(i) subject to the provisions of paragraph 4 of section 89 of the Constitution of
Mauritius, appointment to the position of Permanent Secretary should be
made by selection from among officers in the grade of Principal Assistant
Secretary with proven managerial and leadership abilities and good
interpersonal skills and from among incumbents of other services of the
same level or above or from elsewhere and having proven leadership
capabilities; and
(ii) Government considers the advisability to make the selection process more
transparent, to call for applications requiring potential leaders to state the
extent to which they possess the attributes and competencies to match the
required leadership capabilities prior to seeking the concurrence of the
Prime Minister.
Tenure of Office
14.14
The 2013 PRB Report provides for the appointment to or filling of the post of
Permanent Secretary on contractual terms or on assignment basis for a period of two
years and after the expiry of the two-year period, incumbent on establishment be
appointed in a substantive capacity subject to his performance and the continued
relevance of his competence.
14.15
The High Powered Committee has, at its meeting of 12 December 2015, approved
that serving officers should be appointed directly in a substantive capacity, without
having to go through the period of two years of assignment. We are recommending
accordingly.
Recommendation 4
14.16
on contractual terms for a period of two years and after the expiry of the
two years period, the contract may be renewed subject to his performance,
the continued relevance of his competence and the approval of the Prime
Minister; and
(ii)
Civil Service
Remuneration
Recommendation 5
14.17
Allowance
14.18
As per existing provision, enlistment to the grade of Senior Chief Executive is made
by selection from among officers of the level of Permanent Secretary or Head of a
Professional/Technical cadre drawing a monthly salary of Rs 102000 and above and
from among other Chief Executives of other services with proven leadership
capabilities. This provision is being maintained and we are revising the salary
point of Rs 102000 to Rs 110000.
Tenure of Office
14.20
14.21
The High Powered Committee has, at its meeting of 12 December 2015, approved
that serving officers should be appointed directly in a substantive capacity, without
~62~
Civil Service
on contractual terms for a period of two years and after the expiry of the
two years period, the contract may be renewed subject to his performance,
the continued relevance of his competence and the approval of the Prime
Minister; and
(ii)
Remuneration
14.23
We are replicating the provision regarding the salary of Senior Chief Executive on
contractual terms.
Recommendation 7
14.24
14.25
(ii)
(iii) at the time of his retirement/ reversion reached the age of 55 (or for an
officer in post as at 30 June 2008, he had reached the age at which an
officer may retire with the approval of the relevant Service Commission);
OR
he has successfully served for a minimum period of six months and has
reached compulsory retirement age.
~63~
Civil Service
Provision exists for the post of Secretary for Home Affairs to be filled on an
assignment basis by an incumbent of the rank of Senior Chief Executive against
payment of a responsibility allowance. On his retirement, the allowance becomes
pensionable, subject to certain conditions. He should continue to be paid the
allowance during the assignment and be eligible to the accruing pension benefits as
per the recommendation hereunder:
Recommendation 8
14.27
We recommend that:
(a)
an officer who has been assigned the duties of Secretary for Home Affairs,
should continue to be granted an allowance equivalent to the difference
between his salary and that of the Secretary for Home Affairs; and
(b)
in the event the officer retires in the capacity of Secretary for Home Affairs
or is reverted to his substantive post, the allowance becomes pensionable
provided that he has:
(i)
(ii)
(iii)
at the time of his retirement/ reversion reached the age of 55 (or for
an officer in post as at 30 June 2008, he had reached the age at
which an officer may retire with the approval of the relevant Service
Commission);
OR
he has successfully served for a minimum period of six months and has
reached compulsory retirement age.
Appointment of Chief Executives
Recommendation 9
14.28
~64~
Civil Service
Personal Secretary
14.29
Duties devolving on the Personal Secretary attached to the Office of the Prime
Minister include among others, ensuring a comprehensive secretarial and
confidential service to the Prime Minister across a wide range of his
responsibilities. The officer who is assigned this responsibility belongs to the
General Services and is paid a monthly allowance. In view of the importance of
this function, we are maintaining this arrangement and the provision for the
allowance to be reckoned as pensionable emolument.
Recommendation 10
14.30
Salary Code
02 000 111
02 000 109
Rs 164000
Secretary for Home Affairs
02 000 108
Rs 152000
Senior Chief Executive
02 000 106
Rs 122000
Permanent Secretary
02 086 095
02 055 081
~65~
Civil Service
Salary Code
02 000 105
02 000 102
Rs 110000
National Security Adviser
02 075 089
02 061 085
20 057 085
02 079 094
02 054 081
26 044 072
08 061 075
08 026 060
~66~
Civil Service
Salary Code
25 023 052
24 022 051
24 016 043
24 016 042
24 001 038
**********
~67~
Civil Service
~68~
Civil Service
Some of the main objectives of the Department are, to: ensure orderly, safe and
rational management of non-living ocean resources, including the seabed area and
the underlying sub-soil; ascertain sovereign rights for the purpose of exploring and
exploiting the ocean resources; carry out the delimitation of the maritime boundary;
and oversee upstream activities of the petroleum sector, rationalise and harmonise
all ocean-resource related matters and contribute to energy security and maritime
safety.
14.32
14.33
14.34
After examining each submission and considering, among others, the nascency of
the Department and its functional needs, the Bureau is reinforcing the present
structure through the creation of an additional level to enable the Department better
deliver on its mandate.
Management has submitted that there is need for a new level to provide support and
assist in the implementation of development programmes/projects, among others.
We are recommending accordingly.
Recommendation 11
14.36
14.37
Civil Service
02 086 095
02 059 081
**********
~70~
Civil Service
Act No. 42 of the Equal Opportunities Act 2008 provides for the setting up of the Equal
Opportunities Tribunal (EOT) as an independent body, to hear and determine
complaints referred to it by the Equal Opportunities Commission.
14.39
The EOT aims at issuing interim orders as expedient with a view to preventing serious
and irreparable damage to a person or category of persons. The Tribunal is also to
protect public interest and may prevent a person from taking any step that would
hinder or impede a hearing before the tribunal.
14.40
The jurisdiction of the EOT encompasses, among others, the making of an order
which would declare the rights of the complainant and the respondent in relation to
the act to which the complaint relates.
14.41
Since its setting up, the EOT comprises a President, who is a Law Practitioner of not
less than 10 years standing. The President is assisted by two members who have
knowledge of or reckon experience in law, race relations, gender affairs, employment
issues, education, culture, economics, social welfare or human rights and who have
been active in any of these fields for a period of not less than five years.
14.42
At the support level, the Secretary to Cabinet and Head of the Civil Service is
empowered to designate the Secretary, Equal Opportunities Tribunal and such other
public officers as the latter thinks fit, to assist the EOT for its operational requirements.
The duties of the Secretary, Equal Opportunities Tribunal consist in keeping a record
of the proceedings of the Tribunal as well as the safe custody of papers and
documents of the EOT; and issuing summonses and recording statements called
before the EOT.
14.43
Salary Code
12 000 107
12 000 102
Rs 110000
Member, Equal Opportunities Tribunal
**********
~71~
Civil Service
~72~
Civil Service
The Environment and Land Use Appeal Tribunal has been set up in 2012 by Act No
5 of the Environment and Land Use Appeal Tribunal Act to hear and determine
appeals made under the Environment Protection Act; the Local Government Act; the
Morcellement Act; and the Town and Country Planning Act.
14.45
Since its inception, the structure of the Environment and Land Use Appeal Tribunal
comprises a Chairperson and a Vice-Chairperson who have been appointed by the
Public Service Commission. In the exercise of their functions, they are assisted by a
Secretary who is under the administrative control of the Chairperson and supported
by officers of the General Services cadre.
14.46
The Secretary to the Tribunal is responsible for keeping a record of the proceedings
of the Tribunal; keeping in safe custody the papers and documents of the Tribunal;
and issuing summonses and recording statements of witnesses called before the
Tribunal.
14.47
Salary Code
12 000 107
12 000 105
Rs 119000
Vice Chairperson, Environment and Land Use Appeal Tribunal
08 062 085
08 051 070
**********
~73~
Civil Service
~74~
Civil Service
The Strategic Policy Unit (SPU), created in the EOAC Report 2013, was converted
into the Strategic Policy and Planning Department (SPPD) by the Government to be
responsible for advising Government on strategic planning at the national and
sectoral level. It operates under the aegis of the Prime Ministers Office.
14.49
14.50
14.51
In order to achieve the socio-economic objectives and goals of the Vision 2030
Blueprint, Government converted the SPU into a strong Strategic Policy and
Planning Department to be responsible for the preparation of the National Strategic
Plan.
14.52
The main tasks of the SPPD are, among others, to prepare the National Strategic
Plan (Vision 2030 Blueprint); analyse economic and social issues of national interest,
and formulate/evaluate policy recommendations to achieve Governments socioeconomic goals and objectives; monitor and evaluate the implementation of
Government socio-economic, macro-economic and sectoral action plans/ policies/
strategies/ programmes/projects and review policy options as appropriate; identify,
investigate and analyse emerging socio-economic and international issues that could
impact on the nation; co-ordinate assistance from international, bilateral and
multilateral sources; and prepare periodic reports on the economy.
14.53
The activities of the SPPD are carried out by the three divisions namely: Sectoral
Development; Macro-Economic Analysis and Research; and Coordination and
Monitoring. The Sectoral Development Division is further sub-divided into four
sectors, viz Productive, Infrastructure, Social and Emerging.
14.54
In the context of this review exercise, following the conversion of the SPU into SPPD,
the Bureau has been called upon to create a new Strategic Policy and Planning
Cadre with a four-level structure to which we subscribe.
~75~
Civil Service
Recommendation 12
14.56
14.57
(ii)
~76~
Civil Service
01 000 105
Rs 119000
Director, Strategic Policy and Planning (New Grade)
01 086 095
01 054 085
**********
~77~
Civil Service
~78~
Civil Service
14.59
The Commission is mandated under the Act among others, to: keep under review the
working of the Act and any relevant law and submit to the Attorney-General proposals
for amending them, if required; carry out investigations of its own or following a
complaint; conduct and foster research and education and other sensitization
programmes for the purpose of eliminating discrimination and promoting equality of
opportunity and good relations between persons of different status; refer the matter
to the Director of Public Prosecutions, if on completion of an investigation, it is
revealed that an offence has been committed; and refer any matter to the Equal
Opportunities Tribunal for non-compliance with the Act.
14.60
14.61
At present, the Commission is operating with a very lean staff posted on secondment
from other Ministries. The Bureau has, however, created the grade of Investigator on
its establishment with a view to enhancing the technical efficiency and effectiveness
of the Commission, especially in the field of examination, investigation hearings,
conciliation/agreements, and sensitisation. We are maintaining the present set up.
EQUAL OPPORTUNITIES COMMISSION
SALARY SCHEDULE
Salary Code
12 054 081
**********
~79~
Civil Service
~80~
Civil Service
14.63
14.64
The main objectives of the GIS are to collect, process and disseminate accurate and
timely information of Government policies, programmes and activities; archive
information to facilitate access and retrieval; act as an interface between Government
and the local/international media; provide facilities to Ministries/Departments in
respect of conference audio and video system, photographic services, recording,
sound system, video and LCD projection; and extend facilities for the coverage of
state visits, regional/international conferences, workshops, seminars and working
sessions.
14.65
The GIS was previously organised under four sections, namely the Information
Section; Audio-Visual Section; Documentation and Press Section; and Overseas
News Section. However, following a Government Decision in 2015, the Overseas
News Section has been closed down.
14.66
In the context of this review exercise, both Management and the staff side made
representations for the restyling and creation of grades. We have examined all the
proposals made by both Management and Unions and are making appropriate
recommendations for those requests that have valid justifications.
The Overseas News Section (ONS) was responsible for the production of Overseas
News Bulletins which reproduce and propagate information from Reuters and Agence
France Presse. The Bulletins were issued thrice daily to both paid and free
subscribers. By virtue of the nature of its deliverables, the ONS was operating on a
24/7 basis and the pattern of work was on a shift system to ensure the continued
operation of the section.
14.68
Over the past years, developments in the IT Sector resulted to a decrease in the
number of paying subscribers. In 2015, Government decided to close down the ONS
of the GIS in view of the availability of substitutes to the Overseas News Bulletins,
recent developments in the IT-related news sector, and the relatively high cost of
operations.
~81~
Civil Service
14.69
During consultations, Management apprised the Bureau that the Overseas News
Section was manned by an Acting Head, News Officer cadre; three Senior News
Officers; and four News Officers. Government has decided to redeploy the remaining
officers within the GIS with a framework of a new scheme of duties and a new grade
appellation. We are making appropriate provisions to implement the decision of
Government.
Recommendation 13
14.70
14.71
Incumbent would be required to perform, inter alia, daily press review exercise;
classification of documents/press cuttings in appropriate files; scanning of documents
and maintaining appropriate folders; processing of official communiqus; and
computerisation and storage of recordings of pictorial display in a database, for future
use.
14.72
14.73
We further recommend that the Ministry should consider the possibility, if any,
for the redeployment of the concerned officers, if they so wish, in other
Ministries/Departments in the event posts with similar duties exist in those
organisations.
Information Section
Time-Off
14.74
The Information cadre at the GIS comprises officers in the grades of Information
Officer; Senior Information Officer; Principal Information Officer; Assistant Director,
Information Services; and Director, Information Services.
14.75
In our last Report, provision was made for officers of the Information cadre who, by
nature of their duties, are required to work regularly outside normal working hours
especially for Cabinet Decisions and for coverage of official functions during
weekends and public holidays. We are maintaining this provision.
~82~
Civil Service
Recommendation 14
14.76
Press Section
Special Allowance
14.77
Some officers posted in the Press Section of the GIS are being paid a monthly special
allowance in view of the sensitive nature of their duties. We are maintaining this
provision.
Recommendation 15
14.78
Salary Code
10 095 097
10 085 094
10 075 089
~83~
Civil Service
Salary Code
10 069 085
10 054 081
10 050 070
10 043 065
10 029 062
10 059 078
10 052 075
10 045 073
10 033 070
~84~
Civil Service
Salary Code
10 057 071
10 030 071
10 048 067
10 030 064
24 022 051
24 001 038
**********
~85~
Civil Service
~86~
Civil Service
The Forensic Science Laboratory (FSL), sole provider of forensic analysis in criminal
cases, is an autonomous body which operates under the aegis of the Prime Ministers
Office. It is mainly responsible to provide high quality, validated forensic services
whilst adhering to internationally recognised accreditation standards. Besides being
a major stakeholder in national projects, the FSL equally provides forensic services
to the Government of Seychelles within the Framework Agreement on security and
crime combatting. It is also a training center for the INTERPOL within the Maritime
Security Project.
14.80
The vision of the FSL is to be the benchmark in providing forensic science services
for testing competence, global acceptance and recognitions for the enhancement of
the judicial system. Its strategic objectives are to offer investigative services to the
criminal justice community; provide the best possible services to facilitate criminal
justice process and other related cases and discharge its functions at the interest of
the nation using professional competency and impartiality.
14.81
14.82
14.83
In the context of this Report, both Management and Staff Associations made
representations to, among others, upgrade basic qualification requirements for entry
to the technical cadre, restyle grades in line with developments and grant allowances
for specific duties carried out. We have duly examined all proposals and considered
only those deem most meritorious, in line with the main theme of the Report, namely
to transform the public sector for an enhanced service delivery to meet citizens, non
citizens and other stakeholders needs.
14.84
~87~
Civil Service
In the 2013 PRB Report, the mode of recruitment to the grade of Forensic
Scientist/Senor Forensic Scientist was amended such that appointment be made by
selection from among officers in the grades of Principal Forensic Technologist,
Forensic Technologist/Senior Forensic Technologist and Forensic Technician
possessing a degree in Forensic Science or any related forensic discipline and in the
absence of suitably qualified serving officers, appointment be made by selection from
among candidates possessing the required qualification.
14.86
The Staff Associations represented that as per the existing qualification requirements,
officers in the technical cadre possessing a degree in the scientific field or an
equivalent qualification are not taken on board for appointment in the grade though
they have acquired the relevant skills, competencies and work experience in forensic
science. The Bureau has been apprised that officers in the grades concerned are
provided appropriate training both locally and overseas in forensic science. They are
thus able to conduct forensic work as per standards set.
14.87
The Bureau has examined the issue in depth and considers that there is merit in the
case. We are, therefore, upon advice of the Management of FSL, widening the scope
of recruitment of the grade of Forensic Scientist/Senior Forensic Scientist so as to
give qualified and experience officers of the technical grades the opportunity to join
the professional cadre whilst enabling recruitment from a larger pool of qualified
serving officers.
Recommendation 16
14.88
The nature of duties and level of responsibility devolving upon officers in the Forensic
Technician cadre as well as the intensive training acquired by them over the years no
longer matches their job titles. We are, therefore, restyling the grades of the Forensic
Technician cadre to appropriate job appellations.
~88~
Civil Service
Recommendation 17
14.90
To
Forensic Technician
Forensic Technologist/Senior
Forensic Technologist
Forensic Technologist/Senior
Forensic Technologist
14.92
Whilst studying the request, the Bureau has taken into account the fact that once
officers join the cadre, they are provided relevant and updated theoretical and
practical training. Hence, incumbents are adequately equipped with the appropriate
knowledge, competencies and skills with a view to delivering efficient and effective
service. In this respect, and keeping in mind the social aspect in recruitment policy,
we consider that the existing qualification requirements should be maintained.
14.93
Recommendation 18
14.94
Civil Service
(ii)
At present, officers in the Forensic Technician cadre possessing a Degree in the field
of Forensic Science are allowed on reaching the top of their salary scale to move
incrementally in the master salary scale subject to satisfying certain conditions. We
are maintaining this provision while enlarging the field of study in which a degree is
required.
Recommendation 19
14.96
(ii)
Officers of the FSL are paid On-Call and In-Attendance Allowances for being on call
beyond normal working hours and for attending duty whilst being on call. This
arrangement is being maintained.
~90~
Civil Service
Recommendation 20
14.98
Weekdays
0600 hours to
0845 hours
1600 hours to
1800 hours
Amount (Rs)
Weekdays
1800 hours to
0600 hours the
following day
Amount (Rs)
Saturdays
0600 hours to
0600 hours
the following
day
Amount (Rs)
Sundays and
Public Holidays
0600 hours to
0600 hours the
following day
Amount (Rs)
Director, FSL
135
335
800
960
Deputy Director,
FSL
120
305
730
865
Chief Forensic
Scientist
110
280
650
785
Forensic Scientist/
Senior Forensic
Scientist
95
230
575
695
Chief Forensic
Technologist
formerly Principal
Forensic
Technologist
75
175
420
500
Principal Forensic
Technologist
formerly Forensic
Technologist/Senior
Forensic
Technologist
65
160
395
460
Forensic
Technologist/Senior
Forensic
Technologist
formerly Forensic
Technician
50
115
280
335
14.99
We further recommend that, when attending work while on-call, officers of the
Forensic Science Laboratory should be paid allowances per hour, inclusive of
travelling time, as follows:
Grade
Amount (Rs)
Director, FSL
335
300
275
245
~91~
Civil Service
Grade
Amount (Rs)
180
160
115
Risk Allowance
14.100 A Risk Allowance is currently paid to officers of the Forensic Scientist cadre and
Forensic Technologist cadre. We are maintaining the allowance.
Recommendation 21
14.101 We recommend the continued payment of a monthly risk allowance equivalent
to one and a half increments at the initial of the respective salary scale to
officers of the Forensic Scientist cadre and Forensic Technologist cadre.
Allowance for Accreditation and ISO Certification
14.102 During consultations, Management has submitted that as the FSL is an ISO Certified
organisation, there is need for the creation of a grade of Quality Manager to perform
duties related to ISO Certification and accreditation of the Laboratory. After carefully
analysing the request, we are of the view that acceding to same would result into the
creation of a dead end post, with no possibility of career movement. We are,
however, providing for another mechanism to incentivise officers to perform these
duties.
Recommendation 22
14.103 We recommend that officers in the grades of Forensic Scientist/Senior Forensic
Scientist and Chief Forensic Scientist should be designated on a rotational
basis to perform duties related to ISO Certification and accreditation of the
Laboratory.
14.104 We further recommend that the designated officers should be paid a monthly
allowance of Rs 2700.
~92~
Civil Service
19 085 095
19 075 089
19 055 085
19 067 081
19 056 076
19 036 066
24 040 061
~93~
Civil Service
Salary Code
24 023 056
24 022 051
24 015 041
**********
~94~
Civil Service
Civil Service
and the handing over of keys to the Police Station, and an allowance of Rs 250 for
each registration of death including the issue of burial/cremation permit.
14.112 We are maintaining the present arrangement and revising the quantum of allowances
paid.
Recommendation 23
14.113 We recommend that officers of the Civil Status cadre providing emergency
service from 1200 hours to 1700 hours on Saturdays, Sundays and Public
Holidays be paid:
(a)
(b)
(c) an allowance of Rs 270 for each registration of death, including the issue
of burial/cremation permit.
Allowance for Registration of Religious Marriage to give civil effect
14.114 The present quantum of allowances payable to officers of the Civil Status cadre for
celebration of civil marriages outside the Civil Status Offices are being maintained.
Allowances
(Rs)
A.
B.
700
1000
1500
Registration of deaths for burial during cyclonic conditions Class III and Class IV
14.115 At present, an officer of the Civil Status cadre is on-call in each district to register
deaths and issue burial permit during cyclonic conditions class III and IV. He is paid
an On-Call Allowance of Rs 220 per day and an allowance of Rs 250 for each
registration of death including the issue of burial permit.
14.116 Management of the Civil Status Division also has to make arrangements with the
Police Department for the conveyance of officers who are on call in each district to
register deaths which require burial permit during cyclonic conditions Class III and IV.
Pay Review 2016
~96~
Civil Service
14.117 The quantum of allowances are being revised while the present arrangement, which
is effective, is to be continued.
Recommendation 24
14.118 We recommend that an officer of the Civil Status cadre should be on-call in
each district to register deaths requiring burial permit during cyclonic
conditions class III and IV and should be paid:
(a)
(b)
14.119 We further recommend that Management of the Civil Status Division should
make necessary transport arrangements, with the Police Department for the
conveyance of officers from their place of residence to office and back when
they are called upon to register deaths which requires burial permit during
cyclonic conditions Class III and IV.
Loan facilities
14.120 Officers of the Civil Status cadre are granted loan facilities for the purchase of a car
on the same terms and conditions as laid down at paragraph 18.2.46(g) of volume 1
of the 2013 PRB Report and are paid the appropriate mileage allowance at the
approved rates for official travelling on distance travelled between residence and site
of work on Saturdays, Sundays and Public Holidays after 1200 hours. This provision
is maintained.
Recommendation 25
14.121 We recommend that officers of the Civil Status cadre should continue to be
granted loan facilities for the purchase of a car on the same terms and
conditions as laid down as per provision of paragraph 18.2.43 of Volume 1 of
the 2016 PRB Report and be paid the appropriate mileage allowance at the
approved rates for official travelling on distance travelled between residence
and site of work on Saturdays, Sundays and Public Holidays after 1200 hours.
Office Clerk
14.122 Provision has been made in the EOAC 2013 Report for the MCSAR in collaboration
with the Civil Service College to mount an appropriate award course for Office Clerk,
the successful completion of which would entitle them to move incrementally in the
master salary scale up to salary point Rs 25925, that is, by two increments. It is to
be noted that the objective of the course is to equip the Office Clerks with relevant
skills to effectively perform clerical duties which are being assigned to them.
14.123 The Office Clerks have drawn our attention to the high level set for the course which
falls beyond their capacity and competence making it difficult for them to obtain the
~97~
Civil Service
(ii)
(iii) Office Clerks who have successfully completed the Award Course and
who have attained compulsory retirement age before reaching the top
salary of the scale should be granted an additional increment at the point
reached for the computation of their pensionable emoluments.
(iv) the MCSAR should ensure that the level of the course set should also take
into consideration the level of the duties as well as the profile of the Office
Clerks.
CIVIL STATUS DIVISION
SALARY SCHEDULE
Salary Code
18 095 097
18 068 090
18 058 075
18 046 065
~98~
Civil Service
Salary Code
18 027 060
08 022 056
16 025 067
24 001 038
**********
~99~
Civil Service
~100~
Civil Service
Rodrigues
RODRIGUES
SALARY SCHEDULE
Salary Code
23 050 074
08 027 060
22 021 054
24 022 051
24 022 047
24 016 043
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
~101~
Civil Service
Rodrigues
~102~
Civil Service
~103~
Civil Service
~104~
Civil Service
14.1.15 It is also worth highlighting that some organisations have not responded to the survey
carried out and as such the Bureau has not been able to ascertain whether these
organisations are still encountering difficulties in recruiting and retaining professionals
of right profile and calibre in the Engineering/Architecture/Quantity Surveying fields.
Though some organisations did not respond to the survey, they have nevertheless
made representations for maintaining SPRA and extending it to other categories of
professionals.
14.1.16 In the given circumstances and taking into consideration: (i) the findings of the survey;
(ii) representations from stakeholders; and (iii) position of concerned organisations,
we are in this Report maintaining the payment of the SPRA to eligible officers in post
as at 31 December 2015 up to 31 December 2016.
Recommendation 2
14.1.17 We recommend that officers in the grades of Project Officer/Senior Project
Officer formerly Project Officer, Project Manager and Chief Project Manager
(Personal to holder in post as at 31.12.15) eligible for the payment of the
Special Professional Retention Allowance as at 31 December 2015 should
continue to be paid same up to 31 December 2016 as specified in the following
table:
Grade
SPRA
% of monthly salary
Project Manager
10
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii) retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
~105~
Civil Service
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
14.1.19 All officers in the Engineering fields who are eligible for the payment of the
Special Professional Retention Allowance as from 01 January 2016 and have
been granted same prior to the publication of this Report should continue to
draw the Special Professional Retention Allowance up to 31 December 2016.
NATIONAL DEVELOPMENT UNIT
SALARY SCHEDULE
Salary Code
02 000 106
02 095 097
02 075 089
02 069 085
02 054 081
26 096 098
26 085 095
~106~
Civil Service
Salary Code
26 075 089
26 059 085
08 065 081
08 058 076
08 050 072
26 047 076
22 021 054
24 022 051
24 016 043
~107~
Civil Service
Salary Code
24 001 038
**********
~108~
Civil Service
The Mauritius Police Force (MPF) is the only body for ensuring law and order,
peace, security and safety of the population. It has set a new vision under its reform
programme: With You, Making Mauritius Safer. The Force is committed to deliver
an efficient and effective policing service by meeting the Communitys needs and
expectations as well as attaining the ultimate objective of having a crime free
society.
14.2.2
The Commissioner of Police is at the head of the MPF and is assisted by Deputy
Commissioners, Assistant Commissioners and Police Officers of different ranks.
The Force comprises a strength of about 12000 Police Officers, posted in various
Units/Divisions and in police stations scattered all over the Island.
14.2.3
During consultations, the Bureau has been apprised that in view of coping with
globalisation and new challenges in the field of crime and social and natural
environment, the MPF should transform itself into a modern service. There is strong
need for a trained and motivated Police Force capable of enforcing law and order
with enhanced systems, structure and processes. In this context, both the Police
Federation and Management made a series of representations, all aimed towards
improving service delivery and motivating staff.
14.2.4
Whilst studying the proposals, the Bureau has taken into account the changing
landscape within which the Police Officers are called upon to carry out their duties
under challenging circumstances, the pattern of work at times involving long
strenuous hours of work and the difficult demands placed on these officers coupled
with the significant public responsibility they shoulder. In tandem with these
considerations, we have also examined the representations made in line with the
main orientation of this Report which aims at transforming the Public Sector for an
enhanced service delivery to meet citizens and non-citizens and other
stakeholders needs.
14.2.5
We have therefore framed our recommendations with a view to enabling the MPF
to achieve excellence in service delivery. The payment of new allowances has been
recommended as well as other specific conditions of work. We have also
considered the ever changing and challenging environment in which Police Officers
are called upon to deliver in arriving at the recommendations.
Both Management and the Police Federation have highlighted the problem of
shortage of staff, especially in the case of those working on a shift pattern. In this
context, we have been requested to consider the creation of a Bank of Police
Officers Scheme to address the problem. With a view to meeting the needs of the
public in respect of security on a 24-hour basis, the Bureau is agreeable to the
submission, the moreso such a scheme exists in the other disciplined forces to
~109~
Civil Service
We recommend that:
(i)
(ii)
officers of the Bank of Police Officers Scheme who are called back on
duty in the above mentioned case, should be paid an allowance as per
the Table below for the first three hours put in and on a pro rata basis
for any extra hour:
Grade
Police Constable
Woman Police Constable
610
Police Corporal
Woman Police Corporal
650
Police Sergeant
Woman Police Sergeant
685
730
Inspector of Police
Woman Inspector of Police
755
Performance Bonus
14.2.8
During consultations, the Bureau has been made aware of the constant challenges
being faced by officers of the disciplined forces in a continuously changing
environment. We consider that for the extraneous effort being deployed by these
officers to cope with the new demands in their respective fields, incumbents should
be provided with some kind of reward for their sustained performance. After careful
study, the Bureau has opted for the grant of an allowance to officers performing at
operational level in lieu of incremental movement beyond top salary, as the latter
option would have led to distortions in pay relativities.
~110~
Civil Service
Recommendation 2
14.2.9
14.2.10 However, since the grant of the bonus is linked to performance, we strongly believe
that the payment of the one-off bonus should be deferred so as to give full substance
to the recommendation.
Recommendation 3
14.2.11 We recommend that the above recommendation should take effect as from
01 January 2018.
Trainee Police Constable
Trainee Band Constable
14.2.12 At present, selected candidates join the Police Force as Trainee Police Constables.
They are required to follow a two-year training programme/course comprising both
theoretical and on-the-job training, after which they are appointed as Police
Constable. In the context of this Report, Management has submitted that the need
to maintain the positions of Trainee Police Constable and Trainee Band Constable
is no longer felt and the training policy would be reviewed accordingly. This request
is being supported by the Prime Ministers Office.
14.2.13 The Bureau views that since this arrangement would enable a better functioning of
the Department, we are recommending for the abolition of both positions. However
it is worth pointing out that with the abolition of the post of Trainee Police Constable
and Trainee Band Constable, the Police Department should ensure that the selected
Temporary Police Constables are provided with the appropriate training which
would aim towards forming and transforming these new recruits into capable Police
Officers possessing the right competencies, skills, knowledge, character and
behaviour.
14.2.14 In addition, the training policy should lay much emphasis on inculcating the right
mindset required from a public officer who is entrusted the responsibility of ensuring
law and order and protection of the population from social threats. In the same
breath, much stress should be put on the fundamental traits of character namely
honesty, loyalty, integrity, bravery, among others, as being the core qualities
required from a Police Officer of the right calibre.
~111~
Civil Service
Recommendation 4
14.2.15 We recommend that:
(i)
(ii)
Civil Service
~113~
Civil Service
Recommendation 7
14.2.24 We recommend that Police Officers posted at the National Coast Guard who
perform the duties of Coxswain and possess a relevant certificate or having
followed a relevant approved course in the field should be paid the Technician
Pay on a monthly basis as recommended at paragraph 14.2.52.
Trainee Police Constable (Personal)
Temporary Police Constable
14.2.25 The Bureau has repeatedly received representations regarding the payment of
allowances to Trainee Police Constables owing to the fact that they perform as a
full-fledged Police Constable after the passing out parade ceremony. For this
Report also, both the Federation and Management have reiterated this proposal.
14.2.26 The Bureau has studied the issue in-depth and views that owing to the specificity of
the Police Force among the Disciplined Forces coupled with the fact that the Trainee
Police Constables are called upon to perform as substantive Police Constables and
in the same conditions, they may be paid the allowances. We are recommending
in this direction.
Recommendation 8
14.2.27 We recommend that allowances payable to substantive Police Constables
should be extended to Trainee Police Constables (Personal) and Temporary
Police Constables after the conduct of the passing out parade, depending
upon their posting.
Allowance to GIPM Officers
14.2.28 The Groupe dIntervention de la Police Mauricienne (GIPM) is considered as the
elite group in the Police Force owing to the special competencies and skills
possessed by the officers and the strict selection exercise and strenuous training
which they undergo. The Police Force has recourse to the services of the GIPM in
complex cases and risky interventions on land, in air, water and sea, as they have
been trained to operate in difficult conditions and hostile environments.
14.2.29 The Bureau views that for these aspects of the work of the GIPM coupled with the
special competencies and skills held by the officers, the latter should be given due
recognition in the Police Force. In this perspective, we strongly consider that these
officers should be additionally compensated. We are making a provision to that end.
Recommendation 9
14.2.30 We recommend that Police Officers of the GIPM should be paid a monthly
allowance equivalent to one increment at the point reached in their respective
salary scale.
~114~
Civil Service
~115~
Civil Service
Recommendation 12
14.2.37 We recommend that Management should strongly consider the advisability of
not requiring, as far as possible, pregnant female Police Officers to perform
extra hours or night shift or duties involving continuous standing for at least
three months before their confinement.
Hardship Allowance Officers posted in Agalega and St Brandon
14.2.38 Management has informed that a few Police Officers of the NCG are posted to
Agalega and St Brandon for short periods to carry out maintenance works. Their
period of stay may vary from 50 days to less than 120 days depending on the
movement of NCG vessels. These officers are paid an out of pocket allowance for
the number of days spent on the islands. It has been represented that the officers
concerned should also be eligible to the payment of disturbance allowance, earn
vacation leave at an enhanced rate as well as the period served on these islands to
be reckoned as enhanced pensionable service.
14.2.39 The Bureau has studied the issue in depth and wishes to point out that the context
in which the Police Officers are posted to these islands is different from that when a
Police Officer is posted on a tour of duty. In the latter case, the minimum period of
stay is four months. From this angle, we consider that the representation made is
not justified. However, we do recognise that though the Police Officers are posted
there to carry out maintenance works for a shorter duration, they are subject to some
degree of disturbance and hardship owing to the rough and haphazard conditions
which prevail on these islands.
14.2.40 Against this background, we strongly view that a more attractive compensation be
paid to these Police Officers in lieu of the Out of Pocket Allowance to which they are
currently entitled. We are, therefore, making an appropriate recommendation to that
effect.
14.2.41 As regards proposals for earning of vacation leave at an enhanced rate and
reckoning the period served as enhanced pensionable service, we consider same
to be not fully justified on the ground that being posted to these islands for periods
of less than four months for carrying such duties, do not deem to be considered as
a tour of duty.
Recommendation 13
14.2.42 We recommend that Police Officers of the NCG who are posted in the Outer
Islands (Agalega and St Brandon) for carrying out repairs and maintenance
works for a duration of less than four months, should be paid a Hardship
Allowance equivalent to 20% of their monthly salary per month.
14.2.43 We further recommend that Police Officers who are entitled to the payment of
the Hardship Allowance should not be paid Out of Pocket Allowance when
posted on these islands.
Pay Review 2016
~116~
Civil Service
(ii)
Police Officers who leave the service prior to the age at which they may
retire without the approval of the appropriate Service Commission
(Table II at Chapter 15 of Volume 1) or before completing
28 years service (for officers in post as from 01 July 2008) and 25
years of service (for officers in post as at 30 June 2008) in the Mauritius
Police Force, should refund the totality of the Special Police Allowance
paid to them.
(iii)
Risk Allowance
Recommendation 15
14.2.46 We recommend that Risk Allowance should continue to be paid to eligible
Police Officers as hereunder:
Category
Category I
Amount
Rs 1800
~117~
Civil Service
Category
Amount
Category II
Rs 1300
1 increments
at the initial of
their respective
salary scale
subject to a
maximum of
Rs 900.
Grade
Police Constable
975
Police Corporal
1015
Police Sergeant
1050
Sub-Inspector of Police
1090
Inspector of Police
1125
1235
1235
~118~
Civil Service
Amount
Rs
Grade
Assistant Superintendent of Police
1485
Superintendent of Police
1840
2200
2570
Commissioner of Police
2935
Payable to
Amount
(Rs)
Trade Pay
Examiners
Allowance
(i)
Civil Service
Allowance
Amount
(Rs)
Payable to
damaged vehicles or pleasure
craft/boats
outside
their
scheduled shift.
Commuted
Travelling
Allowance
Detective
Allowance
Police
Officers
detective duties
performing
Technician
Pay
Clothing
Allowance
Special Duty
Allowance
Prosecutors
Allowance
Allowance to (1)
officers
holding
professional
qualifications
a degree in IT
a diploma in IT
2520
1470
2520
per month
~120~
Civil Service
Allowance
Payable to
Amount
(Rs)
Commuted
Overtime
Allowance
a degree/ professional
qualification
a diploma or equivalent
qualification
2520
1470
3600 per month
Meal
Allowance
Sergeant-atArms
Allowance
Aide-deCamp
Allowance
Per month
4750
(i)
President
(ii)
Vice President
3600
(iii)
Prime Minister
3600
~121~
Civil Service
Allowance
Payable to
Disturbance
Allowance
Driving
Allowance
(i)
(ii)
Diving
Allowance
(i)
(ii)
Duty
Allowance
25% of monthly
salary
A monthly allowance
equivalent to one
increment at the
initial of their
respective salary
scale
Amount
(Rs)
Per month
Police
Constable
250
Police
Corporal
275
Civil Service
Allowance
Payable to
Amount
(Rs)
Police
Sergeant
300
(ii)
for
ensuring
continued
command,
control
and
supervision; and
Sub
Inspector
of Police
325
(iii)
Inspector
of Police
350
A monthly allowance
equivalent to two
increments at the
point reached in their
respective
salary
scale.
Sea-Going
Allowance
Transfer
Allowance
~123~
Civil Service
Allowance
Special
Allowance
Payable to
Amount
(Rs)
175
Police
Sergeant
200
Sub Inspector
of Police
225
Inspector of
Police and
above
250
~124~
Civil Service
Work Pattern
14.2.56 As per the Standing Orders, Police Officers in the grades of Police Constable and
up to Inspector of Police are required to work on shift, whereas Chief Inspectors up
to Deputy Commissioners are on call and have to attend duty whenever required,
irrespective of the length of time. These elements have been taken into account
whilst determining the salaries recommended for the grades.
Police Medical and Scientific Unit
Recommendation 21
14.2.58 We recommend that Trainee Police Medical Officer, Police Medical
Officer/Senior Police Medical Officer, Principal Police Medical Officer and
Chief Police Medical Officer should be paid On-Call allowances as follows:
On-Call Allowance
Trainee
Police
Medical
Officer
(Rs)
Police Medical
Officer/Senior
Police Medical
Officer
(Rs)
Principal
Police
Medical
Officer
(Rs)
Chief
Medical
Police
Officer
(Rs)
500
980
1090
1115
750
1450
1635
1680
750
1450
1635
1680
Weekday
1600 hours to 0900 hours
the following day
Saturday
1200 hours to Sunday
0900 hours
Sunday and Public
Holiday
0900 hours to 0900 hours
the following day
14.2.59 We further recommend that Trainee Police Medical Officer, Police Medical
Officer/Senior Police Medical Officer, Principal Police Medical Officer and
Chief Police Medical Officer be paid an in-attendance allowance of Rs 285,
Rs 665, Rs 775 and Rs 825 respectively when they are required to perform
medico-legal examination while on call.
~125~
Civil Service
Recommendation 22
14.2.60 We recommend that the provision made at paragraph 23.71 under the Ministry
of Health and Quality of Life in respect of Special Medical Service Allowance
should be made applicable to members of the Medical and Dental Professions
serving the Police Medical and Scientific Unit.
Special Provisions for officers of the Medical and Dental Professions
Recommendation 23
14.2.61 We recommend that the provision made at paragraphs 23.80 and 24.81 under
the Ministry of Health & Quality of Life in respect of the Special provisions for
officers of the Medical and Dental professions should be extended to
members of the Medical and Dental profession serving the Police Medical and
Scientific Unit.
Continuing Professional Development
Recommendation 24
14.2.62 We recommend that the provision made at paragraph 23.69 under the Ministry
of Health and Quality of Life in respect of the Continuing Professional
Development for officers of the Medical Profession should equally apply to
members of the Medical profession serving the Police Medical and Scientific
Unit.
Rent Free Telephone and free calls
Recommendation 25
14.2.63 We recommend that the provision made at paragraph 23.78 under the Ministry
of Health and Quality of Life in respect of rent free telephone and free calls for
officers of the Medical and Dental Profession should be extended to members
of the Medical and Dental Professions in the Police Medical and Scientific
Unit.
Plan Printing Operator
14.2.64 At present, the qualification requirements of the grade of Plan Printing Operator are
a School Certificate with passes in at least five subjects and a National Trade
Certificate (Level 3) in Printing or a National Certificate (Level 3) in Print Finishing
or an equivalent relevant qualification.
14.2.65 The Bureau has been apprised that in certain Ministries, the duties of Plan Printing
Operators have evolved and become more complex, depending upon the type of
technologies used. However, at other places, the mode of operation has remained
the same. We have also been informed that knowledge in Autocad is essential in
view of coping with the evolution in the duties.
~126~
Civil Service
14.2.66 Given that this situation is not prevalent in all the organisations where the grade of
Plan Printing Operator exists, we believe that it would be more appropriate to
compensate incumbents who possess a Certificate in Autocad.
We are
recommending along these lines.
Recommendation 26
14.2.67 We recommend that Plan Printing Operators possessing a Certificate in
Autocad or a relevant equivalent qualification should proceed beyond the top
salary of their grade in the master salary scale by one increment provided
they:
(i)
(ii)
(iii)
Health Surveillance
14.2.68 The Bureau has been informed that Plan Printing Operators are constantly exposed
to substances emanating from the printing machines which are hazardous to health.
In this context, we are recommending for Health Surveillance for incumbents.
Recommendation 27
14.2.69 We recommend that Management should make necessary arrangements with
the Health Authorities to enable Plan Printing Operators to undergo regular
medical/health checkup free of charge.
MAURITIUS POLICE FORCE
SALARY SCHEDULE
Salary Code
14 000 108
14 000 102
Rs110000
Commanding Officer
Deputy Commissioner of Police
Director General, National Security Service
Woman Deputy Commissioner of Police
~127~
Civil Service
Salary Code
14 085 095
14 074 089
14 065 080
14 061 076
14 060 075
14 056 071
14 051 070
~128~
Civil Service
Salary Code
14 048 068
14 045 066
14 034 064
14 049 056
14 046 055
14 024 026
09 000 102
Rs 110000
Chief Police Medical Officer
09 000 100
Rs 101000
Principal Police Medical Officer
09 083 098
~129~
Civil Service
Salary Code
09 071 089
09 070 089
19 059 081
11 066 081
11 061 077
11 056 072
11 048 067
11 030 060
16 023 057
~130~
Civil Service
Salary Code
16 025 062
25 049 063
25 041 060
25 023 052
24 016 043
24 038 055
24 031 053
24 024 050
24 036 052
~131~
Civil Service
Salary Code
24 019 048
24 022 047
24 019 045
24 022 051
24 015 041
24 015 040
24 001 038
**********
~132~
Civil Service
Government Printing
~133~
Civil Service
Government Printing
14.3.6 After a thorough examination of all the representations, we are in this Report, while
maintaining the present organizational structure, reframing the scheme of service of
certain grades. However, to address issues relating to increased establishment and
other HR related issues, it is recommended that Management should conduct a
Human Resource Planning exercise.
Phototype Setting Operator
Platemaking/Finishing Operator
Machine Minder/Senior Machine Minder (Roster)
14.3.7 At present appointment to the grades of Phototype Setting Operator,
Platemaking/Finishing Operator and Machine Minder/Senior Machine Minder
(Roster) are made from among qualified officers on the establishment of the GPD.
Management has highlighted that this measure has been implemented in the past
due to unavailability of candidates holding the relevant qualifications from the market
and this is no longer the case since the MITD is offering courses in the relevant field
to the public. Management has therefore requested, with the support of the parent
Ministry, that posts in these grades should be filled from both internal and external
candidates to give a fair and equitable treatment to all stakeholders.
Recommendation 1
14.3.8 We recommend that the GPD carries out an indepth analysis of the proposals
for amendments, assesses the related implications on the overall staff
structure, smooth running and effectiveness of the service before submitting
the proposed scheme of service to the Bureau for grading purposes.
Assistant Printing Officer (Roster)
14.3.9 The qualifications requirement of the grade of Assistant Printing Officer (Roster) has
been amended in the EOAC Report 2013 with the waiving of the Cambridge School
Certificate such that appointment thereto should be made by selection from among
serving officers of the Department reckoning at least 10 years service in a
substantive capacity and possessing a Certificate in Printing Technology, Printing
Administration, or the NTC 3 in Printing or an equivalent qualification.
14.3.10 In view of the nature of duties and responsibilities devolving at this level, Management
has requested that the number of years of service be reduced and officers should
possess the Cambridge School Certificate to enable them to pursue higher studies
for career growth. Staff side as well as the Parent Ministry are agreeable.
14.3.11 We are recommending accordingly.
Recommendation 2
14.3.12 We recommend that appointment to the grade of Assistant Printing Officer
(Roster) should be made by selection from among serving officers of the
Department reckoning at least five years service in a substantive capacity and
possessing a Cambridge School Certificate with credit in English Language,
Pay Review 2016
~134~
Civil Service
Government Printing
Civil Service
Government Printing
16 075 089
16 068 082
16 061 077
16 061 077
~136~
Civil Service
Government Printing
Salary Code
16 044 072
16 027 030
16 051 070
16 051 070
16 043 067
16 043 066
16 043 067
16 043 066
16 040 062
~137~
Civil Service
Government Printing
Salary Code
16 025 062
16 025 054
16 030 053
16 019 049
24 022 051
24 016 043
**********
~138~
Civil Service
Meteorological Services
14.4
METEOROLOGICAL SERVICES
14.4.1
14.4.2
The priority objectives of the MMS are to assess weather and the state of climate
and provide accurate and timely predictions. In so doing, it ensures safety of life
and property on all the territories of the Republic of Mauritius; assist in the planning
of maritime navigation and provide inputs for sustainable economic growth and
protection of environment. It works in close collaboration with the World
Meteorological Organisation and is required to constantly monitor and issue
warning bulletins on cyclone, earthquake and tsunami and has to fulfil regional and
international obligations in the field of meteorology.
14.4.3
Further to changes in the frequency and intensity of natural hazards due to climate
variability, the MMS has shifted from its traditional role of providing daily weather
forecasts to be actively involved in the detection, monitoring and forecasting of
weather hazards; analysis of risks involved; dissemination of timely and
authoritative warnings and activation of emergency preparedness and response
plans.
14.4.4
In the context of this Report, both Management and Staff Associations have,
among others, made proposals for strengthening the structure of the MMS and
increasing establishment size of existing grades with a view to providing an
enhanced service delivery. Request has also been made to upgrade the
qualification requirements of grades of the Meteorological Technician cadre to
meet new exigencies in the field and grant appropriate allowances to certain
officers for performing specific duties.
14.4.5
In view of the aforementioned proposals and after careful analysis, keeping in mind
the evolving role of the MMS, we are, in this Report, reinforcing the organisational
structure through the creation of appropriate grades and making provision for the
creation of additional posts in the professional grades. In addition, we are
upgrading the qualification requirements of the Meteorological Technician cadre
and introducing the payment of appropriate allowances to certain grades while
maintaining existing ones, with a view to enhancing service delivery to the
satisfaction of all stakeholders.
~139~
Civil Service
Meteorological Services
Both Management and Staff Associations have represented that there is strong
need for a level of Deputy Chief Meteorological Technician further to an expansion
in the activities of the MMS owing to climate change and environmental challenges.
14.4.7
Whilst studying the request, we have taken into account the critical role that the
MMS is required to play in ensuring the safety of life and property and the provision
of accurate weather forecasts as well as the continuous evolution in this sector.
On this basis, we consider the request to be fully substantiated. We are, therefore,
providing for this level.
Recommendation 1
14.4.8
14.4.9
Incumbent would be required, interalia, to: deputise for the Chief Meteorological
Technician in the organisation of work in the Meteorological Technician cadre, their
posting inland and in the Outer Islands; be responsible for the technical aspects of
weather and climate observations; ensure timely and accurate weather
observations; and ensure competency development in weather and climate
observations in the Republic of Mauritius and to conduct regular refresher courses
in weather observation.
Recommendation 2
14.4.11
~140~
Civil Service
Meteorological Services
Upgrading of qualifications
14.4.12
14.4.13
Management and Union Members have submitted that over the years, the nature
of work of the Meteorological Technician cadre has significantly evolved owing to
the ongoing advances in the field of Meteorology, Climatology, Agrometeorology
and Hydrometeorology, among others, new and changing demands for
meteorological and hydrological services and significant changes in the approach
to professional instruction and specialisation. Hence, there is need for officers of
the Meteorological Technician cadre to upgrade their qualifications and
knowledge. In this context, request has been made for the officers, to be
sponsored to follow a diploma course in Meteorology.
14.4.14
After duly examining the submission, we are agreeable to the proposal as same
would allow Meteorological Technicians to serve better the interest of the citizens.
We are, therefore, making appropriate recommendations to that end.
Recommendation 3
14.4.15
We recommend that:
(i)
(ii)
(iii)
(iv)
~141~
Civil Service
Meteorological Services
Both Management and Staff Associations have requested for the payment of an
allowance to Meteorological Technicians who are posted in the Instrument
Section. The Bureau has been apprised that these officers are required over and
above their normal duties, to carry out repair and maintenance works with respect
to meteorological instruments. We have further been informed that these duties
were entrusted to the officers of the former Meteorological Instrument Technician
cadre. Following the phasing out of the latter, a few officers of the Meteorological
Technician cadre have been provided relevant training in the field and
consequently been called upon to perform these duties.
14.4.17
We have duly examined the proposal and consider that there is merit in the case.
We are, therefore, making provision for the payment of an adhoc allowance to
these officers.
Recommendation 4
14.4.18
14.4.20
With respect to the above, the officer concerned is paid a monthly allowance of Rs
105 as approved by the MCSAR for performing these extra duties. Staff
Associations as well as Management have strongly requested for a revision of the
quantum of the allowance which has remained unchanged for many years. After
examining the whole issue and obtaining the views of the relevant authorities, we
consider that a substantial revision of the allowance is warranted, based on the
nature/complexity of duties performed by incumbent and to the fact that the
arrangement of allowing an officer of the MMS to perform civil status duties is
considered as appropriate.
Recommendation 5
14.4.21
~142~
Civil Service
Meteorological Services
Training Allowance
14.4.22
Recommendation 6
14.4.23
Amount (Rs)
Divisional Meteorologist
Meteorologist
Chief Meteorological Technician
Deputy
Chief
Meteorological
Technician
Principal Meteorological Technician
535
340
Recommendation 7
14.4.25
~143~
Civil Service
Meteorological Services
Recommendation 8
14.4.27
Meteorologists Cadre
Meteorologist/Senior Meteorologist, formerly Meteorologist
14.4.28
Recommendation 9
14.4.29
of
Meteorologist
be
restyled
14.4.30
We have also waived the Proficiency Bar (PB) in the salary scale of the grade
as it no longer serves its purpose.
Special Allowance
14.4.31
Union Members have submitted that Meteorologists are now required to present
weather news on TV on a daily basis. We have been apprised that this task was
previously devolving on trained weather presenters of the Mauritius Broadcasting
Corporation (MBC). In this respect, request has been made for the payment of a
monthly allowance.
14.4.32
Recommendation 10
14.4.33
~144~
Civil Service
Meteorological Services
Recommendation 11
14.4.35
14.4.36
14.4.37
Other Observations
14.4.38
Management and Staff Associations have also requested for an increase in the
establishment size of the grades of Divisional Meteorologist and
Meteorologist/Senior Meteorologist, formerly Meteorologist, in view to coping with
the increasing workload as well as undertaking more research work in the fields of
Agrometeorology, Climate Change and Hydrometeorology.
As per the
submission, an increase in the number of posts would enable the MMS to provide
better weather and climate services. In addition, request has also been made for
the posting of a Principal Meteorological Technician at Plaisance and Vacoas for
a better service delivery.
14.4.39
The Bureau wishes to highlight that issues regarding the establishment size
or posting of officers would best be considered and addressed in the context
of the Human Resource Planning exercise which every organisation would
be mandatorily required to carry out as per provision made at Chapter 11 of
Volume 1 of this Report.
~145~
Civil Service
Meteorological Services
With the ongoing advances in technology, more and more applications for use in
the field of meteorology are constantly being developed and implemented to face
the challenges to provide better services especially with the events occurring due
to the effects of climate change. In this context, the Meteorological Services has
constantly been upgrading its existing operational systems and implementing new
ones.
14.4.42
This has led to a considerable increase in the workload in the management of all
electronic, electrical, IT and other equipment, with consequential added
responsibilities for the Chief Meteorological Telecommunications Technician.
14.4.43
Recommendation 12
14.4.44
14.4.45
~146~
Civil Service
Meteorological Services
Recommendation 13
14.4.46
Height Allowance
14.4.47
Recommendation 14
14.4.48
14.4.50
During the course of consultation and a site visit effected by officers of the Bureau
in the context of the present Review Exercise, the Management of the
Meteorological
Services
has
submitted
that
two
Meteorological
Telecommunications Technicians who are equally involved in the deployment of
wave riders, be granted the above allowance. We concur with the views of the
Management of the Mauritius Meteorological Services and are recommending,
accordingly.
~147~
Civil Service
Meteorological Services
Recommendation 15
14.4.51
Training Allowance
14.4.52
14.4.53
We have analysed the request and find that in a spirit of fairness and equity, the
submission made is justified. We are recommending, accordingly.
Recommendation 16
14.4.54
Hardship Allowance
14.4.55
14.4.56
In the given circumstances, union members have requested for the extension of
the Hardship Allowance to the Meteorological Telecommunications Technician
cadre, being paid to the Technicians cadre of the Civil Aviation Department, when
they proceed on official missions to those Outer Islands. The Management of the
Meteorological Services has supported the request to which we are equally
agreeable.
~148~
Civil Service
Meteorological Services
Recommendation 17
14.4.57
Principal Meteorological
Telecommunications Technician
2000
Senior Meteorological
Telecommunications Technician
1500
Meteorological Telecommunications
Technician
1200
METEOROLOGICAL SERVICES
SALARY SCHEDULE
Salary Code
19 000 102
19 085 095
19 075 089
19 059 085
19 053 055
Civil Service
Meteorological Services
Salary Code
22 059 085
22 064 077
22 063 076
22 061 075
22 060 074
22 058 072
22 050 072
22 047 069
22 035 065
~150~
Civil Service
Meteorological Services
Salary Code
22 032 062
22 024 026
19 067 081
19 064 080
19 061 078
19 056 074
19 035 069
19 028 030
19 031 064
19 024 026
~151~
Civil Service
Meteorological Services
Salary Code
24 022 051
24 018 044
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
~152~
Civil Service
14.5
14.5.1
The Mauritius Prison Service (MPS) envisions a safer Mauritius through best
correctional practices. It is mandated to serve society by keeping detainees in safe,
humane custody and help prepare them for a useful life.
14.5.2
The main objectives of the MPS consist in monitoring all statutory to intramural
sentences, providing a safe and healthy environment for the detainees which is
conducive to their rehabilitation and spiritual enhancement and vocational training;
and facilitating and safeguarding ways and means for the detainees contact with
outside world.
14.5.3
At present, the MPS consists of eleven penal institutions including the two
Correctional Youth Centres, with a population of about 2130 detainees. The
Commissioner of Prisons is responsible for the administration of the institutions and
control and supervision of detainees. He is assisted by officers of the Prison Officer
cadre, Hospital personnel, Welfare Officer cadre, manual workers, General Service
Staff and other officers seconded from Ministries.
14.5.4
The MPS has developed a ten-year strategic plan (2013 2023) with the main
objective of reducing the rate of re-offending in Mauritius in line with its vision. Much
emphasis is also being laid on the reformation of detainees through rehabilitation
and resettlement, which is considered as one of the most difficult and challenging
tasks in a constantly changing social environment. Moreover, operational systems
are being revamped with a view to modernizing work processes. In this context, the
MPS has launched in 2014 the E-Prison Project.
14.5.5
For this Report, both Unions and management have submitted several proposals
regarding, among others, the introduction of several allowances, creation of grades,
payment of on-call allowance to various grades.
14.5.6
The Bureau has duly examined the proposals keeping in mind the emerging
challenges in the prison landscape and the main orientation of this Report which
aims at the transformation of the public sector for an enhanced service delivery to
meet all stakeholders needs. Only those requests considered as meritorious have
been acceded to. We are, inter-alia, creating the grades of Prison Pharmacy
Technician and Prison Health Records Clerk, revisiting the mode of compensation
as regards confinement, and providing for the payment of new allowances, whilst
revising the quantum of certain existing allowances.
Trainers Allowance
14.5.7
Both Management and Unions have requested for the payment of an allowance to
prison staff who are designated to act as Training Instructors and regularly dispense
courses at the Prison Training School. These officers are selected according to
their higher academic qualifications held, specific competencies and skills.
~153~
Civil Service
We recommend that prison staff who are posted at the Prison Training School
and performing as Training Instructor on a regular basis, should be paid a
monthly allowance of Rs 1470.
The Union has requested for an allowance to be paid to officers of the Prison Band
as their services are being tapped by the MPS during official functions. After
studying the request, we view that the officers concerned should be compensated
additionally as the MPS is making effective use of their skills and competencies. We
are therefore making provision for the payment of an allowance.
Recommendation 2
14.5.10 We recommend that officers forming part of the Prison Band should be paid
a monthly allowance equivalent to one increment at the point reached in their
respective salary scale.
Physical Training Instructors Allowance
14.5.11 A few Prison Officers are called upon to dispense training in Physical Education to
both prison staff and detainees. In this context, it has been submitted that these
officers should be additionally compensated as the MPS is using their competencies
and skills for the benefit of the organisation. The Bureau has carefully studied the
request and views that the officers may be granted an allowance provided they
possess a relevant certificate in the field from a recognised institution.
Recommendation 3
14.5.12 We recommend that Prison Officers who are called upon to act as Physical
Training Instructor and possess a Physical Training Instructors Certificate
from a recognized institution should be granted a monthly allowance
equivalent to one increment at the point reached in their respective salary
scale.
14.5.13 However, the above recommendation should not apply to officers who are
eligible to the payment of the Trainers Allowance as recommended at
paragraph 14.5.8.
~154~
Civil Service
~155~
Civil Service
Performance Bonus
14.5.20 During consultations, the Bureau has been made aware of the constant challenges
being faced by officers of the disciplined forces in a continuously changing
environment. We consider that for the extraneous effort being deployed by these
officers to cope with the new demands in their respective fields, incumbents should
be provided with some kind of reward for their sustained performance. After careful
study, the Bureau has opted for the grant of an allowance to officers performing at
operational level in lieu of incremental movement beyond top salary, as the latter
option would have led to distortions in pay relativities.
Recommendation 7
14.5.21 We recommend that officers in the grade of Prisons Officer/Senior Prisons
Officer up to Principal Prisons Officer should be paid a one-off performance
bonus equivalent to twelve times the value of one increment at the point
reached in their respective salary scale provided that they have:
(i)
(ii)
14.5.22 However, since the grant of the bonus is linked to performance, we strongly believe
that the payment of the one-off bonus should be deferred so as to give full substance
to the recommendation.
Recommendation 8
14.5.23 We recommend that the above recommendation should take effect as from 01
January 2018.
Confinement Allowance
14.5.24 Officers performing night duty claim that after completing their night shift, they are
not allowed to leave the premises until the opening of the gate at 0700 hours, owing
to prisons rules. In this respect, the EOAC recommended for the payment of an
allowance based on Night Duty Allowance.
14.5.25 The Bureau considers that the mode of compensation as recommended by the
EOAC is technically inappropriate and has eventually led to implementation and
interpretation problems. In this context, we are providing for another mechanism to
compensate these officers for being confined on their site of work.
Recommendation 9
14.5.26 We recommend that officers who after performing their night shift, are
retained for security reasons, on their site of work, until the opening of the
Prisons gate, should be paid an allowance at the rate of 25% of their normal
Pay Review 2016
~156~
Civil Service
hourly rate for every hour they remain on site after completing their scheduled
night shift.
Allowances
14.5.27 We recommend that the existing allowances payable in the MPS should be as
per the table below:
Allowance
Risk Allowance
Eligible Officers
(i)
Monthly
Quantum/Rate(Rs)
1 increments at the
initial of their salary
scale subject to a
maximum of Rs 900.
(ii)
Trade Allowance
Prisons Officer/Senior
Prisons Officers posted in
the Trades Section and
regularly providing training
to detainees and to other
officers who effectively give
vocational training and
conduct rehabilitative work.
Night Duty
Allowance
(i)
~157~
1
increments at
the initial of their
respective salary
scale.
380
Civil Service
Allowance
Eligible Officers
Night Attendance
Bonus
Allowance to
Prisons Security
Squad
Allowance
payable to Lead
Prisons Officer
Bank of Prisons
Officers Scheme
Principal Prisons
Officer reckoning
Up to 10 years service
Over 10 years service
(ii) Prisons Officer Grade I
(Personal) and
Prisons Officer/Senior
Prisons Officer
reckoning:
(a) An aggregate of up to
10 years service as
Prisons Officer Grade I,
Prisons Officer Grade II
and Prisons
Officer/Senior Prisons
Officer
(b) An aggregate of over 10
years service as
Prisons Officer Grade I
(Personal), Prisons
Officer Grade II and
Prisons Officer/Senior
Prisons Officer
Officers of the Prisons
Security Squad
Monthly
Quantum/Rate(Rs)
Prisons Officer/Senior
Prisons Officer known as
Lead Prisons Officer
735
880
600
735
1400
Allowance equivalent
to 2 increments at
point reached in their
salary scale.
Eligible Officers (Prisons
640 for up to first
Officer/Senior Prisons
three hours and on a
Officer up to Assistant
prorata basis for
Superintendent of Prisons)
additional hours of
forming part of the Bank and work put in.
who are called upon to
attend duty in emergency
cases.
~158~
Civil Service
Rent Allowance
Recommendation 10
14.5.28 We recommend that Rent Allowance payable to officers of the MPS who
perform operations duties and do not occupy government quarters should be
maintained as hereunder:
Amount
(Rs)
Grade
Woman Prisons Officer/Senior Woman Prisons Officer
formerly Female Prisons Officer/Senior Female Prisons
Officer
815
815
815
1010
1010
1010
1010
1010
1180
1180
1180
1180
1180
1180
1180
1180
1180
1550
1550
~159~
Civil Service
Amount
(Rs)
Grade
Superintendent of Prisons/Senior Superintendent of
Prisons
1550
1550
1550
1550
1550
1550
1550
1930
1930
1930
2305
Commissioner of Prisons
2690
~160~
Civil Service
incident has occurred within two hours from the time duty starts or duty
finishes.
Medical Examination
14.5.32 We recommend that Management should continue to make the necessary
arrangements for officers of the Prisons Officer cadre:
(i) to undergo a medical examination once every two years; and
(ii) who are aged 60 and above to undergo a medical examination every year
to certify their fitness for continued employment.
Early Retirement Scheme
14.5.33 The Early Retirement Scheme applicable to officers of the Prisons Officer
cadre is being maintained as below:
(i) Officers of the Prisons Officer cadre appointed on or after 01 July 2008
should continue to be allowed to retire on a proportionate pension after
28 years service;
(ii) officers of the Prisons Officer cadre in post as at 30 June 2008 should
continue to benefit from the early retirement scheme applicable as at that
date.
Welfare Unit
Working beyond normal working hours
14.5.34 The Bureau has been informed that Prison Welfare Officers and Senior Prison
Welfare Officers are called upon to perform duties beyond their normal working
hours at the Induction Unit, as per an established plan of work. In this context,
additional payment has been requested. Given that there is an existing mechanism
to compensate officers working in such situations, we consider that same should
also be applicable to these officers.
Recommendation 13
14.5.35 We recommend that Prison Welfare Officers and Senior Prison Welfare
Officers should be granted equivalent time off for extra hours worked or paid
an allowance at the normal hourly rate, for such period of duty, if time off
cannot be granted within a period of four months.
On-Call and In-Attendance Allowance
14.5.36 The Union has submitted that Prison Welfare Officers are required to be on call
whilst off duty, as per a roster schedule and have to attend duty in case of
emergencies. We have studied the issue in depth and made a comparative study
with what obtains in the welfare class. It is a fact that Welfare Officers in general,
irrespective of their posting, perform duties relating to welfare of people, be it
detainees, children, the elderly or the disabled. However, the conditions or pattern
~161~
Civil Service
of work prevailing in the different organisations may not necessarily be the same.
In the present case, the Prison Welfare Officers form part of the Prison Class, where
the elements pertaining to a Disciplined Force are prevalent and where, by
extension, the practice of compensating officers for being on call is not encouraged.
14.5.37 However, we view that in the event the officer is called back to attend duty whilst
being off, he may be compensated for the hours put in on site.
Recommendation 14
14.5.38 We recommend that Prison Welfare Officers who are on call and have to
attend duty to cater for an emergency should be compensated as per
provision made at paragraph 14.5.36 above.
Hospital Staff
Prisons Pharmacy Technician (New Grade)
14.5.39 Management has apprised that there is need to create a grade of Prisons Pharmacy
Technician where incumbents would perform duties relating to dispensing of drugs
as same are being presently carried out by hospital and prison staff. As this practice
is considered inappropriate, we are making provision for this grade.
Recommendation 15
14.5.40 We recommend the creation of the grade of Prisons Pharmacy Technician.
Appointment thereto should be made by selection from among candidates
who have served as Prisons Officer/Senior Prisons Officer for at least five
years and possess the National Pharmacy Technician Diploma of the
Mauritius Institute of Health or a Diploma in Pharmacy Technician from a
recognized institution or an equivalent qualification.
14.5.41 Incumbent would be required, among others, to be responsible to the Chief Hospital
Officer and Principal Hospital Officer in charge of the pharmacy for indenting,
collecting, processing and storing of drugs; issuing of drugs to officers and subpharmacies of the MPS; compounding of drugs, medicines and preparing sterile
pharmaceutical products; and ensuring compliance with procurement and supply
regulations and procedures.
Prisons Health Records Clerk (New Grade)
14.5.42 Management has submitted that with an increase in activities at the Hospitals of the
Mauritius Prison Service, there is now need for a dedicated grade to perform record
keeping and other auxilliary duties. We consider the request to be justified and are
recommending accordingly.
Recommendation 16
14.5.43 We recommend the creation of the grade of Prisons Health Records Clerk.
Appointment, thereto, should be made by selection from among candidates
possessing a School Certificate with credit in at least five subjects, including
Pay Review 2016
~162~
Civil Service
Civil Service
14.5.50 The allowance should be paid on a pro-rata basis whenever the officer is
required to work for more, or less than the specified number of hours.
Incentives to Hospital Staff
14.5.51 As an incentive to attract and retain hospital staff, the officers should:
(i)
(ii)
with effect from 01 January 2016 and up to the next Overall Review of
Pay and Grading Structures and Conditions of Service in the Public
Sector, be allowed to accumulate their untaken casual leave and such
leave should be refunded annually at the rate of 1/66 of their last monthly
salary per day in the corresponding year.
(vi) be paid a monthly Night Attendance Bonus provided they attend duty on
all scheduled nights during the month, up to the publication of the next
overall Review on Pay and Grading Structures and Conditions of Service
in the Public Sector, as follows:
Grade
Amount (Rs)
585
730
Up to 5 years service
730
875
~164~
Civil Service
Retention Allowance
Recommendation 20
14.5.52 We recommend that:
(i)
(ii)
an officer who leaves the service prior to the age at which he may retire
without the approval of the appropriate Service Commission (Table II
at Chapter 15 of Volume 1) should refund the totality of the Retention
Allowance paid to him;
(iii)
an officer who retires from the service on reaching the age at which he
may retire without the approval of the appropriate Service Commission
or thereafter should refund only that part of the Retention Allowance
which he would have earned under this scheme after reaching the age
at which he may retire without the approval of the appropriate Service
Commission; and
(iv)
the above provision at paragraphs (ii) and (iii) above should not apply
to officers retiring as per their new compulsory retirement age or on
medical grounds.
14.5.53 In the event, the MPS still encounters difficulties to fill vacancies in the Hospital
Officer cadre, the grant of a negotiable point of entry in the salary scale may be
contemplated.
Prisons Psychologist
formerly Psychologist
14.5.54 The grade of Psychologist on the establishment of the Mauritius Prison Service is
being restyled Prisons Psychologist so as to demarcate it from that prevailing in
other organisations.
Recommendation 21
14.5.55 We recommend that the grade of Psychologist on the establishment of the
Mauritius Prison Service should be restyled Prisons Psychologist.
Medical Coverage Allowance
14.5.56 At present, a monthly coverage allowance of Rs 3795 is payable to the Medical and
Health Officer/Senior Medical and Health Officer on secondment to the Prisons
Department for providing coverage of hospitals after normal working hours on
weekdays, Saturday afternoons, Sundays and Public Holidays. We are maintaining
the payment of this allowance.
~165~
Civil Service
Recommendation 22
14.5.57 We recommend that the Medical and Health Officer/Senior Medical and Health
Officer on secondment to the Prisons Department should continue to be paid
a monthly allowance of Rs 3795 for providing coverage of hospitals after
normal working hours on weekdays, Saturday afternoons, Sundays and
Public Holidays.
Inducement Allowance to Doctors posted to the Prisons Department
14.5.58 To attract, retain and induce Medical and Health Officer/Senior Medical and Health
Officers to work in the difficult conditions prevailing at the Prisons Department, a
monthly inducement allowance equivalent to two increments at the point reached in
the scale is being paid to incumbent on secondment there. We are maintaining this
arrangement.
Recommendation 23
14.5.59 We recommend that the monthly allowance equivalent to two increments at
the point reached in the scale of the grade of Medical and Health Officer/Senior
Medical and Health Officer should continue to be paid to incumbent on
secondment to the Prisons Department.
MAURITIUS PRISON SERVICE
SALARY SCHEDULE
Salary Code
17 000 105
17 095 097
17 079 094
17 070 085
~166~
Civil Service
Salary Code
17 067 081
17 065 081
17 063 077
17 060 074
17 058 074
17 051 068
17 046 065
~167~
Civil Service
Salary Code
17 034 065
17 046 055
17 049 056
17 072 087
17 066 081
17 056 076
17 045 072
09 071 089
~168~
Civil Service
Salary Code
17 061 085
17 039 067
17 028 062
17 027 060
11 058 076
25 023 052
25 016 042
24 016 043
~169~
Civil Service
Salary Code
24 023 052
24 024 050
24 022 051
24 025 054
24 018 044
24 001 038
**********
~170~
Civil Service
15.
15.1
15.2
The Ministry also has under its aegis the External Communications Division which is
dealt with in another section of this chapter.
15.3
The main objectives of the Ministry are, inter alia, to institute a legal and operational
framework to plan, monitor and regulate tourism activities in line with the defined
tourism strategies and policies; provide support incentives and assistance to
approved tourism projects in line with the defined strategies and policies; maintain
Mauritius as an attractive and desirable tourist destination; promote the development
of family-oriented leisure amenities for Mauritius; and diversify the Mauritian tourism
product by encouraging eco and cultural tourism.
15.4
The tourism sector in Mauritius has, over the years, emerged as a key pillar of the
economy contributing immensely towards the socio-economic development of the
country in terms of economic growth, employment creation, foreign exchange
earnings, social mobility, poverty alleviation, womens empowerment and economic
democratisation. The sector accounts for more than 8% of the Gross Domestic
Product and is a source of creating 100,000 direct and indirect employment.
15.5
Tourism would continue to play an instrumental role geared towards achieving the
second economic miracle and the Governments vision 2030. In this context, the
Ministry is reviewing its tourism policies to reposition the sector in the new business
environment capitalising on new opportunities in the emerging markets, consolidating
the traditional markets with growth potential and tapping niche segments in existing
and new markets. The new policies are articulated around four main axes:
attractiveness, accessibility including affordability, visibility and sustainability.
15.6
To this end, the Ministry and tourism support institutions operating under its aegis,
namely, the Mauritius Tourism Promotion Authority and the Tourism Authority, are
being revamped and reorganised for greater flexibility and effectiveness, to meet the
objectives set and respond to the new changes in the tourism industry.
15.7
Besides the general administration, the activities of the Tourism Division of the
Ministry are organised under the Technical Unit and the Leisure unit.
~171~
Civil Service
15.8
The Technical Unit has been reorganised into two distinct branches: the land-based
and sea-based branches. Both branches are manned by officers of the Tourism
Planner cadre at the professional level and are supported by Tourism Enforcement
Officers. The Technical Unit is headed by the Secretary for Toursim Development.
This unit is being further reinforced to cater for the new demands in the sector. The
Leisure unit, which is responsible to promote leisure and recreational activities for the
citizens and tourists, is headed by the Leisure Events Organiser who is supported by
officers of the Leisure Events Officer Cadre.
15.9
(ii)
Incumbents of the Leisure Events Officer cadre are often required to work outside
their normal office hours due to the nature of their activities and established schedule
of events. In our last Report, provision was made for those officers who are not able
to take their time off. We are, in this Report, maintaining this provision.
Recommendation 2
15.12
~172~
Civil Service
Salary Code
02 000 106
02 096 098
10 075 089
10 069 085
10 054 081
18 044 071
23 069 085
23 052 072
23 035 070
~173~
Civil Service
Salary Code
24 022 051
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
~174~
Civil Service
Operating under the Ministry of Tourism, Leisure and External Communication, the
Department of Civil Aviation (DCA) plays a leading role in the development of the
aviation industry in Mauritius. Besides its regulatory functions, it also provides Air
Navigation Services within the airspace under the jurisdiction of Mauritius.
15.14
15.15
In its capacity of Air Navigation Service Provider, it delivers its services through the
Air Traffic Management (ATM) and Communication, Navigation and Surveillance
(CNS) Divisions. The ATM Division is responsible for managing all domestic and
international traffic within the Mauritian airspace, while ensuring that all safety
protocols are observed. In addition this division also provides Aeronautical
Information Service to the Aeronautical Community. On its part, the Communication,
Navigation and Surveillance Division provides facilities to aircrafts to navigate safely
in our airspace. These facilities relate to voice and data communication among ATC
Centres in the region, navigation and surveillance equipment and landing aids.
15.16
The role and responsibilities of the DCA are stipulated in the Civil Aviation Act of 1974
and the Civil Aviation Regulation of 1986. The Standards and Recommended
Practices (SARPs) it applies are in strict conformance with those prescribed by the
International Civil Aviation Organisation (ICAO). It should be noted that the single
most important word on which emphasis is laid perpetually is safety, particularly
following world events that call for caution.
15.17
The DCA is headed by a Director, who is assisted by two Deputy Directors. While
one Deputy Director is responsible to manage the Regulatory Section, the other
Deputy Director is responsible for the Air Traffic Services Section. They are
supported by officers in technical and professional grades whereas the human
resource, administration, finance, registry and procurement and supply sections are
mainly staffed by officers who provide support services.
15.18
For this review, the main requests from the staff side concern an upgrading of
salaries, review of structures, creation of levels, grant of allowances, restyling of
grades and other enhanced conditions of service. As regards Managements
submissions, proposals were made to revisit the structure at the top management
level and the Civil Aviation Security Unit, creation of an IT Section and extension of
several existing allowances, including on call allowance to certain grades.
~175~
Civil Service
15.19
Each of these proposals was examined and discussed in detail and during
consultative meetings held with the parties concerned, the latter were explained at
length why certain of their requests could not be acceded to. As regards
Managements proposal for the creation of grades at top management level, we
consider that there is no functional justification for same as the duties proposed for
the new levels are in fact almost similar to those in the prescribed schemes of service
of existing grades. Furthermore, acceding to such request would entail major
implications on the pay structure.
15.20
It is worth to note that, officers of the Bureau carried out a site visit at the DCA in June
2015 for a better understanding of those jobs which are highly technical in nature as
well as the specific working environment in which these officers are operating.
15.21
Recommendation 3
15.23
~176~
Civil Service
It has been submitted that at inception, the Civil Aviation Security Unit, was
conceptualized as a four level structure comprising the grades of Aviation
Security/Facilitation Officer (ASFO), Senior Aviation Security/Facilitation Officer,
Aviation Security/Facilitation Inspector and Chief Officer (Aviation/Security). While
ASFO and Senior ASFO were intended to be at the technical level, ASFI was meant
to be at professional level and the Chief Officer to head the unit. In the initial stage,
only the grade of ASFO was created on the understanding that these officers would
acquire experience to be able to postulate for the higher level and that in the mean
time, the activities would expand to the extent to justify the creation of a higher level.
15.25
However, over time the activities expanded, particularly with the security protocol
imposed by ICAO but the second level was not created. Ultimately many duties which
would have normally been prescribed in the scheme of service of the second level
have been devolved on the first level itself, as confirmed by Management. Request
has, therefore, been made for these officers to be compensated for the extra duties
performed. In the light of the arguments put forward and as a result of a job reevaluation exercise based on recently written Job Description Questionnaires, we are
making appropriate recommendations for the grade of ASFO. It should be noted that
the element of supervision at this level is almost inexistent.
Recommendation 4
15.26
15.27
We recommend that:
(i)
(ii)
(iii)
~177~
Civil Service
15.28
For appointment as ATCO, Trainee ATCOs need to successfully complete the basic
air traffic control courses (ICAO course 051) and one of the three air traffic control
courses namely Aerodrome Control, Area Control and Approach Control. Thereafter,
they are entitled to one increment on completion of each of the two remaining courses
and obtention of the corresponding ratings and endorsement for the two additional
Air Traffic Control operating positions. Those who have completed all the three air
traffic control courses and have been rated and endorsed at all the three ATC
operating positions are subsequently allowed to move incrementally in the Master
Salary Scale up to salary point Rs 42275 provided they have drawn the top salary for
a year. We are maintaining this provision.
Recommendation 5
15.30
We recommend that:
(i)
(ii)
thereafter, Air Traffic Control Officers who have completed all the three
air traffic control courses and have been rated and endorsed at all the
three ATC operating positions should, after having drawn their top salary
for a year, be allowed to proceed incrementally in the master salary scale
up to salary point Rs 46900.
The scheme of service of the grade of ATC Supervisor has been amended in 2015
to include an array of duties which comprise, among others, supervising the
functioning of the billing office for preparation of claims for air navigation charges and
other statistical data, producing, maintaining and keeping all data set of the Air Traffic
Management System up-to-date and supervising all software upgrade.
Subsequently, representations were received for a review of the salary of the grade.
In the context of this review a job evaluation exercise was carried out, based on the
newly prescribed duties. All these elements have, therefore, been taken into
consideration in arriving at the recommended salary.
~178~
Civil Service
Air Traffic Control Officers are required, as per ICAO regulations, to undergo a
medical examination every two years given that medical fitness is a pre-requisite for
an effective management of air traffic. In this context, the staff side have expressed
concerns regarding their fate consequential to an unfavourable medical report. So,
they have sought for a guaranteed redeployment in case of such an eventuality,
instead of being compelled to retire.
15.33
While examining the issue, we have noted that although if found medically unfit to
work as ATCO or ATCO Supervisor, the state of Health of these officers may allow
them to perform other jobs like their peers of the public sector where such medical
fitness is not a requirement. We are, therefore, making an appropriate
recommendation in this respect.
Recommendation 6
15.34
15.35
15.36
By the nature of its functions, the Division operates on a 24 hour service basis to
attend to fault, at any time so as to minimise downtime of equipment/facilities and
maintain availability of services.
Airworthiness Division
15.37
The Airworthiness Division is responsible, among others, for the airworthiness control
of aircraft registered in Mauritius; issuance of certificates of registration; maintaining
the national registry of civil aircraft; issuance of certificates of airworthiness; licensing
of aircraft maintenance engineer; and inspection and certification of maintenance
organisation.
~179~
Civil Service
15.38
The present structure of the Airworthiness Division, caters for two fields of
airworthiness, namely Airframe and Powerplant and Avionics.
15.39
However, with the evolution of technology, it has been submitted that the field of
Avionics is no longer required. As such, due to an increase in oversight activities
imposed by ICAO and the growing number of requests from promoters in relation to
aircraft operations, the Management of the Civil Aviation Department has proposed
to merge the two fields into one, namely Airworthiness. However, after careful
analysis, it has been revealed that the core duties in both fields are different and
specific. Therefore, the merger of these two fields cannot be entertained.
15.40
Management has submitted that since almost all the Communication Navigation
Surveillance (CNS) equipment are software driven, there is need for qualified IT staff
with strong CNS background and experience to service these equipment. In addition,
the Department is implementing various IT based projects and the creation of these
grades would enable the provision of a much more rapid, effective and efficient air
traffic services.
15.42
15.43
However, owing to representations from other public sector organisations, the Bureau
is making provision for a new mechanism and has recommended at paragraph 19.10
of this Report the setting up of a Standing Committee which will have the responsibility
of looking into such requests including the restructuring of IT Units and coming up
with a general policy for the whole public sector.
~180~
Civil Service
Recommendation 7
15.45
15.46
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
15.47
All officers in the Engineering fields who are eligible for the payment of the
Special Professional Retention Allowance as from 01 January 2016 and have
been granted same prior to the publication of this Report should continue to
draw the Special Professional Retention Allowance up to 31 December 2016.
15.49
We are maintaining the present arrangement and revising the quantum of the
allowance and rate of travelling.
Recommendation 8
15.50
Civil Service
Trainee Technicians who are required to work on a shift basis for part of the year are
paid a monthly allowance of Rs 595. We are revising the quantum of the allowance.
Recommendation 9
15.52
Hardship Allowance
15.53
Presently, officers proceeding on mission to Agalega and St. Brandon for routine
maintenance and fault/repair works to repeater stations are paid a hardship allowance
per trip, as shown in the table below.
15.54
During the course of discussion with Management of the Civil Aviation Department,
the latter has requested that the payment of this allowance be extended to Engineers
and Principal Technicians who also form part of the team proceeding on mission to
the Outer Islands and also face the same travelling inconveniences. We are
agreeable to the request and are recommending, likewise.
Recommendation 10
15.55
Hardship Allowance
per trip
(Rs)
Maintenance Superintendent
3000
Station Officer
2500
Maintenance Supervisor
2200
2000
Maintenance Officer
1500
Electrician
1000
Rigger
1000
Engineer
3000
Principal Technician(Electrical)
2000
The Department of Civil Aviation operates on a 24-hour basis and officers in the CNS
Section have to attend to faults on communication, navigation and surveillance
~182~
Civil Service
We recommend that the allowances paid to officers in the CNS Section who are
required to be On-Call and attend duty while being On-Call be maintained as
per existing provision:
On-Call Allowance/In-Attendance Allowance
Grade
Chief Officer
520
210
Engineer (CNS)
490
200
Maintenance
Superintendent
490
180
Station Officer
450
180
Maintenance Supervisor
425
170
375
150
Principal Technician
(Electrical)
375
150
Divisional Head
Height Allowance
15.58
at twice the normal hourly rate for each hour of work performed, whenever
required to climb above 20 feet and up to 150 feet; and
(ii)
at thrice the normal hourly rate for each hour of work performed at a height of
above 150 feet.
Recommendation 12
15.59
We recommend that the present provision governing the payment of a nonpensionable height allowance to Electricians and Riggers of the Department of
Civil Aviation should be maintained.
At present, the Medical and Health Officer/Senior Medical and Health Officer on
secondment to the Department of Civil Aviation is paid a monthly allowance of
~183~
Civil Service
This
Recommendation 13
15.61
We recommend that the Medical and Health Officer/Senior Medical and Health
Officer on secondment to the Department of Civil Aviation should continue to
be paid a monthly allowance of Rs 3795 for shouldering additional
administrative responsibilities.
Rent Allowance
15.62
Eligible officers in the grades of Aviation Security Officer and Senior Aviation Security
are entitled to a monthly Rent Allowance of Rs 735. We are maintaining the payment
of this allowance on a personal basis.
Recommendation 14
15.63
Officers of the DCA who effectively work on night shift are paid a Night Duty
Allowance equivalent to 25% of the normal rate per hour for the hours between 2300
hours and 0500 hours, including up to a maximum of two hours lying in period. We
are maintaining this provision.
Recommendation 15
15.65
We recommend that the present provision for the payment of a Night Duty
Allowance should be maintained.
Shift Work
15.66
Officers in the grades listed below are required to work on shift. This element has
been taken into account in determining the recommended salaries.
Grades classified to work on shift
Air Traffic Control Supervisor
Air Traffic Control Officer
Aeronautical Information Officer (Personal and Future Holder)
Aeronautical Information Supervisor
Aviation Security Officer
Driver
Electrician
Fitter
Flight Data Officer
Gatekeeper
~184~
Civil Service
General Worker
Maintenance Officer (Communication, Navigation and Surveillance)
Principal Technician (Electrical)
Plant Room Operator
Senior Aeronautical Information Officer
Senior Aviation Security Officer
Senior Flight Data Officer
Senior Technician (Electrical)
Senior Technician (Mechanical)
Sanitary Attendant
Technician (Electrical)
Technician (Communication, Navigation and Surveillance)
Telephonist
Workshop Assistant
03 087 095
03 075 089
03 069 085
03 061 082
~185~
Civil Service
Salary Code
03 059 081
03 054 081
03 047 077
03 058 074
03 045 073
03 052 071
03 044 071
03 047 069
03 044 069
~186~
Civil Service
Salary Code
03 030 069
03 047 072
03 033 074
03 041 065
03 027 062
03 030 035
03 027 030
22 069 085
22 070 081
~187~
Civil Service
Salary Code
22 059 081
22 067 079
22 064 077
22 060 074
22 050 072
22 035 065
22 053 055
22 040 060
~188~
Civil Service
Salary Code
22 024 057
22 024 026
08 022 056
25 041 060
25 026 055
25 049 063
25 023 052
24 025 054
~189~
Civil Service
Salary Code
24 028 052
24 022 047
24 019 045
24 018 043
24 016 043
24 001 038
**********
~190~
Civil Service
The Ministry of Housing and Lands envisions to have a planned development of the
territory of Mauritius where it will be pleasant to live and work, where business can
thrive and prosper, and where the natural beauty of the country will be preserved for
the enjoyment of generations to come.
16.2
Its main objectives are, among others, to provide a solid basis for the long term
physical development of the nation which supports the National Development
Strategy (NDS) and direct development in a manner which will integrate economic
competitiveness with environmental sustainability and social equity; support and
encourage rather than restrict private sector development activities; integrate land
use planning with the forthcoming new transport choice; satisfy the housing and land
needs of the people of Mauritius; and achieve more effective management and use
of state lands.
16.3
For the Ministry to deliver its services, activities are organised under three divisions:
Housing Division, Planning Division and Survey Division. The Chief Technical Officer
is the technical head at the Ministry of Housing and Lands.
Housing Division
16.4
The Housing Division is responsible for the formulation of strategies and policies in
the housing sector. Its mission is to provide/facilitate access to a variety of affordable
housing to cater for the different and evolving needs of present and future
generations. It is manned by officers of the Housing Development Officer cadre.
16.5
It has been submitted by Management that the scheme of service for the grade of
Chief Housing Development Officer be amended such that appointment to the grade
be made by promotion of Principal Housing Development Officer reckoning three
years service. We are, therefore, making an appropriate recommendation to that
end.
Planning Division
16.7
The main aim of the Planning Division is to find the right balance between competing
needs, environmental protection and limited urban space to create sustainable living
environment. The current role of the Planning Division is, among others, to advise
on land use planning, land development and policy matters; advise local authorities
~191~
Civil Service
Professional town planners are represented by the Town and Country Planning
Officer cadre at the Planning Division. The professional cadre is supported by officers
of the Technical Design Officer and Development Control Officer Cadres.
16.9
Both Union and Management have expressed their views regarding abolition of the
grade of Trainee Development Control Officer. In fact, the scheme of service for the
grade of Development Control Officer has already been amended such that
appointment to the grade is made by selection from among candidates possessing a
Diploma in Town and Country Planning. Since the Development Control Officers are
recruited from outside candidates, the grade of Trainee Development Control Officer
is no more warranted.
Recommendation 2
16.11
Survey Division
16.12
At the Ministry of Housing and Lands, the Survey Division is responsible for the
maintenance of state lands and, therefore, has a major role in the maintenance and
upgrading of the digital cadastre. In line with major developments occurring within
territorial waters of Mauritius and with the increasing need for hydrographic survey, a
Hydrographic Unit has been set up within the Survey Division. During consultative
meetings with Unions and Management, the Bureau was informed that the surveying
profession is being enhanced to meet standards set by the Cadastral Survey Act 2011
followed by enactment of the Professional Land Surveyors Council Act.
16.13
16.14
Most requests submitted by both Unions and Management were common and related
to enhancement of the duty exemption scheme, upgrading of qualification
requirements, restyling of certain grades, allowance for working in difficult marine
environment and reinstatement of the grade of Principal Survey Technician. After
scrutiny of the representations, we are addressing the specific issues by making
appropriate recommendations.
~192~
Civil Service
Representations have been received from Unions for the payment of an allowance to
officers in the Survey Division who are required to continuously monitor and handle
data sets for hydrographic surveys in difficult marine environment. The seaborne
surveys are normally undertaken on a weekly basis for a period of six months.
Management has supported this request. The Bureau considers that in view of the
demanding working conditions, the officers concerned should be compensated by an
allowance.
Recommendation 3
16.16
We recommend that officers of the Survey Division who are required to perform
duties in respect of Hydrographic Surveys be paid an allowance of Rs 780 a
day.
Diploma holders and graduates are paid a monthly fee for undergoing training under
the direct supervision of a Surveyor to obtain the Land Surveyors Commission. We
are revising the quantum of the fee.
Recommendation 4
16.18
We recommend that the fee payable for undergoing training in Land Surveying
be revised as follows:
From
To
Diplomates
Rs 16875 monthly
Rs 18825 monthly
Graduates
Rs 22175 monthly
Rs 23975 monthly
In the 2013 PRB Report, the grades of Cartographer and Senior Cartographer were
merged and restyled Cartographer/Senior Cartographer. The grade of Senior
Cartographer (Personal to officers in post as at 31.12.12) was then created by the
EOAC 2013 Report without any provision of promotion to the upper level in the
hierarchy. We are making the necessary recommendation to address this issue.
Recommendation 5
16.20
~193~
Civil Service
16.21
With the general trend towards delayering and flatter structures, the grade of Principal
Surveying and Mapping Assistant was made evanescent in the 2008 PRB Report. In
the context of this review, Unions have requested to re-establish this grade.
Management has also supported this request of the Unions, to which we are also
agreeable, in order to ensure effective coordination and supervision of officers in the
cadre.
Recommendation 6
16.23
At present, the qualification requirements of the grade of Plan Printing Operator are
a School Certificate with passes in at least five subjects and a National Trade
Certificate (Level 3) in Printing or a National Certificate (Level 3) in Print Finishing or
an equivalent relevant qualification.
16.25
The Bureau has been apprised that in certain Ministries, the duties of Plan Printing
Operators have evolved and become more complex, depending upon the type of
technologies used. However, at other places, the mode of operation has remained
the same. We have also been informed that knowledge in Autocad is essential in
view of coping with the evolution in the duties.
16.26
Given that this situation is not prevalent in all the organisations where the grade of
Plan Printing Operator exists, we believe that it would be more appropriate to
compensate incumbents who possess a Certificate in Autocad.
We are
recommending along these lines.
Recommendation 7
16.27
~194~
Civil Service
(ii)
(iii)
Health Surveillance
16.28
The Bureau has been informed that Plan Printing Operators are constantly exposed
to substances emanating from the printing machines which are hazardous to health.
In this context, we are recommending for Health Surveillance for incumbents.
Recommendation 8
16.29
Salary Code
02 000 106
26 000 102
Rs 110000
Chief Technical Officer
24 022 051
24 016 043
24 001 038
~195~
Civil Service
Salary Code
26 094 096
26 075 089
26 059 081
26 053 058
08 034 069
08 038 063
08 026 060
23 034 066
24 019 045
~196~
Civil Service
Salary Code
26 096 098
26 085 095
26 075 089
26 069 085
26 059 081
26 067 083
26 061 077
26 056 072
26 038 066
26 028 030
Civil Service
Salary Code
26 061 076
26 044 072
26 051 069
26 096 098
26 085 095
26 075 089
26 069 085
26 055 081
26 058 074
26 052 069
~198~
Civil Service
Salary Code
26 029 062
26 028 031
26 069 087
26 063 080
26 058 074
26 040 074
26 028 030
26 023 061
08 054 081
24 037 058
~199~
Civil Service
Salary Code
16 025 062
16 023 057
24 018 051
08 056 082
**********
~200~
Civil Service
17.
17.1
The Ministry of Energy and Public Utilities has the responsibility to formulate policies
and to craft strategies for the energy, water and waste water sectors and the
establishment of a responsive legal framework for the development of these sectors.
It has under its jurisdiction several departments namely, the Water Resources Unit,
the Energy Efficiency Management Office and the Radiation Protection Authority as
well as other Parastatal bodies, namely: the Central Water Authority, the Central
Electricity Board, and the Wastewater Management Authority.
17.2
The Technical Unit of the Ministry ensures that policy formulation, strategy and project
development are done on the basis of sound planning for better serving the interest
of the general public.
17.3
Over the years, the mandate of the Ministry has expanded with the development of
renewable energy and the implementation of the National Sewerage Master Plan as
well as the duties entrusted to the Technical Unit as an enforcing agency for effluents
under the Environment Protection Act. Numerous new challenges have cropped up
in the energy sector in terms of the shift from conventional sources of energy to
renewable sources of energy and the need to encourage energy efficiency.
17.4
At present, the Ministry is mainly accountable for the implementation of major capital
projects to be in line with Government Vision 2030 to meet the target of the energy
security and a cleaner and safe environment.
17.5
With a view to meeting these challenges, it is considered essential and desirable that
the concepts of Integrated Water Resource Management and Total Water
Management be fully developed and implemented in the water sector.
17.6
17.7
In the context of the present review exercise, we are maintaining the structure of the
several departments operating under the Ministry due to lack of information which
were requested by the Bureau. However, we are restyling a few grades to better
reflect the nature of duties and level of responsibilities devolving upon the incumbents
respectively.
~201~
Civil Service
TECHNICAL UNIT
17.8
The main task of the Technical Unit has evolved over the years from policy
formulation, strategy and project development to an enforcing agency for effluents
under the Environment Protection Act.
17.9
At present, the Director General (Public Utilities) is the technical head of the Ministry
responsible for the effective and efficient management of the technical sections of the
Ministry. The Director, Technical Services (Public Utilities) is assisted by a Deputy
Director and officers from the engineering field.
17.10
Unions have requested for an increase in the establishment size for certain grades
and for amending existing schemes of service. Submissions have been received
from Management to restyle a few grades, increase number of posts, create
additional levels and a trainee grade in the field of engineering.
17.11
17.12
Given that all requested information were not forwarded to the Bureau, we are in this
review bringing no major change to the existing structure except for the restyling of a
few grades and the creation of a grade of Trainee Engineer.
Recommendation 1
17.14
Restyled To
Chief Planner
Planner/Senior Planner
~202~
Civil Service
It has been submitted by Management that there is need to set up a training scheme
at the Ministry so as to enable young graduates in the field of engineering to acquire
the proper skills and knowhow for registration as Professional Engineers. With the
increasing number of young graduates in the field of engineering, the Bureau holds
the view that they should be encouraged to join the public sector and we are making
appropriate provision.
Recommendation 2
17.16
17.17
17.18
The Water Resources Unit (WRU) is responsible for the assessment, development,
management and conservation of water resources in Mauritius. It formulates policies
in relation to the control and use of water resources for the provision of water for
domestic, agricultural, industrial and commercial supply as well as for hydro-electric
power.
17.19
Currently, there is a Director who heads the WRU and he is assisted by two main
professional cadres, namely the Engineering cadre and the Hydrological Officer
cadre. The professionals are technically supported by officers of the Hydrological
Technician, Technical Officer, Technical Design Officer and Inspectorate cadres.
17.20
~203~
Civil Service
17.21
Recommendation 3
17.22
Restyled To
Chief Engineer
Principal Engineer
(Planning/Maintenance)
17.23
17.24
The Qualification Bar (QB) in the salary scales for the grades of Hydrological
Technician and Senior Hydrological Technician is being maintained such that officers
possessing the Diploma in Hydrology may move incrementally beyond the QB.
Recommendation 4
17.26
17.27
~204~
Civil Service
17.28
The main objects of the RPA are to provide radiation protection services against the
risks associated with exposure to ionising radiation and promote and encourage
research and development in radiation protection. It is equally responsible to promote
measures for the prevention of radiological emergencies. The Authoritys major
achievements comprise the maintenance of a national register of radiation sources
and facilities; control on the import and export of radiation sources; provision of
personal Radiation Monitoring Service to all radiation workers in the country to
monitor their occupational exposure to ionising radiation; and provision of radioactivity
analysis service for the testing of all foodstuffs and other commodities for radioactive
contamination.
17.29
As a public body, the RPA is administered and managed by the Radiation Protection
Council. The Chief Radiation Protection Officer occupies the topmost position at the
Authority. He is responsible for the execution of policies and control and
management of day-to-day business and is assisted in his duties by officers in the
grades of Senior Radiation Officer, Radiation Protection Officer and Radiation
Protection Assistant.
17.30
During consultations with Management in the context of this Report, the Bureau has
been apprised that there is need to strengthen and revamp the organisation structure
further to an expansion in the activities of the RPA. Request has also been made for
the restyling of current job appellations in line with the International Atomic Energy
Agency (IAEA) safety standards.
17.31
After duly examining the proposals, the Bureau views that the present organisation
structure of the RPA is appropriate to enable a proper delivery of services. As regards
the restyling of grades, same cannot be envisaged at this stage as the current
appellations have been provided in the RPA Act 2003. We are, however, rendering
the grade of Radiation Protection Assistant evanescent and restructuring the scheme
of service of the grade of Radiation Protection Officer, whilst maintaining the payment
of Risk Allowance to officers of the cadre.
17.33
We have duly examined the request made and consider that given the staff size of
the RPA is quite meagre, creation of an additional level is not justified for the time
being. We are, however, making an appropriate recommendation for the creation of
additional posts in the grade of Senior Radiation Protection Officer to enable an
effective service delivery.
~205~
Civil Service
Recommendation 5
17.34
Management has apprised that there is no longer the operational need for the grade
of Radiation Protection Assistant owing to an evolution in the nature of duties
regarding radiation safety. In this context, we are making the grade evanescent whilst
granting a personal salary to the only officer in post.
Recommendation 6
17.36
Recommendation 7
17.38
We recommend that upon the complete phasing out of the grade of Radiation
Protection Assistant, appointment to the grade of Radiation Protection Officer
should be made by selection from among candidates possessing a Degree in
Physics or an equivalent qualification.
Risk Allowance
17.39
Officers of the Radiation Protection cadre are currently paid a Risk Allowance as they
are exposed to higher than normal risks during the execution of their duties. Since
the same condition prevails today, we are maintaining this provision.
Recommendation 8
17.40
~206~
Civil Service
The Energy Efficiency Management Office (EEMO) was established in 2011 under
the Energy Efficiency Act to promote the efficient use of energy; promote national
awareness for the efficient use of energy as a means to reduce carbon emissions;
and protect the environment. The EEMO operates as a department of the Ministry of
Energy and Public Utilities.
17.42
With the upcoming enforcement of regulations under the Energy Efficiency Act 2011,
the EEMO would have to face new challenges, the two main ones being, the
mandatory energy efficiency labelling of electrical appliances in Mauritius; and the
mandatory energy audits by large energy consumers and implementation of the
recommendations thereof.
17.43
At present, the structure of the EEMO comprises a Director who is responsible for the
execution of the policy of the EEMO on energy efficiency and conservation, and for
the control and management of the day-to-day business of the office. At the technical
and operational levels, officers in the grades of Engineer, Energy Efficiency and
Technical Officer, Energy Efficiency provide the necessary support.
17.44
Keeping in view that the EEMO has to fulfil all its obligations as set out in the Energy
Efficiency Act 2011, it has been submitted that the present organisational set up is
not conducive for the EEMO to operate effectively. There is, therefore, need to
provide proper motivation, adequate resources and review the organisational set up
of the EEMO to enable it to face the challenges.
17.45
During consultations, the Management of the EEMO had requested for a restructure
of the organisation through the creation of two distinct Units, (one to be responsible
for all Planning/Communication/Awareness activities and the other for Enforcement
and Awareness raising) and additional levels at the operational level.
17.46
However, for want of information, the Bureau has refrained from commenting on the
proposal for new grades.
17.47
In view of the above, we are, in this Report, maintaining the existing organisation
structure.
The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the fields of Engineering/ Architecture/Quantity Surveying
which were considered as scarcity areas.
17.49
In the context of this review, Management, Unions and individual officers have made
strong representations for maintaining SPRA and for extending same to other grades.
The Bureau recently conducted a survey to determine the extent to which
professionals of high calibre and possessing scarce skills are leaving the public
~207~
Civil Service
sector, and also to assess the market value of these professionals. However, it is
worth noting that the survey revealed that there are no serious recruitment and
retention problems in the Engineering/Architecture/Quantity Surveying fields.
Besides, the labour market has an over-supply of qualified candidates in these fields.
17.50
It is also worth highlighting that some organisations have not responded to the survey
carried out and as such the Bureau has not been able to ascertain whether these
organisations are still encountering difficulties in recruiting and retaining professionals
of right profile and calibre in the Engineering/Architecture/Quantity Surveying fields.
Though some organisations did not respond to the survey, they have nevertheless
made representations for maintaining SPRA and extending it to other categories of
professionals.
17.51
In the given circumstances and taking into consideration: (i) the findings of the survey;
(ii) representations from stakeholders; and (iii) position of concerned organisations,
we are in this Report maintaining the payment of the SPRA to eligible officers in post
as at 31 December 2015 up to 31 December 2016.
Recommendation 9
17.52
We recommend that officers in the Engineering cadre eligible for the payment
of the Special Professional Retention Allowance as at 31 December 2015
should continue to be paid same up to 31 December 2016 as specified in the
following table:
Grade
Engineer/Senior
Engineer
formerly Planner/Senior Planner
SPRA
% of monthly salary
(Project/Planning)
10
~208~
12.5
Civil Service
17.53
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
17.54
All officers in the Engineering fields who are eligible for the payment of the
Special Professional Retention Allowance as from 01 January 2016 and have
been granted same prior to the publication of this Report should continue to
draw the Special Professional Retention Allowance up to 31 December 2016.
MINISTRY OF ENERGY AND PUBLIC UTILITIES
SALARY SCHEDULE
Salary Code
02 000 106
26 000 105
Rs 119000
Director General (Public Utilities)
26 000 102
Rs 110000
Director, Technical Services (Public Utilities)
26 085 095
~209~
Civil Service
Salary Code
26 075 089
26 059 085
26 053 055
24 022 051
26 000 100
Rs 101000
Director, Water Resources
26 085 095
26 075 089
26 069 086
26 059 085
~210~
Civil Service
Salary Code
26 053 055
26 069 085
26 059 081
26 054 074
26 042 071
26 044 072
26 038 066
26 056 072
26 048 067
26 029 062
~211~
Civil Service
Salary Code
24 027 051
24 022 051
24 024 049
24 022 047
24 015 040
24 001 038
19 085 095
19 069 085
19 056 081
~212~
Civil Service
Salary Code
19 033 065
24 022 051
22 000 100
Rs 101000
Director, Energy Efficiency
22 059 085
22 044 072
**********
~213~
Civil Service
~214~
Civil Service
18.
18.1
The Ministry of Finance and Economic Development (MOFED) is responsible for the
formulation of economic development and fiscal policies as well as for the economic
management of the affairs of Government to achieve faster and sustainable economic
development. MOFED is also the principal instrument of policy for public finance,
financial soundness of Government's economic policy and for the proper control of
revenue and expenditure.
18.2
Its mission is to formulate and implement sound macroeconomic and fiscal policies
to ensure sustainable and social development of the country and improve standard
of living and also to ensure adequate allocation of funds and maximise revenue
mobilisation, while providing the right incentives for growth and social development.
18.3
The 2015-2016 Budget has set the foundation for Mauritius to propel itself towards
its next phase of development that would be driven by innovation. In the wake of the
speech of the Prime Minister on Achieving the second economic miracle and vision
2030, the Ministry aims at providing the right enabling environment for the
implementation of the Vision 2030 by promoting economic development, good
governance, social progress, enhanced competitiveness and rising living standards
for all Mauritiians through accountability, economic, efficient, equitable and
sustainable management of public finance, and maximising revenue mobilisation,
while marketing Mauritius as a reputable financial centre and attracting higher levels
of investment.
18.4
The objectives of the Ministry are to maintain macroeconomic stability and achieve
fiscal sustainability; steer the economy towards a path of high investment and high
employment by developing new pillars to facilitate growth and employment geared by
knowledge and innovation; modernise public financial management to improve
accountability and transparency; modernise tax administration and customs
management and enhance revenue collection; implement an Accounting and
Financial Reporting Framework benchmarked with international best practices and
revitalise private and foreign investment, and create new employment opportunities.
One of the strategic objectives is to shift from a middle income country to high income
country and achieve greater equality and social justice for one and all.
18.5
The working structure of the technical arm of the Ministry consists of eight directorates
namely : Economic Research and Sustainability; Public Financial Management and
Budget Issues; Inclusive Development; Tax Issues and Policies; Increasing
Competitiveness and Growth; Public Infrastructure and Sustainable Development;
Development Co-operation and Africa Strategy and Financial Sector and Manpower
Development . The Corporate Services are responsible for Parliamentary affairs,
Office Operations, IT Services, Human resources, Financial Operations,
Procurement and Supply and Internal Control, among others.
~215~
Civil Service
18.6
18.7
18.8
In the context of the current review exercise, the main representations have been
focused on abolition of grades, revision of schemes of service, reviewing the modes
of appointment at certain levels in various cadres and creation of grades at different
levels of operation. We have examined all the proposals made and are making
appropriate recommendations.
Recommendation 1
18.10
Lead Analyst
18.11
Lead Analysts, formerly Assistant Directors in post as at 30 June 2008 at the Ministry
of Finance and Economic Development are allowed to move incrementally up to
salary point Rs 89000 in the Master Salary Scale. The present arrangement is
maintained.
~216~
Civil Service
Recommendation 2
18.12
(ii)
Recommendation 4
18.15
(ii)
~217~
Civil Service
Recommendation 5
18.17
Initial Salary
Rs
Accountant
28625
Architect
29400
Engineer
29400
01 000 107
Rs 140000
Deputy Financial Secretary
01 000 105
Rs 119000
Director, Economic and Finance
01 000 099
Rs 98000
Deputy Director, Economic and Finance (Personal)
01 095 097
01 086 095
01 069 085
~218~
Civil Service
Salary Code
01 054 085
01 054 081
08 038 063
24 022 051
24 016 043
24 015 040
24 001 038
**********
~219~
Civil Service
~220~
Civil Service
18.19
In the wake of the Budget Speech 2015, the statutory time limit for a tax assessment
has been reduced to three years and the Mauritius Revenue Authority would have to
obtain the approval of the Assessment Review Committee before raising an additional
assessment after that period of three years. The Mauritius Revenue Act has thus
been amended to provide for the setting of the Independent Tax Panel which would
deal with claims for raising tax assessments after the prescribed period of three years.
The functions of the Independent Tax Panel would be to consider applications made
ex parte by the Director-General of the Mauritius Revenue Authority under different
tax laws and grant authorization where it is satisfied that there is prima facie case for
fraud; issue guidelines for the waiving by the Director-General of the whole or part of
any penalty, interest, surcharge or rent in accordance with the Customs Act.
18.20
18.21
In the context of the present review exercise, the main representations have been
focused on the creation of grades at different level of operations and upgrading of
salary as well as filling of posts. We have examined all the proposals and are making
appropriate recommendations.
Both management and staff side have requested for the creation of a grade of Senior
Shorthand Writer. The Bureau has thoroughly examined the request in the light of
the submission of the parent Ministry, that is, the Ministry of Finance and Economic
Development (MOFED). According to the MOFED, in view of the setting up of an
Independent Tax Panel as provided by the amendment to the MRA Act, the volume
and scope of activities at the ARC has substantially increased. Consequently,
provision for additional posts of Shorthand Writer is being made.
In the
~221~
Civil Service
circumstances, the need for a supervisory level is warranted to better control and
coordinate the duties devolving on the Shorthand Writers.
Recommendation 6
18.23
18.24
The Senior Shorthand Writer would be required, amongst others, to assist in making
arrangements for the assignment of Shorthand Writers and qualified Word
Processing Operator to meetings and other Committees; assist the Chairperson and
vice Chairperson of Committees in dealing with confidential business of the
Committee; take down and transcribe shorthand notes of proceeding and meeting;
prepare and finalise roster for Shorthand Writers and give clerical, typing and
secretarial assistance to the Clerk as and when required.
ASSESSMENT REVIEW COMMITTEE
SALARY SCHEDULE
Salary Code
12 000 107
12 000 102
Rs 110000
Vice-Chairperson, Assessment Review Committee
12 078 089
12 054 081
08 058 074
~222~
Civil Service
Salary Code
08 051 070
24 022 051
**********
~223~
Civil Service
~224~
Civil Service
The Independent Review Panel (IRP) is established under Section 44 of the Public
Procurement Act 2006 to look into requests made by unsatisfied bidders to review
procurement proceedings in certain specific cases.
18.26
The objectives of the IRP are to uphold and maintain confidence of suppliers and
contractors as well as the general public in the public procurement process; to ensure
and enable transparency and good governance in the public procurement process;
to hear and determine appeals against procurement decisions by a Public Body
and/or the Central Procurement Board in line with the Public Procurement Act 2006
and Regulations as well as other Laws of Mauritius, and in the respect of the
principles of best practice.
18.27
The IRP comprises a Chairperson, a Vice Chairperson and four other persons having
wide experience in legal, administrative, economic, financial, engineering, scientific
or technical matters and appointed by the President of the Republic. The Chairperson
is, presently, assisted in his functions by an Office Management Executive and
officers of the General Services.
Section 44(c) of the Independent Review Panel Act provides for a Secretary who
would be a public officer and perform under the administrative control of the
Chairperson of the Independent Review Panel. Management has submitted that with
the increase in the number of requests made by unsatisfied bidders to review
procurement proceedings, there is need for a Secretary to be responsible for all
administrative matters and office operations of the Independent Review Panel. We
are agreeable with this request and are making appropriate recommendation.
Recommendation 7
18.29
18.30
Civil Service
amount deposited by Applicants; and liaise with the State Law Office and affirm
affidavits for the Independent Review Panel.
INDEPENDENT REVIEW PANEL
SALARY SCHEDULE
Salary Code
12 000 107
12 000 102
Rs 110000
Vice-Chairperson, Independent Review Panel
01 054 081
**********
~226~
Civil Service
Officers of the Financial Operations Cadre are responsible for assisting and advising
Accounting Officers on financial matters and for the delivery of sound, efficient and
transparent financial operations services.
They also ensure that financial,
procurement and other legislations and regulations are understood, correctly applied
and fully complied with.
18.32
18.33
18.34
18.35
In the context of the present review exercise, several demands have been received
with regards for creation of grades, revision of modes of appointment, upgrading of
salary, change in appellation and setting of appropriate structure. We have examined
all the proposals and are making appropriate recommendations.
Both Management and Staff Side have represented that following the merging of the
grades of Financial Operations Officer and Senior Financial Operations Officer into
Financial Operations Officer/Senior Financial Operations Officer and the subsequent
demerging of the grade of Senior Financial Operations Officer with a personal salary,
the Ministry of Finance and Economic Development has been encountering
difficulties in the supervisory functions of finance in Divisions/Departments of the
Ministries. Request has, therefore, been made that there is need for a supervisory
level in the Financial Operations Cadre to take charge of small units in
Ministries/Departments as well as to exercise discipline, control and accountability.
We are agreeable with this request and are making appropriate recommendation.
~227~
Civil Service
Recommendation 8
18.37
Recommendation 9
18.39
18.40
18.41
~228~
Civil Service
(ii)
(iii)
Salary Code
01 095 097
01 075 089
01 070 085
01 064 082
01 064 081
~229~
Civil Service
Salary Code
01 058 078
01 058 074
01 050 071
**********
~230~
Civil Service
The Internal Control Cadre which operates under the aegis of the Ministry of Finance
and Economic Development is responsible for ensuring that all activities of
Ministries/Departments have achieved their intended results; the resources used to
deliver these activities/projects are consistent with the stated aims and objectives of
the Ministries/Departments; and such activities are protected from waste, fraud and
mismanagement and that reliable and timely information is obtained, maintained,
reported and used for decision making.
18.44
The mission of the Internal Control Cadre is to provide quality internal audit services
in partnership with Accounting Officers in the achievement of governments objective
through recommendation to improve governance, risk management, control
processes and value for money.
18.45
18.46
The Director, Internal Control is the administrative head of the Cadre and is
responsible for providing value-added internal audit services for all
Ministries/Departments in accordance with international professional and ethical
standards. He is assisted by the Deputy Director, Internal Control and officers in the
grade of Manager, Internal Control who ensure that internal audit activities are carried
out effectively. Officers in the grades of Assistant Manager, Internal Control; Senior
Internal Control Officer (Personal); and Internal Control Officer/Senior Internal Control
Officer service the cadre at the operational levels.
18.47
In the context of the present review exercise, Management has requested for the
creation of grades, reviewing of mode of appointment, change in appellation and
amendment in the qualifications requirement. We have examined all the proposals
and are making appropriate recommendations.
It has been reported that following the merging of the grades of Internal Control Officer
and Senior Internal Control Officer into Internal Control Officer/Senior Internal Control
Officer and the subsequent demerging of the grade of Senior Internal Control Officer
with a personal salary, the Ministry of Finance and Economic Development has been
encountering difficulties due to an absence of supervisory functions of internal control
in Divisions/Departments of the Ministries. Request has, therefore, been made for a
~231~
Civil Service
supervisory level in the Internal Control cadre to take charge of small units in
Ministries/Departments as well as to exercise discipline, control and accountability.
We are agreeable with this request and are making appropriate recommendations.
Recommendation 11
18.49
Consequent to the creation of the grade of Principal Internal Control Officer, the mode
of appointment to the grade of Assistant Manager, Internal Control should be
amended to address the salary levelling in the grading structure of the Internal Control
cadre. We are, therefore, making provision for a grade of Assistant Manager, Internal
Control (Future Holder) with new qualification requirements.
Recommendation 12
18.51
18.52
~232~
Civil Service
18.53
(ii)
(iii)
Salary Code
01 095 097
01 075 089
01 070 085
~233~
Civil Service
Salary Code
01 064 082
01 064 081
01 058 078
01 058 074
01 038 071
**********
~234~
Civil Service
The Procurement Policy Office (PPO) has been established pursuant to Section 4 of
the Public Procurement Act of 2006 and operates under the aegis of the Ministry of
Finance and Economic Development.
18.56
The Procurement Policy Office is responsible for the formulation of policies relating
to procurement; conducting oversight and monitor the performance and progress of
the procurement system; recommending and facilitating the implementation of
measures to improve the functions of the procurement system; and guide and
promote its continuing development and improvement.
18.57
18.58
The Procurement Policy Office has embarked on the e-Procurement System (e-PS),
a web-based application hosted by the Government Online Centre that would enable
all public bodies and suppliers to electronically conduct procurement proceedinghs
from invitation to bid up to contract award. The e-PS is a new system being
implemented by the Government which would bring a change in the way procurement
is conducted with a shift from paper base to an electronic platform in 210 public
bodies. On full implementation of the project, some 3000 public contracting would be
done on-line annually by the 210 organisations falling under the ambit of the Public
Procurement Act.
18.59
18.60
In the context of the present review exercise, representative of the Ministry of Finance
and Economic Development has apprised the Bureau that the grades of Manager,
Procurement Policy Office and Assistant Manager, Procurement Policy Office be
abolished on the establishment of the Procurement Policy Office as technical support
are being provided by officers of the Procurement and Supply Cadre as well as the
Analyst Cadre.
18.61
In the given circumstances, the Bureau is agreeable to the proposal of the Ministry to
abolish the grades of Manager, Procurement Policy Office and Assistant Manager,
Procurement Police Office from the establishment of the Procurement Policy Office.
Recommendation 14
18.62
Civil Service
**********
~236~
Civil Service
The Procurement and Supply services are regulated by the Public Procurement Act
2006 and by the Financial Management Kit. Officers of the Procurement and Supply
cadre are responsible for the timely procurement and supply of goods, works and
services for the smooth running of Governments business and for ensuring that the
procurement function complements and enhances the overall goals of
Ministries/Departments.
18.64
The aims of officers of the cadre are, among others, to: promote efficient and effective
public procurement and supply systems based on international best practices; review
and maintain effective warehousing and disposal process; contribute to the economic
development of Mauritius; provide equal opportunity/treatment to all suppliers and
bidders; and ensure transparency in the procedures, processes and decision relating
to public procurement.
18.65
As head of the cadre, the Director (Procurement and Supply) is responsible for
ensuring that the procurement and supply process of goods, works, consultancy
services and other services are carried out in compliance with the provisions laid
down in the Financial Management Kit, the Public Procurement Act and other
regulations in force and that procurement and supply reforms are implemented in an
effective and efficient manner. He is assisted in the discharge of his duties by the
Deputy Director (Procurement and Supply).
18.66
The Procurement and Supply cadre also comprises: the Manager (Procurement and
Supply), Assistant Manager (Procurement and Supply), Procurement and Supply
Officer/Senior Procurement and Supply Officer and evanescent grades of Senior
Procurement and Supply Officer and Assistant Procurement and Supply Officer.
Officers in these grades service different Ministries/Departments but operate under
the responsibility of the Ministry of Finance and Economic Development.
18.67
In the context of this Review, representations have been made for the upgrading and
alignment of salaries, restyling/merging of grades, creation of additional level and
provision of duty free facilities. During consultations, parties were apprised that
grades are created on functional needs basis whereas the issue of
upgrading/alignment of salaries are considered against the Bureaus framework of
pay determination. As regards the provision of duty free facilities, stakeholders were
informed that this would depend on the survey findings on Travelling by car.
18.68
The proposals have been thoroughly examined and particular attention has been paid
to the traditional parity that exists among the Procurement and Supply, Finance and
Human Resources cadres. As a sequel to changes brought in the structures of the
Finance and Human Resource cadres and further to representations received, the
Procurement and Supply cadre is being consolidated with the creation of an additional
level and restructured, making it more amenable to the efficient and effective delivery
of procurement and supply services. Provision is also being made for supporting staff
to assist officers of the Cadre.
~237~
Pay Review 2016
Civil Service
In view of the evanescence of the grade of Senior Procurement and Supply Officer
(Personal), both the official and the staff side have expressed their concern over the
continued operational effectiveness of the Procurement and Supply Section in
Ministries and Departments.
18.70
They have represented that the phasing out of this level would create a gap between
the Assistant Manager (Procurement and Supply) and Procurement and Supply
Officer/Senior Procurement and Supply Officer in terms of supervision, control and
monitoring which would impact on the smooth functioning of procurement activities in
warehouses and adversely affecting delivery of service. Moreover, it has also been
submitted that much difficulty is currently being encountered to allocate the
supervisory functions in the warehousing sections of Ministries/Departments.
18.71
After considering the above arguments, the Bureau is providing an additional level to
ensure the smooth flow of the procurement and supply services.
Recommendation 15
18.72
18.73
With the creation of the grade of Principal Procurement and Supply Officer and to
address issues of salary levelling, consequential amendments need to be brought in
the grading structure of the Procurement and Supply cadre. We, therefore,
recommend that a grade of Assistant Manager (Procurement and Supply)
(Future Holder) with new entry requirements be established.
Recommendation 16
18.75
~238~
Civil Service
18.77
Recommendation 17
18.79
(ii)
~239~
Civil Service
Both Management and Union members have submitted that the Procurement and
Supply Officer/Senior Procurement and Supply Officers are required, over and above
their normal schedule of duties, to perform some tasks of a clerical nature which take
much of their time at the expense of their more demanding technical responsibility.
18.81
Representation has therefore been made for the creation of a level to provide
assistance to officers in the procurement and supply section.
18.82
We have carefully examined the proposal and consider that it would be more apt to
post an officer belonging to the General Services grade to provide the necessary
assistance.
Recommendation 18
18.83
We recommend that, subject to the volume and demand of the work in their
respective procurement and supply section, Management should consider the
advisability of posting officers in the grade of Management Support Officer to
provide the basic support services therein.
PROCUREMENT AND SUPPLY CADRE
SALARY SCHEDULE
Salary Code
21 095 097
21 075 089
21 070 085
21 064 082
21 064 081
~240~
Civil Service
Salary Code
21 058 078
21 058 074
21 050 071
21 038 063
**********
~241~
Civil Service
~242~
Civil Service
The Central Procurement Board established by virtue of the Public Procurement Act
2006 is responsible for the approval of the award of major contracts for the
procurement of goods, services, consultancy works and services for
Ministries/Departments, Rodrigues Regional Assembly and Public Bodies.
18.85
The Mission of the Central Procurement Board is to work towards providing all
stakeholders with a professional, efficient and courteous service while ensuring best
value for money in terms of price, quality and delivery, having regard to set
specifications and timely acquisition through fair and transparent processes.
18.86
By virtue of an amendment in the Public Procurement Act 2006 by the Finance Act
2015, the Central Procurement Board which was a body corporate, is now a fully
government body. The new structure of the Central Procurement Board provides that
it should be headed by a Chief Executive who should be responsible for the execution
of the policy of the Board and for the control and management of the day-to-day
business of the Board. He would be assisted in his function by the Deputy Chief
Executive and the Secretary of the Board. Officers of the Central Procurement Cadre
and general services grades provide support services.
18.87
18.88
The 2013 EOAC Report re-established all the grades which had been granted
personal salary and amended the schemes of service so as to be at par with similar
levels in the Ministry of Finance and Economic Development. It also created the
grade of Manager, Central Procurement and merged and restyled the grades of
Central Procurement Officer and Senior Central Procurement Officer to Central
Procurement Officer/Senior Central Procurement Officer to enhance effective service
delivery.
18.89
In the context of the present review exercise, the main representations have been
focused on the restyling of grades and upgrading of the qualification requirements as
well as the salary alignment of the procurement cadre with professional cadre. We
have examined all the proposals, apprised Management on issues that could not be
retained, and are making appropriate recommendations where these are justified.
Section 9 of the Public Procurement Act provides for a Chief Executive at the Central
Procurement Board who would be a public officer and be responsible for the
execution of the policy of the Board and for the control and management of the dayto-day business of the Board. Management has submitted that there is need for this
level of operation to enable the Board to deliver on its mandate efficiently and
effectively to which we are agreeable.
~243~
Civil Service
Recommendation 19
18.91
18.92
Recommendation 20
18.94
18.95
~244~
Civil Service
With the creation of the grade of Principal Central Procurement Officer on the
establishment of the Central Procurement Board, the mode of appointment to the
grade of Assistant Manager, Central Procurement should be amended so that, in
future, the post be filled by promotion, on the basis of experience and merit, of
incumbents in the grade of Principal Central Procurement Officer possessing a
degree in the relevant field.
Recommendation 21
18.97
(ii)
~245~
Civil Service
Salary Code
01 075 089
01 070 085
01 064 082
01 064 081
01 054 081
01 058 074
01 050 071
24 022 051
**********
Pay Review 2016
~246~
Civil Service
THE TREASURY
18.99
The Treasury is one of the executive arms of the Ministry of Finance and Economic
Development.
The Accountant-General who is the head for the general
administration of the Treasury, has the responsibility to advise the Financial Secretary
and other Accounting Officers on matters relating to Government accounting;
management of Government cash flows; opening and operation of bank accounts;
and public service benefits (retirement, pensions, passage and car advances).
18.100 The mission of the Treasury is to strive towards excellence in service delivery through
continuous improvement and enhancement.
18.101 The objectives of the Treasury are, among others, to ensure that the accounts of the
Government are properly maintained and Financial statements are prepared in
accordance with Finance and Audit Act; the computerised Treasury Accounting
System is properly maintained and respond to Government needs for proper and
accurate processing, recording and accounting of transactions; Government cash
flows are properly managed and that Government has adequate financial resources
to meet its payment obligations as and when they fall due; and public service
pensions and other benefits schemes are properly managed and beneficiaries are
paid in a timely manner.
18.102 Management of the Treasury has made representations for the restyling and
upgrading of posts as well as revision of schemes of service and creation of grades.
It is also represented to align the top salary of the grade of Accountant/Senior
Accountant with the senior professional level in the Public Sector. We have examined
all the proposals and are making appropriate recommendations.
Accounting Technician (New Grade)
18.103 Management has submitted that with the substantial increase in the workload of
public service benefits, there is need for a level to provide support service to the
Accountant/Senior Accountant and also to deliver the mandate efficiently and
effectively. We are agreeable to this request and are making appropriate
recommendations.
Recommendation 23
18.104 We recommend the creation of a grade of Accounting Technician on the
establishment of the Treasury to be recruited from among candidates
possessing a pass in at least four subjects at Fundamental (Skills) of the ACCA
Examinations or an equivalent qualification from a recognised institution.
Officers in the grade of Accounting Technician should possess the
Fundamental (Skills) of the ACCA Examinations or an equivalent qualification
to proceed beyond the Qualification Bar (QB) inserted in the salary scale.
~247~
Civil Service
18.105 Incumbent in the grade of Accounting Technician would be required to, among others,
assist the Accountant/Senior Accountant in the day-to-day activities of the Treasury;
collect, retrieve, compile and analyse data in relation to public service benefits,
management audit exercises and financial investigations; inspect and investigate
simple financial statements, records and documents and to report thereon; and
submit draft reports and memoranda for inclusion in final management audit reports.
ICT Structure
18.106 Management has informed that several systems at the Treasury have been
computerized. However, due to shortage of IT staff in the Ministry of Technology,
Communication and Innovation for posting to other Ministries/Departments, there is
a disruption in the smooth running of operations. In this context, request has been
made for the creation of a dedicated three-level ICT structure.
18.107 During consultations, the Bureau informed Management that given there is a Ministry
which is responsible for all IT issues in the Civil Service, it would not be appropriate
to create these grades. Management may therefore make a request to the Ministry
of Technology, Communication and Innovation for the posting on a full time basis of
IT staff at the required levels.
18.108 Nevertheless, owing to several similar requests from various quarters, the Bureau
has provided for another mechanism to address these issues.
We have
recommended at paragraph 19.10 of this Report for the setting up of a Standing
Committee which will have the responsibility of looking into such requests and coming
up with a general policy.
THE TREASURY
SALARY SCHEDULE
Salary Code
01 000 106
01 095 097
01 075 090
~248~
Civil Service
Salary Code
01 058 085
01 063 079
01 049 074
01 050 070
04 052 069
04 038 064
16 025 062
24 026 056
24 022 051
~249~
Civil Service
Salary Code
24 016 043
24 001 038
**********
~250~
Civil Service
STATISTICS MAURITIUS
18.109 Statistics Mauritius is a government department that operates under the aegis of the
Ministry of Finance and Economic Development. Through the Statistics Act No 38 of
2000 as subsequently amended, Statistics Mauritius constitutes the central statistical
authority and depository of all official statistics produced in Mauritius. As such, it is
the official organisation responsible for the collection, compilation, analysis and
dissemination of accurate, relevant, timely and high quality statistics and related
information on social, demographic, economic and financial activities to serve the
needs of public and private users.
18.110 Statistics Mauritius envisions to be a key provider of World Class Statistical
information and aims at providing timely and relevant statistics consistent with
international principles and standard. In order to ensure good quality and
international comparability of data, Statistics Mauritius adheres to standard concepts,
definitions and classifications as recommended by international organisations such
as the U. N. Agencies.
18.111 The activities at Statistics Mauritius are organised under three sections namely:
Economic Division, Social Division, and Logistics and Research. The organisation is
headed by the Director of Statistics who is assisted by three Deputy Directors of
Statistics and officers of the Statistician Cadre, the Statistical Officer Cadre and the
General Services.
18.112 In the context of this review exercise, both Management and the Staff Side have made
similar requests for the review of the existing structure. Representations have been
received, amongst others, to merge the second and third levels in the Statistician
Cadre and the Statistical Officer Cadre; restyle the grade Director of Statistics to
Director General; and create levels following merger of grades. In addition,
Management has also requested for the setting up of a full-fledged IT Unit comprising
positions in the Information System Cadre within its structure to sustain and develop
further the mechanisation work already started.
18.113 The Bureau has carried out an in-depth analysis on the requests and is of the view
that merging of grades and creation of levels simultaneously within the same
hierarchy is not technically possible. Along the same lines, the merger of second
level with third level in cadres is not acceptable given that the nature of duties and
level of responsibilities devolving upon incumbents differ at each level. As regards
grade appellation, same should reflect the core duties of the grade whilst being in
conformity with provisions of the actual legislations.
18.114 IT issues in the Public Sector generally falls under the responsibility of the Ministry of
Technology, Communication and Innovation and therefore the Bureau refrains from
creating stand alone IT departmental grades where prospect for promotion is very
limited.
~251~
Civil Service
18.115 The Bureau considers that Statistics Mauritius should make its request to the Ministry
of Technology, Communication and Innovation to have the assistance of a qualified
officer on full time basis to manage its IT projects or alternatively have recourse to
contractual employment or refer to the Standing Committee as mentioned at
paragraph 19.10 of this Report.
18.116 The Bureau considers that the present structural set up of Statistics Mauritius does
not require any change at this stage.
STATISTICS MAURITIUS
SALARY SCHEDULE
Salary Code
20 000 105
20 085 095
20 075 089
20 069 085
20 054 081
20 058 073
20 050 069
20 038 063
~252~
Civil Service
Salary Code
24 022 051
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
~253~
Civil Service
~254~
Civil Service
VALUATION DEPARTMENT
18.117 The Valuation Department operates under the aegis of the Ministry of Finance and
Economic Development (MOFED). Its mission is to provide independent, impartial,
and objective of Valuation and Real Consultancy Services to government; be to the
level expectation of every stakeholder in delivering its services; and provide the
services to the highest degree of professionalism and standard to its customers, both
external and intra.
18.118 Government has embarked in a mega project known as the Land Administration and
Valuation Information Systems (LAVIMS) in which valuation is a major component.
With the implementation of the LAVIMS Project, the Valuation Department deals with
all requests from the Registrar General Department and Local Government for
valuation of properties on-line. Moreover, the Valuation Department is responsible for
the Valuation Roll for the whole country which involves over 500,000 properties with
the main purpose to raise revenue for the Government.
18.119 At present, the Valuation Department is headed by the Director, Valuation and Real
Estate Consultancy Services who is assisted by grades in the Government Valuer
and Property Valuation Inspector cadres.
18.120 In the context of this Report, the Bureau has received representations from Unions
for specific training related to LAVIMS, increase in number of posts and creation of a
grade to assist the Government Valuer, among others. Management has reported
about ongoing recruitment problems in the grade of Government Valuer and has
proposed to create a grade to assist the latter. It has also requested to create a grade
of Quantity Surveyor and Law Officer as well as to amend the scheme of service for
the grade of Chief Property Valuation Inspector. On the other hand, the MOFED has
requested for a restyling of the grade of Director, Valuation and Real Estate
Consultancy Services and Deputy Director, Valuation and Real Estate Consultancy
Services.
18.121 After examining the requests of the Unions, Management of Valuation Department
and the MOFED, we are restyling the grades of Director, Valuation and Real Estate
Consultancy Services and Deputy Director, Valuation and Real Estate Consultancy
Services, and creating the grade of Trainee Government Valuer based upon the
organisational requirements.
~255~
Civil Service
Restyled to
~256~
Civil Service
Recommendation 27
18.127 We recommend the creation of a grade of Trainee Government Valuer.
Appointment to the grade should be made by selection from among candidates
possessing a BSc Part 3 in Estate Management or Valuation or Land
Economics or Applied Valuation from a recognised institution.
18.128 The Trainee Government Valuer would work under the supervision of the professional
staff of the Valuation Department and would be required, among others, to perform
duties such as survey, measurement and description of properties for valuation
purposes; carrying out valuation and landed properties for all purposes; and
appearing in court, tribunal, committees to support valuation and assessment as
assigned.
Special Professional Retention Allowance
18.129 The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the fields of Engineering/Architecture/Quantity Surveying which
were considered as scarcity areas.
18.130 Based on the survey carried out by the Bureau in context of the 2013 PRB Report,
the SPRA was maintained as it served its purpose of retaining professionals of high
calibre. Following the publication of the 2013 EOAC Report, officers in several other
grades were listed for eligibility for SPRA without any stated justification.
18.131 In the context of this review, Management, Unions and individual officers have made
strong representations for maintaining SPRA and for extending same to other grades.
The Bureau recently conducted a survey to determine the extent to which
professionals of high calibre and possessing scarce skills are leaving the public
sector, and also to assess the market value of these professionals. However, it is
worth noting that that the survey revealed that there are no serious recruitment and
retention problems in the Engineering/Architecture/Quantity Surveying fields.
Besides, the labour market has an over-supply of qualified candidates in these fields.
18.132 It is also worth highlighting that some organisations have not responded to the survey
carried out and as such the Bureau has not been able to ascertain whether these
organisations are still encountering difficulties in recruiting and retaining professionals
of right profile and calibre in the Engineering/Architecture/Quantity Surveying fields.
Though some organisations did not respond to the survey, they have nevertheless
made representations for maintaining SPRA and extending it to other categories of
professionals.
18.133 In the given circumstances and taking into consideration: (i) the findings of the survey;
(ii) representations from stakeholders; and (iii) position of concerned organisations,
we are in this Report maintaining the payment of the SPRA to eligible officers in post
as at 31 December 2015 up to 31 December 2016.
~257~
Civil Service
Recommendation 28
18.134 We recommend that officers of the Government Valuer cadre eligible for the
payment of the Special Professional Retention Allowance as at 31 December
2015 should continue to be paid same up to 31 December 2016 as specified in
the following table:
Grade
Government Valuer and
Senior Government Valuer (reckoning at least
10 years service in their respective grade)
SPRA % of
Monthly Salary
7
7
10
12.5
~258~
Civil Service
VALUATION DEPARTMENT
SALARY SCHEDULE
Salary Code
26 000 100
26 085 095
26 075 089
26 069 085
26 059 081
26 053 055
26 064 078
26 058 075
~259~
Civil Service
Salary Code
26 052 069
26 031 064
24 022 051
**********
~260~
Civil Service
Ministry of Finance and Economic Development Corporate and Business Registration Department
the
the
the
the
18.140 During consultation and through their memorandum, the staff side made the following
representations: upgrading the salary scales of all the grades; to waive the roster
system and to re-establish the grade of Senior Compliance Officer. On the other
hand, Management requested to review the mode of appointment to the grade of
Official Receiver; establishment of new grades and changing appellation of existing
ones.
18.141 Both Management and staff officials were apprised that upgrading of salary scales
would depend upon the fresh job evaluation that would be conducted for all grades.
Parties were also apprised that the onus rests upon Management to amend scheme
of service, create additional levels in an organisation, depending on functional and
operational needs. As regards change in appellation, it was explained that this should
convey an immediate understanding and identification of the work to be performed
by the position. Due clarifications were given for not acceding to other requests.
18.142 As the present organisational structure is fit for its purpose, no major change is
envisaged. We are however waiving the existing roster pattern of work.
Roster System
18.143 In the context of this review, the staff side expressed their concern over the roster
system which was introduced years back to facilitate registration of businesses after
official hours and which now is not serving its purpose anymore. Management
confirmed that with the emergence of e-services at the CBRD, officers work online
and even from their residence. The CBRD has already scheduled a pattern of work
to ensure continuity of its services without the roster system. Hence Management is
in favour to dispense therewith.
18.144 During consultation, the attention of both staff side and Management was drawn to
the fact that the waiving of the roster system would have a direct bearing on the salary
scales of the Technical Cadre to which they were agreeable.
~261~
Civil Service
Ministry of Finance and Economic Development Corporate and Business Registration Department
Recommendation 29
18.145 We recommend that officers in the grades of Chief Compliance Officer (Roster),
Principal Compliance Officer (Roster) and Compliance Officer (Roster) should
no longer be classified as officers working on Roster. This has been
considered in arriving at the recommended salaries.
CORPORATE AND BUSINESS REGISTRATION DEPARTMENT
SALARY SCHEDULE
Salary Code
18 000 107
18 000 102
Rs 110000
Registrar of Companies (future holder)
18 085 095
18 068 083
18 064 078
18 054 074
~262~
Civil Service
Ministry of Finance and Economic Development Corporate and Business Registration Department
Salary Code
18 033 064
12 069 085
12 057 081
08 022 056
24 022 051
**********
~263~
Civil Service
Ministry of Finance and Economic Development Corporate and Business Registration Department
~264~
Civil Service
REGISTRAR-GENERALS DEPARTMENT
18.147 The Registrar-Generals Department (RGD) is the central agency for maintaining a
repository of all registered documents in connection with immovable (land, mortgage)
and movable properties (share, car) and any other documents. Its main functions
relate to Land Registry (Mortgage), Registration and Valuation.
18.148 The RGD has automated its services and is transforming the Department from a
service organisation to an e-service one. In this context, it has already launched the
Stage I Mauritius e-Registry Project (MeRP) to enable stakeholders conduct business
on line. To gain time and avoid risk of tampering, loss and manipulation of
documents, the Stage 2 of the MeRP would be operational incessantly providing an
electronic dashboard to its customers through which they can submit documents, pay
tax fees, generate e-Registration, conduct electronic searches and receive eRegistered documents.
18.149 The Registrar General acts as the Conservator of Mortgages and Receiver of
Registration Dues and is also the Authorised Officer for Campement. She is
responsible for the day-to-day administration of the RGD, and is assisted in her tasks
by the Deputy Registrar General, Assistant Registrar General, officers of the
Registration Officer cadre and those of the General Services grades.
18.150 Representations from the staff side in the context of this review include: demerging
the grade of Registration Officer/Senior Registration Officer into two distinct grades,
namely Registration Officer and Senior Registration Officer; upgrading of the the
initial salary of the grade of Registration Officer/Senior Registration Officer so that it
is higher than that of the Management Support Officer; alignment of salary of
Registration Officer/Senior Registration Officer with that of Compliance Officer/Senior
Compliance Officer; upgrading the salary scales of all the grades in the Registration
Officer cadre; creation of additional posts at all levels; payment of an allowance to
those officers attending committees/courts; sponsorship for officers who are willing to
follow the Diploma course in legal studies and to refund, in toto fees paid by those
officers who have acquired the Diploma in legal studies at their own expense. On the
other hand, Management requested to: amend the duties of certain grades, set up a
Desk at the MCSAR to deal with HR matters; establish a help desk at the RGD with
the right personnel and review the salaries of all grades in the Registration Officer
Cadre.
18.151 During the consultative meeting, parties were sounded on the decisions of the
Bureau. Management was reminded of its prerogative and onus to amend duties in
schemes of service after consultation with parties concerned and create grades and
additional posts taking into consideration the functional and operational needs of the
organisation. Following submissions from Union, Management was advised to carry
out an indepth analysis of the related duties for each grade so that there is a clear
demarcation in the responsibilities and duties at each level and also to examine the
~265~
Civil Service
related implications on the overall cadre before submitting the proposed schemes of
service to the Bureau for salary grading.
18.152 Technical reasons and due explanations were also provided for requests that could
not be acceded to. This includes the request for demerging the grades of Registration
Officer/Senior Registration Officer. Stakeholders were informed that salaries would
be looked into by the Bureau following fresh job evaluation exercises and it was also
explained that with the demerging of grades in the EOAC Report 2013, the salary
scales of corresponding grades have not been reviewed downwards to reflect the
decoupling of responsibilities that were clubbed together in the 2013 PRB Report.
18.153 We consider the present organisation structure appropriate to deliver effectively and
efficiently on its mandate and no change is being brought to it. Salaries are being
revised taking into consideration, among others, the additional responsibilities
associated with the operationalisation of the MeRP Systems (stage 1 and 2).
REGISTRAR-GENERALS DEPARTMENT
SALARY SCHEDULE
Salary Code
18 000 102
18 085 095
18 068 083
18 063 078
18 058 076
18 050 069
~266~
Civil Service
Salary Code
18 050 067
18 034 065
18 025 059
16 025 067
24 022 051
**********
~267~
Civil Service
~268~
Civil Service
19.2
The main objectives of the MTCI include, among others, the formulation of
appropriate policies and provision of the necessary legal framework for the
development of ICT and its optimal use across all sectors; encouraging the adoption
of new technologies and best practices in ICT; and promotion of capacity building in
ICT. The MTCI would be called upon to play a crucial role in achieving Governments
Vision 2030 as regards the ICT Sector and transforming Mauritius into a SMART
island.
19.3
19.4
In the context of this Report, the Bureau has received various representations
regarding, inter alia, the creation of an ICT Directorate, creation of a few grades both
at the Ministry and its divisions, and the payment of allowances. After careful
examination, only the meritorious proposals have been considered favourably and for
which we are making appropriate recommendations while keeping in view our
philosophy of career path, continuous learning and development of staff and the
interest of all stakeholders, among others. We have also made several observations
on pertinent issues to enhance service delivery.
19.5
Management has submitted that in line with the Ministrys mandate and governments
vision for the ICT Sector, the grade of Chief Technical Officer may be restyled
Director-General along with the creation of a grade of Deputy Director-General. The
Bureau wishes to point out that an ICT Directorate would be most appropriate in a
context where all the Divisions of the Ministry would operate as a single integrated
entity. We view that in the present circumstances, where the three Divisions are
conducting business separately, the need for an ICT Directorate is not warranted at
this stage.
19.6
The Bureau was also requested to create a grade of Head, MNIS, where incumbent
would be responsible for the effective and efficient management of the Mauritius
National Identity Card Unit. The Bureau acknowledges that the Mauritius National
Identity Card is indeed a big project of national importance involving the mobilization
of substantial resources. However, it remains a project among all IT projects, meant
to enhance service delivery. In this perspective, we do not deem it appropriate to
~269~
Civil Service
create a grade of Head, MNIS, the moreso it would be a stand alone one.
Nevertheless, the Ministry may assign this responsibility to a team comprising a Chief
Project Manager and Project Managers.
Creation of departmental IT structure/grade
19.7
In the context of this Report, the Bureau has received many requests from various
Ministries/Departments for the creation of departmental IT grades or IT structure. The
main justification put forward is the unavailability of staff from the CIB or CISD either
on a full time or part time basis, which impedes service delivery. It has also been
reported that in some cases, the IT Officers posted are not at the required level in
view of delivering an effective and efficient service or are not acquainted with the
system in place. In such cases, the organisation is left with the only option of having
recourse to the services of a private firm or of someone on contract. We have further
been informed that despite repeated requests made to the Ministry of Technology,
Communication and Innovation or CIB or CISD for the posting of additional staff,
same are not acceded to owing to a shortage of staff.
19.8
The Bureau would like to point out that the problem of shortage of IT Staff has been
highlighted in our previous reports, where we repeatedly recommended for an
increase in manpower. Moreover, as per government policy, the Ministry of TCI has
the responsibility of bringing computerisation and e-government initiatives in the Civil
Service as well as catering for all IT needs of Ministries/Departments. Hence the
provision of IT services, in whatever form, is centralised at the level of the Ministry
and its Divisions. Consequently, Ministries and Departments rely heavily on the
Ministry for their IT needs and successful computerisation and maintenance of their
systems. We, therefore, view that the necessary and adequate resources should be
put at the disposal of Ministries/Departments to enable them to attain their set
objectives.
19.9
The Bureau considers that acceding to the requests for the creation of departmental
IT grades/structure would lead to similar claims from other quarters, thereby leading
to a diminished role of the CIB and CISD. Against this background, the Bureau
considers that there may be grounds for the Ministry of TCI to reconsider existing
policies and arrangements regarding the provision of IT services in the Civil Service.
To address these issues, we are recommending for the setting up of an appropriate
mechanism.
Recommendation 1
19.10
~270~
Civil Service
Provision of Training
19.11
During consultations, the Bureau has been apprised that owing to the rapid pace at
which IT is evolving, in certain cases, the knowledge and skills possessed by officers
have become obsolete, which in turn impedes service delivery.
19.12
The Bureau considers that given the continuous evolving pace of new
technologies and the need for a rapid, efficient and timely delivery of services,
the regular dispensing of training to officers to update their knowledge and
skills should be mandatory. Management should also ensure that officers are
provided opportunities to follow professional training courses, attend
workshops and seminars both locally and abroad. Moreover IT Officers should,
as far as possible, be required to be polyvalent and not restricted to operate in
a specialised field. In the same vein, the posting of officers in specific units or
organisations should be done on a rotational basis to enable all officers to
acquire additional knowledge.
Head ICT
19.13
Recommendation 2
19.14
We recommend that:
(i)
(ii)
~271~
Civil Service
(iii) the Head, ICT should be paid a monthly allowance equivalent to the
difference between the substantive salary of the officer and the initial
salary of the grade of Project Manager, CIB or three increments worth at
the incremental point reached in the substantive post (to be read from the
master salary scale) whichever is higher, provided the total emoluments
of the officer is not less than the initial salary and not more than the
maximum salary of the grade of Project Manager, CIB.
IT Security Unit
19.15
The IT Security Unit (ITSU) is based at the Ministry and is responsible for providing
IT Security Management and Compliance Services to Government. It is mainly
involved in developing and reviewing IT Security Standards for implementation in the
Civil Service, carrying out security audits of IT Systems with the Civil Service and
make recommendations thereon and assisting Ministries/Departments in the
implementation of IT Security Standards.
19.16
The Unit is staffed by the Head, ITSU and Project Managers, IT Security. For this
Report, request has been made for the establishment of a Directorate structure. After
an indepth examination, the Bureau considers that for the time being, the existing
structure is adequate. We are, however, reviewing the appellation of the grade of
Project Manager, IT Security to a more appropriate one so that there is a nexus with
the duties being performed by incumbents.
Recommendation 3
19.17
19.18
The Central Informatics Bureau (CIB) is mainly responsible to plan and coordinate
computerisation of processes, procedures and core activities within the Civil Service.
It envisions to make government services available round-the-clock to better serve
the citizens in the digital age.
19.19
Since its inception in 1989, the CIB has contributed significantly in the transformation
of the Civil Service. Many complex projects of national importance have been
realised. With a view to further transforming the public sector, the CIB would be called
upon to play an instrumental role in the delivery of innovative public services, as part
of Governments Smart Mauritius Vision.
19.20
The CIB comprises a four-level structure and is headed by a Director. The latter is
assisted by a Deputy Director and by technical staff in the grades of Chief Project
Manager and Project Manager.
19.21
In the context of this Report, the Bureau has received persistent representations from
parties concerned to additionally compensate officers of the CIB for taking the lead in
bringing computerisation projects in organisations, advising stakeholders on their
~272~
Civil Service
We
have
re-examined
and
re-assessed
the
duties/responsibilities
performed/shouldered by the Project Manager, CIB and observed that the salary
granted by the EOAC is overgraded and not commensurate with the level of duties
performed. We are consequently reviewing the salary of the grade while maintaining
the existing one on a personal basis to incumbents in post as at 31.12.15. We are in
addition restyling the grades of Project Manager and Chief Project Manager so as to
better reflect the responsibilities shouldered by incumbents and changing the mode
of appointment to the grade of Project Manager, CIB, in view of providing a better
avenue of promotion to serving officers. We are also making a few observations on
the role of the Project Manager in spearheading e-government in the Civil Service.
Restyling of Grades
Recommendation 4
19.23
We recommend that the grades of Project Manager, CIB and Chief Project
Manager, CIB be restyled Programme Manager, CIB and Lead Programme
Manager, CIB respectively.
19.25
19.26
The Bureau considers that as IT is a dynamic field, it may not be appropriate to restrict
entry to the grade to serving officers only, as the organisation would benefit from the
expertise and knowledge brought by new entrants from the private sector. However,
we also believe that serving officers should equally be provided with a better and
attractive career path, so as to motivate and retain them. In this perspective, we are
recommending for both streams to prevail.
~273~
Civil Service
19.27
(ii)
Since decades, government as well as the PRB have been advocating for
computerisation in the public sector and boosting e-government for an improved
service delivery in the Civil Service. However, it has been observed that the set
objectives have not been attained at the desired level. The survey conducted by the
Bureau, on e-government in the context of this Report has unfortunately confirmed
this fact. Most of the organisations in the Civil Service still heavily rely on manual
work processes involving an extensive use of paper.
19.29
The Bureau views that e-government should not concern organisations delivering
counter services only but rather all organisations if a real transformation of the Civil
Service in digital technology is targeted. In this context, we strongly believe that the
role of the Programme Manager, CIB formerly Project Manager, is primordial in
bringing this change. However, we view that if incumbents maintain their traditional
way of operating, the objectives of this change will not be achieved.
19.30
~274~
Civil Service
which is impeding service delivery. We, therefore, advocate for a review in the mode
of operation of Programme Managers.
Recommendation 5
19.31
19.32
Once the above mechanism is adopted, Management should ensure that each
Programme Manager, CIB, formerly Project Manager, CIB is contributing in this
process and bringing changes at the organisation/Ministry/Department posted, as far
as computerisation is concerned. Moreover, under this setting, the CIB Officers
would operate for most of their time on the site/s where they are posted, until
successful completion and implementation of the project.
19.33
The Bureau is conscious that this arrangement would only be feasible if the necessary
resources are provided adequately. We, therefore, deem it essential that the
establishment size of the grade of Programme Manager, CIB and Chief Programme
Manager, CIB be increased. The Ministry should solicit the support of the Ministry of
Finance and Economic Development in this respect. We are recommending to that
effect. We are also providing for a designate position of Head ICT, as recommended
at paragraph 19.14, to address the problem of shortage of staff of CIB Officers in the
short run.
Recommendation 6
19.34
19.35
~275~
Civil Service
19.36
The Division consists of two main sections, namely the Technical Section and the
Operations Section. There is a Manager at the apex of the CISD who is assisted by
a Deputy Manager and a Technical Manager. Technical Services are provided by
officers in the Analyst, Support and Data Entry cadres.
19.37
The CISD is called upon to face new challenges in this digital age. It has witnessed
an increase in its portfolio of activities owing to increasing computerisation projects
coupled with emerging new technologies on new platforms. Moreover, the Division
is confronted to a serious problem of shortage of staff as more human resources are
needed to implement the e-government projects on which government has embarked
in line with the e-Government Strategy.
19.38
Furthermore, owing to the continuous and evolving pace of new technologies, it has
been submitted that more specialised staff with updated knowledge and skills are
required to cope with projects of increased complexity. In such a set up, the CISD is
striving to provide services in an effective, efficient and timely manner to meet the
needs of demanding users/customers.
19.39
Against this background, both Management and Unions have submitted that there is
need to revamp the structure and provide the necessary incentives to enable the
Division to cope with the emerging challenges and attain the set objectives. After
careful examination and taking into account the rapid evolution of the ICT Sector, we
are bringing changes to the different structures, restyling a few grades, amending
qualification requirements where deemed necessary and providing for the payment
of an allowance, whilst maintaining existing ones. As regards request for an
increased establishment, we advised Management to carry out an HR audit exercise.
We believe that the provisions made would contribute in enhancing service delivery
and motivate officers to perform better and to acquire additional knowledge and skills.
Manager
Deputy Manager
19.40
In view of the challenges that the Division is called upon to face, the role and
responsibilities of the Manager have evolved substantially. In this context,
Management has submitted that the appellation of Manager no longer matches the
duties performed and responsibilities shouldered by incumbent as the latter is also
performing at strategic level. We are, therefore, restyling the grade of Manager and
consequently that of Deputy Manager to more appropriate appellations to reflect the
true nature of duties performed by incumbents.
Recommendation 7
19.41
~276~
Civil Service
19.43
Persistent representations have been made from various quarters on the imperative
need for officers in the IT field to possess the right academic qualifications in view of
delivering an efficient and effective service.
19.44
The Bureau has given much thought to this issue and strongly views that in this digital
age where IT is evolving at a rapid pace, the need for competent, knowledgeable and
rightly qualified officers is a sine qua non in this domain for an efficient and effective
service delivery. We recognise that for certain grades, the qualifications set may
need to be reviewed as same no longer fit with the requirements of the jobs. It is
worth highlighting that these requirements have been set at a time when there was a
dearth of IT professionals in the market and where computerisation and Information
Technology were at embryonic stage. In this context, we consider that it is imperative
for IT professionals to possess at least a degree in the field. We are, therefore,
reviewing the qualification requirements of the grade of Systems Analyst.
Recommendation 8
19.45
~277~
Civil Service
The Bureau has received proposals to merge the grades of Computer Support Officer
(Roster) and Senior Computer Support Officer (Roster). In line with our philosophy
for flatter structures and polyvalence, we consider that it would be more appropriate
to merge these two grades, the moreso there is much overlapping in the duties of the
two grades. We are therefore recommending accordingly.
Recommendation 10
19.47
The Bureau has observed that further to a substantial decrease in bulk data entry
tasks, there is much overlapping between the duties of the grades of Data Entry
Officer (Personal) and Senior Data Entry Officer. Consequently, the supervisory role
of the Senior Data Entry Officer has become superfluous. In such a context, we deem
it more appropriate to provide for some compensation to incumbents in the grade of
Data Entry Officer (Personal) to compensate for lack of promotion prospects.
Recommendation 11
19.49
We recommend that Data Entry Officers (Personal) on reaching their top salary,
be allowed to move in the salary scale of the grade of Senior Data Entry Officer.
19.50
Management has apprised that further to the changing and evolving ICT environment,
several specialised units have been created in view of tackling specific complex
issues arising out of the implementation of ICT Systems in different organisations. In
this respect, officers, possessing specific knowledge and skills on top of their general
ICT knowledge, are posted to perform specialised tasks in these units. Request has
therefore been made for officers posted in these units to be additionally compensated
as an incentive to remain in and to attract other officers to join these Units. We are
agreeable to the proposal of Management but also view that officers of the CISD
should be provided continuous training in general and specific issues, given the
dynamic nature of ICT.
~278~
Civil Service
Recommendation 12
19.52
We recommend that officers of the Analyst Cadre who are posted in specialised
units at the CISD should be paid a monthly adhoc allowance equivalent to one
increment at the point reached in their respective salary scale.
19.54
The Data Protection Office (DPO) came into full operation in 2009 after the
promulgation of the Data Protection Act 2009. It aims at the protection of the
processing of personal data of living individuals currently exposed to the risks and
threats of the digital age. The primary mission of the DPO is to ensure that those
who keep personal data comply with the provisions of the Data Protection Act in order
to safeguard the privacy rights of all individuals.
19.55
A Data Protection Commissioner heads the Office and is assisted by Data Protection
Officer/Senior Data Protection Officers and officers of other support grades.
19.56
In the context of this Report, both Management and Union have submitted proposals
with a view to addressing certain issues namely, the limited human resource capacity
versus the increasing workload; motivational career growth; staff empowerment and
retention; upgraded salary scale; and provision of facilities to staff to carry out their
duties more efficiently and effectively. The Bureau has also been requested to
strengthen the structure at various levels.
19.57
After examination, we are reinforcing the structures of the DPO with the creation of
the grades of Legal Executive, Principal Data Protection Officer and Assistant Data
Protection Officer. We are also reviewing the salary of the grade of Data Protection
Officer /Senior Data Protection Officer.
~279~
Civil Service
Management has informed that further to the marked increase in activities at the
DPO, there is need for a grade which will provide assistance to the Data Protection
Commissioner on legal issues as well as oversee the legal activities of the Office.
The Bureau has also been informed that with the creation of this level, there would
be no need for the grade of Assessor, which is vacant. We are making
recommendations to that end.
Recommendation 14
19.59
19.60
19.61
Recommendation 15
19.63
19.64
~280~
Civil Service
out regular site visits on premises of Data Controllers to ensure that the required
standards are met.
Recommendation 16
19.65
19.66
Further to the creation of the grade of Assistant Data Protection Officer, there is need
to review the qualification requirements of the grade of Data Protection Officer/Senior
Data Protection Officer, with a view to providing better career prospects to
incumbents.
Recommendation 17
19.68
Civil Service
the officers concerned to undergo regular health check ups. We are making a
recommendation to that effect.
Recommendation 18
19.70
Salary Code
02 000 106
04 000 104
Rs 116000
Chief Technical Officer, ICT
02 000 102
Rs 110000
Data Protection Commissioner
04 085 095
04 072 093
04 072 091
~282~
Civil Service
Salary Code
12 054 081
04 069 089
04 057 085
04 044 072
22 036 057
22 021 054
24 022 051
24 016 043
~283~
Civil Service
Salary Code
04 000 102
Rs 110000
Director, CIB
04 096 098
04 085 095
04 072 093
04 072 091
24 022 051
Rs 101000
Director, CISD
formerly Manager
04 085 095
~284~
Civil Service
Salary Code
04 075 093
04 069 085
04 055 081
04 047 078
04 066 078
04 059 075
04 054 070
04 054 073
04 044 069
Civil Service
Salary Code
04 044 067
04 038 062
04 027 060
24 022 051
**********
~286~
Civil Service
Ministry of Technology, Communication and Innovation Information and Communication Technologies Appeal Tribunal
12 000 107
Rs 140000
Chairperson, ICT Appeal Tribunal
12 000 105
Rs 119000
Deputy Chairperson, ICT Appeal Tribunal
~287~
Civil Service
Ministry of Technology, Communication and InnovationInformation and Communication Technologies Appeal Tribunal
Salary Code
08 051 070
**************
~288~
Civil Service
20.
20.1
The Ministry of Youth and Sports is responsible for the promotion of Youth and Sports
activities throughout the country. Its mission is to develop policies to create an
enabling environment and act as a catalyst and facilitator for the promotion and
development of youth and sports at regional, national and international levels.
20.2
The Ministry aims at increasing the levels and standards of sports activities by putting
more facilities at the disposal of the general public; taking appropriate measures to
increase the number of high level athletes so that Mauritius becomes more
competitive on the international scene; enhancing the ability of athletes through
sports training, coaching, education, personal support and social accompaniment.
20.3
Its activities are organised under two sections namely, the Youth Sector and the
Sports Sector, which are dealt with separately in the ensuing paragraphs of this
chapter.
YOUTH SECTOR
20.4
The Youth Sector of the Ministry is responsible, among others, to respond to the
aspirations and needs of the youth by providing them with the logistic support to
practice healthy and enjoyable activities. Thus, the Ministry is committed to provide
greater access to quality and user friendly services to the youth and prepare them to
better participate in the socio-economic development of the country.
20.5
The Youth Sector offers a wide range of programmes and activities geared towards
Youth Empowerment. These programmes and activities include, among others,
education, training and youth participation in decision making; free internet facilities
in youth centres; strengthening youth participation through the youth centres;
enhancing employment and entrepreneurship opportunities for the youth through the
setting up of training courses in entrepreneurship, seminars and forums on health
related issues; provision of family life education and counselling; sensitisation of
young people on the dangers of substance abuse; programmes for promoting
volunteerism, social responsibility, leadership development, citizenship, spirituality
and human values.
20.6
Under the above programmes and activities, the Ministry has been able to achieve
the following:(i)
reaching out to 7000 young people under the implementation of Junior Life
Skills course in some 200 pockets of poverty;
(ii)
(iii)
~289~
Civil Service
(iv)
training of 150 persons annually under the Fonds dInsertion pour les Jeunes
and Jeunes Entreprises;
(v)
(vi)
20.7
The Ministry has also submitted that participation in youth activities has been boosted
with the setting up of 29 Regional Youth Centres around the island. Four new youth
centres have recently been set up in remote regions such as Cit La Cure, Cit
Malherbes, Petite Rivire Noire and Long Mountain to cater for the growing needs of
the youth.
20.8
The main objectives of the youth sector are to ensure the implementation of
innovative development programmes to meet the expectations of the youth
component of the society; equip young people including students and youth at risk
with the appropriate skills and knowledge to become responsible citizens; and to
focus on the empowerment of the youth.
20.9
The Youth Sector has, at its apex, the Director of Youth Affairs who is responsible for
the management of its day-to-day activities. He is supported by officers in the grades
of Assistant Director of Youth Affairs; Principal Youth Officer; Senior Youth Officer
and Youth Officer.
20.10
20.11
The present organisation structure of the Youth Sector responds to the needs of the
organisation and enables it to meet its mandate efficiently and effectively. We are,
therefore, maintaining it together with appropriate compensation for the Youth Officer
who is over qualified and is being required to shoulder higher responsibilities.
Youth Officer
20.12
~290~
Civil Service
Recommendation 1
20.13
20.14
A Qualification Bar (QB) was inserted in the salary scale of the grade of Youth Officer
to allow incumbents possessing a Diploma in Social Work or an alternative equivalent
qualification to proceed incrementally beyond the QB in the salary scale
recommended for the grade. This provision is being maintained.
SPORTS SECTOR
20.15
The Sports Sector is responsible for the overall promotion and development of sports
in all its forms namely, leisure, health and competition. It ensures a balanced
development of sports in all regions of the country by putting adequate facilities at the
disposal of the public.
20.16
The sector also provides necessary means and support to athletes and clubs; devises
appropriate training policies; empowers athletes through sports training, coaching,
education, personal support and social accompaniment; opens sports infrastructure
to the public after school hours and outside normal working hours, wherever possible;
assists sports federations to promote and develop their discipline; and devotes
particular attention to the development of sports for disabled.
20.17
Mauritius has attained great heights in sports activities. The country won a total of
185 medals at the Indian Ocean Islands Games 2015 recently held in Reunion Island,
including 66 gold medals. This gold medal tally as well as the overall performance
are the best results achieved so far by Mauritius at these games. This was followed
by 14 medals, including five gold, at the African Games 2015.
20.18
The present structure of the Sports Section comprises the Sports Officer Cadre on
the professional side and the Coach Cadre on the technical side. It is headed by the
Director of Sports.
20.19
Management has submitted that the present structure is appropriate for the
organisation to deliver its mandate efficiently and effectively. We are, therefore,
maintaining the structure while revising the existing salary of all grades.
Coach Cadre
20.20
In our last Report, the Coach and Coach (Swimming) Cadres were merged to provide
for better operational effectiveness. The basic qualifications requirement were same
for the two grades except for Coach (Swimming) where an additional qualification is
also required. We are maintaining the existing provision for new recruits.
~291~
Civil Service
Recommendation 2
20.21
We recommend that new recruits joining the grade of Coach who would be
required to conduct coaching session in swimming should draw salary point
of Rs 17050.
We recommend that Sports Medical Officers, who have reached the top of their
salary scale, should be allowed to move incrementally up to salary point Rs
92000 in the master salary scale.
We recommend that the provision made at paragraph 23.71 under the Ministry
of Health and Quality of Life in respect of the Special Medical Service Allowance
should be extended to the Sports Medical Officers.
We recommend that the provision made at paragraph 23.81 under the Ministry
of Health and Quality of Life in respect of the Special Provisions for Officers of
the Medical Profession should equally apply to the Sports Medical Officers.
We recommend that the provision made at paragraph 23.78 under the Ministry
of Health and Quality of Life in respect of Rent Free Telephone and Free Calls
for Officers of the Medical Profession should be made applicable to the Sports
Medical Officers.
We recommend that the provision made at paragraph 23.69 under the Ministry
of Health and Quality of Life in respect of the Continuing Professional
Development for Officers of the Medical Profession should equally be extended
to the Sports Medical Officers.
At present, Sports Nursing Officers who are required to work beyond their normal
working hours on Weekdays, Saturdays, Sundays and Public Holidays are granted,
as far as possible, equivalent time off for the extra hours put in or are paid a monthly
~292~
Civil Service
Representations have been received to the effect that when the Sports Nursing
Officers put in less than 20 hours monthly beyond their normal working hours, they
are not entitled to the payment of the commuted allowance. We have duly examined
the issue and we are of the view that these officers should, on the basis of fairness
and equity, be compensated for putting in additional hours of work. We are, thus,
recommending accordingly.
Recommendation 8
20.29
We recommend that Sports Nursing Officers who are required to work beyond
their normal working hours on Weekdays, Saturdays, Sundays and Public
Holidays should be granted equivalent time off for the additional hours put in
during the month. In case time off cannot be granted, they should be
compensated at the normal hourly rate at the salary point reached in their
respective salary scales for the excess hours put in over and above their
normal working week in the month subject to a maximum of 20 hours.
The Ministry organises many sports and youth activities outside normal working hours
during weekdays, weekends and public holidays to ensure increased accessibility to
a wide majority of people. In our last Report, provision was made to compensate
officers of the Ministry who are required to regularly work beyond normal working
hours, to provide a citizen-centric service. We are improving the existing provisions
in this Report.
~293~
Civil Service
Recommendation 11
20.33
The Ministry makes optimum use of its infrastructure to enable their maximum use by
members of the public until late in the evening. In this regard, we recommended in
our previous Reports that the Ministry should consider the advisability of reviewing
the hours of attendance of the technical staff to bring in the desired flexibility.
20.35
The Ministry operates on a new pattern of work for its technical staff since 2012, which
is effective.
20.36
We reiterate that the pattern of work for technical staff should continue to be
determined by the Responsible Officer.
MINISTRY OF YOUTH AND SPORTS
SALARY SCHEDULE
Salary Code
02 000 106
06 092 094
06 075 089
06 069 085
~294~
Civil Service
Salary Code
06 054 081
06 052 073
06 036 067
09 074 094
09 042 070
25 045 064
22 032 065
25 041 060
25 026 056
~295~
Civil Service
Salary Code
25 023 052
25 016 042
24 025 054
24 024 053
24 023 053
24 023 052
24 027 051
24 022 051
24 020 046
~296~
Civil Service
Salary Code
24 019 045
24 018 044
24 017 043
24 016 043
24 015 040
24 001 038
23 090 092
23 065 081
23 057 076
~297~
Civil Service
Salary Code
23 052 073
23 052 072
23 037 070
24 024 053
24 023 052
24 027 051
24 022 051
24 020 040
24 018 040
~298~
Civil Service
Salary Code
24 001 038
**********
~299~
Civil Service
~300~
Civil Service
The Ministry of Public Infrastructure and Land Transport is responsible for the
implementation of infrastructural projects dealing with bridges, roads and government
buildings, and also ensures the implementation of policies for a safe and efficient
transport system. The three divisions at the Ministry are the Public Infrastructure
Division, Energy Services Division and Land Transport Division.
The mission of the Public Infrastructure Division is to provide, maintain, operate and
preserve public infrastructure using state of the art technologies and conforming to
high construction standards, and to develop and regulate the construction sector
conforming with international norms and standards.
21.3
The main activities at the Public Infrastructure Division are organised under the
technical sections, namely the Civil Engineering Section, Mechanical Engineering
Section, Quantity Surveying Section and the Architect Section. A Director is
responsible for each section and is assisted by officers of professional and technical
cadres.
21.4
In the context of this Report, joint submissions have been received from Unions and
Management. The common requests were on increase in number of posts; extension
of duty exemption and car benefits to other grades; upgrading of qualifications
requirements; continuous professional development; risk, retention and book
allowances; and a means of compensation for those officers who work beyond normal
working hours but do not qualify for payment of overtime. In addition, Management
has requested for merging of technical grades, restyling of a few ones and an
allowance for officers of the Inspectorate cadre performing duties during cyclonic
conditions. Further to the submissions made, we are restyling grades in the Materials
Testing cadre, providing for incremental movement in the salary scale of the entry
grade of the said cadre and also providing for a mode of compensation for officers in
the Inspectorate cadre.
21.5
In the EOAC 2013 Report, there was a general restyling of professional grades in the
four technical sections of the Public Infrastructure Division. With such changes, the
Bureau has been submerged with requests from professionals of other
Ministries/Departments for similar restyling. After an indepth examination of these
representations, we are making appropriate recommendations to harmonise the
professional cadres.
~301~
Civil Service
Recommendation 1
21.6
Restyled To
Chief Engineer
Lead Engineer
Principal Engineer
Chief Mechanical
Engineer
Principal Mechanical
Engineer
Principal Quantity
Surveyor
Chief Architect
Lead Architect
Principal Architect
21.7
21.8
~302~
Civil Service
21.9
Incremental Movement
Recommendation 2
21.10
21.11
We also recommend that only those officers in the grades of Lead Engineer
formerly Chief Engineer, Lead Mechanical Engineer formerly Chief Mechanical
Engineer, Lead Quantity Surveyor formerly Chief Quantity Surveyor and Lead
Architect formerly Chief Architect, Deputy Director (Civil Engineering), Deputy
Director (Mechanical Engineering), Deputy Director (Quantity Surveying) and
Deputy Director (Architecture) in post as at 31 December 2012 should be
allowed to move incrementally by two increments over and above the provision
set out at paragraph 10.40 of this Report, on the same terms and conditions.
21.12
The recommendations set out at the foregoing two paragraphs should equally
apply to the corresponding grades in the fields of Engineering/
Architecture/Quantity Surveying in the Public Sector.
The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the fields of Engineering/ Architecture/Quantity Surveying
which were considered as scarcity areas.
~303~
Civil Service
21.15
Based on the survey carried out by the Bureau in context of the 2013 PRB Report,
the SPRA was maintained as it served its purpose of retaining professionals of high
calibre. Following the publication of the 2013 EOAC Report, officers in several other
grades were listed for eligibility for SPRA without any stated justification.
21.16
In the context of this review, Management, Unions and individual officers have made
strong representations for maintaining SPRA and for extending same to other grades.
The Bureau recently conducted a survey to determine the extent to which
professionals of high calibre and possessing scarce skills are leaving the public
sector, and also to assess the market value of these professionals. However, it is
worth noting that that the survey revealed that there are no serious recruitment and
retention problems in the Engineering/Architecture/Quantity Surveying fields.
Besides, the labour market has an over-supply of qualified candidates in these fields.
21.17
It is also worth highlighting that some organisations have not responded to the survey
carried out and as such the Bureau has not been able to ascertain whether these
organisations are still encountering difficulties in recruiting and retaining professionals
of right profile and calibre in the Engineering/Architecture/Quantity Surveying fields.
Though some organisations did not respond to the survey, they have nevertheless
made representations for maintaining SPRA and extending it to other categories of
professionals.
21.18
In the given circumstances and taking into consideration: (i) the findings of the survey;
(ii) representations from stakeholders; and (iii) position of concerned organisations,
we are in this Report maintaining the payment of the SPRA to eligible officers in post
as at 31 December 2015 up to 31 December 2016.
Recommendation 4
21.19
SPRA
% of monthly salary
10
12.5
~304~
Civil Service
21.20
21.21
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to
officers retiring as per their new compulsory retirement age or on
medical ground.
21.22
Recommendation 5
21.24
21.25
~305~
Civil Service
examine vehicles, purchased duty free by public officers and taxi owners,
involved in accidents and declared total loss by the insurance companies; and
examine and advise on the adapted and modified cars for handicapped
persons so as to enable them to purchase duty free vehicles.
For this purpose, a survey fee is paid to the officers of the Mechanical Engineering
cadre which is at present Rs 775 per examination. The quantum is being revised.
Recommendation 6
21.27
We recommend that the survey fee payable to the officers of the Mechanical
Engineering cadre be revised to Rs 815 per examination.
The quantum of the examination fees paid to officers of the Mechanical Engineering
cadre for carrying out examination of vehicles for their road worthiness outside normal
working hours upon the request of the National Transport Authority, Ministries, among
others, is being revised.
Recommendation 7
21.29
Duty Allowance
21.30
Recommendation 8
21.31
Management has submitted that officers of the Inspectorate cadre are required to
work outside in difficult conditions such as during cyclone warning Class II and after
the passage of a cyclone. Provision for payment of overtime at twice the hourly
rate already exists for officers working during officially declared cyclone days.
21.33
It has also been represented by Unions that officers of the Inspectorate cadre, who
regularly work beyond normal working hours for special events or festivals celebrated
at national level such as Independence Day and Mahashivaratree, are not
~306~
Civil Service
compensated as they perform less than five hours per week. These officers do not
qualify for the payment of overtime as the total number of hours put in is less than
40 hours weekly. We are making appropriate recommendation to address the issue.
Recommendation 9
21.34
We recommend that officers of the Inspectorate cadre who are called upon to
put in beyond 33 hours and less than 40 hours weekly should be paid at the
normal hourly rate provided that the officers put in a minimum of five hours in
excess of 33 hours weekly.
The Materials Testing Laboratory is mainly responsible for the testing of the quality
of materials used in the construction industry and operates as an independent unit
within the Ministry. It is managed by a Materials Testing Officer who is assisted by
officers in the grades of Technical Officer (Materials Testing Laboratory) and Senior
Technical Officer (Materials Testing Laboratory).
21.36
In the context of this Report, Staff Associations have, among others, requested for a
restyling of the grades of the Materials Testing cadre so as to better reflect the nature
of duties performed and to create a grade of Principal Technical Officer (Materials
Testing Laboratory).
21.37
While we agreed for the restyling of the grades of the Materials Testing cadre, we
observed that there is no functional need for a level of Principal Technical Officer
(Materials Testing Laboratory) given the sanctioned strength of the laboratory and its
span of activities. We are, therefore, in this Report, maintaining the present structure
whilst restyling the grades of the Materials Testing cadre. We are also allowing the
Technical Officers to move beyond their top salary as a means of recognition for their
experience and knowledge garnered in the field.
Restyling of grades
Recommendation 10
21.38
To
Laboratory)
Senior Technical Officer (Materials
Testing Laboratory)
Materials Testing Officer
~307~
Civil Service
21.40
At present, the qualification requirements of the grade of Plan Printing Operator are
a School Certificate with passes in at least five subjects and a National Trade
Certificate (Level 3) in Printing or a National Certificate (Level 3) in Print Finishing or
an equivalent relevant qualification.
21.42
The Bureau has been apprised that in certain Ministries, the duties of Plan Printing
Operators have evolved and become more complex, depending upon the type of
technologies used. However, at other places, the mode of operation has remained
the same. We have also been informed that knowledge in Autocad is essential in
view of coping with the evolution in the duties.
21.43
Given that this situation is not prevalent in all the organisations where the grade of
Plan Printing Operator exists, we believe that it would be more appropriate to
compensate incumbents who possess a Certificate in Autocad.
We are
recommending along these lines.
~308~
Civil Service
Recommendation 12
21.44
Health Surveillance
21.45
The Bureau has been informed that Plan Printing Operators are constantly exposed
to substances emanating from the printing machines which are hazardous to health.
In this context, we are recommending for Health Surveillance for incumbents.
Recommendation 13
21.46
02 000 106
Rs 122000
Permanent Secretary
16 025 062
24 027 056
~309~
Civil Service
Salary Code
24 022 051
24 018 044
24 016 043
24 015 040
24 001 038
26 000 100
Rs 101000
Director (Civil Engineering)
26 085 095
26 075 089
26 069 086
~310~
Civil Service
Salary Code
26 059 085
26 000 100
Rs 101000
Director (Mechanical Engineering)
26 085 095
26 075 089
26 069 086
26 059 085
26 061 076
26 044 072
22 026 059
~311~
Civil Service
Salary Code
26 067 081
26 061 076
26 044 072
26 000 100
Rs 101000
Director (Quantity Surveying)
26 085 095
26 075 089
26 069 086
26 059 085
26 055 081
~312~
Civil Service
Salary Code
26 067 081
26 061 076
26 056 072
26 033 065
26 072 083
26 067 081
26 061 076
26 056 072
26 048 067
26 029 062
~313~
Civil Service
Salary Code
19 067 081
19 061 076
19 044 072
25 049 063
16 023 057
25 041 060
~314~
Civil Service
Salary Code
24 030 054
25 025 054
25 023 052
24 023 052
~315~
Civil Service
Salary Code
24 040 061
24 023 056
24 022 047
24 019 045
24 018 044
25 016 042
24 016 042
24 015 041
24 015 040
~316~
Civil Service
Salary Code
24 001 038
ARCHITECT SECTION
26 000 100
Rs 101000
Director (Architecture)
26 085 095
26 075 089
26 069 086
26 059 085
26 055 081
26 067 083
26 061 077
~317~
Civil Service
Salary Code
26 056 072
26 044 072
26 038 066
26 028 030
*************
~318~
Civil Service
The main activities of the Energy Services Division (ESD) comprises, among others,
the provision of consultancy services; operation, maintenance and supervision of high
voltage systems within government premises, which are on the high voltage metering
system; carrying out energy audits and implementing remedial measures to decrease
energy consumption and monitoring of energy consumed by Ministries/Departments;
preparation of technical specifications for Ministries/Departments in respect of
electrical plant and equipment; provision of electrical installations on government
premises; and maintenance of electrical installations, plant and equipment including
generators and lifts.
21.48
At present, the structure of the Engineering cadre at the Energy Services Division
comprises a Director, Energy Services Division who is the head of the Division. He
is assisted by officers in the grades of Deputy Director, Energy Services Division,
Chief Engineer, Principal Electrical Engineer and Electrical Engineer/Senior Electrical
Engineer. Officers in the Inspectorate and Technician cadres as well as others in the
Tradesman cadre operate at the supportive levels.
21.49
In the context of the present Review exercise, both Management and Unions of the
Energy Services Division have requested for a re-structure of the ESD and its various
outstations. We have analysed the proposed organisation chart and find that the
request relates mostly to an increase in the establishment size at the different levels
in the hierarchies.
21.50
Recommendation 14
21.51
We recommend that the Energy Services Division should carry out a Human
Resource Planning Exercise to determine the right establishment size at all
levels within the Division.
Recommendation 15
21.52
Restyled To
Chief Engineer
Principal Electrical
Engineer
Civil Service
21.53
21.54
21.55
Incremental Movement
Recommendation 16
21.56
21.57
We also recommend that only those officers in the grades of Lead Electrical
Engineer formerly Chief Engineer, Deputy Director, Energy Services Division in
post as at 31 December 2012 should be allowed to move incrementally by two
increments over and above the provision set out at paragraph 10.40 of this
Report, on the same terms and conditions.
In line with the provision made for the payment of the Special Professional
Retention Allowance to counterparts in the civil engineering cadre at the
Ministry of Public Infrastructure and Land Transport, we recommend that
~320~
Civil Service
SPRA
% of monthly salary
Energy
Services
21.60
10
12.5
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
21.61
All officers in the Engineering fields who are eligible for the payment of the
Special Professional Retention Allowance as from 01 January 2016 and have
been granted same prior to the publication of this Report should continue to
draw the Special Professional Retention Allowance up to 31 December 2016.
~321~
Civil Service
Survey Fees to Engineers and officers of the Inspectorate and Technician Cadres
21.62
Engineers and officers of the Inspectorate and Technician cadres of the Energy
Services Division who are called upon to conduct survey of site of fire/electrocution
are, at present, paid a survey fee of Rs 800 and Rs 525 per survey, respectively. We
are maintaining the existing provision.
Recommendation 19
21.63
We recommend that the survey fees paid to Engineers and officers of the
Inspectorate and Technician cadres of the Energy Services Division, who are
called upon to conduct a survey of site of fire/electrocution be maintained at
Rs 800 and Rs 525 per survey, respectively.
Recommendation 20
21.65
Under the training scheme, graduates in Engineering who use their cars in the
performance of their duties, are at present, refunded mileage run for official travelling
at the rate of Rs 6.50 per km. Those officers who perform official travelling by bus
are refunded the bus fares in toto.
Recommendation 21
21.67
Risk Allowance
21.68
At present, officers of the Energy Services Division who work on high tension voltage
(22000 volt) are paid a risk allowance equivalent to one and a half increments at the
initial salary of their respective salary scales. We are maintaining the existing
provision.
~322~
Civil Service
Recommendation 22
21.69
On-Call Allowance
21.70
At present, employees of the Tradesman cadre of the Energy Services Division are
required to be on-call during nights, weekends ad public holidays to attend to
emergencies and are paid On-Call and In- Attendance Allowances.
21.71
During consultative meetings, union members have requested for the extension of
the payment of the On-Call and In- Attendance Allowances to officers of the
Engineering cadre, as they are also required to be on call at any time during the
day/night for immediate interventions.
21.72
However, it is of note that the Management of the Energy Services Division has
informed that, for critical buildings, such as hospitals, New Government
Centre and Emmanuel Anquetil Building, the Engineer is responsible for
assigning a team to standby after office hours, during cyclonic threat as well
as torrential rain, in certain building. This requires the Engineer to vet the
roster, follow up on the roster, inform the Ministry when such standby team is
deployed and submit a written report on any incident that occurred during each
standby shift, despite the Engineer was not present during the execution of the
roster.
21.73
It has further been averred that the on-call system that has been established
to attend to emergencies to hospitals after office hours, is being carried out by
the tradesman cadre on a roster basis set up by the Engineer. The Engineer is
called upon whenever the nature of the fault is beyond the competencies of the
tradesman. The frequency of the Engineers intervention is about 10% of the
on-call attended by the tradesman cadre.
21.74
We have critically analysed the request for the extension of the payment of the above
allowances to the Engineering cadre. Keeping this in view, the Bureau cannot
accede to the said request.
Salary Code
22 000 100
Rs 101000
Director, Energy Services Division
~323~
Civil Service
Salary Code
22 085 095
22 075 089
22 069 086
22 059 085
22 053 055
22 063 076
22 058 072
22 047 069
22 032 062
22 024 026
~324~
Civil Service
Salary Code
22 063 076
22 058 072
22 047 069
22 032 062
22 024 026
08 032 059
25 041 060
25 023 052
24 022 051
24 018 044
~325~
Civil Service
Salary Code
25 016 042
24 015 041
24 001 038
25 002 022
*************
~326~
Civil Service
The Land Transport Division is responsible for providing a quality land transport
service responsive to the needs and aspirations of the people, and which contributes
to the development of the country. Its mission is to formulate and implement policies
for safe, efficient and environmentally sustainable services in the land transport
sector.
21.76
Being the main unit of the Land Transport Division, the Traffic Management and Road
Safety Unit (TMRSU) aims at ensuring safer roads and traffic fluidity. The technical
head of the TMRSU is the Director (Civil Engineering). He is supported by officers
from the Engineering cadre, technical cadres as well as staff from the General
Services.
21.77
Mostly common representations have been made by staff side and Management.
The requests were for the creation of additional levels, allowance for risk/retention,
travelling and car benefits, provision of training and review of entry qualification
requirement.
21.78
After analysing the representations, the Bureau views that the present organisation
structure is adequate to enable it to deliver efficiently and effectively on its mandate.
We are, however, reviewing the entry qualification requirement for the grade of Traffic
Census Officer.
At present, the entry qualification requirement for the grade of Traffic Census Officer
is Cambridge School Certificate with credit in at least five subjects including English
Language and Mathematics obtained at not more than two sittings or an equivalent
qualification acceptable to the Public Service Commission. The staff side has
represented that with the use of automatic traffic counters or similar type of equipment
as well as the demanding nature of tasks, there is need to upgrade the entry
qualification requirement of the grade. Furthermore, Management also concurred
with the Unions proposal that an efficient performance of the tasks allocated to
officers in the grade of Traffic Census Officer requires a certain degree of academic
maturity. Following an indepth study of the issue, we are reviewing the entry
qualification requirement of the grade.
Recommendation 23
21.80
~327~
Civil Service
24 027 056
24 022 051
24 016 043
26 000 100
Rs 101000
Director (Civil Engineering)
26 085 095
26 075 089
26 069 086
~328~
Civil Service
Salary Code
26 059 085
26 067 081
26 061 076
26 044 072
22 044 072
26 056 072
26 048 067
26 029 062
26 056 072
26 038 066
~329~
Civil Service
Salary Code
26 028 030
10 044 072
20 038 063
20 026 060
25 041 060
25 023 052
24 027 056
24 022 051
24 022 047
~330~
Civil Service
Salary Code
24 016 043
25 016 042
24 015 040
24 001 038
*************
~331~
Civil Service
Established under the Road Traffic Act 1980, the main objectives of the National
Transport Authority (NTA) are, among others, to: ensure the implementation of
Government policies in respect of vehicle registration, licensing, parking control,
vehicle examination and road transport services; and plan transport services to
respond to changes in demand patterns and cope efficiently with the challenges lying
ahead.
21.82
The NTA carries out its activities under four technical units namely Planning,
Enforcement, Licensing and Vehicle Examination and Administration, Finance and
Registration. The Planning Section is headed by the Transport Planner while the
Technical Unit is headed by the Transport Controller. The Technical unit has been
divided into sub units such as, Vehicle Examination, Road Transport Inspectorate,
Parking Control and Licensing/Registration.
21.83
In the context of this Report, representations were received from both the National
Transport Authority Technical Staff Union (Road Transport Inspectorate-RTI) and
Traffic Warden and Vehicle Examiner Staff Union and Management. Submissions
received from each union and Management are as follows:
21.84
(i)
(ii)
Traffic Warden Cadre: to review the span of control between Senior Traffic
Warden and Traffic Warden; changing mode of appointment to the grade of
Senior Traffic Warden; payment of Risk Allowance; and officers of the Traffic
Warden Cadre be eligible to full pension after reckoning 28 years of service;
(iii)
(iv)
Management: to upgrade the salary of all grades in all cadres at NTA and to
rationalise the structure of Licensing/Registration Unit from three levels to a twolevel structure only.
After taking cognizance of all the submissions, the Bureau expatiated on its
philosophy behind upgrading, restyling and merging of grades. Parties were also
apprised that modalities of appointment rests with Management. Members were
informed that the Bureau would come up with a firm recommendation requesting
organisation to conduct a Risk Assessment Exercise to assess the level of risk
involved in a particular job to justify the payment of a Risk Allowance. Explanations
~332~
Civil Service
were given on the criteria for the grant of duty free and parties were invited to fill in
the survey form on Travelling. Whenever requests were not acceded to, officers were
given due explanations during consultative meetings.
21.85
Since the organisation structure of the NTA is adequate to enable it meet its
objectives, it is being maintained. However, to better equip the NTA in its endeavour,
we are reviewing the qualification requirement of the grade of Road Transport
Inspector and rationalising the Licensing/Registration Officer Cadre.
21.87
In the context of this review, both Management and the staff side have reported that
a Diploma in Transport and Logistics is a core requirement for appointment to the
grade of Senior Road Transport Inspector. Enrolment to the Diploma course requires
a minimum of two subjects at Advanced Level. At present, a few Road Transport
Inspectors possessing only the Cambridge School Certificate have not been able to
enrol themselves both at local and foreign institutions to follow the Diploma course.
Representation has thus been made to upgrade the qualification from School
Certificate to two subjects at Advanced Level for serving officers who would wish to
join the grade of Road Transport Inspector.
21.88
After a thorough analysis, the Bureau considers that if such a situation is not attended
to in time , there may be problems in filling posts at higher level in future at the NTA.
As there is no dearth of qualified serving officers, we are recommending accordingly.
Recommendation 24
21.89
~333~
Civil Service
Management has submitted that all posts in the Licensing/Registration Officers cadre
are vacant. Presently, officers in the grade of Management Support Officer and Office
Management Assistant are performing the duties of these grades against payment of
an allowance. For greater efficiency and effectiveness, Management has requested
to rationalise the three level structure of the Licensing/Registration Officers cadre to
a two-level structure.
21.91
Recommendation 25
21.92
21.93
Recommendation 26
21.95
We recommend that,
Licensing/Registration
officers
in
the
Licensing/Registration
substantive capacity.
~334~
Civil Service
Hours of Work
Road Transport Inspector (Roster)
Senior Road Transport Inspector (Roster)
21.96
To provide Management with the required flexibility to organise work, officers in the
grades of Senior Road Transport Inspector and Road Transport Inspector are called
upon to work on roster on a six-day week basis including Saturdays, Sundays and
Public Holidays based on the operational requirements of the Authority.
21.97
This arrangement is being maintained. This element has been taken into account
in the determination of the salary of each grade.
As per their respective scheme of service, officers in the grades of Principal Traffic
Warden, Senior Traffic Warden and Traffic Warden may be required to work on a
roster basis according to a pattern of work specifying the commencing times and
finishing times of turns of duty including Saturdays, Sundays and Public Holidays.
This element has been taken into consideration in the determination of the
salaries of the respective grades.
ICT Unit
21.99
Management made a request for the creation of a three-level ICT structure to ensure
a proper monitoring and implementation of projects. We have been informed that
CISD officers are posted at the Authority for this purpose. However, as their posting
is done on a rotational basis and they are also subject to transfer, this mobility
impedes the monitoring of e-services.
21.100 The Bureau considers that it may not be appropriate to create departmental IT grades
as there is a Ministry which is responsible for all IT issues in the Civil Service.
Management may therefore make a request to the Ministry of Technology,
Communication and Innovation for the posting on a full time basis of relevant IT staff
with the required competencies and skills.
21.101 Nevertheless, owing to several similar requests from various quarters, the Bureau
has provided for another mechanism to address these issues.
We have
recommended at paragraph 19.10 of this Report for the setting up of a Standing
Committee which will have the responsibility of looking into such requests and coming
up with a general policy for the whole public sector.
~335~
Civil Service
26 085 095
26 075 089
26 054 081
26 051 069
26 029 062
02 057 081
08 065 082
18 068 083
18 058 076
~336~
Civil Service
Salary Code
18 052 073
18 044 070
26 072 087
26 067 081
26 061 076
26 044 072
18 046 071
18 040 066
18 028 061
~337~
Civil Service
Salary Code
18 058 073
18 030 067
26 028 061
16 025 062
24 022 051
24 018 044
24 001 038
**********
~338~
Civil Service
22.
22.1
The Ministry of Education and Human Resources, Tertiary Education and Scientific
Research envisions to provide a quality education for all and a Human Resource
Development base to transform Mauritius into an intelligent nation state in the
vanguard of global progress and innovation.
22.2
22.3
foster innovation and generate new knowledge for the socio-economic and
sustainable development of the nation; and
ensure that learning opportunities are accessible to all, provide learners with
values and skills to further their personal growth, enhance their critical and
exploratory thinking and encourage them to innovate and to adapt to changes
in an increasingly globalised environment.
ensure that all children aged three to five years in Mauritius have the
opportunity to develop their individual intellectual, socio-emotional and
psycho-motor skills to the best of their capacity in order to build the confidence
and self-esteem in learning that will not only prepare them for the next level
(Primary School) but, more importantly, lay the foundations for learning that
will support them throughout their lifetime;
(ii)
sustain equitable access to quality education, ensuring that all learners attain
high levels of achievement in Literacy, Numeracy, Information and
Communication Technology and such essential life skills as sound human
values, healthy lifestyle and so forth as the basis for lifelong learning and good
citizenship;
(iii)
ensure that all students are given the opportunity to embark on and complete
higher secondary education for employability and further higher education and
training with the required maturity and confidence;
(iv)
build a system that ensures a supply of quality personnel that work collegially
with a strong management and quality assurance system to improve and
support learning achievement and overall development of all learners;
~339~
Civil Service
(v)
(vi)
make Mauritius an intelligent island, a knowledge Hub to serve the region and
a Centre for Higher Learning and Excellence;
(vii)
build a creative and competent Human Resource base for Mauritius for
sustainable national development; and
(viii)
22.4
22.5
The pre-primary education is under the responsibility of a parastatal body, namely the
Early Childhood Care and Education Authority. Appropriate recommendations in
respect of this institution have been made in Volume 2 Part II of this Report.
22.6
22.7
As in many other countries, the Mauritian education system has evolved from a smallscale to a large-scale national, publicly-funded one. This evolution came about with
the high social demand for education as the country grew.
22.8
22.9
This vision has been enunciated in the Government Programme 2015-2019 where it
is stated that Government will aim to deliver a high standard of academic education
~340~
Civil Service
and skills for our youngsters. Education reforms will focus on curriculum review and
performance improvement at all levels. Remedial education at an early stage of the
primary and secondary education cycles will remain a priority in order to deal with
learning deficits, early drop-outs and failures.
22.10
It is further stated in the same document that Government will introduce a nine-year
basic continuous schooling and the Certificate of Primary Education (CPE) will be
replaced by an end-of-primary cycle assessment.
22.11
In the context of this review exercise, the Ministry has submitted that it has already
set the wheels in motion for the introduction of the nine-year basic continuous
schooling in response to the fast-paced evolution of society; enormous
advancements in technology; the need for competitiveness in a globalised economy;
the emergence of knowledge societies; and international trends.
22.12
The stated objectives of the nine-year basic continuous schooling are to:
(i)
equip all students with knowledge, foundation skills and attitudes leading to
self-empowerment;
(ii)
(iii)
(iv)
(v)
(vi)
give greater recognition to the value of TVET in building human capital for
sustainable development.
22.13
Measures which would be used by the Ministry in achieving the above objectives
include revising the curricula; transforming learning environments; embedding
remedial education in the system; introducing new approaches to assessments, and
professional development of educators and school leaders.
22.14
Under the nine-year basic continuous schooling system, in a bid to promote holistic
development, learners would be exposed to a wide array of learning areas. These
learning areas are grouped as core and non-core subjects. Core subjects include
English, French, Maths, Science, History and Geography and the Asian
Languages/Arabic/Kreol Morisien. Non-core subjects include Physical Education,
Civic and Values Education, IT skills, the Arts, etc. These learning areas would be
taught by educators for a cluster of subjects.
22.15
Against this backdrop, the Ministry has made its submissions to the Bureau based on
the expected inputs, in terms of human resources, and expected outcomes of the
nine-year basic continuous schooling system for learners, such as critical thinking
~341~
Pay Review 2016
Civil Service
skills; creativity; innovation, self discipline; fluency in ICT, among others. The Ministry
has also requested the Bureau to address some anomalous issues arising out of the
EOAC Report. We have carefully examined the proposals of both management and
the unions and are making appropriate recommendations. However, each sector i.e.
primary, secondary and tertiary are being dealt with in separate sections of this
chapter as each has its own specific structure and target population.
PRIMARY SCHOOL SECTOR
22.16
22.17
The primary sector has witnessed, over the years, several reforms programmes for
instance, the replacement of ranking by a grading system; implementation of a new
broad-based curriculum reform project aiming to include subjects such as Road
Safety, Science, History, Geography, Arts and ICT in primary schooling.
22.18
22.19
In the context of this review exercise, the Bureau has received numerous
representations from the Ministry, Federations, Unions and individuals of the
education sector, raising a host of issues and demands. The Bureau had wide
consultations with both Management and the various unions of the primary education
sector. Most of the main representations made by the unions and submissions by
management were common and are as listed below:
(i)
(ii)
(iii)
differential in top salary of the grades of Educator (Primary) and Deputy Head
Master;
~342~
Civil Service
(iv)
equal consideration for teaching personnel under the Mauritian and Rodriguan
establishment;
(v)
(vi)
(vii)
(viii)
(ix)
(x)
22.20
From the numerous requests spelled out by the different unions, many do not fall to
be considered by the Bureau as they relate to Managements policy. However, the
Bureau transmitted the requests to Management during the consultative meetings for
follow-up actions and appropriate redress. Representations were also received from
the staff side for the introduction of a Bachelor in Education for primary school
teachers. On this issue, the Ministry has expressed its willingness to upgrade the
primary sector in line with its mandate for a quality education for all and would take
necessary steps at the right time.
22.21
Mauritius has achieved the goals of universal primary education and gender parity in
enrolment. Several primary schools have also been set up in isolated localities in line
with Governments policy to enable increased access to free education. However, it
has been reported that Educators are reluctant to be posted in these remote areas.
The Bureau is of the view that this issue should be dealt with administratively by the
Ministry of Education and Human Resources, Tertiary Education and Scientific
Research in order not to hinder the smooth running of these schools and deprive any
child from his/her right to education. We recommend accordingly.
22.22
The Bureau has carefully examined all the other requests of both Management and
the various unions. We are, in the ensuing paragraphs, coming up with appropriate
recommendations to bring redress, to the extent possible, to long outstanding issues
in the primary education sector.
Teacher/Senior Teacher
Educator (Primary)
22.23
All the unions of the Primary School Sector have made representations for the
alignment of salaries of the grades of Teacher/Senior Teacher (General Purpose),
Teacher/Senior Teacher (Oriental Language) (possessing the Teachers Diploma) to
that of Educator (Primary). It is important, in the first instance, to understand the root
~343~
Civil Service
22.24
22.25
In the context of the 2008 PRB Report, the Ministry had submitted that the system of
dispensing courses in the primary schools by teaching personnel recruited under two
distinct streams, i.e. General Purpose and Oriental Languages, was fraught with
weaknesses such as uneven workload between the two teaching categories and
limited flexibility for better utilisation of resources. At that point in time, all the staff
unions were agreeable with the Ministrys proposal to have a single establishment for
Teacher/Senior Teacher of both streams.
22.26
Therefore, appropriate recommendations were made by the Bureau for the creation
of a new grade of Educator (Primary) to be recruited from among Trainee Teachers
who have successfully completed the training course leading to a Teachers Diploma.
Teacher/Senior Teachers and Teachers/Senior Teachers (Oriental Languages), in
post as at 30 June 2008, would be allowed to join the newly created grade of Educator
(Primary). In this regard, the setting up of a committee under the chairmanship of the
Supervising Officer of the Ministry of Civil Service and Administrative Reforms
(MCSAR) and the Secretary of the Public Service Commission (PSC) was
recommended, to hold discussions with all stakeholders to facilitate the integration of
the Teacher/Senior Teachers and Teacher/Senior Teachers (Oriental Languages) in
the new grade of Educator (Primary).
22.27
However, the Ministry was faced with implementation problems and, therefore, the
recommendation for integration did not occur. This resulted into the primary sector
having three categories of Teachers, namely Teacher/Senior Teacher,
Teacher/Senior Teacher (Oriental Language) and Educator (Primary), all performing
similar duties but with different appellations.
22.28
Both Management and the Unions have submitted that this situation of having
teachers with different appellations is creating much frustration among incumbents in
the three grades and requested the Bureau to come up with an acceptable and
implementable recommendation on this issue. We are making appropriate
recommendations to this effect.
Recommendation 1
22.29
~344~
Civil Service
22.30
22.31
22.32
22.33
We are also making appropriate provision for those incumbents in the grades of
Primary School Educator formerly Teacher/Senior Teacher, Teacher/Senior Teacher
(ACE) and Educator (Primary) and Primary School Educator (Oriental Languages)
(Personal) formerly Teacher/Senior Teacher (Oriental Language) and
Teacher/Senior Teacher (Oriental Language) (ACE) who have successfully followed
the Diploma Course through insertion of a Qualification Bar in the relevant salary
scales.
Recommendation 2
22.34
Prior to this Report, distinct salary scales were provided to the former grades of
Teacher/Senior Teacher; Teacher/Senior Teacher (ACE); Teacher/Senior Teacher
(Oriental Language); Teacher/Senior Teacher (ACE)(Oriental Languages); AND
Deputy Head Master; Deputy Head Teacher (Oriental Languages); Deputy Head
Master (CEM); Deputy Head Teacher (Oriental Languages) (CEM); Head Master; and
Head Master (ACEM). Transitional provisions in terms of additional increments were
also provided for different levels of the hierarchy to motivate them to acquire the DEM
qualification.
22.36
The Ministry has submitted that courses leading to the Advanced Certificate in
Education (ACE), Certificate in Educational Management (CEM) and the Advanced
Certificate in Education Management (ACEM) Course would no longer be run.
Henceforth, only the Diploma in Educational Management (DEM) would be run.
22.37
Management has also apprised the Bureau that the scheme of service for the post of
Head Master has finally been prescribed on 08 September 2015 wherein the DEM is
~345~
Civil Service
a requirement for eligibility to compete for the post of Head Master. Since the DEM
qualification is now a requirement for promotion in the cadre, the transitional
provisions in terms of additional increments for all levels no longer hold and
should therefore lapse. The Bureau recommends accordingly.
Deputy Head Master/Deputy Head Teacher (Oriental Languages)
22.38
There are presently, distinct salary scales for the grades of Deputy Head Master;
Deputy Head Master (possessing CEM); Deputy Head Teacher (Oriental
Languages); and Deputy Head Teacher (Oriental Languages)(possessing CEM).
Since the CEM would no longer be run, transitional provisions for the obtention of
DEM were made in previous Reports as follows:
(i)
in the 2003 PRB Report, Deputy Head Teachers were required to follow the
CEM and a different salary scale was provided for those who have followed
the course;
(ii)
the EOC Report 2009 made transitional provisions for the replacement of
ACEM, CEM and ACE by DEM for all grades in the cadre. Specific provisions
for DHM and DHT (Oriental Languages) were also made; and
(iii)
these provisions were maintained in the 2013 PRB Report since the scheme
of service for the post of Head Master was not yet finalised.
22.39
There has been much outcry on this issue as the Unions claimed the fact that there
is no applicable recommendation to compensate DHMs/DHTs appointed as from
01 July 2008 for DEM, has resulted into differential treatment to officers within the
same grade. The case was discussed several times at the level of the MCSAR and
the High Powered Committee.
22.40
However, due to bad experiences of the past on similar issues, the Bureau has been
cautious in treading on the path of sectoral pay adjustments when a pay review has
already reached a long way towards publication. No proper action could be taken at
that point in time since the 2016 PRB Report was already underway. Nevertheless,
we have carefully considered this issue in arriving at the salary scale
recommended for the grade of Deputy Head Master and Deputy Head Teacher
(Oriental Languages).
22.41
A Qualification Bar (QB) has been inserted in the salary scale for the grades of Deputy
Head Master, Deputy Head Teacher (Oriental Languages) and Health and Physical
Education Instructor. Incumbents should possess the Diploma in Educational
Management (DEM) or Certificate in Educational Management (CEM) to proceed
incrementally beyond the Qualification Bar (QB) in the salary scale
recommended for the grade.
~346~
Civil Service
Teaching Assistant
22.42
The Ministry has had recourse to the employment of persons outside the service for
the teaching of Asian Languages in order to alleviate the shortage of teaching staff in
primary schools since the years 1995/1996. On account of persistent shortage of
staff, a group of 29 Supply Teachers have been employed since 1995 and their
employment was renewed every successive year.
22.43
At its meeting dated 09 April 2010, the Cabinet took the decision to regularise the
situation of 29 Supply Teachers (Primary) (Oriental Languages) whose services have
been continuously enlisted for the last 15 years. In this specific context, the grade of
Teaching Assistant was created to absorb those 29 Supply Teachers (Primary).
22.44
During consultations for this review exercise, the Teaching Assistants made
representations to upgrade their salary as they are called upon to perform almost
similar duties as their counterparts in the former grades of Teacher/Senior Teacher
and Teacher/Senior Teacher (Oriental Languages) and have acquired long years of
experience. The Bureau carried out a fresh re-assessment exercise of the grade
based on the newly written Job Description Questionnaires and certified by their
immediate Supervisors and has found that there are justifications in the
representations made.
We are addressing the issue with a specific
recommendation.
Recommendation 3
22.45
22.46
Recommendation 4
22.48
We recommend that the monthly ZEP allowance payable to staff of ZEP schools
should be as hereunder:
Grade
Monthly ZEP
Allowance
(Rs)
Head Master
3810
Mentor
3580
~347~
Civil Service
Grade
Monthly ZEP
Allowance
(Rs)
3350
3000
2100
School Clerk
1050
1050
Ancillary Staff
765
Head Masters are also required to oversee pre-primary schools operating under the
aegis of the Early Childhood Care and Education Authority which are found on the
premises of primary schools against payment of a monthly allowance. The quantum
of the monthly allowance which was substantially revised by the EOAC Report 2013
is being maintained.
Recommendation 5
22.50
Bibliobus Project
22.51
The objective of the Bibliobus project is to bring library services to pupils of schools
in regions where no library services are available. Incumbents performing duties of
Animateur in the Bibliobus are being paid a monthly allowance of Rs 1200 which is
being maintained.
~348~
Civil Service
Recommendation 6
22.52
Risk Allowance
22.53
The Unions have represented that there are officers of the teaching personnel who
are posted in various prisons to dispense teaching classes to detainees in line with
the prevailing school curriculum. This arrangement plays a crucial role in the
rehabilitation and social re-integration of detainees. A case was made for the
payment of Risk Allowance to these officers as they operate in a different work
environment.
22.54
The Bureau usually takes into account the element of risk inherent in the job in arriving
at the recommended salary of a grade. However, in a few cases, an additional
allowance is granted to certain categories of employees where there are strong
justifications that they are exposed to relatively higher than normal risks by virtue of
their postings.
22.55
Teaching personnel posted in the Prisons Department are required to work in same
environment as Prisons Officers who have been granted a Risk Allowance. After
careful consideration, the Bureau has concluded that there is merit in the demand for
the grant of a Risk Allowance on account of the direct/close contact the teaching staff
has with detainees of the Prisons Department.
Recommendation 7
22.56
In our last Report, provision was made for the refund of travelling to Trainee
Educators (Primary) to be in line with that existing for Trainees in other sectors. This
provision is being maintained.
Recommendation 8
22.58
Civil Service
The Special Education Needs (SEN) Sector has the priority task and responsibility of
evolving a national policy and strategic plan regarding inclusion and special education
needs. It provides education to school-going age children with learning difficulties
and disabilities. The SEN sector envisions to enable children with special needs to
develop fully their potential so that they can contribute to their own development,
welfare and that of the country.
22.60
The prevocational and second chance programme will be extended to the SEN sector
and new schemes will be introduced to facilitate access to learners with disabilities in
the tertiary institutions.
22.61
The sector also caters for education of children in penal institutions, probation hostels,
rehabilitation centres and shelters for women. Four new Special Education Needs
Resources Centres will be operational soon on R. Gujadhur, Moka, Alle Brillant and
Rivire des Anguilles Government Schools respectively to ensure that learning
opportunities are accessible to all students with disabilities.
Recommendation 9
22.63
22.64
~350~
Civil Service
22.66
Management has submitted that, in line with the vision of the Special Education
Needs (SEN) Sector that no child is left behind on account of his/her disability, various
Integrated Units have been set up in the mainstream primary schools around the
island with a view to reaching out to children with special education needs who usually
have to travel long distances. There are, at present, 14 such Integrated Units.
22.67
Given that the Integrated Unit is found on the premise of a Government School, the
Head Master should oversee the overall management of the Unit and act as a link
between officers of the Inspectorate (Specialised Schools), the teaching personnel
and the Ministry. This element has been taken into consideration in arriving at
the salary recommended for the grade.
At present, ICT Support Officers are posted in all primary schools mainly to provide
support to teachers and pupils in the use of ICT resources and provide user support
for standard hardware, software and network. They are also required, as per their
scheme of service, to teach ICT, as and when required.
22.69
22.70
Civil Service
duties of the grade. In addition, we have taken into account the new responsibilities
which would devolve on incumbents before arriving at the recommended revised
salary.
Recommendation 11
22.71
22.72
The Secondary Education Sector caters for the education of students aged between
11 and 20 years. The core activities of this sector are carried out by incumbents in
two distinct streams: academic and administrative. The academic stream comprises
Educator (Secondary), Senior Educator (Secondary), Deputy Rector and Rector
whereas the administrative stream comprises Administrator (Education), Assistant
Director, Director and Chief Technical Officer.
22.73
As at date, there are 178 secondary schools catering for some 125,000 students, out
of which 59 provide only academic education, one for prevocational education and
the remaining 118 cater for both academic and prevocational education. A Rector is
responsible for the overall management of a State Secondary School. He is assisted
by a Deputy Rector and supported by a School Superintendent/Usher, an Assistant
School Superintendent and a School Clerk. Teaching in the mainstream is carried
out by Educators (Secondary) and Senior Educators, and in the prevocational stream
by Educators (Prevocational).
22.74
Admission to the academic stream of secondary education is open to pupils who have
obtained the Certificate of Primary Education (CPE) and the last cohort of pupils in
primary schools to sit for the CPE Examinations will be in 2016.With the introduction
of Nine Year Schooling as from January 2018, pupils will be admitted in secondary
schools upon completion of the Primary School Achievement Certificate Assessment,
which will be introduced in 2017, and it is also expected that the prevocational stream
will phase out gradually.
22.75
In the context of this review exercise, requests have been received for the review of
the allowances as well as number of teaching periods, creation of grades, provision
of appropriate training, review of roles and responsibilities of incumbent in certain
grades and upgrading of salaries at the different levels. After in-depth examination of
all the proposals, both Management and the staff side were apprised on issues that
~352~
Civil Service
could not be retained and those that need to be analyzed further. On the basis of our
analysis, we are making appropriate recommendations.
Educator (Secondary), Educator (Secondary) (Physical Education) and Educator
(Secondary) (Prevocational)
22.76
In the 2008 PRB Report, the Bureau recommended that as from 01 July 2012, an
Educators Licence should be a requirement for the post of Educator (Secondary) and
subsequently as from a date after 2010 to be decided by the Ministry of Education
and Human Resources, Tertiary Education and Scientific Research, a Post Graduate
Certificate in education (PGCE) or its equivalent would also be a requirement.
However in the 2013 PRB report, due to dearth of candidates holding those
qualifications the new requirements were deferred for a future date to be decided by
the then Ministry of Education and Human Resources.
22.77
The staff side has submitted that the requirements of the Educators Licence and Post
Graduate Certificate in Education (PGCE) or its equivalent, should no longer be
deferred whilst the Management side has apprised the Bureau that there is still a
shortage of graduates holding these qualifications, particularly in fields which are
scarce, given that relevant courses are not being run by the Mauritius Institute of
Education in all subjects.
22.78
On this account and to ensure the delivery of quality education by well qualified
personnel, the Management side has now proposed that Educator (Secondary),
Educator (Secondary) (Physical Education) and Educator (Secondary)
(Prevocational), recruited in a temporary capacity be, in future, appointed in a
substantive capacity only upon successful completion of a one-year course leading
to an Educators Licence to be provided by the Ministry. In addition, Management
has also submitted that with a view to ensuring continuous professional development
of Educator (Secondary), Educator (Secondary) (Physical Education) and Educator
(Secondary) (Prevocational) already in post, the latter should continue to attend
training courses, during school vacation. The Bureau has analysed these issues and
concurs with the proposals of the Ministry.
Recommendation 12
22.79
22.80
Civil Service
Among the various requests submitted to the Bureau, the staff side has submitted
that the number of periods assigned to Educators be reduced along with inclusion of
the activity periods in the total number of teaching periods with a view to enabling
them to better perform their tasks. Upon submissions by Management, the staff side
was apprised that Management was agreeable for the inclusion of activity periods in
the total number of teaching periods, with effect from January 2016 provided a proper
programme be submitted. Based on the above and taking into consideration
Management commitment during meetings at the Bureau, we are making appropriate
recommendation.
Recommendation 13
22.82
22.83
The 2013 PRB Report made provision for Educator (Secondary), Educator
(Secondary) (Physical Education) and Educator (Secondary) (Prevocational)
possessing a post A Level Diploma or a post Cambridge School Certificate Degree
and drawing salary which is less than Rs 23675 to join the recommended salary scale
at salary point Rs 23675 on obtention of the qualifications required to cross the QB.
We are maintaining the provision.
Recommendation 14
22.84
22.85
~354~
Civil Service
Recommendation 15
22.86
(ii)
(iii)
Rector
22.87
The Bureau has recommended in its 2008 Report that with effect from 01 July 2013,
the Diploma in Management or Educational Management should also be a
requirement for Deputy Rectors and Administrators (Secondary) for appointment to
the grade of Rector. In the last report though both the Ministry and the staff side were
agreeable to the proposed change in qualifications requirement, request was,
however, made for a longer transition period so as to allow concerned officers to
acquire the new qualifications. The management side has submitted that discussion
has been started with the staff side for the implementation of the new qualifications
requirement.
22.88
In the light of the foregoing, the Bureau maintains its recommendation for the
Diploma in Management or Educational Management to be a requirement for
appointment to the grade of Rector as from a date to be determined by the
Ministry.
Deputy Rector
22.89
According to the present scheme of service of the grade, Deputy Rectors are required
to teach classes as directed by the Rector. Both Management and the staff side have
expressed serious concerns on this practice given that as subject teacher, the Deputy
Rector is required to report to the Educator (Secondary) who is assigned the duties
of Head of Department whilst at the same time he is the supervisor of the school when
he is in this position in the hierarchy. Requests have, therefore, been made to waive
teaching duties from the scheme of service of the grade with a view to address the
problem of reporting line and to enable Deputy Rectors to assist the Rectors
particularly in the maintenance of discipline. We consider that there is merit in the
proposal and recommend accordingly.
Recommendation 16
22.90
Civil Service
Head of Department
22.91
Educators (Secondary) who are assigned the duties of Head of Department on the
basis of seniority are required to teach subjects of specialisation for a maximum of
25 periods weekly against the payment of a monthly allowance of Rs 2000. In the
context of this review exercise the staff side has requested that the quantum of the
allowance be increased substantially and the number of teaching periods assigned
to Heads of Department be reduced.
22.92
The Management side opined that Heads of Department have to play a major role in
the monitoring of teaching and learning at the level of their subject with a view to
ensuring improved learning outcomes and better student performance. However, it
has also been pointed out that in most cases Heads of Department focus solely on
duties of an administrative nature relating mainly to the setting of examination papers
and marking of scripts; prescribing textbooks; taking charge of specialized rooms,
materials and equipment; and working out allocation of classes.
22.93
22.94
An in-depth study of the submissions of all parties concerned has revealed that there
has been no proper assessment of functions devolving upon Heads of Department
and the increase in the quantum of the Allowance is not justified. The Bureau has reevaluated the work of Head of Department and considers that with the additional
tasks mentioned above the quantum of the allowance, paid to Educators assigned
the duties of Head of Department is appropriate. In the light of the foregoing, the
Bureau is making appropriate recommendation.
Recommendation 17
22.95
~356~
Civil Service
Allowance
22.96
Educators (Secondary), not possessing the qualifications required to cross QB, and
who are called upon to teach sixth form subjects in scarcity areas for at least 8 periods
weekly are presently being paid a monthly allowance of Rs 2250. We are revising this
allowance
Recommendation 18
22.97
22.99
Representation has been received from the staff side to recognise the 10 years of
experience acquired by Teachers/ Senior Teachers from 1998 to January 2008 during
their secondment as Educator (Secondary) (Prevocational) and to bring appropriate
adjustment in the salary of officers concerned. It has also been contended by officers
concerned that they have been worsened off vis-a-vis their former colleagues in the
Primary Sector who have already been promoted to higher positions.
22.100 Management has submitted that the payment of an allowance as well as the salary
in the scale of Teacher/Senior Teacher until the appointment of officers concerned in
the post of Educator (Secondary) (Prevocational) might be an issue for consideration.
22.101 Considering the fact that Teachers/ Senior Teachers have played a crucial role in
implementing a national policy taken by government at that point in time; foregone
their chance of being promoted to higher position; and their appointment have been
delayed due to certain problems beyond the control of the Ministry, the Bureau is
making appropriate recommendation.
~357~
Civil Service
Recommendation 19
22.102 The Bureau recommends that incumbents in the grade of Teacher/ Senior
Teacher who have served the prevocational sector from 1998 to 2008 prior to
their appointment as Educator (Secondary) (Prevocational) in 2008 should
exceptionally be granted with effect from 01 January 2016, in addition to their
normal yearly increment, two additional increments on conversion, subject to
the top salary recommended for the grade of Educator (Secondary)
(Prevocational).
Officer-in-Charge Allowance
22.103 Presently the most senior Educator (Secondary) (Prevocational) who is designated
as Officer-in-Charge in each of the four State Secondary Schools (Vocational) is paid
a monthly allowance equivalent to three increments at the salary point reached. We
are maintaining this provision.
Recommendation 20
22.104 We recommend that the most senior Educators (Secondary) (Prevocational)
assigned duties of Officer-in-Charge in State Secondary School (Vocational)
should continue to be paid a monthly-non pensionable allowance equivalent to
three increments at the salary point reached.
Health and Welfare Division
Director, Health and Wellness formerly Director, Health and Welfare
Assistant Director, Health and Wellness formerly Assistant Director, Health and
Welfare
22.105 Following Management request for a dedicated structure to coordinate and implement
health promotion programmes in the primary and secondary education sector, the
EOAC Report 2013 recommended the setting up of a Health and Welfare Division in
the then Ministry of Education and HR along with the creation of the grades of
Director, Health and Welfare and Assistant Director, Health and Welfare. The grades
have been thereafter restyled, by the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research, to Director, Health and Wellness and
Assistant Director, Health and Wellness in the Civil Establishment Order and
submitted to the Bureau through the MCSAR for salary grading in view of certain
changes brought in the schemes of service.
22.106 The proposed scheme of service of the grade of Director, Health and Wellness has,
upon assessment, revealed that the qualification requirements as well as the duties
and responsibilities of the grade do not commensurate with the salary granted in the
EOAC Report 2013. In view thereof, the Ministry of Education and Human, Tertiary
Education and Scientific Research was requested to review the schemes of both
grades mentioned above and to submit same to the Bureau for inclusion in this
Report. The Ministry has subscribed to the request and we are making appropriate
recommendation.
Pay Review 2016
~358~
Civil Service
Recommendation 21
22.107 The Bureau recommends that:
(a)
(ii)
(iii)
(iv)
(b)
(ii)
(iii)
(iv)
Civil Service
22.109 Management has also submitted that with changes in the social landscape in the
country, the number of cases and activities incumbent on officers in this grade have
considerably increased. In addition with compulsory education up to the age of
16 years, Educational Social Workers have to empower/ encourage parents to
shoulder their responsibilities of sending their children to school so as to comply with
the Education Act and to reduce absenteeism and drop-outs among students. The
Bureau has analysed the issue and taking into consideration the current
establishment size of the grade as well as its national importance, is making
appropriate recommendation.
Recommendation 22
22.110 We recommend the creation of a grade of Senior Educational Social Worker on
the establishment of the Ministry of Education and Human Resources, Tertiary
Education and Scientific Research. Appointment thereto should be by
promotion, on the basis of experience and merit, of incumbents in the grade of
Educational Social Worker reckoning at least four years service in a
substantive capacity.
22.111 Incumbent would be responsible for, inter alia, planning, supervising, coordinating
and monitoring the work of Educational Social Workers; implementing, monitoring
and supervising of programmes and projects; training of new recruits in the grade of
Educational Social Worker; ensuring that support and advice are provided to children
and families at risk of social exclusion; preparing and submitting reports; and ensuring
that sensitisation/awareness programmes with children and parents are implemented
in the pre-primary, primary and secondary schools, special schools and other
institutions.
Educational Social Worker Cadre
Risk Allowance
22.112 Educational Social Workers who, are by nature of their work, exposed to very risky
situations/environment where alcohol, prostitution and drug trafficking prevail, are
entitled to the payment of a risk allowance. The Bureau is maintaining the payment
of this allowance.
Recommendation 23
22.113 We recommend that incumbents in the Educational Social Worker cadre, who,
by the nature of their work, are exposed to very risky situations/ environment,
be paid a monthly risk allowance equivalent to one and a half increments at the
initial of their salary scale.
~360~
Civil Service
LIBRARY SERVICES
22.114 The Library Services aim at providing an efficient and effective Government Library
Services which meet the needs of users. Library Services in the education sector act
as a support in school curriculum by encouraging students to read and also by
strengthening their reading and thinking skills.
22.115 In the public sector, library facilities are provided in primary/secondary school
libraries, public libraries, mobile library, documentation units of Ministries and
departmental libraries.
22.116 Presently, Library Services are offered by officers in the grades of Head, Library
Cadre, Senior Librarian, Librarian, Senior Library Officer, Library Officer, Senior
Library Clerk, Library Clerk and Library Attendant.
22.117 In the context of this Report, staff associations have requested for creation of grades,
merging of certain grades, restyling of a few ones, and provision of relevant training
facilities. We have examined the representations and consider that the present
structure is appropriate to enable the Library Services to be delivered efficiently and
effectively. However, we are allowing the Library Officers to move beyond their top
salary as a form of compensation for their experience and contribution.
Movement for Library Officer
Recommendation 24
22.118 We recommend that Library Officers, who have drawn their top salary for a year,
should be allowed to proceed incrementally in the salary scale of the grade of
Senior Library Officer, up to the salary point of Rs 46900 provided they:
(i)
(ii)
22.120 We further recommend that Library Officers should perform the duties and
assume the responsibilities of the grade of Senior Library Officer, upon moving
in the higher salary scale.
~361~
Civil Service
Public Libraries
22.121 Library Officers, Library Clerks and Library Attendants who are posted in public
libraries are presently paid a monthly allowance for working beyond normal working
hours. We are maintaining this provision.
Recommendation 25
22.122 We recommend that incumbents in the grades of Library Officer, Library Clerk
and Library Attendant/Senior Library Attendant formerly Library Attendant be
paid a monthly allowance, equivalent to one increment at the salary point
reached in their respective salary scale, for working at odd hours in public
libraries.
ADMINISTRATIVE SUPPORT UNIT
Assistant School Superintendent
22.123 Assistant School Superintendents and School Superintendents provide
administrative support to Rectors in state secondary schools while in primary schools,
Headmasters are provided administrative support by incumbents in the grade of
School Clerk.
22.124 Representations have been received that appointment to the grade of Assistant
School Superintendent should be made by selection from School Clerks only.
Presently, appointment to the grade of Assistant School Superintendent is made by
selection from School Clerks reckoning at least four years experience in a
substantive capacity and from outside candidates possessing the Cambridge School
Certificate, Higher School Certificate together with a Certificate in IT. It has been
argued that candidates who have not served as School Clerks are not acquainted
with the array and scope of duties that need to be performed according to the scheme
of service. This may impede the smooth running of the Administrative Support Unit.
On the other hand, School Clerks know the school environment and are well versed
with the nature of these duties.
22.125 After having closely examined the case made, the Bureau subscribes to the view
expressed and recommends accordingly.
Recommendation 26
22.126 We recommend that, henceforth, appointment to the grade of Assistant School
Superintendent should be made by selection from among School Clerks
reckoning at least four years service in a substantive capacity in the grade.
~362~
Civil Service
(ii)
E-Government Unit
22.131 At present, the E-Government Unit comprises a four-level structure, with the Manager
(ICT) at the apex. In the context of this Report, Management has requested for the
creation of a Directorate where incumbents would be responsible to lead the policy
visioning of e-Education. As regards representations from union members, they were
mostly geared towards an upgrading of salary and provision of a better career path.
22.132 After an in-depth analysis, the Bureau considers that the creation of a Directorate at
the E-Government Unit would not be appropriate and judicious. At present, all IT
needs, including the formulation of policies at strategic level, are the responsibility of
the Ministry of Technology, Communication and Innovation. Management may
~363~
Pay Review 2016
Civil Service
therefore seek the expert advice and help of the latter to boost IT in the education
sector. We have in this Report recommended many strategic changes to be brought
at the level of the Ministry of Technology, Communication and Innovation to reinforce
its structure to better respond to the IT needs of Ministries and Departments.
Moreover, the Ministry may consider the advisability of upgrading the duties as well
as the qualification requirements of the grade of Manager (ICT) so that the latter
would also assume duties at strategic level.
22.133 In addition, further to several requests received from various quarters for the creation
of departmental IT grades, the Bureau has provided for another mechanism to
address these issues. We have recommended at paragraph 19.10 of this Report for
the setting up of a Standing Committee which will have the responsibility of examining
such requests and coming up with a general policy on the restructuring of IT units.
Assistant Manager (ICT)
22.134 At present, the qualification requirements of the grade of Assistant Manager (ICT) in
the field of Software and Maintenance of Hardware are a degree in Computer Science
and Engineering or an equivalent qualification, along with at least three years post
qualification experience in systems engineering (Software and Hardware). The
Bureau views that given that ICT Technicians operate in this field and possess the
relevant experience, the grade of Assistant Manager (ICT), as far as software and
maintenance of hardware is concerned, may be opened to them, whilst maintaining
the existing mode of appointment to the grade of Assistant Manager (ICT) for ICT
Projects. We are making an appropriate recommendation to that effect.
Recommendation 28
22.135 We recommend that, Management considers the advisability of allowing entry
to the grade of Assistant Manager (ICT) in the field of software and maintenance
of hardware to officers of the ICT Technician cadre, possessing the prescribed
academic qualifications and at least three years post qualification experience
in Systems Engineering or in a relevant field.
Principal ICT Technician
22.136 The EOAC created the grade of Principal ICT Technician as an avenue of promotion
for ICT Technician/Senior ICT Technicians. Further to the re-evaluation of the grade
in the context of this Report, the Bureau observed that the salary recommended by
the EOAC is not in consonance with the duties and responsibilities devolving upon
incumbents. We have, therefore, reviewed the salary of the grade.
Senior Inspector of Works (New Grade)
22.137 Presently incumbents in the grade of Assistant Inspector of Works and Inspector of
Works report to the Technical Officers or other senior officers of the Ministry. It has
been represented by Unions that there is need for a supervisory level and a dedicated
grade to act as a liaison officer between officers in the grade of Inspector of Works
~364~
Civil Service
and the technical staff. In order to ensure work efficiency and proper coordination,
we are making appropriate recommendation to this effect.
Recommendation 29
22.138 We recommend the creation of a grade of Senior Inspector of Works.
Appointment to the grade should be made by promotion, on the basis of
experience and merit, of officers in the grade of Inspector of Works reckoning
at least three years service in a substantive capacity in the grade.
22.139 Incumbent would be required, inter alia, to supervise and coordinate the work of
officers in the Inspectorate cadre and other staff working under his responsibility;
monitor progress of work in respect of the Ministrys minor projects and to take followup action, as and when required; and ensure that all requests for minor works,
maintenance/repair/renovation works are executed diligently.
SPECIFIC CONDITIONS (EDUCATION)
Vacation Leave
22.140 This section should be read along with the Chapter on Leave in Volume 1 of the 2016
PRB Report.
22.141 The provisions of vacation leave for teaching personnel of the primary and secondary
schools are different from those in other sectors of the public sector in view of the
specificities of the Education sector. The present vacation leave provisions for
teaching personnel are as hereunder:
(a)
(b)
officers who do not take advantage of the annual vacation leave entitlement
during term time in a calendar year are allowed to accumulate up to the normal
ceiling and 50% of any leave not taken beyond the ceiling may be accumulated
over and above the normal leave ceiling. Such leave may be taken as leave
prior to retirement. If the services of the officer are required during the leave
prior to retirement, they are refunded the accumulated vacation leave at the
rate of 1/30 of the last monthly salary per day at the time of retirement;
(c)
specific provisions were made for officers who had already exceeded half the
normal maximum accumulated vacation leave entitlement as at 01 January
2013 to allow them to retain same on a personal basis. Such leave may be
taken as leave prior to retirement. If the services of those officers are required
during the leave prior to retirement, they are refunded the accumulated
vacation leave at the rate of 1/30 of the last monthly salary per day at the time
of retirement; and
~365~
Civil Service
(d)
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
22.142 The grant of vacation leave in excess of the normal 19 days during term time to
officers, subject to the exigencies of service under criteria any other case should be:
(i)
(ii)
not more than twice for those reckoning over 20 years service inclusive of (i).
22.143 Vacation leave is granted only for reasons specified at part (d) of paragraph 22.141
above during third term.
22.144 Employees joining the teaching profession as from 01 July 2008 are eligible to
vacation leave during term time only in the circumstances described at paragraph
22.141(d).
22.145 All the above provisions for the grant of vacation leave are still valid and are,
therefore, maintained in this Report.
22.146 The term immediate member of the family, for the purpose of sub paragraphs
22.141 (d)(i) and (d)(iv) is deemed to mean the officers father, mother, brother,
sister, spouse and children.
22.147 For the purpose of this section on SPECIFIC CONDITIONS (EDUCATION), the term
teaching personnel is deemed to read officers in the following grades:
(i)
Civil Service
(iii)
Educator (Secondary);
(iv)
(v)
(vi)
(vii)
Teaching Assistant
22.148 We also recommend that members of the teaching personnel should attend to
training course/seminars, talks, workshops organised during school vacation.
Casual Leave (Education)
22.149 Teaching personnel are eligible to 11 working days of casual leave each year.
Members of the teaching personnel who, during a whole calendar year, are assigned
full responsibility of classroom teaching and who effectively perform teaching duties,
are refunded annually their unutilised casual leave up to a maximum of 10 days at
the rate of 1/88 of their last monthly salary per day in the corresponding year.
22.150 Several unions have represented that the existing provisions should be reviewed to
motivate members of the teaching personnel. In view of the specificity of the
education sector and for least disturbance in the proper running of the institutions
during term time, we are, in this Report, improving the existing provisions.
Recommendation 30
22.151 We recommend that members of the teaching personnel who, during a whole
calendar year, are assigned full responsibility of classroom teaching and who
effectively perform teaching duties, should be refunded annually their
unutilised casual leave up to a maximum of 10 days at the rate of 1/66 of their
last monthly salary per day in the corresponding year.
Scarcity Areas
22.152 For certain specific subjects falling in scarcity areas, appointment to the grade of
Educator (Secondary) is made from among candidates possessing a recognised
Degree but who do not possess the prescribed qualifications at School Certificate or
GCE A Level. This provision is being maintained.
~367~
Civil Service
Recommendation 31
22.153 We recommend that holders of a recognised Degree who do not possess the
School Certificate qualification or part of it should also be considered for
appointment to the grade of Educator (Secondary) in fields where the
authorities are facing difficulties of recruitment.
Discipline
22.154 Representations have been made by the unions for the creation of a dedicated grade
to cater for discipline in the school compound. The Bureau has thoroughly examined
the issue after wide consultations with all stakeholders and has reached the
conclusion that maintenance of discipline within the school compound should
be the concern of each and every member of the staff both teaching and nonteaching. Every member should participate actively to continuously maintain the
highest level of discipline at school. They should act proactively and collectively to
restore discipline immediately in any situation of unruliness and disorderliness.
Hours of Attendance
22.155 We maintain that the hours of attendance for the teaching profession and other staff
members should continue to be determined by the Responsible Officer of the Ministry.
Health Surveillance
22.156 Employees in IT grades of the Ministry of Education and Human Resources, Tertiary
Education and Scientific Research are required to work on a computer screen for
most of their time, which may be detrimental to their health. In this context, we deem
it imperative for the officers concerned to undergo health/medical check ups. We are
recommending accordingly.
Recommendation 32
22.157 We recommend that the Ministry of Education and Human Resources, Tertiary
Education & Scientific Research should make necessary arrangement with
Health Authorities, for its employees involved in the IT field to undergo a
medical surveillance, including regular health check ups.
~368~
Civil Service
02 000 106
Rs 122000
Permanent Secretary
06 000 102
Rs 110000
Chief Technical Officer (Education)
06 000 100
Rs 101000
Director
06 085 095
06 085 095
06 079 094
06 077 091
~369~
Civil Service
Salary Code
06 075 089
06 068 087
06 069 085
06 068 083
06 055 081
06 044 081
06 044 081
~370~
Civil Service
Salary Code
06 064 080
06 061 078
06 061 077
06 044 077
06 059 076
06 053 075
06 054 074
~371~
Civil Service
Salary Code
06 046 073
06 052 073
06 048 073
06 044 070
06 044 071
06 052 072
06 034 070
06 031 064
~372~
Civil Service
Salary Code
06 027 060
06 025 055
06 028 031
06 028 030
02 094 096
02 075 087
02 069 083
02 054 081
04 075 089
04 069 085
04 067 081
Civil Service
Salary Code
04 044 076
04 030 064
16 023 052
05 077 091
05 069 085
05 055 081
05 056 076
05 044 072
05 043 063
05 027 060
~374~
Civil Service
Salary Code
05 024 026
08 057 075
08 038 063
08 027 060
08 026 059
11 042 069
10 044 072
26 056 072
26 048 067
~375~
Civil Service
Salary Code
26 029 062
16 044 072
16 025 062
24 040 061
24 023 056
24 030 054
24 036 052
24 027 052
~376~
Civil Service
Salary Code
24 024 053
24 023 052
25 041 060
24 022 051
24 019 048
24 019 045
24 018 044
24 016 043
~377~
Civil Service
Salary Code
24 015 041
24 015 040
24 001 038
25 023 052
25 016 042
~378~
Civil Service
~379~
Civil Service
Salary Code
02 000 106
06 000 102
Rs110000
Chief Technical Officer
06 000 100
Rs 101000
Director
06 085 095
06 077 091
06 054 081
24 022 051
**********
~380~
Civil Service
23.
23.1
As a free health service provider to all citizens, the Ministry of Health and Quality of
Life (MOH and QL) plays a significant role in the Mauritian welfare state. The target
Health for all by the year 2000 having largely been achieved, the objective of the
Ministry now is to consolidate the process already initiated and to adopt an integrated
approach to Health Planning and Health Delivery.
23.2
23.3
23.4
Some of the new projects which are being implemented include the setting up of a
cancer centre and a vascular surgery unit, decentralisation of ophthalmology
services, new infrastructures to accommodate ENT services and upgrading of
existing health institutions. Other major projects which are in the pipeline are the
setting up of a second cardiac surgery unit, a new hospital for Health Region 3 at
Flacq and the implementation of the primary care physician project.
23.5
The MOH and QL has the overall responsibility for ensuring that quality and equitable
health services are available to the population. Its policy is to improve quality and
delivery of health care, reduce waiting time and keep up with latest medical
technologies, thus, promoting greater efficiency in its services.
23.6
The strategic objectives of the Ministry, inter-alia, aim at implementing evidencebased policies to ensure the provision of quality health care services; sustaining
universal access to primary health and hospital care services, including specialized
service, improving primary prevention and enhancing health promotion programmes
to reduce the incidence of non-communicable diseases (NCDs); reinforcing activities
to prevent vector borne and waterborne diseases, emerging and re-emerging
infectious diseases and illnesses associated with unsafe food and environmental and
occupational health factors; and scaling up HIV and AIDS programmes to reduce the
incidence of HIV infection; and to improve the quality of life of people living with HIV.
23.7
The high prevalence of the NCDs and their risk factors as evidenced by successive
NCD surveys and the consequent complications of the NCDs constitute a major
challenge. The MOH and QL is, therefore, placing considerable emphasis on
addressing non-communicable diseases, which include diabetes, cancers, chronic
respiratory diseases, heart diseases, cardiovascular accidents and mental
conditions.
~381~
Civil Service
23.8
23.9
The overall management of the Ministry rests upon the Senior Chief Executive and
the Director-General, Health Services. The Senior Chief Executive is assisted by two
Permanent Secretaries, six Deputy Permanent Secretaries and other officers of the
Administrative cadre. On the other hand, the Director-General, Health Services is
supported by five Directors, Health Services; the Director Nursing, the Director
Pharmaceutical Services, the Lead Health Analyst, the Chief Hospital Administrator,
the Chief Health Records Officer, the Chief Health Statistician and the Chief Sanitary
Engineer.
23.10
In the context of this review, various representations have been made on behalf of
incumbents in the health sector by different Staff Associations on an array of issues
and demands for higher pay, better conditions of work and timely promotions,
capacity building, among others. While we consider below those representations that
fall within our remit, we have referred to the MOH and QL those submissions that fall
to be considered by Management.
23.11
With a view to enabling the MOH and QL to meet the health needs of the citizens and
for continued enhanced service delivery, we are, in this Report, creating some
grades, restyling a few, harmonising the payment of allowances when providing
coverage at night in hospitals and health institutions, merging a few grades, restoring
parity wherever distortion has been made and making provision for career earnings
in cases of dead-end posts.
The Bureau has received many representations from different unions that vacancies
as well as grades created in the previous PRB Reports have not been filled. In the
last Report, we recommended that the MOH and QL should make the necessary
arrangements for the filling of vacancies/posts created within a reasonable time
frame. In this Report, special provision is being made to fill in vacancies to allow
organisations to be equipped with the right number of people. However, the key to
better service delivery in the health sector depends to a large extent, not only on the
strength of the organization but also upon the quality of human resources deployed
in this sector. It is our considered view that Management should, after the
publication of this Report, initiate action to carry out an HR Planning and Audit
Exercise to address the issue of filling of vacancies/posts. The Bureau is thus,
recommending accordingly.
~382~
Civil Service
Schemes of Service
23.13
In line with the general policy of delayering, a few grades have been merged with a
view to providing effective service delivery. Consequently, amendments should be
brought to the schemes of service.
Recommendation 1
23.14
Working conditions and activities have the potential to affect a workers health and
safety. In the context of this review exercise, repeated representations have been
received from many staff associations to the effect that officers of the health sector
should be provided with a conducive working environment which induces and
welcomes continuous change for greater efficiency and effectiveness. After careful
examination, the Bureau is recommending accordingly.
Recommendation 2
23.16
We recommend that the MOH and QL should make the necessary arrangement
to provide, to the extent possible, all officers of the health sector with a
conducive working environment.
Training Courses
23.17
The success of an organisation and its efficiency depends heavily on its employees
skills, abilities, knowledge and motivation to work. Also, rapid developments in the
health sector have brought in a need for new competencies among health personnel.
The Bureau believes that a structured approach to building the capacity of the
workforce will continue to positively impact and improve the services delivered to the
community. Thus, keeping in view that training is a critical component of human
resource development, the Bureau is making relevant provision to address the issue.
Recommendation 3
23.18
Digital Library
23.19
With the emergence of the knowledge society, the Bureau has received many
requests from various quarters for the payment of a book allowance. We have
carefully examined the issue in-depth and recognise that rapid advances in
information technologies have revolutionised access to information and knowledge,
where digital information is substituting print-based information. In this respect, we
~383~
Civil Service
are advocating for the Ministry to have recourse to digital or e-library for instant and
easier access to information, so as to keep abreast of new trending issues and
developments in the health sector.
23.20
The Bureau strongly believes that the Ministry should make full use of e-library as it
enables on-line access to international periodicals, books, research papers, studies,
journals, consultancy reports, data and statistical tools, among others. We also
acknowledge that acess to the digital library involves additional cost in terms of
subscription/membership fees. We are making appropriate recommendations to that
effect.
Recommendation 4
23.21
the setting up of a digital library for the Ministry, thereby enabling health
sector employees to have access to relevant information and databases;
and
(ii)
the MOH and QL to have access to both local and international e-libraries
as per its specific requirements.
MEDICAL GROUP
23.22
23.23
Being the technical arm and headed by the Director-General, Health Services, the
Medical Group comprises grades mainly from the following cadres: Medical and
Health Officer/Senior Medical and Health Officer (MHO/SMHO), Dental
Surgeon/Senior Dental Surgeon, Occupational Health Physician, Emergency
Physician, Community Physician, AIDS Physician. There are also officers in the
grades of Ayurvedic Medical Officer/Senior Ayurvedic Medical Officer, NCD
Coordinator, Registrar, Specialist/Senior Specialist, Consultant-in-Charge, Deputy
Director, Laboratory Services; Director, Laboratory Services; Director Clinical
Services and Director, Health Services.
~384~
Civil Service
23.24
In the last Report, the medical structure was strengthened with the setting up of the
Diabetes and Vascular Health Centre and creation of the relevant grades. A few
grades were restyled to better reflect the duties and responsibilities devolving upon
incumbents and some new allowances were introduced while the quantum of existing
ones were revised. We also recommended the introduction of a shift system for
Medical and Health Officer/Senior Medical and Health Officers (MHO/SMHOs).
23.25
In the context of this Report, many representations were made on behalf of staff
associations from the medical group which, among others, were the revision of the
quantum of the night duty allowance, the setting up of a Medical Service Commission,
providing all medical practitioners with laptops or smart phones, instituting the
Medical Board, providing training and professional indemnity insurance coverage for
the full range of treatment and procedures given to the patients by doctors in all
specialities. While we consider below those representations that fall within our remit,
we have referred to the MOH and QL those submissions that fall to to be looked into
by Management.
23.26
Consultant-in-charge
23.27
Endodontics is that specialized branch of dentistry which deals with the treatment of
damaged or diseased pulp in a tooth to allow it to remain functional. Since 2008,
following increasing public demand, endodontics clinics have been opening in almost
all the major public hospitals. Thus, for the day-to-day administration and smooth
running of all endodontics clinics, we are making the relevant position.
Recommendation 5
23.28
We recommend that the MOH and QL should make the necessary arrangements
for the recruitment of Consultant-in-Charge in the field of Endodontics.
Presently, Medical Officers who are required to work beyond their normal working
hours in order to provide round-the-clock service at the hospitals are paid coverage
allowances.
23.30
There have been continuous submissions from staff representatives that the present
arrangement to provide a 24-hour medical coverage in the hospitals is excessively
exhausting with long extended hours of work without established resting time or leave
for the medical practitioners. The long and strenuous hours of work is taxing on the
~385~
Civil Service
health of the Medical Officers and disturbing their social and family life. In view of the
above, representations have been made to review the present mode of compensation
for putting in additional hours.
23.31
The Bureau has examined the issue in depth and is of the view that where patients
need to be attended professionally, other arrangements should be made to ensure
continuity in the delivery of health care. With a view to enhancing service delivery,
ensuring an uninterrupted health service and on the basis of fairness and equity, we
are making the appropriate provision. However, we also consider essential that the
Ministry makes other arrangements to ensure that Medical Officers have a
reasonable period of working time weekly, based on the availability of medical
personnel for patient care and the need for a work-life balance. We are, in the same
spirit, advocating strongly for the implementation of the shift system for
officers of the medical group.
Recommendation 6
23.32
We recommend that:
(i) pending the implementation of a proper shift system, officers of the medical
group who are required to work beyond their normal working hours on
weekdays, weekends and public holidays should be compensated at the
normal hourly rate at the salary point reached in their respective salary
scale, for every additional hour put in;
(ii) whenever the Medical Officer has to move from one site of work to another
after normal working hours, he should be compensated at the normal
hourly rate at the salary point reached in the salary scale, inclusive of
travelling time, for every additional hour put in;
(iii) Consultants-in-Charge,
Specialist/Senior
Specialists
known
as
Consultants and Specialist/Senior Specialists in the fields of Obstetrics
and Gynaecology and Paediatrics who are required to perform night duty
should be compensated at the normal hourly rate at the salary point
reached in their respective salary scale for every additional hour worked.
This
recommendation
is
optional
for
Consultants-in-Charge,
Specialist/Senior Specialists known as Consultants and Specialist/Senior
Specialists who were already in service as at 30.06.08 either in a
substantive capacity or have been in an acting capacity for at least a year
and is mandatory for new entrants as from 01.01.13 to the grade of
Specialist/Senior Specialist;
(iv) the above recommendation may be extended to other fields, should the
need arise; and
~386~
Civil Service
The functions of a Duty Manager is to oversee the management and clinical activities
within the hospitals. Presently, the seniormost Medical and Health Officer/Senior
Medical and Health Officers, Medical Superintendents and Emergency Physicians
who assume the function of Duty Manager during a particular coverage after normal
working hours are paid an allowance. With a view to enhancing service delivery to
meet patients needs, we are reviewing the basis of its computation.
Recommendation 7
23.34
Recommendation 8
23.36
~387~
Civil Service
Specialist/
Senior
Specialist and
Specialist
(Dental
Services)
(Rs)
Specialist/ Senior
Specialist known
as Consultant
(Rs)
Consultantin-Charge
and
Director,
Emergency
Services
(Rs)
Weekday
1600 hours to 0900 hours the
following day
980
1035
1090
Saturday
1200 hours to Sunday 0900
hours
1450
1555
1635
Sunday/Public Holiday
0900 hours to 0900 hours the
following day
1450
1555
1635
On-Call
23.37
The Ministry of Health and Quality of Life has made representation that the
Consultant-in-Charge and the Specialist/Senior Specialist posted to the Hyperbaric
Medicine Unit, regularly accompany patients for one hour inside the decompression
chamber and are thus, subject to the same risk of trauma to ears, eyes, fire, explosion
and other illness related to working in such an environment. We have examined the
issue and we are making the relevant provision.
Recommendation 9
23.39
Given that ships and aircraft entering the port and airport have to comply with certain
Public Health Regulations, Regional Public Health Superintendents who are required
to provide coverage at port and airport to ensure such compliance are paid a monthly
allowance of Rs 2860. They are also required to attend to any health problems,
including treatment of malaria cases, etc and to visit patients in private hospitals. We
are maintaining the payment of this allowance.
~388~
Civil Service
Recommendation 10
23.41
In view of the increasing movement of passengers at the port and airport thus,
increasing the degree of risk to communicable diseases, and given that the services
of public health officers are usually required in the aftermath of natural disasters, the
2013 EOAC Report introduced the payment of on-call and in-attendance allowances.
Staff representatives have submitted that the quantum of the allowance should be
aligned with those payable to the Consultant-in-Charge. We have studied the request
and we are harmonising the mode of computation for the payment of such an
allowance, with a view to enhancing service delivery.
Recommendation 11
23.43
Period
Weekdays
1600 hours to 0900 hours the following day
Saturdays
1200 hours to Sunday 0900 hours
Sundays and Public Holidays:
0900 hours to 0900 hours the following day
23.44
1090
1635
1635
Recommendation 12
23.46
We recommend that a monthly allowance of Rs 2860 be paid to Consultants-inCharge responsible for specialised hospitals.
~389~
Civil Service
Doctors posted on a tour of service to Agalega are presently paid a monthly on-call
allowance of Rs 20860 and in-attendance allowance of Rs 420 per hour. We are
maintaining this arrangement.
Recommendation 13
23.48
Management has submitted that the retrieval of severely ill patients from Rodrigues
and Agalega is being undertaken by officers in the grades of Emergency Physician
and Senior Emergency Physician. Request has, therefore, been made for the
payment of an allowance to them for each transfer of patients from Rodrigues and
Agalega.
We have studied the representation and we are recommending
accordingly. However, we also recommend that MOH and QL considers the
advisability of providing insurance coverage to Emergency Physicians and
Senior Emergency Physicians going to Agalega for this purpose.
Recommendation 14
23.50
The Ayurvedic Unit is under the curative section of the MOH and QL. It envisions to
increase the availability and affordability of Ayurvedic services to the whole
population; promote therapeutically sound use of Ayurvedic medicine by providers
and consumers; and to focus on strengthening research methodology and quality,
quantity and accessibility of clinical evidence to support claim for Ayurvedic.
23.52
During consultative meeting, the staff side has requested for an appropriate structure
to maximize the potential that Ayurvedic Services offer for improved health status
over the island. They also pointed out that the most senior Ayurvedic Medical
Officer/Senior Ayurvedic Medical Officer has been entrusted with additional duties.
Following discussion with the MOH and QL and pending the proper re-structuring of
the Unit, we are making the relevant provision for enhanced service delivery.
Recommendation 15
23.53
~390~
Civil Service
Due to shortage of doctors, the Ministry of Health and Quality of Life has established
a bank scheme whereby the services of Medical Officers and Specialists from the
private sector and below the age of 70 are enlisted for employment on a sessional
basis.
23.55
Doctors under this bank scheme, operating at the level of Medical and Health
Officer/Senior Medical and Health Officer, are paid allowances per session of three
hours during weekdays, Sundays and public holidays. As the bank scheme has
proved to be effective, we are maintaining and revising the quantum of the
allowances.
23.56
Under this scheme, doctors who are officially required to attend Courts from their
place of posting are paid mileage allowances at approved rate. We are maintaining
this provision.
Recommendation 16
23.57
We recommend that:
(i)
(ii)
(iii)
Doctors working under the bank of Doctors Scheme and who are
officially required to attend Courts from their place of posting should be
paid mileage allowance at approved rates; and
(iv)
Recommendation 17
23.59
Civil Service
23.60
Recommendation 18
23.62
23.63
Recommendation 19
23.65
During consultations, union members made submissions that they should be provided
with smart phones in order to keep abreast of the latest development in medical field
using digital technology. The issue has been discussed with the Management and
they are agreeable. We are, thus, making the appropriate provision.
Recommendation 20
23.67
~392~
Civil Service
Recommendation 21
23.69
(ii)
Members of the Medical and Dental professions who are not allowed the privilege of
private practice are paid a Special Medical Service Allowance. We are maintaining
the payment of this allowance until the publication of the next overall Review of Pay
and Grading Structures and Conditions of Service in the Public Sector. This
allowance is being maintained to ensure continuity in the delivery of medical service
for the well being of patients and this is in line with governments policy to provide a
sustainable health service.
Recommendation 22
23.71
We recommend that, with effect from 01 January 2016 and up to the next overall
Review of Pay and Grading Structures and Conditions of Service, members of
the medical and dental professions who are not allowed the privilege of private
practice should continue to be eligible for the payment of a monthly Special
Medical Service Allowance as shown in table, hereunder:
Category
Special Medical
Service Allowance
% of monthly salary
10
15
~393~
Civil Service
Allowance for Officers of the Medical and Dental Professions in post as at 30 June 2008
who reckon at least 30 years of pensionable service.
Recommendation 23
23.72
At the Dr. Yves Cantin Community Hospital where catering facilities are not available,
doctors who work for 31 hours continuously, from 0900 hours to 1600 hours the
following day are being paid an all-inclusive allowance of Rs 330.
23.74
Regarding the services provided on the specified day and time below, the all-inclusive
allowance in lieu of meal is Rs 220:
(a)
(b)
(c)
from 0900 hours to 0900 hours the following day when the following day
happens to be a public holiday.
Recommendation 24
23.75
23.76
In respect of their services provided on the specified day and time below, the
all-inclusive allowance in lieu of meal is revised to Rs 260:
(a)
(b)
(c)
from 0900 hours to 0900 hours the following day when the following day
happens to be a public holiday.
~394~
Civil Service
At present, in view of their specific nature of duties, officers of the Medical and Dental
professions are granted rent free telephone and free calls. This provision is being
maintained.
Recommendation 25
23.78
Recommendation 26
23.80
(ii)
23.82
~395~
Civil Service
Recommendation 27
23.84
Special provision is made for Medical and Dental Specialists in terms of career
earnings and aligning their status with what obtains internationally. This is being
maintained.
Recommendation 28
23.86
Support Staff
23.87
In the 2013 PRB Report, we recommended that the MOH and QL considers the
advisability of making the necessary arrangements to provide some support services,
where deemed necessary, to the Specialist/Senior Specialists and other Clinical
Officers who would require such services.
23.88
In the context of this Report, various union members have repeatedly submitted that
officers of the medical group should be provided with support staff. We have
examined the submissions and we are re-iterating our recommendation made in the
last Report.
Recommendation 29
23.89
Leave Without Pay to Medical and Health Officers/Senior Medical and Health Officers
23.90
Management has proposed for the extension of leave without pay to doctors to
service Mdecins Sans Frontires (MSF), where they would provide medical support
to needy people in various situations, such as conflicts, poverty, disasters,
emergencies, etc. The Ministry views that servicing the MSF would prove to be
beneficial to the doctors and the country in terms of training opportunities,
international exposure and experience acquired in working in difficult conditions.
~396~
Civil Service
23.91
Whilst examining the proposal, the Bureau has taken into account the benefits to be
derived from such a scheme, which eventually would enhance service delivery and
the fact that there is no longer a dearth of doctors. In these circumstances, we are
agreeable to the proposal and making provisions to that effect.
Recommendation 30
23.92
Salary Code
02 000 108
09 000 107
Rs 140000
Director-General, Health Services
02 000 106
Rs 122000
Permanent Secretary
02 000 103
Rs 113000
Manager, Hospital Services
09 000 103
Rs 113000
Director, Health Services
09 000 102
Rs 110000
Director, Clinical Services
Director, Dental Services
Director, Diabetes and Vascular Services
formerly Executive Director
Director, Laboratory Services
Regional Health Director
~397~
Civil Service
Salary Code
09 000 100
09 000 099
Rs 98000
National HIV/AIDS Coordinator
09 096 098
09 085 098
09 083 098
09 085 096
09 085 095
~398~
Civil Service
Salary Code
09 074 094
09 071 089
09 070 089
PHARMACY DIVISION
23.93
The Pharmacy Division forms part of the Health Class and consists of officers in the
Pharmacist cadre providing professional services and those of the Pharmacy
Technician cadre giving technical support.
23.94
23.95
Being the technical arm of this group, the Pharmacy Technician cadre consists of
officers in the grades of Chief Pharmacy Technician, Principal Pharmacy Technician,
Pharmacy Stores Manager, Senior Pharmacy Technician and Pharmacy Technician.
Pharmacovigilance Unit
23.96
In the last Report, we recommended that the MOH and QL should make the
necessary arrangement for a Principal Pharmacist to head the Pharmacovigilance
Unit and that the scheme of service of the grade of Principal Pharmacist be enlarged
to include duties related to pharmacovigilance. We are maintaining the existing
provision.
~399~
Civil Service
Pharmacist/Senior Pharmacist
Recommendation 31
23.97
23.98
(b)
(c)
(b)
(c)
Both Union and Management have submitted that, as there is an increased workload
for Pharmacist/Senior Pharmacists at the hospitals and a high attendance of patients
after normal working hours, the services of Pharmacist/Senior Pharmacists are
required to provide patients with the required drugs and to give professional advice
to doctors on drugs to be dispensed. They also respond to any emergency situation
arising therein. Consequently, request for the payment of an allowance was made,
pending the implementation of a proper shift system. The Bureau has analysed the
issue and with a view to enhancing service delivery, we are making the relevant
provision.
Recommendation 32
23.100 We recommend that, pending the implementation of a proper shift system,
officers in the grade of Pharmacist/Senior Pharmacist who are required to work
beyond their normal working hours up to 2200 hours on weekdays and
Saturdays should be compensated at the normal hourly rate at the salary point
reached, for the additional hours put in.
23.101 We additionally recommend the payment of an On-Call Allowance of
Rs 395 to one Pharmacist/Senior Pharmacist of each hospital who is required
to be on-call on weekdays and Saturdays from 2200 hours to 0900 hours the
following day and Rs 860 for being on call on Sundays and public holidays from
0900 hours to 0900 hours the following day.
Pay Review 2016
~400~
Civil Service
23.102 We also recommend that, when attending duty while on call, the
Pharmacist/Senior Pharmacist should be paid an In-Attendance Allowance of
Rs 290 per hour, inclusive of travelling time.
Inspection of private pharmacies and clearance of parcels
23.103 In order to ensure compliance with the Pharmacy Act, officers of the Pharmacist cadre
visit and inspect private pharmacies. They are also required to attend daily the parcel
post office for inspecting and authorising the clearance of parcels to ensure
compliance with relevant provisions of the Pharmacy Act and the Dangerous Drugs
Act. Presently, they are being paid an allowance of Rs 475 for each visit.
23.104 Moreover, as there is need for monitoring and control of drugs and counterfeit drugs
entering the Mauritian territory, the MOH and QL has submitted that all parcels
containing pharmaceutical and related products are also being inspected by officers
of the Pharmacist cadre at the airport and the seaport. Consequently, Management
has requested that the payment of the allowance for inspection of private pharmacies
be extended for inspections at the airport and seaport as well. We are agreeable to
the submission/proposal of management and are recommending accordingly.
Recommendation 33
23.105 We recommend that an allowance of Rs 500 be paid to officers of the
Pharmacist cadre for each inspection carried out in private pharmacies, outside
office hours and which may involve submission of a report and/or legal
proceedings or for each visit carried out at the parcel post office, airport and
seaport.
Pre-Registration Allowance
23.106 Graduates in Pharmacy who are, presently, required to undergo one year preregistration training in a public or retail pharmacy in order to be registered with the
Pharmacy Board and to have the right to practice, are paid a monthly allowance of
Rs 21000. The quantum is being revised.
Recommendation 34
23.107 We recommend that graduates in Pharmacy who are required to undergo preregistration training in public hospital pharmacies be paid a monthly allowance
of Rs 23975.
23.108 We additionally recommend that graduates in Pharmacy undergoing
pre-registration training in public pharmacies should be refunded travelling
allowance by bus.
Pharmacy Technician Cadre
Diploma in Pharmacy Technician
23.109 In the last Report, we recommended that appointment to the grade of Pharmacy
Technician should, in future, be made by appointment of Trainee Pharmacy
~401~
Civil Service
~402~
Civil Service
Recommendation 36
23.117 We recommend the creation of the grade of Regional Pharmacy Technician
on the establishment of the Ministry of Health & Quality of Life.
Appointment thereto, should be made by promotion, on the basis of
experience and merit, of officers in the grade Principal Pharmacy
Technician reckoning at least three years service in a substantive capacity.
23.118 Incumbent would be required, among others, to coordinate the work for the
smooth running of the Pharmacy Services in the periphery of the five regional
hospitals and to provide administrative support to the Chief Pharmacy Technician.
Allowance to Pharmacy Technicians and Senior Pharmacy Technicians
23.119 Generally, Pharmacy Technicians and Senior Pharmacy Technicians are required to
work on shift to provide the pharmacy service on a 24-hour basis in the five main
hospitals as well as in the specialized ones. However, due to shortage of staff, the
shift system could not be implemented. Consequently, these officers are required to
put in additional hours of work and they are paid an In-Attendance Allowance. It has
been requested that the quantum of the allowances should be reviewed in a fair way
as the officers are not in-attendance but are mainly continuing their normal day duty.
The Bureau has analysed the request and, on the basis of fairness and equity, is
reviewing the mode of compensation.
Recommendation 37
23.120 We recommend that, pending the implementation of a proper shift system,
officers in the grades of Pharmacy Technician and Senior Pharmacy Technician
who are required to work beyond their normal working hours in order to provide
24-hour coverage during nights, weekends and public holidays should be
compensated at the normal hourly rate at the salary point reached in their
respective salary scale, subject to the top of the scale.
23.121 We further recommend that Pharmacy Technician and Senior Pharmacy
Technician who are required to work after normal working hours at the Area
Health Centres and Community Health Centres should continue to be
remunerated on the terms and conditions prevailing as at 31.12.15.
Bank Pharmacy Technician Scheme
23.122 At present, to cope with the heavy workload coupled with shortage of staff, retired
officers as well as officers of the Pharmacy Technician cadre who are allowed to work
under the Bank Pharmacy Technician Scheme are paid an allowance of Rs 700 per
day session of four hours and Rs 800 per night session of four hours. As this
arrangement has proved to be effective, the Bank Pharmacy Technician Scheme is
being maintained.
~403~
Civil Service
Recommendation 38
23.123 We recommend the payment of an allowance of Rs 735 per day session of four
hours and Rs 840 per night session of four hours to retired officers as well as
officers of the Pharmacy Technician cadre who are allowed to work under the
Bank Pharmacy Technician Scheme.
23.124 We additionally recommend that the payment of the allowances under the Bank
Pharmacy Technician Scheme should be on a pro-rata basis whenever the
officer is required to work for more than or less than the specified number of
hours.
Allowance to Senior Pharmacy Technicians
23.125 Staff representatives have reported that, in the absence of the Principal Pharmacy
Technician and Pharmacist/Senior Pharmacist after the normal working hours,
officers in the grade of Senior Pharmacy Technician are called upon to shoulder
higher responsibilities for which they are held accountable. The Bureau has analysed
the issue and we are making the relevant provision to that effect.
Recommendation 39
23.126 We recommend that the seniormost Senior Pharmacy Technician who is called
upon to take charge of the pharmacy and shoulder higher responsibilities after
normal working hours, in the absence of a Principal Pharmacy Technician and
Pharmacist/Senior Pharmacist, should be paid a monthly allowance equivalent
to one increment at the salary point reached in the salary scale, subject to the
top of the scale.
All inclusive allowance at Dr. Yves Cantin Community Hospital
23.127 During consultative meetings, it has been reported that officers of the Pharmacy
Technician cadre are required to resume duty at Dr. Yves Cantin Community Hospital
after a night duty. As catering facilities are not available there, request has been
made for the payment of an allowance in lieu of the meal to which we subscribe.
Recommendation 40
23.128 We recommend the payment of an all-inclusive daily allowance of
Rs 260 in lieu of meal to officers of the Pharmacy Technician cadre who, after
a night service, are required to attend Dr. Yves Cantin Community Hospital the
following day where they are not provided with meals and/or where such
facilities are not available.
Night Duty Allowance
23.129 Union Members have submitted that, although no proper shift system has been
implemented, they are providing 24-hour coverage in the public pharmacies.
Consequently, they have requested that they be paid the night duty allowance. We
have examined the issue and we are, exceptionally, making provision to that effect
given that the officers in this cadre are required to work beyond their normal working
hours in a pattern of shift.
Pay Review 2016
~404~
Civil Service
Recommendation 41
23.130 We recommend that officers of the Pharmacy Technician cadre who work on
night shift should, exceptionally, be paid a Night Duty Allowance equivalent to
25% of the normal rate per hour for the hours between 2300 hours and 0500
hours including up to a maximum of two hours lying-in period.
Shift Work
23.131 Officers in the grades of Pharmacy Technician and Senior Pharmacy Technician are
required to work on shift. This element has been taken into consideration in
arriving at the recommended salaries for the corresponding grades.
PHARMACY DIVISION
SALARY SCHEDULE
Salary Code
09 095 097
09 079 094
09 075 089
09 059 085
09 069 085
09 070 085
09 067 081
~405~
Civil Service
Salary Code
09 065 078
09 060 075
09 052 073
09 036 069
09 026 028
NURSING GROUP
23.132 Nursing is a profession within the health care sector which focuses on the care of
individuals, families and communities so that they may attain, maintain or recover
optimal health and quality of life. Nurses develop a plan of care, work in collaboration
with physicians, therapists, the patient, the patients family and other team members,
with prime objective of treating illness with a view to improving quality of life. In fact,
they are the front-liners of the health care delivery.
23.133 The Nursing Group comprises grades mainly from the following cadres: Nursing
Officer, Midwife, Public Health Nursing Officer, Nurse Educator and Specialised
Nurse. There are also other grades in this group which provide assistance and
auxiliary services.
Diploma in General Nursing
23.134 In the last Report, we recommended that appointment to the grade of Nursing Officer
should, in future, be made by appointment of Trainee Nurses formerly Student Nurses
who have successfully completed the National Diploma level 6 in Nursing. This is
being maintained.
~406~
Civil Service
23.135 We also made provision for a Qualification Bar (QB) in the salary scale of the
respective Nursing grade so that progression beyond the QB would be subject to
them possessing the National Diploma Level 6 in Nursing. The EOAC removed the
QB in the salary scale thus, allowing unqualified officers to progress beyond the QB
salary. Those officers who are qualified felt that their efforts and sacrifices have not
been compensated. On the other hand, allowing both qualified and non qualified
officers to draw the same salary scale is technically incorrect and might give rise to
justified claims for redress before the tribunal. For all these reasons, the Bureau is
reinserting the QB in the salary scales of the respective grade of Nursing Officer,
Charge Nurse (Male), Charge Nurse (Female), Nursing Officer (Psychiatric), Charge
Nurse (Psychiatric) (Male), Charge Nurse (Psychiatric) (Female), Specialised Nurse,
Podiatrist and Blood Bank Officer.
Recommendation 42
23.136 We recommend that, in future, progression beyond the QB in the respective
salary scale of Nursing Officer, Charge Nurse (Male), Charge Nurse (Female),
Nursing Officer (Psychiatric), Charge Nurse (Psychiatric) (Male), Charge Nurse
(Psychiatric) (Female), Specialised Nurse, Podiatrist and Blood Bank Officer
should be subject to obtention of the National Diploma Level 6 in Nursing.
23.137 We further recommend that officers in post as at 01.01.16 in the grades of
Nursing Officer, Charge Nurse (Male), Charge Nurse (Female), Nursing Officer
(Psychiatric), Charge Nurse (Psychiatric) (Male), Charge Nurse (Psychiatric)
(Female), Specialised Nurse, Podiatrist and Blood Bank Officer who have
already crossed the QB in their respective salary scale though not possessing
the Diploma be allowed to continue to move incrementally in their respective
salary scale, on a personal basis.
23.138 We also recommend that the MOH and QL should continue to make provision
for officers of the Nursing Officer cadre of the Ministry and of the Rodrigues
Regional Assembly to follow top up training programmes leading to a National
Diploma Level 6 in Nursing.
Public Health Nursing Officer
23.139 During consultations with the staff side of the Public Health Nursing Officer cadre,
request was made that the top-up training programmes leading to a National Diploma
Level 6 in Nursing be extended to them as well, given that they are recruited from
Nursing Officers. The Bureau has examined the submission and we are making the
appropriate recommendation.
Recommendation 43
23.140 We recommend that the Ministry of Health and Quality of Life should make the
necessary provision for officers of the Public Health Nursing Officer cadre to
follow top up training programmes leading to a National Diploma Level 6 in
Nursing.
~407~
Civil Service
23.141 We further recommend that progression beyond the QB in the salary scale of
the grade of Public Health Nursing Officer should be subject to obtention of the
National Diploma Level 6 in Nursing.
Midwife Educator
23.142 Presently, appointment to the grade of Midwife Educator is made by selection from
among candidates reckoning two years post registration experience as General
Nurse, three years as Midwife and possessing a Diploma in Nursing Education with
Midwifery. Since Nursing and Midwifery are two different fields, difficulties are being
encountered to have candidates possessing both qualifications. Proposals have,
therefore, been made to amend the qualification requirements of the grade such that
recruitment thereof would be easier.
23.143 The Bureau has duly examined the issue and is of the view that the mode of
appointment should be amended to ease recruitment. During consultations,
Management was apprised of the issue and the latter agreed to take remedial action.
We are, therefore, making provision to this end.
Recommendation 44
23.144 We recommend that the MOH and QL should review the qualification
requirements for appointment to the grade of Midwife Educator in order to ease
recruitment.
Nurse Mentor
23.145 In the last Report, we recommended that graduate Nurses be given the opportunity
to utilise their skills/competencies to provide clinical teaching and practice to Trainee
Nurses formerly Student Nurses as well as assuming team leadership roles in
different units of the Health Care Delivery System where the latter are posted. We
also recommended that these graduate Nurses should be designated as Nurse
Mentors and be granted an allowance equivalent to two increments at the point
reached in their respective salary scale.
We are maintaining these
recommendations in this Report.
Notional Time
23.146 Notional time is considered or deemed to be considered as effective working time.
Hence, we are maintaining the recommendation made to that effect.
Recommendation 45
23.147 We recommend that Charge Nurses or any other officers posted in the wards
and are involved in handing over should be compensated for handing over time
up to a maximum of 30 minutes (by time-off) when effective working hours and
notional time exceeds 40 hours weekly or a multiple of 40 hours, where the shift
covers a cycle.
~408~
Civil Service
Retention Allowance
23.148 To ease the retention problem of qualified Nursing Officers, the Bureau came up with
a series of recommendation in its 2003 PRB Report. In 2008, with the high attrition
rate of the nursing personnel, the High Powered Committee made several additional
recommendations.
23.149 We have, in this Report, reassessed the situation and consider that the measures
taken to ease the problem of retention should be maintained for some time and
reviewed for effective healthcare delivery.
23.150 Presently, a monthly retention allowance is paid to some officers of the Nursing group,
because there is a shortage of nursing staff. The payment of this retention allowance
has helped in curbing the emigration of the Nursing personnel.
23.151 We have observed that the market situation/condition has improved and there are
many qualified people who are available to work in the health sector. However, we
are maintaining the payment of Retention Allowance to eligible officers in post as at
31 December 2015 up to 31 December 2016.
Recommendation 46
23.152 We recommend that:
(i)
(ii)
an officer who leaves the service before reaching the age at which he may
retire without the approval of the appropriate Service Commission (Table
II at Chapter 15 of Volume 1) should refund the totality of the Retention
Allowance paid to him. However, an officer who retires from the service
on reaching the age at which he may retire without the approval of the
appropriate Service Commission or thereafter should refund only that part
of the retention allowance which he would have earned under this scheme
after reaching the age at which he may retire without the approval of the
appropriate Service Commission.
23.153 However, the above provision should not apply to officers retiring as per their
new compulsory retirement age or on medical ground.
~409~
Civil Service
23.154 All officers who are eligible for the payment of the Retention Allowance as from
01 January 2016 and have been granted same prior to the publication of this
Report should continue to draw the Retention Allowance up to 31 December
2016.
23.155 We are reiterating our recommendation that the authorities should consider the
advisability of training the maximum number of persons that the establishment
can allow for the Nursing profession until the next overall Review on Pay and
Grading Structures and Conditions of Service in the Public Sector, given the
demands for the profession both at home and abroad.
Night Duty Allowance
23.156 The Night Duty Allowance is actually being paid to officers in the Nursing Group who
effectively work on night shift. This arrangement is an incentive for concerned officers
and has proved to be beneficial to the service. It is, therefore, being maintained.
Recommendation 47
23.157 We recommend that officers in the Nursing Group who effectively work on night
shift should continue to be paid a Night Duty Allowance equivalent to 25% of
the normal rate per hour for the hours between 2300 hours to 0500 hours
including up to a maximum of two hours lying-in period.
23.158 We, however, recommend that the Night Duty Allowance be computed
exceptionally at the rate of 25% and on the basis of eight hours in respect of
the present night shift of 13 hours for officers in the Nursing Officer cadre
and officers in the grades of Health Care Assistant/Senior Health Care
Assistant (General) formerly Health Care Assistant (General), Senior Midwife,
Midwife and Trainee Midwife formerly Student Midwife.
Night Attendance Bonus
23.159 As an incentive to curb absenteeism at night, a monthly Night Attendance Bonus is
payable to some officers provided that they attend duty on all scheduled night shifts
during the month. This provision has been effective in encouraging work at night and
same is being maintained.
Recommendation 48
23.160 We recommend the payment of a monthly Night Attendance Bonus, until the
next overall Review on Pay and Grading Structures and Conditions of Service
in the Public Sector, to officers in the grades as mentioned below provided that
they attend duty on all scheduled night shifts during the month.
Grades
Trainee Nurse
formerly Student Nurse
~410~
Civil Service
Trainee Midwife
formerly Student Midwife
290
Nursing Officer:
Up to 10 years service
Over 10 years service
585
730
Charge Nurse:
Up to 5 years service
Over 5 years service
730
875
Nursing Supervisor
1100
Midwife:
Up to 10 years service
Over 10 years service
410
585
Senior Midwife:
Up to 10 years service
Over 10 years service
585
730
330
475
Civil Service
23.164 We additionally recommend that the allowances under the Bank Nurse Scheme
should be paid on a pro-rata basis whenever the officer is required to work for
more than or less than the specified number of hours.
Allowances to Nursing Officers posted in the Emergency Medical Services Units
(SAMU)
23.165 Nursing Officers posted to the Emergency Medical Services Units (SAMU) are paid
an allowance for shouldering additional duties. Besides this allowance, the
seniormost Nursing Officer is additionally paid an allowance for planning roster,
organising the work, controlling drugs, dressings, instruments and equipment and
ensuring maintenance thereof. This arrangement is being maintained.
Recommendation 50
23.166 We recommend the payment of a monthly allowance of Rs 775 to Nursing
Officers posted to SAMU for performing additional duties and Rs 960 to the
seniormost Nursing Officer for planning the work and making roster, being
responsible of and controlling drugs, dressings, instruments and equipment
and ensuring maintenance of equipment and instruments.
Allowances for performing duties of ECG Technician
23.167 ECG Technicians provide electrocardiogram services to patients during normal
working hours only. Emergency cases outside normal working hours at the
Emergency Department, ICU, Cardiac Wards and SAMU are attended by Charge
Nurses and Nursing Officers. The 2013 EOAC Report extended this service against
payment of allowances to Charge Nurses, Nursing Officers and Health Care
Attendant/Senior Health Care Attendants formerly Health Care Assistants (General)
posted to Area Health Centres and Community Health Centres. As ECG services will
continue to be provided to patients after normal working hours in hospitals and within
normal working hours in Area Health Centres/Community Health Centres/Mediclinics,
we are maintaining the existing arrangement.
Recommendation 51
23.168 We recommend the payment of an allowance of Rs 145 per night/Sunday/public
holiday and Rs 75 for Saturday from 1200 hours to 1800 hours to Charge Nurses
and Nursing Officers posted to the Accident and Emergency Department, ICU,
Cardiac Wards and SAMU who are required to perform the duties of ECG
Technician at nights, on Saturdays, Sundays and public holidays.
23.169 We also recommend the payment of an allowance of Rs 145 per
day/Sunday/public holiday and Rs 50 per night to Charge Nurses, Nursing
Officers and Health Care Attendant/Senior Health Care Attendants (General)
formerly Health Care Assistants (General) posted to the Area Health
Centres/Community Health Centres/Medi clinics who are required to perform
the duties of ECG Technician during the day, at night, on Sundays and public
holidays.
Pay Review 2016
~412~
Civil Service
~413~
Civil Service
Allowance to Trainee Nurses formerly Student Nurses and Trainee Midwives formerly
Student Midwives who are working on shift
23.176 Trainee Nurses formerly Student Nurses and Trainee Midwives formerly Student
Midwives are paid a monthly allowance of Rs 750 whenever they are scheduled to
work on shift along with the Night Duty Allowance. Since this incentive has proved to
be effective, we are maintaining this provision with a revised rate.
Recommendation 55
23.177 We recommend that Trainee Nurses formerly Student Nurses and Trainee
Midwives formerly Student Midwives who are scheduled to work on shift, i.e. at
night, on Saturday afternoons, Sundays and public holidays be paid a monthly
allowance of Rs 780. They should also continue to be paid the Night Duty
Allowance as recommended at paragraph 23.158.
Travelling Allowance for Trainee Nurse formerly Student Nurse
23.178 During consultations with stakeholders in the context of this Report, staff
representatives have submitted that many Trainee Nurses formerly Student Nurses
have to wait for several months before they are paid their travelling allowances and
this long overdue late payment is demotivating them. Following discussion with the
Management, the Bureau was informed that refund of travelling by bus is computed
on a monthly basis. We have examined the issue and are proposing a better
arrangement.
Recommendation 56
23.179 We recommend that, to the extent possible, the Ministry of Health and Quality
of Life effects the payment of the travelling allowance to Trainee Nurses
formerly Student Nurses, at the earliest.
Trainee Midwife formerly Student Midwife
23.180 Presently, Trainee Midwives formerly Student Midwives are enlisted from among
candidates possessing the Cambridge School Certificate with credit in five subjects
including at least a pass in either Human Biology or Human and Social Biology or
Chemistry or Physics. Upon successful completion of their training, they are awarded
a certificate and are appointed to the grade of Midwife.
23.181 Representatives of trade Unions have requested for the upgrading of the prescribed
entry qualification requirement and have proposed that the MOH and QL should
introduce a training course leading to a Diploma in Midwifery and Obstetrical Nursing
which would enhance service delivery in this vital field. We concur with the proposal
of the Union and are recommending, accordingly.
Recommendation 57
23.182 We recommend that the Ministry of Health and Quality of Life considers the
advisability of introducing a training course leading to a Diploma in Midwifery
and Obstetrical Nursing for Trainee Midwife formerly Student Midwife.
Pay Review 2016
~414~
Civil Service
duties
in
respect
of
dead
body
23.183 During the absence of the Hospital Administrative Assistant and the Executive Officer
(Health Services), i.e. before 0900 hours and after 1600 hours at the mortuary, the
administrative duties in connection with dead bodies received/delivered are carried
out by the Nursing staff.
23.184 Union members have submitted that these duties should be performed by the
Administrative Assistant and Executive Officer (Health Services).
Following
discussion with the Management, the Bureau was informed that this issue will be
tackled administratively. However, pending the administrative arrangement, we are
maintaining the payment of this allowance.
Recommendation 58
23.185 We recommend the continued payment of an allowance of Rs 100 to the
Nursing Staff for performing administrative duties in respect of each dead body
received/delivered before 0900 hours and after 1600 hours at the Mortuary in
the absence of the Hospital Administrative Assistant and the Executive Officer
(Health Services). The payment of this allowance should lapse once the
administrative arrangement has been made.
Allowance to Nursing/Midwife Staff posted to Agalega Islands
23.186 Presently, a monthly allowance of Rs 5000 is paid to Male Nursing Officers, Female
Nursing Officers qualified in Midwifery, Charge Nurses (Female), Senior Midwives
and officers of the Nursing Group who are qualified in Midwifery for providing roundthe-clock coverage and for working over and above their normal working hours. This
arrangement is being maintained and the quantum of the allowance is being revised
as well.
Recommendation 59
23.187 We recommend that a monthly allowance of Rs 5250 be paid to Male Nursing
Officers, Female Nursing Officers possessing Midwifery Certificates, Charge
Nurses (Female), Senior Midwives and officers of the Nursing Group who are
qualified in Midwifery posted to Agalega Islands for providing a 24-hour
coverage and effectively working over and above their normal working hours.
Allowance to Nursing Officers and Charge Nurses at the Renal Dialysis Unit
23.188 To cope with the increase in the number of patients requiring dialysis treatment,
Nursing Staff are required to put in additional hours of work from 1700 hours to 2100
hours against payment of allowances. In the 2013 EOAC Report, On-Call and InAttendance Allowances were introduced. Given that up to now, the Unit is not fully
operational to provide dialysis services within normal working hours, we are
maintaining the present arrangement and revising the quantum.
~415~
Civil Service
Recommendation 60
23.189 We recommend that Charge Nurses, Nursing Officers and Health Care
Assistant/Senior Health Care Assistant (General) formerly Health Care
Assistant (General) who are required to put in additional hours of work at the
Renal Dialysis Unit be paid allowance as hereunder:
Extra hours of work
(Rs)
Health Care
Assistant/Senior Health
Care Assistant
(General) formerly
Health Care Assistant
(General)
(Rs)
185
130
630
435
~416~
Civil Service
Recommendation 61
23.195 We recommend that officers in the grades of Nursing Officer (Psychiatric),
Charge Nurse (Psychiatric) (Male), Charge Nurse (Psychiatric) (Female), Ward
Manager (Psychiatric) (Male), and Ward Manager (Psychiatric) (Female) who
possess the Diploma in Mental Health Nursing should be granted one
increment at the point reached in their salary scale subject to the maximum
salary of the respective grade.
Occupational Therapy Assistant
Physiotherapy Assistant
23.196 During consultations, the staff side has reported that due to limited promotion
prospects for officers at the lowest level of the cadre, many experienced officers are
stagnating on the top salaries for years and this is causing a lot of frustration and
demotivation, thus leading to an impediment to service delivery.
23.197 An analysis of the schemes of service of the first two levels has revealed quite a lot
of overlapping of duties between the two grades. However, it has also been noted
that there exists an element of supervision in the duties performed by the next level
of officers.
23.198 Given that, in this Report, the Bureau is emphasizing on enhanced service delivery,
a new mechanism has been devised to address the issue and we are recommending
accordingly, so that the experience of the officers be gainfully and judiciously utilised
by the organization.
Recommendation 62
23.199 We recommend that officers in the grades of Occupational Therapy Assistant
and Physiotherapy Assistant:
(a) who have drawn their top salary for a year should be allowed to proceed
incrementally in the salary scale of Senior Occupational Therapy Assistant
and Senior Physiotherapy Assistant respectively, up to salary point of
Rs 33425 provided:
(i)
(ii)
(b) should in addition to their normal duties, be required to perform the duties
and assume the responsibilities devolving upon the grades of Senior
Occupational Therapy Assistant and Senior Physiotherapy Assistant
respectively, once they have been allowed to move incrementally in the
higher salary scale.
~417~
Civil Service
23.200 We further recommend that this should not preclude Occupational Therapy
Assistants and Physiotherapy Assistants from being promoted to the
respective grades of Senior Occupational Therapy Assistant and Senior
Physiotherapy Assistant before they have reached the top of their respective
salary scale or on vacancy arising in the latter grades.
Bank Scheme for Health Care Assistant/Senior Health Care Assistant (General)
formerly Health Care Assistant (General)
23.201 Under the Bank Scheme, Health Care Assistant/Senior Health Care Assistant
(General) formerly Health Care Assistant (General) are employed on a sessional
basis of four hours on weekdays, Sundays and public holidays in order to ensure
efficient health service delivery. As this arrangement has proved to be effective, this
provision is being maintained with a revised quantum.
Recommendation 63
23.202 We recommend the payment of an all-inclusive allowance of Rs 505 per day
session of four hours and Rs 580 per night session of four hours to Health Care
Attendant/Senior Health Care Attendants (General) formerly Health Care
Assistants (General) who work on sessions in Government Health Institutions.
23.203 We additionally recommend that the allowance under the Bank Scheme should
be paid on a pro-rata basis whenever the officer is required to work for more
than or less than the specified number of hours.
Special Duty Allowance to Health Care Assistant/Senior Health Care Assistant
(General) formerly Health Care Assistant (General) posted to the AIDS Unit
23.204 Health Care Assistant/Senior Health Care Assistant (General) formerly Health Care
Assistant (General) posted to the AIDS Unit to carry out Needle Exchange
Programme are paid a monthly Special Duty Allowance equivalent to one increment
at the initial of the salary scale, pending the filling of the grade of Specialised Health
Care Assistant. This provision is being maintained.
Recommendation 64
23.205 We recommend that Health Care Assistant/Senior Health Care Assistant
(General) formerly Health Care Assistant (General) posted to the AIDS Unit to
carry out Needle Exchange Programme should continue to be paid a monthly
Special Duty Allowance equivalent to one increment at the initial of the salary
scale. The payment of this allowance should lapse with the filling of the
vacancies in the grade of Specialised Health Care Assistant.
Risk Allowance
23.206 Officers in certain grades who work in close and constant contact with mental
patients, TB patients and drug addicts are paid a risk allowance equivalent to one
and a half increments at the initial of their respective salary scale. There have been
representations from many union members for the extension of the payment of risk
Pay Review 2016
~418~
Civil Service
allowance to officers in other grades in the health sector as they are also exposed to
such situations. The Bureau has studied the issue and has come to the conclusion
that the Ministry should conduct a risk assessment exercise as per provision made in
Chapter on Risk, Insurance and Compensation of Volume 1 of this Report to
determine the degree of risk to which incumbents are exposed while performing these
duties. However, we are maintaining the present payment of allowances to those
already eligible.
Recommendation 65
23.207 We recommend the continued payment of a risk allowance equivalent to one
and a half increments at the initial of their salary scale to officers, listed below,
working in close and constant contact with mental patients, TB patients and
drug addicts:
(i)
(ii)
(iii)
(iv)
(v)
(vi)
(vii) Officers of the Nursing Officer and Midwifery cadres posted to the prenatal, labour and post-natal wards.
~419~
Civil Service
Shift/Staggered
23.208 Incumbents in the grades listed below are required to work either on shift or at
staggered hours. This element has been taken into consideration in arriving at
the recommended salaries for the corresponding grades.
Shift
Health Care Assistant
(Haemodialysis)
Health Care Assistant/Senior Health
Care Assistant (General) formerly
Health Care Assistant (General)
Midwife
Senior Midwife
Nursing Officer
Nursing Officer (Psychiatric)
Charge Nurse (Male)
Charge Nurse (Female)
Charge Nurse (Psychiatric) (Male)
Charge Nurse (Psychiatric) (Female)
Nursing Supervisor (Male)
Nursing Supervisor (Female)
Permanencier/Senior Permanencier
Staggered
Blood Bank Assistant/Senior Blood Bank
Assistant formerly Blood Bank Assistant
Blood Bank Officer
~420~
Civil Service
23.212 We further recommend that, with effect from 01 January 2016 and up to the next
Overall Review of Pay and Grading Structures and Conditions of Service in the
Public Sector, officers of the Nursing Officer cadre be allowed to accumulate
their casual leave not taken and such leave should be refunded annually at the
rate of 1/66 of their last monthly salary per day in the corresponding year.
23.213 We, however, recommend that officers of the Nursing Officer cadre should
continue to be refunded all unutilised accumulated casual leaves as at 31.12.15
at the rate of 1/30 of the last monthly salary per day at the time of retirement.
Compensation for work on Public Holidays falling on Night Shift
Recommendation 67
23.214 We recommend that the handing over period of time up to a maximum of
30 minutes should continue to be considered as effective working hours for the
purpose of determining any compensation or grant of days off.
NURSING GROUP
SALARY SCHEDULE
Salary Code
09 092 094
09 077 092
09 073 089
09 069 085
09 063 079
~421~
Civil Service
Salary Code
09 058 075
09 052 073
09 037 069
09 026 028
09 077 092
09 072 087
09 067 084
09 062 077
09 067 084
09 062 077
~422~
Civil Service
Salary Code
09 057 075
09 050 073
09 058 076
09 028 062
09 057 075
09 054 073
09 047 069
09 045 066
09 033 064
09 026 028
~423~
Civil Service
Salary Code
09 058 075
09 052 073
09 037 069
09 058 075
09 052 073
09 052 073
09 063 079
09 040 065
09 056 073
~424~
Civil Service
Salary Code
09 042 069
09 027 064
09 050 068
09 040 065
09 028 064
09 040 065
09 026 060
09 052 073
~425~
Civil Service
the creation of the grade of Senior Medical Imaging Assistant (on shift) on
the establishment of the MOH and QL. Appointment thereto, should be
made by selection from among officers in the grade of Medical Imaging
Assistant (on shift) reckoning at least five years service in a substantive
capacity in the grade;
~426~
Civil Service
(ii)
(iii) that the scheme of service of the grade of Principal Medical Imaging
Assistant be amended such that, in future, appointment be made by
selection from among officers in the grades of Senior Medical Imaging
Assistant (on shift) who reckon at least four years service in a substantive
capacity in the grade and Senior Medical Imaging Assistant who reckon
at least four years service in a substantive capacity in the grade or an
aggregate of four years service in a substantive capacity in the grades of
Senior Medical Imaging Assistant (on shift) and Senior Medical Imaging
Assistant.
Allowance to Medical Imaging Assistant (Personal) and Medical Imaging Assistant
(on shift)
23.220 Given that a proper shift system has not been implemented for officers of the Medical
Imaging Assistant cadre, the latter are paid the In-Attendance Allowance for working
beyond normal hours. In the context of this Report, union members have submitted
that the quantum of the allowances should be reviewed to reflect the efforts put in by
them after normal working hours. After a careful analysis, the Bureau is reviewing
the mode of compensation, in line with the policy of harmonisation of allowances for
work after normal working hours.
Recommendation 70
23.221 We recommend that officers in the grades of Medical Imaging Assistant
(Personal) and Medical Imaging Assistant (on shift) who are required to work
beyond normal working hours on weekdays, Saturdays, Sundays and public
holidays should be compensated at the normal hourly rate at the salary point
reached in the respective salary scale for the additional hours put in.
23.222 We further recommend that the payment of this allowance should lapse with
the implementation of a proper shift system in this cadre.
Senior Linen Health Officer formerly Senior Linen Officer
Linen Health Officer formerly Linen Officer
23.223 During submissions, the staff side has represented that due to very meagre promotion
prospects for officers at the lowest level of the cadre, many experienced officers are
stagnating on the top salary for several years and enduring a lot of frustration and
demotivation which is impeding service delivery.
~427~
Civil Service
23.224 An analysis of the schemes of service of the first two levels has revealed quite a lot
of overlapping duties between the two grades. However, it has also been noted that
there exists an element of supervision in the duties performed by the next level
officers.
23.225 Given that the Bureau is emphasising on service delivery in this Report, a new
mechanism has been devised to address the issue and we are recommending
accordingly, so that the experience acquired by the officers be gainfully and
judiciously utilised by the organisation. We are also restyling the grade to a more
appropriate job appellation, commensurate with the nature of duties performed.
Recommendation 71
23.226 We recommend that the grades of Linen Officer be restyled to Linen Health
Officer and that of Senior Linen Officer to Senior Linen Health Officer.
23.227 We further recommend that officers in the grade of Linen Health Officer
formerly Linen Officer:
(a) who have drawn their top salary for a year should be allowed to proceed
incrementally in the salary scale of Senior Linen Health Officer formerly
Senior Linen Officer up to the salary point of Rs 29400 provided:
(i)
(ii)
(b) should, in addition to their normal duties, be required to perform the duties
and assume the responsibilities devolving upon the grade of Senior Linen
Health Officer formerly Senior Linen Officer once they have been allowed
to move incrementally in the higher salary scale.
23.228 We also recommend that this arrangement should not preclude Linen Health
Officers formerly Linen Officers from being promoted to the grade of Senior
Linen Health Officer formerly Senior Linen Officer before they have reached the
top of their salary scale or on vacancy arising in the latter grade.
~428~
Civil Service
Civil Service
Shift/Roster/Staggered
23.233 Below is a list of officers who are required to work either on shift, roster or staggered
hours. This element has been taken into consideration in arriving at the
recommended salaries for the corresponding grades.
Shift
Roster
Staggered
Medical Imaging
Officer
Psychiatry Rehabilitation
Community Health
and Welfare
Development Motivator
Grade)
Officer/Senior Psychiatry
Community Health
Rehabilitation and
Rehabilitation Officer
Motivator (Community
formerly Psychiatry
Health)
Rehabilitation and
Welfare Officer
Rehabilitation Officer
Psychiatry Rehabilitation
formerly Supervisor,
and Welfare
Community Health
Officer/Senior Psychiatry
Rehabilitation Officer
Rehabilitation and
Welfare Officer (Female)
formerly Psychiatry
Rehabilitation and
Welfare Officer
Senior Dental Assistant
(Roster day and night)
MEDICAL AUXILIARIES GROUP
SALARY SCHEDULE
Salary Code
09 051 069
09 045 064
~430~
Civil Service
Salary Code
09 043 062
09 028 062
09 026 060
09 050 067
09 038 063
09 027 060
09 049 066
09 029 063
09 050 068
09 043 065
Civil Service
Salary Code
09 040 062
09 025 060
09 024 058
09 049 064
09 035 060
09 019 056
09 035 060
09 022 056
09 040 067
~432~
Civil Service
Salary Code
09 049 064
09 035 060
09 019 056
09 035 060
09 019 056
Civil Service
23.237 It is observed that the Ministry of Health and Quality of Life has already embarked on
an E-Health Project which will be completed in the near future. For the transition from
a manual system to a fully automated system to be effective and the impending future
e-health environment, the records department will need to shift from a paper based
medical record keeping to the automated management of health information. To
enable this, officers in the Health Records Clerk cadre would require adequate
knowledge in anatomy and physiology, pathological tests, radiological examination,
medical terminology, understanding of diseases, information technology and basic
statistical knowledge.
23.238 Considering the vision of the Ministry coupled with the main theme of this Report
which is geared towards the provision for an enhanced service delivery to meet
citizens needs and non-citizens needs as well as other stakeholders demands, we
are reviewing the structure of the Health Records Department. We are providing a
few new grades, while at the same time, bringing corrective measures to address
strong representations made by the Unions of the Health Records Clerk cadre
pertaining to the difficulties encountered by the present merger of the grades of
Health Record Clerk and Higher Health Records Clerk.
Health Records Technician (New Grade)
23.239 With the implementation of the E-Health Project in the near future, there would be a
need to prepare for a shift in the manual keeping of records to managing a proper ehealth information system in respect of data on patients, diseases, attendances at
service department and related statistics. We are, therefore, providing for a new
grade of Health Records Technician who would be dedicated wholly to clinical coding
and statistical recording.
Recommendation 74
23.240 We recommend the creation of a grade of Health Records Technician on the
establishment of the Ministry of Health and Quality of Life. Appointment,
thereto, should be made by selection from among Senior Health Records
Clerks possessing a Certificate in Health Information Management and Clinical
Coding from the Mauritius Institute of Health.
23.241 Incumbent would be responsible to the Chief Health Records Officer or any other
officer designated by him for the surveillance of diseases, provision of health service
activity returns and carrying out clinical coding, among others, through the collection
of accurate daily ward statements and patient files from wards; collection and
compilation of data from data providers; and validation of data by establishing sound
working relationships with data providers. He would further be responsible for the
assignment of appropriate codes to diseases, operations, procedures and encounters
with health services according to coding manuals in place; marking of patient files
with the appropriate clinical codes; updating and maintenance of computer files and
keeping back ups on electronic data; and keeping and maintenance of a Master
Computerised Disease Register and other patient-related databases.
~434~
Civil Service
(ii)
(iii) the schemes of service be re-amended to segregate the duties and level
of responsibilities that would henceforth be devolving upon incumbents
in the grades of Health Records Clerk and Higher Health Records Clerk,
respectively;
~435~
Civil Service
(iv) with the creation of the grade of Supervisor, Operation Support Services
who would assume the overall responsibility for making transport
arrangements for patients, the schemes of service for the Health Records
Clerk cadre be amended to waive the duties relating to filling of log books
and making transport arrangements for patients. However, pending the
filling of the post of Supervisor, Operation Support Services, the present
arrangement should be maintained.
(v)
officers in the grades of Health Records Clerk and Higher Health Records
Clerk formerly Health Records Clerk/Higher Health Records Clerk in post
as at 01.01.2016 who have already moved in the salary scale of the higher
post by virtue of the merger be exceptionally allowed to draw their
converted salary point in the Master Salary Scale.
09 065 080
~436~
Civil Service
Salary Code
09 051 073
09 048 071
09 048 070
09 046 067
09 044 065
09 030 063
~437~
Civil Service
~438~
Civil Service
Period
Weekdays
1600 hours to 2200 hours
1000
1800
Saturdays
1200 hours to 2200 hours
1600
1800
1000
1000
1800
23.258 We are, in this Report, reviewing the mode of computation of this coverage allowance.
Recommendation 78
23.259 We recommend that, pending the implementation of a proper shift system,
officers in the Medical Laboratory Technologist cadre, who are effectively
required to work beyond their normal working week in order to provide a
24-hour service during nights, weekends and public holidays should be
compensated at the normal hourly rate at the salary point reached in their
respective salary scales, for every additional hour put in.
Bank Medical Laboratory scheme
23.260 The Ministry of Health and Quality of Life runs a bank scheme for Medical Laboratory
Technologists, to palliate for short term absences of officers and also to cater for the
increase in work load in the Medical Laboratories. At present, retired officers of the
Medical Laboratory Technologist cadre as well as qualified persons from outside the
service, who are employed on a sessional basis to provide assistance to the officers
of the Medical Laboratory Technologist cadre in Government Health Institutions, are
paid an allowance of Rs 750 per day session of four hours and Rs 850 per night
session of four hours. As this bank scheme will continue we are maintaining same.
~439~
Civil Service
Recommendation 79
23.261 We recommend that retired officers of the Medical Laboratory Technologist
cadre as well as qualified persons from outside the service who are employed
on a sessional basis to give assistance to officers of the Medical Laboratory
Technologist cadre in Government Health Institutions, should continue to be
paid an allowance of Rs 750 for day session of four hours and Rs 850 for night
session of four hours.
23.262 We further recommend that the allowances under the bank scheme should be
paid on pro-rata basis whenever the officer is required to work beyond or less
than the specified number of hours.
Emergency Service in Microbiology
Bacteriology/Malaria (Sundays and Public Holidays)
23.263 At present, Medical Laboratory Technologist/Senior Medical Laboratory Technologist
who attend work at the Microbiology Section, over and above their normal working
week, on Sundays and public holidays from 0900 hours to noon are paid an allowance
of Rs 400. We are maintaining the payment of the existing allowance.
Recommendation 80
23.264 We recommend that Medical Laboratory Technologist/Senior Medical
Laboratory Technologists who are required to attend work at the Microbiology
Section, over and above their normal working week on Sundays and public
holidays from 0900 hours to noon should continue to be paid an allowance of
Rs 400.
Should the officer be required to work beyond noon, these allowances should
continue to be paid on pro-rata basis.
Blood Donor Service
Blood Transfusion/Virology (Sundays and Public Holidays)
23.265 Medical Laboratory Technologist/Senior Medical Laboratory Technologist who are
required to attend the Blood Transfusion/Virology Section on Sundays and public
holidays from 0900 hours to noon, over and above their normal working week, are
presently paid an allowance of Rs 400. The present arrangement is being
maintained.
Recommendation 81
23.266 We recommend that the allowances payable to Medical Laboratory
Technologist/Senior Medical Laboratory Technologists for attending work at
the Blood Transfusion/Virology Section over and above their normal working
week, on Sundays and public holidays from 0900 hours to noon, be maintained
at Rs 400.
~440~
Civil Service
Civil Service
23.275 In the context of the previous review exercise, the MOH&QL had apprised the Bureau
that it was in the process of running a training programme leading to a Diploma in
Radiotherapy and Radiography for Student Radiation Therapist and Student Medical
Imaging Technologist. For all other officers of the Radiation Therapist and the
Medical Imaging Technologist cadres, top up training programmes leading to a
Diploma in Radiotherapy and Radiography were to be mounted. In view of the
foregoing, we provided for a Qualification Bar (QB) in the respective salary scales, as
appropriate, progression beyond which is subject to obtention of the Diploma
qualifications. We are maintaining the existing provision.
Recommendation 84
23.276 We again recommend that progression beyond the QB in the respective salary
scales for the grades as mentioned, hereunder:
Radiation Therapist
Senior Radiation Therapist
Medical Imaging Technologist and
Senior Medical Imaging Technologist
should be subject to the obtention of the Diploma in Radiotherapy or the
Diploma in Radiography.
23.277 We further maintain that the Ministry of Health and Quality of Life should make
the necessary arrangements for the enlistment of Student Medical Imaging
Technologists, Student Radiation Therapists as well as other officers of the
Medical Imaging Technologist and Radiation Therapist cadres of the Ministry
and the Rodrigues Regional Assembly to follow top up training programmes
leading to a Diploma in Radiography and Radiotherapy.
Risk Allowance to officers of the Radiation Therapist cadre
23.278 Officers of the Radiation Therapist cadre are presently paid a risk allowance
equivalent to one and a half increments at the initial of their respective salary scales
for working in a high energy radiation risk area. We recommend that the existing
provision be maintained.
Bank Radiation Therapist
23.279 Retired officers previously in the grade of Radiation Therapists recruited under the
Bank Scheme of Radiation Therapist are paid an all-inclusive allowance of Rs 610
per day session of three hours and Rs 710 per night session of three hours.
Recommendation 85
23.280 We recommend that retired officers in the grade of Radiation Therapists
recruited under the Bank Scheme of Radiation Therapist be paid an allinclusive allowance of Rs 610 per day session of three hours and Rs 710 per
night session of three hours.
~442~
Civil Service
Period
"In-Attendance" Allowance
Medical Imaging
Technologist
Rs
Weekdays
1600 hours to 2200 hours
2200 hours to 0900 hours the
following day
Saturdays
1200 hours to 2200 hours
2200 hours to 0900 hours the
following day
Sundays and Public Holidays
0900 hours to 1600 hours
1600 hours to 2200 hours
2200 hours to 0900 hours the
following day
Senior Medical
Imaging
Technologist
Rs
580
1050
930
1700
970
1050
1500
1700
580
580
1050
930
930
1700
We are in this Report, reviewing the mode of computation of this coverage allowance.
Recommendation 86
23.282 We recommend that, pending the implementation of proper shift system,
officers in the Medical Imaging Technologist cadre, who are effectively required
to work beyond their normal working week in order to provide 24 hour service
during nights, weekends and public holidays should be compensated at the
normal hourly rate at the salary point reached in their respective salary scales,
for every additional hour put in.
Risk Allowance to Medical Imaging Technologist posted at Chest Clinic
23.283 At present, Medical Imaging Technologists and Senior Medical Imaging Technologist
who are posted at the Chest Clinic and Poudre Dor Hospital are paid a risk allowance
equivalent to one and a half increments (1) at the initial of their respective salary
scales as they work in close contact with mental patients, T. B. Patients and drug
addicts. We are maintaining the present provision.
~443~
Civil Service
Recommendation 87
23.284 We recommend that Medical Imaging Technologists and Senior Medical
Imaging Technologist who are posted at the Chest Clinic and Poudre Dor
Hospital should continue to be paid a risk allowance equivalent to one and half
increments (1) at the initial of their respective salary scales as they work in
close contact with mental patients, TB patients and drug addicts.
X-Ray of Dead Bodies
23.285 At present officers of the Medical Imaging Technologist cadre who are required to
carry out X-Ray examinations of dead bodies which are quite often, in a fairly
advanced state of decomposition are paid an allowance of Rs 245 per case. We are
maintaining the payment of this allowance.
Recommendation 88
23.286 We recommend that the allowance paid to officers of the Medical Imaging
Technologist cadre for carrying out X-Ray examinations of dead bodies which
are in a state of advanced decomposition should continue to be Rs 245 per
case.
Radiation Protection Duties
23.287 Senior Medical Imaging Technologists who are required to perform radiation
protection duties where no Principal Medical Imaging Technologist is posted, are paid
a monthly allowance of Rs 820. We are maintaining this allowance.
Recommendation 89
23.288 We recommend that the monthly allowance paid to Senior Medical Imaging
Technologist who are required to perform radiation protection duties where no
Principal Medical Imaging Technologist is posted should continue to be Rs 820
monthly.
Bank Medical Imaging Technologist
23.289 To palliate for short term absences of officers in the Medical Imaging Technologist
cadre and also to cater for an increase in work load, the Ministry of Health and Quality
of Life runs a Bank Scheme whereby retired officers of the Medical Imaging
Technologist cadre are made to serve on a sessional basis for which, they are
presently paid an all-inclusive allowance of Rs 610 per day session of three hours
and Rs 710 per night session of three hours. We are maintaining the existing
arrangement.
Recommendation 90
23.290 We recommend that retired officers of the Medical Imaging Technologist cadre
who are employed to serve on a sessional basis under the Bank Scheme be
paid an all-inclusive allowance of Rs 610 per day session of three hours and Rs
710 per night session of three hours.
Pay Review 2016
~444~
Civil Service
23.291 We further recommend that the allowances under the bank scheme should be
paid on a pro-rata basis whenever the officer is required to work beyond or less
than the specified number of hours.
Dr Yves Cantin Community Hospital
23.292 At present, officers of the Medical Imaging Technologist cadre who after a night
service at the main hospital have to attend duty the following day at Dr Yves Cantin
Community Hospital, are paid a daily meal allowance of Rs 225, as they are not
provided with meals and no such facilities are available. The present arrangement is
maintained.
Recommendation 91
23.293 We recommend that, Medical Imaging Technologists who, after a night service,
have to attend to Dr Yves Cantin Community Hospital the following day, where
they are not provided with meals and/or where such facilities are not available,
should continue to be paid a daily meal allowance of Rs 260.
Compensation for additional duties
23.294 With the evolution of technology, officers of the Medical Imaging Technologist cadre
are now required to operate high tech sophisticated equipment for CT Scan, Magnetic
Resonance Imaging (MRI), Mammography, and Angiography.
23.295 These extra duties and responsibilities require much dexterity and involve additional
skills and competencies, the moreso that such duties are considered to be a deviation
from the traditional X Rays System to a much more sophisticated digital screening of
patients.
23.296 In view of the above, officers of the Medical Imaging Technologist cadre have
requested for an additional compensation since the duties of operating such
equipment were not previously included in their respective schemes of service and
for which no compensation has been granted to incumbents in post. The Ministry of
Health and Quality of Life is agreeable to the proposal. We are recommending
accordingly.
Recommendation 92
23.297 We recommend that officers of the Medical Imaging Technologist cadre be
granted one additional increment upon conversion, to be read from the master
salary scale, subject to the top salary scale of the respective grades.
Nuclear Medicine Department
Allowance for work beyond normal working hours
23.298 At present, Nuclear Medicine Technologist are paid an all-inclusive allowance of
Rs 560 per case for attending to emergencies during nights, weekends and public
holidays. They are also entitled to the payment of an additional allowance at the
hourly rate of Rs 155 for putting in additional hours of work as a result of treatment
~445~
Civil Service
started during the normal hours but completed beyond scheduled departure time. We
are maintaining the existing provision.
Recommendation 93
23.299 We recommend that Nuclear Medicine Technologists be paid an all inclusive
allowance of Rs 560 per case for attending to emergencies during nights,
weekends and public holidays. However, payment for additional hours of work
put in as a result of treatment started during the normal hours but completed
beyond scheduled departure time should be at the hourly rate of Rs 155
Movement in salary scale
23.300 During consultative meetings, officers of the Nuclear Medicine Technologist cadre
apprised the Bureau that the grade of Senior Nuclear Medicine Technologist was
created in the 2008 PRB Report. However, the post has up to now not been filled in
view of the fact that the scheme of service for the grade has not been prescribed.
This situation has created much frustration among the officers in the cadre who have
expressed a legitimate aspiration for promotion to a higher level. Keeping this in view,
we are making other provision to address the issue.
Recommendation 94
23.301 We recommend that officers in the grade of Nuclear Medicine Technologist who
have drawn the top salary recommended for the grade for a year, be allowed to
move incrementally in the salary scale of the Senior Nuclear Medicine
Technologist up to salary point Rs 53200 provided:
(i) they have been consistently efficient and effective in their performance
during the preceeding year; and
(ii) have not been adversely reported upon on ground of conduct.
23.302 We also recommend that incumbents should, in addition to their normal duties,
be required to perform the duties and assume the responsibilities of the grade
of Senior Nuclear Medicine Technologist, once they have been allowed to move
incrementally in the higher salary scale.
23.303 We further recommend that this should not preclude the Nuclear Medicine
Technologist from being promoted to the grade of Senior Nuclear Medicine
Technologist before having reached the top of the salary scale or on vacancy
arising in the latter grade.
~446~
Civil Service
Civil Service
Orthopaedic Technician
23.312 At present, appointment to the grade of Orthopaedic Technician is made from among
holders of the Brevet de Technicien Suprieur in Orthopaedic appliances or the
Diplome Universitaire Suprieur de Technologie (DUST) from a recognised
institution.
23.313 The Ministry of Health and Quality of Life has apprised the Bureau that, as there is
no qualified candidate available on the local market, the Ministry has decided to post
Nursing Officers at the Orthopaedic Workshop for on-the-job training and
subsequently, follow a training course in Prosthesis and Orthesis either locally or
abroad before they are appointed Orthopaedic Technician. Approval of the Public
Service Commission has, therefore, been sought for the nomination and posting of
Nursing Officers to the Orthopaedic Appliances Workshop whereby incumbent would
undergo on-the-job training followed by a Diploma Course in Prosthesis and
Orthesis.
23.314 In view of the above, the MOH and QL has proposed that, in future, appointment to
the grade of Orthopaedic Technician should be made from among Nursing Officers
possessing a pass in two science subjects at Cambridge Higher School Certificate
and reckoning at least three years service in a substantive capacity in the grade. We
are recommending, accordingly.
Orthopaedic Technician (Podo-Orthosis) (New Grade)
23.315 We recommend the creation of the grade of Orthopaedic Technician (PodoOrthosis) on the establishment of the Ministry of Health and Quality of Life.
Appointment thereto, should be made from among officers in the grade of
Nursing Officer possessing a pass in two Science subjects at the Cambridge
Higher School Certificate or a GCE A level and reckoning three years service
in a substantive capacity in the grade.
23.316 Incumbents would, among others, be required to form part of the clinical team and
advise in the designing of insoles, orthopaedic shoes and foot prostheses; examine
patients who are in need of special insoles, orthopaedic shoes and foot prostheses;
supervise the Assistant Orthopaedic Technicians; evaluate the insoles, orthopaedic
shoes and foot prostheses for use and advise accordingly; follow up the usage of
insoles, orthopaedic shoes and foot prostheses and adjust accordingly; and conduct
practical courses for colleagues, professionals and other community groups
interested in the insoles, orthopaedic shoes and foot prostheses techniques.
Assistant Orthopaedic Technician (Podo-Orthosis) (New Grade)
23.317 We also recommend the creation of the grade of Assistant Orthopaedic
Technician (Podo-Orthosis) on the establishment of the Ministry of Health and
Quality of Life. Appointment thereto, should be made from among Trainee
Assistant Orthopaedic Technician (Podo-Orthosis) who have successfully
completed their training or by selection from among candidates possessing:
~448~
Civil Service
(a)
Civil Service
Physiotherapist
Senior Occupational
Therapist
Senior Physiotherapist
Chief Occupational
Therapist
Chief Physiotherapist
23.324 The 2013 PRB Report provided for a merger, and restyled the grades in the above
cadres as follows: Occupational Therapist/ Senior Occupational Therapist;
Physiotherapist/ Senior Physiotherapist; and Speech Therapist and Audiologist/
Senior Speech Therapist and Audiologist.
23.325 During consultative meetings in the context of the present review exercise, the
representatives of the above cadres apprised the Bureau that the merging of the
grades is presently causing much frustration and demotivation to senior officers,
resulting in lack of supervision, monitoring and control of work, thereby affecting
service delivery.
23.326 In view of the above, the Bureau has been requested to bring corrective measures
which would ensure an enhanced and effective service delivery in patients care. We
have thoroughly analysed the issue and are providing remedial actions.
Recommendation 96
23.327 We recommend that senior officers in the grades of Occupational Therapist/
Senior Occupational Therapist, Physiotherapist/ Senior Physiotherapist, and
Speech Therapist and Audiologist/Senior Speech Therapist and Audiologist in
post as at 31 December 2015, should continue to assume the team leadership
role and to supervise the professionals in their respective disciplines. These
officers should be paid an allowance equivalent to two increments at the point
reached in their respective salary scales.
~450~
Civil Service
Civil Service
09 075 089
09 068 085
09 055 083
09 059 085
09 070 085
09 064 081
09 064 079
~452~
Civil Service
Salary Code
09 058 076
09 042 071
09 026 028
09 065 081
09 044 076
09 032 063
09 028 031
09 065 080
09 058 076
Civil Service
Salary Code
09 069 085
09 044 076
09 062 079
09 054 073
09 050 069
09 030 063
09 040 065
09 028 030
~454~
Civil Service
Salary Code
09 046 069
09 032 065
09 029 062
09 024 026
General Recommendation
Payment of Overtime to Workers on Shift/Roster on officially declared cyclone days
23.334 For working on officially declared cyclone days and from the time cyclone warning
class III or IV is removed up to the time the next scheduled officers take over, workers
on shift or roster who are eligible for overtime are compensated at twice hourly rate.
Recommendation 98
23.335 We recommend that workers on shift or roster, eligible for overtime, who
continue to work after a cyclone warning class III or IV is removed and until
they are relieved, should be paid overtime at twice the hourly rate.
~455~
Civil Service
(ii)
Hours of Attendance
Recommendation 100
23.339 We recommend that:
(i) the normal hours of attendance at work in force as at
31 December 2015 for incumbents required to provide 24-hour coverage in
the Health Sector, whether shift or non-shift, should be maintained; and
(ii) the Responsible Officer of the Ministry of Health and Quality of Life should
continue to determine the hours of attendance of work of its employees to
meet the operational needs of the organisation.
~456~
Civil Service
~457~
Civil Service
~458~
Civil Service
~459~
Civil Service
We have,
BIOCHEMISTRY DEPARTMENT
23.365 The Biochemistry Department is mainly responsible for the technical and scientific
management of clinical biochemistry services which is rapidly expanding and is an
important area of medicine. Such services are provided in all regional and peripheral
hospitals and equally in Rodrigues.
23.366 The Department is managed by the Head, Biochemistry Services who is assisted in
her duties by officers in the Clinical Scientist (Biochemistry) cadre.
23.367 During consultations, Management and Staff Associations have made proposals to
upgrade the qualification requirements of the grade of Clinical Scientist/Senior
Clinical Scientist (Biochemistry) from a degree to a postgraduate level, creation of an
additional level of Deputy Head, Biochemistry services and creation of additional
posts at principal professional level. Management has equally requested for the
creation of the grade of Clinical Scientist /Senior Clinical Scientist in other
laboratories.
23.368 We have taken into account the proposals made and are of the view that based on
the duties performed by officers in the grade of Clinical Scientist /Senior Clinical
Scientist (Biochemistry), the requirement of a Masters Degree is not warranted. In
addition, any amendment to the qualification requirements may debar potential
external candidates to join the grade and lead to recruitment problems. Furthermore,
creation of a level of Deputy Head is not appropriate at this stage given the present
staff size at lower levels.
23.369 We are, therefore, while maintaining the present structure, revisiting the scheme of
service of the grades of Clinical Scientist /Senior Clinical Scientist (Biochemistry) and
Clinical Scientist /Senior Clinical Scientist (Virology) and reviewing the salary scales
of certain professional grades.
Principal Clinical Scientist (Biochemistry)
23.370 Management and Staff Associations have requested for an increase in the
establishment size of the grade of Principal Clinical Scientist (Biochemistry) in view
of coping with the increasing workload and to allow the incumbent to undertake more
research work in the field of Biochemistry.
~460~
Civil Service
23.371 The Bureau wishes to highlight that issues regarding establishment size would
best be considered and addressed through the Human Resource Planning
exercise which every organisation would be mandatorily required to carry out.
Clinical Scientist /Senior Clinical Scientist (Biochemistry)
Clinical Scientist /Senior Clinical Scientist (Virology)
23.372 At present, the grade of Clinical Scientist /Senior Clinical Scientist exists in the
Biochemistry Department and Virology Unit. Management has requested for the
grade to be created in other laboratories such as Anatomic, Pathology, Microbiology
and Haematology and Blood Transfusion Service in view of the restructuring and
modernisation of the Central Health Laboratory and new demands of the health
system.
23.373 We have examined the request and consider that it would be more appropriate to
amend the scheme of service of the grade of Clinical Scientist /Senior Clinical
Scientist with a view to including the duties to be performed in the different
laboratories in lieu of creating a dedicated grade in each laboratory. We are,
therefore, making an appropriate recommendation to that end.
Recommendation 104
23.374 We recommend that Management should consider the advisability of amending
the scheme of service of the grades of Clinical Scientist /Senior Clinical
Scientist (Biochemistry) and Clinical Scientist /Senior Clinical Scientist
(Virology) under a generic grade of Clinical Scientist /Senior Clinical Scientist
and make provision for the inclusion of other laboratories.
23.375 We further recommend that consequential amendments be brought to the
scheme of service of the grades of Principal Clinical Scientist (Biochemistry)
and Principal Clinical Scientist (Virology).
Review of Salary Scales
23.376 The Bureau is reviewing the salary scale of the grades of Clinical Scientist/Senior
Clinical Scientist (Biochemistry), Clinical Scientist /Senior Clinical Scientist (Virology),
Principal Clinical Scientist (Biochemistry) and Principal Clinical Scientist (Virology)
based on the level of duties performed by incumbents.
VECTOR BIOLOGY AND CONTROL DIVISION
23.377 The Vector Biology and Control Division is mainly responsible for undertaking studies
on the biology and control of insect vectors of diseases, other arthropod-borne
diseases and other vectors of medical importance in relation to diseases like malaria,
chikengunya, dengue, among others. The Head, Vector Biology and Control Division
is responsible to oversee the proper functioning of the division and is assisted by
officers of the three-level Vector Biology and Control Laboratory Technician cadre
and Scientific Officers.
~461~
Civil Service
23.378 For this Report, representations made by the Union consisted, among others, in a
restyling of the grade of Head, Vector Biology and Control Division and upgrading of
the qualification requirements of the entry grade of the technical cadre and those of
the grade of Scientific Officer.
23.379 After duly examining the representations, we consider that the existing appellation of
the grade of Head, Vector Biology and Control Division is appropriate. As regards
the request for an upgrading of the qualification requirements of the grade of Scientific
Officer, we feel that same is not justified as it may cause recruitement problems and
debar potential candidates to apply for the post. However, we are providing for
enhanced career earnings to incumbents and restyling the grade in consonance with
the level of duties performed.
23.380 Concerning the request for an uplift of the qualification requirements of the grade of
Vector Biology and Control Laboratory Technician, we consider that same may not
be warranted at this stage. However, we are providing for some form of
compensation to officers of the cadre who possess a Diploma in the relevant field, on
account of their additional knowledge and skills as well as contribution to the Division.
Recommendation 105
23.381 We recommend that:
(i)
(ii)
(c)
Clinical Psychologist
23.382 At present, Clinical Psychologists possessing a specialised post graduate Degree in
Clinical Psychology or its equivalent together with specialisation in the field of applied
Clinical Psychology are allowed to move beyond their top salary subject to satisfying
certain conditions. We are maintaining this provision.
~462~
Civil Service
Recommendation 106
23.383 We recommend that Clinical Psychologists possessing a specialised post
graduate Degree in Clinical Psychology or its equivalent together with
specialisation in the field of applied Clinical Psychology should continue to
move incrementally in the Master Salary Scale up to the salary point Rs 70450
provided they:
(i) have drawn the top salary for a year;
(ii) have been efficient and effective in their performance during the preceding
year; and
(iii) are not under report.
Nutritionist Cadre
23.384 The Nutritionist cadre comprises the grades of Chief Nutritionist, Principal Nutritionist
and Nutritionist. For this Report, requests have been made, among others, for the
creation of a directorate structure, enhanced travelling benefits and an upgrading of
salaries.
23.385 The Bureau has duly examined the proposals and views that at this stage, a
directorate structure would not be appropriate owing to the span of activities in this
field. Hence, the existing structure is adequate to enable the organisation to achieve
its objectives. As regards enhanced travelling benefits, general recommendations
are made in that respect. On the other hand, we are providing for an upgrading of
the salary scale of the grade of Nutritionist based on the level of duties being
performed by incumbents. In the same vein, we are restyling the grade to a more
appropriate appellation.
Recommendation 107
23.386 We recommend that the grade of Nutritionist be restyled Nutritionist/Senior
Nutritionist.
Hospital Physicist
23.387 Hospital Physicists have requested, among others, for the payment of a risk
allowance as well as an on-call allowance, creation of a supervisory level and an
upgrading of their salary.
23.388 The Bureau wishes to highlight that with respect to the grant of an on-call allowance,
additional information was requested but same has not been submitted. In such
circumstances, we could not consider the request. However, the officers may still
make their case administratively. Concerning the creation of a supervisory level,
same is considered as inappropriate given the scope of activities at the unit and staff
strength.
~463~
Civil Service
23.389 As regards the payment of a risk allowance, Hospital Physicists have informed that
they face higher than normal risks during the performance of their duties as they have
to manipulate radioactive substances and operate in an environment where radiation
is used. Given that the Bureau is not in a position to determine the degree of risk
being faced by incumbents, we are providing for a mechanism to address this issue.
23.390 In addition, we are reviewing the salary scale of the grade in line with the level of
duties performed by incumbents and in the same breath, restyling the grade to a more
appropriate job appellation.
Recommendation 108
23.391 We recommend that:
(i)
(ii)
~464~
Civil Service
The Bureau feels that the provision of appropriate training would contribute in bringing
an enhanced service delivery. In this perspective, we are making an appropriate
recommendation to that end.
Recommendation 109
23.396 We recommend that Management in consultation with the Ministry of Civil
Service and Administrative Reforms, should make necessary arrangements for
the mounting of appropriate training courses for officers in the Pathological
Laboratory Assistant cadre.
~465~
Civil Service
23.402 After examining the representations, we are maintaining the organisation structure
which is adequate to enable the unit meet its objectives. However, to better equip
the Health Inspectorate in its endeavour to provide continual service to the public, we
are extending the On-Call Allowance and Attendance Allowance for the issue of
cremation on Sundays and Public Holidays. We are also providing enhanced salary
gradings for the grades in the cadres and revising the existing allowances to
reward/compensate their efforts and contributions while servicing the community at
national level.
On Call Allowance/Issue of Cremation Permit
23.403 Health Offices operate from 0845 hours to 1600 hours during week-days and up to
noon on Saturdays, Sundays and Public Holidays. Public Health and Food Safety
Inspectors posted at regional offices stay on call on Saturdays from noon to 1700
hours to deliver cremation permits and are paid an on-call allowance of Rs 220 per
day and an attendance allowance of Rs 415 for the issue of cremation permit and for
travelling.
23.404 Management and staff side have submitted that the services of the officers are also
solicited on Sundays and Public Holidays from noon and above for the issue of
cremation permit. A request has, therefore, been made to extend this service on
Sundays and Public Holidays from noon to 1700 hours. We are recommending
accordingly.
Recommendation 110
23.405 We recommend that officers in the grade of Public Health and Food Safety
Inspectors providing a service for the issue of cremation permit on Saturdays,
Sundays and Public Holidays from noon to 1700 hours be paid the respective
allowances as hereunder:
Grade
On-Call Allowance on
Saturdays, Sundays and
Public Holidays from
noon to 1700 hours
Rs 240
Rs 450
23.406 At present Public Health and Food Safety Inspectors are on duty on Sundays and
Public Holidays as from 0900 hours to noon as per an established working
programme, against the grant of time off during the week. We are maintaining the
present arrangement.
~466~
Civil Service
(ii)
240
195
135
~467~
Civil Service
~468~
Civil Service
Monthly Commuted
Allowance
(Rs)
In-Attendance Allowance
(inclusive of travelling time per
hour)
(Rs)
Principal
Health
Engineering Officer
1435
290
Senior
Health
Engineering Officer
1260
260
Health Engineering
Officer
1040
210
~469~
Civil Service
Training
23.425 The staff side has requested that proper training arrangement should be made for
officers in specific fields, among others, sanitation, water treatment technologies,
noise and odour management, pollution control and techniques, sustainable
development, green technologies, solid and hazardous waste management.
Recommendation 115
23.426 We recommend that Management should make necessary arrangement to
provide officers with the appropriate training in specific fields, so as to equip
them with the latest development and technologies to deliver effectively.
Sanitary Engineering Cadre
23.427 Joint submissions were received from the staff side and Management for the Sanitary
Engineering cadre. The common requests were for restyling of a few grades, creation
of an additional level in the cadre, book allowance and subscription fee to registered
bodies. After analysing the requests, the current structure is considered adequate
and is being maintained. However, for this Report, the Bureau is harmonising
appellations in Engineering cadres of all Ministries. Hence, we are restyling grades
in the Sanitary Engineering cadre accordingly.
Recommendation 116
23.428 We recommend that the following grades be restyled as shown below:
Grade
Restyled to
~470~
Civil Service
Grade
SPRA
% of monthly salary
10
12.5
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter
15 of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground
23.431 All officers in the Engineering fields who are eligible for the payment of the
Special Professional Retention Allowance as from 01 January 2016 and have
been granted same prior to the publication of this Report should continue to
draw the Special Professional Retention Allowance up to 31 December 2016.
Gatekeeper (Health)
23.432 Gatekeepers (Health) have averred that, in addition to their normal schedule of work,
they have since the last few years been entrusted with additional duties such as
planning and making transport arrangement for the conveyance of patients, staff,
specimen and methadone, among others. They have further stated that the fleet of
vehicles under their control has increased considerably and that their work has
become even more complex, particularly when they are required to set priorities as
to which trip the ambulance or other transport should attend to. The veracity of their
averment has been ascertained during the site visit the Bureau has carried out at a
hospital of its choice.
~471~
Civil Service
Change in Appellation
23.433 As spelt out above, a major part of the duties of Gatekeepers (Health) now relate to
transport arrangement. This has prompted the Staff Side to request for a more
appropriate job appellation as they view the present one to be a misnomer. We have
carefully examined the recently written Job Descriptions and on the basis of the site
visit as well, we are supportive of their views. There is indeed a need for the grade
to be restyled to a job title which better reflects the nature of duties performed. We
are recommending accordingly.
Recommendation 118
23.434 We recommend that the grade of Gatekeeper (Health) be restyled Transport
Services Facilitator (Shift).
Allowance for Transport Arrangement
23.435 We have also been given to understand that the Ministry of Health and Quality of Life
is envisaging filling a post to look after all these duties together with other transport
related duties. Pending such time that these posts are filled, we are making provision
for the Transport Services Facilitators (Shift) formerly Gatekeepers (Health) to be
compensated for the additional duties they perform.
Recommendation 119
23.436 We recommend that a monthly adhoc allowance equivalent to one increment at
the point reached in the salary scale be paid to Transport Services Facilitators
(Shift) formerly Gatekeepers (Health) for planning and making transport
arrangement until such time that a dedicated grade takes over these duties.
Allowances to Transport Services Facilitator formerly Gatekeepers (Health) posted at
Poudre DOr Hospital
23.437 Transport Services Facilitators formerly Gatekeepers (Health) posted at Poudre DOr
Hospital are at present entitled to a monthly allowance of Rs 330 for attending to
phone calls in the absence of the Telephonist. We are maintaining the present
arrangement and revising the quantum of this allowance.
Recommendation 120
23.438 We recommend that the ad hoc allowance payable to Transport Services
Facilitators formerly Gatekeepers (Health) posted at Poudre DOr Hospital for
attending to phone calls in the absence of the Telephonist be revised to Rs 355
a month.
23.439 Numerous representations have been received from Transport Services Facilitators
formerly Gatekeepers (Health) for the risk allowance, presently payable to officers in
certain grades of the health sector and to employees of the workmens group who
work in close and constant contact with mental patients, T.B Patients and drug
addicts, to be extended to them. They contend that, as front line service providers,
they also deal with these types of patients.
Pay Review 2016
~472~
Civil Service
23.440 In examining the above representation we have taken note that the Poudre DOr
Hospital, which is a specialized hospital for the treatment of T.B and Chest Patients,
is a highly contagious area in view of the nature of illness of the patients. Besides
working in such an environment, these officers are also required to take possession
of specimen collected from patients and to hand over same to the Driver of
Van/Ambulance who is responsible to convey same to the Medical Laboratory. These
Transport Services Facilitators formerly Gatekeepers (Health) also claim that they are
exposed to relatively higher risks than their colleagues in other hospitals. We are,
accordingly, making recommendation for a Risk Assessment Exercise to be carried
out with a view to determining the extent of risk that these officers are exposed to.
Recommendation 121
23.441 We recommend that a Risk Assessment Exercise should be carried out so as
to determine whether Transport Services Facilitators formerly Gatekeepers
(Health) posted at the Poudre DOr Hospital are exposed to risks which are
greater than those their fellow colleagues of other hospitals are exposed to.
The findings of the exercise should then be submitted to the Bureau through
the MCSAR for subsequent action.
SALARY SCHEDULE
Salary Code
02 054 081
02 055 081
19 095 097
19 075 089
19 056 085
~473~
Civil Service
Salary Code
19 056 083
19 085 095
19 055 085
19 085 095
19 075 089
19 055 085
19 079 094
19 075 089
19 055 085
~474~
Civil Service
Salary Code
19 077 091
19 055 085
19 065 085
19 059 085
19 056 072
19 050 067
19 029 062
01 075 095
01 058 085
~475~
Civil Service
Salary Code
19 067 081
19 061 076
19 044 072
19 028 031
19 050 067
19 030 062
19 030 066
18 075 090
18 072 087
18 068 083
~476~
Civil Service
Salary Code
18 062 080
18 090 092
18 068 083
18 061 078
18 054 074
18 044 071
11 077 091
11 075 090
11 075 089
11 070 085
11 069 085
~477~
Civil Service
Salary Code
11 054 081
11 062 081
11 056 072
11 057 073
11 040 069
11 061 077
11 056 072
11 048 067
11 030 060
~478~
Civil Service
Salary Code
11 041 066
11 040 065
10 069 085
10 065 081
10 058 074
10 035 070
10 069 085
10 060 081
10 044 072
22 065 085
~479~
Civil Service
Salary Code
22 053 055
22 058 072
22 047 069
22 030 062
22 024 057
20 075 089
20 069 085
20 054 081
DEMOGRAPHIC/EVALUATION UNIT
20 075 089
~480~
Civil Service
Salary Code
20 054 081
20 058 073
20 050 069
20 038 063
26 000 100
Rs 101000
Director, Environmental Health Engineering Unit
formerly Chief Sanitary Engineer
26 075 089
26 059 085
11 067 088
11 059 085
~481~
Civil Service
Salary Code
26 054 081
26 046 076
26 032 065
23 025 060
08 032 059
08 022 056
25 049 063
25 041 060
25 025 054
~482~
Civil Service
Salary Code
25 024 053
25 023 052
25 019 045
25 016 042
24 040 061
24 023 056
~483~
Civil Service
Salary Code
24 030 055
24 030 054
24 025 054
24 026 053
24 023 053
24 031 053
24 027 051
24 027 056
24 023 052
~484~
Civil Service
Salary Code
24 023 051
24 022 051
24 024 050
24 023 049
24 022 047
24 018 047
24 020 046
24 019 045
~485~
Civil Service
Salary Code
24 018 044
24 017 043
24 016 043
24 015 041
24 015 040
24 001 038
**********
~486~
Civil Service
24.
24.1
The Ministry of Local Government has under its aegis the Local Government Division,
the Mauritius Fire and Rescue Service, the Statutory Bodies Family Protection Fund
and 12 Local Authorities which comprise one Municipal City Council, four Municipal
Councils, and seven District Councils together with some 130 village councils.
24.2
The Ministry envisions to achieve inclusive local democracy and local development,
reach the highest standard of cleanliness and sanitation through sustainable solid
and hazardous waste management throughout the island and make the country a
safe place to live in, work and visit at all time.
24.3
The aims of the Ministry, amongst others, are the enforcement of good governance
in the Local Authorities through the establishment of a dedicated good governance
monitoring mechanism; the provision of an enabling work environment and a proper
legal framework to improve service delivery and effectiveness of Local Authorities;
and the improvement of response time for fire emergencies along with enhancement
of rescue and fire fighting capabilities.
24.4
ICT Coordinator
24.5
The Bureau has been apprised that the Ministry has embarked on the E-Governance
Project for the Local Authorities, involving the computerization of key operations of
the Local Authorities. Moreover, with a view to further improving e-services, the
Ministry is additionally investing in the enhancement of the portal and back-end
systems.
24.6
In this context, request has been made for the creation of a grade of ICT Coordinator,
where incumbent would, inter alia, be responsible for the management, administration
and maintenance of the e-Governance Portal of the Local Authorities.
24.7
We wish to highlight that issues regarding IT in the Public Sector are dealt with at the
level of the Ministry of Technology, Communication and Innovation through the
Central Informatics Bureau, Central Information Systems Division and/or National
Computer Board. Since there is already a pool of qualified officers in the Civil Service,
full and judicious use should be made of these resources. Moreover, the Bureau
refrains from creating dedicated IT departmental grades in the Civil Service as very
often these grades are stand alone ones, where prospect for career movement is very
limited.
24.8
Civil Service
24.9
Nevertheless, given that many requests have been made for the creation of dedicated
IT grades/structure from several quarters, the Bureau has provided for another
mechanism to address these issues. We have recommended at paragraph 19.10 of
this Report for the setting up of a Standing Committee which will have the
responsibility of looking into such requests and coming up with a general policy.
MINISTRY OF LOCAL GOVERNMENT
SALARY SCHEDULE
Salary Code
02 000 106
26 061 076
26 056 072
26 048 067
26 029 062
08 059 069
08 026 060
~488~
Civil Service
Salary Code
25 041 060
25 023 052
24 027 056
24 030 054
24 022 051
24 022 047
24 019 045
24 018 044
~489~
Civil Service
Salary Code
25 016 042
24 016 042
24 015 041
24 015 040
24 001 038
02 000 100
Rs 101000
Secretary, Unified Local Government Service Board
*************
~490~
Civil Service
~491~
Civil Service
Recommendation 1
24.1.6 We recommend that:
(i)
(ii)
(ii)
24.1.10 However, since the grant of the bonus is linked to performance, we strongly believe
that the payment of the one-off bonus should be deferred so as to give full substance
to the recommendation.
Recommendation 3
24.1.11 We recommend that the above recommendation should take effect as from
01 January 2018.
~492~
Civil Service
Time Off
24.1.12 Senior Officers i.e Senior Station Officers and above as well as Junior Officers
working as Daymen are required to be on call after normal working hours on a roster
basis and have to attend duty in case of emergencies. In this perspective,
Management and Unions have strongly requested for the payment of an on-call
allowance as well as an in-attendance allowance for the disruption caused in their
social life.
24.1.13 The Bureau wishes to point out that Disciplined Forces operate differently from other
organisations in the Civil Service. The pattern of work, the duties performed, the
fundamental elements of rank and file, command, discipline and authority, the nature
of services provided, the national importance of these organisations, among others,
all contribute in classifying the Disciplined Forces as a special category, distinct from
the others. The specificity of the disciplined forces is the presence of officers and
their readiness for action at all times, particularly in cases of emergencies,
irrespective of the fact that the officer is off duty. These elements in the disciplined
forces have been considered by the Bureau whilst determining salaries. We are
therefore strongly convinced that on-call and in-attendance allowances should not
prevail in the disciplined forces.
24.1.14 Nevertheless, we do acknowledge the disturbance and hardship caused to the officer
whilst being on call and attending duty after normal working hours. Against this
background, we are providing some sort of compensation to these officers.
Recommendation 4
24.1.15 We recommend that officers of the Firefighter cadre, from the rank of Firefighter
to Assistant Chief Fire Officer who do not form part of the Bank of Fire Officers
Scheme and are required to attend their site of work to cater for normal
interventions whilst being on leave or off duty, should be granted equivalent
time off for the number of hours put in. In the event time off cannot be granted
within a period of four months, the officer should be paid an allowance based
on his normal hourly rate for every hour put in, subject to a maximum of four
hours per day.
24.1.16 The above recommendation should, however, not apply in cases of natural
disasters, major emergencies and in times of crisis.
Trainers Allowance
24.1.17 Officers posted in the Training Unit are required to dispense training both theoretical
and practical, to new recruits or serving officers. These officers are selected to act
as Trainer based on specific skills and competencies held. Request has, therefore,
been made for these officers to be compensated for the specific skills and
competencies held and which are used by the MFRS, to which we are agreeable.
~493~
Civil Service
Recommendation 5
24.1.18 We recommend that officers possessing the Trainers Certification Course of
the MITD and who are posted in the Training Unit to act as Trainer, should be
paid an allowance equivalent to one increment at the point reached in their
respective salary scales.
Special Duty Allowance
24.1.19 Management has apprised that in line with the organisations revised mandate and
the new challenges faced by the service, many specialised units namely Fire Safety
Division, Management Support Unit, Control and Mobilising Centre and Aerial
Firefighting and Rescue Unit, have been created. Officers posted in these units are
called upon to perform duties which require additional competencies, skills and
knowledge in specific fields such as architectural engineering, high angle rescue,
laws regulating buildings, analytical analysis/tendering advice in crisis/panic.
Management has, therefore, strongly made a case to the Bureau for these officers to
be financially incentivised in view to motivating them for continued deliverables in
these units. We have examined the submission and are making provision for the
payment of a Special Duty Allowance.
Recommendation 6
24.1.20 We recommend that officers in the Firefighter cadre who are posted in the
Specialised Units be paid a monthly Special Duty Allowance equivalent to one
increment for performing specific duties of a specialised nature.
Risk Allowance
24.1.21 At present, Firefighters, Sub Officers and Station Officers performing operations
duties are paid a Risk Allowance. It has been submitted that in cases of emergencies
and major fires, all officers, including senior officers irrespective of their posting, are
required to participate in these interventions along with the operational staff. In view
thereof, request has been made to extend the payment of risk allowance to these
senior officers.
24.1.22 The Bureau has carefully examined this request and considers that as the nature of
interventions has evolved and given that the participation of senior officers is also
solicited on site during emergencies, there is need to extend the payment of risk
allowance to them. We are, therefore, reviewing the recommendation regarding Risk
Allowance.
Recommendation 7
24.1.23 We recommend that a monthly Risk Allowance should be paid to officers of the
Firefighter Cadre, up to Assistant Chief Fire Officer equivalent to 1
increments at the initial point of their respective salary scales, subject to a
maximum of Rs900.
~494~
Civil Service
Pregnant Firefighters
24.1.24 The Bureau has received persistent representations to the effect that much hardship
is endured by female officers of the Disciplined Forces as they are required to work
on night shift and perform duties necessitating continuous standing. The Bureau has
carefully examined the issue and views that a specific recommendation should be
made for female officers of the MFRS who are in this state.
Recommendation 8
24.1.25 We recommend that Management should strongly consider the advisability of
not requiring, as far as possible, pregnant female Firefighters to perform extra
hours or night shift or duties involving continuous standing for at least three
months before their confinement.
Bank of Fire Officers Scheme
24.1.26 Presently, there is a Bank of Fire Officers Scheme under which the MFRS avails the
services of Firefighters, Sub Officers and Station Officers who are on leave or off duty,
whenever additional staff are required for fire prevention duties on private premises
or to palliate any shortage of staff. These officers are then paid an allowance of
Rs 610 for working up to three hours and on a pro-rata basis for all hours of work put
in beyond the specified number of hours. It is of note that the quantum payable is
inclusive of travelling time involved in reaching the site concerned.
24.1.27 The Bureau has been informed that having recourse to officers from the Bank to
palliate any shortage of staff has enhanced service delivery as minimal disturbance
is caused to the smooth running of operations. We are, therefore, maintaining the
Bank of Fire Officers Scheme whilst revising the quantum payable.
Recommendation 9
24.1.28 We recommend that officers in the grade of Firefighter, Sub Officer and Station
Officer who form part of the Bank of Fire Officers Scheme and who are recalled
for duty whilst on leave or off duty to perform duties of a Firefighter in
emergencies or at private premises regarding fire prevention or to palliate any
shortage of staff, should be paid an allowance of Rs 640 per hour.
24.1.29 Management has apprised that the Fire Services has devised another mechanism,
with the concurrence of the MCSAR, to pay officers who are retained on duty to
perform extra hours beyond their scheduled shift. The latter are paid an allowance
(Returning Leave) at a lower rate than that payable to officers in Bank, for every extra
hour of work put in. Given that this rate is lower than that in force in the Bank Scheme,
these officers are not willing to perform beyond their scheduled shift. In this context
the Bureau has been requested to bring some form of harmonisation between these
two rates.
~495~
Civil Service
24.1.30 We have studied the issue in depth and have come to the conclusion that as the
payment for the Returning Leave is an administrative arrangement, any review
regarding its mode/rate of payment should be dealt administratively. Moreover, we
strongly view that the Fire and Rescue Service should consider increasing its
establishment size with a view to addressing the problem of shortage of staff.
Physical Training Instructors Allowance
24.1.31 At present, officers of the MFRS who have successfully followed the Physical Training
Instructors Certificate Course of the MIE and who act as Physical Training Instructor
are paid an allowance. We are maintaining this provision.
Recommendation 10
24.1.32 We recommend that eligible officers should continue to be paid a monthly
Physical Training Instructors Allowance equivalent to one increment at the
point reached in their respective salary scales.
Maintenance and Repair Allowance
Recommendation 11
24.1.33 We recommend that the monthly allowance payable to officers of the Firefighter
cadre who perform maintenance and repair duties in respect of radio telephone
equipment and breathing apparatus be revised to Rs 385.
Allowance to drive heavy specialized vehicles
Recommendation 12
24.1.34 We recommend that officers possessing the Heavy Vehicle Drivers Licence
and who are designated to drive heavy specialized vehicles should continue to
be paid an allowance equivalent to one increment at the initial of their
respective salary scales.
Rent Allowance
Recommendation 13
24.1.35 Officers of the MFRS who do not occupy government quarters should continue
to be paid Rent Allowance per month as hereunder:
Grade
Amount (Rs)
Firefighter
735
Sub-Officer
790
Station Officer
815
915
Divisional Officer
1010
1180
1180
1930
~496~
Civil Service
(b)
24.1.38 As regards officers in post as at 30 June 2008, they benefit from the early retirement
scheme applicable as at that date.
24.1.39 We are maintaining the Early Retirement Scheme as per paragraphs 24.1.37 and
24.1.38 above.
Medical Examination
Recommendation 15
24.1.40 We recommend that Management should continue to make necessary
arrangements for officers of the Firefighter Cadre to undergo a medical
examination to ensure their fitness for the job:
(i)
(ii)
~497~
Civil Service
07 000 100
Rs 101000
Chief Fire Officer
07 079 094
07 066 081
07 058 074
07 054 071
07 048 068
07 046 065
07 033 062
25 049 063
25 041 060
~498~
Civil Service
Salary Code
25 023 052
24 015 041
24 001 038
*************
~499~
Civil Service
~500~
Civil Service
25.
25.1
The eradication of extreme and chronic poverty is the concern of all nations across
the world. So, all governments attempt to create an inclusive and more equitable
society. The Ministry of Social Integration and Economic Empowerment was set up
in May 2010 from the same perspective.
25.2
The Ministry formulates policies and national action plans for the social integration of
vulnerable groups. It provides basic shelter to homeless and vulnerable families and
assists needy children in deprived regions through the provision of educational
support as well as school materials. It is also responsible, among others, to provide
continued support to empower vulnerable families and to improve the living conditions
of those families in deprived regions.
25.3
While the Ministry formulates policies and crafts strategies to attain its objectives, the
implementation of all the programmes related thereto rests with the National
Empowerment Foundation (NEF) which is a government owned private company,
operating under the Ministry. The NEF also coordinates the activities of the National
Committee on Corporate Social Responsibility, which activities, are oriented towards
the above objectives.
25.4
A Permanent Secretary is at the helm of the Ministry and is assisted by officers of the
administrative cadre and other support staff.
25.5
During consultation with the official side, it has been submitted that in view of the new
orientation for poverty eradication as advocated in the new Government Programme,
the Ministry has to be in the forefront to generate the appropriate synergy and right
conditions for public service delivery as per its mandate. In this context and to show
tangible achievements, representations have been made to create a Technical Unit
comprising the grades of Coordinator, Research Analyst, Psychologist and
Monitoring and Evaluation Officer.
25.6
Recommendation 1
25.7
~501~
Civil Service
Incumbent would, among others, be responsible for: the day to day management of
the Technical Unit; preparation of short, medium and long term plans of action in
areas of poverty, community development and advise on policies concerning these
areas; implementation, monitoring and evaluation of programmes, projects and
schemes aimed at achieving the objectives of plan of action; preparation and
implementation of sensitisation programmes for the community through mass media
and other means including publications; and the coordination of statistical research
projects and programmes.
25.11
Appointees would, inter alia, be called upon to: collect and analyse economic, social,
environmental, financial, fiscal and other relevant information and/or data required for
the attainment of the objectives of the Ministry and/or the reform programme of
Government; assist in the preparation of the Ministrys sectoral and/or national
development programmes, policies, plans, Budget and/or international engagements
and monitor, report and evaluate progress in the implementation of the Government
Programme, as well as national, sectoral and international engagements, Ministry
plans and/or Budget measures and/or indicators.
25.13
~502~
Civil Service
25.15
Candidates would, inter alia, be called upon to: provide technical support in the
monitoring and evaluation of poverty alleviation programmes; provide technical
support in designing, monitoring and reviewing the Ministrys plans and monitor all
project activities, expenditures and progress towards achieving project output; build
capacity and support the Ministry regarding planning, monitoring and evaluation.
MINISTRY OF SOCIAL INTEGRATION AND ECONOMIC EMPOWERMENT
SALARY SCHEDULE
Salary Code
02 000 106
02 059 085
19 059 081
02 054 081
24 022 051
24 001 038
*************
~503~
Civil Service
~504~
Civil Service
26.
26.1
The Ministry of Foreign Affairs, Regional Integration and International Trade has the
overall responsibility of the implementation of the foreign and trade policies and
promotion of foreign relations of the Republic of Mauritius with other countries. Its
core function is to advise and assist Government in response to unfolding
international situations and events. Its role relates, among others, to: upholding,
promoting and protecting sovereignty, territorial integrity and interests of the Republic
of Mauritius; monitoring and analysing developments in the international arena;
promoting Mauritian exports, tourism potential, attracting foreign investment for
Mauritius and enhancing scientific, technological and cultural links between Mauritius
and other countries; providing consular service and assisting Mauritian citizens
abroad; and assisting other Ministries and Departments in their international dealings.
26.2
26.3
As Accounting and Responsible Officer of the Ministry, the Secretary for Foreign
Affairs advises the Minister on all issues related to policies, positions, roles and policy
direction that should be undertaken to ensure that the interests of the country are
always protected and promoted. She is supported in the performance of her duties
by a Permanent Secretary, officers belonging to the Diplomatic, Administrative,
Technical, general services cadre and other occupational categories.
26.4
It has been reported during consultation that the Ministry is presently being manned
by limited number of officers of the Diplomatic cadre, both at local and international
levels. To address the concern of both Management and staff side, we recommend
that the Ministry should conduct a Human Resource Planning exercise to
identify the need for additional HR requirements and to prompt appropriate
remedial measures.
FOREIGN AFFAIRS DIVISION
26.5
The Foreign Affairs Division, being the major area of activity of the Ministry, is split
into six Directorates namely Bilateral I, Bilateral II, Bilateral III, Multilateral Political,
Multilateral Economic and Protocol.
Each Directorate is headed by an
Ambassador/High Commissioner or a Minister-Counsellor or a senior diplomatic
officer. The Division also comprises 18 Diplomatic Missions and one Consulate.
~505~
Civil Service
26.6
For this Review, the submissions pertained mainly to: alignment and upgrading of
salaries as well as review of certain specific conditions of service. During meetings,
both Management and staff side were apprised that alignment/upgrading of salaries
would be looked into taking into consideration, among others, the level of
responsibility, scope of activities and complexity of work in line with the Bureaus
general framework for pay determination. As regards the specific conditions of
service, these are dealt with in Volume I of this Report.
26.7
At present there is flexibility for officers posted in the Protocol Directorate who have
not been able to take time off to carry over the excess hours of work accumulated in
a given year into the following year. It has been represented that these officers are
unable to take their excess hours of work accumulated in view of the exigencies of
service as the number of extra hours accumulated is substantial and if time off is
granted, it would disturb the smooth running of the Directorate. The Bureau has
examined the representations and considers that special effort should be made by
Management through appropriate planning to make the existing arrangement work
which we are maintaining hereunder:
Recommendation 1
26.9
We recommend that:
(i)
officers posted in the Protocol Directorate, who have not been allowed to
offset their accumulated excess hours against time off in the year it fell
due, may be allowed by the Responsible Officer to carry over the excess
hours of work accumulated into the following year provided that a written
application to offset the extra hours of work accumulated against time off
has been made by the officer concerned in the year it was due and such
time off has not been approved due to the exigencies of the service; and
(ii)
the excess hours accumulated that have been carried forward should
lapse if not taken as time off in the year that they have been carried over.
Entertainment Allowance
26.10
The Secretary for Foreign Affairs and Ambassadors are presently paid a monthly
entertainment allowance of Rs 6875 and Rs 4950 respectively for receiving and
entertaining representatives of foreign countries and for reciprocating invitations
received when posted at the Head Office. We are maintaining this provision and
revising the quantum.
~506~
Civil Service
Recommendation 2
26.11
We recommend that the Secretary for Foreign Affairs and Ambassadors should
be paid a revised monthly entertainment allowance of Rs 10500 and Rs 7500
respectively.
Second Secretary
26.12
Recommendation 3
26.13
(ii)
(iii)
26.15
26.16
The role of the Regional Integration Division is to advise on the development of the
various sectors of the economy in line with the national objectives through enhanced
co-operation with regional partners and to implement projects relating to regional
integration. Its portfolio includes issues relating to bilateral cooperation and African
Continental integration which has a regional perspective. The Division prepares for
meetings and monitors activities relating to the regional organisations to which
Mauritius belongs namely the Southern African Development Community (SADC),
Common Market for Eastern and Southern Africa (COMESA), Indian Ocean
Commission (IOC) and the Indian Ocean Rim Association for Regional Cooperation
(IOR-ARC). It also takes on board decisions of the Tripartite SADC-COMESA-EAC
Summit.
~507~
Civil Service
26.17
26.18
26.19
As the present structure is appropriate, we are not bringing any change thereto.
INTERNATIONAL TRADE DIVISION
26.20
The main functions of the International Trade Division relates to: negotiating trade
deals for Mauritius at the multilateral level as well as in the context of regional and bilateral trade relations; ensuring that international trade rules are shaped in a manner
as to create better trading opportunities for Mauritian exporters on international,
regional and individual markets; following up on implementation of Trade
Agreements; and preparing for the Trade Policy Review of Mauritius.
26.21
The work of the Division is conducted through the Trade Policy Unit, the Industrial
Property Office and the Industrial Property Tribunal.
26.22
At the apex of the Division, the Director, Trade Policy is the Head who is responsible
to formulate trade policies with a view to integrating the global trading system and to
promote, defend and safeguard the socio-economic interests of Mauritius at bilateral,
regional and multilateral levels. He is assisted in his tasks by the Deputy Director,
Trade Policy and officers of the Trade Policy Analyst cadre.
26.23
Both Management and staff side have made representations for: alignment of
salaries; increasing the number of posts of Principal Trade Analyst; provision of 70%
duty free facilities and other benefits. During meetings, parties were informed that
the proposal for alignment of salaries would be examined taking into consideration
several compensable factors. On the issue of additional posts they were explained
that the onus rested upon Management. As regards provision of 70% duty free
facilities, they were apprised of the existing criteria for eligibility. In respect of general
conditions of service/benefits, they were informed that these would be finalised
following consultations with all stakeholders.
~508~
Civil Service
26.24
After examination, the Bureau is of the view that the present structure should be
maintained.
INDUSTRIAL PROPERTY OFFICE
26.25
Established under Section 3 of the Patents, Industrial Designs and Trademarks Act
2002, the main services of the Industrial Property Office (IPO) are the registration of
trademarks, industrial designs and the grant of patents, and the proper maintenance
of the Industrial Property Rights during their terms.
26.26
To safeguard individual ownership and industrial property rights, IPO enforces the
following legislations: The Patents, Industrial Designs and Trademarks Act 2002; the
Protection against Unfair Practices (Industrial Property Rights) Act 2002; the Layout
Designs (Topographics) of Integrated Circuits Act 2002 and the Geographical
Indications Act 2002. It envisions a modern and well enforced intellectual property
system to be recognised as an important commercial and driving force as well as a
crucial factor for national, social, economic and technological development.
26.27
The establishment of the IPO comprises the Controller, Industrial Property Office who
is responsible for the effective operation and management of the IPO and by a core
staff consisting of officers of the Industrial Property Officers Cadre and those of the
General Services. At present, the post of Controller, Industrial Property Service is
vacant and the Principal Industrial Property Officer has been assigned the
responsibility to look after the affairs of the IPO in respect of administration and
technicality of task.
26.28
In the context of this Review, both staff and Management have made the following
submissions: to enlarge the qualification requirement for the grade of Controller,
Industrial Property Office; upgrading of qualification requirement at the level of
Industrial Property Officer and reviewing its salary scale in light of what has been
granted to the grade of Office Management Assistant; merging of the grade of
Industrial Property Officer and Senior Industrial Property Officer; and granting 70%
duty remission for the purchase of a car to officers of the Industrial Property Officers
Cadre.
26.29
Civil Service
concerned. Parties were also apprised of the criteria to qualify for 70% duty remission
to purchase a car.
26.30
After a thorough analysis of the submissions, the Bureau holds the view that the
organisation structure should be maintained and the qualification requirement of the
grade of Controller, Industrial Property Office be enlarged to enable recruitment from
a broader pool of qualified serving officers.
26.32
It has been submitted that the post of Controller, Industrial Property Office has
remained vacant for a long time and attempts made by the Public Service
Commission to fill in the vacancy has been unsuccessful as no qualified candidates
responded to the advertisement. Management has therefore acceded to the proposal
of the union to enlarge the field of academic qualification in the scheme of service of
the grade to enable recruitment from a larger pool of qualified serving officers.
Recommendation 4
26.33
(ii)
~510~
Civil Service
02 000 106
Rs 122000
Ambassador
High Commissioner
Permanent Representative
Permanent Secretary
02 000 102
Rs 110000
Minister Counsellor/Deputy High Commissioner
02 086 095
26 069 085
02 055 081
08 056 080
24 022 051
24 016 043
~511~
Civil Service
Salary Code
02 000 102
Rs 110000
Director, Cooperation
02 085 095
02 075 089
02 069 085
02 054 081
24 022 051
02 000 102
Rs 110000
Director, Trade Policy
02 095 097
02 085 095
02 075 089
~512~
Civil Service
Salary Code
02 069 085
02 054 081
18 085 095
18 065 079
18 058 073
18 050 068
08 038 063
24 022 051
*************
~513~
Civil Service
~514~
Attorney-Generals Office
Civil Service
27.
ATTORNEY-GENERALS OFFICE
27.1
The Attorney-Generals Office provides legal and legislative drafting services to the
Government and is the only institution that interacts with the three constitutional
powers, namely, the Legislature (National Assembly), the Judiciary (Courts) and the
Executive (Government/Ministries). The Office also provides assistance to the Courts
in its capacity as Ministre Publique in addition to a number of other statutory powers
vested upon it.
27.2
While envisioning to develop itself into a centre of excellence for Legal and Legislative
Drafting Services, the Attorney-Generals Office aims at providing, without fear or
favour, hatred or ill-will, to the Government of the day, sound and independent legal
advice and representation as well as contributing in the development of a fair and just
legal system that promotes the rule of the law, in the best interest of the State and
the people.
27.3
The Attorney-General who should be a Barrister, is the principal legal adviser to the
Government of Mauritius and holds the Office of a Minister.
STRUCTURE OF THE ATTORNEY-GENERALS OFFICE
27.4
The Office of the Director of Public Prosecutions was made to operate as a separate
office distinct from the Attorney-Generals Office after 01 July 2009. However in
February 2015, the Cabinet approved that the Attorney-Generals Office would be
restructured such that:
(i)
(ii)
(iii)
the Solicitor-General would be the Supervising Officer, and the Chief Legal
Secretary would be the Accounting Officer of the whole of the AttorneyGenerals Office, comprising three departments, (the Office of the Director of
Public Prosecutions, the Office of the Parliamentary Council, and the Civil
Advisory and Litigation Department); and
(iv)
the Enforcement Authority under the Asset Recovery Act would be the
Financial Intelligence Unit pending the setting up of the Financial Crime
Commission, in order to allow officers of the Office of Director of Public
Prosecutions to focus on the prosecutorial duties and other duties within the
Attorney-Generals Office.
~515~
Attorney-Generals Office
Civil Service
27.5
The activities of the Attorney-Generals Office are, now being carried out through the
Office of the Solicitor-General, the Office of the Director of Public Prosecutions and
the Office of the Parliamentary Counsel.
OFFICE OF THE SOLICITOR-GENERAL
27.6
27.7
27.8
The Office of the Parliamentary Counsel, under the overall supervision of the
Solicitor-General, contributes to Parliamentary democracy under the rule of law by
supporting Parliament and the Executive in their law-making roles and contributing to
the Governments objectives by ensuring that:
-
Legislation including Bills and Acts, and regulations are published with official,
authoritative status.
The Parliamentary Counsel is mainly responsible for law drafting, preparation of Bills
and review of the existing legislation. All Government Bills and Regulations are vetted
by the Parliamentary Counsel. The Parliamentary Counsel does not make policy
decisions but drafts legislation as per the instructions received, and also advises the
Executive as to how its policy objectives can best be achieved within the ambit of
what is legally sound and or/possible. He also assesses the legal implications of the
ratification of Treaties and advises the Government on the international legal
obligations that bind the State.
OFFICE OF THE DIRECTOR OF PUBLIC PROSECUTIONS
27.9
27.10
The Office of the Director of Public Prosecutions is mainly responsible at the national
level for offering prosecution services. Its main aim is to bring offenders promptly to
justice while at the same time ensuring that their rights are safeguarded.
~516~
Attorney-Generals Office
Civil Service
27.11
27.12
The Director of Public Prosecutions (DPP) has the powers, in any case in which he
considers it desirable to do so, to institute and undertake criminal proceedings that
may have been instituted by any other person or authority; discontinue at any state
before judgement is delivered any such criminal proceedings instituted by himself or
any other person or authority. The DPP exercises its functions in full independence
and is not subject to the direction or control of any other person or authority, and is
constitutionally responsible for all criminal matters.
27.13
At present, the organisational structure of all the three divisions of the AttorneyGenerals Office, i.e. the Solicitor-Generals Office, the Office of the Parliamentary
Counsel and the Office of the Director of Public Prosecutions are manned, at the
professional level by officers in the State Counsel cadre, State Attorney cadre, Legal
Secretary cadre and at the technical level by officers in the Legal Assistant cadre.
27.14
In the context of the present review exercise, we are strengthening the structure of
the Office of the DPP through the creation of additional levels, restyling certain other
grades to more appropriate job appellations commensurate with the nature of duties
performed such that the organisation is adequately structured to meet its mandate.
We are also maintaining the payment of certain allowances as an incentive to retain
the services of high calibre officers at the professional levels, while also extending
same for other professionals at the Attorney-Generals Office.
At present, a negotiable salary point has been recommended for new entrants in the
grades of State Counsel and State Attorney at the Attorney-Generals Office and the
Office of the DPP, subject to the concurrence of the High Powered Committee and
approval of the Ministry of Civil Service and Administrative Reforms, with a view to
induce such officers to join the service and also as an incentive for retaining
experienced officers. We are maintaining the present arrangement.
Recommendation 1
27.16
~517~
Attorney-Generals Office
Civil Service
With a view to curtailing the high turn-over rate and retaining the services of Judicial
and Legal Officers who tend to leave the service after acquiring some years of
experience at the Attorney-Generals Office and the Office of the Director of Public
Prosecutions, the Bureau in the last Report maintained the payment of a monthly
Special Legal Service Allowance set at different percentage rates to concerned
officers.
27.18
The payment of this allowance was first introduced in the 2008 PRB Report and its
continued payment is generally subject to findings of the survey on Recruitment and
Retention carried out by the Bureau.
27.19
In the context of this review exercise, the survey has revealed beyond reasonable
doubt that the Attorney-Generals Office and the Office of the DPP are still facing
problem of recruitment of new officers and retention of experienced Judicial and Legal
Officers at the different levels in the respective hierarchy. We have, in this Report,
reassessed the situation and consider that the measures taken to ease the problem
of retention should be maintained. We are recommending accordingly.
Recommendation 2
27.20
We recommend, with effect from 01 January 2016 and up to the next Overall
Review of Pay and Grading Structures and Conditions of Service in the Public
Sector, the continued payment of a monthly Special Legal Service Allowance
to Legal Officers as specified in the table below:
Grades Attorney-Generals Office
Office of the DPP
~518~
10
Attorney-Generals Office
Civil Service
Deputy
Solicitor-General,
Deputy
Director
of
Public
Prosecutions,
Parliamentary Counsel, Director of
Public Prosecutions, and SolicitorGeneral reckoning lessthan 10 years
service in the respective grades.
27.21
15
20
30
As per current practice, Judicial and Legal Officers of the Attorney-Generals Office
and the Office of the Director of Public Prosecutions are entitled to the payment of a
yearly Judicial and Legal Allowance as an assistance towards meeting the cost for
certain items related to the exercise of the profession. At present, the allowance is
as follows: Rs 36850 for the Solicitor-General, the Director of Public Prosecutions,
the Parliamentary Counsel, the Deputy Solicitor-General, and the Deputy Director of
Public Prosecutions; and Rs 22,000 to State Law Officers, Chief State Attorney,
Senior Assistant DPP, Assistant DPP, Deputy Chief State Attorney, Legal Secretary,
Principal State Counsel, Principal State Attorney, Senior State Counsel, Senior State
Attorney, State Counsel, State Attorney and Curator of Vacant Estates.
27.23
Recommendation 3
27.24
~519~
Attorney-Generals Office
Civil Service
27.26
Recommendation 4
27.27
27.28
Housing Allowance
27.29
At present, both the Solicitor-General and the Director of Public Prosecutions are
entitled, on a personal basis, to a monthly pensionable Housing Allowance of Rs
11000 which is meant to cover both the extra expenses for housing facilities and
security measures, along similar lines as those recommended for the Senior Puisne
Judge and the Puisne Judges of the Supreme Court.
27.30
Recommendation 5
27.31
Senior Officers of the Attorney-Generals Office and the Office of the Director of Public
Prosecutions.
27.32
Presently, a Barrister of the State Law Office and the Office of the DPP, who on being
offered appointment as a Puisne Judge cannot be released or who opts to continue
to serve the State Law Office or the Office of the DPP with the approval of the relevant
authorities, is granted the retirement benefits accruing to a Member of the Judiciary,
subject to the concurrence of the High Powered Committee. In this Report, we are
maintaining the present provision.
~520~
Attorney-Generals Office
Civil Service
Recommendation 6
27.33
We recommend that a Barrister of the State Law Office or the Office of the
Director of Public Prosecutions, who on being offered appointment as a Puisne
Judge cannot be released or who opts to continue to serve the State Law Office
or the Office of the Director of Public Prosecutions with the approval of the
relevant authorities, be granted the retirement benefits accruing to a member
of the Judiciary, subject to the concurrence of the High Powered Committee.
27.34
At present, officers of the Legal Assistant cadre who are required by the rules of the
Court to appear in black jacket and tie are paid an allowance of Rs 4800 yearly. We
are maintaining the payment of the allowance.
Recommendation 7
27.36
We recommend that officers of the Legal Assistant cadre at the AttorneyGenerals Office and the Office of the DPP, who are required by the rules of the
Court to appear in black jacket and tie be paid a black jacket allowance of
Rs 4800 yearly.
With the implementation of the new system of operations of the Bail and Remand
Court, at present, a Supervising Officer designated by the Director of Public
Prosecutions, State Counsels, and other officers of the Legal Assistant cadre are
required to work over and above their normal working hours, during weekends and
public holidays for the grant of release on bail to persons arrested during weekends
and public holidays.
27.38
In view of the above, they have been granted a monthly allowance as follows:
Supervising Officer designated by the DPP, Rs 25,000; State Counsels, Rs 23,000;
and officer of the Legal Assistant cadre, Rs 9,700. In this Report, we are maintaining
the payment of the allowance along with the set quantum.
~521~
Attorney-Generals Office
Civil Service
Recommendation 8
27.39
We recommend that the Supervising Officer designated by the DPP, the State
Counsel and the officer of the Legal Assistant cadre, who are effectively
required to work over and above their normal working hours, during weekends
and public holidays for the grant of release on bail to persons arrested during
weekends and public holidays, should continue to be paid the above allowance
at the same amount as set above, up to the next overall Review of Pay and
Grading Structure and Conditions of Service in the Public Sector.
At present, Legal Officers posted in Specialised Units of the Office of the DPP namely:
Asset Recovery Unit, Piracy Unit, Victims and Witness Support Unit, Serious Fraud
and Tax Evasion Unit, and International Cooperation and Mutual Legal Assistance
and Extradition Unit, who have undergone specialised training and acquired specialist
skills which are essential to conduct cases in these areas, are entitled to the payment
of a monthly allowance as follows: Rs 5000 to designated officers posted in the above
units and a monthly allowance of Rs 10000 to the officer in charge of the respective
unit.
27.41
We are maintaining the payment of the allowance along with the set amount.
Recommendation 9
27.42
The Director of Public Prosecutions apprised the Bureau that officers of the Legal
Assistant cadre who perform duties in the DPPs registry are on temporary transfer
from the Attorney-Generals Office. To enable the smooth running of the Office of the
DPP, grades in the Legal Assistant cadre were created on the establishment of the
DPP along similar lines as their counterparts at the Attorney-Generals Office.
27.44
It was submitted that the schemes of service for the grades of Trainee Legal
Assistant, Legal Assistant, Senior Legal Assistant and Principal Legal Assistant have
already been prescribed but the posts have not yet been filled. At present, two Senior
Legal Assistants and two Legal Assistants from the Attorney-Generals Office are still
serving on temporary transfer to the Office of the DPP. However, the Office of the
DPP is in the process of re-engineering its registry system and is also redesigning
the structure of the Legal Assistant cadre.
~522~
Attorney-Generals Office
Civil Service
27.45
As such, the Office of the DPP has proposed that a new structure be provided to allow
competent staff to perform paralegal duties. With a view to delayering and
professionalising the cadre, servicing the registry of the Office of the DPP, a three
level structure has, therefore, been proposed which would cater for more dynamism
and career orientation as opposed to the present structure. Taking into consideration
that an effective and judicious use of paralegal services in a comprehensive manner
would bring better quality service and efficiency of legal services, the Bureau is
recommending accordingly.
27.47
Incumbent would be responsible for the Management of case files; and among others,
be required to assist officers in the State Counsel and the State Attorneys cadre in
the delivery of Legal Services; open, organise case files and maintain documents and
process ongoing information, update files, and monitor the registration of documents
for production in courts, including affidavits used in court process; scan and file court
documents electronically and maintain electronic filling databases and process case
file on line; maintain Counsel/Attorney calendar for court appearance; arrange for the
swearing of affidavits by members of the Police Force before the Chief Registrar; and
process applications for bails and authority to assist prosecution.
27.48
27.49
Incumbent would, among others, be required to assist the Chief Legal Support Officer
in the performance of his duties; prepare briefs for cases before the Supreme Court,
and brief for Assizes cases and cases before the Judicial Committee of the Privy
Council; monitor overall case management for cases before the Supreme Court;
attend court with State Counsel and ensure smooth on line case management
including submission of documents arising during court proceedings; prepare draft
~523~
Attorney-Generals Office
Civil Service
27.51
Incumbent would, inter alia, be required to organise, plan, prioritise and co-ordinate
the work of staff within the registry and have an overall supervision on the work of the
subordinate staff; devise appropriate training courses and give practical training to
officers of the Legal Support cadre; liaise with the Director of Public Prosecutions;
Deputy Director of Public Prosecutions, State Counsels and transmit objectives,
assignments and follow-up on the status of assignments; attend court with State
Counsel; and prepare records for court cases, including appeals to Supreme Court
or Judicial Committee.
27.52
With the creation of the new structure for the Legal Support cadre, the grades in the
Legal Assistant cadre at the Office of the DPP would no longer be required.
Recommendation 11
27.53
The Solicitor-General has submitted that the EOAC Report 2013 has recommended
the payment of specific allowances to officers of the Judiciary and officers of the Office
of the Director of Public Prosecutions, for working beyond normal working hours,
during weekends and public holidays for the grant of release on bail to persons
arrested during such days.
27.55
An allowance has also been granted to designated officers of the Office of the DPP
for working in Specialised Units.
27.56
These allowances have, however, not been extended to the officers of the AttorneyGenerals Office who are equally required to attend the Bail and Remand Court
outside normal working hours, during weekends and public holidays, as well as
undertaking specialised tasks in the Specialised Units of the Attorney-Generals
Office.
~524~
Attorney-Generals Office
Civil Service
27.57
As such, the Solicitor-General has requested that such an allowance should also be
granted to officers of the Attorney-Generals Office who have to remain on duty in the
Legislative Drafting Unit, beyond working hours on more frequent basis to meet the
tight legislative deadlines to implement Government policy in a timely manner.
27.58
We have analysed the request and find that in a spirit of equity and fairness, same is
justified. We are recommending accordingly.
Recommendation 12
27.59
Recommendation 13
27.60
The grade of Public Relations/Press Officer was created in the EOAC Report 2013.
During consultations with Management, the Bureau was apprised that this post no
longer meets the functional needs of the Office of the DPP. On this basis,
submissions were made for the creation of a grade of Communication/Liaison Officer
against abolition of the post of Public Relations/Press Officer. We are agreeable to
the request and recommend accordingly.
Recommendation 14
27.62
27.63
Incumbent would be required to, inter alia, develop, coordinate and implement public
relations, information and education activities; maintain positive, effective operating
relationships with a variety of stakeholders including public officials and public agency
representatives, special interest groups and the public; direct and implement the
development and implementation of a comprehensive public information plan; serve
~525~
Attorney-Generals Office
Civil Service
as liaison between the Office of the DPP, Supreme Court, administrative Office of the
Courts and other judicial entities; and assist in the development, planning and
communication regarding new legislations.
27.64
Salary Code
12 000 109
12 000 107
Rs 140000
Deputy Solicitor-General
Parliamentary Counsel
12 000 105
Rs 119000
Assistant Solicitor-General
Chief Legal Secretary
Chief State Attorney
12 000 102
Rs 110000
Assistant Parliamentary Counsel
Deputy Chief State Attorney
12 082 095
12 065 085
12 082 095
~526~
Attorney-Generals Office
Civil Service
Salary Code
12 075 090
12 065 085
12 054 081
12 069 085
12 063 079
12 058 074
12 050 070
12 035 066
12 028 030
~527~
Attorney-Generals Office
Civil Service
Salary Code
24 022 051
Driver
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750
x 325 17700 x 375 18450
24 015 041
Handy Worker
Salary Code
12 000 109
12 000 107
Rs 140000
Deputy Director of Public Prosecutions
12 000 105
Rs 119000
Chief State Attorney
Senior Assistant Director of Public Prosecutions
12 000 102
Rs 110000
Assistant Director of Public Prosecutions
Deputy Chief State Attorney
12 082 095
~528~
Attorney-Generals Office
Civil Service
Salary Code
12 075 090
12 065 085
12 055 081
12 054 081
12 035 070
12 054 081
12 050 076
12 035 070
~529~
Attorney-Generals Office
Civil Service
Salary Code
01 058 081
20 055 081
04 055 081
14 055 081
10 044 070
22 021 054
24 022 051
24 015 041
*************
Pay Review 2016
~530~
Civil Service
28.
28.1
The Ministry of Agro-Industry and Food Security is mainly responsible for improving
agricultural productivity to ensure food security and contribute to the growth of the
national economy while also focussing on the competiveness of the sugar cane
sector, development of non-sugar sector, livestock production and development,
forestry resources and native terrestrial biodiversity and conservation.
28.2
28.3
Faced with the challenges on the regional and international fronts, the Ministry has
embarked on the restructuring of the Agricultural Services with a view to attaining
higher operational efficiency and better service delivery. To this end, the Ministry
aims to give a new boost to the agricultural sector through the development of new
business avenues, new era of agri-technology and bio fuel and providing new
opportunities to the planting community while promoting a Green Economy in line
with Government Vision of 2030 and achieving a sustainable food and agricultural
sector.
28.4
The overall supervision of the Ministry is under the responsibility of the Permanent
Secretary who is assisted on the administrative side by Deputy Permanent
Secretaries and Assistant Permanent Secretaries. On the technical side, assistance
is provided by heads of three main Divisions namely, Agricultural Services, Forestry
Services and National Parks and Conservation Service as well as by officers of the
Agricultural Planning Officer cadre.
28.5
In the context of this Report, Management and Staff Associations have, among
others, made proposals for the restyling of grades to more appropriate job
appellations; amendment of schemes of service to allow appointment of qualified
serving officers; merging/creation of grades; and payment of allowances.
28.6
Whilst studying the various submissions, the Bureau has taken into account the major
reforms being brought in the Ministry to further the development of agriculture and
the sugar cane sector as well as the re-engineering of its activities/services. In this
perspective, only those proposals deem meritorious and which would enable the
Ministry to better deliver on its mandate and contribute in enhancing service delivery,
have been considered favourably. As a result, we are reviewing the job titles of
certain grades; creating a few levels to improve service delivery; reviewing the mode
of appointment of promotional grades while upgrading their qualification
requirements. We are also providing a form of compensation to officers in areas
where promotion prospects are quite limited.
~531~
Civil Service
AGRICULTURAL SERVICES
28.7
28.8
28.9
The Ministry has apprised that one of the major components of the reorganisation
exercise consists in the transfer of all research and extension activities of the
Agricultural Services to the Food and Agricultural Research and Extension Institute
(FAREI) whilst all commercial and production-type activities would gradually phase
out. Consequently, the Agricultural Services would compose of only three Divisions
namely: Crop; Food and Agricultural Technology; and Livestock and Veterinary as
well as three stand alone specialised units including an Economic, Agro-Industry,
Policy and Programme Development Section; a National Agricultural Products
Regulatory Office and a Capacity Development Unit. Management has further
informed that in the context of this restructuring exercise, consultative meetings were
held with all unions concerned and their views taken on board.
28.10
While being mindful of the structural changes, the Bureau has ensured that a fit for
purpose structure is provided. We have refrained from bringing drastic changes to
the existing set up and limited a proliferation of grades. In light of representations
made by Staff Associations and taking heed of Managements proposals for a
revamped structure, we are reviewing the appellation of grades at top managerial
level; revisiting the mode of appointment to the grade of Scientific Officer; and
creating the grade of Livestock Officer. In addition, we are merging the grades of
Agricultural Support Officer and Senior Agricultural Support Officer while upgrading
its qualification requirements; providing a form of compensation to officers with limited
career prospects and maintaining existing allowances as well as the provision for
movement beyond top salary to concerned grades, keeping in view the significance
of the Agricultural Services in the future economic landscape of the country, in line
with the Government Vision 2030.
Restyling of grades
28.11
~532~
Civil Service
Recommendation 1
28.12
To
Scientific Officer
28.13
28.14
Management and Staff Associations have submitted that in view of the restructuring
exercise and limited scope of promotion, the grade of Scientific Officer may also be
opened to Agricultural Superintendents possessing a degree in the required domain,
taking into consideration their wide experience in the agricultural field.
28.15
We consider that there is merit in the case, the moreso the experience reckoned by
Agricultural Superintendents and other technical officers as well, may be used
effectively. We are, therefore, widening the scope of recruitment in the grade of
Scientific Officer to enable qualified and experienced officers of the technical grades
to join the professional cadre with a view to facilitate their career progression and
above all, to motivate these officers for enhanced service delivery.
~533~
Civil Service
Recommendation 2
28.16
The Bureau wishes to highlight that though the duties of Technical Officer (Personal)
and Senior Technical Officer are also being performed by officers in the grades of
Agricultural Support Officers and Senior Agricultural Support Officers, the grades of
Senior Technical Officer, Agricultural Superintendents and Senior Agricultural
Superintendents are being maintained so as to provide a promotional route to
Technical Officers. We are also allowing the latter to continue moving in the salary
scale of the grade of Senior Technical Officer.
Recommendation 3
28.18
We recommend that:
(i)
Technical Officers (Personal), who have drawn their top salary for a year,
should continue to proceed incrementally in the salary scale of the grade
of Senior Technical Officer provided they:
(a)
(b)
(iii)
~534~
Civil Service
28.20
Staff Associations have made representations that with the phasing out of the grade
of Technical Officer, Agricultural Support Officers and Senior Agricultural Support
Officers are required to perform technical duties that were previously devolving on
the Technical Officers and Senior Technical Officers. In view of the fact that these
officers are now performing duties of a higher nature and which require improved
technical skills and knowledge, request has been made to upgrade the qualification
requirements of the grade of Agricultural Support Officer to a Diploma. Moreover, the
Bureau has equally been apprised that there is a major overlapping of duties between
the grades of Agricultural Support Officer and Senior Agricultural Support Officer
where the element of supervision has become almost superfluous. During
consultations, Management has informed that it was in favour of the proposals. In
this perspective, request has been made for a merger of these two grades.
28.21
We have examined the request and consider that there is merit in the case. We are
recommending accordingly.
Recommendation 4
28.22
We recommend that:
(i)
(ii)
(iii)
(iv)
~535~
Civil Service
(v)
All these elements have been taken into consideration in the salary
recommended for the merged grade of Agricultural Support Officer/Senior
Agricultural Support Officer.
Senior Technical Assistant (ex-SPI) (Personal)
Technical Assistant (ex-SPI) (Personal)
28.23
Representations have been obtained from Staff Associations to merge the grades of
Technical Assistant (Ex SPI) (Personal) and Senior Technical Assistant (Ex SPI)
(Personal) as incumbents in the grades have been redeployed to the Ministry of AgroIndustry and Food Security following the sugar reform, without any career prospect.
28.24
Whilst studying the request, we have observed that officers in the grades of Technical
Assistant (Ex SPI) (Personal) and Senior Technical Assistant (Ex SPI) (Personal)
perform different duties so that a merger of the grades would not be appropriate.
However, in line with the general philosophy favouring career earnings, we are
providing a form of compensation to officers in the grades of Technical Assistant
(Ex SPI) (Personal).
Recommendation 5
28.25
28.26
(ii)
~536~
Civil Service
Recommendation 6
28.28
We recommend that officers in the grade of Field Assistant (Personal) who have
drawn their top salary for a year should continue to be allowed to proceed
incrementally in the salary scale of the grade of Senior Field Assistant
(Personal) provided they:
(i)
(ii)
28.29
Redeployment of Staff
28.30
28.31
The Ministry of Agro Industry started effecting payment of Long Service Increment
(LSI) to employees who qualified by virtue of this recommendation.
28.32
However, on 15 April 2014, the Ministry of Agro-Industry and Food Security informed
the Union and on 04 June 2014 wrote to the individual employees who have
benefitted from LSI in pursuance of the above recommendation that there was need
to readjust downwards the salary of the employees and to deal with the overpayment
administratively.
28.33
Feeling aggrieved by the stand of the Ministry of Agro-Industry and Food Security the
group of employees referred to at para 3 above moved from the Supreme Court for
an ORDER for LEAVE to apply for a JUDICIAL REVIEW of the decision and decision
making process of the Ministry of Agro-Industry (Respondent) which held that the
applicants were not eligible for LSI as per the 2009 Errors and Omisions Report.
28.34
Civil Service
28.35
The whole case rests on the question of interpretation given to the recommendation
of the 2009 EOC Report i.e whether the applicants qualify for LSI by virtue of the said
recommendation. The provisions for LSI at para 23.6 (vii) to (ix) of the 2008 PRB
Report caters for all employees across the public sector. However, the fact that para
25.33 appears under the chapter of Ministry of Agro-industry and Food Security, it
implies that the recommendation is meant for some specific application. The
wordings of the recommendation go in the same direction. The recommendation
refers to Ex- TDA Teafac and Tea Board employees who have been redeployed in
the civil service. The second part of the recommendation refers to the main
recommendation at para 23.6 (vii) to (ix) of volume 1 while the third part refers to
......irrespective of their grades and the duties they have been performing.
28.36
It appears that the crux of the litigation resides in the interpretation of the third part.
The interpretation to be lent to this part should be based on the meaning of the words
as described by the English Dictionary. Therefore, the third part is not a criteria which
should be satisfied for eligibility to LSI. In fact, eligibility should be determined on the
basis of parts 1 and 2. Furthermore, had it been the intention of the PRB to mean
that this recommendation should be applied in the same general manner as the
recommendation at para 23.6 (vii) to (ix) of Volume 1, then there would have been no
reason for duplication. Hence, this implies that in interpreting the recommendation,
the specificity provided for under part 3 of the recommendation should be given due
consideration so as not to debar employees for whom this special provision has been
made.
28.37
In the circumstances there is need for the Ministry of Agro Industry to review its stand.
We are hereunder reproducing the recommendation.
Recommendation 7
28.38
We recommend that in respect of Ex-TDA, Tea Fac and Tea Board employees
who have been re-deployed in the Civil Service by virtue of a decision of
government, the aggregate number of years of service should be taken into
consideration for implementing the recommendations made at paragraphs
21.24(i) of Volume l of the 2016 PRB Report irrespective of their grades and the
duties they have been performing. This recommendation is not applicable to
officers, if any, qualifying for additional increments by virtue of provisions
made at paragraph 10.39 of Volume 1 of the 2016 PRB Report.
~538~
Civil Service
28.40
We have analysed the request and opine that acceding to same would result into the
creation of a dead end post with no possibility for career progression. We are,
however, providing for another mechanism in view of improving service delivery in
terms of ISO certification and accreditation.
Recommendation 8
28.41
28.42
Allowances
28.43
Presently allowances are paid to Technical Officers (Personal) and Senior Technical
Officers at the Plant Pathology Section of the National Plant Protection Office who
are required to cover arrival and departure of ships and planes and perform work
connected with the White Grub Protocol as well as to Agricultural Support Officers
and Senior Agricultural Support Officers residing on stations and shouldering higher
responsibilities outside normal working hours and working on roster. We are
maintaining this provision.
Recommendation 9
28.44
(b)
(c)
~539~
Rs 1185 monthly
Rs 235 per day
Rs 240 monthly
Rs 475 monthly
Civil Service
Management has submitted that officers posted at the Animal Health Laboratory are
called upon to trap stray monkeys in connection with the Monkey Trapping
Programme. Being given that these duties do not form part of their respective scheme
of service and that same comprise a high degree of risk of being attacked by
monkeys, request has been made for the payment of a risk allowance to the
incumbents.
28.46
The Bureau has carried out an in-depth study on the request and considers that the
element of risk may be reduced through the use of protective equipment. However,
given that we cannot pronounce on the degree of risk associated with this task, we
are making an appropriate recommendation to address this issue.
Recommendation 10
28.47
28.49
Trainee Agricultural Engineers have represented that there is no provision for refund
of mileage or bus fares when they are travelling for official purpose. Given that such
a provision exists for similar grades in other Ministries/Departments, we are extending
same for the Trainee Agricultural Engineers.
Recommendation 11
28.50
28.51
We also recommend that Trainee Agricultural Engineers who use their car for
official travelling in the discharge of their duties should be refunded travelling
expenses based on the distance travelled at the rate of Rs 6.50 per km or should
be refunded bus fares.
Transport Superintendent
formerly Transport Officer
28.52
Unions have requested to restyle the grade of Transport Officer. The present
appellation does not reflect the nature of the duties being performed as incumbent is
responsible for the management and supervision of the Transport Division. We are
agreeable for the restyling of the grade.
~540~
Civil Service
Recommendation 12
28.53
Livestock Section
Livestock Officer (New Grade)
28.54
Recommendation 13
28.55
28.56
Veterinary Services
28.57
The Veterinary Services is responsible for the overall management of animal health
and related livestock matters. It is presently headed by a Principal Agricultural Officer
(Veterinary Services) and is assisted by officers in the grades of Divisional Veterinary
Officer, Senior Veterinary Officer and Veterinary Officer. Management has informed
that in the context of the restructuring of the Agricultural Services, the Veterinary
Services would form part of the Livestock and Veterinary Division.
28.58
The Bureau has been apprised that the Livestock and Veterinary Services would be
headed by an Assistant Director. To this effect and in line with what is obtainable for
similar positions in the Agricultural Services, we are restyling the grade of Principal
Agricultural Officer (Veterinary Services) and Divisional Veterinary Officer to more
appropriate job appellations.
Recommendation 14
28.59
~541~
Civil Service
Veterinary Officer
28.60
The findings of the Survey on Recruitment and Retention problems in the public
Sector carried out in the context of this Report revealed that the field of Veterinary
Science is still considered as a scarcity area. In this respect, we are maintaining
recommendations meant to ease recruitment and allow for some flexibility in the
remuneration system for this category of scarce professionals.
Recommendation 15
28.61
Management should, as has been the case after each major review, readvertise vacancies in the grade of Veterinary Officer on the basis of the
new remuneration package inclusive of fringe benefits;
(ii)
(iii)
Veterinary Officers having reached the top of their salary scale should
continue to be allowed to move in the salary scale of the grade of Senior
Veterinary Officer provided they:
(a) have drawn their top salary for a year;
(b) have been efficient and effective in their performance during the
preceding year; and
(c) are not under report.
This recommendation should, however, not preclude Veterinary Officers
from being promoted to the grade of Senior Veterinary Officer before
they have reached the top of their salary scale or on vacancy arising in
the latter grade; and
(iv)
The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the fields of Engineering/ Architecture/Quantity Surveying and
the Veterinary Services which were considered as scarcity areas.
~542~
Civil Service
28.63
Based on the survey carried out by the Bureau in context of the 2013 PRB Report,
the SPRA was maintained as it served its purpose of retaining professionals of high
calibre. Following the publication of the 2013 EOAC Report, officers in several other
grades were listed for eligibility for SPRA without any stated justification.
28.64
In the context of this review, Management, Unions and individual officers have made
strong representations for maintaining SPRA and for extending same to other grades.
The Bureau recently conducted a survey to determine the extent to which
professionals of high calibre and possessing scarce skills are leaving the public
sector, and also to assess the market value of these professionals. However, it is
worth noting that the survey revealed that there are no serious recruitment and
retention problems in the Engineering/Architecture/Quantity Surveying fields except
in the Veterinary Science field.
28.65
It is also worth highlighting that some organisations have not responded to the survey
carried out and as such the Bureau has not been able to ascertain whether these
organisations are still encountering difficulties in recruiting and retaining professionals
of right profile and calibre in the Engineering/Architecture/Quantity Surveying fields.
Though some organisations did not respond to the survey, they have nevertheless
made representations for maintaining SPRA and extending it to other categories of
professionals.
28.66
In the given circumstances and taking into consideration: (i) the findings of the survey;
(ii) representations from stakeholders; and (iii) position of concerned organisations,
we are in this Report maintaining the payment of the SPRA to eligible officers in post
as at 31 December 2015 up to 31 December 2016.
Recommendation 16
28.67
We recommend that officers in the Veterinary Officer cadre eligible for the
payment of the Special Professional Retention Allowance as at 31 December
2015 should continue to be paid same up to 31 December 2016 as specified in
the following table:
Grades
SPRA
(% of Monthly
Salary)
Veterinary
Officer
reckoning
10 years service in the grade
least
~543~
at
Civil Service
28.68
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
28.69
All officers in the Veterinary Science field who are eligible for the payment of
the Special Professional Retention Allowance as from 01 January 2016 and
have been granted same prior to the publication of this Report should continue
to draw the Special Professional Retention Allowance up to 31 December 2016.
Meat Inspection
28.70
Recommendation 17
28.71
~544~
Civil Service
Recommendation 18
28.73
28.74
Rs 425
Saturdays
Noon to 1800 hours
1800 hours to 0900 hours the following day
Rs 200
Rs 330
Rs 275
Rs 375
Rs 1030
Saturdays
Rs 1240
Rs 1650
Office Clerk
28.75
Provision has been made in the EOAC 2013 Report for the MCSAR in collaboration
with the Civil Service College to mount an appropriate award course for Office Clerk,
the successful completion of which would entitle them to move incrementally in the
master salary scale up to salary point Rs 25925 that is by two increments. It is to be
noted that the objective of the course is to equip the Office Clerks with relevant skills
to effectively perform clerical duties which are being assigned to them.
28.76
The Office Clerks have drawn our attention to the high level set for the course which
falls beyond their capacity and competence making it difficult for them to obtain the
award. We are, therefore, making an appropriate recommendation to address the
issue.
~545~
Civil Service
Recommendation 19
28.77
We recommend that:
(i) the Ministry of Civil Service and Administrative Reforms should continue,
in collaboration with the relevant authorities, to organise work oriented
Award Course for Office Clerks.
(ii) Office Clerks who have successfully completed the course be allowed to
move incrementally in the master salary scale up to salary point Rs 28625.
(iii) Office Clerks who have successfully completed the Award Course and who
have attained compulsory retirement age before reaching the top salary of
the scale should be granted an additional increment at the point reached
for the computation of their pensionable emoluments.
(iii) the MCSAR should ensure that the level of the course set should also take
into consideration the level of the duties as well as the profile of the Office
Clerks.
FORESTRY SERVICE
28.78
The Forestry Service of the Ministry of Agro-Industry and Food Security is mandated
to carry out surveillance of state forest lands consisting of forest plantations, native
forests, inland and islets nature reserves, Pas Geometriques and mountain, river and
road reserves. It is mainly responsible to carry out forestry operations and
management of forest biological resources in state owned forest within which all
silvicultural, conservation, recreational and leisure activities are carried out.
28.79
In line with the National Forest Policy, the priorities of the Forestry Sector are being
revisited. In addition, following various changes in the environmental and economic
landscapes of the country, the role of the Forestry Service is gradually shifting from
traditional timber exploitation activities to other activities which would be more
remunerative in the long run including ecotourism, provision of leisure and recreation,
medicinal plants and sustainable exploitation of non-timber products.
28.80
One of the main function of the Forestry Service is the enforcement of the Forest and
Reserves Act which provides for the protection of state forest lands and privately
owned mountain, river and road reserves. It is equally actively involved in increasing
public awareness of the productive and protective functions of the forests for the
benefit of the present and future generations.
28.81
The Forestry Service is headed by the Conservator of Forests who is assisted in his
duties by the Deputy Conservator of Forests and two Assistant Conservator of
Forests. The enforcement arm comprises a Divisional Forest Officer and officers in
the Forest Conservation and Enforcement cadre.
~546~
Civil Service
28.82
During consultations, Management and Staff Associations have, among others, made
proposals to upgrade the professional and enforcement cadres in view of the
specificity of the Forestry Service in terms of biodiversity and conservation of forests;
review upward the entry qualification requirements of the grade of Forest
Conservation and Enforcement Officer to HSC level; provide a diploma course to
officers of the enforcement cadre; and review the mode of appointment to the grade
of Principal Forest Conservation and Enforcement Officer.
28.83
We have analysed the proposals and considered those deem justified, which would
enable the organisation to better deliver on its mandate and enhance service delivery.
28.84
We are, in this Report, maintaining the present structure and as a social policy equally
maintaining the mode of appointment to the grade of Forest Conservation and
Enforcement Officer. We are, however, making provision for the mounting of a
diploma course in Forestry; making it a requirement for appointment to the grade of
Principal Forest Conservation and Enforcement Officer and reviewing the mode of
appointment to the grade. We are also providing a form of compensation to officers
in the grades of Forest Conservation and Enforcement Officer and Senior Forest
Conservation and Enforcement Officer on obtention of a diploma in Forestry and
introducing the payment of a Bad Road Allowance to eligible officers while
maintaining existing allowances.
28.86
The Bureau has been apprised that the Forestry Service has re-oriented its strategic
plan of work heading towards more technical and scientific objectives. In view thereof
and given that all officers of the Forest Conservation and Enforcement Officer already
possess a Certificate in Forestry from the University of Mauritius, request has been
made for incumbents to be given the opportunity to upgrade their qualification to a
diploma. Management and Staff Associations have equally requested for the mode
of appointment to the grade of Principal Forest Conservation and Enforcement Officer
to be amended so that the post is filled by promotion of officers in the grade of Senior
Forest Conservation and Enforcement Officer, instead of by selection, so as to be in
line with what obtains in similar cadres.
28.87
The Bureau has carefully examined the proposals taking into consideration the new
responsibilities devolving on the Forest Conservation and Enforcement Officer cadre,
the new challenges that incumbents are confronted to in this field and most
importantly all stakeholders are agreeable to the proposals. In view thereof, we are
amending the qualification requirements of the grade of Principal Forest Conservation
and Enforcement Officer and providing for officers of the cadre to be given the
opportunity to upgrade their qualifications.
We are making appropriate
recommendations to that end.
~547~
Civil Service
Recommendation 20
28.88
We recommend that:
(i)
(ii)
(iii)
(iv)
(b)
Allowances
28.89
Presently, officers of the Forestry Services are paid an all-inclusive daily allowance,
in lieu of overtime, for participating in expeditions to islets. We are maintaining this
provision.
Recommendation 21
28.90
We recommend that officers of the Forestry Services be paid a daily allinclusive allowance, in lieu of overtime, for participating in expeditions to islets
and on mountain tops as follows:
Daily All-Inclusive Allowance
(Including Meal Allowance)
Amount (Rs)
Grade
Conservator of Forests
3660
3660
3660
~548~
Civil Service
Grade
2930
2200
1900
1465
1320
General Worker
825
Walking Allowance
28.91
At present, the Divisional Forest Officers and officers of the Forest Conservation and
Enforcement cadre are paid a monthly Walking Allowance. We are maintaining the
continued payment of this allowance.
Recommendation 22
28.92
Rent Allowance
28.93
Recommendation 23
28.94
~549~
Civil Service
Grades
Amount (Rs)
645
695
895
985
1065
Officers of the Forest Conservation and Enforcement cadre are required to effect
regular patrols and checks to detect irregularities and offences committed as per
provisions made in the Forests and Reserves Act of 1983. Staff Associations have
represented that the officers use their private cars to perform these duties and whilst
doing so, they have to travel on damaged, sloppy, muddy and uneven roads/tracks
which in turn increases the vehicles cost of maintenance and repairs.
28.96
After examining the request, we consider that there is merit in the case. We are, in
this respect, providing for some compensation to the officers concerned.
Recommendation 24
28.97
28.98
The National Parks and Conservation Service (NPCS) operates under the aegis of
the Ministry of Agro Industry and Food Security as an independent organisation. Its
main objectives are to establish and maintain protected areas from depredation and
invasion by alien species; and manage key components of biodiversity including
restoration and conservation.
28.99
The NPCS is the national focal point for biodiversity protection and responsible for
the management of endemic biological resources in the Black River Gorges National
Park. It also provides advice on all matters relating to conservation of native terrestrial
biodiversity. The main activities carried out consist in the protection, management
and rehabilitation of endemic fauna and flora species; creation of public awareness
and dissemination of conservation education.
~550~
Civil Service
28.100 A Director heads the NPCS and is assisted in his administrative and technical duties
by a Deputy Director. Officers in the professional and technical grades provide
support services whilst enforcement duties are carried out by officers of the Park
Ranger cadre.
28.101 In the context of this Report, various representations were made by both
Management and Staff Associations. The main ones consisted in an upgrading of
salaries, merging of grades at professional level, payment of Risk Allowance to
certain grades, granting loan facilities and payment of a Special Retention Allowance.
28.102 We have duly examined all the representations made. Only those deem meritorious
have been retained. We are, in this Report maintaining the present organisation
structure of the NPCS, providing for some form of compensation to qualified and able
serving officers of the technical cadre; maintaining existing allowances and
introducing the payment of a Bad Road Allowance to certain officers.
Technical Officer/Senior Technical Officer (Conservation)
28.103 During consultations, the Bureau has been apprised that many Technical
Officer/Senior Technical Officers (Conservation) possessing higher qualifications
contribute in bringing an enhanced service delivery through their additional
knowledge and competencies. In certain cases, a few have been entrusted additional
responsibilities and are required to assist the Scientific Officers (Conservation) in their
daily duties. In this connection, request has been made for these officers to be
additionally compensated.
28.104 Whilst studying the request, we have taken into account that the organisation is
making judicious use of the skills and knowledge of these officers. In this perspective,
we view that some form of compensation may be provided, as a recognition of their
contribution.
Recommendation 25
28.105 We recommend that officers in the grade of Technical Officer/Senior Technical
Officer (Conservation) possessing a degree in either Agriculture or Biology or
Zoology or Botany or Ecology or an equivalent qualification on reaching the
top of their salary scale should be allowed to move incrementally in the master
salary scale by two increments provided they:
(i)
(ii)
~551~
Civil Service
Grade
Director (NPCS)
3660
3660
3660
2930
2350
Technical Officer
2200
2200
~552~
Civil Service
Grade
Park Ranger
1900
1465
1465
1320
1080
Gardener/Nursery Attendant
1025
1025
Mason
1025
Tradesmans Assistant
880
General Worker
825
Walking Allowance
28.111 Officers of the Park Ranger cadre are presently paid a monthly Walking Allowance
as they are required to walk long distance in areas accessible only on foot. We are
maintaining the continued payment of this allowance.
Recommendation 28
28.112 We recommend the payment of a Walking Allowance of Rs 275 monthly to
Assistant Park Rangers, Park Rangers and Senior Park Rangers of the National
Parks and Conservation Service.
Rent Allowance
28.113 Presently, officers of the Park Ranger cadre not occupying government quarters are
paid a monthly Rent Allowance. We are maintaining this provision.
~553~
Civil Service
Recommendation 29
28.114 We recommend that officers of the Park Ranger cadre who do not occupy
government quarters should continue to be paid exceptionally a monthly rent
allowance on a personal basis as specified below:
Grade
Amount (Rs)
695
Park Ranger
895
985
02 000 106
Rs 122000
Permanent Secretary
02 077 091
~554~
Civil Service
Salary Code
02 069 085
02 054 081
01 069 085
08 058 074
08 056 072
08 046 069
08 038 063
08 026 060
24 022 051
~555~
Civil Service
Salary Code
19 000 102
Rs 110000
Director, Agricultural Services
formerly Chief Agricultural Officer
19 096 098
19 085 095
19 075 089
19 069 085
19 065 081
19 055 081
19 055 085
~556~
Civil Service
Salary Code
19 078 088
19 054 081
19 046 076
19 072 087
19 067 081
19 061 076
19 044 072
26 075 089
Civil Service
Salary Code
26 069 085
26 059 081
26 056 072
26 038 066
26 028 030
19 046 065
19 028 058
19 029 076
19 050 067
19 029 062
~558~
Civil Service
Salary Code
19 050 067
26 046 076
08 058 074
08 056 072
08 050 072
08 050 069
08 046 069
08 043 069
08 050 065
~559~
Civil Service
Salary Code
08 038 063
08 026 060
08 023 057
08 022 056
25 049 063
25 029 062
10 029 062
10 023 058
16 025 062
~560~
Civil Service
Salary Code
24 018 051
24 040 061
24 023 056
25 041 060
24 037 058
24 036 056
24 030 054
24 019 045
Civil Service
Salary Code
24 027 052
24 025 054
24 024 053
24 023 052
24 036 052
25 023 052
~562~
Civil Service
Salary Code
24 027 051
24 022 051
24 019 051
24 024 049
24 022 047
24 020 046
~563~
Civil Service
Salary Code
25 019 045
24 019 045
24 016 043
24 016 042
25 016 042
24 018 044
~564~
Civil Service
Salary Code
24 018 045
24 015 040
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Development Worker (Personal)
formerly Agricultural Development Assistant
General Worker
General Worker (ex-SPI) (Personal)
11 050 069
21 022 060
24 001 041
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17700 x 375 18450
General Development Worker
formerly Warehouse Worker (Ex-Tobacco Board) (Personal)
24 016 042
~565~
Civil Service
Salary Code
19 000 100
Rs 101000
Conservator of Forests
19 079 092
19 055 082
19 066 081
19 057 074
19 050 069
19 043 063
19 027 060
26 038 066
08 038 063
~566~
Civil Service
Salary Code
08 026 060
25 041 060
24 036 056
24 030 054
24 036 052
24 022 047
25 023 052
24 027 051
~567~
Civil Service
Salary Code
24 027 056
24 022 051
24 037 058
24 019 045
24 018 051
24 024 049
24 019 045
~568~
Civil Service
Salary Code
24 018 044
25 016 042
24 015 040
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Development Worker (Personal)
formerly Agricultural Development Assistant
General Worker
NATIONAL PARKS AND CONSERVATION SERVICE
19 096 098
19 075 089
19 069 085
19 056 081
~569~
Civil Service
Salary Code
19 046 076
19 057 073
19 044 072
19 050 067
19 043 063
19 027 060
19 029 076
19 028 058
08 038 063
~570~
Civil Service
Salary Code
08 026 060
08 023 057
25 023 052
24 027 051
24 022 051
24 024 049
24 022 047
24 019 045
~571~
Civil Service
Salary Code
24 018 044
25 016 042
24 015 040
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Development Worker (Personal)
formerly Agricultural Development Assistant
General Worker
24 016 043
Salary Code
19 067 081
~572~
Civil Service
Salary Code
19 061 076
19 044 072
19 056 072
19 050 067
08 038 063
08 026 060
24 023 056
24 022 058
24 030 054
**********
~573~
Civil Service
~574~
Civil Service
29.
29.1
The Ministry of Arts and Culture is responsible to foster a balanced and harmonious
Mauritian society through consolidation of existing pluralism, promotion of creativity
and the celebration of cultural values. Its objectives are, among others, to preserve
and foster cultural values both at individual and collective levels; promote cultural
interaction among different cultural components within the country and abroad for
mutual understanding and enrichment; organise cultural activities for the public at
large; and encourage the development of a dynamic arts and culture sector.
29.2
A Director heads the technical arm of the Ministry and is assisted in his day-to-day
activities by officers of the Culture Officer and Arts Officer cadres. The Film
Classification Board and the National Archives Department fall under the aegis of the
Ministry.
29.3
In the context of this Report, Unions have requested for amendments in schemes of
service, adequate training facilities, filling of vacant posts, restyling of grades,
enhancement of the duty exemption scheme, and risk allowance. Management, on
the other hand, has submitted that the grades of Culture Officer and Senior Culture
Officer be merged, the qualification requirements for the grade of Library and
Animation Officer/Senior Library and Animation Officer be upgraded and certain
existing allowances be extended to other grades.
29.4
29.5
After careful analysis of the submissions, we are maintaining the present structure
and extending certain allowances to the grade of Theatre Manager.
Arts Officer
29.6
Officers in the grade of Arts Officer possessing a Diploma are presently allowed to
move incrementally up to salary point Rs 36575. We are maintaining this provision.
Recommendation 1
29.7
(ii)
~575~
Civil Service
At present, officers of the Arts Officer and Culture Officer cadres as well as the
Theatre Superintendent are required to work regularly outside normal office hours to
organise artistic and cultural activities. These officers are compensated by way of
time off and whenever time off may not be granted due to exigencies of service, they
are paid at normal hourly rate for extra hours put in. We are, in this Report, improving
the existing provision.
Recommendation 2
29.9
We recommend that officers of the Arts Officer and Culture Officer cadres as
well as the Theatre Superintendent, who are required on a regular basis to put
in additional hours of work to cope with the demands of their job, should as far
as possible be granted, on application, equivalent time off within the current
month for the extra hours put in. However, where it has not been possible for
management to grant time off within a period of four consecutive months, the
officers should be compensated at the normal hourly rate, subject to their
having put in a minimum of 15 extra hours in a month.
Height Allowance
29.10
For this Report, representations have been received for extending the payment of
On-Call and In-Attendance allowances to the Theatre Manager for attending events
which are hosted after normal office hours. These allowances are currently paid to
the Theatre Superintendent only. Given that the presence of Theatre Manager is
mandatory when rehearsals are being held or when events are being hosted at the
theatres, we are agreeable to the request.
Recommendation 3
29.12
Officers in grades provided in the table below are categorised as those working at
staggered hours or on roster. This element has been taken into consideration in
determining the recommended salary for these grades.
~576~
Civil Service
Staggered Hours
Roster
Driver (Roster)
Theatre Manager
Short term courses in the fields of photography, sound and light techniques, classical
Indian dance, paintings and tabla are presently run in the Centres de Formation
Artistique. Academically qualified instructors are paid on a sessional basis of 1
hours duration at the rate of Rs 330 per session whereas non-qualified
instructors/resource persons are paid for the same duration at the rate of Rs 300 per
session. We are maintaining the rate of payment per session.
Recommendation 4
29.15
We recommend that the rate of payment per session for dispensing courses at
the Centres de Formation Artistique should be Rs 330 for qualified
instructors and Rs 300 for non-qualified instructors/resource persons.
Operating under the Ministry of Arts and Culture, the CELPAC is the administrative
unit which enables the Centre de Lecture et dAnimation Culturelle to aim at
encouraging and promoting reading through artistic, cultural and educational
activities; make reading materials easily accessible to the public; and promote artistic,
cultural and educational activities. Recently, an evaluator of the Organisation
Internationale de la Francophonie has revealed that the CELPAC Unit of Mauritius is
the leader in terms of quality of service and over the years the average number of
users has reached 800 per month.
29.17
29.18
Management has submitted that the qualification requirements for the grade Library
and Animation Officer/Senior Library and Animation Officer be upgraded to a diploma.
We are, at this stage, maintaining the qualification requirements for the grade
of Library and Animation Officer/Senior Library and Animation Officer as well
as the present structure which we consider adequate to enable the CELPAC Unit to
carry out its mandate efficiently and effectively.
~577~
Civil Service
Besides performing typing duties in the relevant oriental language, Word Processing
Operators (Oriental Language) are called upon to type in other languages such as
English/French/Kreol for which they are entitled to a monthly allowance of Rs 250.
We are revising the quantum of this allowance.
Recommendation 5
29.20
Salary Code
02 000 106
05 000 099
Rs 98000
Director of Culture
05 085 095
05 075 089
05 069 085
05 054 081
05 066 081
~578~
Civil Service
Salary Code
05 063 076
05 051 072
05 034 069
05 059 081
05 056 076
05 054 081
05 034 070
05 044 066
05 028 064
22 040 069
~579~
Civil Service
Salary Code
08 038 063
08 026 059
06 026 060
10 023 058
10 022 057
25 023 052
24 032 056
24 024 053
24 023 052
~580~
Civil Service
Salary Code
24 027 056
24 022 051
24 019 048
24 019 045
24 016 043
24 015 041
24 001 038
~581~
Civil Service
The Film Classification Board (FCB) functions in a regulatory capacity under the
Ministry of Arts and Culture, in accordance with the provisions of the Films Act 2002.
It controls the importation of films and the classification thereof as well as publicity
materials meant for public exhibition.
29.22
29.23
As provided in the Act, the Secretary of the Film Classification Board is at the head
of the Board. He is assisted by a Senior Projectionist, an Executive Assistant and
other supporting staff. The Bureau been apprised that the Ministry would be
addressing the issues and recommendations made in the Report of the Office of the
Public Sector Governance, the terms of reference of which was to investigate into the
administrative systems and work processes at the FCB. One of its recommendations
is to fill in vacant posts to improve organisational efficiency.
29.24
For this Report, we are maintaining the existing arrangement as the present structure
is meeting the needs of the organisation and the moreso as no proposal has been
submitted to that effect. We are, however, amending the scheme of service of the
grade of Projectionist to facilitate recruitment.
Projectionist
29.25
29.26
During consultations, Management has apprised the Bureau that the NTC level
two is no longer run by the MITD and has been replaced by the National Certificate
level four. There is, therefore, need to bring appropriate amendment to the
scheme of service. We are making appropriate provision to this effect.
~582~
Civil Service
Recommendation 6
29.27
Recommendation 7
29.29
Grade
Allowance per
session
(Rs)
500
430
Executive Assistant
360
Senior Projectionist
360
Projectionist
360
Salary Code
08 065 081
Civil Service
Salary Code
08 046 069
10 048 067
10 029 062
18 033 062
08 038 063
~584~
Civil Service
Civil Service
Recommendation 1
29.1.7 We recommend that, in future, appointment to the grade of Principal Archives
Officer should be made by promotion, on the basis of experience and merit, of
officers in the grade of Senior Archives Officer (Personal to officers in post as
at 31.12.12) reckoning at least four years service in a substantive capacity in
the grade.
29.1.8 We further recommend that on complete phasing out of the grade of Senior
Archives Officer (Personal to officers in post as at 31.12.12), appointment to the
grade of Principal Archives Officer should thereafter be made by promotion, on
the basis of experience and merit, of officers in the grade of Archives
Officer/Senior Archives Officer reckoning an aggregate of six years service in
a substantive capacity in the grades of Archives Officer and Archives
Officer/Senior Archives Officer.
Health Surveillance and Protective Clothing/Equipment
29.1.9 The existing provision for health surveillance for all employees of the National
Archives Department, who are regularly exposed to dust and other noxious
substances through daily handling of manuscripts and old documents, is being
maintained. In addition, we are in this Report making an additional recommendation
for protective clothing/equipment.
Recommendation 2
29.1.10 We recommend that the National Archives Department should:
(i)
continue to arrange for health surveillance for all its employees free of
charge at intervals as may be advised by the Health Authorities; and
(ii)
~586~
Civil Service
Salary Code
05 095 097
05 068 089
05 055 081
05 054 081
05 059 075
05 052 069
05 043 063
05 027 062
05 027 060
~587~
Civil Service
Salary Code
10 029 062
26 023 061
16 025 062
24 022 051
24 018 044
24 015 041
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
~588~
Civil Service
30.
30.1
The role of the Ministry of Industry, Commerce and Consumer Protection is to act as
a facilitator and catalyst by formulating and implementing appropriate policies,
programmes and strategies to foster the structural transformation of the industrial
sector and create a conducive business and trade environment for sustained growth
of the Mauritian economy. Its mission is, among others, to: promote globally
competitive industries; enhance market access through internationally recognised
standards; facilitate trade of goods and services; and promote and safeguard the
interests and rights of the consumers.
30.2
30.3
Activities of the Ministry are organised under the Industry Division, Commerce
Division and Consumer Affairs Unit. These Divisions/Units are administratively
controlled by a Permanent Secretary who is also the Accounting and Responsible
officer. He is assisted in his duties by officers of the administrative, professional and
technical cadres. Other grades on the establishment of the Ministry belong to general
services and other occupational categories.
INDUSTRY DIVISION
30.4
The objectives of the Industry Division are, among others, to: provide effective and
efficient support services to the industrial sector; facilitate the integration of the
industrial sector in the global economy; and stimulate exports in traditional and niche
markets at regional and international level. Its activities are conducted through six
sections namely: Monitoring Section; Research and Planning Section; Projects and
Programmes Unit; Business Information Unit; Mauritius Accreditation Service; and
Assay Office.
30.5
The Director of Industry is responsible for the daily administrative manning of the
Division and for the promotion of industrial development, including such key functions
as formulation, implementation and monitoring of strategies and policies. He is
assisted in the performance of his tasks by officers of the Analyst (Industry) cadre
and those belonging to the professional and technical grades.
30.6
The following representations have been made by staff side during consultative
meetings: upgrading of salary; merging of grades; and provision of parking facilities.
Stakeholders were explained that the request for upgrading of salary would be
examined taking into consideration different job factors. They were also informed of
the philosophy behind merging of grades and circumstance where the Bureau is not
granting mergers. As regards administrative issues such as provision of parking
facilities, they were advised to take up the matter with their Management.
~589~
Civil Service
30.7
After examining each submission, the Bureau considers that the present structure is
appropriate and should be maintained.
Analyst (Industry)
30.8
Recommendation 1
30.9
(ii)
(iii)
ASSAY OFFICE
30.10
The Assay Office has a regulatory function in ensuring compliance with the Jewellery
Act regarding manufacture, sale, import and display of jewellery made of gold, silver
and platinum and their alloys. It is equally responsible for the verification of precious
and semi-precious stones. It operates two main laboratories namely Assay and
Gemmology. The Assay Laboratory offers assaying services for both gold and silver
jewellery and their alloys using internationally recognised test methods. On the other
hand, the Gemmology Laboratory is responsible for identification of gemstones and
diamond grading.
30.11
A Director is at the apex of the Office and is assisted in his administrative functions
by an Assistant Director. Officers in the grades of Scientific Officer (Assay and
Gemmology), Gemmologist and Technical Officer/Senior Technical Officer (Assay
Office) provide professional/technical support services.
30.12
In the context of this Report, Management and Staff Associations have among others,
made representations to review the salary scale of the grade of Gemmologist,
upgrade the entry qualification requirements of the technical cadre to degree level
and restyle grades to more appropriate job appellations. We have examined the
proposals made and considered only those deem meritorious and which would
enhance service delivery.
30.13
We consider that the present organisation structure of the Assay Office is appropriate
to enable it to deliver on its mandate and is, therefore, being maintained. We are,
however, reviewing the salary recommended for the grade of Gemmologist.
~590~
Civil Service
Gemmologist
30.14
30.15
During consultations, both Management and Staff Associations have proposed for a
review of the salary of the grade of Gemmologist, which is promotional for Technical
Officer/Senior Technical Officers (Assay Office). After careful analysis, the Bureau
considers that the representation made is justified and that the salaries of the two
grades concerned should be demarcated. We have, therefore, reviewed the salary
scale of the grade of Gemmologist.
The Bureau has received persistent representation from the union to raise the
qualification requirements of the grade of Technical Officer/Senior Technical Officer
(Assay Office) from a diploma to a degree in the relevant field. The main arguments
put forward were that incumbents are all degree holders and that the nature of duties
performed require a higher qualification, coupled with the fact that the University of
Mauritius no longer offers a diploma course in the relevant fields.
30.17
30.18
At present, there is a Proficiency Bar (PB) in the salary scale of the grade of Technical
Officer/Senior Technical Officer (Assay Office). We consider that the PB is no longer
relevant and are waiving same from the salary scale.
MAURITIUS ACCREDITATION SERVICE (MAURITAS)
30.19
30.20
The main objects of the MAURITAS are to assess the competence of conformity
assessment bodies such as testing, calibration laboratories, certification bodies and
inspection bodies, and officially accrediting them to ensure the competitiveness of
goods and services on the regional and international market. It also ensures that all
policies and procedures of the organisation comply with the requirements of the
existing and applicable international standards.
~591~
Civil Service
30.21
The Director, MAURITAS heads the organisation and is assisted by officers in the
grades of Accreditation Manager, Assistant Accreditation Manager and Accreditation
Officer. Support services are provided by officers in the General Services grades
from the Ministry.
30.22
During consultations, both Management and Staff Associations have among others
made proposals for the creation of a level of Deputy Director to assist the Director in
his day-to-day activities and creation of additional posts in existing grades.
Management equally requested the restyling of the grade of Assistant Accreditation
Manager to a proper job appellation which would reflect the specific duties performed
by incumbents in the different laboratories and certification bodies.
30.23
We have carefully examined the proposals made and are of the view that creation of
a level of Deputy Director is not warranted at this stage based on the organisations
size and span of activities as well as the staff strength at lower levels which is quite
meagre. As regards the proposed restyling of the grade of Assistant Accreditation
Manager to a specific appellation, we consider that this would lead to the unwanted
outcome of incumbents operating in silos depriving them of acquiring experience and
developing competencies in various fields which are much needed at the higher levels
in the hierarchy. We also wish to point out that Senior Officers should as far as
possible be versatile and polyvalent in the relevant domains, namely inspection and
certification.
30.24
We, therefore, consider that the present structure is fit-for-purpose and appropriate
in enabling the organisation to attain its objectives.
The Bureau has been apprised that MAURITAS is in the process of developing new
programmes of accreditation and is working towards achieving international
recognition. In this context, Management and Staff Associations have submitted that
there is an essential need to increase the establishment size of the organisation.
30.26
Taking into account the critical role of the MAURITAS as an accreditation body, we
believe that the right staff strength should prevail to enable the service to deliver on
its mandate, whilst enhancing service delivery. We, therefore, consider that
Management should ensure that the grades of Assistant Accreditation Manager
and Accreditation Officer be provided with the adequate number of posts.
~592~
Civil Service
02 094 096
02 075 089
02 069 085
02 054 081
02 075 089
02 069 085
22 021 054
24 022 051
~593~
Civil Service
Salary Code
24 018 044
24 001 038
ASSAY OFFICE
19 094 096
19 069 089
19 055 081
19 061 078
19 044 076
24 023 056
~594~
Civil Service
Salary Code
19 094 096
19 075 089
19 069 085
19 055 081
COMMERCE DIVISION
30.27
The Commerce Division formulates, implements and reviews policies and strategies
to facilitate trade while safeguarding the interests and rights of consumers. It also
ensures a regular supply of essential commodities at reasonable prices.
30.28
The work of the Commerce Division is carried out through three main Units namely:
Trade Division (Import and Export Units), Legal Metrology Division, and the Price
Control and Fixing Unit.
TRADE DIVISION
30.29
The Trade Division, comprising of the Import and Export Units, has the responsibility
for the control of imports of controlled items and issue of licences to authorised
dealers in the importation and sale of second-hand motor vehicles; implementation
of Kimberley Process Certification Scheme on rough diamonds and the registration
of TradeNet Users to the TradeNet Phase 5 System; and for processing, approval
and issue of clearances.
30.30
The Director of Trade, being at the apex of the Division, is responsible for the
management and development of trade in conformity with international trade laws
and practices. He is assisted by officers of the Analyst (Trade) cadre, Commercial
Officer cadre as well as other staff of the operational level.
~595~
Civil Service
30.31
For this Review, representation has been made for an uplifting of the salary of the
grade of Director of Trade as well as for the grant of a self-driven government official
car; and duty free facilities for the grade of Analyst (Trade). Additionally, request was
made for the merging of two grades belonging to different Cadres and their restyling
into a single appellation.
30.32
30.33
30.34
The Legal Metrology Services (LMS) is mandated to enforce the provisions of the
Legal Metrology Act of 1985 with respect to the assizing of instruments, weights and
measures and the protection of the consumer and the public at large in all
transactions. It is responsible for the calibration and maintenance of measurement
standards which are traceable to International Standards; control of weighing and
measuring equipment used in trade to ensure that the instruments are accurate and
used correctly; and control of goods to ensure that they are properly labelled and are
in conformity with the Legal Metrology Act.
30.35
A Director has the overall responsibility to manage and oversee activities at the LMS.
She is assisted by a Deputy Director in her administrative and technical duties.
Officers in the grades of Legal Metrologist, Legal Metrology Officer, Senior Technical
Officer (Legal Metrology) and Technical Officer (Legal Metrology) (Personal) provide
professional and technical support to the LMS while ensuring a proper service
delivery.
30.36
In the context of this Report, proposals made by Management and Staff Associations
were mainly geared towards the alignment of salaries of top levels with those of their
counterparts, granting duty remission facilities, payment of risk allowance, reviewing
qualification requirements of certain grades and maintaining the grade of Senior
Technical Officer (Legal Metrology). After duly examining all the representations, we
consider that the organisation structure of the Legal Metrology Services as well as
present conditions are appropriate to enable it achieve its objectives. We are,
nevertheless, providing a means of compensation to experienced officers in the
technical cadre who have reached their career plateau.
~596~
Civil Service
30.38
At present, appointment is made through the limited and open competition modes.
Union members have informed that though being qualified, only outside candidates
are selected. The Bureau views that as per existing conditions at the LMS, it would
not be appropriate at this stage to amend the mode of appointment. Such a step may
only be contemplated in the event the staff strength of the Technical cadre is
significantly increased.
The technical cadre of the Legal Metrology Services comprises the grades of
Technical Officer (Legal Metrology) (Personal) and Senior Technical Officer (Legal
Metrology). During consultations, union members have represented that Technical
Officers (Legal Metrology) (Personal) though reckoning more than 30 years of
experience, are confronted to a serious problem of lack of promotion prospect as
there are only a few posts of Senior Technical Officer (Legal Metrology). This
absence of career movement in turn causes much frustration and demotivation
among the concerned officers, hence impacting on service delivery.
30.40
We have examined the request and consider that in line with the general philosophy
favouring career earnings and with a view to enabling the organisation to gainfully
utilise the expertise of the experienced officers, the latter may be provided a form of
compensation against assuming higher responsibilities. To this effect, we are
providing for a mechanism which will allow the officers to move further in a higher
salary scale.
Recommendation 2
30.41
(ii)
~597~
Civil Service
30.42
The objectives of the Consumer Affairs Unit (CAU) are, among others, to: protect
consumers by ensuring compliance with consumer laws and checks in trade
premises; educate consumers of their rights and responsibilities through
talks/sensitization programmes on all aspect of related legislations, publication of
booklets, flyers, posters and projection of video clips, and settle disputes between
traders and consumers by mutual agreement or through a court of justice. CAU
envisions to create an environment of trust, reliability and responsibility between
traders and consumers for promoting better trade practices.
30.44
The Unit comprises the following grades: Head, Consumer Affairs Unit, Principal
Consumer Affairs Officer, Senior Consumer Affairs Officer and Consumer Affairs
Officer. The post of Head, Consumer Affairs Unit is vacant and a Principal Consumer
Affairs Officer has been assigned to perform the duties of the grade.
30.45
In the context of this review, representatives of the CAU submitted the following
proposals: upgrading of qualification requirement at source level for future entrants;
redesigning the Consumer Affairs Unit with a Director at its apex; revising existing
allowances; decentralisation of offices for proximity to consumers; wear and tear
allowance for extensive use of car; parking allowance and grant of 100% duty
remission to its officers. Management supported some of the requests and informed
that the Consumer Affairs Unit would be reorganised, once the Consumer Protection
Act is amended and promulgated.
30.46
During consultation, both management and staff sides were apprised that request
pertaining to upgrading of qualification of a particular grade may be considered in the
light of job evolution and increasing complexity of tasks. Parties were also informed
of the eligibility criteria for the determination and granting duty free vehicles. As
regards the issue of decentralisation, parties were informed that this should be
addressed administratively whereas demands pertaining to general conditions would
be looked at holistically by the Bureau. Members of the Union were requested to
submit anew their claim for parking allowance to the MCSAR through the parent
Ministry for reconsideration.
30.47
After a thorough examination of the requests and pending the promulgation of the
amended Consumer Protection Act, the organisation structure is being maintained.
However, we are reviewing the qualification requirement of Head, Consumer Affairs
Unit to facilitate vertical mobility in the cadre and revising the existing allowance.
~598~
Civil Service
The grade of Head, Consumer Affairs Unit is an open position for serving officers who
possess a relevant degree and administrative experience. In view of a proposed
reorganisation of the Consumer Affairs Unit which is yet to concretize, the post has
remained vacant for years. Meanwhile, the seniormost officer has been assigned the
duties of the Head, Consumer Affairs Unit. As a consequence, vacant posts were not
filled in the upper echelon of the hierarchy. Officers of the cadre have thus argued
that their legal aspiration of a career progression has been thwarted, the moreso as
they have stagnated for years on top of their respective salary scale. They have
therefore requested that appointment to the grade of Head, Consumer Affairs Unit
should be made from among qualified officers of the Consumer Affairs Cadre as their
expertise and knowledge could be gainfully utilised by the organisation/Ministry.
30.49
We are recommending accordingly to motivate employees of the cadre and for the
wider interest of the consumers.
Recommendation 3
30.50
We recommend that:
(i)
(ii)
30.52
We are maintaining the present arrangement and revising the quantum of allowance.
Recommendation 4
30.53
~599~
Civil Service
Hours of Work
30.54
As per the existing schemes of service of all grades in the Consumer Affairs Cadre,
Officers may, in the performance of the duties be called upon to work outside normal
working hours, including Sundays and Public Holidays. The element has been
taken into consideration in determining the salary of the grades.
COMMERCE DIVISION
SALARY SCHEDULE
Salary Code
02 000 106
02 094 096
02 075 089
02 069 085
02 054 081
18 061 077
18 050 071
18 050 069
~600~
Civil Service
Salary Code
18 038 063
08 038 063
24 023 056
24 030 054
24 022 051
24 018 044
24 015 040
24 001 038
~601~
Civil Service
Salary Code
19 094 096
19 080 094
19 069 089
19 055 081
19 061 076
19 044 072
18 063 079
18 056 076
~602~
Civil Service
Salary Code
18 050 073
***********
~603~
Civil Service
~604~
Civil Service
31.
31.1
The Ministry of Gender Equality, Child Development and Family Welfare envisions to
have a society which is free from violence, exploitation and discrimination where the
fundamental rights of women and children are respected and where human values
within the family and the civil society are cherished. It is responsible for the
formulation and implementation of policies for the rights and welfare of women,
children and families.
31.2
The mission of the Ministry is to frame and execute policies and programmes/projects
geared towards upgrading the status of women, children and family, safeguarding
their rights and protecting them against all kinds of abuse and discrimination while
empowering women through basic skills development and entrepreneurship
development.
31.3
The Ministry carries out its activities through different units, namely, Child
Development Unit, Family Welfare and Protection Unit, Home Economics Unit,
Gender Unit and Planning and Research Unit. It also has under its aegis the National
Womens Council, the National Childrens Council and the National Women
Entrepreneur Council which have been ascribed specific roles and functions to enable
the Ministry to achieve its objectives efficiently and effectively.
31.4
During consultations with management, much emphasis was laid on paragraphs 4850 of the Government Programme 2015-2019 which makes mention of the coming
up of a new legislation on women, children, community care and protection including
the introduction of a new Childrens Bill. The Ministry was apprised that any new
position in line with the Childrens Bill would be considered once the Bill is proclaimed.
In view of the continuous increase in family/social problems and inadequate staffing
structure, shortcomings have been noted in the delivery of services. The Ministry has
accordingly made proposals to review the present structure to meet the objectives of
its mandate and better serve its stakeholders. Request from the staff side has also
been made that, in view of the increase in the number of projects/programmes, there
is need to increase the establishment size to meet the challenges. The main demands
of both Management and Staff side relate to the creation, restyling and upgrading of
some posts.
31.5
However, the profiles for almost all the new grades requested were not submitted to
the Bureau for salary grading and inclusion in this Report. A revamping of the present
structure, based on functional needs, would be considered on an adhoc basis after
the publication of this Report.
31.6
We are, therefore, in this Report, maintaining the present organisation structure and
other provisions while revising the salary scales of existing grades and improving
existing conditions of work. We are also making provision for a new grade of
Documentalist which profile has been submitted to the Bureau.
~605~
Civil Service
The Head, Child Development Unit is required to be On-Call after normal working
hours, during weekends and public holidays. Incumbent is presently paid a monthly
commuted allowance for monitoring and supervising the duties of a team after normal
working hours. The allowance is being maintained in this Report.
Recommendation 1
31.8
The Head, Family Welfare and Protection Unit is presently being paid a monthly
commuted allowance as incumbent is required to be On-Call to monitor and
supervise the duties of officers in the unit after normal working hours. We are
maintaining the allowance.
Recommendation 2
31.10
We recommend that the Head, Family Welfare and Protection Unit should
continue to be paid a monthly Commuted Allowance of Rs 6100 for monitoring
and attending to cases related to domestic violence after normal working
hours, during weekends and public holidays.
Presently, Family Welfare and Protection Officers are appointed by selection from
among candidates possessing a Diploma in Social Work/Social Studies/Social
Welfare/Psychology/Sociology or an alternative equivalent qualification. It has been
submitted that the Family Welfare and Protection Officers possessing a degree in the
relevant field are required to shoulder higher responsibilities to meet the demand of
various stakeholders and therefore, should be compensated adequately. We are
agreeable to this proposal and are making appropriate provision.
Recommendation 3
31.12
~606~
Civil Service
The Ministry organises several activities on Community Child Watch and Child
Mentoring, among others, regularly outside normal working hours and the services
of the Family Welfare and Protection Officers are required to ensure a citizen-centric
service. Both Management and the staff side have submitted that these officers
cannot be properly compensated by way of time off for the extra hours of work put in
because of the specificity of their jobs. We are agreeable to this request and are
making appropriate provisions.
Recommendation 4
31.14
The Ministry operates a 24-hour Hot Line Service to provide first hand counselling
and advice to the public on any family related issue/problem and in particular to
desperate persons who are in urgent need of help and support. Officers who attend
to the Hot Line Intervention are being granted an all-inclusive allowance and this
arrangement is being maintained.
Recommendation 5
31.16
We recommend that officers who are required to answer phone calls received
after office hours during weekdays, weekends and public holidays through the
three digits Hotline Intervention of the Ministry for the purpose of first hand
counselling, advice or intervention into family and child abuse/violence cases,
as appropriate, should be paid an all-inclusive allowance as follows:Period
All-inclusive Allowance
Weekdays
From 1600 hours to 0900 hours the following
day
Saturdays, Sundays and Public Holidays
From 0900 hours to 0900 hours the following
day
Risk Allowance
31.17
Presently, officers of the Child Development Unit and Family Welfare and Protection
Unit who, by nature of their work, are exposed to very risky situations/environment
are being paid a monthly Risk Allowance. We are maintaining this allowance.
~607~
Civil Service
Recommendation 6
31.18
We recommend that officers working in the Child Development Unit and Family
Welfare and Protection Unit who, by nature of their work, are exposed to very
risky situations and environment be paid a monthly Risk Allowance equivalent
to one and a half increments at the initial of their respective salary scales.
There is a Documentation Unit at the Ministry. Management has submitted that the
Unit is presently not fully equipped and no longer responds to its needs. Hence, there
is an urgent need for a dedicated grade to be responsible for the re-organisation of
this unit. We favour this request for the benefit of the organisation and the service it
provides.
Recommendation 7
31.20
31.21
In our last Report, provision was made for those Senior Home Economics Officers
possessing the relevant Degree or an alternative equivalent qualification to be
compensated adequately since they are required to shoulder responsibilities at a
higher level. We are maintaining this provision.
Recommendation 8
31.23
Psychologist
31.24
~608~
Civil Service
31.26
Recommendation 10
31.28
We recommend that officers of the Ministry who are On-Call and required to
attend to emergencies during On-Call be paid allowances as follows:On-Call
Allowance
Rs
Grade
Period
Psychologist
Weekdays
1600 hours to 0900 hours
the following day
Saturdays, Sundays and
Public Holidays
0900 hours to 0900 hours
the following day
Coordinator
Weekdays
1600 hours to 0900 hours
the following day
~609~
Rs 300 daily
Rs 450 daily
Rs 250 daily
In-Attendance during
On Call
Rs/hour
Rs 150 per hour of
attendance up to a
maximum of Rs 600 per
day/night period.
Rs 150 per hour of
attendance up to a
maximum of Rs 900 per
day/night period.
***
Civil Service
Grade
On-Call
Allowance
Rs
Period
Saturdays, Sundays and
Public Holidays
0900 hours to 0900 hours
the following day
Principal
Family Welfare
and Protection
Officer
Senior Family
Welfare and
Protection
Officer
Senior Child
Welfare Officer
(Personal)
Inspector of
Police
Police
Sergeant
Police
Constable
Child Welfare
Officer(Person
al)
Nursing
Officer
Family Welfare
and Protection
Officer
Weekdays
1600 hours to 0900 hours
the following day
Saturdays, Sundays and
Public Holidays
0900 hours to 0900 hours
the following day
Weekdays
1600 hours to 0900 hours
the following day
Rs 375 daily
In-Attendance during
On Call
Rs/hour
***
Rs 165 daily
Rs 250 daily
Rs 165 daily
Rs 250 daily
***
Rs 80 per hour of
attendance up to a
maximum of
Rs 480 per day/night
period.
Rs 80 per hour of
attendance up to a
maximum of
Rs 640 per day/night
period.
Care Worker
Weekdays
1600 hours to 0900 hours
the following day
~610~
Rs 125 daily
Rs 185 daily
Rs 65 per hour of
attendance up to a
maximum of
Rs 390 per day/night
period.
Rs 65 per hour of
attendance up to a
maximum of
Rs 520 per day/night
period.
Civil Service
Grade
Driver
On-Call
Allowance
Rs
Period
In-Attendance during
On Call
Rs/hour
Weekdays
Rs 105 daily
***
1645 hours to 0745 hours
the following day
Saturdays, Sundays and
Public Holidays
Rs 155 daily
0745 hours to 0745 hours
the following day
*** Overtime at the rates in force for attendance outside normal working
hours.
23 054 081
19 059 085
23 057 076
05 044 067
~611~
Civil Service
Salary Code
23 052 072
23 038 070
18 038 067
24 022 051
24 019 045
24 018 044
24 016 043
24 001 038
23 090 092
~612~
Civil Service
Salary Code
23 069 085
23 075 091
23 058 075
23 038 070
23 026 059
23 090 092
23 030 063
23 023 058
23 090 092
~613~
Civil Service
Salary Code
23 054 081
23 090 092
***********
~614~
Civil Service
32.
32.1
32.2
The mandates of the Ministry are to fight fraud, eradicate corruption, malpractices
and irregularities in all aspects of public life; reinstate good governance practices;
spearhead institutional reforms in the public sector to make it more productive,
transparent, accountable and customer friendly; and promote the development of
global business, wealth and asset management and to position Mauritius as a
financial hub for Africa.
32.3
The MFSGGIR is under the overall responsibility of the Permanent Secretary who is
assisted by officers in the administrative, professional and technical cadres. Staff of
the general services provide support services to the Ministry.
32.4
In the initial stage of operation, staff of the Office of Public Sector Governance from
the Prime Ministers Office who were dealing with good governance issues are now
operating under the aegis of this Ministry. Moreover, pending the creation of technical
grades on the establishment, the Ministry is presently having recourse to the services
of professional staff on contract basis in an advisory capacity.
32.5
In the context of this review exercise, it has been submitted that the organisation
structure of the Ministry is being reviewed. On completion of the exercise by the
Ministry, the Bureau would provide appropriate salary grading upon request. We are,
however, making appropriate recommendations in line with submissions from
Management in the present context.
Management has submitted that with a view to optimising resources and avoiding
duplication of work, the organisation structure of the Office of Public Sector
Governance be reviewed so as to fit the organisation requirements of the Ministry.
Accordingly, the Office of Public Sector Governance would be absorbed within the
Ministry and the post of Director-General, Office of Public Sector Governance would
be phased out.
Recommendation 1
32.7
~615~
Civil Service
Management has submitted that in order to enhance service delivery with a view to
providing support to existing staff in the day-to-day running of the organisation, there
is need for a grade of Handy Worker on the establishment of the Ministry to allow
more flexibility and optimum utilisation of human resources. We are, therefore,
making appropriate provision.
Recommendation 2
32.9
32.10
Incumbent would be required to, among others, clean office premises; operate office
equipment such as duplicating, photocopying and fax machines; make and serve tea;
and perform simple gardening duties.
02 000 106
Rs 122000
Permanent Secretary
01 000 105
Rs 119000
Director, Office of Public Sector Governance
01 086 095
01 058 085
~616~
Civil Service
Salary Code
01 064 078
24 022 051
24 015 041
***********
~617~
Civil Service
~618~
Civil Service
33.
33.1
33.2
In line with Governments vision of making the cooperative movement a key partner
with the second socio-economic miracle, the Ministry provides the appropriate
technical, professional and managerial support to businesses to enhance their
economic growth and sustainable development.
33.3
The MBEC comprises two main Divisions, namely: Business Enterprise and
Cooperatives. Each Division has its own specific responsibility to boost up the
entrepreneurial community. The Business Enterprise Division pursues activities
through Small and Medium Enterprise Development Authority and the Mauritius
Business Growth Scheme (MBGS) while the Cooperative Division delivers its
services through the Cooperative Society Section and the Cooperative Development
Unit.
33.4
The Permanent Secretary is the Responsible and Accounting Officer of the Ministry.
BUSINESS ENTERPRISE DIVISION
33.5
The mandate of the Business Enterprise Division includes Micro, Small and Medium
Enterprise (MSMEs), business and competitiveness.
During consultation,
Management informed that the Ministry does not have any technical division or
Technical Officer to support it in policy making as well as in the implementation of
projects and other activities. At present, with regards to matters pertaining to MSMEs,
the Ministry is depending extensively on the support of the SMEDA, which is the
implementing agency for the SME Sector. Further the Ministry of Finance and
Economic Development (MOFED) has seconded two Analyst/Senior Analysts to
assist the office in some technical aspects regarding SMEs.
33.6
~619~
Civil Service
Recommendation 1
33.7
(ii)
(iii)
(ii)
~620~
Civil Service
The Cooperative Division has the statutory duty to ensure that Cooperative Societies
operate within the cooperatives legal regulatory framework. It assists in the
consolidation, promotion and development of the cooperative movement through the
creation and provision of a favourable and conducive environment for entrepreneurs.
33.10
33.11
The functions of the Cooperative Society Section are, among others: formulation and
registration; auditing of financial accounts; supervision, inspection and monitoring of
cooperative societies; preparing programmes and policies for the cooperative sector
and coordinating activities with other institutions; conception, implementation and
monitoring of national cooperative development projects; coordination of foreign
financial and technical assistance for the implementation of cooperative projects;
promoting new management concepts through HRD, training and education within
the Cooperative Sector; and promoting and developing the cooperative movement
for the economic, social and cultural upliftment.
33.12
33.13
33.14
In the context of this review, Management and union members have made the
following representations: creation of grades and additional posts at different levels
in the cadre; upgrading of qualification at entry level; sponsorship for officers of the
cadre to upgrade qualification; overseas training for all staff irrespective of age; and
the post of Cooperative Development Officer to be filled from qualified officers of the
Cooperative Officer cadre.
~621~
Civil Service
33.15
Both Management and staff officials were apprised that new grades are established
depending upon the functional needs of the organisation whereas creation of
additional posts and amending schemes of service rest with Management. They were
further informed that the Chapter on Training and Development in volume one of our
Report makes ample provisions on training for the upskilling of officers and to
enhance service delivery.
33.16
Taking into account the important functions of the Cooperative Division and the need
for the Division to be headed by a full-fledged Registrar, it was recommended by the
EOAC Report 2013 that the grade of Registrar, Cooperative Societies should be filled
by promotion, on the basis of experience and merit, of officers in the grade of Deputy
Registrar, Cooperative Societies. Consequently, the scheme of service of the grade
of Registrar, Cooperative Societies has been amended to reflect this
recommendation.
33.18
Subsequently, the Ministry submitted that there was no substantive holder in posts in
the grade of Registrar, Cooperative Societies and Deputy Registrar, Cooperative
Societies. Vacancy in the grade of Deputy Registrar, Cooperative Societies was
reported to the Public Service Commission but was yet to be advertised. As per the
current practice, upon appointment to the grade of Deputy Registrar, Cooperative
Societies, incumbent would be required to serve in a temporary capacity for a
minimum period of six months after which he would be promoted to the grade of
Registrar, Cooperative Societies.
33.19
33.20
Since the request to amend the mode of appointment in the scheme of service of the
grade of Registrar, Cooperative Societies constituted a major change and departure
from the 2013 EOAC Report, the advice of the High Powered Committee was sought.
33.21
The HPC at its meeting held on 22 December 2015 approved that the following
qualification requirements for the grade of Registrar, Cooperative Societies should
henceforth be adopted:
~622~
Civil Service
(ii)
B.
33.22
(ii)
(iii)
The above qualifications requirement are being maintained until such time that
the post of Registrar, Cooperative Societies is filled in a substantive capacity.
Thereafter, necessary amendments should be brought by the Ministry in the
scheme of service of the grade to restore appointment thereto by promotion,
on the basis of experience and merit, of officers in the grade of Deputy
Registrar, Cooperative Societies.
Cooperative Officer
33.23
A Qualification Bar (QB) has been inserted in the salary scale of the grade.
Cooperative Officers possessing Diploma in Cooperative Studies or the Diploma in
Development Studies or who have completed successfully all papers of
Fundamentals (Skills) formerly Part II of the ACCA Examination or an equivalent
qualification should be allowed to proceed beyond the QB.
Officers of the Cooperative Officer cadre, who are required to put in additional hours
of work on a regular basis, are given equivalent time off for extra hours put in. Where
it has not been possible for Management to grant time-off to the officers within a
period of four consecutive months, an appropriate allowance as compensation for the
extra hours put in is payable to them subject to the approval of the Ministry of Civil
Service and Administrative Reforms. We are maintaining this recommendation.
~623~
Civil Service
The Cooperative Development Unit (CDU), as a policy unit, assists in the preparation
and implementation of development programmes, projects and strategies. It
formulates and monitors several incentive schemes and supports programmes for a
sustainable growth of the cooperative movement. In addition, it processes requests
for assistance from aid/donor agencies and countries. It also participates in meetings
at the level of bilateral joint commissions and provides inputs on the cooperative
movement.
33.26
The overall responsibility of the CDU, comprising a three level structure, rests with
the Secretary for Cooperative Development. He is supported by officers in the grades
of Senior Cooperative Development Officer and Cooperative Development Officer
and officers of the general services cadre.
33.27
In the context of this review, staff side and Management have made the following
proposals: a restructuring of the CDU with the creation of a grade and additional posts
at all levels, and to restore parity in the salary of the grades of Secretary for
Cooperative Development and that of the Registrar, Cooperation Societies.
33.28
After examining the rationale given in regard to these proposals, the Bureau could
not find adequate justification to accede to the demands. Parties were apprised that
grades are created whenever there are functional needs in the organisation whereas
increasing the number of posts at any level is the prerogative of Management. The
restoration of parity of salary would be examined after considering all job factors and
related implications. Management was further apprised that grades which are
urgently required would be graded by the Bureau on an adhoc basis provided the
established procedures have been followed.
33.29
Office Clerk
33.30
Provision has been made in the EOAC 2013 Report for the MCSAR in collaboration
with the Civil Service College to mount an appropriate award course for Office Clerks,
the successful completion of which would entitle them to move incrementally in the
master salary scale up to salary point Rs 25925, that is, by two increments. It is to
be noted that the objective of the course is to equip the Office Clerks with relevant
skills to effectively perform clerical duties which are being assigned to them.
33.31
The Office Clerks have drawn our attention to the high level set for the course which
falls beyond their capacity and competence making it difficult for them to obtain the
award. We are, therefore, making an appropriate recommendation to address the
issue.
~624~
Civil Service
Recommendation 2
33.32
We recommend that:
(i)
(ii)
(iii)
Office Clerks who have successfully completed the Award Course and
who have attained compulsory retirement age before reaching the top
salary of the scale should be granted an additional increment at the point
reached for the computation of their pensionable emoluments; and
(iii)
the MCSAR should ensure that the level of the course set should also
take into consideration the level of the duties as well as the profile of the
Office Clerks.
02 000 106
Rs 122000
Permanent Secretary
02 075 089
02 069 085
02 054 081
~625~
Civil Service
Salary Code
06 058 076
06 036 067
COOPERATIVE DIVISION
SALARY SCHEDULE
Salary Code
02 000 106
18 090 092
18 072 087
18 066 080
18 063 077
18 052 073
~626~
Civil Service
Salary Code
18 036 070
18 085 092
18 069 085
18 054 081
08 022 056
24 022 051
24 001 038
**********
~627~
Civil Service
~628~
Civil Service
34.
34.1
The Ministry of Social Security, National Solidarity and Reform Institutions envisions
to support national and social development for an inclusive society with the strategic
direction to protect, promote and enhance social welfare and national solidarity;
rehabilitate and integrate young offenders in the mainstream of society; and
empowering disabled persons and the elderly.
34.2
The Ministry is responsible, inter alia, for the provision of a vast and diversified range
of social services including the National Pensions and Social Aid; Welfare of the
Elderly and of the Disabled; Empowerment of the Community; Welfare of inmates of
Charitable Institutions; Rehabilitation of juvenile delinquents; Suicide Prevention;
Probation and After Care; Treatment and Rehabilitation of Substance Abusers; and
National Solidarity and Welfare of the Chagossians.
34.3
The main services of the Ministry comprise the provision of adequate financial
assistance to needy persons; implementation of capacity building programmes for
Non-Governmental Organisations in collaboration with different partners;
implementation of self-development, educational, creative, artistic and IT Literacy
Programmes in Day Care Centres; provision of medical support including domiciliary
medical visits and preventive health services to the elderly; implementation of
additional mental and physical rehabilitation programmes for the elderly; payment of
Non-Contributory Basic Pension; supervision and rehabilitation of offenders;
supporting people with suicidal tendencies; and rehabilitation of juvenile offenders
through Rehabilitation Youth Centres.
34.4
The main operational units of the Ministry are Social Aid and National Pensions and
Reforms Institutions which have been ascribed specific functions such as payment of
Social Aid and Benefits; implementation of social/community development policies for
various stakeholders; and rehabilitation of young offenders in the community through
the Rehabilitation Youth Centres, towards a normal social life.
34.5
The activities of the Elderly Sector are organised under different departments and
specialised organisations such as the Medical Unit, the Recreation Centre for Senior
Citizens, the Welfare and Elderly Persons Protection Unit.
34.6
The Social Welfare Division and a parastatal body, namely the Sugar Industry Labour
Welfare Fund, which were previously operating under the aegis of the Ministry of
Gender Equality, Child Development and Family Welfare, have recently been placed
under the purview of the Ministry of Social Security, National Solidarity and Reform
Institutions.
34.7
The Social Welfare Division directs and controls the operation of Social Welfare
Centres through the formulation of social policies and programmes in line with the
declared actions of Government. The Social Welfare Centres cater, inter alia, for the
~629~
Civil Service
During consultations with both Management and Unions in the context of this review
exercise, much emphasis was laid on the fact that the Ministry is a citizen-centric
organisation and its customers include needy and destitute persons, the elderly and
persons with disabilities, persons facing severe personal hardship and offenders,
among others. Hence, there is an urgent need for an appropriate structure to support
the Ministry to achieve its mandate of uplifting the needy, destitute and elderly
persons.
34.9
We have examined all the requests made by both Management and Unions and
consider that certain proposals are justified and need to be addressed. We are,
therefore, making appropriate recommendations in this Report.
Management has submitted that the Ministry, during the past years, has been subject
to various criticisms due to its inability to provide timely services to the needy ones.
Various shortcomings have been identified in different areas. This has prompted
Management to come up with a strong and sound control and monitoring system to
provide timely, reliable and quality services to all its stakeholders and for ensuring
quality audit of the human resources, service delivery, infrastructure and equipment
of all the various units of the Ministry.
34.11
We have examined the submissions and are agreeable with Management for the
setting up of a Quality Assurance and Inspection Division staffed with a Director,
Quality Assurance and Inspection; Senior Quality Assurance and Inspection Officer;
and Quality Assurance and Inspection Officer.
34.13
Incumbent would be required to, inter alia, carry out system evaluation and submit
reports; assist in service delivery improvement projects; ensure optimum utilisation of
all resources in the various units; assist in staff development programmes and report
on the status of service delivery in the different units.
~630~
Civil Service
34.14
34.15
Incumbent would be required to, inter alia, assist the Director Quality Assurance and
Inspection; supervise the work of Quality Assurance and Inspection Officers; advise
on matters relating to social security, probation and rehabilitation; development of
national policies on social security, probation and rehabilitation of offenders; organise
and conduct courses for officers of the Ministry; and assess service delivery and
provide remedial steps.
34.16
34.17
Incumbent would be required to, inter alia, control and monitor the work of
professional/technical/support staff; establish plans for quality assurance at all levels
of the Social Security, Social Welfare, Probation and Reform Institutions; ensure the
monitoring and evaluation of programmes and projects related to social security,
probation and rehabilitation; and advise on service improvement and evaluation.
34.19
Civil Service
258,560 would be over 60 years of age. The number of dependent elderly would be
around 28,000.
34.20
There is a Disability Unit at the Ministry which caters for the social and economic
rehabilitation of persons with disabilities and focuses on the empowerment of these
persons to facilitate their inclusion in the society. The Disability Unit as well as the
other units cater for the needs of the elderly with disabilities.
34.21
However, in a bid to enhance service delivery of the Ministry, Management has made
proposals for the setting up of an Elderly and Disability Department to establish an
elderly and disability-inclusive development which would clearly reflect the policies,
programmes and projects of the Ministry and also provide a single point of access to
both the elderly persons and persons with disabilities. The department will take over
the functions of the Disability Unit and the other units responsible for the elderly and
disabled.
34.22
The Elderly and Disability Department would be responsible for the planning,
development and administration of a comprehensive and integrated service delivery
system so as to ensure that the elderly persons and persons with disabilities of
Mauritius have ample access to the supportive services necessary for them to live
independently with security and dignity.
34.23
We have thoroughly examined the above proposal and, taking into consideration the
looming demographic transformation, we are making appropriate recommendations.
34.25
Incumbent would be required to, inter alia, implement the provisions of the Protection
of the Elderly Persons Act and the Residential Care Homes Act; attend to queries
and provide necessary support, guidance and assistance to persons with disabilities
and elderly persons in the preparation of their retirement, welfare, re-integration in
the society; provide support and promote the integration of persons with disabilities
~632~
Civil Service
and elderly persons in all aspects of society and advocate for their rights in line with
the respective UN conventions; and organise workshops and seminars on issues of
disability.
34.26
34.27
Incumbent would be required, inter alia, to assist the Director, Elderly and Disability;
supervise the work of Elderly and Disability Officers; assist Non-Governmental
Organisations and Disabled Persons Organisations in capacity building and in project
write-up and improve their service delivery; assist in the formulation of appropriate
legislations relating to the protection, well being and human rights of persons with
disabilities and the elderly persons; and to ensure enforcement of such legislations.
34.28
34.29
Incumbent would be required to, inter alia, be responsible for the day to day
management of the Elderly and Disability Department; advise on the formulation of
policies relating to the improvement of the quality of life of the elderly and persons
with disabilities; conceive, plan, develop and implement programs and projects for
the empowerment of the elderly and persons with disabilities and initiate studies,
surveys and research work on the issues of disability and ageing.
RECREATION CENTRES
34.30
The Ministry is presently operating Recreational Centres at Pointe aux Sables, Belle
Mare and Pointe aux Piments, mainly for senior citizens and disabled persons. The
centres regularly host cultural and official functions, seminars and social activities.
Officers working there are being paid an In-Attendance allowance for work during
nights, weekends and public holidays, which is still valid.
~633~
Civil Service
Recommendation 3
34.31
Periods
Weekdays
1600 2200 hours
2200 0800 hours the next day
Saturdays
0800 2200 hours
2200 0900 hours the next day
Sundays and Public Holidays
0900 1600 hours
1600 2200 hours
2200 0900 hours the next day
310
510
720
570
365
310
570
The Ministry is operating a Hot Line Service at the Welfare and Elderly Persons
Protection Unit (WEPPU) for the purpose of receiving complaints in connection with
the non-payment of pension, social aid and other issues regarding the elderly
persons.
34.33
The Hot Line Service, which is operational on a 24-hour basis, is being attended to
on a roster basis from a pool of officers in the grades of Assistant Commissioner,
Social Security and Principal Social Security Officer posted at the WEPPU.
34.34
Every working day of the week an alternate officer attends to the Hotline as from 1600
hours to 0900 hours on the following day. During weekends or public holidays, a
single officer attends to calls which start from Friday 1600 hours and end up on
Monday 0900 hours.
34.35
We are making provision for the payment of an all-inclusive allowance to the officers
involved in attending to the hot-line services.
~634~
Civil Service
Recommendation 4
34.36
We recommend that officers who are required to operate the Hot Line Service
of the Welfare and Elderly Persons Protection Unit to answer phone calls
received after office hours during weekdays, weekends and public holidays for
the purpose of receiving complaints in connection with the non-payment of
pension, social aid and elderly issues, should be paid an all-inclusive
allowance as follows:
Period
All-inclusive Allowance
Weekdays
From 1600 hours to 0900 hours the Rs 325 per day/night period
following day
Saturdays, Sundays and Public Holidays
From 0900 hours to 0900 hours the Rs 450 per day/night period
following day
The main representation of the unions, in the context of this Report, has been the
upgrading of salaries. This issue has been addressed, to the extent possible, within
the parameters of the Bureau. We are also maintaining the existing provision
regarding movement in the Master Salary Scale for the grades of Senior Social
Security Officer and Principal Social Security Officer who possess a Diploma social
work.
(ii)
(iii)
~635~
Civil Service
In the context of this review exercise, the main representation of the union relate to
an upgrading of salary. This issue has been addressed to the extent possible, within
the parameters of the Bureau. We are also maintaining the existing provision
regarding movement in the Master Salary Scale for the grades of Senior Social
Welfare Officer and Social Welfare Officer who possess a Diploma in Social Work.
34.41
(ii)
(iii)
In our last Report, a Qualification Bar (QB) was inserted in the salary scale of the
grade of Social Welfare Officer. Incumbents should possess a Diploma in Social
Work or an alternative equivalent qualification to proceed incrementally beyond
the QB in the salary scale recommended for the grade.
Management has submitted that the Ministry has a large network of social security
offices all around the island where operations are carried out electronically through
the use of a wide IT infrastructure. At present, officers of the CISD and CIB provide
their services to support the system. However, the least non-availability of these
officers causes disruption in the day-to-day operations, hence impeding service
delivery. In this context, Management has requested for the creation of three
departmental IT grades for the management and further development of its IT
services.
34.43
During consultation meetings, the Bureau informed Management that as per existing
policy, it is the Ministry of Technology, Communication and Innovation which is
responsible for all IT needs in the Civil Service, including the provision of resources.
Hence, Management may make a request to the CISD and CIB for the posting of
relevant IT staff on a full time basis.
~636~
Civil Service
34.44
Nevertheless, owing to several similar requests from various quarters, the Bureau
has provided for another mechanism to address these issues.
We have
recommended at paragraph 19.10 of this Report for the setting up of a Standing
Committee which will have the responsibility of looking into such requests and coming
up with a general policy.
Medical Unit
Special Medical Service Allowance
Recommendation 7
34.45
We recommend that the provision made at paragraph 23.71 under the Ministry
of Health and Quality of Life in respect of the Special Medical Service Allowance
should be made applicable to the Assistant Director and Director, Medical Unit.
We recommend that the provision made at paragraphs 23.80 and 23.81 under
the Ministry of Health and Quality of Life in respect of the Special Provisions
for Officers of the Medical Profession should equally be extended to the
Assistant Director and Director, Medical Unit.
We recommend that the provision made at paragraph 23.69 under the Ministry
of Health and Quality of Life in respect of the Continuing Professional
Development for Officers of the Medical Profession should equally apply to the
Assistant Director and Director, Medical Unit.
We recommend that the provision made at paragraph 23.78 under the Ministry
of Health and Quality of Life in respect of Rent Free Telephone and Free Calls
for Officers of the Medical Profession should be extended to the Assistant
Director and Director, Medical Unit.
We recommend that the provision made at paragraph 23.65 under the Ministry
of Health and Quality of Life in respect of the Allowance for the Medical
Profession should be extended to the Assistant Director, Medical Unit and the
Director, Medical Unit.
~637~
Civil Service
The Bureau still holds the view that the Ministry should continue to consider
the advisability of employing doctors on contract basis to serve Medical
Boards/Tribunal and effect domiciliary visits.
34.51
Doctors employed on a sessional basis at the Medical Unit are presently paid
allowances to provide service to Medical Tribunal and Medical Boards. We are
maintaining the payment while revising the quantum.
Recommendation 12
34.52
34.53
Allowances per
session of 3 hours
1625
1390
1155
Domiciliary Visits
34.54
Recommendation 13
34.55
~638~
Civil Service
Recommendation 14
34.57
Allowance (Rs)
Weekday
1200 hours to 0900 hours the following day
Saturday, Sunday and Public Holiday
0900 hours to 0900 hours the following day
34.58
620
750
Office Clerk
34.59
Provision has been made in the EOAC 2013 Report for the MCSAR in collaboration
with the Civil Service College to mount an appropriate award course for Office Clerk,
the successful completion of which would entitle them to move incrementally in the
master salary scale up to salary point Rs 25925, that is by two increments. It is to be
noted that the objective of the course is to equip the Office Clerks with relevant skills
to effectively perform clerical duties which are being assigned to them.
34.60
The Office Clerks have drawn our attention to the high level set for the course which
falls beyond their capacity and competence making it difficult for them to obtain the
award. We are, therefore, making an appropriate recommendation to address the
issue.
Recommendation 15
34.61
We recommend that:
(i) the Ministry of Civil Service and Administrative Reforms should continue,
in collaboration with the relevant authorities, to organize work oriented
Award Course for Office Clerks.
(ii) Office Clerks who have successfully completed the course be allowed to
move incrementally in the master salary scale up to salary point
Rs 28625.
(iii) Office Clerks who have successfully completed the Award Course and who
have attained compulsory retirement age before reaching the top salary of
the scale should be granted an additional increment at the point reached
for the computation of their pensionable emoluments.
(iv) the MCSAR should ensure that the level of the course set should also take
into consideration the level of the duties as well as the profile of the Office
Clerks.
~639~
Civil Service
34.1
The Probation and After Care Service deals with the provision of services related
to probation, parole, after-care and institutional care. It is manned by officers of
the Probation Officer Cadre and is headed by the Commissioner, Probation and
After Care.
34.1.2
Incumbents of the Probation Officer Cadre work in collaboration with the Courts of
Law in planning sentences for offenders and rehabilitating them in the community;
working towards the reduction of crime and protection of the public; assisting
families in conflict; and safeguarding the welfare of children. They also provide an
independent inquiry service in civil and criminal matters and effect supervision of
offenders in the community.
34.1.3
The present structure of the Probation and After Care Service is adequate to
enable the Ministry to meet its mandate efficiently and effectively.
Probation Officer
34.1.4
Recommendation 1
34.1.5
34.1.6
In our last Report, a Qualification Bar was inserted in the salary scale of the grade
of Probation Officer. Incumbents should possess a Diploma in Social Work or
an alternative equivalent qualification to proceed incrementally beyond the
QB in the salary scale recommended for the grade.
Officers of the Probation Cadre are being paid a Black Jacket Allowance of
Rs 2750 annually as they are required, by nature of their duties, to work in a Court
environment where the wearing of a black jacket and a tie is a necessity. This
provision is still valid.
~640~
Civil Service
Recommendation 2
34.1.8
The Ministry operates a 24-hour Hot Line Service to provide counselling and
advice to the public on matters related to the prevention of suicide. Principal
Probation Officers, Senior Probation Officers and Probation Officers who attend to
the Hot Line Service are being paid an all-inclusive allowance. We are maintaining
the allowance.
Recommendation 3
34.1.10
We recommend that officers who are required to operate the Hot Line Service
of the Ministry to answer phone calls received after office hours during
weekdays, weekends and public holidays for the purpose of counselling and
advice on matters related to suicide prevention, should be paid an allinclusive allowance as follows:-
Period
All-inclusive Allowance
Weekdays
From 1600 hours to 0900 hours the Rs 325 per day/night period
following day
Saturdays, Sundays and Public Holidays
From 0900 hours to 0900 hours the Rs 450 per day/night period
following day
Risk Allowance
34.1.11
The Bureau takes into account the element of risk when arriving at the salaries
recommended for all grades. However, officers in certain grades, by virtue of their
posting and nature of work, are exposed to higher than normal risks during the
performance of their duties.
34.1.12
Both Management and the Staff Side have submitted that officers in the grade of
Probation Officer are called upon to regularly deal directly with violent offenders.
Hence, request was made for the payment of a risk allowance to incumbents.
However, given that we cannot pronounce on the degree of risk faced by Probation
Officer, we are making an appropriate recommendation to address this issue.
~641~
Civil Service
Recommendation 4
34.1.13
34.1.16
In the context of this review exercise, both Management and Staff Side have made
proposals to enlarge the field of study to have a bigger pool of potential candidates
to which we are agreeable.
Recommendation 6
34.1.17
~642~
Civil Service
Established under the Reforms Institutions Act 1988, the Rehabilitation Youth
Centre (RYC) caters for the detention and rehabilitation of children (under
18 years) who have been convicted for offences which are punishable by
imprisonment. The RYCs priority objective is to set the appropriate mechanism
for effective rehabilitation and integration of juvenile offenders in the mainstream
society through a professional and holistic approach.
34.1.19
The RYC aims, among others, to: offer safe custody to juveniles; provide a good
rehabilitation program including educational, recreational, vocational and spiritual
activities in collaboration with other Ministries and Non-Governmental
Organisations; ensure that medical care, including psychiatric and psychological
is provided to the young offenders; work closely with the family of the young
offenders before their release from the Centre; and work in close collaboration with
the probation service for the thorough care and after-care program.
34.1.20
A Superintendent is at the head of the six-level hierarchy of the Officer RYC, cadre.
Incumbent is responsible for the management and day-to-day operations of the
Centre.
34.1.21
For this Report, both Management and Unions have made proposals regarding the
strengthening of the structure, grant of new allowances, including Risk Allowance
and Confinement Allowance and the creation of grades in the field of IT. We have
duly examined these submissions and have considered favourably those deem
meritorious. We have also reviewed the qualification requirements of the grade of
Welfare Officer, RYC (Male) and Welfare Officer, RYC (Female) as well as restyled
the grades obtainable at the RYC (Girls).
Risk Allowance
34.1.22
Management as well as Union members have pointed out that the work
environment at the RYC has undergone much changes in recent years. The
Bureau has been apprised that officers are called upon to operate in a more or
less hostile environment consisting of an increasing number of dangerous and
violent juvenile offenders. Many cases of assault have been reported, whereby
officers have sustained injuries. In such circumstances, the Bureau considers that
the payment of Risk Allowance may be extended to the officers of the RYC cadre,
who are the most at risk when performing daily operations duties.
Recommendation 7
34.1.23
Civil Service
Performance Bonus
34.1.24
During consultations, the Bureau has been made aware of the constant challenges
being faced by officers of the RYC in a continuously changing environment. We
consider that for the extraneous effort being deployed by these officers to cope
with the new demands in their respective fields, incumbents should be provided
with some kind of reward for their sustained performance. After careful study, the
Bureau has opted for the grant of an allowance to officers performing at operational
level in lieu of incremental movement beyond top salary, as the latter option would
have led to distortions in pay relativities.
Recommendation 8
34.1.25
34.1.26
However, since the grant of the bonus is linked to performance, we strongly believe
that the payment of the one-off bonus should be deferred so as to give full
substance to the recommendation.
Recommendation 9
34.1.27
Confinement Allowance
34.1.28
34.1.29
Whilst studying the representations, the Bureau has compared the conditions
prevailing in the Rehabilitation Youth Centre and the Prisons Department. We
have noted that there is a fundamental difference in the two cases. At the Prisons
Service, Prison Officers are compelled to remain on their site of work after
completing their scheduled shift owing to the prison rules and regulations regarding
the opening and closing of gates. At the Rehabilitation Youth Centre, we have
been informed that officers have to stay beyond their normal working hours owing
to an acute shortage of staff in the following shift and that there is no particular
stringent rule regarding the opening and closing of gates.
~644~
Civil Service
34.1.30
The Bureau, therefore, holds the considered view that officers at the RYC are not
as such, confined at their site of work but are required to put in additional hours to
complete the next shift. Had the problem of shortage of staff not existed, the
officers would have left their site of work after finishing their scheduled shift, which
is not the case at the Prisons Department.
34.1.31
On this basis, the Bureau does not find merit in the demand for the payment of a
Confinement Allowance to RYC Officers. However, the concerned officers may
make a case administratively for the provision of some form of compensation for
working extra hours regularly. In the same vein, we strongly view that
Management should contemplate increasing the staffing strength at the RYC
as a remedial measure.
In the 2013 PRB Report, the Bureau reviewed the qualification requirements of the
grade of Welfare Officer. However, due to some implementation problems, the
scheme of service was not prescribed. We have taken cognizance of the issue
and are addressing same.
Recommendation 10
34.1.33
34.1.34
~645~
Civil Service
Trainers Allowance
34.1.35
Officers in the grades of Officer, RYC and Senior Officer, RYC are, among others,
required, as per their schemes of service, to train inmates in various trades and
get involved in their rehabilitation. The Bureau has been apprised that many
officers possessing trade certificates approved by the MQA are called upon to
dispense either vocational or industrial or technical training to inmates. In this
context, request has been made for the grant of an allowance to these officers as
an incentive to continue providing effectively training in a professional way. We
consider that there is some justification in the request and are making a provision
for the payment of an allowance to these officers.
Recommendation 11
34.1.36
We recommend that officers in the grades of Officer, RYC and Senior Officer,
RYC as well as their corresponding female grades, possessing a related
certificate approved by the MQA or MITD and who effectively dispense
vocational or industrial or technical training to inmates, should be paid a
monthly allowance of Rs 380.
The Bureau has received persistent representations to the effect that much
hardship is endured by pregnant female officers of the Disciplined Forces, as they
are required to work on night shift and perform duties necessitating continuous
standing. The Bureau has carefully examined the issue and views that a specific
recommendation should be made for female officers of the Disciplined Forces who
are in this state.
Recommendation 12
34.1.38
Clothing Allowance
34.1.39
Officers of the RYC are paid a Clothing Allowance of Rs 220 per month as their
duties require them not to wear uniforms. We are maintaining this allowance whilst
revising its quantum.
Recommendation 13
34.1.40
~646~
Civil Service
We recommend that Officers of the Bank of RYC Officers Scheme who are
called upon by Management to attend duty in cases of shortage of staff or
emergencies should be paid Rs 640 for the first three hours put in and on a
pro-rata basis for any additional hour.
Rent Allowance
Recommendation 15
34.1.42
We recommend that officers of the RYC who perform operations duties and
who do not occupy government quarters should continue to be paid Rent
Allowance per month as per the table below:
Grade
Amount (Rs)
735
735
1010
1010
1010
1010
1090
1090
1180
1180
1180
1380
~647~
Civil Service
Reckoning up to
10 years service
Rs 735
Reckoning over
10 years service
Rs 965
Rs 585
Rs 735
Rs 585
Rs 735
Officers of the RYC who effectively perform night shift should continue to be
paid a monthly Night Duty Allowance equivalent to 25% of the normal rate
per hour for hours between 2300 hours and 0500 hours.
Medical Examination
Recommendation 19
34.1.46
~648~
Civil Service
34.1.48
(b)
Salary Code
02 000 106
09 085 098
09 074 094
23 000 099
Rs 98000
Commissioner, Social Security
23 075 089
~649~
Civil Service
Salary Code
23 068 089
23 063 086
23 059 075
23 051 070
23 044 067
23 032 064
23 068 089
23 054 081
23 044 075
23 075 090
~650~
Civil Service
Salary Code
23 057 076
23 035 067
23 075 089
23 069 085
23 054 081
23 075 089
23 069 085
23 054 081
08 022 056
25 030 054
~651~
Civil Service
Salary Code
24 023 052
24 023 052
24 022 051
24 016 043
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
SOCIAL WELFARE DIVISION
23 092 094
23 065 081
23 059 076
23 050 072
~652~
Civil Service
Salary Code
23 035 070
REFORM INSTITUTIONS
23 091 096
23 075 089
23 069 085
19 059 081
23 057 075
23 052 072
23 036 070
24 022 051
~653~
Civil Service
Salary Code
23 036 067
17 065 080
17 060 074
17 058 074
17 056 071
~654~
Civil Service
Salary Code
17 051 068
17 046 065
17 031 062
17 024 026
23 030 061
24 018 044
**********
~655~
Civil Service
~656~
Civil Service
35.
35.1
The Ministry of Ocean Economy, Marine Resources, Fisheries, Shipping and Outer
Islands has been set up in line with Government vision to making the ocean economy
an important industry to sustain economic diversification, job creation and wealth
generation as enunciated in the Government Programme 2015-2019. The Ministry
has the vision to be an economic pillar with due regard to sustainability of aquatic
resources and social development for the benefit of all stakeholders. It has the
responsibility to develop the ocean economy with its 2.3 million square kilometres
Exclusive Economic zone.
35.2
Being considered as one of the future contributors to the countrys national income
and in line with the Governments vision for a Blue Economy, the Ministry aims
towards an integrated approach to the development, management, regulation and
promotion of ocean-related economic activities in the ocean whilst improving Ocean
Governance and ensuring proper ocean and coastal management, conservation,
healthy marine eco-system and safety for all ocean-related activities.
35.3
The Ministry has under its portfolio all ocean-related activities and various
industries/sectors namely: fishing industry; maritime industry; research development
and innovation; and promotion of ocean sector and governance. In line with its new
and enlarged responsibilities, the creation of an Ocean Economy Division is under
way. A Permanent Secretary is at the apex of the organisation. He is assisted on
the technical side by the Director of Fisheries and Director of Shipping, who are
responsible to oversee the proper functioning of the Divisions of Fisheries and
Shipping respectively and of officers of the administrative cadre.
35.4
In the context of this Report, both Management and Staff Associations have
submitted that with the expansion and growth of the ocean economy as an economic
pillar of the country, there is a strong need to strengthen the existing structure
prevailing at the Ministry. In this perspective, requests made have been mainly
geared towards the creation of grades to meet operational needs; merging of grades
where much overlapping of duties are prevalent; restyling of job appellations to
commensurate with the nature of duties performed and upgrading of qualification
requirements of grades of the technical cadre.
35.5
Whilst examining the representations, the Bureau has taken into account the
importance of the Ocean Economy in terms of its contribution to economic growth.
To this end, we are in this Report, creating grades to improve service delivery and
reviewing the mode of appointment of promotional grades with an upgrading in
qualification requirements. In addition, we are restyling grades to more appropriate
job titles and maintaining the existing allowances.
~657~
Civil Service
FISHERIES DIVISION
35.6
The Fisheries Division is responsible, among others, for management and policy
advice, as well as for development of near-shore and off-shore fisheries and
aquaculture. It has under its umbrella the Fisheries Protection Service (FPS), which
is the enforcement arm of the Ministry responsible for the protection and conservation
of fishery resources for sustainable development. The Fisheries Training and
Extension Centre (FiTEC) which is mandated to provide formal training to fishers
plays a leading role in developing capabilities for the sustainable development of the
fisheries resources and conservation of marine environment; and the Competent
Authority is involved in the verification and certification of fish and fish products for
export to European countries and non-European countries.
35.7
In the context of this Report, both Management and Staff Associations have, among
others, made proposals for an upgrading of the Fisheries Protection Officer cadre on
account of new responsibilities devolving upon them; the requirement of a relevant
Diploma for appointment to higher grades at the FPS; provision of an incentive to
officers of the technical cadre; and payment of risk allowance to officers of the FPS.
35.8
After analysis, we consider that the organisation structure of the Fisheries Division is
appropriate to deliver on its mandate and is therefore, being maintained. We are,
however, providing enhanced career earnings to Technical Officers (Fisheries),
reviewing the qualification requirements of the grade of Principal Fisheries Protection
Officer, restyling grades at the Competent Authority and reinforcing its structure to
better equip the FPS.
The Technical Officer cadre comprises the grades of Technical Officer (Fisheries),
Senior Technical Officer (Fisheries) and Principal Technical Officer (Fisheries).
During consultations, the Bureau has been apprised that many Technical Officers are
confronted to a serious problem of absence of career movement. In fact, the
concerned officers have been stagnating on their top salary whilst reckoning more
than 35 years of service. Request has, therefore, been made to allow Technical
Officers to move in the salary scale of the Senior Technical Officer as a merger of the
two grades could not be envisaged as their duties are different and there is need for
a supervisory level.
35.10
We have studied the request and are agreeable to the proposal which is in line with
our general philosophy favouring career earnings. Moreover allowing for such
movement in the salary scale would enable the organisation to gainfully utilise the
expertise of experienced officers.
We are, therefore, making appropriate
recommendations to that end.
~658~
Civil Service
Recommendation 1
35.11
We recommend that Technical Officers (Fisheries) who have drawn their top
salary for a year should be allowed to proceed incrementally in the salary scale
of the grade of Senior Technical Officer (Fisheries) up to the salary point of
Rs 46900 provided they:
(i)
(ii)
35.14
During consultations, the Bureau has been apprised that owing to a significant
evolution and developments in the Fisheries Sector, coupled with the problematic
issue of climate changes, there is need to upgrade the qualification requirements for
senior grades at the FPS so as to enable officers to cope with the new challenges.
We have studied the issue carefully and after taking account the level and nature of
duties performed by each grade, we consider that it would be more appropriate to
upgrade the qualification required for the position of Principal Fisheries Protection
Officer, the moreso, a few Senior Fisheries Protection Officers have been sponsored
to follow a relevant diploma course. We are, therefore, recommending accordingly.
Recommendation 2
35.15
We recommend that:
(i)
Civil Service
(ii)
(iii)
(iv)
(b)
Management has submitted that there is need for a dedicated grade to ensure the
proper maintenance and repair of the plants and equipment, patrol boats as well as
research and training boats of the Ministry. Given that the services of a Technical
and Mechanical Officer (Fisheries) will be required on a full time basis to perform
regular maintenance and repairs, we are making appropriate recommendation to this
effect.
Recommendation 3
35.17
35.18
~660~
Civil Service
Allowances
Sea-Going Allowance
35.19
Presently, officers who work as observers on board vessels operating in our Exclusive
Economic Zone (EEZ), and officers participating in Surveillance Missions outside our
EEZ, and who are not entitled for overtime, are paid a daily allowance for working for
a period of five days at a stretch. We are maintaining this provision.
Recommendation 4
35.20
35.21
We further recommend that those officers working for a lesser period should
be governed by the rates and conditions provided at paragraph 35.23 (a), (b)
and (c).
35.22
Scientific/Technical staff as well as officers of the Fisheries Protection cadre who are
required to go out at sea for placing and maintenance of Fish Aggregating Devices
(FADs), for research work and training of those fishermen working in the Aquaculture
Division, the Marine Conservation Centre, the Import/Export Quarantine Clearance
Unit and the Licensing Unit are presently paid a Sea-Going Allowance. It has been
submitted that officers of the FPS who are required to go out at sea for afloat patrol
and surveillance should also be paid this allowance. We consider the request to be
justified. We are reviewing the recommendation accordingly.
Recommendation 5
35.23
one days pay for working in the open sea for four hours up to 12 hours
on working days.
(b)
one and a half days pay for working beyond 12 hours, including
Saturdays, up to 24 hours.
(c)
one days pay and one day off for working four to 12 hours on public
holidays and Sundays.
~661~
Civil Service
In-Attendance Allowance
35.24
At present, Scientific Officers and Technical Officers who are required to work outside
normal working hours during weekdays, weekends and public holidays in cases of
fish mortality, stranded mammals and sea pollution are paid an in-attendance
allowance at an hourly rate. Representations have been made to extend this
allowance to officers of the Fisheries Protection cadre as they also perform the same
exercise and keep watch on eggs of marine turtles and protect them from predators
or poaches. We are, therefore, making an appropriate recommendation to that end.
Recommendation 6
35.25
Rent Allowance
35.26
Officers of the Fisheries Protection Service not occupying Government quarters are
presently paid a rent allowance. We are maintaining this provision.
Recommendation 7
35.27
Amount
(Rs)
645
700
895
985
1010
1065
Diving Allowance
35.28
At present, officers of the Fisheries Division who are required to perform diving duties
for carrying out observation and data collection underwater are paid a diving
allowance of Rs 660 per dive, subject to a maximum of Rs 9900 a month. We are
maintaining the payment of the allowance and its quantum.
~662~
Civil Service
Recommendation 8
35.29
Officers of the Fisheries Protection Service who are posted in the Flying Squads are
presently paid a monthly Special Duty Allowance. We are maintaining this provision.
Recommendation 9
35.31
Recommendation 10
35.33
Risk Allowance
35.34
Union members have informed that owing to new exigencies in the fisheries sector,
officers are now required to perform in off lagoon operations and combat illegal fishing
in our maritime zone. During these surveillance missions at sea, they have on various
occasions been assaulted by aggressive poachers and illegal fishers. They equally
have to face armed pirates and defrauders without any protective weapon when
carrying out patrol in the Exclusive Economic Zone. We have also been informed
that in such situations these officers have been victims of outrage and violence.
35.35
The Bureau acknowledges the risks being faced by the officers but unfortunately
cannot pronounce on the degree of risks to which incumbents are confronted.
However, we are providing for a mechanism which will address this issue.
~663~
Civil Service
Recommendation 11
35.36
Share of Fines
35.37
In the 2003 PRB Report we introduced a reward in the form of Share of Fines with
a view to encouraging officers of the FPS to perform their duties more effectively.
However, during consultations we have been apprised that this recommendation has
not been implemented up to now as it is subject to amendments to be brought to the
Fisheries and Marine Resources Act.
35.38
The Bureau opines that since a new Fisheries and Marine Resources Bill would be
introduced, as mentioned in the Government Programme 2015 2019, the issue of
Share of Fines could be considered in that context. Concurrently, we are proposing
to set up a Committee to look into this issue. We are, therefore, recommending along
these lines.
Recommendation 12
35.39
Union members have represented that quite often they are called back on duty while
being on leave or off duty to attend to emergencies. According to them, this situation
arises owing to a shortage of staff. In this perspective, request has been made for
the creation of a Bank of Fisheries Protection Officer to paliate any shortage of staff.
35.41
The Bureau views that it would be more apt to take a decision on this issue after the
conduct of an HR planning exercise by Management as service delivery is impeded
owing to a shortage of staff.
Office Clerk
35.42
Provision has been made in the EOAC 2013 Report for the MCSAR in collaboration
with the Civil Service College to mount an appropriate award course for Office Clerk,
the successful completion of which would entitle them to move incrementally in the
master salary scale up to salary point Rs 25925, that is by two increments. It is to be
noted that the objective of the course is to equip the Office Clerks with relevant skills
to effectively perform clerical duties which are being assigned to them.
~664~
Civil Service
35.43
The Office Clerks have drawn our attention to the high level set for the course which
falls beyond their capacity and competence making it difficult for them to obtain the
award. We are, therefore, making an appropriate recommendation to address the
issue.
Recommendation 13
35.44
We recommend that:
(i)
(ii)
(iii)
Office Clerks who have successfully completed the Award Course and
who have attained compulsory retirement age before reaching the top
salary of the scale should be granted an additional increment at the point
reached for the computation of their pensionable emoluments.
(iv)
the MCSAR should ensure that the level of the course set should also
take into consideration the level of the duties as well as the profile of the
Office Clerks.
Competent Authority
35.45
35.46
In view of the evolution in this sector, Management has mainly requested for the
creation of additional levels to enable the proper functioning of the Authority, merging
of grades where much overlapping of duties exists and restyling of grades to be in
consonance with the nature of duties performed by incumbents. We have duly
examined the proposals and only those deem meritorious have been considered.
~665~
Civil Service
in sustaining the seafood sector. We have analysed the proposal and consider that
there is merit in the case in view of the growing importance of this sector.
Recommendation 14
35.48
35.49
Veterinary Officer
Senior Veterinary Officer
35.50
The grades of Veterinary Officer and Senior Veterinary Officer exist on the
establishment of the Ministry of Agro Industry and Food Security as well as on that of
the Competent Authority. However, given that their duties differ at each organisation,
there is need to demarcate them through different job appellations. Moreover, being
given that the field of Veterinary Science is a scarcity area, we are providing a means
of compensation to Veterinary Officers in line with our general philosophy favouring
career earnings and for assuming higher responsibilities.
Recommendation 15
35.51
35.52
~666~
Civil Service
(ii)
The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the fields of Engineering/ Architecture/Quantity Surveying and
the Veterinary Services which were considered as scarcity areas.
35.54
Based on the survey carried out by the Bureau in context of the 2013 PRB Report,
the SPRA was maintained as it served its purpose of retaining professionals of high
calibre. Following the publication of the 2013 EOAC Report, officers in several other
grades were listed for eligibility for SPRA without any stated justification.
35.55
In the context of this review, Management, Unions and individual officers have made
strong representations for maintaining SPRA and for extending same to other grades.
The Bureau recently conducted a survey to determine the extent to which
professionals of high calibre and possessing scarce skills are leaving the public
sector, and also to assess the market value of these professionals. However, it is
worth noting that the survey revealed that there are no serious recruitment and
retention problems in the Engineering/Architecture/Quantity Surveying fields except
in the Veterinary Science field.
35.56
It is also worth highlighting that some organisations have not responded to the survey
carried out and as such the Bureau has not been able to ascertain whether these
organisations are still encountering difficulties in recruiting and retaining professionals
of right profile and calibre in the Engineering/Architecture/Quantity Surveying fields.
Though some organisations did not respond to the survey, they have nevertheless
made representations for maintaining SPRA and extending it to other categories of
professionals.
35.57
In the given circumstances and taking into consideration: (i) the findings of the survey;
(ii) representations from stakeholders; and (iii) position of concerned organisations,
we are in this Report maintaining the payment of the SPRA to eligible officers in post
as at 31 December 2015 up to 31 December 2016.
~667~
Civil Service
Recommendation 16
35.58
We recommend that officers in the Veterinary Officer cadre eligible for the
payment of the Special Professional Retention Allowance as at 31 December
2015 should continue to be paid same up to 31 December 2016 as specified in
the following table:
Grades
35.59
SPRA
(% of Monthly
Salary)
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
35.60
All officers in the Veterinary Science field who are eligible for the payment of
the Special Professional Retention Allowance as from 01 January 2016 and
have been granted same prior to the publication of this Report should continue
to draw the Special Professional Retention Allowance up to 31 December 2016.
Technical Officer
Technical Officer (Fisheries)
35.61
In the context of this Report, Management has requested to merge and restyle the
grades of Technical Officer and Technical Officer (Fisheries) under a single
appellation as their duties overlap to a large extent.
~668~
Civil Service
35.62
After examining the qualification requirements and duties of both grades, we view
that they may be merged and known under a single appellation. We are
recommending along these lines.
Recommendation 17
35.63
35.64
Management has submitted that in view of the critical role of the Competent Authority,
there is need for a supervisory level to ensure effective inspection and guarantee
credible certification of fish and fish products. In this respect, request has been made
for the creation of a supervisory grade to head the Technical cadre. This level would
at the same time provide a career path to Technical Officers. The Bureau is
agreeable to the proposal as it would lead to an enhanced delivery of services.
Recommendation 18
35.66
35.67
Incumbent would be required, interalia, to: supervise the work of Technical Officers
(Competent Authority); conduct official audits, routine/follow up/ad hoc inspections of
approved fish processing establishments for verification and compliance with
legislation in force; carry out inspection of consignments of fish and fish products prior
to export and of imported fish and fish products for re-export; and carry out inspection
of landing sites and fishing vessels.
Fish Inspection
35.68
Veterinary Officers and Senior Veterinary Officers of the Competent Authority are
required to work on a roster basis on Saturdays and Sundays for carrying out
inspection and certification of fish consignments. They are presently paid a daily
allowance of Rs 800. We are maintaining the payment of the allowance whilst
revising its quantum.
~669~
Civil Service
Recommendation 19
35.69
SHIPPING DIVISION
35.70
The Shipping Division is the specialised arm of the Ministry of Ocean Economy,
Marine Resources, Fisheries, Shipping and Outer Islands. It is responsible for all
maritime safety, maritime security and prevention of pollution of the marine
environment from ships and shipping matters. It also acts as the Maritime
Administration responsible for the development of maritime activities which include
among others: registration of ships, implementation of the Merchant Shipping Act,
Survey and Certification of ships and enforcement of international conventions.
35.71
The Division is headed by the Director of Shipping who is assisted by the Deputy
Director of Shipping and the Secretary for Shipping Development. Other staff
comprise Inspectors, Surveyors and officers in technical grades.
35.72
35.73
To meet these challenges, Management informed that there is a need to revisit the
organisational structure of the Shipping Division and in this respect, proposed a new
structure comprising four distinct technical units, namely: Ship Registration,
Seafarers Welfare and Regulatory Framework; Nautical, Maritime Safety and
Maritime Security Standards and Operations; Marine Engineering and Marine
Environment Standards and Operations; and Shipping Development. As each
technical unit will have a specific attribute, Management emphasised on the need of
restyling existing grades and creation of additional levels at the functional and
corporate levels and even submitted their proposed schemes of service.
Management also highlighted the recurrent problems of recruitment and retention of
officers in the professional cadre.
~670~
Civil Service
35.74
As there was no consensus between Management and the head of the Division in
respect of the new structure, Management proposed to defer the issue for
reconsideration. Thereafter the salary gradings of the new grades could have been
provided by the Bureau on an adhoc basis.
35.75
We are, in this Report, revising the salary scales of existing grades and on the basis
of our survey findings on recruitment and retention, maintaining the provision for a
Special Professional Retention Allowance to officers in the Marine Engineering
Surveyor Cadre and the Nautical Surveyor Cadre.
Recommendation 20
35.76
35.77
SPRA
% of monthly salary
10
12.5
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
~671~
Civil Service
35.78
35.80
We are maintaining the provision to compensate for the additional hours put in
beyond normal working hours.
Recommendation 21
35.81
In line with Vision 2030, Cabinet has at its meeting on 19 February 2016 taken note
that the Ministry of Ocean Economy, Marine Resources, Fisheries, Shipping And
Outer Islands is revisiting the Management of the Mauritius Maritime Training
Academy (MMTA) to make it more responsive to the needs of potential trainees
as it is expected that some 18000 jobs in the Ocean Economy Sector would be
created by 2030. It has also approved the creation of a post of Head, Mauritius
Maritime Training Academy to head, drive and coordinate the activities of the
Academy in a more holistic and integrated manner.
35.83
In the context of this review exercise, Management has requested that the grade
of Head, Mauritius Maritime Training Academy be created on the establishment
of the Shipping Division of the Ministry. The Bureau has considered the issue and
is making appropriate recommendation to this effect.
Recommendation 22
35.84
~672~
Civil Service
Incumbent would, inter alia, be responsible for the formulation and implementation of
policies and strategies for the development of the MMTA; the design and organisation
of demand-driven training programmes for the Maritime Sector; the promotion of the
MMTA as a regional Maritime Training Centre; and for exploring opportunities of
partnerships and networking with other institutions.
19 000 102
Rs 110000
Director of Fisheries
19 085 095
19 075 089
19 055 085
19 066 081
19 064 076
~673~
Civil Service
Salary Code
19 057 074
19 050 069
19 043 063
19 027 060
19 067 081
19 061 076
19 044 072
26 044 072
13 044 071
~674~
Civil Service
Salary Code
13 035 056
05 044 072
08 022 056
08 038 063
08 026 060
24 040 061
24 023 056
24 027 051
24 032 056
~675~
Civil Service
Salary Code
24 023 052
24 022 051
24 018 044
24 001 038
24 016 043
25 023 052
24 036 052
24 037 054
24 022 051
~676~
Civil Service
Salary Code
13 042 071
13 022 047
13 019 045
25 016 042
19 075 089
19 069 085
19 065 081
19 061 076
19 044 072
~677~
Civil Service
Salary Code
19 029 062
24 001 038
02 000 106
Rs 122000
Permanent Secretary
13 000 102
Rs 110000
Director of Shipping
13 000 099
Rs 98000
Secretary for Shipping Development
13 087 095
13 079 092
13 075 089
13 069 085
~678~
Civil Service
Salary Code
13 055 085
13 055 081
13 054 081
13 044 071
24 027 056
24 022 051
06 085 095
06 075 091
~679~
Civil Service
Salary Code
06 061 087
13 055 081
06 044 076
06 044 074
13 044 070
13 044 063
13 035 055
24 022 051
24 019 045
~680~
Civil Service
Salary Code
24 018 044
24 001 038
**********
~681~
Civil Service
~682~
Civil Service
36.
36.1
36.2
With this vision, the Ministry is responsible to devise appropriate legal and policy
framework regarding environment policy issues, incorporate climate change
adaptation and mitigation measures to ensure sustainable development initiatives,
preserve our beaches through integrated coastal zone management; devise effective
waste management policy to minimise the negative impacts of solid and hazardous
wastes; and ensure effective disaster preparedness and response to enhance the
safety and security of the citizens.
36.3
A Senior Chief Executive who is at the head of the Ministry is supported by officers
of the administrative and technical cadres as well as those in general services. The
Ministry comprises the Department of Environment, Solid and Hazardous Waste and
Beach Management and the National Disaster Risk Reduction and Management
Centre.
36.4
In the context of this Report, we had consultation with both Staff Associations and
Management. Representations made were mostly geared towards the creation of
grades to enable the organisation better fulfil its objectives; restyling of grades and
amendment of schemes of service with a view to enabling appointment of qualified
serving officers. In addition, request has been made for the payment of appropriate
allowances to concerned officers and enhancement of duty exemption scheme.
36.5
The Bureau has examined the various submissions and has considered those which
are justifiable and which would improve service delivery. To this end, we are in this
Report, creating grades based on operational needs and reviewing the mode of
appointment of professional grades so as to allow appointment from a larger pool of
qualified serving officers. We are also restyling grades to commensurate with the
nature of duties performed and which are in consonance with the level of operation
of the grade. Moreover, we are maintaining the continued payment of existing
allowances whilst introducing new ones where they are justified.
~683~
Civil Service
DEPARTMENT OF ENVIRONMENT
36.6
36.7
36.8
A Divisional Environment Officer is at the head of each Division, except for the
National Environmental Laboratory (NEL), which is headed by a Divisional Scientific
Officer. Officers in the professional and technical grades provide support services.
36.9
We are, in this Report, reinforcing the structure of the NEL with the creation of the
grade of Senior Scientific Officer (Environment), reviewing the scheme of service of
the grades of Divisional Scientific Officer (Environment) and Environment Officer
while also restyling the latter grade. We are equally maintaining the payment of the
existing allowances.
Management has submitted that with the growing changes in the environmental
landscape, the NEL is called upon to face new challenges in the carrying out of its
core activities, namely conducting physiochemical and microbiological analyses on
environmental media. Consequently, the Laboratory has been experiencing a
continuous increase in its activities and responsibilities. In these circumstances,
Management has apprised that there is an imperative need for a supervisory level to
oversee the work of the Scientific Officers and assist the Divisional Scientific Officer
in coping with the increasing workload and the added responsibility.
36.11
After examining the request, the Bureau considers that there is merit in the case. We
are, therefore, recommending accordingly.
Recommendation 1
36.12
~684~
Civil Service
Incumbent would be required, inter-alia, to: assist the Divisional Scientific Officer in
implementing quality assurance/quality control procedures within the National
Environmental Laboratory; be responsible for testing and adapting analytical
methodologies for environmental analyses; monitor the work of Scientific Officers and
other technical staff under his supervision; monitor the execution of the Laboratorys
assignments; and assist in the training and development of staff.
With the creation of the grade of Senior Scientific Officer (Environment), there is need
to amend the mode of appointment to the grade of Divisional Scientific Officer
(Environment), which is presently by promotion of officers who reckon at least six
years service in a substantive capacity in the grade of Scientific Officer
(Environment). We are, therefore, making an appropriate recommendation to that
end.
Recommendation 2
36.15
Environment Officer
36.16
36.17
The Bureau has been apprised that owing to the changes and challenges in the field
of environment, the Department makes regular use of technological tools such as
Government Information Service (GIS) and ICT in the daily conduct of its activities
such as environmental planning, monitoring and management, climate change
modelling and vulnerability assessment. To this end, request has been made to
enlarge the field of studies in which a degree is required for appointment to the grade
of Environment Officer in view of tapping the expertise of able and qualified officers
in the fields of GIS and IT.
~685~
Civil Service
36.18
The Bureau opines that the proposal made is sound to enhance service delivery and
would be beneficial to the organisation. We are, therefore, enlarging the fields of
study. Moreover, given that the avenue of promotion of Environment Officers is quite
limited, we are providing for better career earnings to these officers. We are making
appropriate recommendations along these lines.
Recommendation 3
36.19
We recommend that:
(i)
(ii)
At present, officers in the professional and technical cadres are required to be on-call
on a 24-hour basis to attend to environmental emergencies and cater for the everincreasing expectations of the public. We are maintaining this provision.
Recommendation 4
36.21
Amount (Rs)
Enforcement
Officer
550
1000
1225
1100
1375
~686~
Civil Service
36.22
We also recommend that when attending work while on-call, these officers be
paid an in-attendance allowance per hour, inclusive of travelling time, as
follows:
Grade
Environment
(Personal)
Enforcement
Amount (Rs)
Officer
110
200
Officer
245
220
275
36.24
The Solid Waste Management Division (SWMD) aims at improving the present solid
waste management system by rendering waste collection more effective and efficient
with the objective for a better service and a lower per tonne cost; recognising that
certain waste streams have economic values and deviating these wastes from the
conventional channel that end up in their disposal; reducing the overall public
expenditure on solid waste management; and setting up a structured system for
receiving, treating and/or exportation of hazardous wastes.
36.25
Recent key achievements of the SWMD are as follows: closure of open dumps,
construction of sanitary land fill, increase in collection coverage and frequency,
construction of additional transfer stations, disposal of specific types of solid
hazardous waste in specifically designed cells, and increased public awareness on
solid waste management.
~687~
Civil Service
36.26
A Director heads the SWMD and is assisted by a Deputy Director as well as officers
from the Project Officer, Technical Officer and Technical Enforcement Officer cadres.
36.27
Representations from the staff side and Management were jointly submitted. The
requests were for amendments in schemes of service, allowance for exposure to foul
odour and putrefying wastes, creation of grades and enhancement of the duty
exemption scheme. The present organisation structure at the SWMD, which is
appropriate, is being maintained. We are, however, reviewing the qualification
requirement for the grade of Deputy Director, Solid Waste Management Division and
making provision for an allowance for officers exposed to foul odour and putrefying
wastes.
Both Unions and Management have submitted that the scheme of service for the
grade of Deputy Director, Solid Waste Management Division be amended such that
appointment to the grade be made by selection from among Principal Project Officers.
The present mode of recruitment to the grade of Deputy Director, Solid Waste
Management Division is from outside candidates who are Registered Civil Engineers.
In order to encourage officers in the cadre to be registered as Professional Engineers
and to provide a career path for the Principal Project Officers in post, we are making
provision for Principal Project Officers who possess the required qualifications to be
eligible for the post of Deputy Director, Solid Waste Management Division.
Recommendation 6
36.29
We recommend that the scheme of service for the grade of Deputy Director,
Solid Waste Management Division be amended such that, in future,
appointment thereto should be made by selection from among officers in the
grade of Principal Project Officer who are registered as Professional Engineer
with the Council of Registered Professional Engineers of Mauritius, possess a
Masters Degree in Environmental Engineering from a recognised institution,
and reckon at least two years experience in solid waste management. In the
absence of qualified Principal Project Officers, appointment to the grade of
Deputy Director, Solid Waste Management Division should be made by
selection from among outside candidates possessing the above mentioned
qualifications.
Officers in the grades of Project Officer/Senior Project Officer, Technical Officer and
Technical Enforcement Officer have requested for an allowance as they are regularly
exposed to foul odour and putrefying wastes due to the nature of their duties. The
statistics on visits to transfer stations/landfills and relevant reports submitted by the
Management have revealed that there is justification for the grant of an allowance to
the officers for being regularly exposed to hazardous substances.
~688~
Civil Service
Recommendation 7
36.31
36.33
We recommend that officers in the Project Officer cadre eligible for the payment
of the Special Professional Retention Allowance as at 31 December 2015
should continue to be paid same up to 31 December 2016 as specified in the
following table:
Grade
SPRA
% of monthly salary
10
12.5
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
~689~
Civil Service
36.34
All officers in the Project Officer cadre who are eligible for the payment of the
Special Professional Retention Allowance as from 01 January 2016 and have
been granted same prior to the publication of this Report should continue to
draw the Special Professional Retention Allowance up to 31 December 2016.
36.36
36.37
In the context of this review, the following proposals have been received from officers
of the Technical Enforcement Unit to, among others: maintain the three-level structure
with an increase in manpower; to align the salary of the officers of the Unit with officers
of other technical cadre possessing similar qualification requirement; payment of a
risk allowance; allowance/increment for effecting squad visits at Mare Chicose
Landfill after normal working hours and on officially declared cyclone day and the
grant of additional increment to those Local Government Enforcement Officers who
joined the Technical Enforcement cadre and are performing new set of duties.
36.38
36.39
After a thorough examination of all representations, the Bureau views that the present
organisation structure should be maintained.
It has been represented that Local Government Enforcement Officers (Personal) who
opted to join the grade of Technical Enforcement Officer, have not been compensated
for the enhanced duties and responsibilities devolving on them on their joining the
~690~
Civil Service
latter grade. It has also been submitted that on intergrating the said grade they have
witnessed a change in their conditions of work as they have to, additionally work on
officially declared cyclone days, attend request at any time during disasters and effect
a weekly visit to the Mare Chicose Landfill.
36.41
After considering all the above factors and also the roles of the unit in providing a
service to the community through the enforcement of various regulations pertaining
to Solid Waste Management, the Bureau is making an appropriate recommendation.
Recommendation 9
36.42
Hours of Work
36.43
Officers of the Technical Enforcement Officer Cadre are called upon to work outside
normal hours including Saturdays, Sundays, public holidays and officially declared
cyclone days. This element has been taken into consideration in arriving at the
recommended salaries.
NATIONAL DISASTER, RISK REDUCTION AND MANAGEMENT CENTRE
36.44
The main objectives of the National Disaster, Risk Reduction and Management
Centre (NDRRMC) are, among others, to: act as the main institution in Mauritius for
coordinating and monitoring the implementation of disaster risk reduction and
management activities; work in close collaboration with the Mauritius Meteorological
Services with a view to develop and improve warnings and advisories systems for all
natural hazards affecting Mauritius; support Ministries/Departments, Local Authorities
and Communities in building capacity for disaster risk reduction and management;
and facilitate and coordinate the conduct of regular trainings, drills and simulation
exercises to test the adequacy of disaster response plans.
36.45
It operates under two distinct modes namely the normal mode and the crisis mode.
During the normal mode, the focus is on Disaster Risk Reduction activities at national
level whereas during the crisis mode, the staff are mobilised and have to work long
strenuous hours, often after normal working hours including working at nights as well
as during weekends and on public holidays.
36.46
Civil Service
36.47
36.48
36.49
For inadequacy of information on the allowances, the Bureau is unable to make any
recommendation thereon. However, the request for payment of these allowances, if
justified, would be considered by the Bureau on an ad hoc basis.
36.50
Salary Code
02 000 108
02 000 106
Rs 122000
Permanent Secretary
26 075 089
26 069 085
~692~
Civil Service
Salary Code
26 059 081
26 061 076
26 056 072
26 048 067
24 027 056
24 030 054
25 023 052
25 016 042
24 017 043
~693~
Civil Service
Salary Code
24 015 041
24 016 043
24 022 051
24 019 045
24 018 044
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
General Worker/Helper (Ex-SPI)
DEPARTMENT OF ENVIRONMENT
19 000 102
Rs 110000
Director of Environment
19 085 095
19 075 089
~694~
Civil Service
Salary Code
19 069 085
19 055 085
19 055 081
19 033 065
24 040 061
24 023 056
24 022 051
24 019 045
Rs 101000
Director, Solid Waste Management Division
~695~
Civil Service
Salary Code
26 085 095
26 075 089
26 055 085
26 044 072
18 062 079
18 058 074
18 044 071
26 048 067
26 029 062
25 041 060
~696~
Civil Service
Salary Code
24 030 054
25 023 052
24 027 056
24 022 051
24 022 047
24 019 045
24 018 044
25 016 042
~697~
Civil Service
Salary Code
24 015 041
24 015 040
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
NATIONAL DISASTER RISK REDUCTION AND
MANAGEMENT CENTRE
02 000 105
Rs 119000
Director General
02 086 095
02 069 085
10 069 085
02 054 081
04 055 081
~698~
Civil Service
Salary Code
01 054 081
19 054 081
**************
~699~
Civil Service
~700~
Civil Service
37.
37.1
The Ministry of Civil Service and Administrative Reforms (MCSAR) is the central
coordinating body/institution in the public service. Its vision is to have a professional
public service committed to excellence. In this context, it aims at instilling a culture
of excellence by being a driver and facilitator of change and innovation, spearheading
administrative reforms to enable the delivery of timely and quality services and
facilitating the continuous professional development and growth of human resources
in the civil service, among others.
37.2
Some of the core functions of the Ministry pertain to training, conduct of human
resource matters, welfare of officers, initiating reforms and ensuring compliance with
Occupational Health and Safety Act. These activities are carried out through five
divisions/units namely the Administration and Human Resource Management
Division, the Civil Service policy and Management Unit, the Human Resource
Development Division, the Occupational Safety and Health Division and the
Administrative Reforms Unit. Besides its core functions, the MCSAR also runs the
Civil Service Library for the benefit of Public Officers and has under its aegis the
Public Officers Welfare Council which caters for the welfare of officers.
37.3
With a view to improving service delivery, the MCSAR regularly embarks on reform
initiatives geared towards bringing significant changes in the Public Service. Among
the major recent initiatives are PMS, HRMIS, Public Service Excellence Award and
Mystery Shopping. The theme of this Report which is the transformation of the Public
Sector for an enhanced service delivery to meet citizens, non citizens and other
stakeholders needs calls for the alignment of resources of the six main institutions
where the role of the MCSAR in matters relating to reforms in the Public Sector would
become even more pivotal.
37.4
The Senior Chief Executive is the Responsible and Accounting Officer of the Ministry.
He is assisted in his tasks by officers of the administrative cadre, Human resource
cadre, Occupational Safety and Health Officer Cadre and other supporting Officers.
He is also the Responsible Officer for officers of the general services and Office Care
Attendant cadre who are posted to various Ministries and Departments.
37.5
For this review, the main representations received relate to the creation of levels,
merging of grades, review of qualification requirements, Award courses for the
general services grades, adjustment of salaries and re-establishing the grade of
Senior Human Resource Executive which was restored in the EOAC Report but
granted a personal salary.
37.6
The present structures of the different cadres falling under the MCSAR are adequate
to enable the Ministry to deliver on its mandate. Nonetheless, after a thorough
examination of the submissions, we are providing for a new level of Senior Human
Resource Executive taking into consideration the need for supervision for effective
service delivery. For those Clerical Officer/Higher Clerical Officers and Special
~701~
Civil Service
Clerical Officers, who, prior to this Report, have not been granted the option to join
the grade of Management Support Officer, we are giving them the opportunity to opt
to join the said grade.
HUMAN RESOURCE MANAGEMENT CADRE
37.7
Officers of the Human Resource Management cadre are involved in the conduct of
duties relating to recruitment and staffing, discipline, human resource planning,
retirement and retirement benefits, among others. The cadre consists of a six level
structure and is headed by the Director, Human Resource Management.
37.8
In the 2013 PRB Report, the HR Cadre underwent certain changes in favour of
delayering, to the agreement of both Management and the staff side. However, the
EOAC Report contained certain recommendations which were strongly contested
and viewed as anomalous. These alleged anomalies have set the scene for the
Human Resource Executives to make their representations in the context of the
present Report.
Recommendation 1
37.10
(ii)
(iii)
The grades of Human Resource Officer and Senior Human Resource Officer were
merged and restyled Human Resource Officer/Senior Human Resource Officer in the
2013 PRB Report. According to the EOAC Report, there was need to re-introduce a
supervisory level to exercise discipline, control and accountability. Consequently it
recommended that the grade of Human Resource Officer be restyled Human
Resource Executive while that of Senior Human Resource Officer be restyled Senior
Human Resource Executive (Personal).
~702~
Civil Service
37.12
During the consultative meetings held in the context of this review, both Management
and the Staff side have impressed upon the fact that there is incongruity between the
justifications provided by the EOAC Report for re-establishing the grade of Senior
Human Resource Executive and its recommendation for the grade to be made
evanescent. They have also stressed on the fact that should the supervisory level be
eliminated, problems of supervision would definitely arise, particularly in
units/departments where officers belonging to the two distinct grades (Human
Resource Executive and Senior Human Resource Executive) used to be posted.
37.13
We have carried out an in depth study of the whole issue particularly as it may have
repercussion across the Public Sector. It should be noted that with EOAC, the grade
of Human Resource Officer restyled Human Resource Executive (HRE) was
dissociated from the grade of Senior Human Resource Officer restyled Senior Human
Resource Executive (SHRE). However, the HRE was granted a top salary which
was in fact that of the SHRE. On the other hand, the SHRE was granted an
unexplained massive upgrading causing many relativities to be disturbed and
triggering claims for parity of treatment from comparable grades. Taking into
consideration that there is need for supervision for effective service delivery on one
hand and on the other the constraints described above, we are providing for a grade
of Senior Human Resource Executive with an appropriate salary scale in the
circumstances.
Recommendation 2
37.14
37.15
Incumbent would be required to, inter-alia, advise on the interpretation of rules and
regulations pertaining to human resource management and implementation of human
resource policies; supervise and co-ordinate the activities of the Human Resource
Division in a Ministry/Department; carry out human resource planning to determine
the number of staff and skill levels required; carry out training needs assessment and
assist in the mounting of appropriate training courses and supervise and provide
proper guidance and coaching to junior staff.
In the EOAC Report, recommendation was made for the grade of Assistant Manager,
Human Resources, as from 01 July 2013, to be filled by promotion, on the basis of
experience and merit, of officers in the grades of Senior Human Resource Executive
(Personal) and Human Resource Executive possessing a Degree in Human
Resource Management or a Degree with Human Resource Management as a major
component or an equivalent qualification and reckoning at least six years service in
~703~
Civil Service
However, with the creation of the grade of Senior Human Resource Executive, the
entry requirements for the grade of Assistant Manager, Human Resources have
changed. There is, therefore, need to bring consequential changes to the scheme of
service of the grade. A job re-evaluation exercise of the grade of Assistant Manager,
Human Resources has also been carried out and the duties performed by incumbents
as per information provided in the Job Description Questionnaires were examined.
All these were taken into consideration in arriving at the recommended salary for the
grade.
Recommendation 3
37.18
37.19
We also recommend that the MCSAR should continue to run the sponsorship
scheme to enable officers in the grades of Senior Human Resource Executive
(Personal), Senior Human Resource Executive (Future Holder) and Human
Resource Executive to follow the BSc Course in Human Resource
Management.
37.20
GENERAL SERVICES
37.21
General Services are those services that are supportive in nature and are, not only
essential, but vital for the general administration of public sector organisations. Given
the importance thereof, these services have been extended to technical sectors as
well. In fact, incumbents in these grades perform duties that are considered as
groundwork which facilitate the taking of administrative decisions and internal
organisation and control.
37.22
First and foremost, it should be remembered that an organisation exists for a specific
purpose and its core activities are derived therefrom. These activities are organized
into tasks which are then regrouped into levels. A level regrouping similar and related
duties is referred to as a grade. Another important point to retain is that a grade
exists or is created solely on the basis of needs.
~704~
Civil Service
37.23
The General Services comprise the Clerical, Executive and Secretarial groups. Each
group has different cadres with moreover same nature of duties. As at 30 June 2003,
the Clerical Cadre comprised the grades of Clerical Officer/Higher Clerical Officer and
Office Supervisor while the Executive Cadre comprised the grades of Executive
Officer, Higher Executive Officer, Senior Executive Officer/Principal Executive Officer
(P) and Office Superintendent. In 2003, a grade of Special Clerical Officer was
created in the Clerical Cadre while the grade of Senior Executive Officer/Principal
Executive Officer (P) was abolished.
37.24
Due to the use of modern management techniques and ICT which have impacted on
work processes, coupled with the emergence of new functions at these levels it was
from time to time essential to bring certain structural changes for enhanced
effectiveness and efficiency.
37.25
In the same breath, officers in many grades including Clerical Officer/Higher Clerical
Officer and Executive Officer started doing simple computer-related duties. Similarly,
Word Processing Operators were assigned clerical functions in many instances to
make effective use of their office time. It should be noted that even officers of
Professional Cadres were not wholly dependent on secretarial supporting staff for the
production of their work/Reports/documents.
37.26
37.27
We wrote a word of caution in the 2008 Report stating that the top salaries of certain
grades are out of line with market realities and should, therefore, be reviewed
downwards. In this context, the top salaries recommended in 2008 for future entrants
in the grades of Clerical Officer/Higher Clerical Officer and Word Processing Operator
were Rs 16600 and Rs 16000 respectively while the top salary of Clerical
Officer/Higher Clerical Officers and Word Processing Operators in post converted to
Rs 19600 and Rs 19000 respectively.
37.28
In the 2013 PRB Report, the grade of Officer was restyled General Services Officer
and that of Senior Officer was restyled General Services Executive. We further
created the grade of Office Management Assistant (OMA) which was promotional for
General Services Executive. The EOAC Report restyled the grade of Officer to
Management Support Officer and merged the grade of Senior Officer and Office
Management Assistant and restyled it to Office Management Assistant.
37.29
Many traditional relativities were disturbed, thus giving rise to many representations
after the publication of the EOAC Report. For instance, outcry concerned mainly the
position of OMA vis--vis HRE and HEO (Personal).
~705~
Civil Service
It is observed that while elaborating on this subject in the 2008 PRB Report we
referred to market rate. Today, a survey carried out by the Private Sector reveals
that the starting salary being paid to HSC holders varies between Rs 6000 to
Rs 12000 depending on the economic sectors.
37.31
The former grade of Clerical Officer/Higher Clerical Officer has always been a feeder
grade in the public sector where officers joining this grade rapidly move to other
grades/cadres. This implies that the large majority of officers joining this grade leaves
the grade before reaching the top salary recommended. For recent recruitments,
graduates and holders of Diploma have been selected to a large extent. Most
probably, these people would leave on obtention of better jobs. Nevertheless, some
officers do not get opportunities elsewhere and are, therefore, compelled to remain
in the grade until the end of their career. We are conscious of this fact and we have
taken all these into consideration in arriving at a conclusion. In fact provision exists
under Long Service Increment for officers in such circumstances to move by two
increments.
37.32
Grades requiring HSC as minimum qualification are generally granted a salary scale
the top of which is Rs 27425 monthly. Certain grades do have additional qualification
requirement, besides the HSC but are still pegged at Rs 27425. When compared to
these grades and upon carrying out a job-reevaluation, it has been found that the
grade of Management Support Officer is slightly overgraded.
37.33
Initially, the grade of Officer was created with a view to have a polyvalent grade as
explained at paragraph 39.26 above. However, the grade of Word Processing
Operator, which was supposed to phase out, was re-instated in the EOAC Report. It
has been reported that most of the officers who opted for Management Support
Officer were not performing the additional duties recommended. So, the duties
performed are not commensurate with the salary drawn.
37.34
Another important point is that the grade of Management Support Officer formerly
used to be a strong benchmark among grades requiring HSC. However, only this
grade has been upgraded out of the group of grades which were previously on a
parity.
37.35
In face of such a situation, various options have been envisaged and the
consequences thereof assessed. The best and most equitable option is to have the
first rung in the hierarchy at the same level as the other HSC holders which at the
same time is close to market reality.
37.36
~706~
Civil Service
Recommendation 4
37.37
We recommend that:
(i)
(ii)
37.38
37.39
It has been represented that there are many officers at the level of Management
Support Officer who have been assigned higher responsibilities on various occasions.
It is claimed that these officers have acquired wide experience which can be used
more gainfully by the service. They have requested that they should be granted
eligibility to compete for the posts of Human Resource Executive, Financial
Officer/Senior Financial Officer and Procurement and Supply Officer/Senior
Procurement and Supply Officer.
Recommendation 5
37.40
~707~
Civil Service
37.42
The Bureau has carried out a thorough examination of their case to ascertain the
veracity of their statements. The officers were appointed HEO in February 2013. The
EOAC Report which was published in May 2013 provided for the grade of HEO to be
merged with the grade of OME. However, this merger was in respect of HEO in post
as at 31.12.12 only. It further provided for those officers who were appointed in 2013
to draw personal salaries.
37.43
During the consultative meeting with the officers, the latter were apprised that the
restyling to the grade of OME cannot be done inasmuch as the grade of OME exists
already. It is not possible either, to make them join the grade of OMA and keep their
seniority placing as per the list of Executive Officers which was in force as at 30.06.08
because setting of seniority is the responsibility of the PDFSC.
37.44
37.45
37.46
Another reported problem likely to crop up concerns the issue of acting, in place of
OME. The grade of OME is the direct promotional route for the grade of OMA which
is hierarchically higher than HEO. However, there are many HEOs whose seniority
placing as at 30.06.2008 in the executive cadre was higher than those officers who
now by virtue of their joining the grade of OMA have a higher placing. HEOs prior to
EOAC, were also eligible for movement by three increments following the successful
completion of an award course on Effective Office Management and Supervision.
This recommendation also has been waived by the EOAC.
37.47
After giving due consideration to all these facts and circumstances, the Bureau has,
subsequently, made appropriate recommendation for the grade.
~708~
Civil Service
Recommendation 6
37.48
37.49
(ii)
(iii)
37.51
Given that a few officers in the grades of Clerical Officer/Higher Clerical Officer and
Special Clerical Officer were under interdiction, they have not been provided with the
option to join the polyvalent grade. We are, therefore, giving these officers an
opportunity to join the new structure.
Recommendation 7
37.52
We recommend that:
(a)
~709~
Civil Service
(b)
Special Clerical Officers who would reach the revised top salary of their
scale on 01 January 2016, on joining the grade of Management Support
Officer should be granted one additional increment to be read from the
Master Salary Scale.
Recommendation 8
37.54
SECRETARIAL CADRE
Word Processing Operator
Senior Word Processing Operator
Award Course to join the grade of Management Support Officer
37.55
In our 2013 PRB Report, we recommended that an Award Course be mounted for
Word Processing Operators and Senior Word Processing Operators who do not
possess the prescribed qualification for the post of Management Support Officer but
who had acquired experience in the performance of general office duties. Incumbents
in these grades were given the option to follow the course, on successful completion
of which they are allowed to join the grade of Management Support Officer and
granted one increment on joining. We have been apprised that there are some 190
officers who would shortly complete the course. We are, therefore, maintaining the
provision of allowing the officers who have successfully completed the course to join
the grade of MSO.
Recommendation 9
37.56
We recommend that:
(i)
(ii)
Senior Word Processing Operators who have reached the revised top
salary of their scale on 01 January 2016, on joining the grade of
Management Support Officer, should be granted one additional increment
to be read from the Master Salary Scale.
~710~
Civil Service
Confidential Secretary
Advanced Secretarial Course
37.57
The 2013 PRB Report has provided for Confidential Secretaries who have
successfully completed the Advanced Secretarial Course to be allowed, on reaching
the top salary to move incrementally by two salary points in the Master Salary Scale.
However, this recommendation was reviewed by the EOAC which recommended that
the officers should be granted one increment upon successful completion of the
course, subject to the top salary of the grade. It further recommended that officers
who have completed the course after having reached the top salary recommended
for the grade, should be paid a non-pensionable lump sum equivalent to twelve times
the value of the last increment drawn.
37.58
It has been argued that at the time the officers embarked on the course, they were
governed by a recommendation of the 2013 PRB Report which was eventually
reviewed by the EOAC Report, causing them prejudice. They stressed on the fact
that the initial condition linked to the following of the course should be respected.
Following a close examination of the issue raised and particularly taking into
consideration the philosophy behind the movement of salary linked to Award
Courses, we have made fair-felt recommendation in the circumstances.
Recommendation 10
37.59
We recommend that:
(a)
(b)
(c)
(ii)
(iii)
~711~
Civil Service
Recommendation 11
37.61
We recommend that:
(a)
(b)
37.63
Recommendation 12
37.64
37.65
~712~
Civil Service
Recommendation 13
37.66
We recommend that the High Powered Committee continues to look into the
advisability of the payment of a Responsibility Allowance to incumbents
performing the duties of Confidential Secretary and posted to the office of
Ministers, Parliamentary Private Secretaries and Senior Chief Executives and
above.
37.67
(ii)
(iii)
Shorthand Proficiency
37.68
Recommendation 14
37.69
Special Allowances
37.70
Officers, other than Shorthand Writers, are paid an allowance whenever they are
called upon to service Commissions of Enquiry and for other similar tasks consisting
of taking notes of proceedings in shorthand and for transcribing same in longhand.
We are maintaining this allowance and revising the rates.
Recommendation 15
37.71
Civil Service
Cashier Duties
37.72
Recommendation 16
37.73
37.74
Rs 40 per day for giving assistance to the Cashier at District Cash Office
and Chief Cashiers Office; and
(ii)
The MCSAR is responsible for the posting of officers of the General Services in the
Civil Service based on organisational needs. Representations have been received
that in some instances, officers have remained in the same posting throughout their
career. While in some cases the officers have wished to stay in that posting, in other
cases, requests made for transfer have not been acceded to, compelling the officers
to stay in that posting. The Bureau holds the view that unless there is movement,
these officers particularly, those who have been compelled to stay, are bound to
suffer from boredom and frustration due to lack of challenge in their career. Further,
given that these officers are supposed to provide support services to the various
Ministries/Departments, it is desirable that they be acquainted with the different
aspects of the duties they are required to perform as per their scheme of service. We
are, therefore, making provision for these officers to be made to rotate so as to
enhance their understanding of the various Ministries and Departments and enrich
their skills and experience.
~714~
Civil Service
Recommendation 17
37.76
The core functions of the Safety and Health Unit (MCSAR) are, among others, to
advise Ministries/Departments on all matters pertaining to safety and health, carry out
inspections in all places of work, investigate in accident and train public officers on
safety and health matters to ensure compliance with the Occupational Safety and
Health Act 2005 (OSHA) and subsequent amendments. In so doing, the Unit aims at
ensuring a safer environment and facilitating modernisation of offices to improve and
enhance the working environment.
37.78
As per the provision 30 of the Occupational Safety and Health Act 2005, for every
2000 employees, an employer has to employ a Registered Safety and Health Officer
to ensure compliance of law and promote the safe conduct of work. As such officers
of the Safety and Health Unit have to provide their services to approximately 1400
work places in different Ministries/Departments, scattered throughout the island.
37.79
The Unit is headed by the Director, Safety and Health Unit who is responsible for the
promotion of an occupational safety and health culture through the implementation of
the Occupational Safety and Health Management System in the Civil Service and for
ensuring compliance with the provisions of the Occupational Safety and Health Act.
He is assisted by officers in the grades of Principal Safety and Health Officer, Safety
and Health Officer/Senior Safety and Health Officers and those of the General
Services grades.
37.80
Demands in the context of this review pertained to adjustment of salaries of the Safety
and Health Cadre to align on grades requiring a degree; creation of additional levels
and posts; Duty Exemption/Concession of 100% for all officers of the cadre; provision
of car or other types of vehicle of higher engine capacity; motor vehicle loans of up to
30 months; travel grant in lieu of mileage; self enhancement; sponsorship for master
level degrees and to grant professional status to officers of the Safety and Health
Cadre.
37.81
During consultation, parties were sounded that grades are created on the basis of
organisational requirements and functional needs. As regards additional posts,
ample justifications are needed in terms of improvement of service delivery and
normally the onus, rests with Management. Adjustment of salaries is based on the
Bureaus framework of pay determination where several job factors are considered.
Stakeholders were explained on the criteria and basis for the grant of 100% duty free
car. They were apprised that certain of their requests should have been addressed
administratively by their Ministry. On issues related to general conditions of service,
parties were informed that these would be considered after examining proposals from
all stakeholders.
~715~
Civil Service
In accordance with the First Schedule of the OSHA 2005, the minimum qualification
requirements to practice as a Safety and Health Officer is a Diploma in Occupational
Health and Safety or its equivalence certified by the Tertiary Education Commission.
However, through a recommendation, the EOAC Report has raised the qualifications
of the grade from a Diploma to a Degree in Occupational Safety and Health or
equivalent coupled with an upsurge in the salary scales of all the grades in the cadre
without expounding thereon. This upgrading (both qualification and salary) has been
perceived as inequitable and procedurally unfair by other comparable grades
performing duties of a similar nature.
37.83
After examination, the Bureau views that, there is need to bring some adjustments in
the salary structure of the Safety and Health Officers Cadre for harmonious industrial
relations and to restore horizontal salary relativity among the comparable grades of
the same occupational group. This change would also necessitate a restructuring of
the whole cadre.
37.84
We are, therefore, reviewing the structure of the Safety and Health Officers Cadre
and setting anew the minimum qualifications requirement as prescribed by the OSHA
2005 for the entry level position to address the external fairness concerns and to bring
consistency, conformity and a more equitable pay treatment for jobs of comparable
worth.
Recommendation 18
37.85
37.86
(ii)
(iii)
(iv)
(ii)
~716~
Civil Service
(iv)
The Public Sector Re-engineering Bureau (PSRB) was created in the 2013 EOAC
Report to provide technical know-how, expertise and support as well as management
and technical advisory services to the Reforms Steering Council on targeted
restructuring undertakings. It operates under the aegis of the Ministry of Civil Service
and Administrative Reforms.
37.88
The roles and responsibilities of the PSRB are, among others, to provide advisory
services to the Reforms Steering Council; conduct organisational and management
reviews, systems and its training and development analysis; strengthen the cohesion
between key divisions to reduce undue duplication of work, reduces overlapping
scopes; and develop the necessary management and operational organigram to
promulgate an optimal structure for the delivery of services in the public sector.
37.89
The PSRB comprises a three level structure and is serviced by officers in the grades
of Director, Public Sector Re-engineering Bureau, Assistant Director, Public Sector
Re-engineering Bureau and Management Analyst/Senior Management Analyst.
37.90
In the context of the present review exercise, no representations have been received
from both Management and Staff Side. We are, therefore, maintaining the present
organisation structure while revising the salary scales of existing grades.
~717~
Civil Service
02 000 106
Rs 122000
Permanent Secretary
08 095 097
08 092 094
08 069 083
08 056 079
08 075 089
08 070 085
08 064 081
08 058 078
~718~
Civil Service
Salary Code
08 058 074
08 050 071
08 056 085
18 072 087
18 066 084
18 061 082
18 056 081
18 044 079
18 044 074
08 056 070
~719~
Civil Service
Salary Code
08 049 070
08 050 069
08 046 067
08 038 062
08 035 062
08 027 060
08 058 074
08 051 070
08 043 069
08 036 062
~720~
Civil Service
Salary Code
05 056 076
05 044 072
08 026 059
05 027 060
24 036 052
24 022 051
24 019 048
24 016 043
24 015 041
~721~
Civil Service
Salary Code
02 069 085
02 054 081
01 000 105
Rs 119000
Director, Public Sector Re-engineering Bureau
01 086 095
01 054 085
*************
~722~
Civil Service
The mission of the Ministry of Labour, Industrial Relations, Employment and Training
is to promote a decent work, facilitate access to gainful employment and support
employers and workers in creating a safe conflict-free and productive work place. Its
objectives are, among others, to: promote industrial peace and harmony and to
protect the fundamental rights and dignity of workers; enhance productivity and the
general well-being of the workforce through improvement in standards of safety and
health and prevention of occupational diseases and injuries at the workplace;
facilitate the employment of jobseekers and provide assistance and guidance with
regard to employment prospects and facilitate employment of non-citizen, where
required.
38.2
To fulfill its mission, the Ministry formulates national labour policies and enforces,
among others, legislations related to Employment Relations, Occupational Safety and
Health, Registration of Association, Employee Superannuation Fund and
Employment Service.
38.3
Activities of the Ministry are organized under five divisions, namely: Labour and
Industrial Relations Management comprising the National Remuneration Board and
the Labour and Industrial Relations; Occupational Safety and Health Inspectorate;
Registry of Associations; the Employment Division and the Careers Guidance
Service.
38.4
38.5
In the context of this review, several proposals have been made by Management and
staff side of each division. These representations have been studied and commented
upon under the respective division.
He is
38.7
~723~
Civil Service
38.8
38.9
38.10
After examining the proposals, the Bureau considers that the present structure is fit
for its purpose and requires no change.
THE LABOUR AND INDUSTRIAL RELATIONS DIVISION
38.11
The Labour and Industrial Relations Division enforces legislations that govern labour
and industrial issues. It dispatches its services through the Inspection and
Enforcement Section, Special Migrant Workers Unit, Conciliation and Mediation
Section; Workforce Programme Unit; Information, Education and Communication
Section; Research Legislation and Standards Section.
38.12
The Director, Labour and Industrial Relations is responsible for the administration of
the Labour and Industrial Relations Division and the effective delivery of its technical
and professional services within the respective legal framework. He is assisted in his
duties by officers in the grades of Assistant Director, Labour and Industrial Relations,
Principal Labour and Industrial Relations Officer, Senior Labour and Industrial
Relations Officer, Labour and Industrial Relations Officer and officers of the
supporting cadres.
38.13
For this Report, staff associations have canvassed the following: to align the salary
scale of the grade of Labour and Industrial Relations Officer with other grades where
a Diploma is a requirement; changing the mode of appointment from selection to
promotion at the level of Assistant Director, Labour and Industrial Relations;
upgrading the status of Director, Labour and Industrial Relations. Management in the
presence of the union, supported the requests to upgrade the salary of the grade of
Labour and Industrial Relations Officer and to create a grade of Deputy Director,
Labour and Industrial Relations. It further informed that the other proposals would be
dealt with administratively.
38.14
During consultations, parties were apprised that salaries are normally aligned
whenever there are comparability among others in the qualification requirement, level
of responsibility, scope of activity and cadre structure whereas for the creation of
additional posts, the onus rests upon Management. They were also informed that the
~724~
Civil Service
After examination and taking into consideration the organisational needs, we are
providing for an additional level to deputise for the Director and a new grade of
Psychologist.
At present, there are eight officers in the grade of Assistant Director, Labour and
Industrial Relations, each responsible for a section who reports directly to the
Director, Labour and Industrial Relations. Management has submitted that with the
operationalisation of the Prosecution Unit, Conciliation and Mediation Section,
Special Migrant Workers Unit and Workforce Programme, the number of posts at the
level of Assistant Director, Labour and Industrial Relations would increase. This
would impact heavily on the workload of the Director, Labour and Industrial Relations.
The need is thus felt for an intermediate grade between the Director, Labour and
Industrial Relations to deputise and assist the Director, Labour and Industrial
Relations in the discharge of his duties.
Recommendation 1
38.17
38.18
Incumbent would deputise for the Director, Labour and Industrial Relations and assist
him in the discharge of his duties. He would also be responsible among others, for:
the day-to-day running of the Division; organising, supervising, monitoring and
coordinating the work of all sections.
38.19
With the creation of the grade of Deputy Director, Labour and Industrial Relations and
in line with the guidelines of the MCSAR regarding drafting of schemes of service
consequential amendment is being brought to the scheme of service of Director,
Labour and Industrial Relations.
Recommendation 2
38.20
~725~
Civil Service
Recommendation 3
38.22
38.23
Incumbent would be required, among others, to: provide assistance in the elaboration
of new legislation, regulations, standards, code of practice and any other form of
practical guidance related to industrial or organisational psychology; assist in
inspection of work place, establish any correlation with occupations and employees
mental condition; welfare and/or that of any other person in employment and to
identify potential psychological factors affecting working community and to
recommend remedial actions; investigate, as and when required any incident,
accident and conditions related to employment, employee, and working environment
which may have impaired workers mental condition; provide psychological
counselling and assessment of workers; dispense training sessions and assist
workers who are victims of influence of work.
OCCUPATIONAL SAFETY AND HEALTH DIVISION
38.24
The Occupational Safety and Health Division is the main body regulating occupational
safety and health in the country. Its main functions, among others, are: the
preparation of legislations on safety and health; developing national occupational
safety and health strategies in line with changes in work pattern and technology;
carrying out sensitization campaign on Occupational Safety and Health to minimize
risks at work places; implementation of OSH Management System; inspection and
enforcement duties at work places and examination of ILO Conventions and SADC
documents on Occupational Safety and Health.
38.25
~726~
Civil Service
38.26
The Director, Occupational Safety and Health is responsible for the overall
administration of the Occupational Safety and Health Inspectorate and the Specialist
Support Services. He is supported in his duties by officers of the OSHI Cadre and
those of the Specialist Support Services and the general service grades.
38.27
38.28
With regards to upgrading of qualification, parties were apprised that such a request
may be considered after examining the evolution in complexity of the duties of the
grade and whether this justifies new skills and technicalities. Clarifications were given
on the principle of alignment of salaries which should be in line with the Bureaus
framework of pay determination. Several requests pertained to internal working
arrangement and Management stated that it is its responsibility to address them
administratively.
38.29
The present organisation structure is serving its purpose. We are however, on the
basis of functional needs and submissions received, providing an additional level to
deputise for the Director, OSH and to monitor and coordinate all activities of the
Occupational Safety and Health Inspectorate and the Specialist Support Services.
There are several units in the OSHI, each under the responsibility of a Chief
Occupational Safety and Health Officer. The Chief Occupational Safety and Health
Officers and the Head, Special Support Service report directly to the Director,
Occupational Safety and Health.
38.31
It has been submitted that with the setting up of the Prosecution Unit, Construction
Unit and Maritime Safety Unit, issues related to Occupational Safety and Health
Hazards would be covered at large by the OSHI and SSS. Consequently, this would
impact on the workload of the Director, Occupational Safety and Health who is taken
up mostly at policy level. A demand has been made to create a level to deputise for
the Director and to monitor the day to day management and administration of each
domain.
38.32
Taking into consideration the evolution in the work, the specificity and scope of the
Division, there is need to reinforce the grading structure at Directorate Level.
~727~
Civil Service
Recommendation 4
38.33
38.34
Incumbent would deputise for the Director, Occupational Safety and Health and assist
him in the discharge of his duties. He would also be responsible, among others, for
the management and administration of the units; advise on legislations, code of
practice, standard and guidelines; provide guidance on training of officers; and
coordinate projects in respect of occupational safety and health issues.
38.35
38.36
With the creation of the grade of Deputy Director, Occupational Safety and Health,
and in line with the guidelines of the MCSAR regarding drafting of schemes of service
consequential amendment is being brought in the scheme of service of the grade of
Director, Occupational Safety and Health.
Recommendation 5
38.37
~728~
Civil Service
38.39
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
38.40
38.41
The Registry of Associations deals with the registration and inspection of trade
unions, associations and sports clubs/committees/federations. It enforces the
Registration of Associations Act 1978, the Employees Relations Act 2008, and the
Sports Act 2013.
38.42
38.43
During the course of oral submissions, representatives of the union conveyed, among
others, their proposals which are as follows: creation of additional posts; alignment of
salary of the grade of Inspector of Associations with the grades of Senior Examiner
of Accounts and Senior Accounting Technician; payment of an allowance to attend to
court; posting of officers to assist officers of the cadre; changing mode of appointment
at the level of Principal Inspector of Associations; creation of the Public Relations
Office/Counter Service; to restyle the grade of Deputy Registrar of Associations to
Chief Inspector of Associations and providing conducive working environment.
38.44
Civil Service
They were also informed of the Bureaus framework on pay determination. In respect
of change in appellation they were explained that the purposes of a job title is to
convey an immediate understanding and identification of the work performed by the
designated position. Management proposed to address issues related to scheme of
service and working environment administratively.
38.45
Inspector of Associations
38.46
Representations have been received from the staff side to avail the services of
Management Support Officers as they usually have to perform routine clerical and
other ancillary duties, which take much of their time at the expense of their technical
responsibilities.
Recommendation 6
38.48
38.49
38.50
38.51
~730~
Civil Service
38.52
Management reported that training has been added to the port folio of the Ministry
and is now responsible for the Dual Training Programme (DTP), namely Youth
Employment Programme (YEP) and Back to Work Programme (BWP). While YEP
is geared towards the training and placement of youth aged between 16-30 years,
BWP focuses on the training and placement of women aged 30 years and above.
The Dual Training Programme, on its part, is an Apprenticeship Scheme for Diploma
and Degree holders and each programme has a specific clientele. The DTP would
be beneficial to approximately 5000 youth and 3000 unemployed female.
Management has therefore submitted that there is need for a Training Programme
Coordinator to liaise with private sector/other training institution for placement of
trainees and mounting of courses to match market reality and sustain government
policy.
38.53
38.54
38.55
While maintaining the present structure, we are, on the basis of functional needs,
providing a new grade of Training Programme Coordinator to facilitate the
implementation of all training schemes in line with the objectives of Government. We
are equally reviewing the salary gradings to reflect the additional responsibilities
conferred upon the cadre.
Civil Service
38.58
The Careers Guidance Service (CGS) ensures that career information is understood
and that people value and know how to use advice tendered for their personal level
of career development. Its main focus is to help individual to manage their choices
within initial education and their entry to the labour market and help adults who are
unemployed to gain access to the world of work.
38.59
As the Careers Guidance Service has been freshly attributed under the aegis of the
Ministry of Labour, Industrial Relations, Employment and Training, no proposals were
made by Management. We are, therefore, maintaining the status quo and providing
the revised salaries of all the grades.
19 059 081
08 058 074
~732~
Civil Service
Salary Code
08 051 070
24 022 051
24 016 043
24 015 041
24 001 038
18 092 094
18 075 090
18 072 087
18 066 080
18 056 076
~733~
Civil Service
Salary Code
18 036 070
18 077 091
18 075 089
18 066 081
18 056 078
18 044 074
26 075 089
26 059 085
~734~
Civil Service
Salary Code
02 000 102
Rs 110000
Chairperson, National Remuneration Board
02 085 095
02 077 091
02 069 085
02 054 081
18 092 094
18 072 087
18 062 082
18 062 080
18 052 073
~735~
Civil Service
Salary Code
18 036 070
EMPLOYMENT DIVISION
18 092 094
02 059 085
18 068 083
18 058 076
18 044 071
18 030 064
18 069 085
~736~
Civil Service
Salary Code
18 055 081
24 022 051
24 018 044
24 016 043
24 015 041
24 001 038
**********
~737~
Civil Service
~738~
Workmens Group
Civil Service
39.
WORKMENS GROUP
39.1
Employees in the Workmens Group are categorised into two broad occupational
classifications namely Workmens Group-General and Workmens Group-Tradesman
based on the nature of task, the skills and competencies required. The Workmens
Group-General comprises employees in grades as well as incumbents in
corresponding supervisory grades who are generally engaged in or are directly
associated with work of a routine nature, while the Workmens Group-Tradesman
englobes employees in grades as well as incumbents in corresponding supervisory
grades who are required to perform skilled job in a panoply of trades.
39.2
The large number of grades under the Workmens Group and their wide dispersion
across the public sector render it difficult to deal with the literatures of these grades
under their respective Ministries/Departments. Consequently, with a view to avoiding
the risk of omission and repetition, this Chapter deals with salient issues pertaining
to this important group. Issues of general nature are dealt with in the first instance,
followed by those which concern specific Ministries/Departments and thereafter those
that cut across several organisations.
WORKMENS GROUPGENERAL
39.3
39.4
In this Report, recommendations have been made in respect of the various grades in
this group based on submissions from both Management and Staff Associations of
different Ministries/Departments, our own findings and survey results.
GENERAL RECOMMENDATIONS
Change of Appellation
39.5
The staff side representing the various grades in the Workmens Group-General have
made representations to change the grade appellations in this group from Attendant
to, among others, Assistant or Support Assistant. According to them the term
Attendant is seen to be derisory. Union members were, during meetings at the
Bureau, informed that the grade appellations and qualifications should reflect the
nature of duties being performed and should not be in conflict with other grades
across the public service and in several instances they were requested to provide
alternate job appellations.
~739~
Workmens Group
Civil Service
39.6
The Management side of various organisations have also been approached with a
view to obtaining alternate job appellations that would be in conformity with the above.
However, in almost all cases both Management and the staff side have not submitted
a suitable alternate job appellation. In cases where alternate job appellations have
been provided to the Bureau, indepth study has been carried out and wherever
possible/relevant changes are being recommended.
The grades of Laboratory Attendant and Senior Laboratory Attendant, which have
been restyled in the EOAC Report 2013 into departmental grades in certain
organisations, exist in various Ministries/Departments across the Civil Service.
Incumbents in the various grades have requested for the change of appellation from
Attendant to Assistant or Support Assistant or Technician. During meetings
with the various stakeholders, requests have been made to both the staff side and
Management of organisations concerned for the submission of a more appropriate
appellation that would not be in conflict with other grades in the public sector and that
reflect the nature of duties to be performed by incumbents. The representatives of
the staff side, have upon request of the Bureau, submitted that the appellation of
Attendant be restyled to Auxiliary. We have studied the submissions and as the
job appellation is within the parameters set by the Bureau, we are making appropriate
recommendation.
Recommendation 1
39.8
We recommend that the following grades be restyled as per the table below:
Grade
Restyled to
Laboratory Attendant
Laboratory Auxiliary
Laboratory
Attendant
(Ex
SPI) Laboratory Auxiliary (Ex SPI)(Personal)
(Personal)
Senior Computer Laboratory Attendant Senior Computer Laboratory Auxiliary
Senior Health Laboratory Attendant
~740~
Workmens Group
Civil Service
Recommendation 2
39.10
Rs 350 provided they have to cover, over and above the home to office
journey and back, an aggregate of two to six kilometres daily; and
(ii)
Rs 500 for having to cover, over and above the home to office journey
and back, an aggregate of more than six kilometres daily.
The grades of Leading Hand and Senior Leading Hand have always existed as two
distinct grade across the Civil Service prior to the EOAC Report 2013 which restyled
the grades of Leading Hand and Senior Leading Hand on the establishment of the
then Ministry of Local Government and Outer Islands only. In the context of this
Report, several representations have been received from incumbents in the grades
of Leading Hand and Senior Leading Hand for the merging/restyling of the two grades
across the Civil Service. The views of appropriate Managements were sought by the
Bureau and it was observed that all stakeholders concerned were favourable to the
request given that there was no supervision by incumbents in the grade of Senior
Leading Hand whilst in some organisations only the grade of Leading Hand exists.
Following a thorough examination of Job Description Questionnaires submitted by
incumbents posted in the various Ministries/Departments and an indepth study
carried out, the Bureau considers that in a spirit of parity as well as to have a
harmonised cadre across the Civil Service, the request may be favourably
considered.
Recommendation 3
39.12
We recommend that the grades of Leading Hand and Senior Leading Hand on
the establishment of the various Ministries/Departments across the Civil
Service be restyled Leading Hand/Senior Leading Hand.
~741~
Workmens Group
Civil Service
Risk Allowance
39.13
Among the various factors considered for salary determination of a grade, risk is one
of the compensable factors in the job evaluation scheme used by the Bureau.
However, whenever certain officers by virtue of the nature of their work and posting
to a workplace, are exposed to a higher than normal risk compared to their
colleagues, these officers are compensated additionally.
39.14
In the context of this review exercise, there has been numerous representations from
amongst others, Office Care Attendant cadre, Drivers, Social Security Attendants,
Laboratory Auxilliary cadre formerly Laboratory Attendant cadre, Security Guards,
Insecticide Sprayer Operators, Woodcutters, Mortuary Attendants and employees in
the Workmens Group on the establishment of the MOH and QL, etc, for the extension
of risk allowance to incumbents in the various grades notwithstanding whether they
are exposed to higher than normal risk or not. During meetings at the Bureau, the
various Unions have been explained the philosophy governing the eligibility for risk
allowance. The Bureau considers that a Risk Assessment Exercise should be
carried out by Ministries/Departments concerned to identify instances whereby
incumbents in a particular grade are exposed to higher than the normal risk as
compared to their colleagues and submit same to the Bureau for consideration.
The Bureau has in its 2013 Report (Volume 1) recommended that organisations
should ensure that all their employees irrespective of grade be provided a minimum
hours of meaningful work related training and a minimum of 40 hours of training per
year was also recommended for employees in the Workmens Group-General.
39.16
In the context of this Review exercise, representations have been received from all
Unions representing the interest of employees in the Workmens Group-General, that
training was not being provided. The Bureau has raised the issue with the
Management side of organisations concerned whereby the majority have confirmed
that training has not been mounted whilst according to some only a few employees
have benefited from appropriate training. During discussion with Management of
MOH & QL , the Bureau was informed that the Ministry was agreeable to mount
appropriate training courses for employees in this group. Given that training plays
a vital role in the improvement of the performance of individual employees as
well as service delivery, the Bureau recommends that organisations should
ensure that all their employees be provided with appropriate training as per
provisions made in Chapter 9 of Volume 1 of this Report.
The staff side have represented that there has been cases of accident due to poor
visibility while operating lorries categorised as Heavy Vehicles and have requested
for the assistance of a Lorry Loader or Handy Worker during operations with a view
to avoiding/minimising accidents. The Bureau considers that the request is in line
with government policy to provide a safer work environment as well as to reduce the
rate of accidents and is, therefore, making appropriate recommendation.
~742~
Workmens Group
Civil Service
Recommendation 4
39.18
Cook Cadre
39.19
The EOAC Report 2013 introduced the payment of a risk allowance to incumbents in
the grades of Cook (Roster) and Senior Cook on the establishment of the MOH and
QL. Following representations from incumbents in the Cook cadre at the Mauritius
Police Force and the Mauritius Prisons Service, the committee set up to look into the
representations arising out of the Errors, Omission and Anomalies Committee
(EOAC) Report 2013 extended the payment of the allowance to incumbents in the
grade of Cook (Roster) only in these two Departments.
39.20
Staff side have represented that the payment of this allowance be further extended
to incumbents in the grades of Senior Cook and Head Cook in organisations where
these grades exist. Following a scrutiny of the Job Description Questionnaires
submitted to the Bureau and an analysis of the schemes of service of the grades of
Senior Cook and Head Cook, the Bureau considers that the representation is justified
and is making appropriate recommendation.
Recommendation 5
39.21
SPECIFIC RECOMMENDATIONS
OFFICE OF THE PRESIDENT
Personal Attendant
39.22
The duties devolving on the grade of Personal Attendant are presently being
performed by an employee of the Office of the President against payment of an
allowance, representing the difference between the salary of the Personal Attendant
and his salary. The present arrangement is considered to be appropriate by the
Management and is, therefore, being maintained.
Recommendation 6
39.23
The Bureau recommends that the position of Personal Attendant should not be
filled in a substantive capacity. The duties of the Personal Attendant should
continue to be assigned to an employee of the Office of the President against
payment of an allowance equivalent to the difference between the salary of the
Personal Attendant and his salary.
~743~
Workmens Group
Civil Service
NATIONAL ASSEMBLY
Allowance to employees in the Office Care Attendant/Senior Office Care Attendant
Cadre
39.24
Employees in the Office Care Attendant/Senior Office Care Attendant Cadre who are
called upon to perform work over and above their normal duties during parliamentary
sittings are paid an ad hoc allowance of Rs 180 per sitting. We are revising the
quantum of the allowance.
Recommendation 7
39.25
We recommend that the Head Office Care Attendants and Office Care
Attendant/Senior Office Care Attendants, who, during Parliamentary sittings
perform work over and above their normal duties, be paid an adhoc allowance
of Rs 190 per sitting.
At present, incumbents in the grade of Vulcaniser at the Prisons Department are paid
a risk allowance for performing duties in the same workshop or shed together with
detainees. This allowance remains valid.
Recommendation 8
39.27
Meal Allowance
39.28
Recommendation 9
39.29
~744~
Workmens Group
Civil Service
The Library Attendant cadre at the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research (MOE & HR, TE & SR) consists of a twolevel hierarchy namely Library Attendant and Senior Library Attendant. The staff side
has represented that the element of supervision is not exercised by incumbents in the
grade of Senior Library Attendant as there is only one established post. They have
also pointed out that normally in schools the Library Officer or Librarian assumes the
responsibility of supervision and as regards the other duties listed in the scheme of
service of the grade of Senior Library Attendant same are being performed by
incumbents in the grade of Library Attendant.
39.31
Request has, therefore, been made to merge and restyle the grades of Library
Attendant and Senior Library Attendant with a view to compensating incumbents in
the grade of Library Attendant for the work being performed as well as the lack of
career prospects. During discussion at the Bureau, the Management side has
confirmed that there was only one post of Senior Library Attendant on its
establishment and was agreeable to the request made by the Union. After analysing
the request and taking into consideration that the grade exists in other organisations,
the Bureau is making appropriate recommendation.
Recommendation 10
39.32
39.33
Both the Management side and the staff side have submitted that there is need for a
dedicated grade on the establishment of the MOE & HR, TE & SR to service the
Home Economics Room, the specialised equipment therein and also to assist the
Educator (Secondary) in keeping constant watch over the security of pupils. The
Bureau has studied the request and is making appropriate recommendation.
Recommendation 11
39.35
Workmens Group
Civil Service
39.36
Incumbent would, inter alia, be responsible for the general cleanliness of the Home
Economics Room, equipment and furniture; general care and maintenance of
utensils, materials and equipment in use in the room including the lubricating of
sewing machines and other apparatuses; distribution and control of utensils and
materials/foodstuff in use during practical class; and assisting the Educator
(Secondary) in keeping constant watch over the security of pupils.
The staff side has apprised the Bureau that no Computer Laboratory Attendants are
posted in Government Primary Schools and, therefore, the task of cleaning
specialised IT rooms/computer Labs is being performed by incumbents in the School
Caretaker cadre. Representation has been received for the grant of appropriate
compensation to incumbents in the cadre pending the posting of Computer
Laboratory Attendants. During meeting with Management the latter concurred that
the task of cleaning Computer room was being performed by incumbents in the
School Caretaker cadre and supported the claim of School Caretakers for the
payment of an appropriate allowance. We are recommending accordingly.
Recommendation 12
39.38
Driver (Roster)
Driver (Roster day and night)
39.39
In the context of this review exercise, the Management side has submitted that the
grade of Driver (Roster) which was made evanescent by the EOC Report 2009, be
restablished whilst the grade of Driver (Roster day and night) created in the same
report would no longer be required in view of the hours of operations of the Ministry.
The Bureau has analysed the request and recommends that the grade of Driver
(Roster) be reinstated and that of Driver (Roster day and night) be made
evanescent.
The Bank Scheme was introduced in the 2013 PRB Report for employees in the grade
of Attendant (Hospital Services) formerly Hospital Care Attendant. In the context of
this review exercise, the Management side has requested for the extension of the
Bank Scheme to other grades in the Workmens Group on the establishment of the
MOH and QL with a view to curbing the payment of overtime. As regards the staff
side, one union has requested for maintaining the Bank Scheme along with reviewing
~746~
Workmens Group
Civil Service
the quantum of the Bank rate whilst the other remaining Unions have requested for a
complete removal of the system and were against the extension of the scheme to
other grades in the Workmens Group-General. Most of the unions have also
reported that the Bank Scheme was wrongly being used. During discussion at the
Bureau, all stakeholders including Management were apprised that the philosophy
for the introduction of the Bank Scheme was to ensure the smooth delivery of services
by having recourse to employees in the Attendant (Hospital Services) cadre who are
off duty or on leave or on retirement. They were also apprised that the Bank System
was not meant to replace the payment of overtime but was rather a tool to tap the
services of additional manpower.
Recommendation 13
39.41
(ii)
At present, Mortuary Attendants are paid Rs 300 for each post mortem case where
their services are required either during normal working hours or after. They are also
paid an allowance for being on-call and in-attendance. These allowances are being
revised.
Recommendation 14
39.43
Rs 500 for each case where these services are required whether during
normal working hours or while in attendance during on-call period;
(ii)
(iii) Rs 105 per hour for actual attendance during on-call period.
~747~
Workmens Group
Civil Service
The staff side has requested for an allowance to compensate incumbents in the
Attendant (Hospital Services) cadre who are called upon to deliver dead bodies in the
absence of Mortuary Attendants. The Management of MOH and QL has confirmed
that the delivery of dead bodies in the absence of Mortuary Attendants is conducted
with the help of incumbents in the above cadre and that there is a case for an
adequate compensation. The Bureau has analysed the issue and is making
appropriate recommendation.
Recommendation 15
39.45
Stores Attendant
39.46
Incumbents in the grade of Stores Attendant posted at the Central Stores Department
of the MOH and QL have reported that certain stores items are kept in cold rooms
and have requested for an allowance for exposure to variations in temperature in the
course of their duties. The Bureau has analysed the issue and considers that
Management should ensure that employees posted/having access to cold room
should be provided with appropriate protective equipment.
Sanitary Attendant
39.47
The MOH and QL has submitted that following Governments decision, cleaning
services in hospitals and other institutions have to be carried out in-house. The
Ministry has therefore requested that the grade of Sanitary Attendant be restyled
Sanitary/Cleaning Attendant with a view to ensuring that incumbents in the grade may
be called upon to perform all cleaning works in addition to the cleaning of toilets and
bathrooms. The Bureau has studied the request and is making appropriate
recommendation.
Recommendation 16
39.48
Ambulancier
39.49
With the development in the Health Sector and the acquisition of ambulances
equipped with latest technology, the Management side has requested for the creation
of a dedicated polyvalent grade of Ambulancier (on shift) against the abolition of the
grade of Ambulance Driver (on shift). Incumbent in the grade would, along with
~748~
Workmens Group
Civil Service
driving duties, called upon to provide support to patients. The Bureau has analysed
the proposed qualifications requirements as well as the set of duties that would be
devolving upon the new grade of Ambulancier (on shift). Based on Management
submission, it has been found that the duties and responsibilities are similar to those
of the grade of Ambulance Driver (on shift). In view thereof the Bureau is refraining
from creating the grade and is maintaining the current arrangements.
Ambulance Driver (SAMU)
39.50
Ambulance Drivers working in the SAMU Ambulance are required to clean and look
after the vehicles themselves as no Ambulance Attendants are attached to the SAMU
team. They are currently being paid a monthly non-pensionable allowance of Rs 450.
We are maintaining this provision.
Recommendation 17
39.51
Senior Attendant (Hospital Services) posted in Operation Theatre for a whole month
are presently being paid a non-pensionable allowance of Rs 450. We are maintaining
the quantum of the allowance.
Recommendation 18
39.53
A risk allowance equivalent to one and a half increments at the initial of the salary
scale is presently being paid to Attendants (Hospital Services) working at the
Detainees Ward of Jawaharlall Nehru Hospital. We are maintaining this provision.
Recommendation 19
39.55
Risk Allowance
39.56
Employees in the Workmens Group who are exposed to greater risks while working
in constant and close contact with mental patients, TB patients and drug addicts are
exceptionally paid a monthly non-pensionable allowance equivalent to one and a half
increments at the initial of the salary scale. The payment of this allowance should
continue and therefore the Bureau recommends accordingly.
~749~
Workmens Group
Civil Service
Recommendation 20
39.57
The Bureau recommends that employees in the Workmens Group who are
exposed to greater risks while working in constant and close contact with
mental patients, TB patients and drug addicts should continue to be paid a
monthly non-pensionable allowance equivalent to one and a half increments at
the initial of their salary scale
Following the setting up of the Mauritius Cane Industry Authority (MCIA) which has,
among others, the responsibility for exercising the powers and performing the function
of the ex-Cane Planters and Millers Arbitration and Control Board, the grades of
Sampler and Senior Sampler were granted personal salaries in the 2013 PRB
Reports. Incumbents in these two grades have, upon option exercised by them,
either been granted VRS or redeployed within the Ministry of Agro Industry and Food
Security.
39.59
In the context of this review exercise, the staff side has requested that the grade of
Sampler (Personal), which has become a misnomer as incumbents are performing
simple clerical duties on a full time basis, be restyled to a more appropriate job
appellation. The Management side has also confirmed that incumbents in the grade
of Sampler (Personal) were performing simple clerical duties on a full time basis
instead of performing same during off crop season only and have in line with the
reorganisation of the Agricultural Services at the Ministry, requested that the grade of
Sampler be restyled to Office Assistant with a view to reflect the nature of duties being
performed by incumbents and that of Senior Sampler (Personal) be abolished as
there is no one in post. The Bureau has analysed the issue and is making appropriate
recommendation along with abolishing the grade of Senior Sampler (Personal).
Recommendation 21
39.60
~750~
Civil Service
Workmens Group
Recommendation 22
39.62
Recommendation 23
39.64
39.65
The Senior Laboratory Auxiliary would, among others, be responsible for the
organisation of work, supervision, control and training of Laboratory Auxiliary formerly
Laboratory Attendant; the cleanliness of laboratories, workshops, verification room,
~751~
Pay Review 2016
Workmens Group
Civil Service
benches, glassware and other equipment; and performing the duties of Laboratory
Auxiliary formerly Laboratory Attendant, as and when required.
MINISTRY OF OCEAN ECONOMY, MARINE RESOURCES, FISHERIES, SHIPPING AND
OUTER ISLANDS
Nursery Attendant (Fisheries) Cadre
Nursery Attendant/Senior Nursery Attendant (Fisheries) (Roster)
formerly Nursery Attendant (Fisheries) (Roster)
Senior Nursery Attendant (Fisheries) (Roster)
39.66
The Nursery Attendant (Fisheries) (Roster) cadre at the Ministry of Ocean Economy,
Marine Resources, Fisheries, Shipping and Outer Islands comprises a three levels
hierarchy namely Nursery Attendant (Fisheries) (Roster), Senior Nursery Attendant
(Fisheries) (Roster) and Head Nursery Attendant (Fisheries) (Roster). In the context
of this Report, the staff side has apprised the Bureau that the level of Senior Nursery
Attendant (Fisheries) (Roster) is vacant and the duties as well as responsibilities
devolving upon the grade are being performed by incumbents in the grade of Nursery
Attendant (Fisheries) (Roster). As such, request has been made for the grades of
Nursery Attendant (Fisheries) (Roster) and Senior Nursery Attendant (Fisheries)
(Roster) to be merged and restyled. Management has supported the request and
has also pointed out that according to the latest scheme of service the mode of
appointment to the grade of Head Nursery Attendant (Fisheries) (Roster) is by
promotion, on the basis of experience and merit, of Nursery Attendant (Fisheries)
(Roster) holding a substantive appointment in the grade. After analysing the issue
and taking into consideration that supervision is exercised by the Head Nursery
Attendant (Fisheries) (Roster), the Bureau is making appropriate recommendation.
Recommendation 24
39.67
Sea-Going Allowance
39.68
~752~
Workmens Group
Civil Service
go out at sea and that there was need for appropriate compensation. The Bureau
has examined the request and is making appropriate recommendation.
Recommendation 25
39.69
one days pay for working in the open sea for four hours up to
12 hours on working days.
(b)
(c)
one days pay and one day off for working four to 12 hours on Public
Holidays and Sundays.
Recommendation 26
39.71
39.72
The Senior Laboratory Auxiliary, would, among others, be responsible for the
organisation of work, supervision, control and training of Laboratory Auxiliary formerly
Laboratory Attendant; the cleanliness of laboratories, benches, glassware and other
equipment; and performing the duties of Laboratory Auxiliary formerly Laboratory
Attendant as and when required.
~753~
Workmens Group
Civil Service
Recommendation 27
39.74
The Office Care Attendant cadre comprises the grades of Office Care
Attendant/Senior Office Care Attendant and Head Office Care Attendant. In the
context of this review exercise, the staff side has among others requested for an
increase in the establishment size of the grades in the cadre. As incumbents in both
the grades are posted in the various Ministries/Departments across the Civil Service,
the Bureau recommends that the MCSAR should conduct a Human Resource
Planning/Audit exercise with a view to determining the appropriate
establishment size required.
OTHER RECOMMENDATIONS
Allowance for Making Tea
39.76
At present employees in the grade of General Worker and in the Office Care
Attendant cadre who are called upon to prepare and serve tea/coffee for official
meetings/functions are paid an allowance of Rs 5.00 per cup. We are maintaining
the quantum of the allowance.
Recommendation 28
39.77
We recommend that employees in the Office Care Attendant cadre and in the
grade of General Worker be paid an allowance of Rs 5.00 per cup for making
and serving tea/coffee.
Employees in the Office Care Attendant cadre are presently entitled to the payment
of an allowance for washing of towels/table cloth. We are maintaining the provision.
~754~
Workmens Group
Civil Service
Recommendation 29
39.79
The Bureau recommends that employees in the Office Care Attendant cadre
and in the grade of General Worker who have to wash towels/tablecloth be paid
the following allowance:
(i)
(ii)
Rs 10 per towel
Rs 70 per kg
The EOAC 2013 Report has introduced the payment of a monthly allowance of
Rs 650 for incumbents in the Office Care Attendant cadre who are required to make
bulk photocopies in the performance of their duties. We are maintaining the quantum
of the allowance.
Recommendation 30
39.81
The Bureau recommends that incumbents in the Office Care Attendant cadre
be paid a monthly non-pensionable allowance of Rs 650 for making bulk
photocopies.
Cleaning of Lavatories
39.82
Employees in the Workmens Group-General who are required to clean lavatories are
presently paid a monthly non-pensionable allowance of Rs 500 for cleaning of
lavatories and wherever the lavatories are used by members of the public and
cleaning is effected twice daily, they are paid an allowance of Rs 1000 monthly
instead. The Bureau is maintaining the quantum of the allowance.
Recommendation 31
39.83
Security Guards
39.84
Unlike other employees in the Workmens Group whose normal working week are
40 hours, Security Guards are required to put in 60 hours per week and are entitled
to two days leave with full pay each month over and above casual or vacation leave.
This provision is being maintained.
Recommendation 32
39.85
~755~
Workmens Group
Civil Service
In the 2003 Report, it was recommended that all Drivers attached to beneficiaries of
chauffeur-driven car in the Civil Service should be absorbed in the pool of drivers on
the establishment of the Ministry of Civil Service and Administrative Reforms and
classified in the General Services. However same was not implemented and the
Ministry of Civil Service and Administrative Reforms has rather resorted to the
practice that whenever a vacancy occurs in the grade of Driver under the vote of one
Ministry/Department, a redundant Driver from another Ministry/Department is
transferred to the other vote. This course of action has proved to be effective and is
still valid.
Recommendation 33
39.87
We recommend that the current practice described in the above paragraph for
Drivers be maintained for the optimum utilisation of these resources.
Allowance to Drivers
39.88
Recommendation 34
39.89
In the Workmens Group, employees in certain grades are by the very nature of their
duties required to work on shift in relays on a 24-hour basis. Though, the shift element
is considered in determining the salary of the respective grade, as an inducement to
those who actually perform night duty, a Night Duty Allowance is presently being paid
to this category of employees. The payment of the Night Duty Allowance remains
valid.
Recommendation 35
39.91
39.92
~756~
Workmens Group
Civil Service
Shift/Roster
39.93
Employees in the grades listed below normally work either on shift or on a roster basis
(including Sundays and Public Holidays) and this element has been taken into
consideration in the determination of the recommended salary scales. However,
where appropriate, salary scales have also been provided to employees in those
grades who are not required to work either on shift or on a roster basis.
Shift
Roster
Assistant Chef
Burial Ground Attendant (Rodrigues)
Caretaker (Youth and Sports)
Cook
Driver (Heavy Vehicles above 5 tons)
Driver (Ordinary Vehicles up to 5 tons)
Factory Operative
Factory Operative Assistant
Field Supervisor
Head Nursery Attendant (Fisheries)
Household Attendant
Irrigation Operator
Laundry Attendant
Mortuary Attendant
Nursery Attendant/Senior Nursery
Attendant (Fisheries)
formerly Nursery Attendant (Fisheries)
Senior Nursery Attendant (Fisheries)
Operator Pumping Station (Rodrigues)
Prisons Attendant (Rodrigues)
Stockman
Swimming Pool Attendant
Valve Operator (Rodrigues)
Wardress
Waste Water Pipe Cleaner
Water Supply Attendant (Rodrigues)
Youth Centre Attendant (Rodrigues)
~757~
Workmens Group
Civil Service
Miscellaneous
39.94
Certain provisions made in this Chapter, by their very nature, are also applicable to
incumbents in the Workmens Group General on the establishment of the Parastatal
and Other Statutory Bodies and Private Secondary Schools, Local Authorities and
the Rodrigues Regional Assembly. We recommend that the provisions in the
table hereunder be extended accordingly.
Conditions/Allowances
Paragraph
Recommendation
39.10
Tea making
39.77
28
39.79
29
Cleaning of lavatories
39.83
31
Security Guard
39.85
32
~758~
Workmens Group
Civil Service
39.92
Employees of the Tradesman Cadre carry out a wide range of activities and are
involved in, inter-alia, repairs and maintenance of motor vehicles; construction works;
repairs and maintenance of public buildings; hospitals as well as residential quarters
of staff.
39.93
In the context of the present review exercise, representations have been made for
the creation of grades, change in appellation, restyling of grades, revision of schemes
of service, filling of vacant post and insertion of the line inclusive of travelling time in
the recommendation for In-Attendance Allowance for ESD Electrician and Plant
Mechanic cadres as well as duty exemption and loan to purchase a car and/or
autocycle/motorcycle. We have examined all the proposals and are making
appropriate recommendation.
Employees of the Electrician and Plant Mechanic Cadres are required to work beyond
normal working hours during nights, weekends and public holidays on a system of
On-Call and In-Attendance to cater for emergencies at Government buildings,
hospitals and prisons.
39.95
At present, the employees of the Electrician and Plant Mechanic Cadres who are
required to be On-Call during nights, weekends and public holidays are paid an OnCall Allowance of Rs 150 on weekdays between 1630 hours and 0730 hours the
following day and Rs 240 on Saturday, Sunday and Public Holiday between 0730
hours and 0730 hours the following day. These employees are also paid an InAttendance Allowance of Rs 100 to carry out emergency work while on-call.
39.96
The Staff Association has represented that the travelling time should be included in
the In-Attendance Allowance when required to attend to emergencies while
On-Call. We are agreeable to this request and are making appropriate provisions
~759~
Workmens Group
Civil Service
to this effect while maintaining the present arrangement of On-Call and InAttendance allowances for the Electrician and Plant Mechanic Cadres.
Recommendation 36
39.97
Cadre
Period
On-Call
Allowance
(Rs)
In-Attendance
during On-Call
Rs/hour
160
100
250
100
Both Management and Staff Association have submitted that officers of the
Orthopaedic Appliance Maker cadre are exposed to serious transmissible diseases
like H1N1, HIV, TB, among others, especially when dealing with repairs of equipment
in wards and units. Hence, request was made for the payment of risk allowance to
these officers. However, given that we cannot pronounce on the degree of risk faced
by officers of the Orthopaedic Appliance Maker cadre, we are making an appropriate
recommendation to address this issue.
Recommendation 37
39.99
~760~
Workmens Group
Civil Service
Tradesmans Assistant
39.100 At present, Tradesmans Assistants who have successfully completed the NTC 3 and
have served for at least four years in the same grade as from the date of obtention of
the NTC 3 and are performing duties pertaining to the trade are being paid a nonpensionable allowance equivalent to two increments at the point they have reached
in the salary scale of the grade to be read from the Master Salary Scale, pending their
appointment to the grade of Tradesman. This recommendation is maintained.
~761~
Civil Service
~762~
Civil Service
~763~
Republic of Mauritius
REPORT 2016
LUM
VO
PART III
LOCAL AUTHORITIES
OF
VOLUME 1
TABLE OF CONTENTS
Chapter
Page
INTRODUCTION ................................................................................................................................... 1
1.
2.
1. 2
1. 3
1. 4
1. 5
2.2
2.3.
2.4
2.5
2.6
2.7
Local Authorities
Introduction
LOCAL AUTHORITIES
INTRODUCTION
1.
The Local Authorities which are established and governed by the provisions of the
Local Government Act No. 36 of 2011, fall under the aegis of the Ministry of Local
Government.
2.
3.
The vision of the Ministry of Local Government is to: foster a vibrant local democracy;
provide effective transparent and proactive delivery of services by Local Authorities;
bridge the development divide between rural and urban areas; and achieve the
highest standards of cleanliness and sanitation in the country through sound and
effective infrastructural and environmental policies and practices.
4.
Objectives of the Ministry include: bringing changes to the Local Government Act to
better meet the needs of the public and enhance local democracy and community
participation; enhancing service delivery at Local Government Level by promoting
capacity building, streamlining of procedures and harnessing the potential of ICT;
reducing wastage, inefficiencies and unnecessary expenditure within Local
Authorities; and encouraging partnerships between Local Authorities and civil
society to solve social problems and promote economic well-being. The Ministry
has been mandated by Government to focus on priorities that would uplift the daily
life of citizens.
Municipal Councils
5.
The five Municipal Councils are namely: The City Council of Port-Louis and The
Municipal Councils of Beau Bassin-Rose Hill, Curepipe, Quatre Bornes and VacoasPhoenix. Each of them is headed by a Chief Executive who is responsible to the
Permanent Secretary of the Ministry of Local Government.
6.
Following the promulgation of the Local Government Act 2011, the activities of each
Municipal Council are organised under six departments namely: Administration
Department, Finance Department, Land Use and Planning Department, Public
Infrastructure Department, Public Health Department, and Welfare Department.
Each Department has a Technical Head who reports to, and works under the
supervision of the Chief Executive.
District Councils
7.
The seven District Councils are namely: The District Councils of Black River, Flacq,
Grand Port, Moka, Pamplemousses, Rivire du Rempart and Savanne. Each of
them, as the Municipal Councils, is headed by a Chief Executive who is responsible
~1~
Local Authorities
Introduction
As for the Municipal Councils, the activities of all District Councils are also organised
under six Departments namely: Administration Department, Finance Department,
Land Use and Planning Department, Public Infrastructure Department, Public Health
Department and Welfare Department. Each Department has a Technical Head who
reports to, and works under the supervision of the Chief Executive.
For the 2016 Report, the Bureau would make its recommendations based on a
theme: Transformation of the Public Sector for effective service delivery to meet the
citizens needs, non-citizens needs and other stakeholders needs as well. The aim
is to improve and sustain organisation performance with alignment of resources at
institutional, organisational and employees levels while at the same time ensuring
that employees are professionally trained and developed, have promotion
opportunities in their hierarchy/cadre, work in a safe and healthy environment and
users of public service are satisfied with a high level of service delivery.
Digitisation
10.
For Public Sector Organisations across the world, the pressures for improved
efficiency during the past decades are now accompanied by an equally strong need
to revolutionise service delivery to create solutions that better meet citizens needs.
The increased importance and use of technology is to empower organisations to
better serve the citizens in the digital age. Public Sector organisations are attempting
a transition from closed, top-down, bureaucratic, and paper-based transactional
models towards online, integrated digital offerings that encourage a new kind of
interaction between citizens and the government.
11.
12.
The EOAC Report, following the publication of the 2013 PRB Report, recommended
the establishment of a consolidated list of all grades of the Local Authorities
(Municipal Councils and District Councils) with new salary codes department wise.
~2~
Local Authorities
Introduction
14.
15.
In view of the problems arising we have, in the context of this review exercise,
reverted to our previous approach regarding the structure of the report for Local
Authorities.
16.
We deal in the first instance with the general recommendations which, in one way
or the other, have implications in almost all the Municipal and District Councils and
thereafter with specific recommendations, if any, pertaining to each Council. The
salary recommendations pertaining to each Municipal Council and District Council
follow immediately after the specific recommendations, if any.
Generally many grades in Local Authorities have the same qualifications, duties and
responsibilities as those of corresponding levels/hierarchies in the civil Service.
There is need to align the schemes of service as well.
18.
The Unified Local Government Service Board (ULGSB) has been set up under
section 68 of the Local Government Act 2011. The ULGSB is presided by the
Permanent Secretary of the Ministry of Local Government and comprises
representatives of the Prime Ministers Office, the Ministry of Finance and Economic
Development, the Ministry of Civil Service and Administrative Reforms, the Ministry
of Labour, Industrial Relations and Employment and Training, and the Ministry of
Local Government.
20.
The ULGSB has been vested with such powers that were formerly exercised either
by the Minister, the Local Government Service Commission (LGSC), or the
Permanent Secretary of the Ministry. While the Local Government Service
Commission (LGSC) continues to exercise its role of recruiting the required human
resources and taking disciplinary action wherever necessary, the ULGSB is a central
body that ensures an optimum use of human resources in the Local Authorities.
~3~
Local Authorities
21.
Introduction
In our last Report, we recommended appropriate training for officers in the General
Services so that these officers are equally trained as their counterparts in the Civil
Service. To ensure that organisations are manned by officers of relevant skills,
competencies and aptitudes such training are necessary and we are recommending
accordingly.
25.
Advanced Course in Effective Office Management and Supervision for Higher Executive
Officers
Recommendation 3
26.
27.
Local Authorities
Introduction
(ii)
(iii)
The Ministry of Local Government has informed the Bureau that further to claims
from Confidential Secretaries in the Local Authorities, arrangements have been
made with the Open University of Mauritius to mount and run the Advanced
Secretarial Course, in line with what is provided to their counterparts in the Civil
Service. To this end, request has been made to equally compensate these officers
on successful completion of the course.
29.
We consider that the request is fully justified, the moreso Confidential Secretaries in
the Civil Service are granted one increment upon successful completion of the
course. To this effect, we are agreeable to extend this provision to officers
concerned in the Local Authorities.
Recommendation 4
30.
We recommend that:
(i)
(ii)
We are, hereunder, providing for new salary codes for the Municipal and District
Councils:
Municipal Councils
Code
(i)
Port Louis
PL
(ii)
BH
(iii)
Curepipe
CE
(iv)
Quatre Bornes
QB
(v)
Vacoas-Phoenix
VP
~5~
Local Authorities
Introduction
District Councils
Code
(i)
BR
(ii)
FQ
(iii)
GP
(iv)
MA
(v)
PS
(vi)
RR
SE
The codes for the different departments within each Municipal Council are as
follows:
Department
Code
(i)
Administration
AM
(ii)
Finance
FI
(iii)
Public Infrastructure
PI
(iv)
LP
(v)
Welfare
WL
(vi)
Public Health
PH
The codes for the six departments in each District Council and that of Village Councils
are as follows:
Department
Code
(i)
Administration
AM
(ii)
Finance
FI
(iii)
Public Infrastructure
PI
(iv)
LP
(v)
Public Health
PH
(vi)
Welfare
WL
VC
~6~
Local Authorities
Municipal Councils
1.
MUNICIPAL COUNCILS
ADMINISTRATION DEPARTMENT
1.1
1.2
The 2013 PRB and EOAC Reports brought significant changes to various structures
in the Administration Department namely in the IT Unit, General Services cadre,
Internal Control Officer cadre and Attendant cadre, which entailed changes in
appellations and qualification requirements of relevant grades.
1.3
In the context of this Report, the Bureau received among others, strong
representations from the Staff Associations as well as Management of Local
Authorities to allow Clerical Officer/Higher Clerical Officers not possessing the
prescribed qualifications the option to join the grade of Management Support Officer
as they reckon long years of experience and perform the same duties as
Management Support Officers.
1.4
1.5
Given that major changes have already been brought to several structures in our
previous Reports, we consider that except for the General Services, Internal Control
and Usher/Prosecutor cadres, the existing structures are appropriate and are being
maintained. We are also reviewing the mode of appointment to the grade of
Assistant IT Officer, creating a professional grade of Internal Auditor and making
provision for the amendment of the scheme of service of the grade of Office
Superintendent. In addition, we are creating a grade of Local Disaster Management
Coordinator and maintaining existing allowances whilst introducing a few grades
deem justified.
In the Local Authorities, provisions exist for the filling of the position of Chief
Executive on a contractual basis with specified performance targets or on
~7~
Local Authorities
Municipal Councils
assignment basis for a period of two years. Moreover, a public officer if appointed
to or assigned duties in this position may, on retirement, benefit from the
pensionable emoluments on certain conditions. We consider this arrangement to
be appropriate, and same is being maintained.
Recommendation 1
1.7
We recommend that :
(i)
(ii)
1.8
1.9
(ii)
(iii) at the time of his retirement/reversion he has reached the age of 55 (or
for an officer in post as at 30 June 2008, he had reached the age at which
an officer may retire with the approval of the relevant service
commission)
OR
he has successfully served for a minimum period of six months and has
reached compulsory retirement age.
Restructuring of the General Services Cadre
1.10
Further to the restructuring being brought to the General Services cadre in the Civil
Service, we are strengthening that of the Local Authorities with the creation of a
grade of Clerical Officer. In the same breath, the duties of the grade of Management
~8~
Local Authorities
Municipal Councils
Support Officer are being revamped coupled with a salary upgrading. We are
making appropriate recommendations to that effect.
Clerical Officer (New Grade)
Recommendation 2
1.11
(ii)
(iii)
1.12
Incumbent would be required to, inter- alia, perform duties of a clerical nature
including the preparation, scrutiny and processing of straight forward documents,
arithmetical work and registry work; simple finance, establishment and stores work
under supervision; drafting of replies or simple correspondence and simple data
entry and updating of information in a computer system, as and when required.
Further to the creation of the grade of Clerical Officer, the mode of appointment and
duties of the grade of Management Support Officer are being reviewed.
Recommendation 3
1.14
1.15
~9~
Local Authorities
Municipal Councils
Office Superintendent
1.16
1.17
The Bureau has examined the issue and acknowledges that there is indeed an
imperative need to amend the scheme of service in order to facilitate the filling of
the post. We are addressing the issue through an appropriate recommendation.
Recommendation 4
1.18
Legal Section
Attorney (Part Time)
1.19
Recommendation 5
1.20
Attorneys employed on full-time basis in Local Authorities are presently paid an allinclusive yearly allowance of Rs 22000 to cater for certain costs incurred in the
performance of their duties. We are maintaining the allowance and revising the
quantum.
Recommendation 6
1.22
~ 10 ~
Local Authorities
Municipal Councils
Usher/Prosecutors Unit
Usher/Prosecutor/Senior Usher/Prosecutor
formerly Usher/Prosecutor
1.23
1.24
Further to representations made, the Bureau has carried out an in-depth analysis
on the Usher/Prosecutors cadre and observes that the duties of incumbents have
much evolved in terms of responsibilities, complexity and workload. Moreover, it
has also been noted that there is a major overlapping of duties of the grades of
Usher/Prosecutor and Senior Usher/Prosecutor such that the supervisory element
has become superfluous.
1.25
Recommendation 7
1.26
be
restyled
1.27
1.28
Clothing Allowance
1.29
Recommendation 8
1.30
Local Authorities
Municipal Councils
Prosecution Duties
1.31
At present a fee of Rs 150 per case is paid to officers in the grades of Chief Building
Inspector, Senior Building Inspector, Principal Health Inspector, Senior Health
Inspector and Health Inspector for acting as Prosecutor. The Bureau considers that
since there is an established legal section, the payment of such fees should be
gradually phased out. We are nevertheless revising the quantum of the allowance.
Recommendation 9
1.32
IT Section
Assistant IT Officer
1.33
Recommendation 10
1.34
1.35
(ii)
(iii)
~ 12 ~
Local Authorities
Municipal Councils
In the 2008 PRB Report, we redesigned the structure of the Internal Control cadre
of the Local Authorities along similar lines obtaining in the Civil Service through the
provision of a standard three level structure comprising the grades of Internal Control
Officer, Senior Internal Control Officer and Principal Internal Control Officer. The
structure was further strengthened and reviewed in the 2013 PRB Report, in line
with what obtained in the Civil Service.
1.37
However, the EOAC Report recommended a different salary structure for the
Internal Control cadre which in turn disturbed existing relativities and gave rise to
anomalous situations. With a view to addressing these issues, in this Report, we
are reviewing the existing structure as well as aligning salaries with those obtained
for corresponding levels in the Civil Service. We are, at the same time, allowing
officers in post to maintain the prevailing provisions regarding salary scale and the
continued incremental movement in the master salary scale, on a personal basis,
subject to the same conditions, so as not to render them worse off. We are making
appropriate recommendations to that effect.
Recommendation 11
1.38
We recommend that:
(i)
(ii)
(iii)
~ 13 ~
Local Authorities
Municipal Councils
(iv)
(v)
the salary scale of the grade of Chief Internal Control Officer should be:
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 53200; and
(vi) the grade of Chief Internal Control Officer should gradually be phased
out once all Principal Internal Control Officers in post as at 31.12.15 have
been promoted to the higher grade.
1.39
(ii)
the
Following the restructuring of the Internal Audit Section in the 2008 PRB Report
with the creation of the grades of Internal Control Officer, Senior Internal Control
Officer and Principal Internal Control Officer, the grade of Internal Auditor (Qualified)
was made evanescent. We also recommended that in Local Authorities where the
grade of Internal Auditor (Qualified) exists, the grade of Principal Internal Control
Officer should not be created. This arrangement at that point in time was
appropriate to enable the Local Authorities to deliver on their mandate.
1.41
In the context of this Report, it has been submitted that to be in line with good
corporate governance principles and for the proper control of the Internal Audit
section, there is need to re-establish a professional grade to oversee the core
internal audit functions. The Bureau considers the request to be justified and is
agreeable to same. However, in view of the fact that the District Councils have been
split into separate entities, creation of a professional grade on their establishment
is not warranted. We are, therefore, making an appropriate recommendation to that
end.
~ 14 ~
Local Authorities
Municipal Councils
Recommendation 12
1.42
(ii)
(iii)
(iv)
(v)
(vi)
Incumbent would be responsible to the Chief Executive of the Council for the
administration and efficient running of the Internal Audit Section and would be
required, inter alia, to: submit to the council within a maximum period of six months
after the closing of the financial year an Internal Control report on the accounting
and financial situation of the Council; be responsible for the conduct of internal audit
functions; devise and implement an Internal Audit system; and prepare strategic
and annual audit plans.
At present, the grade of Human Resource Officer is filled by selection from among
officers holding a substantive appointment in the grades of Executive Officer and
Higher Executive Officer possessing a diploma in Human Resource Management
or an equivalent qualification acceptable to the Local Government Service
Commission and from outside candidates possessing the required qualification.
1.45
Management of the Local Government Service Commission has submitted that with
a view to attracting more qualified candidates, the mode of appointment may be
reviewed such that only the open competition mode would prevail. On the other
hand, the Ministry of Local Government views that as there are many officers within
the Local Authorities who are fully qualified to apply for the post, the grade may be
filled from serving candidates in view of providing better promotion prospects to
them.
1.46
The Bureau has carefully studied both representations and opines that both streams
of appointment to the grade could be considered: one is providing a career path to
serving qualified officers and the other would allow new blood to join the cadre. We
~ 15 ~
Local Authorities
Municipal Councils
Recommendation 13
1.48
1.49
Incumbent would be responsible, inter-alia to: collaborate with the National Disaster
Risk Reduction and Management Centre (NDRRMC) in liaison with the Local
Disaster Risk Reduction and Management Committee (LDRRMC) for disaster risk
analysis and vulnerability assessment; coordinate with all stakeholders during
disasters; and coordinate activities with all stakeholders during recovery phase.
Cashier Duties
1.50
Prior to 2008 PRB Report, cashier duties were being performed by officers in the
grade of Cashier. However, further to the restructuring of the Finance Department
as recommended by the 2008 PRB Report, the Financial Operations Officer cadre
was created and the grade of Cashier became evanescent. Its duties were taken
over by the grades of Assistant Financial Operations Officer and Financial
Operations Officer/Senior Financial Operations Officer. As regards cashier duties,
same have been incorporated in the scheme of service of the grade of Management
Support Officer.
1.51
In the context of this Report, it has been reported that there are difficulties to assign
someone to perform cashier duties and this situation causes disruption in the daily
money transactions and business activities of the Department. In this perspective,
Management has requested for the grade of Cashier to be no longer evanescent or
to create a grade of Cashier.
~ 16 ~
Local Authorities
1.52
Municipal Councils
After careful examination, the Bureau considers that it would not be appropriate,
effective and efficient to create a standalone grade to perform only cashier duties
on a full time basis. We, therefore, view that Management should devise a proper
pattern of work and increase the establishment size of the grade of Management
Support Officer to address the issue. We are recommending accordingly.
Recommendation 14
1.53
The 2013 EOAC Report has provided for the payment of an allowance to officers in
the grade of Clerical Officer/Higher Clerical Officer and Management Support
Officer for performing cashier duties. According to the Bureaus policy, allowances
are granted, among others, in cases where officers are required to perform extra
duties which normally do not form part of their scheme of service and for which they
need to be additionally compensated.
1.55
Recommendation 15
1.56
(ii)
At present, General Workers who are called upon to perform woodcutting duties
using a chainsaw machine are paid a daily allowance. We are maintaining this
provision.
Recommendation 16
1.58
~ 17 ~
Local Authorities
Municipal Councils
FINANCE DEPARTMENT
1.59
1.60
The Department consists of four main sections under which the activities are
organised: Income, Expenditure, Pay Administration and Stores. The Financial
Controller is the head of the Department, which is staffed by officers of the
Accountant, Financial Officer and Procurement and Supply Officer cadres.
1.61
In the 2008 PRB Report, we redesigned the structure of the Finance Department of
the Local Authorities through the provision of the Financial Operations and
Procurement and Supply cadres. Subsequently, in the 2013 PRB Report, the
Bureau strengthened and reviewed these structures to the extent possible, along
similar lines obtaining in the Civil Service.
1.62
However, with the advent of the EOAC Report, a different structure for the Finance
and Procurement and Supply cadres has been recommended. As a result, existing
relativities have been disturbed, which in turn created anomalous situations. With a
view to addressing these issues, in this Report, we are maintaining the existing
structures of the two cadres while aligning salaries with those obtainable for
corresponding levels in the Civil Service. In the same breath, in order not to make
officers in post worse off, we are allowing them to maintain their prevailing provisions
regarding salary scale as well as the continued incremental movement in the master
salary scale, on a personal basis, subject to the same conditions. We are making
appropriate recommendations to that effect.
1.63
In addition, for this review exercise, the Bureau received various representations
from different quarters, which consisted mainly in providing a proper career path to
Cashiers, Revenue Collectors and Senior Cashiers; reinstating the grade of Cashier;
and reviewing the qualifications requirements of grades in the Procurement and
Supply Officer cadre.
1.64
We have duly examined all the representations, in line with the main theme of this
Report: Transforming the Public Sector for an enhanced service delivery.
Consequently, we are addressing the issue of absence of promotional prospect for
Cashiers, Senior Cashiers and Revenue Collectors, reviewing the qualification
requirements of grades in the Accountant and Procurement and Supply cadres
whilst providing better career earnings to Accountants, and aligning salaries, as far
as possible, with what obtain in the Civil Service.
~ 18 ~
Local Authorities
Municipal Councils
We recommend that:
(i)
(ii)
(iii)
1.66
(ii)
The Procurement and Supply cadre comprises the grades of Purchasing and Supply
Officer (Personal), Assistant Procurement and Supply Officer (Personal),
Procurement and Supply Officer/Senior Procurement and Supply Officer and
Principal Procurement and Supply Officer.
1.68
During consultations, the Ministry of Local Government informed that vacant posts
in the Procurement and Supply cadre were not being filled owing to a few
implementation problems arising out of recommendations made in the last report.
Whilst analyzing the issue, we have also kept in view the observations/proposals
made by the Local Government Service Commission (LGSC) to address these
problems. The Bureau opines that it would be more appropriate to revisit the
~ 19 ~
Local Authorities
Municipal Councils
1.70
The Bureau considers that the need for two distinct grades is not warranted as the
two functions may be assigned separately to two or more persons of the same
grade, as is the practice in the Civil Service. Moreover, Management should
ensure that the grade of Principal Procurement and Supply Officer does not remain
vacant as incumbent plays a vital role in overseeing the work of subordinates, hence
ensuring a proper monitoring and control of the procurement and supply activities.
1.71
Further to the observations made and problems highlighted by Management and the
LGSC, we are making appropriate recommendations to address these issues. In
addition, we are maintaining the existing structure as well as the provision allowing
Procurement and Supply Officer/Senior Procurement and Supply Officers to move
incrementally beyond their top salary.
We recommend that:
(i)
(ii)
~ 20 ~
Local Authorities
Municipal Councils
1.73
Movement for Procurement and Supply Officer/Senior Procurement and Supply Officers
1.74
We recommend that:
(i)
(ii)
(iii)
Recommendation 18
1.75
~ 21 ~
Local Authorities
Municipal Councils
(i)
(ii)
Recommendation 19
1.77
We recommend that:
(i)
(ii)
(iii)
(iv)
~ 22 ~
Local Authorities
1.78
Municipal Councils
The Bureau has been apprised that as per section 154(2) (b) of the Local
Government Act 2011, the Financial Controller or his Deputy is required to sign
cheques upon a banking account kept by a local authority. Given that the grade of
Deputy Financial Controller does not exist and that Accountant/Senior Accountant
formerly Accountant and Principal Accountant are called upon to deputise for the
Financial Controller whenever required, we are making a provision to address this
issue.
Recommendation 20
1.79
The Bureau has received persistent and strong representations from both
employees in the grades of Cashier (Personal) and Revenue Collector (Personal)
as well as from Management to integrate incumbents into the mainstream.
1.81
The grades of Cashier, Senior Cashier and Revenue Collector were made
evanescent in the 2008 PRB Report further to the creation of the Financial
Operations Officer cadre in the Local Authorities. The duties of these three grades
were taken over by the grades of Assistant Financial Operations Officer and
Financial Operations Officer. With the restructuring exercise, incumbents in the
evanescent grades found themselves without any promotion prospect given that
entry to the Financial Operations Officer cadre has been opened to Assistant
Financial Operations Officers only.
1.82
Upon an in-depth analysis, the Bureau considers that there is merit in the case on
grounds of fairness and equity given that prior to the restructuring exercise these
officers could aspire for a higher position in the organisation. We are redressing
this issue through appropriate recommendations.
Recommendation 21
1.83
1.84
Local Authorities
Municipal Councils
1.86
1.87
1.88
In the context of this review exercise, representations have been received from
Heads, Public Infrastructure Department for an increase in salary to match at least
that of the Financial Controller, grant of On-Call Allowance and Special Allowance
for attending meetings/site visits outside working hours, increase in Special
Retention Allowance to 10% on appointment and increase in customs duty
remission to a 1850 cc or diesel equivalent and renewable every five years.
1.89
Upon request from the Bureau, Heads Public Infrastructure Department also
submitted their demands to the Management of Municipal Councils/District Councils
for their views.
1.90
1.91
~ 24 ~
Local Authorities
Municipal Councils
The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the fields of Engineering/Architecture/Quantity Surveying
which were considered as scarcity areas.
1.93
Based on the survey carried out by the Bureau in context of the 2013 PRB Report,
the SPRA was maintained as it served its purpose of retaining professionals of high
calibre. Following the publication of the 2013 EOAC Report, officers in several other
grades were listed for eligibility for SPRA without any stated justification.
1.94
In the context of this review, Management, Unions and individual officers have made
strong representations for maintaining SPRA and for extending same to other
grades.
1.95
1.96
However, it is worth noting that the survey revealed no serious recruitment and
retention problems in the Engineering/Architecture/Quantity Surveying fields.
Besides, the labour market has an over-supply of qualified candidates in these
fields.
1.97
It is also worth highlighting that some organisations have not responded to the
survey carried out and as such the Bureau has not been able to ascertain whether
these organisations are still encountering difficulties in recruiting and retaining
professionals of right profile and calibre in the Engineering/Architecture/Quantity
Surveying fields. Though some organisations have not responded to the survey,
they have nevertheless made representations for maintaining SPRA and extending
same to other categories of professionals.
1.98
In the given circumstances and taking into consideration: (i) the findings of the
survey; (ii) representations from stakeholders; and (iii) position of concerned
organisations, we are in this Report maintaining the payment of the SPRA to eligible
officers in post as at 31 December 2015 up to 31 December 2016.
~ 25 ~
Local Authorities
Municipal Councils
Recommendation 22
1.99
1.100
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii) retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
1.101
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
1.102
Local Authorities are vested with the authority for execution and enforcement of the
Building Control Act 2012 and Town and Country Planning Act 1954. The Land Use
and Planning Department, which is a dedicated department for that purpose, is
responsible to issue Building and Land Use Permits or an Outline Planning
Permission, subject to applications being in conformance with the Building Control
Act 2012, Town and Country Planning Act 1954, Planning and Development Act
2004 and Environment Protection Act 2002.
1.104
The Head, Land Use and Planning is at the apex of the department, which is also
manned by officers of the professional and inspection cadres, amongst others.
~ 26 ~
Local Authorities
Municipal Councils
1.105
1.106
In the context of the present review, the main representations pertain to requests
for an upgrading of salaries for the various grades. A job re-evaluation exercise
was carried out and all work related information collected were examined and taken
into consideration in arriving at the recommended salaries. However, concerning
requests in relation to merging of grades of the professional and technical cadres,
the parties concerned were apprised during meetings, of the fundamental reasons
justifying our refusal or disagreement.
1.107
In the last Report, we restyled the appellations of grades of the Planning cadre to
better reflect the duties being performed. Based on the views expressed by the
Management of the Local Authorities, the structure of the department is adequate
for it to meet its objectives. We are, therefore, not bringing any change to the
existing organisational structure.
WELFARE DEPARTMENT
1.108
The Welfare Department in the Municipal Councils provides welfare services for the
local community. It organizes socio-cultural, youth, sporting, athletic and
recreational activities, besides being responsible for running nurseries, pre-primary
schools and kindergartens. The department also organises exhibitions, civil
receptions and other religious and social gatherings in collaboration with several
other non-governmental organisations, socio-cultural agencies and Ministries with
a view to upgrading existing leisure and community facilities in deprived areas of
the respective Municipal Councils.
1.109
1.110
Local Authorities
Municipal Councils
1.113
The Bureau has received representations to the effect that the commuted allowance
paid to officers of the welfare cadre for the extra hours put in over and above their
normal working hours in the month, does not reflect the actual number of hours
effectively put in, and any officer who puts in less than 20 hours a month, on a
regular basis, is not being paid any compensation, owing to the present regulations
governing overtime.
1.114
We have re-examined in-depth the issue taking into consideration the importance
of welfare activities provided to citizens at odd hours. In this respect, while we are
maintaining the commuted allowance and revising its quantum, we consider also
that a reasonable allowance should be paid to those officers who are involved in
the welfare functions but cover less than 20 hours monthly.
Recommendation 23
1.115
We recommend that officers of the Welfare Cadre in the Local Authorities who
are called upon, on a regular basis, to put in extra hours beyond their normal
working hours in the month, be paid an adhoc allowance equivalent to the
normal hourly rate at the salary point reached in their respective salary scales
provided they put in at least 20 additional hours beyond the normal working
hours in the month.
~ 28 ~
Local Authorities
Municipal Councils
places; and issue of trade licences to commercial, industrial, professional and other
related activities.
1.117
1.118
The overall responsibility of the Public Health Department rests upon the Chief
Health Inspector who is assisted by other officers of the Health Inspectorate cadre.
The structure of Health Inspectorate cadre is more or less standard across all five
municipal councils. At the supportive, skilled and semi-skilled levels, the grades
vary in the municipal councils, depending on their operational requirements. In the
last Report, we had abolished the grade of Trainee Health Inspector and
restructured the scheme of service of that of Health Inspector while making the
grade of Assistant Health Inspector evanescent.
1.120
It has been reported that since the Incinerator Operators are not conversant with
computer applications, the Ministry of Local Government, after consultations with
the Councils and Health Inspectors in charge of cemeteries, decided to grant a
monthly allowance of Rs 2250 to the Health Inspectors for the operation of the new
incinerators. These Health Inspectors have been provided with appropriate training
by the supplier. They are required, among others, to: open and close the
crematorium and the incinerator by push button; operate a touch screen PLC base
to ignite/operate the incinerator at specified time prior to incineration; and arrange
for the placing of the corpse into the incineration furnace by making use of an
automatic loading table/trolley and monitor incineration until completion.
1.121
In the light of this situation, the Ministry of Local Government has made a proposal
to include the duties pertaining to the operation of the LPG Fired Human
Crematorium Furnaces (Incinerators) in the scheme of service of the grade of
Health Inspectors.
1.122
After examining the proposal, the Bureau considers it more appropriate that training
be provided to the Incinerator Operators to acquaint them with the computer
applications. We are, in the meanwhile maintaining the allowance being paid to the
Health Inspectors and revising its quantum.
~ 29 ~
Local Authorities
Municipal Councils
Recommendation 24
1.123
1.124
At present, employees not belonging to the grade of Refuse Collector (Roster) are
paid an allowance of Rs 75 daily for performing refuse collection duties. We are
maintaining this provision while revising the quantum.
Recommendation 25
1.126
The Refuse Collection Service operates on a system of task work which entails
working five hours daily for six-days a week or six hours daily for those working on
a five-day week. This mode of operation eases the provision of an efficient and
effective service to the local communities.
1.128
In the last Report, a Bank System was introduced for the Refuse Collection Service
comprising Refuse Collectors (Roster), Driver/Scavenging Supervisors (Roster),
Supervisor, Refuse Collection (Roster) and all employees of the Workmens group
who are eligible for protective equipment. The philosophy behind the introduction
of such a system was to: cope with the increasing workload; palliate the shortage
of employees; and to curb excessive overtime. Under this System, employees are
paid an allowance of Rs 255 for up to three hours and on pro-rata basis for all
additional hours of work put in.
1.129
During consultations, Management pointed out that: Refuse Collectors are reluctant
to work under the bank system considering that they would have earned more had
they been paid the overtime rate; the workforce is limited in the Local Authorities
and as such it is difficult to constitute the pool of Refuse Collectors in advance; it is
only at the last moment that the HR Department is apprised of absentees; and to
provide continuous service for good sanitation and healthy environment, the Chief
Executives have to avail the services of those Refuse Collectors who are already
working on a particular site to complete the work against payment of overtime at
hourly rate.
~ 30 ~
Local Authorities
Municipal Councils
1.130
The Staff side, on its part, have requested for the payment of overtime to Refuse
Collectors after they have completed their task work which is of 30 hours duration
a week.
1.131
After examining the arguments put forward by both the official and staff side and
considering, among others, the difficulties faced to constitute the Bank System for
Refuse Collection Service and its resultant impact on public health and service
delivery, the Bureau views that there is need for some inducement to ensure a
continuous Refuse Collection Service to the population.
Recommendation 26
1.132
We recommend that:
(i)
employees working under the Bank System for the Refuse Collection
Service, comprising Refuse Collectors (Roster), Driver/Scavenging
Supervisors (Roster), Supervisor, Refuse Collection (Roster) and all
employees of the Workmens group who are eligible for protective
equipment should EXCEPTIONALLY be paid at applicable overtime rate
for all additional hours of work put in above 30 hours; and
(ii)
*************
~ 31 ~
Local Authorities
Municipal Councils
~ 32 ~
Local Authorities
Recommendation 1
1.1.2
General Workers when posted at the Theatre, are paid a monthly allowance of
Rs 750 for performing duties related to theatre dcor during and after normal working
hours. We are maintaining the payment of this allowance.
Recommendation 2
1.1.4
We recommend that General Workers who are posted at the Theatre, should
be paid a monthly allowance of Rs 750 for performing duties related to theatre
dcor, during and after normal working hours. However, the payment of this
allowance should not preclude the payment of overtime for work performed
beyond normal working hours.
Recommendation 3
1.1.6
~ 33 ~
Local Authorities
WELFARE DEPARTMENT
Height Allowance
1.1.7
Recommendation 4
1.1.8
ADMINISTRATION DEPARTMENT
SALARY SCHEDULE
PL AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
PL AM 2
PL AM 3
PL AM 4
PL AM 5
PL AM 6
~ 34 ~
Local Authorities
PL AM 8
PL AM 9
PL AM 10
PL AM 11
PL AM 12
PL AM 13
PL AM 14
PL AM 15
~ 35 ~
Local Authorities
PL AM 17
PL AM 18
PL AM 19
PL AM 20
PL AM 21
PL AM 22
PL AM 23
PL AM 24
PL AM 25
~ 36 ~
Local Authorities
PL AM 27
PL AM 28
PL AM 29
PL AM 30
PL AM 31
PL AM 32
PL AM 33
PL AM 34
PL AM 35
PL AM 36
~ 37 ~
Local Authorities
PL AM 38
PL AM 39
PL AM 40
PL AM 41
PL AM 42
PL AM 43
Rs 101000
Chief Executive
PART TIME WORKERS
PL AM 44
FINANCE DEPARTMENT
SALARY SCHEDULE
PL FI 1
PL FI 2
~ 38 ~
Local Authorities
PL FI 4
PL FI 5
PL FI 6
PL FI 7
PL FI 8
PL FI 9
~ 39 ~
Local Authorities
PL PI 3
PL PI 4
PL PI 5
PL PI 6
PL PI 7
PL PI 8
~ 40 ~
Local Authorities
PL PI 10
PL PI 11
PL PI 12
PL PI 13
PL PI 14
PL PI 15
PL PI 16
PL PI 17
PL PI 18
PL PI 19
~ 41 ~
Local Authorities
PL PI 21
PL LP 2
PL LP 3
PL LP 4
PL LP 5
PL LP 6
PL LP 7
PL LP 8
~ 42 ~
Local Authorities
PL WL 1
PL WL 2
PL WL 3
PL WL 4
PL WL 5
PL WL 6
PL WL 7
PL WL 8
PL WL 9
Local Authorities
PL WL 11
PL WL 12
PL WL 13
PL WL 14
PL WL 15
PL WL 16
PL WL 17
PL WL 18
~ 44 ~
Local Authorities
Rs 3725
Key Keeper
PL WL 20
Rs 7615
Embroidery Instructress
Music Instructress
Photography Instructor
Sewing Instructress
Yoga Instructor
PL WL 21
Rs 9745
Instructor (Tamil Language, Yoga)
PL WL 22
Rs 16630
Dressmaking Teacher
PUBLIC HEALTH DEPARTMENT
SALARY SCHEDULE
PL PH 1
PL PH 2
PL PH 3
PL PH 4
PL PH 5
PL PH 6
Local Authorities
PL PH 8
PL PH 9
PL PH 10
PL PH 11
PL PH 12
PL PH 13
PL PH 14
*************
~ 46 ~
Local Authorities
Recommendation 1
1.2.2
WELFARE DEPARTMENT
Allowance to Carpenter and Scene Shifter
Chief Carpenter and Scene Shifter
1.2.3
At present, officers in the grades of Carpenter and Scene Shifter and Chief
Carpenter and Scene Shifter are paid a monthly allowance of Rs 750 and
Rs 800 respectively for performing duties relating to theatre dcor during and after
normal office hours notwithstanding the payment of overtime for work performed
beyond normal working hours. We are maintaining the allowance.
Recommendation 2
1.2.4
We recommend that officers in the grades of Carpenter and Scene Shifter and
Chief Carpenter and Scene Shifter should continue to be paid a monthly
allowance of Rs 750 and Rs 800 respectively for performing duties relating to
theatre dcor during and after normal working hours.
1.2.5
We further recommend that the payment of this allowance should not preclude
the payment of overtime for work performed beyond normal working hours.
Height Allowance
1.2.6
~ 47 ~
Local Authorities
Recommendation 3
1.2.7
ADMINISTRATION DEPARTMENT
SALARY SCHEDULE
BH AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
BH AM 2
BH AM 3
BH AM 4
BH AM 5
BH AM 6
BH AM 7
BH AM 8
~ 48 ~
Local Authorities
BH AM 10
BH AM 11
BH AM 12
BH AM 13
BH AM 14
BH AM 15
BH AM 16
BH AM 17
~ 49 ~
Local Authorities
BH AM 19
BH AM 20
BH AM 21
BH AM 22
BH AM 23
BH AM 24
BH AM 25
BH AM 26
BH AM 27
BH AM 28
~ 50 ~
Local Authorities
BH AM 30
BH AM 31
BH AM 32
BH AM 33
BH AM 34
BH AM 35
BH AM 36
BH AM 37
BH AM 38
Rs 101000
Chief Executive
PART-TIME WORKERS
BH AM 39
Local Authorities
FINANCE DEPARTMENT
SALARY SCHEDULE
BH FI 1
BH FI 2
BH FI 3
BH FI 4
BH FI 5
BH FI 6
BH FI 7
BH FI 8
~ 52 ~
Local Authorities
BH PI 2
BH PI 3
BH PI 4
BH PI 5
BH PI 6
BH PI 7
Local Authorities
BH PI 9
BH PI 10
BH PI 11
BH PI 12
BH PI 13
BH PI 14
BH PI 15
BH PI 16
~ 54 ~
Local Authorities
BH PI 18
BH PI 19
BH PI 20
BH PI 21
BH PI 22
BH PI 23
BH LP 2
BH LP 3
~ 55 ~
Local Authorities
BH LP 5
BH LP 6
BH LP 7
BH LP 8
BH LP 9
BH WL 1
BH WL 2
BH WL 3
BH WL 4
~ 56 ~
Local Authorities
BH WL 6
BH WL 7
BH WL 8
BH WL 9
BH WL 10
BH WL 11
BH WL 12
BH WL 13
BH WL 14
BH WL 15
Local Authorities
BH WL 17
BH WL 18
BH WL 19
BH WL 20
BH WL 21
Rs 4430
Art Teacher
BH WL 22
Rs 9240
Dance Teacher
BH WL 23
Rs 11145
Karate Teacher
BH WL 24
Rs 16630
Dressmaking Teacher
~ 58 ~
Local Authorities
BH PH 3
BH PH 4
BH PH 5
BH PH 6
BH PH 7
BH PH 8
BH PH 9
BH PH 10
BH PH 11
~ 59 ~
Local Authorities
*************
~ 60 ~
Local Authorities
1. 3
CE AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
CE AM 2
CE AM 3
CE AM 4
CE AM 5
CE AM 6
CE AM 7
CE AM 8
CE AM 9
~ 61 ~
Local Authorities
CE AM 11
CE AM 12
CE AM 13
CE AM 14
CE AM 15
CE AM 16
CE AM 17
CE AM 18
~ 62 ~
Local Authorities
CE AM 20
CE AM 21
CE AM 22
CE AM 23
CE AM 24
CE AM 25
CE AM 26
CE AM 27
CE AM 28
~ 63 ~
Local Authorities
CE AM 30
CE AM 31
CE AM 32
CE AM 33
CE AM 34
CE AM 35
CE AM 36
CE AM 37
CE AM 38
CE AM 39
CE AM 40
Rs 101000
Chief Executive
~ 64 ~
Local Authorities
FINANCE DEPARTMENT
SALARY SCHEDULE
CE FI 1
CE FI 2
CE FI 3
CE FI 4
CE FI 5
CE FI 6
CE FI 7
CE FI 8
Local Authorities
CE PI 3
CE PI 4
CE PI 5
CE PI 6
CE PI 7
CE PI 8
~ 66 ~
Local Authorities
CE PI 10
CE PI 11
CE PI 12
CE PI 13
CE LP 1
CE LP 2
CE LP 3
CE LP 4
CE LP 5
~ 67 ~
Local Authorities
CE LP 6
CE LP 7
CE LP 8
WELFARE DEPARTMENT
SALARY SCHEDULE
CE WL 1
CE WL 2
CE WL 3
CE WL 4
CE WL 5
CE PH 1
~ 68 ~
Local Authorities
CE PH 3
CE PH 4
CE PH 5
CE PH 6
CE PH 7
CE PH 8
CE PH 9
CE PH 10
*************
~ 69 ~
Local Authorities
~ 70 ~
Local Authorities
1. 4
QB AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
QB AM 2
QB AM 3
QB AM 4
QB AM 5
QB AM 6
QB AM 7
QB AM 8
QB AM 9
~ 71 ~
Local Authorities
QB AM 11
QB AM 12
QB AM 13
QB AM 14
QB AM 15
QB AM 16
QB AM 17
QB AM 18
QB AM 19
~ 72 ~
Local Authorities
QB AM 21
QB AM 22
QB AM 23
QB AM 24
QB AM 25
QB AM 26
QB AM 27
QB AM 28
QB AM 29
QB AM 30
~ 73 ~
Local Authorities
QB AM 32
QB AM 33
QB AM 34
QB AM 35
QB AM 36
QB AM 37
QB AM 38
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
QB FI 1
QB FI 2
~ 74 ~
Local Authorities
QB FI 4
QB FI 5
QB FI 6
QB FI 7
QB FI 8
QB FI 9
QB PI 2
~ 75 ~
Local Authorities
QB PI 4
QB PI 5
QB PI 6
QB PI 7
QB PI 8
QB PI 9
~ 76 ~
Local Authorities
QB PI 11
QB PI 12
QB PI 13
QB PI 14
QB PI 15
QB PI 16
QB PI 17
QB PI 18
~ 77 ~
Local Authorities
QB PI 20
QB PI 21
QB PI 22
QB LP 1
QB LP 2
QB LP 3
QB LP 4
QB LP 5
QB LP 6
~ 78 ~
Local Authorities
QB LP 8
QB LP 9
QB WL 1
QB WL 2
QB WL 3
QB WL 4
QB WL 5
QB WL 6
~ 79 ~
Local Authorities
QB WL 8
QB WL 9
QB WL 10
QB PH 1
QB PH 2
QB PH 3
QB PH 4
QB PH 5
QB PH 6
~ 80 ~
Local Authorities
QB PH 8
QB PH 9
QB PH 10
QB PH 11
QB PH 12
QB PH 13
QB PH 14
*************
~ 81 ~
Local Authorities
~ 82 ~
Local Authorities
1. 5
Management has submitted that there is an imperative need for a supervisory level
to, among others, oversee the work of Procurement and Supply Officer/Senior
Procurement and Supply Officer to which we subscribe. We are, therefore,
recommending accordingly.
Recommendation 1
1.5.2.
Recommendation 2
1.5.4.
ADMINISTRATION DEPARTMENT
SALARY SCHEDULE
VP AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
VP AM 2
VP AM 3
~ 83 ~
Local Authorities
VP AM 5
VP AM 6
VP AM 7
VP AM 8
VP AM 9
VP AM 10
VP AM 11
VP AM 12
VP AM 13
~ 84 ~
Local Authorities
VP AM 15
VP AM 16
VP AM 17
VP AM 18
VP AM 19
VP AM 20
VP AM 21
VP AM 22
VP AM 23
~ 85 ~
Local Authorities
VP AM 25
VP AM 26
VP AM 27
VP AM 28
VP AM 29
VP AM 30
VP AM 31
VP AM 32
VP AM 33
VP AM 34
~ 86 ~
Local Authorities
VP AM 36
VP AM 37
VP AM 38
VP AM 39
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
VP FI 1
VP FI 2
VP FI 3
VP FI 4
VP FI 5
~ 87 ~
Local Authorities
VP FI 7
VP FI 8
VP PI 2
VP PI 3
VP PI 4
VP PI 5
~ 88 ~
Local Authorities
VP PI 7
VP PI 8
VP PI 9
VP PI 10
VP PI 11
VP PI 12
VP PI 13
~ 89 ~
Local Authorities
VP PI 15
VP PI 16
VP PI 17
VP PI 18
VP PI 19
VP PI 20
VP PI 21
VP PI 22
VP PI 23
VP PI 24
~ 90 ~
Local Authorities
VP LP 2
VP LP 3
VP LP 4
VP LP 5
VP LP 6
VP LP 7
VP LP 8
VP LP 9
VP WL 1
Local Authorities
VP WL 3
VP WL 4
VP WL 5
VP WL 6
VP WL 7
VP WL 8
VP WL 9
VP WL 10
VP WL 11
VP WL 12
Rs 13385 (monthly)
Embroidery Instructress
~ 92 ~
Local Authorities
Rs 13665 (monthly)
Shorthand/Typewriting Instructress
VP WL 14
Rs 14895 (monthly)
Gymnasium Instructor (Part-Time)
VP PH 2
VP PH 3
VP PH 4
VP PH 5
VP PH 6
VP PH 7
VP PH 8
~ 93 ~
Local Authorities
VP PH 10
VP PH 11
*************
~ 94 ~
Local Authorities
District Councils
2. DISTRICT COUNCILS
2.1.
There are seven District Councils namely: The District Council of Black River, Flacq,
Grand Port, Moka, Pamplemousses, Rivire du Rempart and Savanne. The
functioning of the District Councils, is governed by the Local Government Act 2011.
2.2.
The activities of the seven District Councils are organised under six Departments
namely: Administration Department, Finance Department, Land Use and Planning
Department, Public Infrastructure Department, Public Health Department, and
Welfare Department. All the Departments work under the supervision of the Chief
Executive.
2.3.
In line with changes brought in the different departments in the City and Municipal
Councils, we are, wherever relevant, bringing alignment to all District Councils.
~ 95 ~
Local Authorities
District Councils
~ 96 ~
Local Authorities
2.1
BR AM 1
BR AM 2
BR AM 3
BR AM 4
BR AM 5
BR AM 6
BR AM 7
BR AM 8
BR AM 9
~ 97 ~
Local Authorities
River
BR AM 11
BR AM 12
BR AM 13
BR AM 14
BR AM 15
BR AM 16
BR AM 17
BR AM 18
BR AM 19
BR AM 20
~ 98 ~
Local Authorities
BR AM 22
BR AM 23
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
BR FI 1
BR FI 2
BR FI 3
BR FI 4
BR FI 5
BR FI 6
~ 99 ~
Local Authorities
River
BR FI 8
BR PI 2
BR PI 3
BR PI 4
BR PI 5
BR PI 6
BR PI 7
~ 100 ~
Local Authorities
BR PI 9
BR PI 10
BR PI 11
BR PI 12
BR PI 13
BR PI 14
BR PI 15
BR PI 16
BR PI 17
~ 101 ~
Local Authorities
River
BR PI 19
BR PI 20
BR LP 2
BR LP 3
BR LP 4
BR LP 5
BR WL 1
Rs 9745
Sewing Teacher (Part-Time)
~ 102 ~
Local Authorities
BR WL 3
Rs 14895
Gymnasium Instructor (Part-Time)
BR WL 4
BR WL 5
BR WL 6
BR PH 2
BR PH 3
BR PH 4
~ 103 ~
Local Authorities
River
BR PH 6
BR PH 7
BR PH 8
BR VC 1
Rs 7395
Village Hall Attendant
*************
~ 104 ~
Local Authorities
2.2
FQ AM 1
FQ AM 2
FQ AM 3
FQ AM 4
FQ AM 5
FQ AM 6
FQ AM 7
FQ AM 8
FQ AM 9
~ 105 ~
Local Authorities
FQ AM 11
FQ AM 12
FQ AM 13
FQ AM 14
FQ AM 15
FQ AM 16
FQ AM 17
FQ AM 18
FQ AM 19
FQ AM 20
~ 106 ~
Local Authorities
FQ AM 22
FQ AM 23
FQ AM 24
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
FQ FI 1
FQ FI 2
FQ FI 3
FQ FI 4
FQ FI 5
FQ FI 6
Local Authorities
FQ PI 2
FQ PI 3
FQ PI 4
FQ PI 5
FQ PI 6
~ 108 ~
Local Authorities
FQ PI 8
FQ PI 9
FQ PI 10
FQ PI 11
FQ PI 12
FQ PI 13
FQ PI 14
FQ PI 15
FQ LP 2
~ 109 ~
Local Authorities
FQ LP 4
FQ LP 5
WELFARE DEPARTMENT
SALARY SCHEDULE
FQ WL 1
FQ WL 2
FQ WL 3
FQ WL 4
FQ WL 5
Rs 9745
Sewing Teacher (Part time)
FQ WL 6
Rs 14895 (monthly)
Gymnasium Instructor (Part time)
~ 110 ~
Local Authorities
FQ PH 1
FQ PH 2
FQ PH 3
FQ PH 4
FQ PH 5
FQ PH 6
FQ PH 7
FQ PH 8
FQ PH 9
FQ PH 10
~ 111 ~
Local Authorities
FQ PH 12
FQ VC 1
Rs 5090
Cremation Ground Attendant
Library Attendant
Sanitary Attendant
FQ VC 2
Rs 6380
TV Operator
FQ VC 3
Rs 7395
Sub-Hall Attendant
Village Hall Attendant
VILLAGE COUNCILS
PART-TIME WORKERS
FQ VC 4
Rs 10305
Village Hall Attendant and TV Operator
FQ VC 5
Rs 12265
Village Hall Attendant/TV Operator and Library Attendant
*************
~ 112 ~
Local Authorities
2.3.
GP AM 1
GP AM 2
GP AM 3
GP AM 4
GP AM 5
GP AM 6
GP AM 7
GP AM 8
GP AM 9
~ 113 ~
Local Authorities
GP AM 11
GP AM 12
GP AM 13
GP AM 14
GP AM 15
GP AM 16
GP AM 17
GP AM 18
GP AM 19
GP AM 20
~ 114 ~
Local Authorities
GP AM 22
GP AM 23
GP AM 24
GP AM 25
GP AM 26
GP AM 27
GP AM 28
GP AM 29
GP AM 30
GP AM 31
Rs 101000
Chief Executive
~ 115 ~
Local Authorities
FINANCE DEPARTMENT
SALARY SCHEDULE
GP FI 1
GP FI 2
GP FI 3
GP FI 4
GP FI 5
GP FI 6
GP FI 7
GP FI 8
GP PI 1
Local Authorities
GP PI 3
GP PI 4
GP PI 5
GP PI 6
GP PI 7
GP PI 8
Local Authorities
GP PI 10
GP PI 11
GP PI 12
GP PI 13
GP PI 14
GP PI 15
GP PI 16
GP LP 1
GP LP 2
GP LP 3
~ 118 ~
Local Authorities
GP LP 5
GP LP 6
GP PH 2
GP PH 3
GP PH 4
GP PH 5
GP PH 6
GP PH 7
Local Authorities
GP PH 9
GP PH 10
GP WL 1
GP WL 2
GP WL 3
GP WL 4
GP WL 5
GP VC 1
Rs 4565
Library Attendant
Sanitary Attendant
GP VC 2
Rs 5900
Village Hall Attendant
~ 120 ~
Local Authorities
Rs 6720
TV Attendant
GP VC 4
Rs 7235
Village Hall Attendant
GP VC 5
Rs 7395
Children Playground Attendant
GP VC 6
Rs 7840
Village Hall Attendant (Personal to post holder as at 01.07.93)
GP VC 7
Rs 9240
Hindi Teacher (ii)
GP VC 8
Rs 9745
Sewing Teacher
GP VC 9
Rs 11145
Hindi Teacher (i)
Marathi Teacher
GP VC 10
Rs 11425
Village Hall and TV Attendant
************
~ 121 ~
Local Authorities
~ 122 ~
Local Authorities
2.4
MA AM 1
MA AM 2
MA AM 3
MA AM 4
MA AM 5
MA AM 6
MA AM 7
MA AM 8
MA AM 9
~ 123 ~
Local Authorities
MA AM 11
MA AM 12
MA AM 13
MA AM 14
MA AM 15
MA AM 16
MA AM 17
MA AM 18
MA AM 19
MA AM 20
~ 124 ~
Local Authorities
MA AM 22
MA AM 23
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
MA FI 1
MA FI 2
MA FI 3
MA FI 4
MA FI 5
MA FI 6
~ 125 ~
Local Authorities
MA PI 2
MA PI 3
MA PI 4
MA PI 5
MA PI 6
~ 126 ~
Local Authorities
MA PI 8
MA PI 9
MA PI 10
MA PI 11
MA PI 12
MA PI 13
MA LP 2
MA LP 3
~ 127 ~
Local Authorities
MA PH 2
MA PH 3
MA PH 4
MA PH 5
MA PH 6
MA PH 7
MA PH 8
~ 128 ~
Local Authorities
MA PH 10
MA WL 1
MA WL 2
MA WL 3
MA VC 1
Rs 5090
Library Attendant
MA VC 2
Rs 6380
TV Operator
MA VC 3
Rs 7395
Sub-Hall Attendant
Village Hall Attendant
MA VC 4
Rs 9745
Sewing Teacher
MA VC 5
Rs 10305
Sub-Hall Attendant and TV Operator
Village Hall Attendant and TV Operator
~ 129 ~
Local Authorities
Rs 11425
Village Hall Attendant/TV Operator and Newspaper Collector
************
~ 130 ~
Local Authorities
2.5
PS AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
PS AM 2
PS AM 3
PS AM 4
PS AM 5
PS AM 6
PS AM 7
PS AM 8
PS AM 9
~ 131 ~
Local Authorities
PS AM 11
PS AM 12
PS AM 13
PS AM 14
PS AM 15
PS AM 16
PS AM 17
PS AM 18
~ 132 ~
Local Authorities
PS AM 20
PS AM 21
PS AM 22
PS AM 23
PS AM 24
PS AM 25
PS AM 26
PS AM 27
PS AM 28
PS AM 29
Local Authorities
PS AM 31
PS AM 32
PS AM 33
PS AM 34
PS AM 35
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
PS FI 1
PS FI 2
PS FI 3
PS FI 4
~ 134 ~
Local Authorities
PS FI 6
PS FI 7
PS PI 1
PS PI 2
PS PI 3
PS PI 4
PS PI 5
~ 135 ~
Local Authorities
PS PI 7
PS PI 8
PS PI 9
PS PI 10
PS PI 11
PS PI 12
PS PI 13
PS PI 14
~ 136 ~
Local Authorities
PS PI 16
PS LP 2
PS LP 3
PS LP 4
PS LP 5
PS LP 6
PS PH 1
Rs 8735
Sanitary Attendant II (Part-Time)
~ 137 ~
Local Authorities
PS PH 3
PS PH 4
PS PH 5
PS PH 6
PS PH 7
PS PH 8
PS PH 9
PS PH 10
PS PH 11
~ 138 ~
Local Authorities
PS WL 1
PS WL 2
PS WL 3
PS VC 1
Rs 4330
Mobile Dispensary Attendant
PS VC 2
Rs 4940
Library Attendant
PS VC 3
Rs 6280
Radio and TV Attendant (Personal)
Sanitary Attendant III (drawing Salary Rs 3175 as at 01.07.03)
Teacher, Oriental Language
PS VC 4
Rs 7395
Village Hall/Sub-Hall Attendant
PS VC 5
Rs 9490
Sanitary Attendant I (drawing salary of Rs 4865 as at 01.07.03)
PS VC 6
Rs 10025
Sewing Teacher (Personal) (3 sessions/week)
~ 139 ~
Local Authorities
Rs 10865
Village Hall and TV Attendant (Personal to holders in post as at
30.06.03)
*************
~ 140 ~
Local Authorities
RR AM 2
RR AM 3
RR AM 4
RR AM 5
RR AM 6
RR AM 7
RR AM 8
RR AM 9
~ 141 ~
Local Authorities
RR AM 11
RR AM 12
RR AM 13
RR AM 14
RR AM 15
RR AM 16
RR AM 17
RR AM 18
RR AM 19
RR AM 20
~ 142 ~
Local Authorities
RR AM 22
RR AM 23
RR AM 24
RR AM 25
RR AM 26
RR AM 27
RR AM 28
RR AM 29
Rs 101000
Chief Executive
~ 143 ~
Local Authorities
FINANCE DEPARTMENT
SALARY SCHEDULE
RR FI 1
RR FI 2
RR FI 3
RR FI 4
RR FI 5
RR FI 6
~ 144 ~
Local Authorities
RR PI 3
RR PI 4
RR PI 5
RR PI 6
RR PI 7
RR PI 8
RR PI 9
~ 145 ~
Local Authorities
RR PI 11
RR PI 12
RR PI 13
RR LP 1
RR LP 2
RR LP 3
RR LP 4
RR LP 5
RR LP 6
~ 146 ~
Local Authorities
RR PH 2
RR PH 3
RR PH 4
RR PH 5
RR PH 6
RR PH 7
RR PH 8
RR PH 9
RR PH 10
RR PH 11
Local Authorities
WELFARE DEPARTMENT
SALARY SCHEDULE
RR WL 1
RR WL 2
RR VC 1
Rs 4940
Library Attendant
RR VC 2
Rs 7395
Village Hall/Sub-Hall Attendant
RR VC 3
Rs 8735
Sanitary Attendant II (Part time)
formerly drawing salary Rs 4500 as at 01.07.03
RR VC 4
Rs 10025
Sewing Teacher (Personal) (3 sessions/week)
RR VC 5
Rs 10865
Village Hall and TV Attendant (Personal to holders in post as at
30.06.03)
*************
~ 148 ~
Local Authorities
SE AM 2
SE AM 3
SE AM 4
SE AM 5
SE AM 6
SE AM 7
SE AM 8
SE AM 9
~ 149 ~
Local Authorities
SEAM 11
SE AM 12
SE AM 13
SE AM 14
SE AM 15
SE AM 16
SEAM 17
SE AM 18
SE AM 19
~ 150 ~
Local Authorities
SE AM 21
SE AM 22
SE AM 23
SE AM 24
SE AM 25
SE AM 26
SE AM 27
SE AM 28
SE AM 29
~ 151 ~
Local Authorities
SE AM 31
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
SE FI 1
SE FI 2
SE FI 3
SE FI 4
SE FI 5
SE FI 6
SE FI 7
~ 152 ~
Local Authorities
SE PI 2
SE PI 3
SE PI 4
SE PI 5
SE PI 6
~ 153 ~
Local Authorities
SE PI 8
SE PI 9
SA PI 10
SE PI 11
SA PI 12
SE PI 13
SE PI 14
SE PI 15
SE PI 16
~ 154 ~
Local Authorities
SE LP 2
SE LP 3
SE LP 4
SE LP 5
SE LP 6
SE PH 2
SE PH 3
~ 155 ~
Local Authorities
SE PH 5
SE PH 6
SE PH 7
SE PH 8
SE PH 9
SE PH 10
SE WL 1
SE WL 2
SE WL 3
~ 156 ~
Local Authorities
SE WL 5
SE VC 1
Rs 4565
Library Attendant
Sanitary Attendant
SE VC 2
Rs 5900
Village Hall Attendant
SE VC 3
Rs 6720
TV Attendant
SE VC 4
Rs 7235
Village Hall Attendant
SE VC 5
Rs 7395
Children Playground Attendant
SE VC 6
Rs 7840
Village Hall Attendant (Personal to post holder as at 01.07.93)
SE VC 7
Rs 9240
Hindi Teacher (ii)
SE VC 8
Rs 9745
Sewing Teacher
SE VC 9
Rs 11145
Hindi Teacher (i)
SA VC 10
Rs 11425
Village Hall and TV Attendant
*************
~ 157 ~
Republic of Mauritius
REPORT 2016
LUM
VO
PART II
PARASTATAL &
OTHER STATUTORY BODIES
AND
THE PRIVATE SECONDARY SCHOOLS
TABLE OF CONTENTS
PAGES
INTRODUCTION .....................................................................................................1
01.
02.
03.
BEACH AUTHORITY................................................................................................... 31
04.
05.
06.
07.
08.
09.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
46.
47.
48.
49.
50.
51.
52.
53.
54.
55.
56.
57.
58.
59.
60.
61.
NELSON MANDELA CENTRE FOR AFRICAN CULTURE TRUST FUND ................. 363
62.
63.
64.
65.
66.
67.
68.
69.
70.
71.
72.
73.
74.
75.
76.
77.
78.
79.
80.
81.
82.
83.
84.
85.
86.
TRUST FUND FOR SPECIALISED MEDICAL CARE (CARDIAC CENTRE) .............. 509
87.
88.
89.
90.
91.
92.
99.
Annex
Parastatal Bodies
Introduction
PARASTATAL BODIES
INTRODUCTION
1.
2.
The Act under which each Parastatal Body operates sets the legal framework and
parameters for its operation. PSBs shall conduct their activities in a sustainable and
responsible manner with great awareness of their responsibilities, with great
transparency and fairness in accordance with the principle of good governance as
well as other principles applicable to their lines of business. Their operations are
subject to the scrutiny of Parliament.
3.
4.
Over the years the number of PSBs under the purview of the Bureau has kept
changing. While some PSBs have opted not to be covered by the PRB, others have
joined in and still others have expressed their interests to be under the ambit of
PRB. Recently, to be in line with the policy of the government, a number of PSBs
has been merged and integrated into one single organisation. As at today, the
Bureau reports on 92 Parastatal Bodies and the Private Secondary Schools. A list
of the PSBs covered by this Report is given in the Table of Contents.
5.
At the very outset, when meetings were being held, Management, Members of
Federations as well as Union Members were apprised of the theme of the 2016
Report: Transformation of the Public Sector for enhanced service delivery to meet
citizens needs, non-citizens needs and other stakeholders needs as well. They
were explained that transformation would be carried out at three (3) levels:
institutional, organisational and employees. The concept of transformation is to
place organisations at a higher level of service delivery to meet the needs of the
~1~
Parastatal Bodies
Introduction
7.
In the context of this Report, the Bureau has carried out an in-depth study of
management submissions, unions representations and proposals from each Parent
Ministry. We have also scrutinised all newly written Job Description Questionnaires
and examined anew all schemes of service and where necessary taken on board
our observations and findings during our visit conducted on sites of work. After
careful consideration of the above, taking into account the specificity of each PSB
and bearing in mind the theme of our Report, the Bureau has come up with
recommendations on organisation structures and conditions of employment to
render them more efficient and effective thereby enabling the PSBs to deliver on
their mandates successfully.
8.
The Bureau has also, while dealing with individual parastatal organisation in the
respective chapter, defined and spelt out clearly the goals, objectives and future
orientations of each organisation and where justified provide solutions in terms of
review of organisation and pay structures and specific conditions of service.
9.
10.
As regards the pay structure, we have reviewed the pay levels in line with the
general framework retained for this review exercise.
~2~
Parastatal Bodies
Introduction
Pertinent Issues
Schemes of Service
11.
12.
Recommendation 1
13.
We recommend that all the Parastatal Bodies should follow strictly the
established procedures mentioned in the guidelines for prescribing/reviewing
schemes of service.
14.
Consultation feedback in the context of this review exercise has revealed divergent
views and reservations expressed regarding non-attainment of the objectives of
different parastatal bodies in recent years. While some are of the view that the
main cause of this problem is due to inadequacy of staff and non-filling of
vacancies, others argue that there has been in some cases a general proliferation
of grades with no clearly defined line of responsibility and which have not been
properly utilised. Others believe also that the Boards which have responsibility of
recruitment have not been properly advised or guided.
16.
The Bureau has made an in-depth study of the issue after considering the views of
the Unions, Staff Associations, Management and various press articles. We are of
the view that PSBs should put in place a mechanism to determine the number and
types of employees they need to meet their mandate. We are, therefore, advocating
the introduction of the Human Resource Planning to assist Management to resolve
the Human Resource issues.
~3~
Parastatal Bodies
17.
Introduction
Recommendation 2
18.
In the 2008 PRB Report the two polyvalent grades of Officer and Senior Officer
were created in the Civil Service whereas in very few Parastatal Bodies the two
grades were established along similar lines as in the Civil Service.
20.
21.
The EOAC also recommended that the new structure for the General Services
cadre comprising the grades of Management Support Officer and Office
Management Assistant be extended to PSBs. To that end, the Committee
recommended the creation of the grade of Management Support Officer and
Office Management Assistant on the establishment of all parastatal organisations,
on a needs basis and depending on organisational requirements only.
22.
In the context of this report, both the Federation of PSBs and individual unions
have submitted that despite the fact that recommendations have been made and
that there are needs for the grades of Management Support Officer and
Management Support Assistant, these grades have so far, for various/different
reasons, not been created on the establishment of all PSBs. The Federation as
well as the Unions have requested for a complete alignment of the general
services in PSBs to those existing in the Civil Service.
23.
After careful examination of the submissions of the Federation and of all the
Unions and taking into consideration that Parastatal Bodies differ from one
organisation to another, depending on the nature of their functions and objectives,
a complete alignment of the general services as in the Civil Service is not
technically possible. However, in light of the re-engineering of the structure of the
general services in the civil service, we are, in this report, bringing the
Pay Review 2016
~4~
Parastatal Bodies
Introduction
(b)
(c)
(ii)
~5~
Parastatal Bodies
Introduction
As in the past reports, the Bureau is making provision for appropriate relevant and
work related courses for officers of the general service to keep them abreast of new
development in their fields and developed their skills and competencies for
improved service delivery.
29.
~6~
Parastatal Bodies
31.
Introduction
(ii)
(iii)
Recommendation 6
33.
We recommend that the MCSAR in consultation with the Civil Service College
make arrangements for Confidential Secretaries of PSBs to follow the
Advanced Secretarial Course.
34.
~7~
Parastatal Bodies
Introduction
Recommendation 7
36.
The EOAC, when making recommendations that each Ministry and Department reactivates the Reform cells to coordinate with the Public Sector Re-engineering
Bureau and the Project Management and Delivery Unit in a more pro-active and
efficient manner, has also made recommendation that the office of the Public Sector
Governance ensures that Reform Cells be initiated in all Parastatal Bodies to review
individual structures, human resource utilisation and their scope of activities. This
has not been put in place and the Bureau is, therefore, making recommendation for
the setting up of Reform cells in PSBs.
Recommendation 8
38.
Recommendation 9
40.
~8~
Parastatal Bodies
Introduction
Among the demands made in the memoranda submitted to the Bureau as regards
Parastatal Bodies, there is also the request to consider the setting up of a
Parastatal Body Service Commission (PSBSC).
42.
Members of Federations have submitted that PSBs do not have a structured and
harmonised way of recruiting employees. They have also stated that employees in
the grade of General Worker and in other grades, are often recruited on a casual
basis and remained in this position for long periods which is not conducive to
effective service delivery.
43.
The Bureau has examined the above issue and considers that although the request
to have a Parastatal Body Service Commission appears to be plausible, the issue
should be discussed and taken at the level of Government.
Digitisation
44.
For Public Sector Organisations across the world, the pressures for improved
efficiency during the past decades are now accompanied by an equally strong need
to revolutionise service delivery to create solutions that better meet citizens needs.
Public Sector organisations are attempting a transition from closed, top-down,
bureaucratic, and paper-based transactional models towards online, integrated
digital offerings that encourage a new kind of interaction between citizens and the
government.
45.
46.
We are, therefore, making general recommendations in Chapter 17 E-Government of Volume I and specific recommendations in parastatal
organisations to reinforce, where relevant, and review the organisation structure of
IT Departments/Divisions/Sections/Units and equip them with professional as well
as supportive grades.
~9~
Parastatal Bodies
Introduction
49.
A list of PSBs covered in this volume together with their respective salary codes is
given hereunder:
NO
ORGANISATION
SALARY CODE
01.
AGTF
02.
AMB
03.
BEACH AUTHORITY
BA
04.
BIEWF
05.
CWA
06.
CWF
07.
CSFPSB
08.
CNMTF
09.
CIDB
10.
ECCEA
11.
EWF
12.
FDI
13.
FIU
14.
FRC
15.
FIT
16.
FWF
17.
FAREI
18.
GRA
19.
HSU
20.
HRDC
21.
IRRIGATION AUTHORITY
IA
22.
ICC
~ 10 ~
Parastatal Bodies
NO
Introduction
ORGANISATION
SALARY CODE
23.
LRC
24.
MHTF
25.
MGI
26.
MCTF
27.
MSWWF
28.
MCCT
29.
MBS
30.
MBC
31.
MCIA
32.
MES
33.
MESTF
34.
MFDC
35.
MIE
36.
MIH
37.
MITD
38.
MMCCT
39.
MMA
40.
MMC
41.
MOI
42.
MQA
43.
MRC
44.
MSC
45.
MSB
46.
MTCCT
47.
MTeCCT
48.
MTPA
49.
NAC
50.
NATRSA
~ 11 ~
Parastatal Bodies
Introduction
NO
ORGANISATION
51.
NAG
52.
NCC
53.
NCB
54.
NHF
55.
NICE
56.
NATIONAL LIBRARY
NL
57.
NSF
58.
NTC
59.
NWEC
60.
NWC
61.
NMCAC
62.
OUM
63.
OIDC
64.
PSSA
65.
POWC
66.
RTI
67.
RGSC
68.
RMS
69.
RDA
70.
SeWF
71.
SSRBGT
72.
SMEDA
73.
SFWF
74.
SPCT
75.
STC
76.
SBFPF
77.
SWF
SALARY CODE
~ 12 ~
Parastatal Bodies
Introduction
NO
ORGANISATION
SALARY CODE
78.
SIFB
79.
TSU
80.
TEC
81.
TOURISM AUTHORITY
TA
82.
TEWF
83.
TCP
84.
TUTF
85.
TEDPB
86.
TFSMC
87.
UDM
88.
UNIVERSITY OF MAURITIUS
UOM
89.
UTM
90.
USU
91.
VOGF
92.
WMA
99.
PSS
~ 13 ~
Parastatal Bodies
Introduction
~ 14 ~
01.
1.1
The Aapravasi Ghat Trust Fund (AGTF) is a body corporate, set up by Act No. 31 of
2001 to document, manage and promote the Aapravasi Ghat Site as a national and
international site. The Aapravasi Ghat, a recognised UNESCO World Heritage Site,
is a depot-turned-monument marking one of the biggest waves of immigration to
Mauritius. It operates under the aegis of the Ministry of Arts and Culture.
1.2
The Site was declared National Monument under the National Monuments Act in
1987 and subsequently proclaimed National Heritage in 2003 under the National
Heritage Act 2003. It was inscribed on the World Heritage List in 2006 by UNESCO
to maintain the cultural and natural heritage that are irreplaceable, unique and
authentic.
1.3
The objectives of AGTF are, among others, to establish and promote Aapravasi
Ghat as a national, regional and international site; set up a museum at Aapravasi
Ghat; create public awareness in the history of the site and depict the arrival,
settlement and evolution of indenture in Mauritius. It also has to identify and
acquire sites, buildings and structures and linked with the history of the arrival of
immigrants and promote the social and cultural aspects of Aapravasi Ghat.
1.4
The organisation structure of the AGTF consists of Research and Technical Unit,
Interpretation Centre, Administrative Section and Finance Section.
1.5
In the context of the present review exercise, representations have been made for
the merging and restyling of grades as well as upgrading of qualifications
requirements and job enlargement. We have examined all the proposals and
apprised Management on issues that could not be retained for this Report. We are,
however, making appropriate recommendations.
Presently, the Fund does not have staff specifically for procurement and incumbent
in the grade of Gateman has been assigned the duties of procurement against
payment of a monthly allowance. Management has submitted that the volume of
work in respect of stores keeping has increased considerably as the Fund is also
involved in activities such as publication of new books/magazine and ordering of
specific items from overseas for the Beekrumsing Ramlallah Interpretation Centre.
As such, there is need for a grade of Stores Attendant to be responsible for all
procurement and supply functions of the Fund. We are making provision to this
effect.
~ 15 ~
Recommendation 1
1.7
1.8
Incumbent in the grade of Stores Attendant would be responsible for opening and
closing of store apertures and offices; cleaning the store premises; collecting,
loading, unloading and conveying stores items; opening packages, crates and
cases; handling all stores items; removing all packing materials and empty crates;
packing stores items; washing, cleaning and stowing empties; placing and arranging
items of store on shelves and maintaining them clean and in order; and collecting
and despatching stores correspondence and files.
(ii)
~ 16 ~
01.
AGTF 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
AGTF 2 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
Gateman
Site Attendant
AGTF 3 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant (New Grade)
AGTF 4 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
AGTF 5 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Office Attendant/Senior Office Attendant
AGTF 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
AGTF 7 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Site Conservation Worker
AGTF 8 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Field Guide
Ticket/Sales Officer
AGTF 9 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Clerk Assistant
~ 17 ~
01.
AGTF 10 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal to incumbents in post as at
31.12.15)
Clerk/Word Processing Operator
AGTF 11 :
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Heritage Guide/Public Outreach Officer
AGTF 12 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
AGTF 13 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal to incumbents in post as at 31.12.15)
AGTF 14 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 QB 38350 x 1225 39575
Programme Co-ordinator
AGTF 15 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
AGTF 16 :
AGTF 17 :
AGTF 18 :
AGTF 19 :
~ 18 ~
01.
AGTF 20 :
AGTF 21 :
AGTF 22 :
AGTF 23 :
AGTF 24 :
AGTF 25 :
Rs 95000
Director
~ 19 ~
~ 20 ~
02.
2.1
The Agricultural Marketing Board (AMB) is a body corporate which was set up in
1963 by the Mauritius Agricultural Marketing Act 1963 and presently, operates
under the aegis of the Ministry of Agro-Industry and Food Security.
2.2
By virtue of the Act, the AMB is vested with wide powers in matters relating to
imports and exports, warehousing, distribution and sales of commodities declared
as controlled products. It is currently the countrys foremost wholesaler of
controlled products Presently, the AMB is engaging itself in retailing activities
across the island along with direct sale to the general public through its
retail/outlets, market stalls operated by its own employees. The AMB is also
managing the seed Purchase Schemes as well as Freight Rebate Scheme. To
remain competitive in the retailing industries, the AMB intends to import new
products.
2.3
The main objective of the AMB is, among others, to provide for efficient marketing
facilities for controlled products at fair reasonable prices and to operate or provide
for the operation of storage, handling, transport and processing facilities in respect
of these products as well as for the regulation of their standard and quality.
2.4
2.5
2.6
In the 2013 PRB Report, with a view to re-engineering a few hierarchies to improve
efficiency and effectiveness and to achieve the organisations objectives, we,
among others, recommended the abolition of certain grades, merged/restyled and
re-defined few others.
2.7
In the context of the present overall review exercise, Management apprised the
Bureau that AMB is implementing a reform plan allowing the organisation to divert
its activities. In the process of major reforms, the employees of ex-Tobacco Board
have been redeployed to the AMB and this would need a review of the organisation
structure at all level of operations.
~ 21 ~
2.8
Both the representatives of the Unions and the Management of the Agricultural
Marketing Board have, therefore, requested that in view of the on-going reforms,
there is need to abolish certain grades which are no more required, restyle certain
others to more appropriate job appellations commensurate with the nature of duties
performed, as well as provide for new levels which would enhance service delivery
and allow the AMB to meet the needs of its different stakeholders.
2.9
We have examined the different options available which would allow the AMB to
reach the expected standard in service delivery and also agree that as further
restructuring would still be needed within the organisation, we are abolishing certain
grades, restyling others and creating additional ones.
The Management of the AMB has submitted that in view of the forecasted
expansion of the storage capacity of the AMB, and taking into consideration the
provision of the Occupational Safety and Health Act which provides that where the
total power used or generated by machinery installed at any place of work exceeds
750 kilowatts, the employer shall employ a registered professional engineer to be in
charge of all such machinery, there is, therefore, need for a grade to carry out the
functions.
2.11
Recommendation 1
2.12
2.13
~ 22 ~
With the creation of the grade of Electrical Engineer on the establishment of the
AMB, the structure of the Engineering Section has been reviewed such that the new
grade of Electrical Engineer would be required to be responsible to the
Engineer/Senior Engineer. As such, with a view to provide for an appropriate
cadre/structure, we have deemed it fit to restyle the grade of Engineer/Senior
Engineer to a more appropriate job appellation commensurate with the nature of
duties and level of responsibilities devolving upon the incumbent.
Recommendation 2
2.15
2.16
The Management of the AMB has apprised the Bureau that the Procurement and
Supply Section of the AMB is presently staffed with two officers who are assigned
the duties of Assistant Procurement and Supply Officer and who are taking
responsibility of the procurement activities. Given that this arrangement is not in
conformity with the principles of good governance/requirements of the Procurement
Act, as also observed by the National Audit Office, Management has requested a
level of Procurement and Supply Officer to assume these responsibilities and avoid
unwarranted Legal/Statutory disputes. The Bureau is agreeable to the proposal.
Recommendation 3
2.18
~ 23 ~
2.19
At present, employees in the grades of General Worker and Handy Worker (Special
Class) of the AMB, are called upon to work in retail outlets and market fairs across
the island and are required to ensure safecustody of the cash collection during the
day, until same is collected by another employee for remittance at the AMB.
2.21
In view of the recurrent nature of such activities in retail outlets, the moreso that
General Workers and Handy Workers (Special Class) are not qualified to ensure
cash transactions, the Management of the AMB has requested for the creation of a
dedicated grade to assume such functions. We concur with the proposal of the
AMB and are recommending, likewise.
Recommendation 4
2.22
2.23
Incumbent would, among others, be required to remove, load, transport and stack
materials; effect general cleaning works, including indoor and outdoor premises;
weigh and pack produce; act as helper in delivery vans and retail outlets; effect
cash transactions as and when required in market fairs and retail outlets; ensure
safe custody of cash collected until submission to any authorised officer; and
ensure appropriate vigilance in the sales of produce and ensure safekeeping of
produce under his custody in market fairs/retail outlets.
Abolition of Grades
Head, Lay Services
2.24
It was submitted that the officer in post as Head, Lay Services has already retired
from the service at the AMB on Voluntary Retirement Scheme and that the services
of the grade would no longer be required. We are, therefore, recommending
accordingly.
~ 24 ~
Recommendation 5
2.25
Gatekeeper
2.26
The Management of the AMB has submitted that, at present, there is only one
employee in post as Gatekeeper and that the others have proceeded on voluntary
retirement. In view of the fact that the duties devolving upon incumbent have been
contracted out, there would no longer be any need to maintain the grade of
Gatekeeper at the AMB.
Recommendation 6
2.27
Forklift Driver
2.28
Both Union Members and the Management of the AMB have represented that the
requirement of at least 10 years experience in the grade of Driver be waived from
the scheme of service of the grade of Forklift Driver in view of the fact that the AMB
is having difficulty to fill the post, the moreso that several employees of the AMB
possess a Forklift Drivers licence but do not reckon the 10 years experience as
Driver. The Bureau has agreed to the proposal and is bringing corrective
measures.
Recommendation 7
2.29
We recommend that the scheme of service for the grade of Forklift Driver on
the establishment of the AMB be amended such that, in future, appointment to
the grade would henceforth, be made by selection from among employees of
the AMB holding a substantive appointment and possessing a valid driving
licence for Forklifts; have a good eyesight; and are able to read and write
English.
(i)
(ii)
(iii)
02.
AMB 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
AMB 2
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
Assistant Handy Worker (Skilled) (Personal)
Handy Worker (Special Class) (Personal)
AMB 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office and Weighbridge Attendant
Operations Worker (New Grade)
AMB 4
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Gatekeeper (Personal to employee in post as at 31.12.15)
AMB 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Messenger
AMB 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker (Skilled)
AMB 7
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Forklift Driver
AMB 8
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
~ 26 ~
02.
AMB 9
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Weighbridge Operator
AMB 10
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
Clerk/Word Processing Operator
AMB 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Technical Operator
AMB 12
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Computer Support Officer
AMB 13
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer
Cashier
Head, Registry
AMB 14
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Operations Officer
AMB 15
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
AMB 16
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
38350
Head Technical Operator
AMB 17
AMB 18
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800
Human Resource Officer/Senior Human Resource Officer
~ 27 ~
02.
AMB 19
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 40800 x 1525 42325
Senior Operations Officer
AMB 20
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Safety and Health Officer/Senior Safety and Health Officer
AMB 21
AMB 22
AMB 23
AMB 24
AMB 25
AMB 26
AMB 27
AMB 28
~ 28 ~
02.
AMB 29
AMB 30
Rs 110000
General Manager
~ 29 ~
~ 30 ~
03.
Beach Authority
BEACH AUTHORITY
3.1
In accordance with the Beach Authority Act 2002, the Beach Authority (BA) is a
corporate body which operates under the aegis of the Ministry of Environment,
Sustainable Development, Disaster and Beach Management. The objectives of
the BA are to ensure an integrated approach in the proper control and
management of public beaches both in Mauritius and Rodrigues.
3.2
3.3
A General Manager is presently responsible for the control and management of the
day-to-day activities of the BA. He is supported by staff from the Administrative
Unit and Project Management/Technical Unit.
3.4
For this review, the Union has made representations to create new grades in the
technical and non-technical cadres and also to upgrade certain existing ones.
Management of BA has made submissions regarding creation of additional
levels and restyling of a few grades. In view of the growing importance of beach
management at the level of the parent Ministry, the Bureau considers that the
existing organisation structure of the BA should be further strengthened to
enhance service delivery and we are, to this effect, making the necessary
provisions.
Administrative Manager
formerly Administrative Secretary
3.5
Recommendation 1
3.6
Beach Authority
3.9
3.10
Representations have been received from the Union to create a grade of Senior
Beach Works Inspector to supervise officers in the grade of Beach Works
Inspector. On the other hand, Management has proposed to restyle the grade
of Beach Works Inspector to Beach Works Inspector/ Senior Beach Works
Inspector. The Bureau is of the view that there is need for an additional level, to
supervise and coordinate the work of Beach Works Inspectors.
Recommendation 3
3.12
3.13
~ 32 ~
Beach Authority
Recommendation 4
3.15
3.16
3.17
(i)
(ii)
(iii)
~ 33 ~
Beach Authority
considers that the BA should be provided with a grade to develop its IT system
and thus enable the organisation to provide improved service delivery.
Recommendation 5
3.19
3.20
The Union has requested to upgrade the Assistant Procurement and Supply
Officer as the latter is performing additional duties and shouldering higher
responsibilities. Management was also agreeable to the Unions proposal. After
analysing the representation, it is considered more appropriate to create a
supervisory level to shoulder higher responsibilities. We are, therefore,
providing for a grade of Procurement and Supply Officer.
Recommendation 6
3.22
3.23
The Procurement and Supply Officer would be required, inter alia, to organise
and manage the procurement and supply activities of the Authority; be
responsible for procurement and supply storekeeping and stock control duties;
prepare reports on procurement activities and maintain contract agreements;
carry out test checks and report on discrepancy; keep and update store records;
and receive materials into stores and ensure that they comply with requisition
orders and are in good conditions.
~ 34 ~
Beach Authority
3.26
Incumbent would report to the Beach Works Inspector and would, among others,
be required to distribute work among the workers under his supervision and
maintain discipline; supervise and ensure that the work is properly performed;
record attendance of workers in attendance books; make simple measurements;
and keep simple records of the work effected.
03.
BEACH AUTHORITY
SALARY SCHEDULE
BA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
BA 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
BA 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
BA 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor (New Grade)
BA 5
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker (Skilled)
BA 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephonist
~ 35 ~
03.
BA 7
Beach Authority
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
BA 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal to officers in post as at
31.12.15)
Clerk/Word Processing Operator
BA 9
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
BA 10 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Procurement and Supply Officer
Executive Officer (Personal to officers in post as at 31.12.15)
BA 11
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Technical Design Officer
BA 12
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125
Beach Enforcement Officer
BA 14
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
BA 15
BA 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800
Human Resource Officer/Senior Human Resource Officer (New Grade)
~ 36 ~
03.
BA 17
Beach Authority
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
IT Support Officer (New Grade)
Technical Officer (Civil)
BA 18
BA 20
BA 21
BA 22
BA 23
BA 24
Rs 101000
General Manager
~ 37 ~
~ 38 ~
Beach Authority
04.
4.1
Act No.36 of 2002 provides for the establishment of the Bus Industry Employees
Welfare Fund (BIEWF) which, at present operates under the aegis of the Ministry of
Public Infrastructure, and Land Transport.
4.2
The Fund, being responsible for the promotion of the social and economic welfare
of the employees of the bus industry and their families, aims to be one of the most
prominent welfare service provider, serving every employee of the bus industry in
Mauritius and in making a difference in the employees welfare.
4.3
4.4
4.5
BIEWF 1 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17050
Handy Worker
BIEWF 2 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
BIEWF 3 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Receptionist/Word Processing Operator
BIEWF 4 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
~ 39 ~
04.
BIEWF 5 :
BIEWF 6 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
BIEWF 7 :
BIEWF 8 :
BIEWF 9 :
BIEWF 10 :
~ 40 ~
05.
5.1
Set up under the Central Water Authority (CWA) Act No. 20 of 1971, the CWA
operates as a body corporate under the aegis of the Ministry of Energy and Public
Utilities. Its core business activity is the provision of safe drinking water to the
Mauritian population, Government Bodies and business enterprises, which in all,
make up the 351328 registered subscribers.
5.2
5.3
5.4
5.5
In the context of this review exercise, representations have been made for the
creation of grades, restyling and upgrading of existing ones, placing some other
grades on the roster system of work and merging a few ones to meet the
operational requirements. The Bureau has carefully examined each submission and
we are making the appropriate recommendations.
Administrative Manager
formerly Administrative Secretary
Administrative Assistant (New Grade)
5.6
The Management of the CWA has submitted that the workload in the Administrative
Division is increasing on account of new legislations, regulatory changes,
compliance issues, insurance and legal matters, event organisation and other
facilities, amongst others. Given the nature of work and the complexity of duties and
responsibilities devolving upon the Administrative Secretary, we are restyling the
grade to a more appropriate job appellation to reflect the level at which the
~ 41 ~
5.8
We recommend:
(i)
(ii)
In view of the important activities of the Anti Fraud Unit which are geared towards
the reduction of Non Revenue Water and maximisation of revenue, Management
has submitted that there is need to reinforce its structure through the appointment of
a qualified person to manage and control its daily operations. Given that the scope
and duties of the Anti Fraud Unit have increased considerably, we are agreeable to
the request.
Recommendation 2
5.10
5.11
Incumbent would, among others, be required to: be responsible for the efficient
organisation of the Anti Fraud Unit; conduct investigation to reduce Non Revenue
Water and on morcellement and development to ascertain that all financial
contribution and other fees have been properly computed and paid; assist the
Attorney and Counsel in complex court cases for the recovery of water debts; be
responsible for the conduct of civil and criminal proceedings; and to represent the
CWA in Court and other Legal Institutions.
~ 42 ~
The CWA has approximately 15 remote sites which are equipped with IT
infrastructures (computers, printers, biometric devices and networking equipment).
The headquarters host around 300 such devices and up to 400 interventions are
performed island-wide on a monthly basis. Management has submitted that with
the rapid change in technology and new types of devices being used (laptops,
android devices, tablets etc), there is need to have a dedicated grade whereby
incumbent would act as the first line of support to assist users with IT related issues
and to which the Bureau subscribes.
Recommendation 3
5.13
5.14
The IT Technician would, among others, be required to work under the supervision
of the IT Analyst and Senior IT Analyst; install, configure and upgrade client
operating systems and software using standard business and administrative
packages; act as technical resource in assisting users to resolve problems with
equipment and data; troubleshoot problems with computer systems, including
troubleshooting hardware and software, internets e-mail, network and peripheral
equipment problems; and make repairs and corrections where required.
Recommendation 4
5.16
~ 43 ~
Management has submitted that there is need for a grade of Quality Assurance
Manager to ensure that products meet quality standards. He would also be
responsible for planning, directing and coordinating quality assurance programs and
formulating quality control policies.
5.19
The Bureau has studied the request and has found that there would not be full time
job for such a grade and it would be a dead-end post with no possibility of career
movement. Consequently, the creation of such a grade is not justified. However,
we are addressing the issue by providing for a designated position and are
recommending accordingly.
Recommendation 5
5.20
5.21
Grades on Roster
5.22
At present, there are the grades of Inspector, Assistant Inspector, Operative and
General Worker on the establishment of the CWA. With a view to providing a quality
service to valuable customers on a 24/7 basis at national level, Management has
submitted that the above grades in the Operations Division be placed on roster. As
this new pattern of work will enhance service delivery, we subscribe to the
submission.
~ 44 ~
Recommendation 6
5.23
5.24
5.25
The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the field of Engineering which was considered as scarcity
areas.
5.27
We have observed that the market situation/condition has improved and there are
many qualified people who are available to work in this sector. We are, however,
maintaining the payment of the SPRA to eligible officers in post as at 31 December
2015 up to 31 December 2016.
Recommendation 7
5.28
We recommend that officers in the Engineering cadre of the CWA eligible for
the payment of Special Professional Retention Allowance (SPRA) as at
31 December 2015 should continue to be paid same up to 31 December 2016
as specified in the following table:
Salary
SPRA% of
Monthly Salary
10
12.5
~ 45 ~
5.29
leave the service prior to the age at which they may retire without the
approval of the Board (Table II at Chapter 15 of Volume 1) should refund
the totality of the Special Professional Retention Allowance paid to
them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the Board or thereafter, should refund only that
part of the Special Professional Retention Allowance which they would
have earned under this scheme after reaching the age at which they may
retire without the approval of the Board.
5.30
However, provision made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
5.31
All officers in the Engineering field who are eligible for the payment of the
Special Professional Retention Allowance as from 01 January 2016 and have
been granted same prior to the publication of this Report should continue to
draw the Special Professional Retention Allowance up to 31 December 2016.
Night Duty Allowance is normally paid to officers who effectively work on night shift.
We are, in this Report, extending the payment of this allowance to officers of the
CWA who effectively work on night shift.
Recommendation 8
5.33
Special Allowance
Recommendation 9
5.34
We recommend that incumbents in the grades listed below who are regularly
exposed to foul odour and raw sewage should, with effect from 01 January
2016 and up to the next Overall Review on Pay and Grading Structures and
Conditions of Service in the Public Sector, be paid a special monthly
~ 46 ~
The Operation Division carries out the core activity of the Authority which is the
treatment and distribution of potable water throughout Mauritius. Presently, this
division employs some 600 personnel and manages a recurrent budget of Rs 450
million. Management has submitted that during the last two decades, the
responsibility of Engineers in the Operation Division has further increased with the
gradual outsourcing of key activities where there is need for more input from officers
of the Engineering cadre. In addition, the CWA provides and maintains a 24-hour
service and Operation Engineers are often solicited at any time of the day and night
and during weekends and public holidays to attend to complaints and other
emergencies.
5.36
Management has also highlighted that during the last seven years, about 20
Professional Engineers who have acquired useful experience in hydraulics and the
water sector have left the Authority. To this end, request has been made to provide
an allowance to compensate as well as retain these officers. The Bureau has duly
examined the issue and is of the view that, given the national importance of this
sector, there is need to motivate and compensate them appropriately which in turn
would enhance service delivery to the citizens. Hence, we are recommending
accordingly.
Recommendation 10
5.37
~ 47 ~
05.
CWA 1
CWA 2
CWA 3
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker (Personal)
CWA 4
Rs 8200 x 205 8820 x 230 10200 x 250 11450 x 260 14050 x 275
15150 x 300 15750 x 325 17700 x 375 18075
General Worker (Roster day and night)
CWA 5
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
CWA 6
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Assistant Tradesman (Personal)
CWA 7
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
CWA 8
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
CWA 9
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Assistant Treatment Plant Operator (Shift) (Personal)
Office Attendant
Pneumatic Hammer Operator (Personal)
CWA 10 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Survey Field Worker/Senior Survey Field Worker
~ 48 ~
05
CWA 11 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
CWA 12 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor (Personal)
CWA 13 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Tradesman (Blacksmith, Mechanic, Mason, Plumber and Pipe Fitter,
Carpenter, Electrician, Painter, Water Meter Repairer)
CWA 14 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
CWA 15 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Treatment Plant Operator (Shift) (Personal)
CWA 16 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
CWA 17 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Heavy Vehicle Driver
CWA 18 :
CWA 19 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant
CWA 20 :
~ 49 ~
05
CWA 21 :
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
28625
Head Survey Field Worker
CWA 22 :
CWA 23 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
CWA 24 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Call Centre Operator
Clerical Officer/Higher Clerical Officer
CWA 25 :
CWA 26 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Cashier
CWA 27 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Surveying Assistant
CWA 28 :
CWA 29 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 31725
Technical Assistant (Electrical) (Shift)
Technical Assistant (Electronic) (Shift)
Technical Assistant (Mechanical) (Shift)
CWA 30 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Assistant Inspector (Personal)
Data Processing Controller
Meter Reader
~ 50 ~
05
CWA 31 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Assistant Documentation Officer
CWA 32 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
CWA 33 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Fraud Detection Officer
Assistant Procurement and Supply Officer
Call Centre Assistant Supervisor
Executive Officer (Personal)
Purchasing and Supply Officer (Personal)
CWA 34 :
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 32500 x 925 33425
Assistant Inspector (Roster day and night)
CWA 35 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
34350
Data Control Supervisor
CWA 36 :
CWA 37 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Technical Design Officer
CWA 38 :
CWA 39 :
~ 51 ~
05
CWA 40 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer (Future Holder)
CWA 41 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
CWA 42 :
CWA 43 :
CWA 44 :
CWA 45 :
CWA 46 :
CWA 47 :
~ 52 ~
05
CWA 48 :
CWA 49 :
CWA 50 :
CWA 51 :
CWA 52 :
CWA 53 :
CWA 54 :
CWA 55 :
CWA 56 :
CWA 57 :
05
CWA 58 :
CWA 59 :
CWA 60 :
CWA 61 :
CWA 62 :
CWA 63 :
CWA 64 :
CWA 65 :
~ 54 ~
05
CWA 66 :
CWA 67 :
CWA 68 :
Rs 110000
General Manager
~ 55 ~
~ 56 ~
06.
6.1
The Chagossian Welfare Fund Act No 21 of 1999 has replaced the Ilois Trust Fund
Act of 1982. At present, the Chagossian Welfare Fund which operates under the
umbrella of the Ministry of Social Security, National Solidarity and Reform
Institutions, provides among others, for the enhancement of the social and
economic welfare of members of the Chagossian Community in the Republic of
Mauritius.
6.2
The Fund aims, inter alia, at advancing and promoting the welfare of the members
of Chagossian Community and their descendents in Mauritius; developing
programmes and projects for the total integration of the members of Chagossian
Community and their descendants into the Republic of Mauritius; and maintaining
and managing the Chagossian Community Centres in Mauritius together with other
community facilities vested in it for the benefit of members of the Chagossian
Community and their descendents.
6.3
Since its inception, the Chagossian Welfare Fund has been administered by a
Board which manages the affairs and assets of the Fund. The Act also makes
provision for appointment of a full-time Secretary. However, given the limited scope
of work, the Ministry has so far been availing of the services of a Secretary, who is
an officer of the parent Ministry, on a part-time basis.
6.4
So far, the Secretary has been assigned the administrative duties of the Fund
including control of its staff, execution of documents on behalf of the Fund,
representing the Fund in Court matters, monitoring the implementation of projects of
the Fund and organising welfare activities for the Chagossian Community.
At present, the officer assigned the duties of Secretary to the Board and assuming
the administrative responsibilities of the Chagossian Welfare Fund is paid an allinclusive monthly allowance of Rs 1980. We are reviewing the allowance.
Recommendation 1
6.6
The Chagossian Welfare Fund is actually running two Community Centres, one at
Pointe aux Sables and one at Tombeau Bay, respectively for the organisation of
social welfare and economic activities for the members of Chagossian Community
~ 57 ~
6.9
The incumbent would, inter alia be required to open and close offices; collect and
deposit keys from/to police stations; run official errands, including the despatch of
correspondence, forms and materials and distribution of files, documents and faxes;
usher in/guide visitors and maintain a record of such visits; clean premises and
maintain the physical environment at a good standard; ensure that all
switches/lights are turned off before leaving office; and assist in the arrangement of
furniture and equipment within office premises.
06.
CWF 1
Rs 11770 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
CWF 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Caretaker/Gardener
Office Attendant (New Grade)
CWF 3
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
~ 58 ~
07.
7.1
The Civil Service Family Protection Scheme Board (CSFPSB) was set up under the
Widows and Childrens Pension Scheme (Amendment) (Act No. 28 of 1993). It is a
body corporate and operates under the aegis of the Ministry of Finance and
Economic Development.
7.2
The Mission of the CSFPSB is to manage a protection scheme that enhances the
quality of life of its customers through its shared commitment to those it serves and
deliver the highest quality service and performance.
7.3
The activities of the CSFPSB are organised in three sections namely: Finance,
Control and Information Technology.
7.4
In the context of this review exercise, the main representations have been focused
on creation of grade, upgrading of qualifications requirement, alignment of salary
and restyling of post. All parties concerned have been apprised of the established
criteria set for the creation of grade and restyling of post as well as the upgrading of
qualifications requirement and the alignment of salary. We are of the view that the
organisation structure as well as the emoluments are adequate and is, therefore,
maintained. .
07.
CFP 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Attendant (Ex-SPI) (Personal)
Office Attendant
CFP 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
CFP 3
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
CFP 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
Clerk (Rodrigues) (Personal)
~ 59 ~
07.
CFP 5
CFP 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Officer (Personal to incumbents in post as at 31.12.15)
CFP 7
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
33425
Accounts Clerk/Senior Accounts Clerk
Accounts Clerk/Senior Accounts Clerk (Rodrigues)
CFP 8
CFP 9
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
CFP 10
CFP 11
CFP 12
CFP 13
CFP 14
CFP 15
CFP 16
Rs 101000
General Manager
~ 60 ~
08.
8.1
8.2
8.3
8.4
The Director who is at the helm of the Conservatoire, is responsible for its day to
day activities and she is assisted by a complement of teaching, professional,
technical and supporting staff.
8.5
Music Tutors
8.6
At present, Music Tutors are allowed to proceed incrementally in the Master Salary
Scale up to salary point Rs 58775 subject to certain conditions. We are maintaining
this recommendation and revising the salary point.
Recommendation 1
8.7
(ii)
The Part Time Music Teachers, employed by the Conservatoire are presently
remunerated on the basis of their qualification and number of hours put in as
follows:
Rs 350/hr
Rs 285/hr
8.9
In addition, these Teachers are refunded travelling by bus and are entitled to 1/12 of
their annual earnings as End of Year Bonus.
8.10
In the past remuneration of the part-time Music Teachers was based on their
qualifications. Taking into consideration the qualification required to teach at these
levels and the salary scales provided for the relevant grades, it is observed that the
mode of remuneration is not appropriate. Even at Tertiary institutions, the
remuneration of resource persons is based on the level taught and not on the profile
of the Resource Person. We are, therefore, making appropriate amendments.
8.11
We are also conscious of the fact that certain courses may be running right now and
Resource Persons have already embarked on a sort of undertaking. With a view
not to penalise them we are taking the necessary measures.
Recommendation 2
8.12
8.13
(ii)
We also recommend that for the present courses being run, Teachers should
continue to draw on a personal basis the rate in force i.e.:
Teachers holding a Diploma in Music or a higher qualification
Rs 350/hr
The Bureau further recommends that the part-time Teachers should continue
to be entitled for refund of travelling by bus and an End-of-Year Bonus
computed at the rate of 1/12 of their annual earnings.
~ 62 ~
08.
CNMTF 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
CNMTF 2
CNMTF 3
CNMTF 4
CNMTF 5
CNMTF 6
CNMTF 7
CNMTF 8
CNMTF 9
~ 63 ~
08.
CNMTF 10
CNMTF 11
CNMTF 12
CNMTF 13
CNMTF 14
CNMTF 15
CNMTF 16
CNMTF 17
Rs 95000
Director
~ 64 ~
09.
9.1
9.2
One of the core activities of the CIDB is the registration of both local and foreign
contractors/consultants. The Executive Director is responsible for the control and
management of the day-to-day activities at the CIDB.
9.3
It has been submitted by the Management of CIDB that the Manager of the
Corporate Services and that of the Technical Services have different roles and
responsibilities and the qualification requirements also differ. Given that the CIDB
has been encountering difficulties to recruit Managers with the recommended
profile, it has been proposed to demerge the grade of Manager and reinstate it as it
was prior to the 2013 PRB Report. We are agreeable to the submission of the
Management and are recommending accordingly.
Recommendation 1
9.5
9.6
~ 65 ~
institution, and reckon at least five years post registration experience in the
construction industry.
9.7
9.8
The Manager, Corporate Services and Manager, Technical Services will report to
the Executive Director and will assist him in the smooth running of the Corporate
Services and Technical Services respectively.
9.9
9.10
The Manager, Technical Services would be, inter alia, required to assist in the
formulation of strategies and policies in accordance with the objects of the Board;
assist in the preparation of budget estimates of the Board; be responsible for the
registration of consultants and contractors; and follow up and report development in
the construction industry.
Recommendation 2
9.12
~ 66 ~
9.13
Incumbent would be responsible to the Manager, Technical Services and would be,
inter alia, required to assist the latter in all technical matters; assist in processing of
applications for registration of consultants and contractors; carry out survey studies
and research on matters relating to the construction industry; provide advice to
members of public on construction matters; and assist in the compilation and
updating of the national schedule of rates.
In view of the extensive reliance and use of information technology (IT) especially
for the registration of consultants and contractors, the Management proposed the
creation of the grade of Systems Analyst to ensure proper functioning of the current
IT system. The Bureau considers that in the first instance a grade in the IT field
may be created at the diploma level. Hence, we are making provision to that end.
Recommendation 3
9.15
9.16
09.
CIDB 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Handy Worker/Driver
CIDB 2
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator/Receptionist
CIDB 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
CIDB 4
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Technical Assistant
~ 67 ~
09.
CIDB 5
CIDB 6
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Administrative Assistant
IT Support Officer (New Grade)
Technical Coordinator
CIDB 7
CIDB 8
CIDB 9
CIDB 10 :
Rs 101000
Executive Director
~ 68 ~
10.
10.1
The Early Childhood Care and Education Authority (ECCEA) was established as a
body corporate in 2007 and it envisions to provide quality pre-school education to all
children within a safe, inclusive and child friendly environment.
10.2
Its functions are two-fold. It is responsible to run some 189 Pre-Primary schools and
also to oversee and regulate the activities of the 800 private Pre-Primary schools
and 61 pre-schools managed by the Local Authorities. In delivering on its mandate,
the Director of the ECCEA, who is at the helm of the organisation, is assisted by an
array of technical and supporting staff.
10.3
For this review, the representations of the different unions were mainly the
alignment of the Teachers salary with that of Primary School Educator formerly
Educator (Primary), creation of additional levels, review of the mode of appointment
of certain grades and refund of casual leave as well as payment of allowances. The
ECCEAs main proposals, on the other hand, pertained to restructuring the
organisation with the creation of units and grades, reinforcing the Finance and
Procurement and Supply sections and reviewing the entry level of the Teacher
cadre with the creation of a grade of Trainee Teacher.
10.4
Where, for technical reasons it has not been possible to accede to the requests
made, the parties have been so apprised during the consultative meetings and they
have also been provided with the reasons thereof. We consider that Managements
proposal relating to the creation of new levels to head and operate the new units to
be top heavy and it may impinge on the career path and development of existing
employees. We have, therefore, discarded this proposal too.
10.5
The present organisation structure is adequate to enable the ECCEA meet its main
objectives. Nevertheless, we are in this Report, reinforcing the Finance and
Procurement and Supply sections with appropriate levels as well as making other
recommendations to facilitate the task of the ECCEA in an attempt at enhancing
service delivery to meet the needs of its stakeholders.
It has been submitted that over the last few years the purchase of stationery,
pedagogical materials and other equipments for the 189 public pre-primary schools
has increased considerably. Given the volume of procurement activities involved,
there is need for a level of Procurement and Supply Officer to be responsible for all
procurement and supply transactions so as to ensure the efficient management of
the Unit. We have, therefore, recommended accordingly.
~ 69 ~
Recommendation 1
10.7
10.8
Recommendation 2
10.10
10.11
We recommend:
(i)
(ii)
Incumbent in the grade of AFOO would, inter alia, be responsible to collect, verify,
analyse and record of all financial costing and budget data relating to preparation of
financial statements, ensure prompt collection of revenue, its control and
safekeeping; prepare pay sheets, vouchers and writing up of cheque for signature,
carry out stock verification as instructed, keep proper, complete and up to date
records of all financial transactions and assist in the preparation and monitoring of
Estimates.
~ 70 ~
On the basis of the scheme of service in force, incumbents in the grade of Attendant
can be posted either in Pre-Primary schools or offices of the ECCEA. It has been
represented that there is a marked difference between the workload and working
hours of the Attendants working in schools and those working in offices. This
element has been the cause of dissatisfaction as expressed by the parties
concerned. Given that various factors have to be taken into consideration while
deciding on posting, it may not be practical to implement a rotation system. We are,
therefore, addressing the issue by creating a grade of Office Care Attendant. With
the filling of this post, Attendants presently posted in ECCEA offices would be
posted in schools.
Recommendation 3
10.13
10.14
Incumbent would be required, inter alia, to: collect keys and deposit same from/to
police station/police post; open and close offices; run official errands, including the
despatch of correspondence, forms and materials, usher in/guide visitors to
schedule officers; clean premises and maintain the physical environment at a good
standard; operate a telephone switchboard/PABX console; operate office equipment
such as duplicating, photocopying and fax machines; and respond to calls.
A case has been made for payment of an allowance to Teachers working in Zones
dEducation Prioritaire (ZEP) based schools. According to them, they have to deal
with many children whose home situations are not conducive for their pedagogical
development and who experience adaptation problems. In such instances, the
Teachers claim that they are often called upon to be more children centred;
understand their needs and make use of different strategies to ensure their overall
development.
10.16
The philosophy behind the grant of allowance payable to staff posted in ZEP
schools is not applicable to ECCEA staff based in those schools. However, certain
facts like the difficult home situations or split families or other social problems which
are the root cause of the childrens adaption at school are not disputed.
10.17
We, therefore, consider that the ECCEA should, in consultation with the Ministry of
Education and Human Resources, investigate into requests and ascertain the
extent of difficulties found and then make a case for an allowance to the Ministry of
Civil Service and Administrative Reforms.
~ 71 ~
Recommendation 4
10.18
At present Teachers who are seconded for duty at the Lois Lagesse Trust Fund are
granted a monthly allowance of Rs 850 for working with visually impaired children.
In the context of this review, both Management and the Staff Side have made
representations for this allowance to be extended to those working in other
Specialised Schools as well given that they also provide specialised care and
attention while teaching children with special needs. We are agreeable to the
proposal and are recommending accordingly.
Recommendation 5
10.20
We recommend that Teachers seconded to the Lois Lagesse Trust Fund and
those posted to other specialised schools who are called upon to give
specialised care and attention to children with special needs should be
granted a monthly allowance of Rs 900.
Abolition of Grades
10.21
Recommendation 6
10.22
~ 72 ~
10.
ECCEA 1 :
ECCEA 2 :
ECCEA 3 :
ECCEA 4 :
ECCEA 5 :
ECCEA 6 :
ECCEA 7 :
ECCEA 8 :
ECCEA 9
ECCEA 10 :
10.
ECCEA 11 :
ECCEA 12 :
ECCEA 13 :
ECCEA 14 :
ECCEA 15 :
ECCEA 16 :
ECCEA 17 :
ECCEA 18 :
ECCEA 19 :
~ 74 ~
10.
ECCEA 20 :
ECCEA 21 :
ECCEA 22 :
Rs 95000
Director
~ 75 ~
~ 76 ~
11.
11.1
The Employees Welfare Fund (EWF) was established under Act No. 13 of 1995
to cater for the welfare, leisure and recreational needs of employees and their
families. It is a body corporate which operates under the aegis of the Ministry of
Finance and Economic Development.
11.2
11.3
11.4
The General Manager is the accounting and responsible officer of the EWF. He
is assisted in the performance of his duties by officers of the professional and
technical cadres and the support services are provided by officers of the
General Services grades.
11.5
In the context of the present review exercise, representations have been made
for creation, merging and restyling of grades as well as upgrading of salary. We
have examined all the proposals and are making appropriate recommendations.
It has been represented that in view of the higher responsibilities being attached to
the Administrative Section such as planning, coordinating and implementing
corporate strategies, human resource policies, systems and processes, there is
need for a level to oversee the overall activities of the administration section to
achieve the corporate goals and objectives of the Fund.
Recommendation 1
11.7
11.8
Recommendation 2
11.10
11.11
(ii)
(iii)
(iv)
(v)
(vi)
Incumbent in the grade of Accountant would be required to, among others, assist in
the supervision of all financial and accounting systems of the Fund; maintain proper
financial control procedures; maintain proper accounting records for loan
transactions; monitor the performance and deliverables of the accounting staff; keep
Renewals Fund Registers, records of assets of the organisation and insurance
transactions; assist in the monitoring of banking and investment activities of the
organisation; and maintain Cash Book and Fixed Asset Register of the organisation.
Management has reported that with the increase in the activities of the Fund, there
is need for a level to provide support to the IT Officer for the implementation and
management of the IT Systems. We have examined the request and are making
provision for a grade of ICT Technician to re-inforce the IT Units of the
Organisation.
~ 78 ~
Recommendation 3
11.13
11.14
Incumbent in the grade of ICT Technician would be required to, among others,
assist the IT Officer in end of day, month and year transactions, submission and
retrieval of credit records; technical IT assistance to users; maintenance of IT
equipment and network; liaising with suppliers; maintenance of Loan Management
System and Financial Management System; and installing and configuring
computer hardware, operating systems and applications.
With the opening of regional information desks throughout the island, there is need
for a level to sustain a positive public image of the organisation and plays a crucial
role in customer satisfaction as well as to have a first hand interaction with visitors.
We are making provision to this effect.
Recommendation 4
11.16
11.17
Management has submitted that the Fund would soon have its own means of
transport and the services of a Driver would be required in the implementation of the
projects of awareness campaign and the decentralisation of services. We are
making appropriate provision to this effect.
~ 79 ~
Recommendation 5
11.19
11.20
Management has submitted that in order to enhance service delivery, there is need
for a grade of Handy Worker to provide support to existing staff in the day-to-day
running of the Fund. We are, therefore, making appropriate provision for this
request.
Recommendation 6
11.22
11.23
Incumbent in the grade of Handy Worker would be required to, among others, assist
the cleaner with the cleaning of office, customer area and messroom; assist in
photocopying documents and circulation of files; maintain the environment of the
mess, kitchen equipment and electrical appliances at a good standard; wash the
kitchen towels and hand towels; keep an inventory of all kitchen equipment; clean
the park, drains, gutters etc and maintain the physical environment at a good
standard; load, unload and move items and equipment and other materials; destroy
and dispose of waste materials; open and close gate and control entry traffic; and
perform simple gardening duties.
~ 80 ~
11.
EWF 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker (New Grade)
EWF 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
EWF 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant (New Grade)
EWF 4
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Public Relations Assistant (New Grade)
Receptionist/Telephone Operator
EWF 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
EWF 6
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
EWF 7
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal to incumbents in post as at 31.12.15)
EWF 8
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
EWF 9
EWF 10 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
42325
ICT Technician (New Grade)
~ 81 ~
11.
EWF 11 :
EWF 12 :
EWF 13
EWF 14
EWF 15
EWF 16
EWF 17
EWF 18
Rs 110000
General Manager
~ 82 ~
12.
12.1
The Fashion and Design Institute (FDI) has been established under the FDI Act
2008 with the objective of developing creativity, innovation and talent with a view to
sustaining the Mauritian design and manufacturing sector. It operates under the
aegis of the Ministry of Industry, Commerce and Consumer Protection.
12.2
The mission of the FDI is to provide high quality professional training of international
standard in line with the needs of the industry; foster creativity and promote a
design culture in Mauritius; assist the industry in the design and production of high
value added products and services; and to offer demand driven services to the
industry in the field of design.
12.3
Since its inception the FDI has shown steady growth. It provides courses in the
fields of Art and Design, Fashion Design, Graphic Design and Interior Design. The
Institute has trained more than 1200 students and has experienced a marked
increase in enrolment rate over the years.
12.4
For this review exercise, Management submitted that the FDI is poised to be the
education partner by excellence in the creative field and as such the organisation
needs to be properly staffed so as to enable it to achieve its mandate efficiently and
effectively. In this regard, Management made submissions for the creation and
restyling of some grades as well as abolition of the vacant grades that would no
longer be required.
12.5
The profiles for the new grades as well as additional information pertaining to the
other requests made by Management were not submitted to the Bureau for
inclusion in this Report. These positions would, therefore, be graded by the Bureau
whenever requested, on an ad hoc basis.
12.6
We are, in this Report, maintaining the organisation structure while reviewing the
salary of existing grades.
12.
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
FDI 1:
Support Assistant
FDI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
~ 83 ~
12.
FDI 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Senior Support Assistant
FDI 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 22575
General Assistant (Personal to employees of the School of Design of ExIVTB)
FDI 5
FDI 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
FDI 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 26300
Technical Assistant/Senior Technical Assistant
FDI 8
FDI 9
FDI 10
~ 84 ~
12.
FDI 11
FDI 12
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Stores and Logistics Officer
FDI 13
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
FDI 14
FDI 15
FDI 16
FDI 17
FDI 18
12.
FDI 19
FDI 20
FDI 21
FDI 22
FDI 23
FDI 24
FDI 25
Rs 110000
Director
~ 86 ~
13.
13.1
The Financial Intelligence Unit (FIU) was established under Section 9 (1) of the
Financial Intelligence and Anti-Money Laundering Act 2002 as the central agency
responsible for receiving, requesting, analysing and dissemination to the
investigatory and supervisory authorities, disclosures of information concerning
suspected proceeds of crime and alleged money laundering offences as well as the
financing of any activities or transactions related to terrorism. It operates as a
statutory body under the aegis of the new Ministry of Financial Services, Good
Governance and Institutional Reforms.
13.2
The mission of the FIU is to be the leader in financial intelligence works in the
region and be recognised worldwide as a Financial Intelligence Unit that adheres to
international standards.
13.3
The strategic goals of the FIU are to have a modern information system for effective
data collector, storage, retrieval, management and financial investigative analysis;
have a strong culture with reporting of money laundering and terrorism financing; be
at the vanguard of research, training dissemination of Anti-Money Laundering and
Combating Financing of Terrorism (AML/CFT) information; and enhance credibility
of Mauritius as a jurisdiction adhering to international (AML/CFT) norms.
13.4
The organisation structure of the FIU comprises five departments namely:- IT,
Financial Investigative, Data Intelligence, Compliance and Corporate Affairs. The
Director is the Chief Executive of the organisation.
13.5
The core functions of the FIU are delivered by the Financial Analysis, the Data
Intelligence and the IT departments, and the other functions by the administration
and finance departments. The legal department, in addition to providing advice on
the core functions, also advises the administration on internal matters.
13.6
In the context of the present review exercise, representations have been focused on
creation and merging of grades as well as restyling of posts of the Professional and
Technical cadres. We have examined all the proposals made and are making
appropriate recommendations.
13.8
Request has been made for a level in the IT Department to deal with the collection
and processing of reports for analysis; information management; and exchange of
information to which we are agreeable.
~ 87 ~
Recommendation 1
13.9
13.10
With a view to improving efficiency and effectiveness, both Management and staff
side have submitted that the grades of Intelligence Officer and Senior Intelligence
Officer be merged and restyled to Intelligence Officer/Senior Intelligence Officer as
incumbents in both grades are performing identical duties and have the same
reporting line. We are, agreeable to this request and recommend accordingly.
Recommendation 2
13.12
~ 88 ~
Recommendation 3
13.14
13.15
13.
FIU 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
General Assistant
FIU 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/General Assistant
FIU 3
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Assistant Office Secretary
Data Processing Assistant
FIU 4
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary (New Grade)
FIU 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 40800 x 1525 42325
Office Secretary
~ 89 ~
13.
FIU 6
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x 1525
45375
Accounting Technician
Data Intelligence Assistant
FIU 7
FIU 8
FIU 9
FIU 10 :
FIU 11 :
FIU 12:
Rs 110000
Assistant Director
~ 90 ~
14.
14.1
The Financial Reporting Council (FRC) was set up under section 3 of the Financial
Reporting Act No. 45 of 2004 to strengthen the credibility and quality of financial
reporting and audit in the country. It is a body corporate operating under the aegis
of the new Ministry of Financial Services, Good Governance and Institutional
Reforms.
14.2
The mission of the FRC is to bring corporate confidence in auditing, financial and
non-financial reporting among users of financial statements.
14.3
The objectives of the FRC are, among others, to promote the provision of high
quality reporting of financial and non-financial information by public interest entities;
enhance the credibility of financial reporting; improve the quality of accountancy and
audit services; and promote the highest standards among licensed auditors.
14.4
The core activities of the FRC are carried out by three units namely: Audit Practice
Review; Financial Reporting Monitoring; and Standard Review/Training.
14.5
In the context of the present review exercise, the main representations have been
focused on creation of grades at different levels of operation and upgrading of
salary as well as duty exemption and loan to purchase a car.
14.6
14.8
In our 2013 Report, we made special provision for the grades of Technical Officer,
Senior Financial Executive and Assistant Technical Executive to ensure that the
remuneration package is competitive as compared to their counterparts in the
private sector. We are maintaining this provision.
Recommendation 2
14.10
We recommend that:
(i)
(ii)
(iii)
(b)
(c)
(b)
(c)
~ 92 ~
(b)
(c)
FRC 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
FRC 2
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21475
Senior Office Attendant
FRC 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Messenger
FRC 4
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephonist
FRC 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
FRC 6
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (FRC)
FRC 7
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Officer (Personal to incumbents in post as at 31.12.15)
FRC 8
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
~ 93 ~
14.
FRC 9
FRC 10 :
FRC 11
FRC 12 :
FRC 13
FRC 14
FRC 15
FRC 16
Rs 101000
Chief Executive Officer
~ 94 ~
15.
15.1
The Fishermen Investment Trust set up as a body corporate under the Fishermen
Investment Trust Act No 29 of 2006, operates under the aegis of the Ministry of
Ocean Economy, Marine Resources, Fisheries, Shipping and Outer Islands. The
vision of the Trust is to be a key player in the fishing industry while empowering the
fishermen community to be a partner in the socio-economic development of the
country. Its mission consists in accompanying the fishermen community to a better
tomorrow through viable and sustainable initiatives and contributing to their social
upliftment.
15.2
The objects of the Trust are, inter alia, to: acquire assets such as fishing vessels
and fishing equipment; invest in fish processing and fish marketing activities to
support the livelihoods of fishermen; grant loans to fishers; train fishers opting to run
a small business; and promote the welfare and socio-economic conditions of
fishermen.
15.3
15.4
For this Report no proposal has been submitted by either Management or the staff
side.
15.5
FIT 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
FIT 2
FIT 3
FIT 4
Rs 86000
Chief Executive Officer
~ 95 ~
~ 96 ~
16.
16.1
The Fishermen Welfare Fund (FWF) promotes the betterment of registered fishers and
their families of both Mauritius and Rodrigues. The Fund, which operates under the
aegis of the Ministry of Ocean Economy, Marine Resources, Fisheries, Shipping and
Outer Islands, manages a series of projects and social schemes such as award of
scholarships to fishers children and provision of different types of financial assistance,
including maternity and funeral grants amongst others, for the welfare of about 4500
registered fishers.
16.2
16.3
In the context of the present review exercise, proposals have been made to restyle
certain of the existing grades and to merge others. As the requests could not meet the
criteria required for merging or restyling of grades, parties were informed of the reasons
why the Bureau could not entertain such requests.
16.4
The Bureau considers that the existing organisation structure is appropriate for the FWF
to deliver efficiently and effectively on its mandate. We are, therefore, not bringing any
change thereto.
Recommendation
16.6
~ 97 ~
16.
FWF 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
FWF 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
FWF 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
FWF 4
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
FWF 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Officer (Personal)
FWF 6
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 34350
Welfare Development Officer
FWF 7
FWF 8
~ 98 ~
17.
17.1
The Food and Agricultural Research and Extension Institute (FAREI) has been set
up in October 2013 as a body corporate under the FAREI Act of 2013 and operates
under the aegis of the Ministry of Agro-Industry and Food Security. The functions of
the ex-Food and Agricultural Research Council (ex-FARC) and the ex-Agricultural
Research and Extension Unit (ex-AREU) have been taken over by the FAREI
following a reorganisation exercise.
17.2
The functions of the Institute, are inter alia, to: conduct research in non-sugar
agriculture, food production and forestry, and maximise the benefits of such
research; conduct extension and advisory activities in non-sugar crops, livestock,
food production and agribusiness; set research priorities in line with the needs of
the food and non-sugar agricultural sector; co-ordinate, monitor and evaluate
research programmes and projects of different institutions engaged in non-sugar
agriculture, food production and forestry; and advise on national policies and other
matters related to research in non-sugar agriculture, food production and forestry.
17.3
The FAREI Act makes provision for a Chief Executive Officer, who is responsible for
the execution of the policies of the Board and control and management of the dayto-day business of the organisation. The activities of the FAREI are organised
under three sections, namely Crops, Livestock and Extension and Training.
17.4
For this Report, Management of FAREI has highlighted the importance of the
Institute as being the backbone of the non-sugar sector. In this context, request has
been made for the provision of a fit for purpose structure and appropriate means to
enable the organisation to deliver on its mandate and meet new challenges.
17.5
Management has submitted that fostering an agro entrepreneur culture within the
farming community is one of the major challenges of the Institute. In this context,
there is need for a dedicated grade to cater, among others, for the development of
agri-business plans in view of enhancing the decision making process. On the
~ 99 ~
basis of the operational need of this level for enhanced service delivery, we are
making an appropriate recommendation to that end.
Recommendation 1
17.7
17.8
Incumbent would be required to, inter alia, develop business plans in connection
with agricultural projects and schemes; assist in the marketing of the Institute;
gather and compile general information from Divisions for dissemination among
customers; effect market research to identify new avenues for entrepreneurship and
agro-business activities for the organisation; maintain regular, timely and
professional follow up with the clients of the Institute; maintain a knowledge
repository of stakeholders, prospects and presentation; implement the organisation
strategy on business development of activities; and prepare budget.
Extension Officer
Senior Extension Officer
17.9
The Bureau has received strong representations from both Management and Staff
Associations for the creation of a merged grade of Extension Officer/Senior
Extension Officer to take over the duties of the grades of Extension Officer and
Senior Extension Officer owing to a major overlapping of duties and limited extent of
the supervisory element. We have carefully examined the proposal and are making
appropriate recommendations in view of enhancing service delivery at these levels.
Recommendation 2
17.10
We recommend that:
(i)
(ii)
officers in the grade of Extension Officer be given the option to join the
new grade of Extension Officer/Senior Extension Officer; and
~ 100 ~
(iii)
17.11
17.12
(ii)
(iii)
Extension Assistants and Senior Extension Assistants work on outstations and are
posted in Model Farms/Demonstration Centres. With an expansion of activities at
FAREI, both Management and Staff Associations have submitted that there is need
for a supervisory level to coordinate and plan the work of Extension Assistants and
Senior Extension Assistants and provide support to the Extension Officers and
Senior Extension Officers in the general administration of the Model
Farms/Demonstration Centres. We are in favour of the request and recommending
accordingly.
Recommendation 3
17.14
~ 101 ~
Incumbent would be required, inter alia, to: plan, liaise, support and participate in
development activities for on-stations and on-farms; assist in the preparation of
daily work plan in collaboration with the Station/Laboratory Manager and the
Agricultural Coordinator; supervise the work of Senior Extension Assistants and
lead teams of workers for field operations; ensure that all books, ledgers and
records are kept in line with regulations; and ensure compliance with legal
standards for the agricultural sector.
Extension Assistant
Senior Extension Assistant
17.16
At present, Extension Assistants who have drawn their top salary for a year are
allowed to move in the salary scale of the grade of Senior Extension Assistant. The
Bureau holds the view that the movement in the higher scale should also be linked
to the performance of the duties of the grade of Senior Extension Assistant by
Extension Assistants.
Recommendation 4
17.17
We recommend that Extension Assistants who have drawn their top salary for
a year, should continue to be allowed to proceed in the salary scale of the
grade of Senior Extension Assistant, provided they have been efficient and
effective in their performance during the preceding year and are not under
report. This recommendation should, however, not preclude Extension
Assistants from being promoted to the grade of Senior Extension Assistant
before they have reached the top of their salary scale or on vacancy arising in
the latter grade.
17.18
RESEARCH DEPARTMENT
Scheme of Service of Research Scientist/Senior Research Scientist
17.19
17.20
Given that many serving officers of the Institute are fully qualified to apply for the
post of Research Scientist/Senior Research Scientist, the Bureau considers that the
grade should be opened to internal candidates in line with our philosophy of
~ 102 ~
Recommendation 6
17.23
(ii)
(iii)
Research Assistant
Senior Research Assistant
17.24
Recommendation 7
17.25
We recommend that Research Assistants, who have drawn their top salary for
a year, should proceed in the salary scale of the grade of Senior Research
~ 103 ~
The Finance Section is headed by the Manager, Accounts Section. It has been
submitted that the appellation of the grade should be reviewed to a more
appropriate one to better reflect the duties and responsibilities devolving upon
incumbent.
Recommendation 8
17.28
The HR Cadre comprises the grades of Human Resource Manager and Human
Resource Officer. With the fusion of the ex-FARC and ex-AREU into the FAREI,
the work at the HR Section has become more complex and increased in volume.
17.30
In view of the above, the Bureau considers that the appellation of the grade of
Human Resource Officer should be reviewed in consonance with duties performed
and responsibilities shouldered by incumbent. We are, therefore, restyling the
grade to a more appropriate job title. We are equally providing a means of
compensation to incumbents possessing higher qualifications subject to satisfying
certain conditions.
Recommendation 9
17.31
~ 104 ~
17.32
(ii)
(iii)
17.34
We have studied the proposals and consider that the request is not fully
substantiated as the existing structure is appropriate to enable the Procurement and
Supply Unit to attain its objectives. We are, however, restyling the grade of
Procurement and Supply Officer to commensurate with the nature of duties
performed and reviewing the mode of appointment to the grade. We are also
providing a mechanism to compensate incumbents possessing higher qualifications.
Recommendation 10
17.35
17.36
17.37
(ii)
(iii)
Recommendation 11
17.39
17.40
17.41
~ 106 ~
(i)
(ii)
(iii)
Recommendation 12
17.43
17.44
(ii)
Safety and Health Officer/Senior Safety and Health Officer (New Grade)
17.45
Recommendation 13
17.46
17.47
Incumbent would be required, inter alia, to: be responsible for the formulation and
administration of safety, health and welfare policies at FAREI; deliver training,
tender advice and provide information to all employees; advise management on all
matters related to its duties under the Occupational Health and Safety Act and
related legislation and ensure that all other provisions are compiled with; carry out
regular risk assessment of all work operations and formulate and implement
appropriate measures; and investigate occupational accidents and dangerous
occurrences, analyse the collected information and develop, implement and monitor
preventive measures.
WORKMENS GROUP
Head Gardener/Nursery Attendant (New Grade)
17.49
Recommendation 14
17.50
17.51
Incumbent would be responsible for the efficient running of the Nurseries and would
be required, inter alia, to: monitor the grafting, budding, layering and other plant
propagation practices are effectively carried out in compliance with procedures in
place; supervise and control workers under his responsibility; supervise the sales
and delivery of plants and to keep proper record thereon; monitor the attendance of
employees working under his supervision; provide training to the workers under his
responsibility and supervise the stock taking of plants under his responsibility.
ALLOWANCES
Lead Allowance
17.52
~ 108 ~
Recommendation 15
17.53
Recommendation 16
17.55
At present, officers in the grade of Research Assistant are paid a daily allowance
whenever they perform duties of the Transport Organiser. We are maintaining this
provision.
Recommendation 17
17.57
Handy Workers (Skilled) are entitled to a monthly allowance when their experience
acquired in other trades are gainfully utilised by the organisation. We are providing
for the continued payment of this allowance.
Recommendation 18
17.59
~ 109 ~
Allowance to Drivers
17.60
Management has submitted that the fleet of vehicles at FAREI also includes lorries
of more than 3.5 tons but less than five tons. In this respect, Drivers who are
regularly called upon to drive such vehicles should be compensated through the
payment of an appropriate monthly allowance. We consider the request to be
justified and are making an appropriate provision.
Recommendation 19
17.61
At present, General Workers posted at the Mushroom Unit are paid an allowance
equivalent to one and a half increments at the initial of their salary scale for
performing duties of technical nature such as mixing of lime with bagasse, weighing
and recording the weight of each bag of the mixture to be used in the laboratory.
We are maintaining this arrangement.
Recommendation 20
17.63
17.
FAREI 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
General Worker (Ex-NFYFC) (Personal)
formerly Labourer
Cook
Cook/Labourer
FAREI 2 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
FAREI 3 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
~ 110 ~
17.
FAREI 4 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Watchman (Ex-NFYFC) (Personal)
FAREI 5 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener/Nursery Attendant
Insecticide Sprayer Operator
Office Attendant/Caretaker
Office Attendant (Ex-FSC) (Personal)
Research Facility Attendant
Stockman (Roster)
FAREI 6 :
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20525
Irrigation/Pump Operator (Roster)
FAREI 7 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Senior Gardener/Nursery Attendant
FAREI 8 :
Rs 22575
Driver (Ex-NFYFC) (Personal)
FAREI 9 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Driver/Office Attendant (Ex-FARC) (Personal)
FAREI 10 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor
Senior Stockman
FAREI 11 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker (Skilled)
Tradesman (General) (Ex-Tobacco Board) (Personal)
~ 111 ~
17.
FAREI 12 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
FAREI 13:
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
23975
Head Gardener/Nursery Attendant (New Grade)
FAREI 14 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Implement Operator
FAREI 15 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Telephonist/Receptionist
FAREI 16 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Heavy Vehicles > 5 tons)
FAREI 17 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant
FAREI 18 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator (Ex-NFYFC) (Personal)
FAREI 19 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Book Keeper/Storekeeper (Ex-NFYFC) (Personal)
Field Support Assistant (Ex-NFYFC) (Personal)
FAREI 20 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
Library Clerk
Correspondence Clerk/Word Processing Operator (Ex-Tobacco Board)
(Personal)
FAREI 21 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Clerk/Senior Clerk (Ex-FSC) (Personal)
~ 112 ~
17.
FAREI 22 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
FAREI 23 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer
Data Processing Assistant
Executive Officer (Ex- AREU) (Personal)
Senior Clerk (Ex-FARC) (Personal)
Stores Officer (EX-AREU) (Personal)
FAREI 24 :
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 33425
Extension Assistant
Research Assistant
FAREI 25 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Laboratory Technician
Transport Organiser
FAREI 26 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
FAREI 27 :
FAREI 28 :
FAREI 29 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 40800
Internal Control Officer/Senior Internal Control Officer
formerly Internal Control Officer
~ 113 ~
17.
FAREI 30:
FAREI 31:
FAREI 32 :
FAREI 33 :
FAREI 34 :
FAREI 35 :
FAREI 36 :
FAREI 37 :
FAREI 38:
~ 114 ~
17.
FAREI 39 :
FAREI 40 :
FAREI 41 :
FAREI 42 :
FAREI 43 :
FAREI 44 :
FAREI 45 :
~ 115 ~
17.
FAREI 46 :
FAREI 47 :
FAREI 48 :
FAREI 49 :
FAREI 50 :
FAREI 51 :
Rs 110000
Director
~ 116 ~
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker (AREU/FARC) (Personal)
General Worker (Ex-NFYFC) (Personal)
formerly Labourer
Cook
Cook/Labourer
FARC 2 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker (AREU) (Personal)
FARC 3 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Farm Worker (Ex-NFYFC) (Personal)
FARC 4 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant (AREU) (Personal)
FARC 5 :
Rs 17330
Safety and Health Officer (Part-Time) (AREU) (Personal)
FARC 6 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Watchman (Ex-NFYFC) (Personal)
FARC 7 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener/Nursery Attendant (Personal)
formerly Gardener/Nurseryman (AREU/FARC)
Insecticide Sprayer Operator(AREU) (Personal)
formerly Insecticide Sprayerman (AREU)
Office Attendant/Caretaker (AREU/FARC) (Personal)
Research Facility Attendant (AREU) (Personal)
Stockman (Roster) (AREU) (Personal)
FARC 8 :
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20525
Irrigation/Pump Operator (Roster) (AREU) (Personal)
~ 117 ~
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Senior Gardener/Nursery Attendant (AREU/FARC) (Personal)
formerly Senior Gardener/Nurseryman (AREU/FARC)
FARC 10 :
Rs 22575
Driver (Ex-NFYFC) (Personal)
FARC 11 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver (AREU) (Personal)
formerly Driver/Office Attendant (AREU)
Driver/Office Attendant (FARC) (Personal)
formerly Office Attendant/Driver (FARC)
FARC 12 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor(AREU) (Personal)
formerly Gangman (AREU)
Senior Stockman (AREU) (Personal)
FARC 13 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker (Skilled) (AREU) (Personal)
FARC 14 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant (AREU) (Personal)
FARC 15 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Implement Operator (AREU) (Personal)
FARC 16 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Telephonist/Receptionist (AREU) (Personal)
FARC 17 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Heavy Vehicle > 5 tons) (AREU) (Personal)
~ 118 ~
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant (AREU/FARC) (Personal)
FARC 19 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Receptionist/Assistant Clerk (FARC) (Personal)
FARC 20 :
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Audiovisual Assistant (AREU) (Personal)
FARC 21 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator (Ex-NFYFC) (Personal)
FARC 22 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Book Keeper/Storekeeper (Ex-NFYFC) (Personal)
Field Support Assistant (Ex-NFYFC) (Personal)
FARC 23 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator (AREU/FARC) (Personal)
Library Clerk (AREU) (Personal)
FARC 24 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk (AREU/FARC) (Personal)
Assistant Procurement and Supply Officer (AREU/FARC) (Personal)
Data Processing Assistant (AREU) (Personal)
Executive Officer (AREU) (Personal)
Senior Clerk (FARC) (Personal)
Stores Officer (AREU/FARC) (Personal)
FARC 25 :
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 33425
Extension Assistant (AREU) (Personal)
Research Assistant (AREU) (Personal)
~ 119 ~
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Laboratory Technician (FARC) (Personal)
Transport Organiser (AREU) (Personal)
FARC 27 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer (FARC) (Personal)
FARC 28 :
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Cartographer (AREU) (Personal)
Visual Artist (Graphics) (AREU) (Personal)
FARC 29 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary (AREU/FARC) (Personal)
FARC 30 :
FARC 31 :
FARC 32 :
FARC 33 :
FARC 34 :
FARC 35 :
~ 120 ~
FARC 37 :
FARC 38 :
FARC 39 :
FARC 40 :
FARC 41 :
FARC 42 :
FARC 43 :
FARC 44 :
FARC 46 :
FARC 47 :
FARC 48 :
FARC 49 :
Rs 95000
Deputy Director (AREU) (Personal)
FARC 50 :
Rs 110000
Director (AREU) (Personal)
Director General (FARC) (Personal)
~ 122 ~
18.
18.1
Operating under the aegis of the Prime Ministers Office since January 2015, the
Gambling Regulatory Authority (GRA) is a body corporate set up under the GRA Act
2007. It is mainly responsible for licensing and monitoring of gaming/gambling
activities and collection of license fees from stakeholders.
18.2
The objects of the GRA include, among others, to: regulate and control gambling
activities and the organisation of lottery games, sweepstake and lotteries; regulate
and monitor the organisation of horse racing; promote public confidence in the
integrity of the gambling industry and the horse racing industry; ensure that
gambling is conducted in a fair and transparent manner; foster responsible
gambling in order to minimise harm caused by gambling; promote tourism,
employment and economic development; and promote the welfare and leisure of
the race-going public.
18.3
At present, GRA is providing its services through three units, namely the Licensing
and Inspectorate Unit, the Finance Unit and the IT Section with the following
activities:
18.4
In accordance with Section 13 (i) of the GRA, the responsibility of the execution of
the Policy of the Board and the control and management of the day-to-day business
of the Authority rest upon the Chief Executive. The other personnel comprises four
officers on permanent establishment, three officers on secondment from MOFED
and six officers on contract. The Authority is also assisted by a team of officers of
the Police des Jeux.
18.5
The submission was examined in line with provisions of Section 3 of the GRA Act
where it is stipulated that the GRA should comprise the Inspectorate Division, the
Investigation Division, the Internal Audit Division and any other divisions as may be
set up by the Board. Some incompatibility was noted between the provisions of the
Act and the proposed functional structure of the organisation. In view thereof and
given the number of grades involved, the Bureau considers it more appropriate for
the GRA to re-examine its proposals regarding the structure and new grades.
Thereafter, the salary gradings may be provided on an adhoc basis once the
established procedure has been followed and relevant clarifications/information
obtained.
18.7
We are, however, on the basis of functional needs, providing for the grades of Legal
Affairs Officer, Public Relations/ Responsible Gambling Officer, Auditor, Systems
Analyst and Clerk/Word Processing Operator. As regards grades on the permanent
and pensionable establishment, we are providing the revised salary scales in
alignment with our pay structure.
Recommendation 1
18.8
18.10
Incumbent would be required, among others, to: advise the GRA Office on legal
matters; handle court matters/proceedings pertaining to licences; consult with the
Authority/Legal Adviser as and when required; develop, initiate, maintain and review
policies and procedures for a compliance; develop and periodically review and
update Standards of Conduct to ensure continuing currency and relevance in
providing guidance to Management and employees; and develop/implement
corrective actions plans to resolution on problematic issues and provide general
guidance on how to tackle similar situations in future.
~ 124 ~
18.12
18.14
Incumbent would be required, among others, to: conduct internal and external audit
of the GRA and its stakeholders; develop a systematic audit testing of control; and
make recommendations and improvements to the system of procedures to achieve
accuracy, eliminate errors, defalcation, wastage, fraud and the maintenance of an
up-to-date and well organised database.
18.16
Incumbent would be required, among others, to: develop, maintain and update
software/web applications; update and maintain the GRA website; and assist users
with day-to-day operational problems and coach hours on use of IT System and
Office tools to enhance productivity and perform daily tasks required to maintain the
GRA system in proper operating condition such as database maintenance, backup
and other related duties.
~ 125 ~
18.18
Incumbent would be required, among others, to: perform clerical duties and take
down dictation; carry out word processing and computer/data processing work;
update information in the computer system; and to operate telefax and e-mail
services.
18.
GRA 1 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Office Assistant
GRA 2 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Officer (New Grade)
GRA 3 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
formerly Officer (General Services)
GRA 4 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
GRA 5 :
GRA 6 :
GRA 7 :
~ 126 ~
19.
19.1
The Hindi Speaking Union has been established in December 1994 as a body
corporate under the Hindi Speaking Union Act. Its main objects include the
promotion of the Hindi Language in its spoken and written forms; provide friendship
and understanding between the Hindi speaking peoples of the world; and provide
facilities for the interchange of views affecting the interests, well being,
development, relationships and common problems of the hindi-speaking peoples of
the world; and promote and encourage education among all peoples interested in
Hindi.
19.2
In pursuance of its objectives, various activities are organised by the Union, namely
book exhibitions/sales throughout the country, conferences, workshops and
seminars, exchange programmes. In addition, magazines, periodicals and books
are published at regular intervals and weekly radio programmes are presented and
aired. The Union also runs a lending library located at Triolet.
19.3
19.4
In the context of this Report, no submission has been made by the Management or
staff side. We are, therefore, maintaining the existing structure whilst revising the
salaries.
19.
HSU 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
HSU 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
HSU 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Motivator
HSU 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
Library Clerk
HSU 5
~ 127 ~
~ 128 ~
20.
20.1
20.2
The objects of the Council are, among others, to promote human resource
development in line with national economic and social objectives; stimulate a culture
of training and lifelong learning at the individual, organisational and national levels
for employability and increasing productivity; and provide the necessary human
resource thrust for successful transformation of the economy into a knowledgeable
hub.
20.3
In line with the Governments Programme 2015-2019, the HRDC is called upon to
play a fundamental role in the evolving socio-economic architecture of Mauritius.
The Council would be required to initiate skills development programmes to reduce
the mismatch between demand and supply of human resources, address the
graduate unemployment problem and contribute to Governments vision in making
Mauritius a nation dentrepreneurs through its Skills for Growth Scheme.
20.4
The organisation is headed by a Director who is the Chief Executive of the Council.
The latter is assisted in the day-to-day business operations by a Deputy Director
and three Managers each in charge of the three divisions, namely; Corporate,
Research and Consultancy, and Finance respectively. Officers from other various
cadres also provide support to Management.
20.5
During consultations both Management and Staff Association have submitted that
there is need to review upward the remuneration package of certain grades at top
level owing to the specificity of the HRDC, being an apex organisation. In addition,
a fit-for-purpose organisation structure has been requested, through the creation of
appropriate grades to meet the new challenges and implement national projects.
20.6
After duly examining the various requests of both Management and Staff
Association the Bureau is making appropriate recommendations to enable the
Council to enhance its service delivery through the strengthening of the structure at
different levels. We are also allowing for movement beyond top salary to some
officers and providing enhanced pension benefits to certain category of employees.
The Bureau has received requests to review the salary scales of certain top
positions further to recommendations made in a report submitted by an external
consultant prior to 2013 PRB Report. We have examined the issue in-depth and
have come to the conclusion that the matter should be dealt with
~ 129 ~
administratively at the level of the Council and the parent Ministry, which
have the prerogative of granting top up allowances wherever deem
necessary.
FINANCE DIVISION
Head, National Training Fund Unit (New Grade)
20.8
According to the HRDC Act, one of the main functions of the Council is to manage
the National Training Fund (NTF) whereby employers contribute a training levy to
the Council. The Finance Division is currently responsible for the management of
the Training Levy/Grant System and accounting/budgeting issues.
20.9
Management has submitted that since the HRDC receives around Rs 425m
annually and disburses around Rs 280m as Grant refund, the NTF Unit and the
Accounting/Budgeting Unit should function separately for better control, with shared
responsibility and accountability. Moreover, the Independent Commission against
Corruption (ICAC) recommended, further to a Corruption Prevention Review (CPR)
exercise carried out at the HRDC, that the Finance Division be restructured such
that the NTF Unit is separated from the Accounting activities. As such, request has
been made for the creation of a grade of Team Leader (NTF) to look after the dayto-day management of the NTF.
20.10
The Bureau has examined the request and considers that there is merit in the case.
We are, therefore, providing for another appellation in line with the duties and
responsibilities devolving upon the grade and making an appropriate
recommendation to that end.
Recommendation 1
20.11
20.12
~ 130 ~
The HRDC is required to monitor the participation of employers, employees and job
seekers in training schemes and programmes. In this context, regular site visits are
conducted to ensure that training are effectively being dispensed, as grants are
released for this specific purpose to organisations. This monitoring exercise is
conducted by officers of the Monitoring Unit, which comprises one Executive
Assistant/Senior Executive Assistant and Management Support Officers. The
present staffing complement is considered to be inadequate to fulfil the purpose for
which the Unit has been established.
20.14
Management has submitted that due to an increase in the number of visits and
activities at the Monitoring Unit, there is need for a dedicated grade to perform
these duties particularly regarding inspection and monitoring. We consider that this
arrangement would enable a better service delivery through proper check and
balances. We are, therefore, providing this new grade.
Recommendation 2
20.15
20.16
Incumbent would be required, inter alia, to: liaise with appropriate departments/units
for retrieval of relevant documents for conduct of inspection/monitoring; assist in the
elaboration of programmes for inspection and monitoring; conduct inspection and
monitoring visits, as per programme elaborated; check that training is being
effectively carried out; assist in the preparation of inspection and monitoring reports
for submission to management; inspect, on site, multimedia facilities procured by
institutions and submit reports thereon; inspect, during visits, the records of
employer/trainer related to the training being delivered; compile data for statistical
purposes; and attend court in cases of prosecution related to the Training Grant
Scheme, as and when required.
~ 131 ~
20.18
In this context, Management has apprised the Bureau that the Division is being
renamed Research and Project Division and consequently, the appellation of the
grade of Manager, Research and Consultancy be reviewed. We consider the
request to be justified and are reviewing the appellation.
Management has submitted that there is no longer the operational need to maintain
the grades of Research and Development Coordinator and Research and
Development Officer as two distinct grades, since incumbents are required to
manage individual projects and report directly to the Manager, Research and
Consultancy, now restyled Manager, Research and Projects. In such a context,
both grades are performing the same duties. It has, therefore, been proposed to
merge these two grades under a new appellation of Project Leader.
20.21
After an in-depth examination, the Bureau has noted that the duties and
responsibilities devolving upon the grades of Research and Development
Coordinator and Research and Development Officer are specific and distinct,
without any major overlapping. Moreover, one of the main duty of the Research
and Development Coordinator is to supervise the work of the Research and
Development Officers. In such a context, a merger of the two grades would not be
appropriate, the moreso the conduct of research and development of projects is a
core function of the organisation.
20.22
~ 132 ~
providing for movement beyond top salary to allow incumbents to benefit from better
career earnings and restyling the grade to a more appropriate appellation which
better reflects the nature and level of duties devolving upon the officers. In addition,
the Bureau has taken into consideration the critical importance of the Division and
expansion of activities thereat. In this respect, we are making a recommendation
which would enhance service delivery.
Recommendation 4
20.23
We recommend that:
(i)
(ii)
(iii)
In view of the expansion in activities at the HRDC, the Bureau has been informed
that there is need to strengthen the structure at the base with the creation of an
appropriate level which would provide assistance to the Senior Research and
Development Officers, formerly Research and Development Officer, in the conduct
of research. The Bureau is agreeable to the proposal.
Recommendation 5
20.25
20.26
Incumbents would be required, inter alia, to: assist the Senior Research and
Development Officer in the conduct of research; undertake literature reviews to
support HRD projects; assist in the preparation of project proposals and project
documents; assist in the planning, implementation, monitoring and evaluation of
HRD projects; collect, collate and compile data; organise and participate in outreach
~ 133 ~
Recommendation 6
20.29
20.30
(ii)
~ 134 ~
The General Services cadre at the HRDC, comprises the polyvalent and
multifunctional grade of Management Support Officer and the evanescent grade of
Clerk/Word Processing Operator/Senior Clerk/Word Processing Operator. We are
further reinforcing the structure at the lower level through the creation of a grade of
Clerical Officer.
Recommendation 7
20.32
We recommend the creation of the grade of Clerical Officer in line with the
provisions made at paragraph 23 of Volume 2 Part II of this Report.
The core function of the HRDC consists mainly of research activities. In view of this
specificity and the organisations mandate, the Bureau considers that an incentive
to further promote research in the field of Human Resource Development should be
provided to staff of certain grades who possess a PhD. We believe that such a
measure may motivate officers to follow courses leading to doctoral degrees. We
are, therefore, making a specific recommendation to that effect.
Recommendation 8
20.34
The Bureau has been apprised that officers in the grades of Driver/Messenger and
Driver/Messenger (Personal) are regularly called upon to effect repairs and
maintenance works (electrical, plumbing and pipe fitting, painting, masonry,
carpentry and joinery and general maintenance works). As these tasks fall outside
their normal duties and require the possession of specific skills and competencies,
we consider that payment of an ad hoc allowance to the officers concerned is
justified.
Recommendation 9
20.36
~ 135 ~
20.
HRDC 1
HRDC 2
HRDC 3
HRDC 4
HRDC 5
HRDC 6
HRDC 7
HRDC 8
HRDC 9
~ 136 ~
20.
HRDC 10
HRDC 11
HRDC 12
HRDC 13
HRDC 14
HRDC 15
HRDC 16
HRDC 17
HRDC 18
HRDC 19
~ 137 ~
20.
HRDC 20
HRDC 21
HRDC 22
HRDC 23
HRDC 24
HRDC 25
HRDC 26
Rs 101000
Deputy Director
HRDC 27
Rs 110000
Director
~ 138 ~
21.
Irrigation Authority
IRRIGATION AUTHORITY
21.1
The Irrigation Authority (IA) is established as a parastatal body under the provision
of the Irrigation Authority Act No. 39 of 1978 and operates under the aegis of the
Ministry of Agro-Industry and Food Security.
21.2
21.3
The overall objects of the Authority are, among others, to study the development of
irrigation; implement and manage irrigation projects in every irrigation area and to
do all other acts incidental thereto; and undertake research into the optimum use of
water.
21.4
The activities of the Authority are carried out under the following Units/Departments
namely: Internal Audit; Irrigation Planning; Construction and Supervision; Operation
and Maintenance; Administrative and Accounts.
21.5
In the context of the present review exercise, representations have been made for
the creation of grades at different levels of operations; change in appellation to
better reflect the duties; upgrading of salary and qualification at various levels and
restyling of grades to allow the organisation to deliver its services efficiently and
effectively. There was also request for training to update knowledge and develop
skills in the new systems of irrigation. We have examined all the proposals,
apprised both Management and Staff Associations on issues that could not be
retained as well as other representations that need to be studied further, and are
making appropriate recommendations.
It has been submitted that the grades of Principal Engineer (Civil/Mechanical) and
Supervisor (Civil Works) be restyled to Principal Engineer (Operation and
Maintenance) and Supervisor (Maintenance Works) respectively to better reflect the
duties being performed. We are agreeable to this request and are making
appropriate recommendations to this effect.
Recommendation 1
21.7
~ 139 ~
Irrigation Authority
Recommendation 2
21.9
21.
IRRIGATION AUTHORITY
SALARY SCHEDULE
IA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
IA 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Tradesmans Assistant
IA 3
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Irrigueur (Roster)
IA 4
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
IA 5
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
IA 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
Pump Operator
IA 7
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21475
Senior Office Attendant
~ 140 ~
21.
IA 8
Irrigation Authority
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Field Supervisor
IA 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
Field Supervisor(Roster)
Electrician
Mechanic
Painter
Pipe Fitter
Welder
Vulcaniser
IA 10
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephonist
IA 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Vehicle Controller
IA 12
IA 13
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
27850
Assistant Supervisor (Irrigation) (Roster)
IA 14
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Assistant Stores Officer
IA 15
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
~ 141 ~
21.
IA 16
Irrigation Authority
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Technical Assistant
Technical Assistant (Electromechanical)
IA 17
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
IA 18
IA 19
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Supervisor (Maintenance Works)
formerly Supervisor (Civil Works)
IA 20
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Senior Word Processing Operator
IA 21
IA 22
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
IA 23
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer
Executive Officer (Personal to incumbents in post as at 31.12.15)
Purchasing and Supply Officer (from former Development Works
Corporation)
Stores Officer (Personal)
IA 24
~ 142 ~
21.
IA 25
Irrigation Authority
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 32500 x 925 35275
Field Officer/Senior Field Officer
formerly Field Officer
IA 26
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Technical Design Officer
IA 27
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Social Facilitator
IA 28
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer
IA 29
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
IA 30
IA 31
IA 32
IA 33
~ 143 ~
21.
IA 34
Irrigation Authority
IA 35
IA 36
IA 37
IA 38
IA 39
IA 40
IA 41
IA 42
~ 144 ~
21.
IA 43
Irrigation Authority
IA 44
IA 45
IA 46
IA 47
IA 48
IA 49
Rs 110000
General Manager
~ 145 ~
Irrigation Authority
~ 146 ~
22.
22.1
The mission of the Islamic Cultural Centre (ICC) is to serve the varied cultural and
artistic needs of the Muslim Community of Mauritius and to promote awareness and
appreciation of islamic history and cultural heritage to the Mauritian Society.
22.2
22.3
As the ICC has not responded to any of our Circulars nor has made any submission
in the context of this review, we are maintaining the present structure and revising
the salaries.
22.
ICC 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
Office Attendant
ICC 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Driver/Office Attendant
ICC 3
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker (Multi-skilled)
ICC 4
Rs 13970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Receptionist/Word Processing Operator
ICC 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
Library Clerk
ICC 6
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
~ 147 ~
22.
ICC 7
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Officer (Personal)
Hadj/Programme Officer
ICC 8
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
ICC 9
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x 1525
42325
Secretary/Treasurer
ICC 10 :
~ 148 ~
23.
23.1
23.2
The functions of the Law Reform Commission, as a specialist law reform agency,
are to review in a systematic way the laws of Mauritius; make recommendations for
its reform and development; and ensure that the laws are as understandable and
accessible as are practicable.
23.3
The Commission envisions to be an efficient and effective law reform agency which
would ensure that laws are responsive to the needs of the society, reflect best
international practices and are in conformity with our international obligations.
23.4
23.5
At present, the LRC has a three-level structure comprising the grades of Law
Reform Officer, Senior Law Reform Officer and Principal Law Reform Officer for its
research functions and is supported by staff of the General Services.
23.6
23.7
Since the present organisational set-up is delivering efficiently upon its mandate, in
this Report we are bringing no change to the existing structure.
23.
LRC 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 22575
Driver/Office Attendant
LRC 2
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (LRC)
~ 149 ~
23.
LRC 3
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
34350
Senior Officer (Personal)
LRC 4
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925 3712 x 1225 38350
Confidential Secretary
LRC 5
LRC 6
LRC 7
LRC 8
LRC 9
LRC 10
Rs 110000
Chief Executive Officer
~ 150 ~
24.
24.1
Le Morne Heritage Trust Fund was established in May 2004 under the Le Morne
Heritage Trust Fund Act. Its main objectives comprise, among others, the
promotion of Le Morne as a national, regional and international memorial site;
preservation and promotion of the historical, cultural, environmental and ecological
aspects of Le Morne; encouragement of research and support projects and
publications related to slavery and marronage; and the collection, publication and
dissemination of information pertaining to the history of slavery and marronage.
24.2
The Le Morne Cultural Landscape was inscribed on the United Nations Educational,
Scientific and Cultural Organisation World Heritage list on 10 July 2008, to
represent symbolically a place of resistance to slavery and the determination of
slaves to acquire freedom. As such, one of the Funds major aim is to preserve,
safeguard and manage the landscape so that it can be used in a wise and
sustainable manner, without compromising its authenticity and integrity.
24.3
24.4
24.7
Incumbent would be required to, among others, develop and coordinate marketing
policies and strategies; develop and coordinate the marketing activities and
programmes related to the visitor management and the promotion of the Le Morne
Cultural Landscape, UNESCO World Heritage site; create, enhance and sustain
awareness of Le Morne Cultural Landscape, UNESCO World Heritage Site in the
~ 151 ~
Pay Review 2016
media towards local and foreign communities; and assist in the planning, promotion
and execution of special events and activities.
Accounting Technician (New Grade)
Recommendation 4
24.8
24.9
Incumbent would be required to, inter alia, be in charge of the Finance department;
establish, manage and monitor financial reporting system; set up and maintain
system to monitor transactions carried out; prepare budget plans and cash flows;
prepare and submit regular financial reports on income expenditure trends; attend
to audit queries on financial issues; and keep accounting records and books of
accounts.
Recommendation 5
24.10
24.12
Incumbent would be required to, among others, maintain, repair and administer the
computer system, including all peripherals; provide general technical guidance and
support to end users; devise appropriate systems of security in relation to hardware
and software; maintain an overview of the implementation of the Boards ICT policy;
diagnose problems related to internet access in Boards and taking remedial action;
and provide support to staff in the use of ICT.
Clerk Assistant
24.13
Management has submitted that the grade of Clerk Assistant no longer fits in the
organisations structure. We are, therefore, making the grade evanescent and
granting a personal salary to incumbent in post as at 31 December 2015.
~ 152 ~
Recommendation 6
24.14
24.
MHTF 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
MHTF 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19575
Security Guard
MHTF 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
Driver
MHTF 4 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Clerk Assistant (Personal to officers in post as at 31 December 2015)
MHTF 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
Heritage Guide
MHTF 6
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Conservation Officer
MHTF 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
MHTF 8
MHTF 9
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
ICT Technician (New Grade)
Site Officer
~ 153 ~
24.
MHTF 10 :
MHTF 11 :
MHTF 12 :
MHTF 13 :
MHTF 14 :
Rs 95000
Director
~ 154 ~
25.
25.1
The Mahatma Gandhi Institute (MGI) was set up under the MGI Act No. 64 of 1970
(subsequently amended in 2002) with the main objectives of establishing, as a
tribute to Mahatma Gandhi, a centre of studies of Indian Culture and Traditions and
to promote education and culture generally.
25.2
It provides both secondary and tertiary education. The secondary and prevocational educations are provided through six secondary schools and the
Gandhian Basic School respectively. Tertiary education and research activities are
dispensed through five schools namely School of Indian Studies; School of
Indological Studies; School of Performing Arts; School of Fine Arts; and School of
Mauritian and Area Studies.
25.3
Besides academic curriculum, MGI also lays a lot of emphasis on values and
gandhian philosophy with a view to developing the competencies, skills and
aptitudes of the students. It organises various activities such as drama, public
speaking, sports, projects and promotes exchange programmes with secondary
schools in India and United Kingdom. Hence the Institute is working towards the
advancement of both education and propagating culture at national, regional and
international levels.
25.4
25.5
In the context of this review exercise, both Management and staff side have made
representations for the creation of levels, restyling of existing grades, alignment of
salaries, provision of duty free facilities, review of allowances payable to Head of
School and Head of Department, and review of conditions of service.
25.6
During consultations, parties were apprised that grades are normally created on the
basis of functional needs and the onus rests upon the Council. However, grades
which are urgently required by the organisation, could be graded by the Bureau on
an ad hoc basis well before and even after the publication of the Report, once the
parent Ministry conveys its approval and the proposed schemes of service are in
order. Both parties were informed that the Bureau would not accede to requests for
restyling where it is found to have grading implications and/or no nexus with the
duties and responsibilities associated with the posts. As regards alignment of
salaries, parties were made aware that this would be examined by the Bureau on
~ 155 ~
the basis of its job evaluation schemes. On the issue of conditions of service,
parties were signalled that these would be looked at holistically except for specific
ones which are being considered/addressed by the Bureau.
25.7
For this review exercise, we are consolidating the structure with the creation of the
grades of Senior Computer Laboratory Attendant and School Superintendent
respectively. We are equally replicating recommendations in respect of incremental
movement in the master salary scale for graduate professionals who are stagnating
on their top salary. To address issues relating to HR, it is recommended that
Management should carry out a Human Resource Planning exercise.
Representations have been received for the creation of a level to supervise the
work of Computer Laboratory Attendants as well as to exert control and discipline
among them. To enable the organisation to make effective use of resources and to
monitor and supervise the activities of the Computer Laboratory Attendants, we are
recommending accordingly.
Recommendation 1
25.9
25.10
~ 156 ~
Recommendation 2
25.12
25.13
25.14
As per the existing provision, graduates and professionals stagnating on their top
salary are allowed to move incrementally in the master salary scale so as to ensure
that the remuneration package of incumbents with relevant experience in the public
service is competitive. However, the grant of the additional increment is linked to
more stringent performance criteria so as to bring about a performance oriented
culture. We are replicating this special provision for graduates and professionals for
ease of application.
Recommendation 3
25.16
(ii)
~ 157 ~
Recommendation 4
25.18
(ii)
The existing provision for the grant of additional increments to Academics below the
level of Professor who have improved their qualifications and achieved within their
academic field is being maintained.
Recommendation 5
25.20
25.21
For the purpose of implementation of the above paragraph, the new salary point
reached by virtue of the provision made at paragraph 10.40 of Volume 1 of this
Report shall be deemed to be the new top salary.
Educator (Secondary)
25.22
At present, there are certain specific recommendations for the grade of Educator
(Secondary) in the Ministry of Education and Human Resources, Tertiary Education
and Scientific Research which are equally applicable for Educators (Secondary) at
~ 158 ~
the MGI. We are, while maintaining the existing provisions, revising the salary
points.
Recommendation 6
25.23
We recommend that:
(i)
(ii)
(iii)
(iv)
(v)
25.25
Recommendation 7
25.26
We recommend that:
(i)
(ii)
(b)
The present provision stipulating that the duties of Head, Department of Creativity
and Performance should be assigned to a member of academic staff of an
appropriate level to be determined by the MGI Council, on a rotational basis, is
being maintained.
Discipline
25.28
Discipline within the school compound should be the concern of each and every
member of the staff including the academics. Every member should participate
actively to continuously maintain the highest level of discipline at school. They
should act proactively and collectively to restore discipline immediately in situation
of unruliness and disorderliness.
Members of the teaching profession are refunded their unutilised casual leave up to
a maximum of 10 days at the rate of 1/88 of their monthly salary in the
corresponding year. We are, in this Report, improving the existing provision in line
with what obtains in the Ministry of Education and Human Resources, Tertiary
Education and Scientific Research.
Recommendation 8
25.30
~ 160 ~
Vacation Leave
25.31
Recommendation 9
25.32
(a)
We recommend that the present vacation leave earning rate and ceiling
for teaching staff should be in accordance with the provisions at
Chapter 18 of Volume 1 of this Report.
(b)
(c)
(i)
(ii)
who have not taken the annual vacation leave during term time in
a calendar year may be allowed to accumulate up to 50% of the
annual vacation leave entitlement, over and above the leave
ceiling annually, subject to a maximum not exceeding half the
normal maximum accumulated vacation leave entitled to.
However, officers who have already exceeded half the normal
maximum accumulated vacation leave entitlement as at date of
implementation of the Report, should retain same on a personal
basis. Such leave may be taken as leave prior to retirement.
Should the services of the officers be required during their preretirement leave, they will be refunded, at the time of retirement,
at the rate of 1/30 of the last monthly salary per day for
accumulated vacation leave not taken.
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
(d)
for any other case, (a) once for officers reckoning less than 20
years service and (b) not more than twice for those reckoning
over 20 years service inclusive of (a).
25.33
The term immediate member of the family, for the purpose of the foregoing
paragraph is deemed to mean the officers father, mother, brother, sister,
spouse and children.
25.34
Political Activities
25.35
At present, full-time academic and non-academic staff of the Institute are not
allowed to participate in active politics as involvement therein disrupts the proper
functioning of the organisation. This provision, being a main clause in the
contract of employment of the staff, is being maintained.
Abolition of Grades
25.36
Recommendation 10
25.37
25.
MGI 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MGI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
~ 162 ~
25.
MGI 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
MGI 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
Guest House Attendant
Museum Attendant
Office Attendant
Workshop Assistant
MGI 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MGI 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Mason
Painter
Plumber and Pipe Fitter
MGI 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
Senior/Head Workshop Assistant
MGI 8
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
23975
Head Gardener
MGI 9
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
MGI 10
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Clerk Assistant
~ 163 ~
25.
MGI 11
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975 QB 24750 x 775
27075
Assistant Technician (Printing)
MGI 12
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Computer Laboratory Attendant
Laboratory Attendant
MGI 13
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Overseer
MGI 14
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
Word Processing Operator (Oriental Language)
MGI 15
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Archives Officer
Clerical Officer/Higher Clerical Officer
Library Clerk
MGI 16
MGI 17
MGI 18
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Senior Word Processing Operator
MGI 19
~ 164 ~
25.
MGI 20
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
MGI 21
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal)
Stores Officer (Personal)
MGI 22
MGI 23
MGI 24
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Performing Artiste
MGI 25
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Assistant Instructor (Personal)
MGI 26
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Technician
MGI 27
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
35275 QB 36200 x 925 37125 x 1225 38350
Assistant Editor
MGI 28
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Usher/Senior Usher
MGI 29
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
~ 165 ~
25.
MGI 30
MGI 31
MGI 32
MGI 33
MGI 34
MGI 35
MGI 36
MGI 37
MGI 38
~ 166 ~
25.
MGI 39
MGI 40
MGI 41
MGI 42
MGI 43
MGI 44
MGI 45
MGI 46
MGI 47
MGI 48
25.
MGI 49
MGI 50
MGI 51
MGI 52
MGI 53
Rs 101000
Professor
MGI 54
Rs 102500
Director (Mahatma Gandhi Institute)
Director (Schooling) (MGI/RTI)
MGI 55
Rs 116000
Director General (MGI/RTI)
~ 168 ~
26.
26.1
The Malcolm de Chazal Trust Fund is established under the Malcolm de Chazal
Trust Fund Act of 2002 as a body corporate. Its objects are to preserve the
collection of the work of Malcolm de Chazal as part of the Mauritian cultural
heritage; promote a greater understanding and dissemination of his works and
ideas nationally and internationally; and encourage the expression of the Mauritian
creative genius in the philosophical, literacy, artistic and other related domains.
26.2
26.3
We are, therefore, maintaining the grade of Coordinator and revising its salary
scale.
26.
MCTF 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Co-ordinator
~ 169 ~
~ 170 ~
27.
27.1
27.2
Its functions, among others, are: to manage the financial and other resources of the
fund; give loans or financial assistance to workers of the manufacturing sector; and
finance all such things as appear requisite and advantageous for or in connection
with the advancement and promotion of the social and economic welfare of workers,
their spouses and children.
27.3
The General Manager is responsible for the execution of the policy of the Board and
for the control and management of the day-to-day business of the Fund. He is
assisted in the dispatch of the services by the Programme Coordinator, Secretary,
officers of the General Services grades and other supporting staff.
27.4
In the context of this review and during consultation, management requested for the
creation of grades; abolition of the grade of Internal Auditor (Personal) and
upgrading of salaries.
27.5
After carefully examining the submissions, we are, in this Report not bringing any
major change in the existing structure except for the creation of a grade of IT Officer
and abolition of the grade of Computer Support Officer
It has been represented that the Fund is investing in its IT infrastructure which is in
the process of being re-engineered. Consequently, there is need for a professional
level to be responsible for all the IT aspects of the organisation.
Recommendation 1
27.7
27.8
Incumbent should, inter alia, be responsible, among others, for all work relating to
Information Technology, including coordination and management of projects;
preparation, updating and implementation of IT Plans; preparation and appraisal of
tenders for hardware and software; establishment of software and data security
procedures to protect confidentiality of the Fund.
~ 171 ~
Abolition of Grade
27.9
Management has submitted that the grade of Computer Support Officer is currently
vacant and does not meet the functional requirements of the organisation.
Furthermore, with the creation of the grade of IT Officer, the grade of Computer
Support Officer would no longer be required and it is, therefore, being abolished.
Recommendation 2
27.10
27.
MSWWF 1
MSWWF 2
MSWWF 3
MSWWF 4
MSWWF 5
MSWWF 6
MSWWF 7
~ 172 ~
27.
MSWWF 8
MSWWF 9
MSWWF 10 :
MSWWF 11 :
MSWWF 12 :
MSWWF 13 :
MSWWF 14 :
MSWWF 15 :
MSWWF 16 :
MSWWF 17 :
Rs 95000
General Manager
~ 173 ~
~ 174 ~
28.
28.1
The Mauritian Cultural Centre Trust (MCCT) was established in 2001 with a view to
promoting Mauritian Culture and the development of a plural Mauritian Cultural
identity. It also aims to identify, develop and perpetuate Mauritian Cultural heritage
inclusive of oral traditions and folk arts; showcase Mauritian Culture Worldwide, set
up a Mauritian Cultural troupe as well as encourage Mauritian artistic and cultural
creativity.
28.2
For the 2013 PRB Report, only the grades of Clerk/Word Processing Operator and
Driver/Office Attendant were on the establishment of the MCCT. However, as no
activities are presently being carried out, the employees in the abovementioned
grades have been redeployed to the Parent Ministry, the Ministry of Arts and
Culture.
28.3
28.
MCCT 1 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
MCCT 2 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
~ 175 ~
~ 176 ~
29.
29.1
The Mauritius Blood Service (MBS) has been established under Act No. 4 of 2010.
It operates under the aegis of the Ministry of Health and Quality of Life.
29.2
Its main objectives are to establish and operate an effective and sustainable
national blood service; promote blood donation and recruit and retain blood donors
from low risk population groups; devise, develop and determine adequate policies,
strategies and plans; and promote research and training in the field of transfusion
medicine.
29.3
The activities related to blood collection, processing and storage are performed by
the staff of the Blood Transfusion service. Pending future development, no change
is being brought to the existing arrangement.
29.
MBS 1
Rs 110000
Executive Director
~ 177 ~
~ 178 ~
30.
30.1
The MBC offers a national public broadcasting service and it operates under the
aegis of the Prime Ministers Office. The array of programmes are broadcasted in
12 languages via the 17 TV channels in Mauritius, four in Rodrigues, two in Agalega
as well as through seven Radio channels.
30.2
In the context of the Present Review, the Staff Association of the MBC (MBSSA)
was convened for a meeting at the Bureau on 05 February 2015. The Union
members stated that since a new Management has been put in place, they would
wish to discuss with the latter before submitting their proposals. So they requested
that another meeting be fixed thereafter. Eventually a second meeting with the
MBSSA was scheduled for 06 August 2015. The Union members stated that the
memorandum submitted was prepared jointly with Management. However, in the
absence of such averment from Management itself we did not make any
assumption nor did we take any decision.
30.3
During the meeting with Management on 10 September 2015, many proposals were
made and Management undertook to discuss same with the Union prior to
resubmitting it to the Bureau. When the unions representatives were ushered in
they were so informed and they concurred to such course of action.
30.4
30.5
30.6
(i)
(ii)
when the proposals were submitted at the end of January 2016, the drafting
process was almost over and we were about to move on to the editing stage
prior to the setting of salaries; and
(iii)
the views of neither the parent Ministry nor the MCSAR had been obtained
regarding the overall restructuring exercise.
Against such a background it was quasi impossible for the Bureau to come up with
a Report where all the issues would have been addressed during this short lapse of
time.
~ 179 ~
30.7
The Bureau has, therefore, with the concurrence of Management and Union jointly,
decided to publish the Report for the MBC within a period of three months as from
the date of publication of the main Report. However, the date of implementation
would still be 01 January 2016 and employees would continue drawing the Cost of
Living Allowance of Rs 250 or Rs 150 as applicable, as well as the Extra
Remuneration payable for the year 2015 in addition to their basic salary in the 2013
structure.
~ 180 ~
31.
31.1
The Mauritius Cane Industry Authority (MCIA), which operates under the aegis of
the Ministry of Agro-Industry and Food Security, was set up as a body corporate
under the Mauritius Cane Industry Authority Act No. 40 of 2011 with a view to
promoting the development of the cane sector and its clusters to meet current and
future challenges. The main objects of the Authority are to: promote and support the
sustainable development, efficiency and viability of the cane industry; formulate and
implement policies and strategies in relation thereto; and ensure its technical
progress and efficiency.
31.2
Following reforms brought in the sugar sector and the implementation of the Multi
Annual Adaptation Strategy (MAAS), the functions of the six ex-Service providing
institutions (SPIs) namely: the Cane Planters and Millers Arbitration and Control
Board; Farmers Service Corporation; Mauritius Sugar Authority (MSA); Mauritius
Sugar Industry Research Institute (MSIRI); Mauritius Sugar Terminal Corporation
(MSTC); and Sugar Planters Mechanical Pool Corporation, have been taken over
by the MCIA. Moreover, following a Government decision, the Authority has been
entrusted the additional responsibility of overseeing the activities of the ex-Bagged
Sugar Storage and Distribution Co. Ltd.
31.3
31.4
The Bureau wishes to highlight that in the context of the 2013 PRB Report,
employees of the defunct institutions were provided their revised personal salaries
save for the ex-MSIRI and ex-MSA which were not governed by the terms and
conditions of the PRB as they were operating along private lines. To this effect,
following a Cabinet decision the PRB was appointed to act as an independent
Salary Commission with the following Terms of Reference:
31.5
(i)
(ii)
The Commission published its Report in March 2015 to the satisfaction of all parties
concerned. Consequently, an Implementation Committee was set up under the
~ 181 ~
The Ministry of Agro-Industry and Food Security has recently apprised the Bureau
that the Ministry has agreed to allow all employees of the ex-MSIRI opting to join
the PRB to draw their converted salary, including increments for the year 2013,
2014 and 2015. The Bureau has further been requested to consider providing
personal salaries to employees of the ex-MSIRI and to address genuine anomalies
following the Salary Commissions Report as well as make recommendations on
specific conditions of service for the smooth conduct of research work.
31.7
It is worth mentioning here that the above request is not receivable as it does not fit
into the framework of the Bureau. We are, therefore, recommending that this
issue should be dealt with administratively.
31.8
In the context of this Report, Management and Staff Associations have apprised
that while the defunct institutions have retained their core activities, their staff size
was pruned by almost 50%. Employees are now required to perform diverse tasks,
at times not falling within their normal duties. Management has equally informed
that further to a Government decision, the Mauritius Sugarcane Industry Research
Institute (MSIRI) would no longer operate under the purview of the MCIA once the
MCIA Act is amended.
31.9
31.10
~ 182 ~
It is also to be noted that following the integration of the ex- Bagged Sugar Storage
and Distribution Co. Ltd into the MCIA, Management submitted proposed schemes
of service in respect of grades obtainable at the former organisation for salary
grading purposes. Whilst studying the structure, we have observed that the majority
of these grades as well as the salaries granted do not fit in the Bureaus framework
as the organisation was not governed by PRBs recommendations. Under this set
up, the integration of these grades into our structure and the revision of salaries
would require an in-depth study and a complex lengthy exercise. In this
perspective, we deem it more appropriate to conduct same on an ad hoc
basis, the moreso, employees are due for a salary revision in July 2016, as
per a private consultants Report.
31.13
Both Management and Staff Associations have requested for a Directorate structure
at the AMU with a view to facilitating its autonomy in effecting transactions and
operations. In addition, a reinforcement at operational levels has been demanded
along with the payment of a few allowances and a restyling of certain job titles.
31.14
After duly examining the proposals, we consider that the structure of the AMU
should be reinforced to enable it to better achieve its objectives. We are, therefore,
making appropriate recommendations to that end.
~ 183 ~
31.16
Incumbent would be required, inter alia, to: advise the CEO on matters pertaining to
the Unit and ensure that targets and objectives set are met within the approved time
frame; ensure compliance with existing legislations relating to the MCIA; and
organise and/or advise on appropriate training courses for subordinate staff.
31.18
Incumbent would be required, inter alia, to : operate any machine and/or drive any
vehicle of the Authority as instructed by the supervising officers; perform
mechanical land preparation tasks; report and be responsible to the senior officers
for the upkeep of machinery, equipment, caravan, etc.; refuel, lubricate and carry
out such other duties pertaining to the machines; and coach, guide and train
employees under his supervision.
31.20
Incumbent would be required, inter alia, to: perform repairs, major overhauling,
maintenance and servicing on all type of tractors, mechanical equipment, support
~ 184 ~
vehicles, among others; assist and be responsible to the supervising officer for the
proper operation and maintenance of all tractors, equipment, vehicles and tools;
support, supervise and direct the works of mechanics and provide necessary
training; write simple factual reports; and identify replacement parts required and
make requests to the supervising officer.
Multi-Skilled Tradesman (New Grade)
31.21
Both Management and Union members have submitted that the services of different
Tradesmen (Mechanic, Welder, Electrician, Fitter, Panel Beater and
Turner/Machinist) are required in fields for the repair of tractors and other
equipment. In this context, request has been made for the creation of a polyvalent
grade to perform duties related to more than one trade.
31.22
We consider that this practice would increase efficiency and improve service
delivery whilst allowing the organisation to gainfully utilise available resources. We
are, therefore, providing for a grade of Multi-Skilled Tradesman.
Recommendation 4
31.23
31.24
Incumbent would be required, inter alia, to: drive the Authoritys vehicles; identify
mechanical defects and carry out repairs, maintenance, servicing and overhaul of
equipment, vehicles and machines of the Authority; recondition parts and rebuilding
of implements, involving fitting and soldering works; and identify electrical defects
and carry out electrical works on all vehicles and agricultural machines of the
Authority.
Restyling of Grades
31.25
Management has submitted that the present job appellation of the grade of Field
Manager does not reflect the duties performed by the incumbent given that he is
responsible for mechanical land preparation works including planning of tractor
allocations. Request has, therefore, been made to restyle the grade to a more
appropriate job appellation. The Bureau has equally been apprised that with the
restyling of the grade of Field Manager, there is also need to restyle the grade of
Field Superintendent and Field Officer/Senior Field Officer (Agricultural
Mechanisation) for the sake of harmonisation in the cadre.
31.26
Recommendation 5
31.27
To
Field Manager
Operations Manager
Mechanisation)
(Agricultural
Field Superintendent
Operations
Superintendent
(Agricultural Mechanisation)
In line with our general philosophy of providing enhanced career earnings to officers
of the technical cadre who are required to provide support to officers in professional
grades where the scope of promotion is limited, we are making a provision allowing
incumbents to move beyond their top salary. We believe that this measure would
act as a motivation factor, the moreso the organisation is making optimal use of the
skills and knowledge of these officers.
Recommendation 6
31.29
(ii)
(iii)
~ 186 ~
the same breath, we believe that it would be fair to extend the same provision to
incumbents in the grade of Workshop/Vehicle/Machinery Attendant.
Recommendation 7
31.31
31.32
The Control and Arbitration Department (CAD) has taken over the activities of the
former Cane Planters and Millers Arbitration and Control Board following reforms in
the sugar sector. It is mainly responsible for controlling the milling activities,
arbitration of disputes among millers, planters and other stakeholders and
determining the quantum of sugar and by-products accruing to producers. The
Department is headed by a Director who is assisted in his daily activities by the
Manager, Cane Payment and other professionals.
31.33
The main representations made by the staff side and Management include the
creation of a grade of Lead Sugar Technologist, restoration of the on-call allowance
previously being granted to officers of the ex-Control Board, grant of a crop season
allowance, and strengthening of the structure at operational level. We have duly
examined the proposals and only those deem meritorious have been considered.
Representations have been made to the effect that the Manager, Cane Payment is
responsible to assist the Director, Control and Arbitration Department in the day-today administration of the department and also deputise for the Director in his
absence. In this respect, request has been made to restyle the grade to a better job
title which would reflect the true nature of duties performed and responsibilities
devolving upon the incumbent. We view that the proposal is fully substantiated and
are, therefore, restyling the grade.
Recommendation 8
31.35
31.36
Management has submitted that as per the present arrangement during crop
season, the department is manned mainly by officers from the Ministry of AgroIndustry and Food Security. However, this practice is found to be unsuitable as it
~ 187 ~
Pay Review 2016
may lead to staffing difficulties in the future. Moreover, with the implementation of
the new cane testing system by the Infracana Cane Analyser, the nature of work at
the CAD requires full-time employees. In view thereof, request has been made for
the creation of appropriate grades and levels to enable the department to
adequately discharge its functions. We are agreeable to the proposals and are
accordingly making appropriate recommendations.
Area Superintendent (New Grade)
Recommendation 9
31.37
31.38
Incumbent would be responsible, inter alia, for: the testing, verification and control
of machines and peripherals used for the weighing of cane, sugar and other related
products; the control of cane weighing; carrying out investigations concerning the
delimitation of factory areas and their sub-regions; dealing with disputes among
planters and millers and exercising general supervision over the laboratories of the
Control and Arbitration Department.
31.40
Incumbent would be required, inter alia, to: perform technical duties in connection
with cane testing and related products; control weighbridge and milling activities;
attend to grievances and/or complaints from planters and other stakeholders; and
assist supervising officers in the performance of their duties.
~ 188 ~
31.42
Incumbent would be required, inter alia, to: collect cane and juice samples, using
core samplers or other sampling equipment, collect and label sample tickets;
transport samples to laboratory; prepare samples by use of shredders and subsampling; carry out weighing operations under supervision; and help Senior Test
Chemists (Personal) and Principal Test Chemists (Personal) in any other related
duties.
Representations have been made from Staff Associations to merge the grades of
Senior Test Chemist (Personal) and Principal Test Chemist (Personal) in view of
considerable overlapping of duties and lack of promotion prospect.
31.44
We have studied the request and consider that there is need for a supervisory level
such that the grades cannot be merged. We are, however, providing for another
mechanism to compensate officers in the grade of Senior Test Chemist (Personal)
in line with our general philosophy favouring career earnings and for shouldering
higher responsibilities.
Recommendation 12
31.45
31.46
(ii)
31.47
31.48
31.50
Management and Staff Associations have submitted that with the phasing out of the
grade of LAMU/Nursery Coordinator in the context of the sugar sector reforms, a
few of its duties have been entrusted to officers in the grade of Technical
Assistant/Senior Technical Assistant. In this context, request has been made for a
review of the scheme of service of the grade of Technical Assistant/Senior
Technical Assistant to include the duties of the evanescent grade of LAMU/Nursery
Coordinator.
31.51
Recommendation 13
31.52
31.53
During consultation, the Bureau has been apprised that further to the restructuring
exercise, Managers, Extension and Training Centre have been assigned additional
duties owing to the setting up of various projects and the abolition of the former
grade of Training Manager at the ex-Farmers Service Corporation. In this respect,
we have been requested to revise the salary of the grade.
~ 190 ~
31.55
After duly examining the request, we hold the considered view that it would be more
appropriate for Management to review the duties of the grade, taking into
consideration the new duties being performed by incumbents. In the same
vein, the establishment size of Manager, Extension and Training Centre
should be increased for a better delivery of service.
MAURITIUS SUGARCANE INDUSTRY RESEARCH INSTITUTE
31.56
31.57
The Bureau has received numerous representations mainly from the staff side.
However, we observed that most of the issues could be addressed administratively,
especially those relating to the grant of allowances which were being paid at the
former MSIRI and to the review of duties. Other requests were mainly geared
towards the restyling and merging of grades and upgrading of salaries. We have
acceded to proposals which have been fully substantiated.
31.59
Management has submitted that officers in the technical cadre should be given the
opportunity to join the professional cadre in an attempt to make effective and
judicious use of their work experience. In this perspective, request has been made
to review the scheme of service of the grade of Research Officer/Senior Research
Officer to which the Bureau subscribes.
31.60
Recommendation 14
31.61
Recommendation 15
31.63
Restyling of Grades
31.64
Representations have been obtained from both Management and Union members
that a few grades should be restyled in line with the level of duties being carried out
by incumbents.
31.65
We have studied the request in line with our general philosophy favouring career
earnings and responsibilities currently devolving upon incumbents. We consider
that there is full justification in the proposal made.
We are, therefore,
recommending accordingly.
Recommendation 16
31.66
To
and Scientific Information and Publication
Officer/Senior Scientific Information
and Publication Officer
and Mechanical Workshop and Transport
Officer/Senior Mechanical Workshop and
Transport Officer
~ 192 ~
31.67
The Bureau has further been informed that there is no clear demarcation between
the duties of the grades of General Worker/Field Worker and General
Worker/Gardener. In this perspective, union members have requested for a proper
restyling of the grades, the moreso, the same qualification is required.
31.68
After examining the issue in-depth, we view that there is merit in the case. We are,
therefore, merging the two grades under a new appellation.
Recommendation 17
31.69
31.70
Staff Associations have equally represented that there exists a major overlapping of
duties between the grades of Attendant (Office/Lab/Field/Mess) and Senior
Attendant (Office/Lab/Field/Mess) whereby incumbents in these grades are required
to perform multi-functional duties. To this end, request has been made to merge
the two grades under a new appellation of Research Attendant.
31.71
We have examined the representations and consider that there is merit in the
proposal. However, we are providing for another appellation in view of the
multifunctional nature of the duties performed.
Recommendation 18
31.72
31.73
We further recommend that the scheme of service for the grade of General
Attendant should include duties related to office, laboratory, field and mess.
SUGAR STORAGE AND HANDLING UNIT
31.74
The Sugar Storage and Handling Unit (SSHU) of the MCIA is responsible for the
storage, handling and export of sugar. It is also involved in the reception of nonoriginating sugar for refining purposes. Following the integration of the ex-Bagged
Sugar Storage and Distribution (BSSD) Co. Ltd. into the MCIA, the functions of the
SSHU have been enlarged to include warehousing and distribution of bagged sugar
produced locally for both the local and export markets. At present, a Technical
Manager is at the head of the Unit. Officers in professional, technical and manual
grades provide support to Management.
31.75
review upward salaries. After duly examining all the requests only those proved
fully justifiable have been acceded to.
Director, Sugar Storage and Handling Unit (New Grade)
31.76
In view of the expanded role of the SSHU, Management has submitted that there is
need for a Director to oversee its proper functioning. We have examined the request
and are agreeable to the proposal in view of enhancing service delivery. We are,
therefore, making an appropriate recommendation to that end.
Recommendation 19
31.77
31.78
Incumbent would be responsible for the management and control of all activities at
the SSHU and would be required, inter alia, to: provide technical direction, guidance
and assistance to subordinate staff; exercise surveillance of the operation and
maintenance of the department; formulate and maintain administrative procedures
for the staff under his supervision; and prepare reports and recommendations on
the operations, maintenance and development of the Department.
31.80
We have examined the request and consider that there is merit in the case. We
are, therefore, making appropriate recommendations to that end.
~ 194 ~
Recommendation 20
31.81
To
31.82
31.83
31.84
~ 195 ~
the setting up of the MCIA, incumbents had the opportunity to be promoted to the
grade of Engineer and were providing technical assistance to the latter.
31.86
Whilst studying the proposal, the Bureau has examined the duties of the grades.
We have observed that the nature and level of these duties do not warrant
candidates to imperatively possess a Degree in the field. However, we do
acknowledge the additional contribution that may be brought during the
performance of these duties by officers possessing a relevant Degree. In this
perspective, we are allowing this category of officers to move beyond their top
salary, in line with our general policy of rewarding incumbents in technical grades
providing direct support to professionals.
Recommendation 21
31.87
31.88
(ii)
(iii)
Management has also requested for the creation of a grade of Manager to oversee
the activities of ex-BSSD which have been regrouped under the SSHU. We have
been apprised that at present a Technical Manager is overseeing the activities of
the SSHU as well as those of the ex-BSSD. We view that given an exercise
regarding the integration of the grades of ex-BSSD into our framework as well as
salary revision would be conducted on an ad hoc basis, it would be more
appropriate to consider this request at a later stage. Meanwhile, the present
arrangements may continue to prevail. However, we also view Management
should consider the advisability of granting an allowance to the Technical
Manager for shouldering the additional responsibilities in connection with the
ex-BSSD.
At present, there are two officers in post in the grade of Analyst at the Policy and
Planning Unit. Management has submitted that the duties performed by each
officer are completely different. While one is required to look after issues relating to
~ 196 ~
sugar and the environment, the other has to perform duties related to field and land
development. In this respect, the Bureau has been requested to create a grade of
Policy Analyst/Senior Policy Analyst in the respective fields.
31.90
Whilst examining the duties, we have noted that their nature is the same with the
only difference in the area of operation. We have further observed that the level of
duties actually performed is not in consonance with the salary recommended.
Against this background and taking into account the policy of the Bureau regarding
delayering, we deem it more appropriate to maintain a single generic appellation
which would reflect the level of responsibilities shouldered by incumbents.
Recommendation 22
31.91
31.92
The Bureau has taken into consideration the duties presently devolving upon
incumbents in arriving at the recommended salary of the grade.
The Bureau has been requested to restyle the grade of Field Officer as incumbent
performs duties related to the supervision and follow-up of projects of the sugar
industry. Given that his current job appellation is not commensurate with the duties
performed, we are agreeable to the proposal.
Recommendation 23
31.94
The newly created Air Pollution and Monitoring Unit is responsible to monitor the
gaseous emissions by the sugar industry and other sectors of the economy and the
quality of air surrounding an activity in accordance with the regulations of the
Environment Protection Act. In order to enable the Unit to effectively and efficiently
discharge its functions, creation of appropriate levels have been requested, to which
the Bureau subscribes. We are, therefore, making appropriate recommendations to
that end.
~ 197 ~
Incumbent would be responsible for the smooth operation of the air quality
monitoring system and carry out tests as per standard procedures and would be
required, inter alia, to: prepare the annual air monitoring work plan and programme;
carry out tests at any time given that a number of industries, including sugar
factories operate round the clock; prepare a maintenance schedule of the whole air
monitoring system; and prepare and submit air pollution test reports and interview
results.
31.99
Incumbent would be required, inter alia, to: assist in the smooth operation of the Air
Quality Monitoring System and carry out tests on site and in the laboratory; carry
out normal duties of environment quality monitoring; assist in the preparation of brief
reports on the status of equipment; assist in the preparation of a maintenance
schedule of the mobile trailers; and ensure that the equipment are in good operating
conditions at all times.
~ 198 ~
Recommendation 26
31.102 We recommend the creation of a grade of Human Resource Management
Officer. Appointment thereto, should be made by selection from among
candidates possessing a Degree in Human Resource Management or
Personnel Management or Management with specialisation in Human
Resource Management or an equivalent qualification acceptable to the Board
and reckoning at least four years post qualification experience in Human
Resource Management.
31.103 Incumbent would be required, inter alia, to: collect and provide sound information to
policy makers for evolving HR policies and practices; assist in carrying out studies
and research work in problem areas; carry out Training Needs Analysis and to
assist in the development of training plans; attend and/or act as Secretary to
Committees whenever required; and formulate and implement Human Resource
policies and procedures to be applied in the Authority.
Human Resource Officer/Senior Human Resource Officer
formerly Human Resource Officer
Recommendation 27
31.104 We recommend that the grade of Human Resource Officer be restyled Human
Resource Officer/Senior Human Resource Officer.
31.105 We further recommend that officers in the grade of Human Resource
Officer/Senior Human Resource Officer formerly Human Resource Officer
possessing a Diploma in Human Resource Management or a Diploma in
Human Resource Management as a major component or an equivalent
qualification should be allowed to move incrementally in the Master Salary
Scale up to salary point Rs 42325 provided that they:
(i)
(ii)
(iii)
Finance Division
31.106 At present, the Finance Division is headed by a Manager, Finance. Officers in the
grades of Senior Accounts Officer, Accounts Officer, Assistant Financial Officer and
Accounts Clerk provide support services.
31.107 Management has submitted that given the MCIA is involved in voluminous and
complex financial transactions of different nature, the Manager, Finance requires
the assistance of professionals in this field. The Bureau has equally been apprised
that there is a major overlapping of duties and responsibilities amongst the grades
of Senior Accounts Officer, Accounts Officer, Assistant Financial Officer and
~ 199 ~
Accounts Clerk. In view thereof and to ensure that the Finance Division is manned
by versatile staff, proposal has been made for the creation of a grade of Financial
Officer/Senior Financial Officer against abolition of these grades.
31.108 We have carried out an in-depth study of the representations and observed that
there is a significant overlapping of duties among the different grades. We,
therefore, view that it would be more appropriate to create a standard Financial
Officer cadre in line with what obtains in the Civil Service and with our philosophy
favouring flatter structures. Moreover, to facilitate transition, to the extent it is
possible, we are making necessary provision for officers in the various grades to
integrate the new structure. We also consider that there is need for a professional
grade to oversee the core functions of the Finance Division. To this end, we are
making appropriate recommendations.
Accountant (New Grade)
Recommendation 28
31.109 We recommend the creation of a grade of Accountant. Appointment thereto,
should be made by selection from among candidates who are members of
one of the following bodies:
(i)
(ii)
(iii)
(iv)
(v)
(vi)
~ 200 ~
(b)
(c)
31.114 We also recommend that the grade of Accounts Officer be restyled Financial
Officer/Senior Financial Officer.
Principal Financial Officer (New Grade)
Recommendation 30
31.115 We recommend the creation of a grade of Principal Financial Officer.
Appointment thereto, should be made by promotion, on the basis of
experience and merit, of officers in the grade of Financial Officer/Senior
Financial Officer who reckon at least two years service in a substantive
capacity and who possess the Diploma in Public Financial Management and
Accounting or a Diploma in Accountancy or an equivalent qualification
acceptable to the Board.
31.116 Incumbent would be required, inter alia to: assist and advise on matters related to
financial operations and management and transactions; ensure that financial,
procurement and other relevant legislations and regulations are understood,
correctly applied and fully complied; and prepare and submit financial statements/
returns.
31.117 We also recommend that the grade of Senior Accounts Officer be restyled
Principal Financial Officer.
~ 201 ~
Accounts Clerk
Recommendation 31
31.118 We recommend that the grade of Accounts Clerk be restyled Assistant
Financial Officer.
Procurement and Supply Cadre
31.119 At present, a Stores Superintendent is responsible to look after the day-to-day
running of the Procurement and Supply Unit. He is assisted by officers in the
grades of Procurement and Supply Officer and Assistant Procurement and Supply
Officer. Management has submitted that in view of the increasing work load and
level of transactions, coupled with growing responsibilities at the MCIA, there is a
strong need to consolidate the structure of the procurement and supply cadre in
compliance with the Public Procurement Act 2006 and Regulations 2008. To this
end, request has been made for a complete alignment of the procurement and
supply cadre with what obtains in the Civil Service.
31.120 We consider that the request is not fully substantiated as the existing structure is
appropriate to enable the Procurement and Supply Unit to deliver an effective and
efficient service. We are, however, restyling the grade of Procurement and Supply
Officer to Procurement and Supply Officer/Senior Procurement and Supply Officer
in line with the duties and responsibilities devolving upon incumbents. We are
making recommendations in that direction.
Procurement and Supply Officer/Senior Procurement and Supply Officer
formerly Procurement and Supply Officer
Recommendation 32
31.121 We recommend that the grade of Procurement and Supply Officer be restyled
Procurement and Supply Officer/Senior Procurement and Supply Officer.
31.122 We further recommend that incumbents in the grade of Procurement and
Supply Officer/Senior Procurement and Supply Officer, formerly Procurement
and Supply Officer, possessing a Diploma in Purchasing and Supply
Management or an equivalent qualification should be allowed to move
incrementally in the Master Salary Scale up to salary point Rs 42325,
provided they:
(i)
(ii)
~ 202 ~
(ii)
(iii)
~ 203 ~
(ii)
Amount (Rs)
830
1135
~ 204 ~
1260
1500
31.132 We further recommend that officers in the grades of Senior Test Chemist
(Personal) and Principal Test Chemist (Personal) and Technical Officer/Senior
Technical Officer (Control and Arbitration) should be paid a monthly
allowance equivalent to one increment at the initial of their respective salary
scale for working on a roster basis during crop season.
Bad Road Allowance
31.133 At present, officers who regularly use their cars for official travelling on bad roads or
their 4 x 4 or 2 x 4 vehicles or auto/motorcycles in the performance of their duties on
bad roads are paid a monthly bad road allowance. We are maintaining this
provision.
Recommendation 37
31.134 We recommend that a Bad Road Allowance should be paid as hereunder:
(i)
Rs 1575 monthly to officers who regularly use their cars for official
travelling in the performance of their duties;
(ii)
(iii)
~ 205 ~
Driving Allowance
31.137 Officers in the Tradesman grade who effectively drive the organisations vehicles to
site of works are presently paid a daily driving allowance. We are maintaining this
provision.
Recommendation 39
31.138 We recommend that an allowance of Rs 150 per day should be paid to
Tradesmen who are required to drive the organisations vehicles to their
respective site of work in the performance of their duties.
Allowance to Clerical Officers and Management Support Officers
Recommendation 40
31.139 We recommend that officers in the grades of Clerical Officer and Management
Support Officer who are required to collect and bank money should be paid
an allowance of Rs 40 daily.
Allowance for performing duties of Sprayer Operator
Recommendation 41
31.140 We recommend that a responsibility allowance computed on a daily basis
should be paid to General Workers whenever they are required to perform the
duties of the grade of Sprayer Operator.
Allowances for Extra Hours of Work
31.141 During crop season, officers in the grades of Engineer/Senior Engineer (Electrical);
Terminal Operations and Maintenance Officer (Electrical), Terminal Operations and
Maintenance Officer (Mechanical) and Terminal Cleaning and Maintenance Officer
(Civil) who are required to put in additional hours of work during emergencies and
for carrying out repairs during weekends and public holidays are paid an allowance.
We are maintaining this provision.
Recommendation 42
31.142 We recommend that officers in the grades listed below should be paid a
monthly allowance, for putting in extra hours of work during the crop season,
as hereunder:
Grade
Rs/month
3325
~ 206 ~
2600
31.143 We also recommend that officers who are required to supervise the arrival
and departure of employees 15 minutes prior to the start of operations at the
Sugar Storage and Handling Unit and after the closure time throughout the
year, should be paid an allowance of Rs 1425.
Allowance for attending duties at 4.45 a.m. during the Crop Season
31.144
At present, officers of the Terminal Operator cadre are called upon to attend duty
at 4.45 a.m. on a roster basis by their own means of transport during the crop
season against payment of a monthly allowance. We are maintaining this
provision.
Recommendation 43
31.145
Allowance
Rs/per month
2300
1500
Recommendation 44
31.147
Recommendation 45
31.149
Recommendation 46
31.151
Allowances for Cleaning of Receiving Station, Conveyor Galleries and Ship Loader,
etc., at night during Crop Season
31.152
Recommendation 47
31.153
~ 208 ~
where the total distance covered on days the employees attend the
Sugar Storage and Handling Unit is up to 400 km over a month, the
whole distance covered should be computed at Rs 2.65 and Rs 3.25
per km for autocycles and motorcycles respectively; and
(ii)
where the total distance covered on days the employees attend the
Sugar Storage and Handling Unit is more than 400 km over a month,
refund of mileage should be computed at the rate of Rs 2.65/Rs 3.25
for the first 400 km and Rs 1.90/Rs 2.35 for mileage in excess of 400
km for autocycles and motorcycles respectively;
whichever is appropriate
OR
be refunded travelling expenses at bus fares, whichever is higher.
Other Allowances
31.155
The Bureau has been apprised that in addition to the allowances recommended in
the PRB Report, there are other allowances which certain officers and employees
of the MCIA were drawing at their former institutions. To this end, request has
been made to make provision for the payment of these allowances in this Report.
31.156
We have examined the proposals and observed that the context in which these
allowances have been granted may not be the same today under the MCIA.
Furthermore, the rationale and justification for the grant of these allowances are
unknown to the Bureau given that the organisations concerned operated along
private lines. Against this background, we are not in a position to make firm
recommendations in that respect.
31.157
Recommendation 49
31.158
31.
MCIA 1
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
MCIA 2 :
Sanitary Attendant
Terminal Attendant
MCIA 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Workshop/Vehicle/Machinery Attendant
MCIA 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
General Worker/Field Worker/Gardener
formerly General Worker/Field Worker
General Worker/Gardener
Office Attendant
Senior General Worker/Field Worker (Personal)
Terminal Attendant/Gardener
MCIA 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Sampler (New Grade)
Toolskeeper
MCIA 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Driver/Handy Worker
Driver/Messenger
MCIA 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor
MCIA 8
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
General Attendant
formerly Attendant (Office/Lab/Field/Mess)
Senior Attendant (Office/Lab/Field/Mess)
~ 210 ~
31.
MCIA 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Assistant Time Keeper
Electrician
Fitter
Mechanic
Panel Beater
Turner/Machinist
Welder
Tradesman
MCIA 10 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
MCIA 11 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Radio/Telephone Operator/Receptionist
MCIA 12 :
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Agricultural Machinery Operator
Multi-Skilled Tradesman (New Grade)
MCIA 13 :
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Operator (Personal)
MCIA 14 :
Rs 14875 x 275 - 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver, Heavy Mechanical Unit
Farm Machinery Operator (Personal)
MCIA 15 :
MCIA 16 :
~ 211 ~
31.
MCIA 17 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Assistant Stores Officer (Personal)
MCIA 18 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 28625
Head, Agricultural Machinery Operator (New Grade)
MCIA 19 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
MCIA 20 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer (New Grade)
MCIA 21 :
MCIA 22 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 31725
Terminal Operator (Civil)
formerly Terminal Operator Grade I (Civil)
Terminal Operator Grade II (Civil)
MCIA 23 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Assistant Field Officer
Technical Assistant (Air Monitoring) (New Grade)
MCIA 24 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 31725 QB 32500
Terminal Operator (Electrical)
formerly Terminal Operator Grade I (Electrical)
Terminal Operator Grade II (Electrical)
Terminal Operator (Mechanical)
formerly Terminal Operator Grade I (Mechanical)
Terminal Operator Grade II (Mechanical)
MCIA 25 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Clerk/Senior Clerk (Personal)
~ 212 ~
31.
MCIA 26 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Computer Support Officer
MCIA 27 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
MCIA 28 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Officer
Assistant Financial Officer
formerly Accounts Clerk
Assistant Procurement and Supply Officer
Executive Assistant (Personal)
Executive Officer (Personal)
MCIA 29 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
34350 QB 35275
Senior Terminal Operator (Electrical)
Senior Terminal Operator (Mechanical)
MCIA 30 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 36200
Technical Assistant/Senior Technical Assistant
Technical Assistant/Senior Technical Assistant (Research)
formerly Technical Assistant (Research)
Senior Technical Assistant (Research)
MCIA 31 :
MCIA 32 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MCIA 33 :
MCIA 34 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 40800
Internal Control Officer/Senior Internal Control Officer
formerly Internal Control Officer
~ 213 ~
31.
MCIA 35 :
MCIA 36 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Administrative Assistant
Supervisor (Sugar Industry Project)
formerly Field Officer
IT Technician
Safety and Health Officer/Senior Safety and Health Officer
MCIA 37 :
MCIA 38 :
MCIA 39 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 48425
Mechanical Workshop & Transport Officer /Senior Mechanical Workshop &
Transport Officer
formerly Mechanical Workshop & Transport Officer
Operations Officer (Agricultural Mechanisation)
formerly Field Officer/Senior Field Officer (Agricultural Mechanisation)
Technical and Mechanical Officer/Senior Technical and Mechanical Officer
Technical Officer/Senior Technical Officer (Control and Arbitration) (New
Grade)
MCIA 40 :
MCIA 41 :
~ 214 ~
31.
MCIA 42 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 48425 QB 49950 x 1625 54825
Technical Officer/Senior Technical Officer (Extension)
Technical Officer/Senior Technical Officer (Research)
MCIA 43 :
MCIA 44 :
MCIA 45 :
MCIA 46 :
MCIA 47 :
MCIA 48 :
MCIA 49 :
~ 215 ~
31.
MCIA 50 :
MCIA 51 :
MCIA 52 :
MCIA 53 :
MCIA 54 :
MCIA 55 :
MCIA 56 :
MCIA 57 :
~ 216 ~
31.
MCIA 58 :
Rs 101000
Director, Agricultural Mechanisation Unit (New Grade)
Director, Control and Arbitration Department
Director, Farmers Service Agency
Director, MSIRI
Director, Sugar Storage and Handling Unit (New Grade)
MCIA 59 :
Rs 113000
Chief Executive Officer
ExFARMERS SERVICE CORPORATION
SALARY SCHEDULE
All salaries are personal to holders of the post
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x
1225 40800 x 1525 42325
Ex-FSC 1 :
Ex-FSC 3 :
Rs 101000
General Manager (Personal)
~ 217 ~
~ 218 ~
32.
32.1
32.2
32.3
The Director, who is the principal academic and administrative officer, is responsible
for the day-to-day management. He is supported by two Deputy Directors, an
Administrative/Deputy Secretary, a Secretary, other officers of the technical section
and staff of the General Services Cadre.
32.4
In the context of this review, both staff side and Management informed that the
Office of the Public Sector Governance had, at the request of Government, carried
out a study on the restructuring of the MES and submitted its recommendations
which have been approved by Cabinet at its meeting on Friday 09 January 2015.
However, in view of the complexity and scope of the restructuring exercise, the
Board of MES and Management thought it wise that an in-depth study should be
carried out first by an external Consultant to ensure a smooth implementation.
32.5
During consultations, management was apprised that grades which are urgently
required would be graded by the Bureau on an ad hoc basis well before and even
after the publication of this Report, once the parent Ministry conveys its approval on
the proposed schemes of service.
32.6
Taking into consideration the structural adjustments at the Syndicate, we are in this
Report not bringing any change to the existing structures. We are, however,
recommending the conduct of an HR Audit to identify additional HR
requirements and to prompt appropriate remedial measures.
Allowance
32.7
At present, the Confidential Secretary attached to the office of the Director, MES, is
called upon to work regularly over and above the normal working hours. She is
exceptionally paid a monthly ad hoc allowance along the same lines as Confidential
Secretary posted with Ministers, Parliamentary Private Secretaries, officers of the
~ 219 ~
level of Permanent Secretary and above and the Cabinets Office. We are
maintaining this provision.
32.
MES 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MES 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
MES 3
Rs 17375
Safety and Health Officer (Part time)
MES 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
MES 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Examinations Attendant
MES 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Senior Gardener
MES 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MES 8
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Binder
Handy Worker/Tradesman
MES 9
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
~ 220 ~
32.
MES 10
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
25525
Senior Examinations Attendant
MES 11
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Assistant Stores Officer (Personal)
MES 12
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Technical Assistant (Electrical Installation and Maintenance)
Technical Assistant (Practical Examinations)
Technical Assistant (Printing)
Technical Assistant (Computer)
MES 13
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
Examinations Clerk
MES 14
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30175
Security Officer
MES 15
MES 16
MES 17
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer
Data Processing Assistant
Examinations Assistant
Stores Officer (Personal)
MES 18
~ 221 ~
32.
MES 19
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MES 20
MES 21
MES 22
MES 23
MES 24
MES 25
MES 26
MES 27
MES 28
~ 222 ~
32.
MES 29
MES 30
MES 31
MES 32
MES 33
MES 34
MES 35
MES 36
MES 37
MES 38
MES 39
Rs 98000
Deputy Director
MES 40
Rs 110000
Director
~ 223 ~
~ 224 ~
33.
33.1
The Mauritius Ex-Services Trust Fund (MESTF) was set up under Act No. 6 of 2000
and operates under the aegis of the Ministry of Finance and Economic
Development. Its objects are to: provide financial assistance to ex-servicemen;
provide assistance to ex-servicemen associations represented on the Board; and
advance and promote the general welfare of ex-servicemen.
33.2
The MESTF provides financial assistance through a monthly pension to about 2000
registered ex-servicemen and 5000 widows of ex-servicemen including registered
ex-servicemen and widows of ex-servicemen in Rodrigues. In addition, a funeral
grant is paid to their heirs or widow at the time of their demise. In pursuance of its
objects, the Trust Fund carries out welfare activities under various schemes
consisting of domiciliary visits to bedridden ex-servicemen, centenarian birthday
celebrations, Poppy Day Appeal and Remembrance Day. The Trust Fund also
receives grant from the St Dunstan Charity found in the United Kingdom to provide
financial assistance in the form of a monthly pension to the blind ex-servicemen.
33.3
The Trust Fund has embarked on an ambitious project for the creation of a museum
for the ex-servicemen where the contribution of about 37000 Mauritians enrolled in
the British Army during the Second World War would be put on record. It has
enlisted the participation and assistance (financial and technical) of the United
Kingdom through the Royal Commonwealth Ex-Services League.
33.4
The MESTF is administered and managed by the Board. The Secretary serves the
Board and is supported in the day-to-day administration by officers in the Finance,
Administrative and General Services cadre.
33.5
In the context of this Report, Management has submitted that the Secretary has
been entrusted with higher responsibilities as head of the Trust Fund, whereby he is
responsible for the overall management of the MESTF and is required among
others, to implement policies, schemes, projects for the welfare of ex-servicemen in
general as approved by the Board. He is also responsible for the management and
optimisation of the financial and other resources of the Trust Fund to further the
social and economic welfare of ex-servicemen. Besides acting as the Secretary of
the Board, he is also responsible for the keeping of all books, records and minutes
of proceedings, prepare and submit Financial Statements and Annual Reports for
approval by the Board and advise the Board on the financial transactions and
formulation of budgets.
33.6
The Bureau has taken into account the higher responsibilities being shouldered by
the Secretary in arriving at the recommended salary of the grade and in the same
vein, we are reviewing its qualification requirements. As regards the organisation
structure, we consider it appropriate and are, therefore, maintaining it.
~ 225 ~
Secretary
Recommendation
33.7
33.
MESTF 1 :
MESTF 2
MESTF 3 :
MESTF 4 :
MESTF 5 :
MESTF 6
~ 226 ~
34.
34.1
34.2
The mission of the Mauritius Film Development Corporation is to develop the image
industry by creating opportunities in all relevant fields.
34.3
The objectives of the MFDC are, among others, to import, export, exhibit and
produce films; establish relationship with foreign and international persons or bodies
for the promotion of film activities; promote the holding of film show festivals to cater
for the cultural and linguistic needs of the people of Mauritius; give such assistance,
financial or otherwise, as the Board may determine to persons or bodies engaged in
the production or exhibition of films; and give shooting authorisation to local and
foreign crews.
34.4
At present, the functions of the Corporation are carried out by the three departments
namely: Finance, Administration and Human Resource; Project and Programme;
and Production.
34.5
During consultations, Management has apprised the Bureau that one of the items
mentioned in the Government Programme is to review the functions of the MFDC.
Consequently, the objectives and functions of the MFDC are being reviewed and
the present MFDC Act dated 1986 would be revamped and replaced by a new
Legislation. For this Report, we are making appropriate recommendations in line
with the submissions from Management in the present context.
Presently, the Corporation does not have staff specifically for procurement. The
Finance Section assumes the responsibility of procurement. In order to have a
better control and segregation of duties, there is need for a level to be responsible
for all procurement and supply functions in line with the established procedure. We
are making provision for a level to maintain a proper Store Management System.
Recommendation 1
34.7
34.8
Incumbent in the grade of Procurement and Supply Officer would be required to,
among others, be responsible for the procurement and supply division; prepare and
finalise tender documents as per the prevailing rules and regulations; effect
~ 227 ~
Management has submitted that with the expanded activities of the MFDC in
production of films, documentations, serials and audiovisual productions, there is
need for Technicians with specific skills to service the production unit. We are
making provision for the grades of Technician (Light and Sound) and Technician
(Camera) to enable the organisation to enhance its service delivery.
Recommendation 2
34.10
34.11
Incumbent in the grade of Technician (Light and Sound) would be required to,
among others, operate shooting light and sound; maintain and repair audio-visual
equipment, overhead projections and slide projectors; carry out regular checks and
ensure that all equipment are safe for operation and safely installed; assist in the
preparation of technical tender documents; set up and operate sound equipment,
lighting equipment and giant screens; be responsible for the programming of
computerised lighting
console and automated projectors, designing and
configurating stage lighting and sound photos; and prepare a maintenance schedule
for lighting, sound and power control equipment.
Recommendation 3
34.12
~ 228 ~
34.13
General Manager
formerly Director
34.14
34.
MFDC 1 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker (Lay Services)
MFDC 2 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard (on shift)
MFDC 3 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Handy Worker
MFDC 4 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 26300
Technician/Driver
MFDC 5 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
Word Processing Operator/Receptionist
MFDC 6 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
Technician (Camera) (New Grade)
~ 229 ~
34.
MFDC 7 :
MFDC 8 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
MFDC 9 :
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 32500 x 925 34350
Technician (Light and Sound) (New Grade)
MFDC 10 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MFDC 11 :
MFDC 12 :
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 43850
Audiovisual Officer
IT Support Officer
Project and Programme Officer
MFDC 13 :
MFDC 14 :
MFDC 15 :
Rs 86000
General Manager
formerly Director
~ 230 ~
35.
35.1
Since its inception as a body corporate in 1973, the three pillars on which the
Mauritius Institute of Education (MIE) stands are educational research, curriculum
development and Teacher Education. As an important arm of the Ministry of
Education & Human Resources, Tertiary Education and Scientific Research, the
MIE plays a crucial role in enlarging the effective functioning of the education
system. It also supports the Ministry in strategic plan concerning the aspects of
curriculum framework development for the Early Childhood Care and Education and
primary sector; Training for staff of secondary education; ICT in Education; and
School Staff Development.
35.2
35.3
With development in the country, particularly in the education sector, the activities of
the MIE have expanded and it is offering courses on a distance learning mode. In
this context it has set up the Centre for Open and Distance Learning.
35.4
The overall responsibility of the MIE rests upon the Director who is assisted by
academics as well as non-academics. While the core activities are carried out
through the various schools and departments, each under the responsibility of a
Head who is an academic, the non-academics perform support functions. We
consider that the present set up is adequate for the MIE to meet its objectives.
35.5
For this Report, all the representations received from the Unions and Management
were discussed with parties and where it was not technically advisable to accede to
their requests, they were so apprised and provided with the necessary explanations.
We are reinforcing the present structure and maintaining other benefits.
At present the Drivers of the organisation are called upon to drive the 28 seater-bus
for the conveyance of students to attend courses at different places and for any
other related activities. It has been represented that more buses would be
purchased in the future and there is need of a dedicated grade to drive these buses.
Recommendation 1
35.7
the MIE who possess the Certificate of Primary Education and a valid driving
licence to drive cars, vans, lorry (up to 5 tons) and bus.
35.8
Incumbent would be required, among others, to: drive buses, lorries and vehicles
above 5 tons; cars, vans, as and when required; carry out simple
checks/maintenance tasks including, inter alia, checking of radiator or overflow tank
for water level and filling up with water; checking of engine oil pump and topping up
and checking of fluid levels of brake master cylinder and clutch master cylinder and
topping up, if necessary.
There are eight Graphic Designers who assist academics in producing educational
and multi-media teaching materials; create, design and produce publications (News
letters, Brochures, Manuals, Journals and other academic materials); carry out
research and investigate work related to graphics and develop multi-media
instructional materials. These officers report to an officer in the grade of Senior
Technician. We are providing a higher level for unity in command to monitor,
coordinate, supervise and manage their work.
Recommendation 2
35.10
35.11
Incumbent would be required, among others, to: plan, organise, supervise and
monitor the work of Graphic Designers.
35.13
We are maintaining this provision and in line with what obtains in the Civil Service,
we recommend that officers who have acquired experience of at least 15 years in
the relevant field, be allowed to proceed incrementally beyond the Qualification Bar
provided in the salary scale.
~ 232 ~
Academics occupying the position of Head of School and Head of Department are
paid a monthly allowance of Rs 1830 and Rs 1525 respectively. In the context of
this review, we are maintaining the quantum thereof.
Academic Achievement
35.15
As per the existing provision, graduates and professionals stagnating on their top
salary are allowed to move incrementally in the master salary scale so as to ensure
that the remuneration package of incumbents with relevant experience in the public
service is competitive. However, the grant of the additional increment is linked to
more stringent performance criteria so as to bring about a performance oriented
culture. We are replicating this special provision for graduates and professionals for
ease of application.
Recommendation 3
35.17
Demands have been made in the context of this Report to allow Confidential
Secretaries possessing the Advanced Secretarial Course to move by one increment
beyond the top salary of the grade, similar to their counterparts in the Civil Service.
For the sake of harmonisation on what obtains in the Civil Service, we recommend
accordingly.
~ 233 ~
Recommendation 4
35.19
(ii)
General Worker
35.20
While conducting job interviews at the Bureau, incumbents in the grade of General
Worker reported that they are regularly called upon to cumulate the duties of the
grade of Office Attendant without any extra remuneration. Management acceded
that these General Workers indeed are performing work outside the scheme of
service. We are hence, making an appropriate recommendation.
Recommendation 5
35.21
Sabbatical Leave
35.22
Political Achievement
35.23
Employee participation in active politics may disrupt the proper functioning of the
organisation. We are, therefore, maintaining the provision that full time
employees of the MIE should not be allowed to participate in active politics.
~ 234 ~
35.
MIE 1
Rs 8820 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17375
General Worker
MIE 2
Rs 11200 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
Stores Attendant
MIE 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
MIE 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
Library Attendant
Office Attendant
MIE 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Senior Gardener
MIE 6
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21475
Senior Library Attendant
MIE 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Messenger
Printing Assistant (Personal)
Technical Attendant
MIE 8
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Binder
Handy Worker (Multi Skilled)
Cabinet Maker/Carpenter
Electrician
Painter
~ 235 ~
35.
MIE 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
MIE 10
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
MIE 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Heavy Vehicle) (New Grade)
MIE 12
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Technical Attendant (Personal)
formerly Laboratory Attendant
Resources Centre Attendant
Workshop Attendant
(in post as at 30.06.93)
MIE 13
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975 QB 24750 x 775
27075
Assistant Technician (Printing)
MIE 14
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
MIE 15
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
Clerk/Word Processing Operator
MIE 16
MIE 17
~ 236 ~
35.
MIE 18
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Library Clerk/Senior Library Clerk
MIE 19
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
MIE 20
MIE 21
Rs 17375 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Educational Data Assistant
MIE 22
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MIE 23
MIE 24
MIE 25
MIE 26
~ 237 ~
35.
MIE 27
MIE 28
MIE 29
MIE 30
MIE 31
MIE 32
MIE 33
MIE 34
MIE 35
MIE 36
~ 238 ~
35.
MIE 37
MIE 38
MIE 39
MIE 40
MIE 41
MIE 42
MIE 43
Rs 101000
Professor
Deputy Director
MIE 44
Rs 110000
Director
~ 239 ~
~ 240 ~
36.
36.1
36.2
The Institute organises its activities under four functional units namely: Training;
Research; Media; and Administrative. Each unit has its own specificity and
contribution towards the achievement of the Institutes mission. MIH conducts
courses, holds examinations and grants certificates, diplomas and awards by either
acting on its own or jointly with any other educational institution.
36.3
The overall responsibility of the MIH befalls the Executive Director who maintains
and promotes the proper administration of the Institute. He is assisted by a
complement of staff comprising professionals, technical and general services
grades.
36.4
In the context of this Review, both Management and staff side have requested for
the creation of additional levels; alignment of salaries; restyling of grades;
restructuring of the Training Unit as well as the Research Unit; payment of extra
duty allowance; and enhanced conditions of service.
36.5
During consultations, both parties were apprised that creation of new grades
depends on the functional and operational needs of the organisation and normally
the onus rests with the Board. It was, however, highlighted that grades which are
urgently required, could be graded by the Bureau on an ad hoc basis provided the
established procedure has been followed. In regard to alignment of salaries, parties
were informed that such requests are examined taking into consideration, among
others, the qualification requirement, nature of duties, level of operation and
responsibility.
On the issue of Conditions of Service including extra duty
allowances, both Management and the staff side were apprised that except for
specific ones, general conditions would be dealt with holistically after analysing
submissions from all stakeholders. Due explanation was given for request that
could not be attended.
36.6
We are, in this Report, maintaining the present structure, providing for movement in
the master salary scale for the grades of Executive Assistant and Training Manager
and revising the allowances payable to Training Managers. Moreover, to address
existing HR problems in the organisation, we recommend that Management
~ 241 ~
should conduct a Human Resource Planning exercise, to identify the need for
additional HR requirements and to prompt appropriate remedial measures.
Executive Assistant former Development Works Corporation
36.7
Recommendation 1
36.8
Training Manager
36.9
As per the existing provision, the Training Managers, after drawing top salary of
Rs 77000 are allowed to proceed incrementally in the master salary scale up to
salary point of Rs 83000 subject to performance criteria. We are maintaining this
provision and revising the salary point.
Recommendation 2
36.10
(ii)
Training Managers, who are members of the medical profession, are granted a
yearly Book Allowance for the purchase of medical books and a monthly Special
Medical Service Allowance for not being allowed the privilege of private practice in
line with what obtains at the Ministry of Health and Quality of Life. We are
maintaining this provision and revising the quantum of the allowances.
~ 242 ~
Recommendation 3
36.12
We recommend that the Book Allowance and the Special Medical Service
Allowance payable to the Training Manager be revised as follows:
Allowance
Existing Quantum
Book Allowance
Rs 13200 annually
36.
Revised Quantum
Rs 13500 annually
MIH 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MIH 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
Handy Worker (Personal)
formerly Handy Worker (Office Attendant) (NTFCH)
MIH 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Cook
MIH 4
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21475
Senior Office Attendant
MIH 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MIH 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
~ 243 ~
36.
MIH 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Clerical Assistant (Personal)
formerly Clerical Assistant (NTFCH)
MIH 8
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
Word Processing Operator (Personal)
formerly Word Processing Operator (NTFCH)
MIH 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal)
Clerk/Word Processing Operator
MIH 10
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Senior Word Processing Operator
MIH 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Executive Assistant (Ex DWC) (Personal)
MIH 12
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
MIH 13
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Officer
Executive Assistant (Personal to officers in post as at 31.12.15)
Printing and Publishing Officer
MIH 14
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
Documentalist
MIH 15
~ 244 ~
36.
MIH 16
MIH 17
MIH 18
MIH 19
MIH 20
MIH 21
MIH 22
Rs 110000
Executive Director
~ 245 ~
~ 246 ~
37.
37.1
37.2
The objects of the MITD are, inter alia, to promote excellence in technical and
vocational education and training; promote research and enhance knowledge in
technical and vocational education and training; increase access to technical and
vocational education and training through the setting up of training centres; promote
exchange programmes and courses with other institutions in technical and
vocational education and training; and assist in the apprenticeship of persons who
are, or would be, employed in commercial, technical and vocational fields.
37.3
The Director of the MITD is the Chief Executive of the organisation and he is
responsible to the Board for the day to day management and control of its activities/
business. The functions of the Director are presently entrusted to an Officer-inCharge. He is supported by a team of technical, operational and support staff at
different levels.
37.4
In the context of this review exercise, requests were made by both Management
and the staff side for the creation and restyling of a number of grades. Management
also informed that the new organisation structure of the MITD has recently been
finalised by the Board. However, the profiles for the new grades requested were
not submitted to the Bureau for grading and for inclusion in this Report. Positions
pertaining to this new structure would, therefore, be graded by the Bureau
whenever requested, on an ad hoc basis.
37.5
We are, in this Report, maintaining the present organisation structure and other
provisions while reviewing the salary of existing grades.
(ii)
(iii)
37.
MITD 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MITD 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
Support Assistant
MITD 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
Senior Support Assistant
MITD 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant (Personal to employees in post as at 30.06.08)
Workshop Assistant (Personal to employees in post as at 30.06.08)
MITD 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20525
Driver/Messenger
MITD 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 22575
General Assistant (Personal to employees in post as at 30.06.08)
MITD 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Messenger (Personal to Driver/Messengers in post at ex-IVTB and
Ex-TSMTF as at 30.06.2008)
MITD 8
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Senior General Assistant (Personal to employees in post as at 30.06.08)
MITD 9
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
~ 248 ~
37.
MITD 10 :
MITD 11 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant (Personal to employees in post as at 30.06.08)
MITD 12 :
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator/Receptionist
MITD 13 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Technical Assistant (IT)
Technical Assistant (Maintenance)
MITD 14 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal)
Clerk/Word Processing Operator
Data Entry Operator
Library Clerk (Personal to officers in post as at 30.06.08)
Security Officer
MITD 15 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Technical Assistant (Maintenance) (Personal to incumbents in the grade of
Technical Assistant of ex-TSTMTF in post as at 30.06.08)
MITD 16 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Teacher, Basic Secondary Schools
MITD 17 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Instructor (Personal to officers in the grade of Instructor at Ex-TSMTF as at
30.06.08)
Management Support Officer (New Grade)
~ 249 ~
37.
MITD 18 :
MITD 19 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 34350
Instructor
MITD 20 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Usher (Personal to officers in post as at 30.06.08)
MITD 21 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MITD 22 :
MITD 23 :
MITD 24 :
MITD 25 :
~ 250 ~
37.
MITD 26 :
MITD 27 :
MITD 28 :
MITD 29 :
MITD 30 :
MITD 31 :
MITD 32 :
~ 251 ~
37.
MITD 33 :
MITD 34 :
MITD 35 :
MITD 36 :
MITD 37 :
MITD 38 :
~ 252 ~
37.
MITD 39 :
MITD 40 :
MITD 41 :
Rs 113000
Director
~ 253 ~
~ 254 ~
38.
38.1
The Mauritius Marathi Cultural Centre Trust (MMCCT) promotes and preserves
Marathi Arts and Culture among the diverse cultures of Mauritius through artistic and
cultural activities while nurturing creativity and innovation.
38.2
Since its inception, the MMCCT under the aegis of the Ministry of Arts and Culture,
has been actively involved in the organisation of various activities and cultural
programmes in connection with the celebration of national events linked to the Marathi
Culture, national day celebration and arrival of indentured labourers, among others. It
also organises exhibitions/talks, artistic competitions and dispenses training courses
in theatre, music, various types of folkdances of the Maharasthra, costume and make
up, Rangoli design and making and Murthi sculpturing.
38.3
The organisation structure of the MMCCT has been reinforced with the provision of
the grades of Administrative Secretary and Clerk/Word Processing Operator in the
2013 PRB Report and Management Support Officer in the EOAC Report. As the
structure is adequate to enable the MMCCT attain its objectives, we therefore do not
propose to bring any major change to it. Nevertheless, following proposals made by
Management concerning the amendment to the scheme of service of Administrative
Secretary to include duties relating to the organisation, planning and coordination of
cultural activities, programmes and projects, we have carried out an in-depth study
and we are recommending accordingly.
Administrative Secretary
38.4
Recommendation 1
38.5
We recommend that:
(i)
(ii)
~ 255 ~
These elements have been taken into consideration in arriving at the salary
recommended for the grade.
38.
MMCCT 1 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
MMCCT 2 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
MMCCT 3 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
MMCCT 4 :
MMCCT 5
~ 256 ~
39.
39.1
The Mauritius Meat Authority (MMA) operates under the aegis of the Ministry of
Agro-Industry and Food Security. It is established as a body corporate under the
Mauritius Meat Act of 1974. Its mission is to ensure the slaughter and timely
delivery of meat fit for human consumption.
39.2
The main activities at the MMA are organised under three sections: Production,
Secretariat and Administrative Services, and Finance. The different slaughter
houses at the Central Abattoir are namely: Beef, Pork, and Sheep-Goat meat. In
each slaughter house, the social, cultural and religious aspects are given a special
consideration while carrying out the slaughtering as well as for the meat delivery.
39.3
(ii)
(iii)
Slaughterman/Senior Slaughterman
formerly Slaughterman
39.5
Representations have been received that there is need for a grade at the
supervisory level to coordinate the work of the Slaughtermen. After careful
examination of the submission, it was observed that the creation of an additional
level may end up with duplication of duties. Taking into consideration the number of
employees in post in the grade of Slaughterman and the additional duties devolving
upon them, we are restyling the grade of Slaughterman and providing for an
elongated salary scale.
~ 257 ~
Recommendation 2
39.6
39.7
39.8
General Workers posted at the Abattoir are presently paid a monthly allowance of
Rs 1000 for performing specific tasks such as sorting of animals; cleaning of
bleeding area, slaughter halls, weighing rooms, cold rooms; collection and disposal
of Abattoir wastes; and assisting the Laundry Worker as and when required. There
is still need for such tasks to be undertaken by the General Workers. The
allowance is, therefore, being maintained.
Recommendation 3
39.10
Transport Management
39.11
Assistant Head Butchers are currently required to perform additional duties related
to transport management for different sections of the Abattoir against payment of a
monthly allowance of Rs 625. We are maintaining the allowance which is serving its
purpose.
Recommendation 4
39.12
~ 258 ~
Employees of the MMA starting work before 0600 hours on peak days are provided
breakfast. This arrangement should continue in view of the specificity of the
organisation.
Recommendation 5
39.14
Attendance Bonus
39.15
Recommendation 6
39.16
Plant Operator
Motor Mechanic Grade I
Electro Mechanic
Boiler Operator
Driver
Hours of Work
39.17
In order to ease the day-to-day activities of the Authority, the Management of the
MMA has adopted variable patterns of work and modes of appointment.
Recommendation 7
39.18
Health Surveillance
39.19
At the Abattoir of the MMA, employees have higher risk of contracting diseases due
to the specific working environment and it is necessary that a Health Surveillance
mechanism be set up for a close monitoring of these employees health.
~ 259 ~
Recommendation 8
39.20
We recommend that the MMA should, with the assistance of the relevant
authorities, continue to ensure that an annual health risk assessment is
carried out to identify situations where employees are exposed to noxious
substances or adverse working conditions that may impair their health and
that the employees concerned are placed under a suitable Health Surveillance
Programme.
After reaching a certain age, Meat Loader/Lorry Helpers are not able to carry heavy
weights and make great physical effort. To this end, specific recommendations were
made in the 2013 PRB and EOAC Reports regarding the redeployment and
retirement of Meat Loader/Lorry Helpers. We share the views of Management and
Unions for its continued implementation.
Recommendation 9
39.22
39.23
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MA 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700
Laundry Worker
MA 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
~ 260 ~
39.
MA 4
Rs 17330
Safety and Health Officer (Part-time)
MA 5
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
MA 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
General Purpose Handy Worker/Tradesmans Assistant
Meat Loader/Lorry Helper
Office Attendant
Stockman (Personal)
MA 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MA 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Senior Stockman (Personal)
MA 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Boiler Operator
Plant Operator
Electro-Mechanic
Motor Mechanic Grade I
MA 10
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
MA 11
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist
MA 12
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Slaughterman/Senior Slaughterman
formerly Slaughterman
~ 261 ~
39.
MA 13
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Slaughterman (Personal)
MA 14
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Meat Van)
MA 15
MA 16
MA 17
MA 18
MA 19
MA 20
MA 21
MA 22
~ 262 ~
39.
MA 23
MA 24
MA 25
MA 26
MA 27
MA 28
MA 29
MA 30
Rs 110000
General Manager
~ 263 ~
~ 264 ~
40.
40.1
Set up under the Mauritius Museums Council Act No. 3 of 2000, the Mauritius
Museums Council (MMC) operates as a body corporate under the aegis of the
Ministry of Arts and Culture. It has under its purview two National Museums, six
Specialised Museums and the Millennium Monument.
40.2
With a mission to collect, preserve and use in a sustainable manner the Mauritian
Cultural Heritage for the purpose of: developing interest and pride in; increasing
knowledge and understanding of; and promoting appreciation and respect for the
heritage throughout the Republic of Mauritius and internationally, the MMC
envisions to be a centre of excellence in the quest for and dissemination of
knowledge on the collective memory and in the preservation of the cultural and
natural heritage of the people of the country and to be a source of inspiration and
posterity.
40.3
The Director-General is responsible for the execution of the policies and decisions
of the Board and for the control and Management of the day-to-day business of the
MMC. He is supported by officers in technical and general services cadres and
employees in the manual grades.
40.4
In the context of the present review exercise, both Management and Union have
submitted that the roster pattern of work for the grades of Senior Museum
Technician (Roster), Museum Technician (Roster) and Museum Attendant (Roster)
should be abolished as all the museums are not opened to the public on a 7-day
week basis. We have analysed the request and to enable the Council to meet
effectively its operational needs, we are making the appropriate provision.
40.5
We are also, in this Report, restyling the grade of Office Attendant and abolishing
some other ones which are no longer required by the organisation.
Abolition of grades
Recommendation 1
40.6
Management has submitted that the grade of Head Office Attendant is presently
vacant and the Council no longer requires such a grade as this is impeding its
service delivery in the various Museums. Upon request, we are restyling the grade
~ 265 ~
40.9
40.
MMC 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MMC 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
MMC 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener/Nursery Attendant
Museum Attendant
MMC 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Office Attendant/Senior Office Attendant
formerly Office Attendant
MMC 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
MMC 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker (Skilled)
MMC 7
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephonist
~ 266 ~
40.
MMC 8
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant
Salesperson
MMC 9
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator (Personal)
MMC 10 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
MMC 11 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Museum Technician
MMC 12 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
MMC 13 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer
Executive Officer (Personal)
MMC 14 :
MMC 15 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MMC 16 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Museums Public Relations Officer
MMC 17 :
~ 267 ~
40.
MMC 18 :
MMC 19 :
MMC 20 :
MMC 21 :
MMC 22 :
MMC 23 :
Rs 95000
Director General
~ 268 ~
41.
41.1
41.2
41.3
The structure of the MOI comprises a Director who is the head of the organisation
and is assisted by a Deputy Director for the overall management and day-to-day
administration of the Institute. Officers in the grades of Associate Research
Scientist, Research Scientist and Principal Research Scientist provide the core
services of the Institute, namely the research functions, whereas at the technical/
supportive levels, various other grades provide for the necessary back-ups.
41.4
While maintaining the existing structure and with a view to providing a career path
for serving officers, the EOAC reviewed the qualifications requirements in the
scientific cadre, upgraded same for the grade of Public Relations Officer, and
restyled some other grades to more appropriate job appellations commensurate
with the nature of the duties devolving upon the incumbents.
41.5
The Committee also made certain specific recommendations and introduced a new
allowance for the scientific and technical staff of the Institute.
41.6
In this review exercise, we are re-engineering the existing structure through the
provision of additional grades at the professional and technical levels. We are
equally maintaining the various allowances whilst revising the quantum.
Management has apprised the Bureau that, despite the gradual growth of the MOI,
Information and Communication Technology Systems and the implementation of
new software and technologies that have taken place over the past years, the
human resource structure of the MOI IT Section has remained unchanged. The IT
Section is currently manned by an IT Officer and a Systems Administrator.
41.8
In view of the further expansion in the Institutes IT infrastructure with new projects
requiring more and more of ICT, it is proposed to reinforce the structure of the IT
Section. Considering that, as per the Ocean Economy Road Map, Marine ICT has
~ 269 ~
Pay Review 2016
been rightly figured out to be a very important component falling under the Marine
Services Cluster, we are agreeable to the above proposal and are recommending
accordingly.
Recommendation 1
41.9
41.10
The MOI, being a scientific and research institution, has a wide collection of
scientific books, scientific journals, reports, magazines and also multimedia
collections as well as a Library Software. The volume of documents, publications
as well as electronic database and reference materials necessitate the introduction
of a proper framework and new technologies for acquisition, classification,
cataloguing and computerisation. With the aim to create a proper Documentation
Centre which would cater for the research activities of the Institute, there is need for
a grade as well as trained personnel for the set up and for running the day to day
activities of the Documentation Centre. We are, therefore, making appropriate
provision.
Recommendation 2
41.12
~ 270 ~
41.13
Incumbent would, inter alia, be responsible for the administration and management
of the Documentation Unit; advise the Director of the Institute on all matters,
pertaining to the Documentation Unit; select and procure scientific reference books,
publications, and other documents for the Documentation Unit; classify, catalogue
and index scientific documentation materials, publications and research reports;
liaise with scientific oganisations, both public and private, for access to research
papers; and guide and provide assistance to users in their reading and particularly
in research and reference works.
The qualifications requirements for the grade of Public Relations Officer on the
establishment of the Mauritius Oceanography Institute has been upgraded such
that, in future, appointment thereto, should be made from among candidates
possessing a Degree in Communication Studies from a recognised institution or an
equivalent qualification acceptable to the Board.
In this Report, we are
maintaining this recommendation.
Recommendation 3
41.15
(ii)
In view of the expansion of the activities of the MOI as well as the provisions of the
Public Procurement Offices Act, there is need to create a grade of Procurement
and Supply Officer to be responsible for procurement duties.
Recommendation 4
41.17
41.18
receive materials and ensure that they comply with requisition orders and are in
good conditions; and be fully conversant with stores, financial regulations and
computer procedures.
Health and Safety Officer (Part-Time) (New Grade)
41.19
In line with the Occupational Health and Safety Act and the expansion of the
activities of the Institute, the nature of scientific work which involves laboratory
research tasks and diving activities, Management has submitted that there is need
for a grade of Health and Safety Officer who would ensure the enforcement of
Health and Safety regulations currently in force. We are agreeable to the proposal
and recommend accordingly.
Recommendation 5
41.20
We recommend the creation of the grade of Health and Safety Officer to serve
on a Part-time basis at the Mauritius Oceanography Institute. Appointment,
thereto, should be made from among holders of a Diploma in Occupational
Health and Safety of the University of Mauritius or a Diploma in Occupational
Safety and Health Management of the University of Technology, Mauritius.
41.21
The laboratory of the MOI collects samples, analyses and conducts chemical,
biological, molecular-biology and biotechnological tests. With the increase in the
workload and new responsibilities as regards such activities, there is need for a
specific grade to assume such responsibility at the laboratory. We are making the
appropriate recommendation.
Recommendation 6
41.23
~ 272 ~
41.24
The Technical Officer would, inter alia, collect samples already analysed and keep
records thereof; sort out, prepare, assemble and operate equipment used in the
laboratory and sites of work; collect, receive, label and prepare samples of various
materials in the laboratory and on sites of work; perform any test assigned by
laboratory management and all associated work; assist in keeping inventory/audits
of laboratory items; assist in the procurement of equipment, chemicals and any
other material required; and carry out first line maintenance and the general care of
laboratory equipment so as to keep them in good working condition.
Recommendation 7
41.25
41.26
Incumbent would report to the Technical Officer and would, among others, be
required to sort out, prepare, assemble and operate equipment used in the
laboratory and on sites of work; collect, receive, label and prepare samples of the
various materials in the laboratory and on sites of work; handle and record readings
on scales, gauges and other laboratory equipment; handle chemicals; and be
responsible for the general cleanliness of the laboratories and maintenance of the
equipment including greasing where necessary.
With a view to enhancing the research capabilities of the MOI, the EOAC made
provisions for a CPD scheme for the scientific cadre to develop their research skills
and competencies.
41.28
41.29
(i)
(ii)
~ 273 ~
Recommendation 8
41.30
Consultancy Services
41.31
At present, the MOI staff are allowed to provide consultancy services and the net
income there from is shared between officers involved in the provision of research
and consultancy services and the MOI in the ratio of 2:1.
Recommendation 9
41.32
We recommend that the present arrangement between the MOI staff involved
in providing consultancy services and the MOI should be maintained.
At present, staff members of the MOI holding a PhD recognised by the Institute are
granted four pensionable months of service for every three years of post-doctorate
effective service subject to a maximum of forty months.
Recommendation 10
41.34
We again recommend that the present provision for the grant of enhanced
pension benefits to PhD holders of the MOI should be maintained.
Presently scientific and technical staff who have stayed on board vessel for a period
of five consecutive days in connection with scientific operations are eligible for one
days rest.
Recommendation 11
41.36
Scientific and technical staff of the MOI who act as observers on board vessels in
connection with scientific operations are paid a sea going allowance of Rs 975 per
officer per day.
~ 274 ~
Recommendation 12
41.38
Diving Allowance
41.39
We also recommend that the Diving Allowance paid to scientific and technical
staff of the MOI be maintained at Rs 660 per dive, subject to a maximum of
Rs 9800 a month. This maximum may be reviewed by the Board of the
Mauritius Oceanography Institute based on operational requirements.
41.
MOI 1
Rs 17700
Health and Safety Officer (Part-Time) (New Grade)
MOI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
MOI 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
MOI 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant (New Grade)
MOI 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Front Desk Officer
MOI 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
MOI 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
~ 275 ~
41.
MOI 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer [Personal to officers in post as at 31.12.15]
MOI 9
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 35275
Technical Assistant/Senior Technical Assistant
MOI 10
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MOI 11
MOI 12
MOI 13
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Administrative Assistant
Technical Officer (New Grade)
MOI 14
MOI 15
MOI 16
MOI 17
~ 276 ~
41.
MOI 18
MOI 19
MOI 20
Rs 92000
Deputy Director (Personal)
MOI 21
MOI 22
Rs 119000
Director
~ 277 ~
~ 278 ~
42.
42.1
The Mauritius Qualifications Authority Act No 42 of 2001 has provided for the
establishment of the Mauritius Qualifications Authority (MQA) as a body corporate
which, at present operates under the purview of the Ministry of Education and
Human Resources, Tertiary Education and Scientific Research, with a view to
promoting valued qualifications for employability and lifelong learning. Its mission is
to continuously enhance good practices and relevant expertise to safeguard public
interest in quality education and training.
42.2
42.3
With a view to attaining its objectives as set out in the Act, the main functions of the
MQA are, among others, to register and accredit training institutions in Mauritius;
recognise and validate competencies for purposes of certification obtained outside
the formal education and training system; recognise and evaluate qualifications,
other than those obtained in the primary, secondary and post-secondary
educational sectors, for the purpose of establishing their equivalence; keep a
database of learning accounts in Mauritius; publish an annual list of registered unit
standards, qualifications and training institutions; and advise on matters pertaining
to the National Qualifications Framework (NQF).
42.4
42.5
At present, there are five divisions under which the operational activities of the MQA
devolve, namely: Corporate Services, Quality Assurance Services, Framework
Services, Qualification Evaluation Services, and Learner Attainment and Information
Services. The Corporate Services Division which encompasses both Administration
and Finance is under the responsibility of a Manager, Corporate Services whereas
the other Divisions are each headed by a Manager. The grade of Manager is a
polyvalent one and, therefore, incumbents are transferable to any other Division of
the MQA, except Corporate Services.
42.6
The MQA is managed by a Board and headed by a Director, who is the Chief
Executive Officer responsible for the execution of the policy of the Board and control
and management of the day-to-day administration of the MQA.
42.7
In the context of the present review exercise, the Management has apprised the
Bureau that since its inception, there has been no change in the organisational set
up of the Mauritius Qualifications Authority. In view of the present operational
exigencies of the MQA locally and internationally, re-engineering of the present
~ 279 ~
structure and conditions is, therefore, required to meet the new direction set for the
organisation.
42.8
In this Report, we are, therefore, making provision for the creation of a few
additional grades and restyling the grade of Library Officer to a more appropriate job
appellation commensurate with the nature of duties and level of responsibilities that
would be devolving upon the incumbent.
In view of the increasing number of legal issues usually arising at the MQA, there is
need for an officer having a legal background to assist in handling all matters having
legal implications and assist in the preparation of legislations.
We are
recommending, accordingly.
Recommendation 1
42.10
42.11
Incumbent would, among others, be required to keep a record of all legal advice
sought and received; advise on all legal issues pertaining to the functions of the
Authority; follow up on any legal dispute or litigation in which the MQA may be
involved; keep track of all legal developments in the field of Technical and
Vocational Education and Training in Mauritius; and prepare documents with
relevant persons or bodies.
The Management has submitted that in the 2013 PRB Report, a grade of Human
Resource Officer was created but the post could not be filled in view of the fact that
the MQA felt the need to have an officer at a higher level, with experience in Human
Resource procedures prevailing in the Civil Service, and who is well versed in
Industrial Relations and Labour Laws, and could deal with complex Human
Resource issues, in general. We are providing for same.
Recommendation 2
42.13
~ 280 ~
42.14
Incumbent would, inter-alia, provide advice and assistance in the design and
implementation of human resource strategies, policies and practices; deal with
matters pertaining to recruitment, selection of employees, appointments,
promotions, transfer, advertisements, interviews, retirement, and review of scheme
of service; carry out training needs analysis and assist in the formulation and
implementation of Staff Training and Development Strategies; implement and
monitor a Performance Management System. He would also be required to deal
with industrial relations and disciplinary issues, employees complaints and
grievances, and represent the Authority in industrial tribunals and courts; keep
abreast of all developments and changes in the field of Employment and Industrial
Laws and advise Management on appropriate actions to be taken thereon; assist in
the establishment, implementation, monitoring and maintenance of the Quality
Management System; and assist in carrying out the Authoritys statutory objectives
and regulatory functions.
Recommendation 3
42.16
42.17
42.18
~ 281 ~
42.
MQA 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
MQA 2
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator (New Grade)
MQA 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator/Receptionist
Clerical Officer (New Grade)
MQA 4
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
MQA 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal to officer in post as at 31.12.15)
MQA 6
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MQA 7
MQA 8
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
ICT Technician
Information and Documentation Officer
formerly Library Officer
Public Relations Officer
~ 282 ~
42.
MQA 9
MQA 10 :
MQA 11 :
MQA 12 :
MQA 13 :
MQA 14 :
MQA 15 :
MQA 16 :
Rs 95000
Deputy Director and Registrar (Personal)
MQA 17 :
MQA 18 :
Rs 110000
Director
~ 283 ~
~ 284 ~
43.
43.1
The Mauritius Research Council (MRC) established under Act No. 10 of 1992
operates under the aegis of the Ministry of Technology, Communication and
Innovation. It is the apex government organisation responsible for promoting
science, research, technology and innovation. With the MRC Amendment Act
2014, the Council is being called upon to take an even more prominent role in
contributing towards accelerating the socio-economic development of the country.
43.2
Over and above promoting and co-ordinating national investment in research, the
MRC has spearheaded a number of green-field projects on a national scale such as
Land Based Oceanic Industry, Marine Renewable Energy, Wheat Cultivation,
Seaweed Industry and Intellectual Property Rights.
43.3
Management has submitted that with its new mandate to drive research and
innovation, there is need to empower the MRC to become more efficient and
responsive. In this regard, the MRC has proposed the restyling of a few grades,
creation of levels, and reviewing the qualification requirements for the grade of
Technician/Driver. In view thereof, we are creating a few grades and revisiting the
scheme of service for the grade of Technician/Driver.
Recommendation 1
43.5
~ 285 ~
43.6
43.7
43.8
The Procurement and Supply Officer would be required, inter alia, to: organise and
manage the procurement and supply activities of the Council; be responsible for
procurement and supply storekeeping and stock control duties; prepare reports
on procurement activities and maintain contract agreements; carry out test
checks and report on discrepancy; keep and update store records; and receive
materials into stores and ensure that they comply with requisition orders and are
in good conditions.
Technician/Driver
43.9
Management has submitted that there is need to amend the scheme of service for
the grade of Technician/Driver to include a Trade Test Certificate in Electricity as an
alternative qualification to the NTC3/NC3 in Electrical Installation. The Bureau is
agreeable to the request and is recommending accordingly.
Recommendation 2
43.10
Management has further submitted to create a grade of Safety and Health Officer
on a part-time basis to advise on all matters relating to safety and health and also to
increase awareness on health at all levels within the Council.
~ 286 ~
Recommendation 3
43.12
We recommend the creation of a grade of Safety and Health Officer on a parttime basis on the establishment of the MRC. Appointment to the grade
should be made by selection from among candidates possessing a Diploma
in Occupational Health and Safety.
43.13
Incumbent would, inter alia, be required to: advise on all matters relating to safety
and health; assist in the preparation, elaboration and implementation of plans to
maintain adequate safety and health measures; ensure compliance with legislation
related to occupational safety and health; and investigate any occupational accident
and recommend on measures to prevent its occurrence.
Consultancy Services
43.14
The MRC staff are currently allowed to provide consultancy services. Net income
from the consultancy services are distributed between the consultancy team and the
MRC. This provision is being maintained.
Recommendation 4
43.15
PhD holders of the MRC are granted enhanced pension benefits similar to
academics holding PhD degree at the University of Mauritius. We are maintaining
the existing provisions.
Recommendation 5
43.17
We recommend that the MRC staff holding a PhD degree recognised by the
Council should continue to benefit from four pensionable months of service
every three years of post-doctoral effective service subject to a maximum of
40 months.
43.
MRC 1
Rs 17330
Safety and Health Officer (Part-Time) (New Grade)
MRC 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
~ 287 ~
43.
MRC 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Driver/Office Attendant
MRC 4
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Technician/Driver
MRC 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Receptionist/Word Processing Operator
MRC 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal to officers in post as at
31.12.12)
Clerk/Word Processing Operator
MRC 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
MRC 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Officer (Personal to officers in post as at 31.12.12)
Research Support Officer
MRC 9
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MRC 10
MRC 11
MRC 12
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 48425
IT Technician/Senior IT Technician
~ 288 ~
43.
MRC 13
MRC 14
MRC 15
MRC 16
MRC 17
MRC 18
Rs 101000
Head of Finance and Administration
Programme Director
MRC 19
Rs 152000
Executive Director (Personal to holder in post as at 31.12.15)
~ 289 ~
~ 290 ~
44.
44.1
Established as a corporate body under the Sports Act No. 28 of 2013, the
Mauritius Sports Council (MSC) operates under the aegis of the Ministry of
Youth and Sports. Its functions are, inter alia, to: develop and improve among
the public at large the practice of sport in conjunction with the relevant sports
organisation; foster and support the provision of facilities for sports and
encourage and support persons who carry out research and studies into matters
concerning sports and physical activities.
44.2
44.3
In line with its mission, the MSC organises every year several projects, namely:
National Sports Award; monthly Awards such as Nestle Milo Young Athlete of
the Month Award and Top Athlete of the Month Award; Candia Sports Medicine
Programme and Keep Fit with Yoplait Programme. As such, it envisions to be
the leading and privileged partner of all Sport Bodies.
44.4
44.5
At present, an officer in the grade of Sports Officer from the Ministry of Youth
and Sports has been designated as Managing Secretary and is responsible for
the control and management of the day-to-day business of the MSC. He is
supported by officers of the General Services and Manual Workers.
44.6
44.7
~ 291 ~
44.8
After examination, we are providing the revised salaries for existing grades on
its establishment. As regards, the salary gradings of new grades, these would
be provided on an ad hoc basis once the established procedure has been
followed and additional relevant information has been obtained.
44.
MSC 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
MSC 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MSC 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor
MSC 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Plumber and Pipe Fitter
formerly Plumber
MSC 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
MSC 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
~ 292 ~
45.
45.1
The Mauritius Standard Bureau (MSB), was established by the Standards Act of
1975 and it became a body corporate by virtue of the Mauritius Standards Act. It
operates under the aegis of the Ministry of Industry, Commerce and Consumer
Protection, with the mission to promote and provide market relevant standards,
metrology and internationally recognised conformity assessment services for the
business community, government and society at large. A major achievement of the
MSB is that it has pioneered ISO 9001 Certification in Mauritius and has certified
around 100 organisations both from the public and private sectors. The MSB has
been instrumental in propelling the quality standards in the public sector to increase
operational efficiency and effectiveness.
45.2
At the MSB, the core operations are run under the five main divisions, namely
Standards Development; Quality Assurance; Engineering; Chemical Logistics and
Metrology. Other sections/divisions responsible for the support services are the
Documentation and Information Centre, Administration, Human Resource,
Information Technology, Finance and Business Development.
45.3
The main representations from Unions for this Report were focussed on the
upgrading of certain existing posts. On the other hand, Management has requested
for the restyling of some grades and creation of levels in the Information Technology
Department and other sections as well. After a study of all the requests, we are
reinforcing the organisation structure and making appropriate provisions to enable
the MSB to meet its operational needs effectively and efficiently.
In order to better attain the objectives and goals of the MSB as stipulated in the new
strategic plan, Management has made submissions to restyle the grades of
Marketing Officer and Marketing Assistant presently posted in the Business
Development Division to better reflect the core duties performed by the incumbents.
The duties and qualification requirements are, however, being maintained.
Recommendation 1
45.5
~ 293 ~
Recommendation 2
45.7
(ii)
(iii)
Management has submitted that there is an organisational need for the grade Office
Management Assistant at the MSB. Given that the structure in the Administration
Section needs to be further reinforced so as to provide more general and
administrative support, we are agreeable to the Managements request.
Recommendation 3
45.9
45.10
With the coming into operation of the E-Solution in the Standards Development Unit
of the MSB, representations have been received from Management that support
staff is required to assist the IT Officer/Systems Administrator in the day-to-day
running of the IT system. Given that the MSB is increasing its services through IT,
~ 294 ~
a request has, therefore, been made for the creation of a grade of Computer
Support Officer. The Bureau is recommending accordingly.
Recommendation 4
45.12
45.13
Submissions have been made by Management of MSB to make provision for the
employment of a Maintenance Officer on a part-time basis to lead the maintenance
section. We are making appropriate recommendations to this effect.
Recommendation 5
45.15
45.16
Incumbent would be required, inter alia, to be responsible for the maintenance and
repairs of plant, furniture and equipment (laboratory and office) as well as for the
execution and supervision of Civil Engineering works; supervise control
maintenance staff, including cleaners, gardeners; and submit regular report on
maintenance activities.
Incremental Credit
45.17
The Bureau has been informed by Management that it is mandatory for Managers
to possess the Level II of Non-Destructive Testing (NDT) for which they sit for an
examination in South Africa. On completion of the courses up to Level II of NDT,
Managers performing the NDT work are granted incremental credit. We are
maintaining this provision.
~ 295 ~
Recommendation 6
45.18
45.
MSB 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
MSB 2
Rs 17330
Maintenance Officer (Part-Time) (New Grade)
Safety and Health Officer (Part-Time)
MSB 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Attendant (Personal to employees in post as at 30.06.08)
MSB 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
MSB 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephonist
MSB 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Technical Assistant
MSB 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Technical Assistant (Personal to officers in post as at 30.06.03)
Word Processing Operator (Personal to officers in post as at 30.06.08)
MSB 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal to officers in post as at
30.06.08)
Clerk/Word Processing Operator
Standards Information Clerk
~ 296 ~
45.
MSB 9
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Computer Support Officer (New Grade)
MSB 10
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Senior Word Processing Operator
MSB 11
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
MSB 12
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer
Executive Officer (Personal to officers in post as at 31.12.15)
Stores Officer (Personal)
MSB 13
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MSB 14
MSB 15
MSB 16
MSB 17
~ 297 ~
45.
MSB 18
MSB 19
MSB 20
MSB 21
MSB 22
MSB 23
MSB 24
MSB 25
MSB 26
MSB 27
Rs 110000
Director
~ 298 ~
46.
46.1
Act No. 5 of 2001 has provided for the setting up of the Mauritius Tamil Cultural
Centre Trust (MTCCT) as a body corporate. It operates under the aegis of the
Ministry of Arts and Culture.
46.2
While aiming to preserve the cultural identity and heritage through the promotion of
access to Tamil culture, the organisation envisions to make the MTCCT the cultural
centre of the region by sharing the rich and ancient Tamil cultural heritage and
promoting harmony, friendship and understanding in the Mauritian society.
46.3
With a view to attaining its main objectives as provided for in the Act, the MTCCT
provides courses in Tamil language via the internet in collaboration with the Tamil
Virtual University from India; courses in Indian classical music which are dispensed
to the general public on a part-time basis; and other part time courses like vocal
carnatic which are being run at some local outstations.
46.4
The MTCCT has so far enlisted the services of employees either on contract terms
or on part-time basis to operate the different regional centres of the Trust. At
present, the core staff on the establishment of the MTCCT comprises officers in the
grades of Administrative and Events Officer, Instructor/Performing Artist, Clerk/
Word Processing Operator, Driver/Office Attendant and Cleaner.
46.5
In the context of the present review exercise, since we have received no submission
from the MTCCT and the parent Ministry, we are maintaining the present
organisational set up which is deemed to be appropriate.
46.
MTCCT 1 :
Rs 8820 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17700
Cleaner
MTCCT 2 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
MTCCT 3 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
~ 299 ~
46.
MTCCT 4 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Instructor/Performing Artist
MTCCT 5 :
~ 300 ~
47.
47.1
The Mauritius Telugu Cultural Centre Trust (MTeCCT) has been established as a
body corporate by Act No 4 of 2001. It operates under the purview of the Ministry of
Arts and Culture for the preservation and promotion of Telugu art and culture;
promotion of the study of Telugu; collection, publication and dissemination of
information pertaining to Telugu art and culture.
47.2
47.3
The Trust is managed by a Board and the Director is the Chief Executive
responsible for the execution of the policy of the Board and for the control and
management of the day-to-day business of the centre. The post of Director has, so
far not been filled and officers of the parent Ministry are dealing with the
administrative function as well as the financial management of the Trust.
47.4
In the context of the present review exercise, the Bureau has neither received
submission from the Mauritius Telugu Cultural Centre Trust nor from the Ministry of
Arts and Culture. We are, therefore, providing the salary scales exclusively for
employees in post, while maintaining the present set up of the organisation.
47.
MTeCCT 1
MTeCCT 2
~ 301 ~
~ 302 ~
48.
48.1
48.2
The main objectives of the MTPA are to, inter alia, promote Mauritius abroad as a
tourist destination by conducting advertising campaigns and participating in Tourism
Fairs; and organise, in collaboration with the local tourism industry, promotional
campaigns and activities in Mauritius and abroad; provide information to tourists on
facilities, infrastructure and services available to them in Mauritius; and conduct
research into market trends and market opportunities and disseminate such
information and other r
48.3
48.4
The tourism industry remains one of the major pillars of the Mauritian economy
contributing around 8% of Gross Domestic Product and is the source of creating
around 10% of direct employment in large establishments. The Mauritius vision
2030 targets an average growth rate of 5.5% per annum as from 2017 in this sector.
Therefore, the tourism industry is called upon to play a greater role with a view to
effectively achieve this objective.
48.5
48.6
During consultations held in the context of this review exercise, Management has
apprised the Bureau that a restructuring exercise is presently underway at the
MTPA in line with what has been announced in the Government Programme 20152019. On this basis, the MTPA is adopting a three pronged strategy as follows:
(i)
(ii)
(iii)
48.7
In line with the new strategy adopted, Management explained that there is need for
the structure of the MTPA to be reviewed and to be properly staffed so as to enable
the organisation to deliver on its mandate efficiently and effectively. Evidently the
main demands relate to the creation and restyling of some grades.
48.8
We have examined all the proposals made and are, in this Report, making
appropriate recommendations for those requests that have valid justifications.
Recommendation 1
48.10
48.11
Incumbent would be required to, inter alia, initiate and co-ordinate market research
including market surveys related to niche marketing activities and vendor
relationships; promote the destination within different market segments, including
monitoring and evaluation functions, through the use of ICT; and assist in tourism
planning through the formulation of tourism development policies, marketing/
communication strategies, and preparation of short-term and long-term tourism
plans, in collaboration with tourism stakeholders.
~ 304 ~
48.14
Incumbent would be required to, inter alia, be responsible for the E-Marketing plans
and assist in updating the MTPAs catalogues and brochures; assist in the online
dissemination of information on products/services to the travel trade and
consumers; and create visibility of brands, keep up with international trends and
increase sales through electronic platforms.
The E-Marketer is required to, inter alia, formulate e-marketing and e-commerce
strategies for the organisation, develop and maintain optimised search engine
friendly pages; create and test website promotions to increase website
conversations; create and maintain marketing initiatives such as blogs, forums etc;
and initiate, evaluate and recommend contacts with newly developed sources of
information.
48.16
It has been submitted that there is a need to review the appellation of the grade so
as to better reflect the true nature of duties performed. We are acceding to this
request.
Recommendation 3
48.17
48.18
~ 305 ~
We are making provision for a grade to manage, redesign and improve the visibility
content of the MTPAs website and also to ensure that the functions of digital
marketing are being properly carried out.
Recommendation 4
48.20
48.21
(b)
Incumbent would be required to, inter alia, manage the re-design and improve the
usability, content and conversion of the MTPAs website through real-time insights,
customer data and multivariate testing tools; develop and manage digital marketing
campaign and establishing online presence including successful initiatives such as
a series of Facebook campaigns and other brand campaigns for key markets,
resulting in high awareness, increase tourism annuals and partner satisfaction; and
devise strategies to drive online traffic to the MTPAs website thus raising
awareness of Tourism as a tourism destination online and support the brand.
Management has also submitted that the MICE (Meetings, incentives, conferences
and exhibitions) segment would be actively promoted by the setting up of a
dedicated desk at the MTPA. In conjunction with private operators, the MTPA
would organise special promotional activities and programmes to boost this
important sector. There is, therefore, need for a dedicated grade to monitor the
promotional activities and programmes.
Recommendation 5
48.23
~ 306 ~
48.24
Incumbent would be required to, inter alia, be responsible for the organisation of
press conferences, seminars and workshops at local and international level;
manage the implementation of all events project, marketing and sponsorship,
budgeting, logistics and evaluation; ensure catering and entertainment by MTPA is
arranged properly; create events calendar, by segment, in partnership with key
industry stakeholders; and keep track of event finances including check requests,
invoicing and reporting.
Provision exists for officers in the grade of Human Resource Officer/Senior Human
Resource Officer who possess a Diploma in Human Resource Management to
move incrementally in the Master Salary Scale. This provision is being maintained.
Recommendation 6
48.26
(ii)
In our previous Reports, provision was made to allow the organisation, in case of
difficulty, to recruit and retain high calibre professionals in specific grades with
negotiable point of entry. We are maintaining this provision.
Recommendation 7
48.28
(ii)
(iii)
(iv)
(v)
48.
MTPA 1 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
MTPA 2 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Driver/Office Attendant
MTPA 3 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
MTPA 4 :
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster - day and night)
MTPA 5 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephonist
MTPA 6 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Driver/Guide
MTPA 7 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27850
Assistant Tourism Information Officer
MTPA 8 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator/Receptionist
MTPA 9:
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
MTPA 10 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
~ 308 ~
48.
MTPA 11 :
MTPA 12 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal)
Procurement/Documentation Officer
MTPA 13 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
MTPA 14 :
MTPA 15 :
MTPA 16 :
MTPA 17 :
MTPA 18 :
MTPA 19 :
MTPA 20 :
~ 309 ~
48.
MTPA 21 :
MTPA 22 :
MTPA 23 :
MTPA 24 :
MTPA 25 :
MTPA 26 :
MTPA 27 :
MTPA 28 :
MTPA 29 :
MTPA 30 :
Rs 110000
Director
~ 310 ~
49.
49.1
The National Adoption Council (NAC), set up under the National Adoption Council
Act No. 21 of 1987, operates under the aegis of the Prime Ministers Office. Its
main objectives are to inquire into all demands for the adoption of Mauritian citizens
by non-citizens before any application is made to the Judge in Chambers; advise on
all matters relating to those demands; and co-ordinate with overseas official
agencies engaged in the adoption and welfare of children.
49.2
49.3
49.4
During consultations, Management has submitted that the present staffing structure
is not adequate to allow the Council deliver on its mandate in view of the increase in
demand for the adoption of children. Request has therefore, been made for the
creation of appropriate grades to enable the Council to cope with its core functions.
49.5
We are, in this Report, reinforcing the organisation structure of the NAC with the
creation of additional levels based on operational requirements with a view to
enabling the Council to better attain its objectives. We are also reviewing the mode
of appointment to the grade of Secretary and restyling it to a more appropriate job
title to reflect the duties and responsibilities devolving upon incumbent.
49.7
Incumbent would be responsible to the NAC for providing pre-adoption and postadoption counselling and training to children and prospective adoptive parents, in
case of receiving state; preparation of reports on adoptable children, in case of state
of origin; providing assistance to prospective adoptive parents; performing
evaluations on prospective adoptive parents to determine their eligibility and
suitability to adopt; and assisting in post adoption services.
~ 311 ~
49.9
49.11
Incumbent would be required, inter alia, to: assist in the organisation of talks,
conferences and counselling sessions, effect home visits to prospective adoptive
children and their birth families, assist in the setting up of proper interface between
children, the birth families and the adoptive parents; ensure follow up on matters
related to pre-adoption, adoption and post-adoption; and assist in coordinating
action on policies, procedures, standards and guidelines on adoption.
~ 312 ~
49.13
Incumbent would be required, inter alia, to: take down shorthand notes of debates,
proceedings and meetings both in English and French and to transcribe them; give
clerical, typing and secretarial assistance, as and when required; and perform word
processing and other basic ICT functions.
Administrative Secretary
formerly Secretary
49.14
49.15
Recommendation 5
49.16
49.17
~ 313 ~
49.
NAC 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
NAC 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
NAC 3
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 39595
Welfare Officer (New Grade)
NAC 4
NAC 5
NAC 6
NAC 7
~ 314 ~
50.
50.1
The National Agency for the Treatment and Rehabilitation of Substance Abusers
(NATReSA) operates under the aegis of the Ministry of Health and Quality of Life
and its main activities are to: coordinate and facilitate efforts at national level
towards the implementation of prevention programmes and to mobilise resources
locally and internationally for the treatment and rehabilitation of substance abusers.
50.2
The control and management of the Agency rests upon the Executive Director who
is also responsible for the execution of the policy of the Board. Under his
administrative control lies a complement of a core professionals, officers of the
General Services and supporting staff.
50.3
In the context of this Report, Management of NATReSA has made submissions for
an upgrading of salary of all the grades on its establishment, the restyling of some
to align on the Civil Service and the creation of additional ones to service the
Agency.
50.4
The Bureau has analysed all the requests and considers that proposals for restyling
cannot be retained in view of the nature and scope of activities and responsibilities
and their grading implications. Concerning the creation of grades, it was explained
to Management that this depends on the functional and operational needs, and
availability of funds of the Board. It was also highlighted that grades which are
urgently required can be graded on an ad hoc basis after the appropriate
procedures have been followed. In relation to other personnel issues, the Bureau is
recommending an HR audit to be carried out to identify additional need for HR
requirements and to prompt appropriate remedial measures. At its meeting held on
15 January 2016, the Cabinet has agreed to the winding up of the Natresa Act
1996. We are providing the salary scales of the existing grades on the
establishment on a personal basis.
50.5
50.
NATRSA 1 :
~ 315 ~
50.
NATRSA 2 :
NATRSA 3 :
NATRSA 4 :
NATRSA 5
NATRSA 7 :
NATRSA 8 :
NATRSA 9 :
NATRSA 10 :
~ 316 ~
50.
NATRSA 11 :
NATRSA 12 :
NATRSA 13 :
NATRSA 14 :
NATRSA 15 :
NATRSA 16 :
Rs 95000
Executive Director (Personal)
~ 317 ~
~ 318 ~
51.
51.1
The National Art Gallery (NAG), set up as a body corporate under Act No. 11 of
1999, operates under the aegis of the Ministry of Arts and Culture. The mandate of
the Gallery is to support creativity and assist in the development of visual arts in
Mauritius. It also aims for the promotion and preservation of fine arts in all its
diverse forms.
51.2
The main objects of the NAG are to exhibit works of art from the national collection,
promote the exchange of ideas and participation in international exhibitions, and to
acquire and impart knowledge about international standards and ethics in the
conservation of works of art. Since its inception, the Gallery has set up several art
exhibitions and activities to further art appreciation and to enhance the creative
sensibility of the public.
51.3
The Gallery is presently managed by a Board and a Director is responsible for its
day-to-day management. Its staffing complement consists of officers in the technical
and supporting grades.
51.4
In the context of this Report, representations made by the staff side only have been
studied as Management did not make any submission. We consider that the
present organisation structure is appropriate to enable the Gallery to deliver on its
mandate and is, therefore, being maintained. We are, however, reinforcing the
structure of the General Services cadre through the creation of a grade of
Management Support Officer and revising the salary scales of existing grades while
maintaining the provision regarding the grant of time off.
51.6
Time Off
Recommendation 2
51.7
We recommend that officers of the National Art Gallery who are required, on a
regular basis, to put in additional hours of work, be granted equivalent time
off. However, in case officers cannot be granted time off within a period of
four months, due to the exigencies of service, incumbents should be
compensated at the normal hourly rate for the extra hours put in.
~ 319 ~
51.
NAG 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
NAG 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Telephone Operator
NAG 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
NAG 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
NAG 5
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
NAG 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Art Custodian
Executive Officer (Personal)
NAG 7
NAG 8
Rs 86000
Director
~ 320 ~
52.
52.1
The National Childrens Council (NCC), is a body corporate established under the
National Childrens Council Act 2003, which operates under the aegis of the Ministry
of Gender Equality, Child Development and Family Welfare. It is responsible,
among others, to protect the rights of children; promote activities for the welfare of
children in line with the Convention on the Rights of Child and ensure their
participation in matters of interest to them.
52.2
The Council collaborates with NGOs and qualified resource persons from the public
and private sector to carry out its current sessional activities viz: Childhood
Development Programme in Mahebourg Child Creativity Centre and the 22
Childrens Club located in deprived areas; daily servicing in the Child Day Care
Centre at Baie-du-Tombeau and Shelter la Colombe at Pointe aux Sable;
sensitisation programmes/talks on Child Protection and Recreation/School Child
Vacation Programmes. In so doing, the NCC caters for the welfare, development
and involvement of children and bereaved families in the routine norms of society.
52.3
The responsibility for the day-to-day business of the Council and administrative
control of all the employees rests upon the Council Secretary. He is supported in
his tasks by technical staff and officers in the General Services grades.
52.4
Management has submitted that to deliver effectively and efficiently over its
mandates, certain changes have been brought in the organisation namely the
working arrangement in the shelters has been reorganised, the duties of certain
grades have been revisited and the existing structure has been consolidated with
the creation of the grades of Cleaner, Handy Worker, Watchman, Child Caregiver
(Shelter), Cook, Attendant ex-SPI and Shelter Manager. Further, those employees,
who were recruited on contract by the NGO Kiddy Paradise to service the shelter for
women and children in distress (Shelter la Colombe) have been appointed in a
substantive capacity by the Council.
52.5
As the dispatch of services of the Council meets the expectation of its stakeholders,
no change is being brought to the organisation structure of the NCC.
~ 321 ~
52.
NCC 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
NCC 2
Rs 9050 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17375
Cleaner (Roster)
NCC 3
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700
Attendant (Nursery)
NCC 4
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
NCC 5
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
18825
Child Caregiver
NCC 6
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
formerly Watchman
NCC 7
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Child Caregiver (Shelter) (Shift)
NCC 8
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
Attendant, ex-Service Providing Institution (Personal)
NCC 9
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Craftworker
~ 322 ~
52.
NCC 10
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950
Cook (Roster)
NCC 11
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
NCC 12
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Assistant Nursery Matron
NCC 13
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 29400
Nursery Matron
NCC 14
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Assistant Child Programme Officer
Clerk/Word Processing Operator
NCC 15
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
NCC 16
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer
Executive Officer (Personal)
NCC 17
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275 QB 36200 x 925 37125 x 1225 38350
Child Programme Officer
NCC 18
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Shelter Manager
~ 323 ~
52.
NCC 19
NCC 20
~ 324 ~
53.
53.1
The National Computer Board (NCB) was set up in 1988 by the National Computer
Board Act No. 43 to foster the development and growth of information technology,
information systems and computer related services in Mauritius. It operates under
the aegis of the Ministry of Technology, Communication and Innovation.
53.2
The NCB envisions to be the key enabler in transforming Mauritius into a cyber
island and regional ICT hub. The core mission of the NCB is to accelerate this
transition of Mauritius and ensure the swift realisation of governments objective to
make ICT a key pillar of the economy.
53.3
The NCBs objectives consist in: e-powering people through the promotion of ICT
culture; e-powering businesses by promoting and developing the ICT industry; and
e-powering the public sector by participating in e-government initiatives.
53.4
In this digital era, the NCB is called upon to play a more prominent role in the
development of the ICT sector in Mauritius. Several important projects and
responsibilities have thus been entrusted to the Board namely the development of
National ICT Strategic Plan and policies; setting up and running of the Government
Online Centre (GOC); implementation of the Universal ICT Education Programme
(UIEP); Community Empowerment Programme (CEP); Computer Emergency
Response Team of Mauritius (CERT-MU); and setting up of the ICT Academy.
53.5
53.6
In the last Report, the managerial hierarchy was strengthened through the creation
of a grade of Director, whilst the grade of Assistant Manager was made evanescent,
as it no longer met the functional requirements of the organisation. For this review
exercise, Management has requested, among others, for a further consolidation of
its organisational structure through a reinforcement of its finance, procurement and
supply, HR and general services departments by creating several levels. In
addition, proposals have also been made for the grant of duty exemption facilities to
certain professional grades, restyling of grades and upgrading of salaries.
53.7
After examining the proposals, we are reinforcing the structure with the creation of a
few grades at operational and professional levels to enable the organisation to
better deliver on its mandate. We are also restyling the grades of Assistant
Procurement and Supply Officer/Procurement and Supply Officer and Accounts
Officer, whilst demerging that of Business Analyst/IT Consultant/Research Officer.
~ 325 ~
At present, there is only one merged grade of Assistant Procurement and Supply
Officer/Procurement and Supply Officer, which is responsible for carrying
procurement and supply duties. Management has submitted that the structure of
the Procurement and Supply Unit should be consolidated owing to an expansion in
the activities at the NCB and a growing budget. In this respect, request has been
made for a supervisory level to oversee the unit.
53.9
After analysis, we view that the request for a new level is fully justified. We are,
therefore, strengthening the structure with an addition level and reviewing the
appellation of the grade of Assistant Procurement and Supply Officer/Procurement
and Supply Officer to a more appropriate one in consonance with the level of duties
performed by incumbents.
We recommend that:
(i)
(ii)
(b)
(c)
~ 326 ~
Incumbents would be required, inter alia, to oversee the Procurement and Supply
Unit; exercise overall supervision over the procurement and supply functions;
advise on procedures to be followed for procurement and stock control; and
supervise the work of subordinates.
The Bureau has been apprised that there is an imperative need to strengthen the
HR Unit owing to an increase in the number of employees and in work complexity.
After examination, we consider that the request is justified, the moreso there is only
one grade dedicated to HR functions, namely Human Resource Officer/Senior
Human Resource Officer. We are making a recommendation to that effect.
Recommendation 5
53.14
53.15
Incumbent would be called upon to, inter alia, advise on all human resource
matters; ensure that human resource policies, rules, regulations and procedures are
properly interpreted and consistently applied; provide professional human resource
services through effective administration and management of human resource
systems, procedures and policies; facilitate the implementation of the Performance
Management System; conduct training needs analysis and assist in the mounting of
appropriate training courses; develop and implement organisation design and work
processes; and act as Chairperson/Member of Committees and boards on human
resource matters.
The NCB has proposed the creation of a grade of Internal Auditor, further to the
recommendation of the National Audit Office and Code of Corporate Governance.
In addition, internal auditing would contribute in improving an organisations
governance, risk management and management controls. The Bureau is agreeable
to the proposal, the moreso this level is important in an organisation to detect and
prevent fraud, among others. We are, therefore, providing the grade of Internal
Auditor.
~ 327 ~
Recommendation 6
53.17
53.18
IT Support Officer
IT Support Officer (Shift) (New Grade)
53.19
The Government Online Centre(GOC) is one of the key divisions of the NCB. It is
the centralised data centre providing government services on a 24/7 basis to
citizens, businesses, government officers and non-citizens. It has been submitted
that with an increase in the volume of e-transactions and number of servers,
coupled with more and more complex network infrastructure, the number of cases
requiring urgent technical interventions after normal working hours has increased
significantly.
53.20
Against this background, Management views that it would be more effective to have
a dedicated grade to attend to these technical problems round the clock, thereby
delivering a prompt and better service to its customers. The Bureau subscribes to
the views of the NCB and is making an appropriate recommendation to that effect.
Recommendation 7
53.21
53.22
~ 328 ~
53.23
Incumbents would be called upon, inter alia, to install and configure hardware and
common PC-related software; provide preventive measures and technical support,
operate computer systems; commission IT equipment, troubleshoot computer
hardware and software and develop and maintain multimedia products and
websites.
Generally shift workers who perform night shift are paid a night duty allowance. We
are recommending same for officers in the grade of IT Support Officer (Shift).
Recommendation 8
53.25
53.27
The Bureau normally advocates for flatter structures and merging of grades
wherever the need arises. In this particular case, it is observed that there are
marked differences in the duties of the different positions. In this perspective, we
deem it appropriate that the combined grade be demerged, as requested by
Management, into two distinct grades of Business Analyst and Research and
Development Officer. We are, therefore, making appropriate recommendations to
that effect.
Recommendation 9
53.28
We recommend:
(i)
(ii)
53.30
In line with representations made, the Bureau has reassessed the grade of
Accounts Officer and consequently is reviewing its appellation to a more appropriate
one, in consonance with the level of duties performed. This element has been
taken into consideration whilst arriving at the salary of the grade.
Recommendation 10
53.32
(ii)
~ 330 ~
53.
NCB 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Office Attendant/Senior Office Attendant
NCB 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Driver/Office Attendant
NCB 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Head Office Attendant
NCB 4
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator/Telephonist
NCB 5
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Administrative Support Assistant
Help Desk Officer
NCB 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
NCB 7
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
NCB 8
NCB 9
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800
Human Resource Officer/Senior Human Resource Officer
NCB 10
53.
NCB 11
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
IT Support Officer
NCB 12
NCB 13
NCB 14
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 46900
IT Support Officer (Shift) (New Grade)
NCB 15
NCB 16
NCB 17
NCB 18
NCB 19
~ 332 ~
53.
NCB 20
NCB 21
NCB 22
NCB 23
NCB 24
Rs 110000
Executive Director
~ 333 ~
~ 334 ~
54.
54.1
The National Heritage Fund (NHF), which operates under the aegis of the Ministry
of Arts and Culture, is established by the NHF Act No 40 of 2003. The Fund is
entrusted with the prime responsibility of safeguarding, managing and promoting the
National Heritage of Mauritius. Along with protecting and preserving our National
Heritage, the NHF also aims to instill a sense of belonging and civic pride in our
cultural heritage which represent our precious legacy.
54.2
Presently, the NHF has under its supervision 177 designated National Heritage
Sites in Mauritius and Rodrigues. Two of these sites are listed as World Heritage
Sites. The NHF also manages 100 other potential National Heritage Sites and
advises on the maintenance, conservation, restoration and rehabilitation of historical
buildings and sites owned by the Government and Parastatal Institutions in addition
to privately owned ones.
54.3
Besides, the NHF also acts as the National Repository of intangible cultural
heritage. For this purpose, it has to constantly research on our intangible cultural
heritage which are then compiled in a national inventory. So far, more than 120
intangible heritage have been identified, among which there is the Traditional
Mauritian Sega. It has been inscribed on the UNESCO Representative list of
intangible cultural Heritage of Humanity in November 2014.
54.4
54.5
In its submissions for this review exercise, Management has requested for the
creation of new levels to further strengthen the organisation structure; change in
mode of appointment and provision of enhanced conditions and benefits for its
employees.
54.6
~ 335 ~
It has been submitted that previously all procurement and records of the NHF were
being handled by an Accounts Clerk. However, both the National Audit Office and
the ICAC have drawn attention regarding the need for segregation of the finance
and procurement functions and have consequently recommended the creation of a
specific grade to look after procurement. As the said recommendation goes in the
same direction as the present practice in the public sector, we are therefore,
agreeable to the proposal.
Recommendation 1
54.8
54.9
The Assistant Procurement and Supply Officer would be required, amongst others,
to organise and manage the procurement and supply activities of the NHF; perform
procurement and supply duties, storekeeping and stock control duties in
accordance with the provisions laid down in approved rules and procedures; keep
and update stores records, prepare tender documents, receive materials into stores
and ensure that they comply with requisition orders and are in good condition,
submit return of all unserviceable stores, dormant stores and return to stores and
assist in any assignment related to procurement, supply and warehouse operations.
~ 336 ~
Recommendation 2
54.11
54.
NHF 1 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
NHF 2 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
NHF 3 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer (New Grade)
Heritage Protection Assistant
NHF 4 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
NHF 5 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer (New Grade)
NHF 6 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
NHF 7 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Documentation Officer
Heritage Technical Officer
~ 337 ~
54.
NHF 8 :
NHF 9 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625
56450
Administrative Secretary
Research/Heritage Officer
NHF 10 :
NHF 11 :
Rs 95000
Director
~ 338 ~
55.
55.1
Established as per Act No. 12 of 2005 as a body Corporate, the National Institute
for Co-operative Entrepreneurship (NICE) operates under the aegis of the Ministry
of Business, Enterprise and Cooperatives. Its objectives are to: provide facilities and
engage in research and training for the promotion and development of the
co-operative entrepreneurship; act as a centre for the consolidation and
development of the co-operative movement; and promote and develop capacity
building through entrepreneurship and business leadership.
55.2
55.3
The Director is responsible for the execution of the policy of the Council and for the
control and management of NICE. He is assisted in his duties by officers of the
General Services grades. At present, the post of Programme/Research Officer is
vacant.
55.4
In the context of this Report, Management submitted that there is greater demand
for training programme in Mauritius and Rodrigues and financial transaction of the
organisation is increasing. There is, therefore, need for support at the Directorate
level to organise training programmes and the creation of the grade of Accounts
Clerk to monitor the financial and procurement and supply activities of the Institute.
55.5
Incumbents would be required, inter alia, to: ensure that all financial transactions of
NICE are properly accounted for in accordance with basic principles of financial
Management; ensure the correct financing of departmental policy with all
safeguards against waste and loss; assist in the preparation and monitoring of
estimates; prepare and examine all documents for various payments; maintain Book
of Accounts, Records and Cards; prepare Bank Reconciliation statement and
statistical and other returns; collect revenue, issue receipts and assist in daily
banking; provide assistance in the processing of audit queries related to financial
issues; deal with booking for transports and control of the maintenance of vehicles
and be in charge of the Register of Assets and to make use of Information
Technology in the performance of the duties.
55.
NICE 1
Rs 8820 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17375
General Worker
NICE 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
NICE 3
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Information Desk Operator
NICE 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing
NICE 5
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
NICE 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk (New Grade)
Executive Officer (Personal)
~ 340 ~
55.
NICE 7
NICE 8
~ 341 ~
~ 342 ~
National Library
56.
NATIONAL LIBRARY
56.1
The National Library is mandated by the National Library Act 1996 and aims to be a
model of excellence in the provision of information services to all Mauritians and
people of the World. It operates under the aegis of the Ministry of Arts and Culture
and envisions to be the nations leading documentary resource pertaining to the
Republic of Mauritius and as the apex library, serving the needs of the Mauritian
people at large in research, scholarship and creativity.
56.2
The National Library is the first library in Mauritius to offer its catalogue online. The
acquisition of the Unicorn Library Management System in 2004 has made it
possible to provide the Online Public Access Catalogue (OPAC) to facilitate
searching of the holdings of the library from any place via a terminal connected to
the internet.
56.3
56.4
In our last Report, the post of Systems Administrator was restyled to IT Officer/
Systems Administrator in the context of the digitisation of the services provided by
the National Library.
56.5
In the context of this review exercise, Management made submissions for restyling,
merging and the creation of new levels as well as aligning the present Finance
cadre with that of the Civil Service. The profiles for the new grades, as requested by
Management, were not submitted to the Bureau and, therefore, these could not be
included in this Report. Positions requested by Management would, therefore, be
graded by the Bureau whenever requested, on an ad hoc basis.
56.6
We are, in this Report, maintaining the organisation structure while restyling the
post of Administrative Assistant to a more appropriate appellation so as to better
reflect the true nature of duties performed by incumbent and also introducing the
payment of an ad hoc allowance to incumbents performing duties of collecting and
depositing keys at the Police Station.
It has been represented that the Library Attendant at the National Library is called
upon to collect/deposit keys at the Police Station. In the Civil Service, this duty is
carried out by an Office Care Attendant and the latter is compensated by an
allowance. A perusal of the Job Description Questionnaire, duly signed by the
immediate supervisor, has revealed that the Library Attendant is effectively
performing duties of collection and deposit of keys at the Police Station while the
Driver/Office Attendant performs mainly driving duties. We are, therefore, making
provision for an appropriate allowance.
~ 343 ~
National Library
Recommendation 1
56.8
56.
NATIONAL LIBRARY
SALARY SCHEDULE
NL 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Library Attendant
NL 2
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21475
Senior Library Attendant
NL 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
NL 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Binder
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
NL 5
Receptionist/Telephone Operator
NL 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Microfilm Operator
NL 7
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525 QB 26300 x 775
30175
Binder (Personal)
NL 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
Library Clerk
~ 344 ~
National Library
56.
NL 9
NL 10:
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer
NL 12
NL 13
NL 14
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
NL 15
NL 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Library Officer
NL 17
NL 18
NL 19
~ 345 ~
National Library
56.
NL 20
NL 21
NL 22
NL 23
Rs 101000
Director
~ 346 ~
57.
57.1
The National Solidarity Fund (NSF) set up as a body corporate under the National
Solidarity Fund Act 1991 subsequently amended in 2011, operates under the aegis
of the Ministry of Social Security, National Solidarity and Reform Institutions with a
budget of around Rs 76 million for the year 2015. The objects of the Fund are to
provide: financial assistance to citizens of Mauritius residing in Mauritius, who may
require surgical operations which can only be performed abroad or in medical
institutions in Mauritius; financial assistance to redundant workers; and financial
assistance, with the approval of the Minister, directly to individuals who have
undergone severe personal hardship.
57.2
The Fund is administered and managed by the NSF Board in accordance with
provisions made in the NSF Act. It is presently headed by an Administrative
Secretary and support services are provided by contractual officers employed to
perform clerical duties and employees of the Financial Officer cadre from the Parent
Ministry, who are posted to the NSF on a part-time basis.
57.3
We recommend the creation of the grade of Clerical Officer in line with the
provisions made at paragraph 23 of Volume 2 Part II of this Report.
(ii)
(iii)
~ 347 ~
57.
NSF 1 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Care Attendant
NSF 2 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer (New Grade)
NSF 3 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
NSF 4 :
NSF 5 :
~ 348 ~
58.
58.1
The National Transport Corporation (NTC), established under the NTC Act No 5 of
1979 is the sole public sector bus operator. It operates under the aegis of the
Ministry of Public Infrastructure and Land Transport (Land Transport Division).
58.2
The NTC envisions to be always at the forefront in the provision of public transport
and ancillary services and is committed to provide a reliable, punctual, safe and
comfortable bus transport along its dedicated routes. It aims at providing high
quality, reliable and customer friendly transport services through an environment
friendly service.
58.3
The NTC is the largest bus fleet owner in the country with around 525 buses
operating from six depots and cover almost fully the urban region and more than
one third of the route network of the country. Though operating on commercial
basis, the NTC has a matter of national policy, to provide services on several noneconomical routes. Some 200000 commuters daily patronise the corporation
service and as a major player among all bus operators, it provides the largest social
service connecting main economic activities and far flung isolated areas at tapering
tariff. The Corporation constantly renews its bus fleet to meet the expectations of
public transport users.
58.4
The present organisation structure of the NTC comprises the following departments:
Corporate and Administration; Traffic; Engineering; Human Resource and Finance.
The executive head of the NTC is the General Manager who is supported by a
staffing complement of specialised and General Services employees. The NTC has
a manpower of 2800 employees of whom 119 are reported upon by the Pay
Research Bureau (PRB) and the remainder by the National Remuneration Board.
58.5
The present organisational structure of the NTC is enabling the Corporation to attain
its objectives. However, in the context of this review exercise, Management has
requested that the Corporate and Administrative Department which is serviced by
the Secretary/Administrative Manager and officers of the General Services needs to
be reinforced with the creation of the grade of Assistant Secretary to assist the
Secretary/Administrative Manager for the day to day Management of the
Corporation. The Staff Side has made requests for the revision of salaries of the
various grades along with alignment of certain grades with their counterparts in
other public sector organisations. We have studied the requests of all parties
concerned and we are making appropriate recommendations.
(ii)
58.
NTC 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
NTC 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
General Managers Personal Driver (Personal)
~ 350 ~
58.
NTC 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Head Office Attendant
NTC 4
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Telephone Operator/Receptionist
NTC 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Assistant Stores Officer (Personal)
NTC 6
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
NTC 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
NTC 8
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30175
Computer Operator
NTC 9
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
NTC 10
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Operations Officer (Personal)
Assistant Procurement and Supply Officer (Personal)
Executive Officer (Personal to officers in post as at 31.12.15)
Purchasing and Supply Officer (Personal)
NTC 11
NTC 12
~ 351 ~
58.
NTC 13
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
NTC 14
NTC 15
NTC 16
NTC 17
NTC 18
NTC 19
NTC 20
NTC 21
NTC 22
~ 352 ~
58.
NTC 23
NTC 24
NTC 25
NTC 26
NTC 27
NTC 28
NTC 29
NTC 30
Rs 110000
General Manager
~ 353 ~
~ 354 ~
59.
59.1
The National Women Entrepreneur Council (NWEC), a body corporate set up under
Act No. 20 of 1999, operate under the aegis of the Ministry of Gender Equality,
Child Development and Family Welfare. It is the main organisation that provides
support and assistance to both potential and existing women entrepreneurs in
Mauritius and Rodrigues.
59.2
The NWEC acts as a driver and facilitator in empowering women entrepreneurs and
aims to be a reference for promoting entrepreneurship thereby inculcating the right
business culture for women in Mauritius and Rodrigues.
59.3
The Council also aims at ensuring effective communication between the Council
and its members; identifying actions and projects which will promote entrepreneurial
activities of women; evaluating and assessing the needs of women entrepreneurs;
establishing training programmes, aimed at improving the skills and management
aptitudes of women entrepreneurs; developing working links and affiliation with
other bodies, whether in Mauritius or abroad, having same objectives; and
examining and evaluating the contribution of women entrepreneurs to the various
sectors of development in the light of national needs and priorities.
59.4
59.5
The activities of the NWEC are, at present, organised through three sections, viz,
Administration, Finance and Technical.
59.6
In this Report, we are bringing no change to the structure which has so far been
adequate to enable the organisation to deliver efficiently and effectively on its
mandate.
59.
NWEC 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
NWEC 2
59.
NWEC 3
NWEC 4
NWEC 5
NWEC 6
NWEC 7
NWEC 8
NWEC 9
NWEC 10 :
NWEC 11
NWEC 12
~ 356 ~
59.
NWEC 13
~ 357 ~
~ 358 ~
60.
60.1
The National Womens Council was established under the National Womens
Council Act No 27 of 1985. It is a body corporate and operates under the aegis of
the Ministry of Gender Equality, Child Development and Family Welfare.
60.2
The objects of the National Womens Council are to translate into actions
government policies relating to womens empowerment and gender equality to bring
about effective change for sustainable development; ensure and promote the active
participation of women in the social, economic and political field in order to further
their overall empowerment; provide a platform for women to voice out their needs,
concerns and aspirations; and identify and recommend to the Boards actions and
prospects that will promote the integration of women in development.
60.3
60.4
60.5
In the context of the present review exercise, Management has apprised the Bureau
that the existing organisational structure of the National Womens Council is being
maintained until the proclamation of the New Bill. The Staff Association has been
informed of the stand of the Management to which they are agreeable.
60.6
In the given circumstances, the Bureau is agreeable to the proposal of both the
parent Ministry and Management to maintain the present organisation structure
while revising the salary scales of existing grades.
~ 359 ~
(ii)
60.
NWC 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
NWC 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
Office/Field Assistant
NWC 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Craft Instructor
NWC 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
NWC 5
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Heavy Vehicles above 5 tons)
NWC 6
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Dressmaking Teacher
~ 360 ~
60.
NWC 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Clerk, National Womens Council (Personal)
NWC 8
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Adult Literacy Instructor/Instructress
Family Support Officer
NWC 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
NWC 10 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30175
Senior Dressmaking and Craft Teacher
NWC 11 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Supervisor, Womens Association
NWC 12 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
NWC 13 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal to incumbent in post as at 31.12.15)
NWC 14 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Programme Officer
NWC 15 :
NWC 16 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800
Human Resource Officer/Senior Human Resource Officer
~ 361 ~
60.
NWC 17 :
NWC 18 :
~ 362 ~
61.
61.1
The Nelson Mandela Centre for African Culture Trust Fund (NMCACTF)
operates under the aegis of the Ministry of Arts and Culture and is managed by
a Board of Trustees. Its mission is to disseminate African and Creole culture in
all strata of the society.
61.2
At the NMCACTF a wide range of activities are organised, namely talks, debates,
workshops, cultural shows. The NMCACTF has developed the scope of its actions
and activities at national, regional and even international levels. Research and
documentation consists of an important activity at the NMCACTF and the unit
responsible for same has a collection of publications on slavery in the Indian Ocean
Islands and other related documentations. A major research project conducted by
the NMCACTF is the Genealogy Project which is of considerable interest for
Mauritians wishing to trace their slave ancestry.
61.3
61.4
With a view to coping with the increasing number of callers and visitors at the
NMCACTF, we are creating a grade of Receptionist/Telephonist to respond to
callers in an efficient manner, and guide and advise visitors on their needs.
Recommendation 1
61.6
61.7
Incumbent would be required, inter alia, to operate the reception counter and the
telephone switchboard; ensure that calls and messages are properly noted and
communicated; and maintain a register of visitors.
~ 363 ~
61.
NMCAC 1 :
Cultural Adviser
Cultural Animator
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 22575
NMCAC 2 :
NMCAC 3 :
Driver/Handy Worker
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200 x 775 25525
NMCAC 4 :
NMCAC 5 :
NMCAC 6 :
NMCAC 7 :
Documentation Officer
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x
925 37125 x 1225 38350
NMCAC 8 :
Confidential Secretary
NMCAC 9
NMCAC 10 :
~ 364 ~
61.
NMCAC 11
NMCAC 12
NMCAC 13
Rs 86000
Director
~ 365 ~
~ 366 ~
62.
62.1
The Open University of Mauritius (OUM) was established in 2012 under the Open
University of Mauritius Act 2010. Its primary objective is to provide quality
education to people of all backgrounds from Mauritius and around the world with the
ultimate aim of developing their intellectual, moral, civic and creative capacities to
the fullest so that they can lead a life full of dignity while contributing meaningfully to
the socio-economic development of their nation.
62.2
62.3
The activities of the OUM are organised under various Divisions and Institutes. The
Director-General is the chief executive and academic officer of the university and is
supported by academics and non-academics. The staff mainly consists of
employees of the ex Mauritius College of the Air (MCA). The latter have integrated
the OUM following the repeal of the MCA Act. Since the University has started its
operations, several grades have been created on an ad hoc basis on its
establishment to enable the organisation to deliver on its mandate.
62.4
In the context of this Report, Management as well as staff side have requested the
Bureau to provide the necessary structure and specific conditions of service to
enable the organisation to operate as a full fledged University. It is worth
highlighting that following the meeting with Union and Management, many grades
have been created on the establishment of the OUM. For this Report, we are
further consolidating the existing structure to enable the organisation to meet its
objectives. In addition, we are providing specific incentives and conditions of
service in line with what prevail in other public universities, which we consider to be
a strong motivation for the delivery of enhanced services.
Management has requested for the creation of a grade of Public Relations Officer,
among others. We consider this level as an essential one in enabling the University
to provide more efficient and effective services. We are, therefore, making
appropriate provisions to that end.
~ 367 ~
Recommendation 1
62.6
62.7
Incumbent would be required to, inter alia, assist in the development of public
relations strategies and ensure execution of the strategies; write texts for various
communication materials; be responsible for the management of all alumni related
activities; liaise with media for news releases and press coverage as and when
approved; and collaborate with the internal stakeholders to further the mission of the
University.
Management has informed that there is need for a professional level to assist the
Financial Controller and oversee the work of subordinates in the Finance Division.
In this context, request has been made for the provision of a grade of Accountant, to
which we are agreeable.
Recommendation 2
62.9
62.10
Incumbent would be called upon to, inter alia, assist the Financial Controller in the
management of the Finance Division of the University; exercise general supervision
over the funds; assist in the formulation of budgetary policies; monitor budgetary
expenditure and revenue; ensure compliance with reporting requirements; manage
effectively subordinates; be responsible for the preparation of the Annual Financial
Statement in accordance with Statutory requirements and with the Universitys
policy,; and be responsible for the production of the Annual Budget.
~ 368 ~
Consultancy Services
62.12
The OUM is committed to play a leading role in research and development and
application of learning technologies for education and training. Moreover, one of its
main functions is to provide consultancy and professional services, especially in
open and distance learning. With a view to fostering and encouraging a research
culture and consultancy works, we are providing for a distribution ratio of the net
income regarding payment in respect of the research and consultancy services
offered.
Recommendation 4
62.13
(ii)
Academic Attainment
62.15
Recommendation 6
62.16
~ 369 ~
62.17
Political Activities
62.18
Recommendation 7
62.19
We recommend that full time employees of the OUM should not be allowed to
participate in active politics.
62.
OUM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
OUM 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
OUM 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
OUM 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
~ 370 ~
62.
OUM 5
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handyworker/Tradesman (Skilled)
OUM 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
OUM 7
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
OUM 8
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
25525
Senior Handyworker/Tradesman (Skilled)
OUM 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/ Word Processing Operator
OUM 10 :
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 31725
Technician (Audio Video Production)
Technician (Engineering and Technology Services)
OUM 11 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Assistant Documentation Officer
OUM 12 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
OUM 13 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Operations Officer
Executive Officer (Personal)
Purchasing and Supply Officer (Personal)
~ 371 ~
62.
OUM 14 :
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
34350
Technician (Audio Video Production) (Personal to Technician (Operations)
of ex-MCA)
Technician (Engineering & Technology Services) (Personal to Technician
(Engineering Services) of ex-MCA)
OUM 15 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 36200
Computer Operations Controller (Personal)
OUM 16 :
OUM 17 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
OUM 18 :
OUM 19 :
OUM 20 :
OUM 21 :
OUM 22 :
OUM 23 :
62.
OUM 24 :
OUM 25 :
OUM 26 :
OUM 27 :
OUM 28 :
OUM 29 :
OUM 30 :
OUM 31 :
OUM 32 :
~ 373 ~
62.
OUM 33 :
OUM 34 :
OUM 35 :
OUM 36 :
OUM 37 :
OUM 38 :
OUM 39 :
OUM 40 :
Rs 116000
Director-General
~ 374 ~
Rs 17330
Safety and Health Officer (Part Time) (Personal)
MCA 2
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker/Tradesman (Skilled) (Personal)
MCA 3
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
25525
Senior Handy Worker/Tradesman (Skilled) (Personal)
MCA 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/ Word Processing Operator (Personal)
MCA 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30950
Assistant Printing Officer (Personal)
MCA 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Officer (Personal)
MCA 7
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 36200
Computer Operations Controller (Personal)
MCA 8
MCA 9
MCA 10
MCA 12
MCA 13
MCA 14
MCA 15
MCA 16
MCA 17
MCA 18
MCA 19
MCA 20
MCA 21
~ 376 ~
63.
63.1
63.2
The objects of the OIDC are to manage and develop the Outer Islands and also
advise the Minister on the development of such activities as may lead to a more
economic exploitation of the Outer Islands; and the grant or determination of leases
over the Outer Islands on such terms and conditions as shall warrant their optimum
use.
Outer Islands
Agalega
63.3
Agalega, situated at 1000 km North of Mauritius comprises two islands namely, the
North and the South covering a total area of 2600 hectares which is mainly covered
with coconut plantations.
North Island
63.4
The North Island consists of two villages namely, village 25 and Village La Fourche.
Most of the activities of the islands are centred in village 25 such as the
Administration, Police, Primary and Secondary Schools, Health Centre, Churches,
Shops, Mauritius Telecom, Oil Mill, Meteorological Station and airstrip.
63.5
The Port Saint James (jetty) is located at village La Fourche where the main store is
situated. All vessels sailing to Agalega anchor at La Fourche where embarkation/
disembarkation exercise takes place. The National Coast Guard post and the radar
system for the surveillance of our marine zone are also located there.
South Island
63.6
Village Saint Rita is the only village of the South Island comprising one Health
Centre, Church, Police Quarters, School, Shop etc. The main activities in the South
Island are agriculture (vegetables), coconut plantation and livestock project.
St Brandon Islands
63.7
St Brandon Group of Islands constitutes 28 islets lying about 400 km to the North
East of Mauritius. The total area of the islets is about 500 acres. These islets are
spread over an area of approximately 1000 km. The Archipelago supports several
valuable fishery stocks and a diversity of marine, fauna and flora. There is no
permanent population on St. Brandon but only fishermen working on a temporary
basis.
~ 377 ~
63.8
The administration and control of the affairs of the corporation is vested in the Outer
Islands Development Board. The General Manager is the Chief Executive of the
OIDC. He is responsible for the execution of the policy of the Board and for the
control and management of the day-to-day business of the corporation.
63.9
The Resident Manager is responsible for the administration and development of the
two islands of Agalega including the maintenance of order and discipline and
promoting the welfare of the inhabitants.
63.10
The OIDC has a strength of about 200 employees based at Agalega out of the
whole population of 300. These employees are divided into different grades. Out of
the 200 employees, only a few were covered by the Bureau and the rest were
covered by a Collective Agreement signed between Management and
representatives of the employees effective from 01 July 2008. The agreement has
lapsed on 30 June 2013 and as from 01 July 2013 all the workers are covered by
the PRB.
63.11
In the context of this review exercise, the Management and Staff Side of the OIDC
have made joint representations. During consultations held at the Bureau, much
emphasis was laid on paragraphs 287-289 of the Government Programme 20152019 which makes mention of several future projects for the development of the
Outer Islands. Hence, there is need for the OIDC to be properly staffed so as to
enable the organisation to deliver on its mandate efficiently and effectively.
Evidently the main demands relate to the creation and restyling of some grades. We
have examined all the proposals made and are making appropriate
recommendations.
63.13
Request has been made for a level to strengthen the Administration Department
and at the same time provide appropriate administrative and leadership support to
the organisation, to which we are agreeable.
Recommendation 1
63.14
~ 378 ~
It has been submitted that, following the social developments in recent years, the
standard of living of Agaleans has increased with the introduction of monetary use.
However, this has also brought some forms of social malpractices in relation to
excessive consumption of alcoholic drinks, increased reported cases of domestic
violence, among others.
63.17
Management has represented that, given the specificity of the Outer Islands, their
location and the complex nature of cases in the social arena coupled with the fact
that activities in the field of social work has increased considerably over the years,
there is a pressing need for a level to monitor the prevailing situation and assist
Management towards upgrading the quality of life in the Outer Islands. We
subscribe to this and are, therefore, making appropriate recommendation.
Recommendation 2
63.18
63.19
Incumbent would be required, inter alia, to plan, supervise, co-ordinate and monitor
the work of social workers; be responsible for the organisation, co-ordination of
informative training and recreational activities for the inhabitants of the Outer
Islands; work in collaboration with relevant stakeholders for the implementation of
welfare programmes in the Outer Islands; follow up and monitor hardship cases
which need special attention and making use of referrals techniques; organise
awareness campaigns and Information, Education and Communication (IEC)
programmes for inhabitants of the Outer Islands; and investigate into cases of
abuse and/or violence against women, children and in the family and take
appropriate remedial action.
~ 379 ~
63.21
Provision of cargo comprising mainly shop goods, building materials, tools, spare
parts and fuel amounting to around Rs 6-7 million per shipment is undertaken
during the months of February, June, August and November by Vessel M/S
Trochetia to service Agalega on a timely basis to ensure that the inhabitants are
not deprived of any essential commodity to sustain their living on the islands. The
chartering fees for the shipment of cargo to/from Agalega by Vessel M/S Trochetia
amounts to around Rs 10-11 million per trip.
63.22
Management has represented that the lack of qualified personnel in Agalega for the
stores section is impeding the proper monitoring and control over the key functions
of receiving, checking, recording and issuing of goods to users. This shortcoming
has also been reported by the Audit Department.
63.23
With the increase in the number of trips to Agalega and in view of the high financial
implications of each trip, it has been submitted that the stores section should be
manned by qualified personnel to ensure that its activities are carried out efficiently
and effectively. We are agreeable to the request and recommend accordingly.
Recommendation 3
63.24
63.25
~ 380 ~
(ii)
The Resident Manager is responsible for the administration and development of the
two islands of Agalega including the maintenance of order and discipline and
promoting the welfare of the inhabitants.
63.28
Recommendation 5
63.29
Inducement Allowance
63.30
Recommendation 6
63.31
63.32
Disturbance Allowance
63.33
Officers domiciled in Mauritius are also required to serve in Agalega and St.
Brandon on a tour of service which varies from four to six months. These officers
are presently being paid a monthly disturbance allowance of 60% of their gross
salary. We are maintaining the allowance.
~ 381 ~
Recommendation 7
63.34
63.35
OIC 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
OIC 2
OIC 3
OIC 4
OIC 5
OIC 6
~ 382 ~
63.
OIC 7
OIC 8
OIC 9
OIC 10
OIC 11
OIC 12
OIC 13
OIC 14
OIC 15
OIC 16
63.
OIC 17
OIC 18
OIC 19
OIC 20
OIC 21
OIC 22
OIC 23
OIC 24
OIC 25
OIC 26
63.
OIC 27
OIC 28
OIC 29
OIC 30
OIC 31
OIC 32
OIC 33
OIC 34
OIC 35
63.
OIC 36
OIC 37
OIC 38
Rs 101000
General Manager
~ 386 ~
64.
64.1
The Private Secondary Schools Authority, a body corporate established under the
Private Secondary Schools Authority (PSSA) Act No 20 of 1976, operates under the
aegis of the Ministry of Education and Human Resources, Tertiary Education and
Scientific Research. Its main responsibilities are, inter alia, the registration of
private secondary schools along with their respective Managers, Rectors as well as
the teaching and non-teaching staff, and the payment of grants properly accruing to
schools. The PSSA also ensures that the terms and conditions of staff in the
Private Secondary Schools are in conformity with existing regulations.
64.2
64.3
64.4
64.5
~ 387 ~
64.6
The Bureau has analysed the submissions of parties concerned and considers that
the organisation structure which dates back to 1976 no longer serves its purpose
due to the new exigencies in the education sector. We view that the redesign of the
organisation structure is imperative to enable the Authority to meet its current and
future operational requirements as well as to attain the objectives set by the
Government.
The PSSA currently caters for some 120 staff members as well as 5088 teaching
staff and 2170 non teaching staff of Private Secondary Schools. With this staff
strength, the organisation needs an innovative structure for HR delivery and that as
a strategic partner to drive organisational efficiency. With a view to ensuring that,
amongst others, recruitment and appointment of teaching and non-teaching staff;
determination of staff entitlement, approval of applications for Head of
Department/Section Leaders and managing other HR issues of staff of grant aided
Private Secondary Schools and the PSSA, are dealt with in a professional, efficient
and effective manner, we are providing for a two-level structure to service the
Human Resource Management and Development Section.
64.9
The Human Resource Management Officer would be, inter alia, required to: assist
in the implementation of human resource strategies, policies and practices; provide
support in making the most effective use of human resources so as to achieve the
PSSAs corporate goals and objectives; ensure that Human Resource policies,
rules, regulations and procedures are properly interpreted and consistently applied
so that all employees are treated fairly and equitably; deal with matters relating to
recruitment and selection of employees, including appointment, promotion,
retirement, training, discipline etc.; and draft schemes of service and revising
existing ones to meet organisational needs.
~ 388 ~
64.14
Incumbent would be required, inter alia, to: be responsible for the effective overall
implementation, management and coordination of educational and other projects;
be the focal point between Manager/Rector of Private Secondary Schools, PSSA
and other appropriate organisations regarding project implementation; advise
Managers/Rectors of Private Secondary Schools on all aspects regarding projects
and provide information as necessary; work with respective Ministries/Departments
for implementation of national and sector-specific policies, strategies, practices and
other Reports/Documents; report on bottlenecks and constraints in implementation
of project/programme and recommend remedial actions; and monitor the
performance of schools.
~ 389 ~
The Communication and PR Unit will have a crucial role in dealing with matters
pertaining to students. It will cater for the provision of appropriate advice and
assistance to parents and the public along with dealing with complaints and queries;
professional guidance, counselling and psychological support to students; and
assistance to students requiring special attention. Management has submitted that
the unit be staffed with new grades of Public Relations Officer, Educational
Psychologist and Educational Social Worker which we are providing.
64.17
Incumbent would be required, inter alia, to: communicate with all stakeholders
including the general public, potential and existing students of Private Secondary
Schools and with other institutions on a variety of educational issues; be
responsible for all media matters; prepare public relations materials; develop the
Authoritys public profile; and assist in the organisation of seminars and workshops;
implement and coordinate educational projects.
64.19
~ 390 ~
64.21
Incumbent will be required, inter alia, to assist, support and collaborate with
Educational Psychologist in day-to-day activities and deal with minor recurrent
issues; liaise with the school, the community, and Educational Psychologists to
identify cases of children needing special attention; establish link between home,
school and community or other relevant institutions in respect of children suffering
from social, emotional and behavioural problems; visit students families and
provide practical assistance;
provide group/individual counselling in school
premises; and work in collaboration with heads of schools to address problems of
school violence, absenteeism and drop outs.
With the growing usage of Information Technologies (IT) in schools, the grade of IT
Technician was created for Private Secondary Schools. The representatives of
PSSA and the Ministry of Education and Human Resources, Tertiary Education and
Scientific Research (MOE, HR, TE and SR) have informed that the implementation
of the recommendation made in the 2013 PRB Report calls for rationalisation as in
the Civil Service there is a pool of 10 IT Technicians serving some 62 State
Secondary Schools and 215 primary schools. Request has, therefore, been made
that a pool of IT Technician be recruited on the establishment of PSSA to service
both the Authority and Private Secondary Schools along with the abolition of the
grade of Computer Officer. With a view to ensuring optimum use of human
resources the Bureau concurs with the proposal of both the PSSA and MOE, HR,
TE and SR and is making appropriate recommendation.
Recommendation 7
64.23
64.24
64.
PSSA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
PSSA 2
PSSA 3
PSSA 4
PSSA 5
PSSA 6
PSSA 7
PSSA 8
~ 392 ~
64.
PSSA 9
PSSA 10
PSSA 11
PSSA 12
PSSA 13
PSSA 14
PSSA 15
PSSA 16
PSSA 17
~ 393 ~
64.
PSSA 18
PSSA 19
PSSA 20
PSSA 21
PSSA 22
PSSA 23
PSSA 24
PSSA 25
PSSA 26
PSSA 27
~ 394 ~
64.
PSSA 28
PSSA 29
PSSA 30
PSSA 31
Rs 110000
Director
~ 395 ~
~ 396 ~
65.
65.1
The Public Officers Welfare Council (POWC) was established under Act No. 28 of
1992. As a body corporate, it operates under the aegis of the Ministry of Civil
Service and Administrative Reforms and is managed and administered by a Board.
65.2
With a mandate to promote the welfare of public officers and their families, the
POWC envisions to complement efforts towards building a modern and efficient
public service equipped to respond to the challenges of the day. In this context, the
Council organises regularly cultural, educational, recreational, sports and leisure
activities for public service staff and their families.
65.3
The Council is structured with the grades of Organising Secretary, Senior Officer
and Clerk/Word Processing Operator. However, all officers serving the Council are
posted on secondment from the MCSAR. Consequently, during consultations,
Management of the POWC was advised to come up with a proper organisational
structure with specific departmental grades instead of having grades on
secondment. Pending a re-organisation of the Council, we are not bringing any
change to the present arrangement.
65. PUBLIC OFFICERS WELFARE COUNCIL
SALARY SCHEDULE
POWC 1 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
POWC 2 :
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
34350
Senior Officer
POWC 3 :
~ 397 ~
~ 398 ~
66.
66.1
The Rabindranath Tagore Institute (RTI) is a body corporate, set up by Act No. 48
of 2002 with the objects to: establish, as a tribute to Rabindranath Tagore, a centre
of studies of Indian culture and traditions; and promote education and culture
generally.
66.2
Its vision is to create a brilliant future by enriching its competence and enhancing
the quality of life with scholarly engagement in education, culture, research and
outreach. The RTI currently offers tertiary level programmes in Film Production,
Arts and Crafts and Dramatic Arts, among others.
66.3
At present, the post of Director (RTI) is vacant and a member of staff from the MGI
is acting as Officer-in-Charge. She is supported in her tasks by a complement of
staff in substantive as well as contractual positions.
66.4
In the context of this Review, representations have been received for the creation of
the grades of Management Support Officer and Office Management Assistant.
During consultation, Management was informed that the two grades can be created
upon the Boards approval prior to the publication of this Report since provision has
already been made in Vol 2 Part II of the EOAC Report 2013 for their creation.
Parties were also informed that grades which are urgently required would be graded
by the Bureau on an ad hoc basis well before and even after the publication of this
Report, once the parent Ministry conveys its approval and the proposed schemes of
service are in order.
66.5
After examining all the submissions, we are, in this Report, maintaining the present
structure and restyling the grade of Assistant Lecturer/Lecturer to Lecturer. We are
also maintaining the grant of additional increments for academic achievement.
Academic Achievement
66.6
Recommendation
66.7
~ 399 ~
66.8
For the purpose of implementation of the above paragraph, the new salary point
reached by virtue of the provision made at paragraph 10.40 of Volume 1 of this
Report shall be deemed to be the new top salary.
66.
RTI 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
RTI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
RTI 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener/Nursery Attendant
RTI 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
RTI 5
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Electrician
RTI 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
RTI 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
RTI 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
~ 400 ~
66.
RTI 9
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
RTI 10
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Library and Documentation Officer
RTI 11
RTI 12
RTI 13
Rs 101000
Director (Rabindranath Tagore Institute)
~ 401 ~
~ 402 ~
67.
67.1
Operating under the aegis of the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research, the Rajiv Gandhi Science Centre Trust
Fund (RGSCTF) was established under Act No. 6 of 1994. It aims to be a centre of
excellence in the communication and promotion of science and technology.
67.2
In fulfilling its mission to serve as a centre for non-formal education while promoting
science and technology among the population through various media, the RGSCTF
envisions, among others, to create an awareness for science and technology and its
impact in society and encourage creativity and innovation particularly among young
people.
67.3
To be in line with the global trends in science and technology as well as realising
the vision of the Government to boost science popularisation, encourage scientific
research and develop the critical mass of scientists in economic pillars of the
country, the RGSCTF has devised various strategies namely, the development of
new exhibits on emerging areas in science and technology; organising lectures,
seminars and workshops for various target groups; acquisition and dissemination of
latest information in science and technology; and collaboration with like-minded
local/international institutions.
67.4
The RGSCTF is headed by a Director who is responsible for the control and
management of the Centre as well as the execution of the policy of the Board. He
is supported in his task by a complement of personnel in professional, technical and
other occupational categories.
67.5
With a view to enabling the RGSCTF to better fulfil its mandate, we are, in this
Report, reinforcing the organisation structure with the creation of a few grades,
enlarging a few schemes of service, merging the grades of Resource Officer and
Senior Resource Officer as well as abolishing a few other grades.
Deputy Director
67.6
67.7
The Bureau, however, is of the view that changing the mode of appointment may
not be appropriate as the grade of Deputy Director is a promotional route for serving
Manager/Curators in the organisation. Keeping this in view, the Bureau is making
provision for a new mode of appointment to address the issue.
~ 403 ~
Recommendation 1
67.8
Recommendation 2
67.10
67.11
At present, there exists the grades of Senior Resource Officer and Resource Officer
at the Centre. Incumbents in both grades would be performing more or less similar
duties. In line with the policy of the Bureau for delayering and avoiding overlapping
of duties, we are merging and restyling these two grades to better reflect the nature
of duties and responsibilities shouldered by the incumbents.
~ 404 ~
Recommendation 3
67.13
Recommendation 4
67.15
67.16
With the advent of new technologies and in light of increasing developments in the
electrical, electronics and information technology/systems sector for science
centres, Management has requested that there is an urgent need to equip
sufficiently the IT department with the adequate human resources. Based on the
vision of the Centre and future technical developments, we subscribe to the request
and we are recommending accordingly.
Recommendation 5
67.18
67.19
Exhibition Officer
67.20
Recommendation 6
67.21
One area of the Centre that requires an urgent remedial action is the stores
management and inventory control. Procurement is an important component of this
activity-oriented Centre. However, there is lack of dedicated officers to handle such
activities. Management has reported that the Auditors Report has also highlighted
this shortcoming.
67.23
Management has also laid emphasis on the fact that the post of Procurement and
Supply Officer was advertised twice but no candidate could be recruited. With a
view to enhancing service delivery and to induce people to join this cadre, we are
strengthening the structure of the Procurement and Supply Unit.
Recommendation 7
67.24
Incumbent would be required, inter alia, to organise and manage the procurement
and supply activities; perform procurement, store keeping, and stock control duties
in accordance with the provisions laid down in approved rules and procedures;
assist in the appraisal and review exercises related to procurement, supply and
warehouse operations; and prepare bids as per approved procedures.
67.26
67.27
Management has reported that successive Auditors Reports and even the Office of
Good Governance have highlighted the weaknesses in proper control of all
processes in the Centre and have recommended the creation of a grade of Internal
Control Officer whereby incumbent would work independently of all Departments,
act as a watchdog for good governance and report directly to the Director about any
observations and remedial actions to be taken. We are, therefore, making
appropriate recommendation.
Recommendation 8
67.29
~ 407 ~
67.30
Incumbent would be required, inter alia, to audit the finance, stores and other sites
of the Centre; draft queries, memorandum or inspection reports arising out of the
examination of the accounts and ensure that the Director is informed promptly of
explanations; and supervise, undertake and examine annual statements and draft
reports thereon.
Recommendation 9
67.32
67.33
Abolition of Grades
67.34
Recommendation 10
67.35
On-Call Allowance
67.36
~ 408 ~
Recommendation 11
67.37
On-Call
Rs
Rs
Resource Officer/Senior
Resource Officer
formerly Senior
Resource Officer and
Resource Officer
Rs
660
530
530
800
640
640
Manager/
Curator
Exhibition
Officer
Saturdays
1000 hours to 1630 hours
Sundays/Public Holidays
1000 hours to 1630 hours
67.
RGSC 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
RGSC 2 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker (Future Holder)
RGSC 3 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
RGSC 4 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
Office Attendant (Personal)
~ 409 ~
67.
RGSC 5 :
RGSC 6 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Fitter
Painter
Welder
RGSC 7 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
RGSC 8 :
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Tradesman /Senior Tradesman
formerly Tradesman/Senior Tradesman (Electronics)
RGSC 9 :
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Exhibit Fabricator (New Grade)
Multi-skilled Trades Worker
RGSC 10 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver/Handy Worker
RGSC 11 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Exhibition Assistant
Word Processing Operator
RGSC 12 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
RGSC 13 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Technical Assistant
~ 410 ~
67.
RGSC 14 :
RGSC 15 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
RGSC 16 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Officer
Assistant Procurement and Supply Officer (New Grade)
Executive Officer (Personal)
RGSC 17 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer (New Grade)
RGSC 18 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
RGSC 19 :
RGSC 20 :
RGSC 21 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 48425
Maintenance and Development Officer
RGSC 22 :
RGSC 23 :
67.
RGSC 24 :
RGSC 25 :
RGSC 26 :
RGSC 27 :
RGSC 28 :
Rs 101000
Director
~ 412 ~
68.
68.1
The Rights Management Society (RMS) which operates under the aegis of the
Ministry of Arts and Culture has been established under Section 43 of the Copyright
Act 2014. It has replaced the former Mauritius Society of Authors and as a
Copyright Management Society has had its activities enlarged. The main objects
and functions of the RMS, amongst others, are to collectively manage rights which
may include the rights of authors or owners of Copyright under the Copyright Act
2014; and represent and defend the interests of its members in Mauritius and
abroad.
68.2
The RMS is managed by a Board and headed by a Director who is responsible for
the implementation of the policy of the Board and its day-to-day management. The
present organisation structure of the RMS comprises the Administrative and the
Technical Divisions of the former MASA. To deliver on its mandate effectively in
line with the provisions of the new Copyright Act, it is considered that the
organisation structure needs to be re-engineered.
68.3
In the context of this review exercise, the staff side have represented that, there is
need for a proper structure to enable the society to cater for the increasing demand
for membership, to pursue the expansion of its activities in line with the new
Copyright Act, to maintain sustained dynamism; and to have a better enforcement
of the provision of the Act. The Management of RMS had in response to the
Bureaus Circular dated 09 January and 05 March 2015 conveyed the proposal of
its Board requesting the Bureau to align the salary scales of employees at the RMS
to those of similar position in other Parastatal Bodies.
68.4
During meeting at the Bureau, both the Ministry of Arts and Culture and
Management of RMS were sounded on the proposals from the staff side requesting
for the creation of numerous dedicated grades and were advised to review their
initial proposal at the RMS Board level. However, Management of the RMS has, in
view of the short lapse of time for the publication of this Report, submitted that the
prevailing organisation structure be maintained and the salaries be aligned with
corresponding grades across Parastatal Bodies. Management has also informed
that the Board has decided to review all schemes of service of its employees.
68.5
~ 413 ~
68.
RMS 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
RMS 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
RMS 3
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephonist
RMS 4
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Licensing Officer (Personal)
RMS 5
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (RMS)
RMS 6
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
35275
Senior Officer (RMS)
RMS 7
RMS 8
RMS 9
Rs 95000
Director
formerly Director-General
~ 414 ~
69.
69.1
The Road Development Authority (RDA), a body corporate established by Act No. 6
of 1998, operates under the aegis of the Ministry of Public Infrastructure and Land
Transport. It became fully operational as from October 2001.
69.2
The Authority provides for a cost efficient mobility in comfort and safety to the
Mauritian population and its economic operators throughout the island by
developing, preserving and maintaining a high standard of classified road network
through the judicious use of human, material, financial and technological resources.
It also aims to provide a reliable road network to support the main economic
activities of the country through effective movement of people and goals.
69.3
The RDA provides new roads as an integral part of national development and being
solely responsible for the construction, care, maintenance and improvement of
motorways and main roads, inter alia, plans, designs and supervises the
construction of roads intended to be classified as motorways and main roads;
carries out or causes to be carried out the upgrading of motorways and main roads
and their routine and periodic maintenance. The Authority also maintains existing
bridges, tunnels and associated works on motorways and main roads; prepares and
implements road development schemes; and conducts and coordinates research
and investigation on material required for road construction.
69.4
69.5
At present, the activities of the RDA are organised under two executive arms,
namely, Administration and Technical. The Administration arm encompasses
Secretariat, Finance and Audit while the Technical arm comprises the Planning
Division, Implementation Division and the Maintenance Division. Each division is
headed by a Divisional Manager. The Secretariat is under the administrative control
of an Administrative Manager who is also responsible for the Stores Section. The
Financial Controller is the head of the Finance Section whereas the Internal Auditor
is for the Audit Section.
69.6
The RDA is administered by a Board and is headed by the General Manager who is
the executive head of the organisation, responsible for the implementation of the
policies of the Board, for achieving the financial operating goals and ensuring the
proper management and monitoring of the day-to-day affairs of the Authority. In the
performance of his duty, the General Manager is assisted by a Deputy General
Manager.
~ 415 ~
69.7
(ii)
(iii)
69.
RDA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
RDA 2
RDA 3
RDA 4
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
Lorry Loader
RDA 5
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
~ 416 ~
69.
RDA 6
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Tradesmans Assistant
RDA 7
Rs 11200 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
Stores Attendant
RDA 8
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
Handy Worker (Special Class)
RDA 9
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
RDA 10 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Herbicide Sprayerman
Office Attendant
RDA 11
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Plant and Equipment Operator
RDA 12
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Survey Field Worker/Senior Survey Field Worker
RDA 13
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
RDA 14
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor
Leading Hand
~ 417 ~
69.
RDA 15
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Blacksmith
Carpenter
Mason
Painter
Welder
RDA 16
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
RDA 17
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
RDA 18
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Heavy Vehicles above 5 tons)
Driver (Mechanical Unit)
RDA 19
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
27075
RDA 20
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
28625
Head Survey Field Worker
RDA 22
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator (Personal to officers in post as at 31.12.15)
RDA 23
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Assistant Foreman/Foreman (Personal)
~ 418 ~
69.
RDA 24
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
RDA 25
RDA 26
RDA 27
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Assistant Inspector of Works
Survey Technician
RDA 28
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Senior Word Processing Operator
RDA 29
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
RDA 30
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer (Personal)
Executive Officer (Personal to officers in post as at 31.12.15)
RDA 31
RDA 32
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Technical Design Officer
RDA 33
69.
RDA 34
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
RDA 35
RDA 36
RDA 37
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800
Human Resource Officer/Senior Human Resource Officer
RDA 38
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Computer Technician
Safety and Health Officer/Senior Safety and Health Officer
Technical Officer (Civil Engineering)
Technical Officer (Materials Testing Laboratory)
Technical and Mechanical Officer
RDA 39
RDA 40
RDA 41
RDA 42
~ 420 ~
69.
RDA 43
RDA 44
RDA 45
RDA 46
RDA 47
RDA 48
RDA 49
RDA 50
RDA 51
RDA 52
~ 421 ~
69.
RDA 53
RDA 54
RDA 55
RDA 56
RDA 57
RDA 58
Rs 110000
General Manager
~ 422 ~
70.
70.1
Operating under the aegis of the Ministry of Ocean Economy, Marine Resources,
Fisheries, Shipping and Outer Islands, the Seafarers Welfare Fund (SeWF) is
established as a body corporate under Act No 19 of 2008. It is administered and
managed by a Board. The Secretary is the Chief Executive of the Fund.
70.2
In fulfilling its mission of promoting the social and economic welfare of seafarers in
Mauritius, the SeWF envisions to provide welfare facilities to active and retired
seafarers, as well as to their families.
70.3
The objectives of the SeWF are, among others, to assist and advise those
responsible for providing welfare facilities and to ensure coordination between them;
and manage the Fund and undertake such things as appear requisite and
advantageous for the furtherance of the objects and functions of the Fund.
70.4
We are, in this review exercise, maintaining the current organisation structure which
is appropriate.
70.
SeWF 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Care Attendant
SeWF 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Word Processing Operator
SeWF 3
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
SeWF 4
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 QB 38350 x 1225 39575
Welfare Liaison Officer
SeWF 5
SeWF 6
~ 423 ~
~ 424 ~
71.
71.1
Established under Act No.10 of 1999, the Sir Seewoosagur Ramgoolam Botanic
Garden Trust (SSRBGT) operates under the aegis of the Ministry of Agro-Industry
and Food Security.
The SSRBGT is responsible for the management,
administration and maintenance of the Botanical Garden, the buildings and
historical monuments found therein.
71.2
Its main objectives are to: care for the collection of plants and preserved plant
materials found in the Garden; establish linkages with similar bodies along with
research and extension institutions on matters pertaining to horticulture, biology and
related activities appropriate to a botanic garden; and disseminate knowledge with
respect to plant life through publications and other means.
71.3
Management of SSRBGT has made submissions for the creation of grades in the
Administration and Technical Departments as well as for the merging of certain
technical grades to allow the organisation to be equipped with qualified staff and
also to meet its operational needs. On the basis of justifications provided for the
above requests, the Bureau is making provision to allow the SSRBGT to fulfil its
mandate efficiently and effectively.
In the context of this review, Management has proposed the creation of the grade of
Administrative Manager against abolition of the grade of Administrative Secretary.
Since the post of Administrative Secretary is vacant and that the Administrative
Manager would be required to shoulder higher responsibilities, the Bureau is
agreeable to the proposal.
Recommendation 1
71.5
71.6
~ 425 ~
In order to align with similar organisations under the aegis of the same parent
Ministry, Management has proposed to merge the grades of Technical Officer and
Senior Technical Officer. The Bureau considers that with delayering and flatter
structures, the focus is on an increased efficiency and customer responsiveness.
We are, therefore, making appropriate recommendation to that effect.
Recommendation 2
71.8
Recommendation 3
71.10
71.11
71.
SSRBGT 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~ 426 ~
71.
SSRBGT 2
SSRBGT 3
SSRBGT 4
SSRBGT 5
SSRBGT 6 :
Rs 17330
Safety and Health Officer (Part-Time)
SSRBGT 7 :
SSRBGT 8 :
SSRBGT 9 :
SSRBGT 10 :
SSRBGT 11 :
71.
SSRBGT 12 :
SSRBGT 13 :
SSRBGT 14 :
SSRBGT 15 :
SSRBGT 16 :
SSRBGT 17 :
SSRBGT 18 :
SSRBGT 19 :
SSRBGT 20 :
SSRBGT 21 :
~ 428 ~
71.
SSRBGT 22 :
SSRBGT 23 :
SSRBGT 24 :
SSRBGT 25 :
SSRBGT 26 :
SSRBGT 27 :
SSRBGT 28 :
SSRBGT 29 :
SSRBGT 30 :
~ 429 ~
71.
SSRBGT 31 :
SSRBGT 32 :
SSRBGT 33 :
~ 430 ~
72.
72.1
Initially, the Small and Medium Enterprises Development Authority (SMEDA) was
established by Act No 18 of 2009 to make better provision for the promotion and
development of small and medium enterprises. Subsequently, the act was
amended with the Financial Act 2015 to have a more coherent strategy in providing
meaningful support at all levels to entrepreneurs for realisation of projects to
achieve the Economic Vision 2030 of the Government.
72.2
Presently, the Small and Medium Enterprises (SMEs) sector plays a crucial role in
the socio-economic development of the country in contributing significantly for
productive employment opportunities, the generation of income and eventually, the
reduction of poverty. Additionally, a large number of people rely on the SMEs
directly or indirectly for their living. SMEs, therefore, deserve full support so as to
develop into major enterprises.
72.3
72.4
The intense campaign led by SMEDA through the National and Regional Fairs,
Regional Training Courses and Workshops over the island to promote
entrepreneurship is a proof that SMEDA has a key role to play in the development
of entrepreneurship.
72.5
In line with Governments policy, SMEDA set up the One Stop Shop to provide
under one roof SMEs with the support to allow them to promote their capabilities,
continue to build their businesses and successfully carry out their operations.
72.6
72.7
The functions of the SMEDA are, among others, to provide Core Support Services,
facilitate access to industrial space, finance and productive resources; conduct
surveys in the SMEs sector and provide market intelligence for those enterprises;
collaborate with other local and international agencies dealing with SMEs to develop
the local SMEs; and coordinate entrepreneurship activities carried out by Public
sector agencies and the private sector.
~ 431 ~
72.8
In the context of the present review exercise, Management has submitted that it is
imperative for SMEDA to be equipped adequately in terms of human resources to
be able to operate with optimal efficiency to cope with the many challenges ahead,
taking into consideration the Governments objectives to eliminate delays in delivery
of clearances for the operation of business/enterprise. Request has also been
made for restyling of grades and abolition of posts. The Unions on the other hand
have made representations for upgrading and restyling of certain posts, granting of
duty remission facilities for the grade of Assistant Manager and filling of vacant
posts.
72.9
We have examined all the proposals made by both Management and Unions and
are making appropriate recommendations to enhance service delivery of the
organisation. As regard, the grade of Assistant Manager, it is already among those
eligible for loan to purchase a 70% duty exempted car for official travelling.
While the Union has made representations for an upgrading of the post of Business
Development Officer in view of their working experience, management has
submitted that there is need for a level to provide specialised business development
services including support in the preparation of business plans to existing and
potential entrepreneurs. We are making provision to this effect.
Recommendation 1
72.11
72.12
~ 432 ~
Recommendation 2
72.14
72.15
Incumbent in the grade of Monitoring and Evaluation Officer would be required to,
among others, assist in the debt recovering and computing repayment of loans of
beneficiary companies; develop strategies to improve the efficiency and
effectiveness of projects, identify bottlenecks in completing projects activities;
coordinate the various components of projects to ensure their effective
implementation; collect and validate financial data of beneficiary companies at the
Registrar of Companies and other organisations; monitor all projects activities,
expenditure and progress towards achieving the Monitoring and Evaluation Units
targets; conduct training on monitoring and evaluation activities; and participate in
the conduct of studies, surveys and research activities carried out by the Authority.
It has been submitted that with the setting up of the One-Stop-Shop, there is need
to have a grade of Public Relations and Events Coordinator to promote the public
image of the SMEDA and communicate professionally to all stakeholders regarding
the services provided. We are agreeable to this request and are making
appropriate recommendation.
Recommendation 3
72.17
Recommendation 4
72.20
72.21
Incumbent in the grade of IT Trainer would be required to, among others, develop
and evaluate IT Training curricula including learning materials; conduct training in
the field of Information Technology and assess and evaluate trainees; co-ordinate
the IT module in other training programmes provided by the SMEDA; prepare
teaching and learning materials as well as handouts and learning packs; assist in
enforcing trainees discipline and provide support and guidance to trainees, training
needs analysts, and organisation and running of workshops/seminars; and evaluate
the effectiveness of the training and course outcomes.
~ 434 ~
72.23
Incumbent in the grade of IT Support Officer would be required to, among others,
assist the IT Officer and the IT Trainer in their duties; install and configure hardware
and common PC-related Software and provide preventive measures and technical
support; operate computer systems including running of processes, handling of
inputs, production of outputs, performing backups and keeping records; comply with
and promote applicable security standards in relation to computer systems; carry
out survey/audit of the technical features of computer equipment; and troubleshoot
computer hardware and software.
With the expanded role of the SMEDA, there is need for a grade to be responsible
for the human resource functions and to manage the Human Resources Unit in an
efficient and effective manner. We are, therefore, creating a grade of Human
Resource Officer/Senior Human Resource Officer to deal efficiently with all human
resource matters.
Recommendation 6
72.25
72.26
Incumbent in the grade would be required to, among others, provide advice,
guidance and assistance in accordance with rules and regulations pertaining to
human resource management policies and to assist in the implementation of human
resources policies and related matters; provide support to Head of Divisions; ensure
that human resource policies, rules, regulations and procedures are properly
interpreted and consistently applied; determine and advise on the human resource
needs of the Authority; assist in the development of organisation, design and work
procedures; and promote good industrial relations and take prompt action to settle
grievances and conflicts through negotiations and discussions.
~ 435 ~
Recommendation 7
72.27
(ii)
(iii)
The National Audit Office has recommended that the Authority should strengthen
the internal control and to have appropriate segregation of duties. We are,
therefore, providing for a level to cater for these functions.
Recommendation 8
72.29
72.30
Incumbent in the grade of Accounts Officer would be required to, among others,
compile schedules and information for the preparation of statutory reports, annual
estimates, final accounts, statements and other reports; ensure that accounting and
stores regulations are understood, correctly applied and fully complied with; control
and discharge expenditure and payments in compliance with existing regulations;
maintain a proper system of accounting to guard against irregularity and fraud;
verify bank reconciliation statements and ensure up on outstanding items;
implement and monitor an effective enforcement mechanism to ensure prompt
recovery of debts from clients and submit a monthly report thereon; and verify
payment vouchers, supporting documents and cheques before effecting any
payment.
With the expansion in the activities of the organisation, the workload of the
Procurement and Supply Department has been considerably increased. In this
context, there is need to create a level to maintain a proper store management
~ 436 ~
system in line with established procedure. We are making provision for a level to
strengthen the structure of the Procurement and Supply Division.
Recommendation 9
72.32
72.33
Incumbent in the grade of Procurement and Supply Officer would be required to,
among others, assist in the formulation of procurement policies of the SMEDA;
advise on matters relating to procurement and supply management; maintain a
proper store management system in line with established procedures; establish
proper systems of control and records of store items and assets and ensure that
adequate security is maintained; and perform procurement, warehousing and stock
control operations and maintain updated records of transactions in compliance with
the provisions and regulations made under the Public Procurement Act 2006 and
other regulations in force.
Management has submitted that there is need for the grade of Word Processing
Operator so as to cope with the increasing word processing and simple
computer/data processing works as well as simple clerical duties of the various
divisions of the Authority. We are agreeable to this request and are making
appropriate provision to this effect.
Recommendation 10
72.35
72.36
Incumbent in the grade of Word Processing Operator would be required to, among
others, type and collate official documents; perform simple clerical duties, ensure
speedy handling of correspondence; perform word processing and computer/data
processing work and to operate telefax and e-mail services; and replace
Confidential Secretary.
With the setting up of the One-Stop-Shop, many services in various fields are
provided by the Authority under one roof. With the increase in the number of
~ 437 ~
visitors, there is need for a level to attend to their queries promptly, efficiently and
courteously. We are making provision for a grade of Customer Care Officer to be
the first point of contract of all visitors attending the One-Stop-Shop.
Recommendation 11
72.38
72.39
Incumbent in the grade of Customer Care Officer would be required to, among
others, greet and sign in visitors; offer appropriate seating arrangements to visitors
in timely and efficient manner; determine the need of visitors (appointment,
assistance, information) and direct them accordingly; assist visitors with directions;
administer the waiting list of visitors; deal with and attend promptly, efficiently and
courteously to queries; and maintain effective communications with staff at all levels
and with customers to ensure smooth service delivery.
Presently, the SMEDA is responsible for various craft shops located in different
regions of the country. Management has submitted that there is need for a level to
be responsible for the day-to-day running of craft shop. We are addressing the
issue with the provision of a new grade.
Recommendation 12
72.41
72.42
Incumbent in the grade of Salesperson would be responsible for, among others, the
sale of products to the public; the keeping of books for the sale of products and
other transactions carried out at the shop; the safekeeping of cash and stores;
regular display of products in the shop; the stock control and updating of stock
cards; daily remittance of cash received to bank; submission of daily sales report to
Head-Office; providing general information to clients and members of the public;
and maintaining a record of visitors.
~ 438 ~
Director (Personal)
Assistant Handicraft Promotion Officer (Personal)
72.43
Recommendation 13
72.44
72.
SMEDA 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
SMEDA 2 :
SMEDA 3 :
SMEDA 4 :
SMEDA 5 :
SMEDA 6 :
~ 439 ~
72.
SMEDA 7 :
SMEDA 8 :
SMEDA 9 :
SMEDA 10 :
SMEDA 11 :
SMEDA 12 :
SMEDA 13 :
SMEDA 14 :
SMEDA 15 :
~ 440 ~
72.
SMEDA 16 :
SMEDA 17 :
SMEDA 18 :
SMEDA 19 :
SMEDA 20 :
SMEDA 21 :
SMEDA 22 :
SMEDA 23 :
SMEDA 24 :
~ 441 ~
72.
SMEDA 25 :
SMEDA 26 :
SMEDA 27 :
SMEDA 28 :
SMEDA 29 :
SMEDA 30 :
SMEDA 31 :
SMEDA 32 :
Rs 95000
Chief Operations Officer
~ 442 ~
73.
73.1
Operating under the aegis of the Ministry of Agro-Industry and Food Security, as a
body Corporate, the Small Farmers Welfare Fund (SFWF) caters for the small
planters, small breeders and farmers conducting agro processing activities and the
welfare of their families. Its functions include, among others, to: manage and
optimize its financial and other resources; set up and develop schemes and
projects; create special funds to operate any scheme set up by the Board; and
perform other related activities. In so doing, it envisions to advance and promote
the economic and social welfare of small farmers and their families.
73.2
The SFWF is headed by a Manager who is responsible for the execution of the
policy of the fund and for the control and management of its day-to-day business.
In the exercise of his functions, the Manager is supported by a complement of
officers belonging to the professional, technical, general services as well as
employees of the workmens group.
73.3
The organisation structure of the SFWF had been reinforced in the last Review
through the creation of grades, namely Computer Support Officer, Welfare Assistant
and Senior Accounts Officer. To optimise use of internal competencies, the scheme
of service of the grade of Programme Welfare Officer had been amended to enable
appointment of qualified Technical Officers therein in the first instance.
73.4
In the context of the present Review, representations have been received for
upgrading of qualifications requirement of existing grades, alignment of salaries,
and creation of additional levels. During the course of meetings, members were
apprised that grades are created on the basis of needs and new functions and
upgrading of qualifications is considered when the higher qualifications match with
the new set of duties and responsibilities. However, parties were informed that
grades which are urgently required by the organisation could be graded by the
Bureau on an ad hoc basis well before and even after the publication of the
Report once the parent Ministry conveys its approval and the proposed schemes
of service sent to the Bureau are in order.
73.5
The present set up is appropriate and it is, therefore, being maintained except for
the creation of the grade of Receptionist/Telephone Operator. We are additionally
recommending that Management should conduct a Human Resource Planning
exercise, to identify the need for additional HR requirements and to prompt
appropriate remedial measures.
We are therefore
Recommendation
73.7
73.8
73.
SFWF 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
SFWF 2 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
SFWF 3 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator (New Grade)
SFWF 4 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Welfare Assistant
SFWF 5 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
SFWF 6 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Computer Support Officer
~ 444 ~
73.
SFWF 7 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
SFWF 8 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer
Executive Officer (Personal)
SFWF 9 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer
SFWF 10 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
SFWF 11 :
SFWF 12 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Technical Officer
SFWF 13 :
SFWF 14 :
SFWF 15 :
SFWF 16 :
~ 445 ~
73.
SFWF 17 :
SFWF 18 :
SFWF 19 :
Rs 92000
Manager
~ 446 ~
74.
74.1
Established as per Act No. 28 of 1994 as a body corporate, the St. Antoine Planters
Cooperative Trust operates under the aegis of the Ministry of Business, Enterprise
and Cooperatives to provide support services to agricultural cooperative societies in
which the planters are members and finance any other activities and schemes
aimed at assisting planters to improve their level of production and efficiency. Its
objectives, among others, are to: receive and manage funds received from the
Societ Usinire de St. Antoine; provide loans for agricultural activities; devise and
implement irrigation projects; provide assistance for harvest of sugar canes and
acquisition of farm equipment.
74.2
The activities of the trust do not warrant the services of officers on full time period
and as such, the two established grades i.e. Clerk/Word Processing Operator and
Secretary/Manager have not been filled.
74.3
At present, a retired civil servant from the Cooperative Officers Cadre appointed on
contract by the Ministry of Business, Enterprise and Cooperatives is managing the
affairs of the Trust.
74.4
74.
SPCT 1 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
SPCT 2 :
~ 447 ~
~ 448 ~
75.
75.1
The State Trading Corporation (STC) was set up by an Act of Parliament in 1982 to
be the trading arm of the Government. At present, it operates under the aegis of
the Ministry of Industry, Commerce and Consumer Protection.
75.2
Over the past years, the STC has grown to be the largest Mauritian organisation in
terms of turnover. It deals with the importation of essential and strategic products
such as petroleum products, liquefied petroleum gas, staple rice, flour and luxury
rice (Basmati). The Corporation is entrusted with the mandate to sell rice and flour
as determined by the Government.
75.3
The landscape of bunkering trade has changed significantly over the last three
years. With the risk represented in the piracy zone, more ships are calling at Port
Louis for fuelling. This has generated an opportunity for Mauritius to develop the
bunkering trade. In the Government Budget 2013-2016, provision has been made
to invest massively in the Port in order to receive greater number of ships calling to
Port Louis. In this respect, the STC will have to embark on the ambitious project for
the construction of a new petroleum storage capacity to supply the market. Also,
the longer term plan is to allow the Corporation to become a future petroleum hub.
75.4
All the activities of the organisation are carried out in different divisions. The
General Manager is the Chief Executive responsible for the execution of the policy
of the Corporation as well as for the control and management of its day-to-day
business. Each division is manned by a Manager and is supported by professional,
technical and administrative staff.
75.5
Given that the market conditions and global business environment have changed
and the commodity markets have become more dynamic and complex, there is
need to continuously monitor the market and procure when the conditions are
opportune. To respond to those challenges and to achieve the objectives set by the
government, management has submitted that there is need to have the appropriate
organisation structure. Thus, in view of the important role of the STC, we are in this
Report, strengthening the organisation structure with the creation of grades at
managerial position and reengineering the procurement division which is a
significant component of the Corporation.
With the vision of Government for the development of Mauritius as a bunkering hub,
and more broadly, a petroleum hub, the supply of bunker fuels to local oil
companies is taking place in a partially liberalised market. The anticipated entry of
international operators into floating storage and onshore terminal business will
require an expanded role of the STC in the petroleum sector. Consequently, in line
with the substantial growth and efficient running of the Commercial Division,
~ 449 ~
Management has proposed for the creation of a grade to assist the Commercial
Manager in his day-to-day operations. We are making the appropriate provision.
Recommendation 1
75.7
75.8
Procurement Division
75.9
As the trading arm of the Government, the STC is one of the largest procurement
entity in the country. Being a state-owned organisation, the STC should lead the
way in terms of transparency and accountability when procuring goods and
services. Management has submitted that the Corporation does not have a
procurement unit and has consequently, requested the setting up of a Procurement
Division to ensure that procurement activities are carried out in the most economical
and efficient manner.
75.11
~ 450 ~
75.13
Incumbent, would be required, inter alia, to assist the Procurement Manager in his
duties; prepare tender documents for commodities, services and capital goods; and
arrange for publication and notices on website and in the press.
75.
STC 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
STC 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
STC 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
STC 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Granary Operative
STC 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
STC 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Tradesman
~ 451 ~
75.
STC 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
STC 8
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
STC 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Forklift Driver
STC 10
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
STC 11
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
STC 12
STC 13
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Senior Word Processing Operator
STC 14
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
STC 15
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Supplies and Sales Officer
STC 16
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Officer (Personal)
STC 17 :
~ 452 ~
75.
STC 18
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Clearing and Forwarding Officer
STC 19 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
STC 20
STC 21
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
IT Technician
Safety and Health Officer/Senior Safety and Health Officer
STC 22 :
STC 23 :
STC 24 :
STC 25
STC 26
STC 27
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
39575 QB 40800 x 1525 49950 x 1625 56450
Administrative Assistant
~ 453 ~
75.
STC 28 :
STC 29
STC 30
STC 31 :
STC 32 :
STC 33
STC 34 :
STC 35 :
STC 36
75.
STC 37 :
Rs110000
General Manager
~ 455 ~
~ 456 ~
76.
76.1
76.2
During consultations with Management, the Bureau was apprised that the SBFPF
Act has been amended in 2012 such that employees joining a Local Authority or
Parastatal Body as from 01 January 2013 would contribute with the State Insurance
Company of Mauritius (SICOM) instead of the SBFPF. The present number of
Associates and Beneficiaries of the SBFPF is around 6900 and 1050 respectively
which are expected to gradually decrease over time.
76.3
The present organisation structure meets the needs of the Fund and is being
maintained.
76.
SBFPF 1
SBFPF 2
SBFPF 3
SBFPF 5
SBFPF 6
~ 457 ~
76.
SBFPF 7
SBFPF 8
SBFPF 9:
SBFPF 10:
SBFPF 11 :
SBFPF 12 :
Rs 95000
Manager
~ 458 ~
77.
77.1
The Sugar Industry Labour Welfare Fund (SILWF) operates under the aegis of the
Ministry of Social Security, National Solidarity and Reform Institutions. It was set up
in 1948 to develop welfare programmes to enhance the well-being and conditions of
living of workers in the sugar sector and their families. Over the years, its
responsibilities have broadened and presently it also caters for the social welfare of
the community at large.
77.2
The core function of the SILWF is carried out by the Community Development
Division which, through its network of 135 Community Centres, provides a plethora
of educational, cultural, recreational and social activities to the public. These
centres are also used as Refugee Centres during cyclones and other natural
calamities. Besides promoting community development, SILWF also manages
scholarships and loan schemes for ongoing beneficiaries of the Sugarcane Industry.
77.3
As provided in its Act, the day to day management of the SILWF is vested in the
General Manager. He is assisted by technical, administrative and supporting staff.
In our last Report, we reinforced the structure of the Community Development
Division with the creation of a level of Deputy Commissioner, Community
Development and restyled a few grades to better reflect the nature of duties
befalling on incumbents. A new level of Human Resource Management Officer was
additionally provided in the EOAC Report.
77.4
For this review, the main representations from both Management and Staff
Associations pertain to the creation of additional levels, restyling of grades,
upgrading of salaries, review of schemes of service and enhanced conditions of
service.
77.5
In examining the representations, the Bureau has carried out a job re-evaluation
exercise. We consider that the present structure is fit for purpose and we have
taken into account all the necessary elements in arriving at the recommended
salaries of the grades. We have also restyled a few grades and reviewed the
ceiling of the official travelling for the Senior Community Development Officers.
77.6
Representations were also made to align the grades of Higher Executive Officer
and Senior Executive Officer on the grade of Office Management Executive and for
the filling of posts of Office Management Assistant by promotion instead of by
selection from Management Support Officers. The Bureau did not accede to the
requests and justified its position with appropriate explanations to the Management
of SILWF during the consultative meeting, in the presence of the staff side. It was
also advised, where relevant, to refer all implementation issues to the Departmental
Implementation and Monitoring Committee and the Central Implementation and
Monitoring Committee.
~ 459 ~
Craft Motivator
Motivator
77.7
Proposals have been made for a change in job appellation of Craft Motivator and
Motivator as they do not reflect the real nature of duties and responsibilities
devolving upon incumbents. After having duly examined the schemes of service
and Job Description Questionnaires of both grades, we consider that the current job
titles do not portray a clear description of the duties being performed. The core
duties of the Craft Motivator are to dispense training in various crafts while
Motivators are, in addition to their motivation duties, assisting the Community
Support Officers in their day to day duties. In certain cases, they are also called
upon to replace the Community Support Officers. We are, therefore, restyling the
grades to more appropriate appellations.
Recommendation 1
77.8
77.9
77.11
Representations have been received for a revision of the prevailing ceiling for
official travelling as Senior Community Development Officers travel extensively to
supervise an average of 10 Community Centres, carry out surveys and organise
activities at odd and staggered hours. In view of the above and based on the
findings of our survey on travelling, we are revising the ceiling for official travelling
for the grade of Senior Community Development Officers. However, the existing
ceiling of 400 km is being maintained for Community Development Officers.
Recommendation 2
77.12
77.13
(ii)
~ 460 ~
Training
77.14
Representations have been received from the staff side for the provision of
training for the employees. During consultations, both Management and Staff
Side were apprised of the Bureaus training philosophy and responsibility of
Management to identify the training required by the employees and to make
appropriate arrangements.
77.15
77.
SWF 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
SWF 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Warden/Community Activities Assistant
SWF 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
SWF 4
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
SWF 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Caretaker/Gardener
Office Attendant
SWF 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Craft Instructor
formerly Craft Motivator
Community Support Assistant
formerly Motivator
~ 461 ~
77.
SWF 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
SWF 8
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
SWF 9
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
SWF 10 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 26300
Receptionist/Telephone Operator (Personal)
SWF 11
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Dressmaking and Related Craft Teacher
SWF 12
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Community Support Officer
Word Processing Operator
SWF 13
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer (New Grade)
SWF 14
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30175
Senior Dressmaking and Related Craft Teacher
SWF 15
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Executive Assistant
SWF 16
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
~ 462 ~
77.
SWF 17
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
36200
Inspector
SWF 18
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer
SWF 19
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
33425 QB 34350 37125 x 1225 38350
Community Development Officer
SWF 20
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
SWF 21
SWF 22
SWF 23
SWF 24
SWF 25
SWF 26
~ 463 ~
77.
SWF 27
SWF 28
SWF 29
SWF 30
SWF 31
SWF 32 :
SWF 34
SWF 35
SWF 36
SWF 37
Rs 110000
General Manager
~ 464 ~
SWF (SWC) 2 :
SWF (SWC) 3 :
SWF (SWC) 4 :
SWF (SWC) 5 :
SWF (SWC) 6 :
Rs 5825
Assistant General Worker
SWF (SWC) 7 :
Rs 7395
General Worker
SWF (SWC) 8 :
Rs 7615
Warden
SWF (SWC) 9 :
Rs 8510
Caretaker
TV Operator
~ 465 ~
~ 466 ~
78.
78.1
The Sugar Insurance Fund Board (SIFB) operates under the aegis of the Ministry of
Finance and Economic Development. Being the premier provider of sugar
insurance service, the SIFB operates various schemes so as to protect sugar
production of planters, metayers, millers and refiners from losses due to cyclones,
droughts, excessive rainfall and fire.
78.2
78.3
At the time the 2013 PRB Report was under preparation, the SIFB had already
initiated procedures to appoint a private Consultant to review its organisational
structure and human resource requirement. So we maintained the organisation
structure and only revised the salaries and allowances in our last Report. It should
be noted that the existing structure was maintained in the EOAC Report as well.
The main recommendations of the Consultants Report concern a reduction of the
organisations workforce through an offer of voluntary retirement package (VRS)
and a review of the organisation structure including restyling, merging, abolition of
grades as well creation of levels.
78.4
Subsequently, a list of these grades together with relevant details attached, was
submitted to the Bureau for salary determination purposes. A few meetings were
held at the Bureau to clarify certain ambiguous issues in the schemes of service
and in the structure itself. Thereafter, the recommended salaries for the different
grades were communicated to the MCSAR. So far, only part of the
recommendations made by the Consultant has been implemented.
78.5
For this review, the Bureau has received representations from both Management
and the Staff Association to review the salaries we recommended for certain grades
which were created in the context of the restructuring. In addition, the Union has
made several representations over the Consultants Report. The representations
include among others, upgrading of qualifications, restyling of posts, merging of
grades and reinstatement of grades which have been abolished. The union has
even expressed its qualms regarding certain parts of the Report which it considers
to be to the detriment of many employees.
78.6
During the meeting held with Management, in the presence of the parent Ministry
and representatives of the Union, the parties concerned were lengthily explained
that the salaries granted to the new grades were commensurate with the prescribed
qualification, duties, responsibilities and experience required. Nevertheless, the
~ 467 ~
Bureau has in the context of this review, conducted a job re-evaluation exercise,
based on which the salaries have been recommended. In so far as the other
demands of the union are concerned, we provided adequate explanation during the
meetings, for requests which we did not accede to.
78.7
Since the restructuring of the SIFB as per the Consultants Report is still in process,
the Bureau is not bringing any major change to the existing structure. We are,
nonetheless, urging Management to examine certain shortcomings arising out of the
Consultants Report and to consequently bring corrective measures. We are also
improving existing conditions of service to further motivate employees and to
enhance organisational efficiency.
78.8
Recommendation 1
78.9
Persistent representations have been made by the Staff Association for the grant of
a risk allowance to Field Officers/Senior Field Officers. Previously, these officers
were carrying out inspections in a team but are now called upon to perform same
alone. According to them, the risk of assault and theft especially in remote areas
has increased, the moreso as now they are required to carry out these inspections
using costly digital tablets.
78.11
The above representation does not meet our criteria set for the payment of a risk
allowance. Nevertheless, we consider that the SIFB could conduct a risk
assessment exercise in view of determining the risk faced by these officers
whenever they have to carry out inspection in risk prone areas.
~ 468 ~
Recommendation 2
78.12
Some Senior/Head Office Care Attendants and Office Care Attendants are called
upon to perform additional duties such as cleaning toilets, gardening, lawn mowing
and related work over and above their normal scheme of duties for which they are
paid a monthly allowance of Rs 500. This allowance is being maintained.
Recommendation 3
78.14
Eligible field staffs using their motorcycles and motor cars for official travelling are
presently paid a monthly bad road allowance of Rs 355 and Rs 835 respectively.
Representations have been received to raise the quantum of this allowance in view
of the distance covered on bad roads by the officers in the performance of their
duties. We have examined the request and are reviewing the quantum of the
allowance in the light of our survey findings on travelling.
Recommendation 4
78.16
We recommend that the monthly Bad Road Allowance payable to officers for
official travelling be revised as hereunder:
Bad Road Allowance for:
Rs
(a)
375
(b)
880
~ 469 ~
78.
SIFB 1
Rs 17330
Safety and Health Officer (Part-time)
SIFB 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20525
Office Care Attendant
formerly Office Attendant
SIFB 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Driver/Handy Worker
SIFB 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Care Attendant
formerly Senior/Head Office Attendant
SIFB 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Telephonist/Receptionist
SIFB 6
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
SIFB 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer
SIFB 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Officer
SIFB 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 35275
Field Officer/Senior Field Officer
formerly Field Officer
Senior Field Officer
~ 470 ~
78.
SIFB 10
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 36200
Technical Design Officer
SIFB 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 37125
Support Officer/Senior Support
SIFB 12
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 37125 x 1225 38350
Support Officer/Senior Support Officer (Personal to officers who were
Assistant Data Processing Superintendents prior to 01.07.98)
SIFB 13
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
SIFB 14
SIFB 15
SIFB 16
SIFB 17
SIFB 18
SIFB 19
SIFB 20
78.
SIFB 21
SIFB 22
SIFB 23
SIFB 24
SIFB 25
SIFB 26
~ 472 ~
79.
79.1
The Tamil Speaking Union (TSU), which was established as a body corporate in
2008, operates under the aegis of the Ministry of Arts and Culture. Its main
objective is to promote the Tamil Language through the teaching of same to
Mauritians of Tamil origin as well as to other Mauritians.
79.2
79.3
Initially, the TSU was being serviced by personnel on a temporary basis. In our last
Report, we made provision for the grades of Driver/Office Care Attendant and
Clerk/Word Processing Operator to enable the TSU operate smoothly. Thereafter,
the organisation structure of the TSU was further reinforced with the creation of the
grade of Programme Coordinator in the EOAC Report. It should also be noted that
presently the responsibility for the overall administrative functions are being
shouldered by the Chairman of the Council.
79.4
79.5
The Bureau has carefully examined each submission. With a view to enabling it
discharge its mandate in a more effective and efficient manner, we are providing for
a new grade to cater for its financial functions and we are also enlarging the
schedule of duties of the grade of Programme Coordinator to include the research
function. Requests pertaining to the creation of certain part-time grades were not
considered as there would be overlapping of duties between them and the full time
grades. The TSU was informed accordingly during the consultative meeting.
Currently, the TSU does not have a qualified officer responsible for its day-to-day
accounting and financial transactions. Both Management and the parent Ministry
have submitted that the absence of a dedicated grade to look after these functions
often impedes the proper management of the Unions accounts. To alleviate this
problem, we are providing for a grade of Accounts Clerk to enable the TSU to
maintain a proper accounting system and to cope with its increasing financial
transactions.
~ 473 ~
Recommendation 1
79.7
79.8
Incumbent would be required, among others; to ensure that all accounting and
financial transactions of the TSU are properly accounted for in accordance with
basic principles of Financial Management; prepare paysheets, vouchers and
cheques and despatch cheques; attend to banking transactions; compute refund of
travelling; collect, verify, analyse and record all financial costing and budget data
and financial statements; verify bank reconciliation statements; maintain a proper
system of accounting and ensure that all financial transactions are correctly
recorded and complied with established rules and regulations.
In the 2013 PRB Report, we provided for a grade of Driver/Office Care Attendant
which was restyled to Office Care Attendant/Receptionist in the EOAC Report.
Generally, these functions have not been combined in the Civil Service. As the
combination appears odd, the grade has been abolished, the more so that it is
vacant. Nevertheless taking into consideration that both Driver and Office Care
Attendant duties are very important for any organisation, we are providing for a
grade of Driver/Office Attendant.
Recommendation 2
79.10
We recommend:
(i)
(ii)
~ 474 ~
79.11
Incumbent would, inter alia, be responsible for driving the organisations vehicle,
carrying out simple repairs and maintenance tasks, cleaning premises, performing
messengerial duties, operating a simple telephone switchboard and ushering in/
guiding visitors to schedule officers.
Management has submitted that there is need for someone to conduct research
based activities such as search and retrieval of information from electronic systems
like the internet, CD-ROMs and other electronic materials. For increased efficiency
and optimal use of resources, we are enlarging the scheme of service of the grade
of Programme Coordinator to include these duties.
Recommendation 3
79.13
Part-Time Teachers
79.14
The TSU employs part-time Teachers for the teaching of tamil language in its
various regional centres across the island. These part-time Teachers are paid a fee,
based on their qualifications, as hereunder:
Teachers holding a Diploma in Tamil or a
higher qualification
Rs 390/hr
Rs 310/hr
79.15
The part-time Teachers are also entitled to refund of travelling by bus and an Endof-Year Bonus which is computed at the rate of 1/12 of their annual earnings.
79.16
79.17
We are also conscious of the fact that certain courses may be running right now and
Resource Persons have already embarked on a sort of undertaking. With a view
not to penalise them we are taking necessary measures.
~ 475 ~
Recommendation 4
79.18
79.19
79.20
(ii)
We also recommend that for the present courses being run, Teachers should
continue to draw on a personal basis the rate in force i.e.:
Teachers holding a Diploma in Tamil or a higher qualification
Rs 390/hr
Rs 310/hr
The Bureau further recommends that the part-time Teachers should continue
to be entitled for refund of travelling by bus and an End-of-Year Bonus
computed at the rate of 1/12 of their annual earnings.
79.
TSU 1 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Care Attendant (New Grade)
TSU 2 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
TSU 3 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk (New Grade)
TSU 4 :
Programme Coordinator
~ 476 ~
80.
80.1
80.2
The Commission organises its main activities under six main functional divisions:
Administration; Finance; Research and Planning; Quality Assurance and
Accreditation; Distance Education and Open Learning; and the Centre for
Instrumentation. The Divisions/Centres are under the responsibility of a Head
assisted by other technical and supporting staff.
80.3
The Executive Director has the responsibility for the overall management and
execution of the policy of the TEC. He is assisted by a Deputy Director and a
complement of staff belonging to the professional, technical, general services and
manual grades.
80.4
In the context of this Review, representations have been made for the extension of
salary scales of certain grades, creation of additional levels, filling of vacant posts,
restyling of existing grades, review of fees payable to Chairman and members of
Sub-Committee, upgrading of qualifications requirement, provision of duty remission
facilities and new conditions of service.
80.5
During consultation, Management was apprised that grades are created on the
basis of functional and operational needs of an organisation and the onus rests with
the Board. However, it was also highlighted that grades which are urgently
required, could be graded by the Bureau on an ad hoc basis well before and even
after the publication of the Report, once the parent Ministry conveys its approval
and the proposed schemes of service are in order. On the issue of conditions of
service, Management was informed that these would be examined generally except
for specific ones which are being considered/addressed in this Report.
80.6
All other proposals were thoroughly discussed and reasons for not acceding to
some of them were also provided. Parties were equally informed, among others, of
existing provisions regarding duty remission facilities and movement beyond the top
salary for professionals and above. To address issues relating to HR, it is
recommended that Management should carry out a Human Resource
Planning exercise.
~ 477 ~
80.7
In this Report, we are maintaining the present structure while restyling the grade of
Deputy Director, upgrading the qualification requirements of the grade of Public
Relations Officer and replicating some general provisions for ease of application.
80.9
Both staff side and Management have submitted that incumbent in the grade of
Public Relations Officer assumes the overall responsibility for communications and
is required, among others, to advise and assist Management in policy making
regarding communication, plan, develop and implement Public Relations strategies.
They have, therefore, requested to upgrade the qualifications requirement of the
grade of Public Relations Officer from Diploma to a Degree as there is a need for
higher academic background to cope with the challenges and to match the
exigencies of the position to which we are agreeable.
80.10
We are, however, inserting a Qualification Bar in the salary scale of the grade.
Recommendation 1
80.11
80.12
We recommend that:
(i)
(ii)
Incumbents in the
Officer possessing
component or an
incrementally in the
performance criteria. We are maintaining this provision while revising the salary
point.
Recommendation 3
80.14
(ii)
(iii)
Representations have been made for the extension of salary scales for grades
requiring a Degree. For ease of application, we are reproducing the existing
provisions below.
Recommendation 2
80.16
(viii)
(ix)
At present, officers in grades requiring a University Degree are eligible for the grant
of 70% duty exemption for the purchase of a car subject to certain criteria and upon
the approval of the MCSAR.
~ 479 ~
Recommendation 4
80.18
80.
TEC 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
TEC 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Driver/Office Attendant
TEC 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
TEC 4
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
TEC 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Technical Assistant
Word Processing Operator
TEC 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
~ 480 ~
80.
TEC 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
TEC 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Officer
Executive Officer (Personal)
TEC 9
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
TEC 10
TEC 11
TEC 12
TEC 13
TEC 14
TEC 15
TEC 16
~ 481 ~
80.
TEC 17
TEC 18
TEC 19
TEC 20
TEC 21
TEC 22
TEC 23
TEC 24
TEC 25
~ 482 ~
80.
TEC 26
TEC 27
Rs 110000
Deputy Executive Director
formerly Deputy Director
TEC 28
Rs 152000
Executive Director
~ 483 ~
~ 484 ~
81.
Tourism Authority
TOURISM AUTHORITY
81.1
The Tourism Authority (TA) was set up under the Tourism Act No 19 of 2004
subsequently amended, to promote sustainable development of the tourism industry
and ensure that tourism activities are conducted in a safe and responsible manner.
It is a body corporate operating under the aegis of the Ministry of Tourism and
External Communications.
81.2
The main functions of the TA are to, inter alia, licence, regulate and supervise
tourist enterprises and pleasure craft activities; manage tourist sites; and prepare
action plans for the development and improvement of the tourism industry.
81.3
81.4
81.5
81.6
We are acceding to those requests that have valid justifications and making
appropriate recommendations.
Presently the Tourism Authority is headed by the Director who is supported by the
Administrative Manager. However, Management has submitted that the scope of
responsibilities of the Authority would, henceforth, include hotel classification, eco
label, construction of jetties and slipways, and product development. Hence, there
is need for a level to provide support to the Director in view of the expansion in
tourism activities. We are agreeable to this request and are recommending
accordingly.
Recommendation 1
81.8
Tourism Authority
81.9
Incumbent would be required to assist the Director in; the execution of the policy of
the Board and the control and management of the day-to-day business of the
Authority; corporate planning of the Authority for its business operations; promotion
of the Authority as a centre of excellence for quality and sustainable tourism
development; business development and growth of the Authority; and deputise for
the Director, amongst others.
Management has submitted that the new organisational structure would comprise
different departments, namely, Administrative and Corporate Services Section, the
Information Technology Section, the Licensing Section, Monitoring and Compliance
Section and Tourism Product Development and Innovation Section. Each unit
would be ascribed specific functions to enable the organisation to achieve its
objectives efficiently and effectively. Management has requested for a level to head
each unit. We are making provisions to this effect through the creation of a grade of
Manager in each unit.
Recommendation 2
81.12
81.13
Incumbent would be required to, inter alia, formulate and implement strategies with
a view to enhancing the corporate image of the Authority; ensure follow up actions
on decisions of Board and other committees; provide necessary assistance needed
for the smooth management and conduct of the business of the Authority; set up,
implement and monitor a Performance Management System for the Organisation;
and be responsible for all HR issues of the Authority.
~ 486 ~
Tourism Authority
Recommendation 3
81.15
81.16
Incumbent would be required to, inter alia, be responsible for all IT technical support
and application development/maintenance activities of the Tourism Authority; effect
co-ordination between the different functions and plan, organise, schedule and
monitor staff postings, assignments and workloads; oversee the administration and
maintenance of Information Technology infrastructure at the workplace; and provide
technical assistance on equipment evaluation, selection and installation.
The Licensing Section would be responsible for the processing, issue and renewal
of tourist enterprises licence, pleasure craft licence, canvasser permit and skipper
licence.
Recommendation 4
81.18
81.19
Incumbent would be required to, inter alia, be in charge of the Licensing unit and
organisation of the work of the unit; process all files and validate information to be
submitted to the Licensing Committee; assist in the formulation of strategies and
policies for the development of tourism activities in a sustainable manner based on
trends and developments in the tourism sector; and assist in the preparation of
strategic plans, project briefs and preparation of papers for the board and
subcommittees of the Board.
~ 487 ~
Tourism Authority
Recommendation 5
81.21
81.22
Incumbent would be required to, inter alia, be responsible for the day-to-day
management and control of the monitoring and compliance unit; ensure that Tourist
business operates according to established standards, laws, guidelines and
regulations; plan, organise and coordinate site inspections and report on actions
taken/follow up on all cases where actions are required; and ensure that follow up
actions are undertaken in respect of all enforcement notices and notices for fixed
penalties issued in accordance with the Tourism Authority Act and regulations in
force.
Recommendation 6
81.24
81.25
Incumbent would be required to, inter alia, be responsible for the day to day
management and control of the Tourism Product Development and Innovation
Section; provide general administrative assistance, advice and support to the
Director with regards to the sector activities, trends and developments; assist the
Director in the formulation of strategies and policies for the hotel classification and
development of tourism activities in a sustainable manner and analyse tourism
development patterns in different countries and undertake benchmarking activities
~ 488 ~
Tourism Authority
for local tourism product improvement; carry out competitor analysis and SWOT
analysis in product development for local product enhancement and value addition;
supervise the work of officers in the Tourism Product Development and Innovation
Section and ensure its smooth running; and conduct research on tourism matters
and share information on findings.
Principal Tourism Enforcement Officer (New Grade)
81.26
The Tourism Authority would be called upon to assume new responsibilities such as
hotel classification, extension of classification standards, grading system to nonhotel sectors, licensing reforms with online applications and e-payment. With these
changes, Management has apprised the Bureau that there is need for a level to
assist the Manager, Tourism Product Development and Innovation and ensure that
the section achieves its objectives efficiently and effectively. We are making
appropriate provisions to this effect.
Recommendation 7
81.27
81.28
Incumbent would be required to, inter alia, assist the Manager, Tourism Product
Development and Innovation in the day-to-day management of the technical
section; be responsible for the application of all laws and regulations relating to
tourism activities; supervise the processing of applications for request and renewal
of licences for tourism businesses, enterprises and pleasure crafts; supervise the
inspection of all tourism and tourism-related activities and ensure strict compliance
with laws, norms and standards; effect site visits in relation to tourism activities and
prepare action plans, as required by the Manager, Tourism Product Development
and Innovation in respect of coastal zone management, zone safety and security of
tourists.
~ 489 ~
Tourism Authority
Recommendation 8
81.30
81.31
Incumbent would be required to, inter alia, provide assistance to the Manager, IT in
developing, protecting and maintaining an effective computerised information
system for the development of online applications, payment, software, databases
and websites, performing computer/data processing work/trouble shooting activities;
and setting up of IT logistics for seminars, workshops and any other events.
Submission has also been made for a grade to oversee all procurement matters for
the organisation. We are making appropriate provisions with the creation of a grade
of Procurement and Supply Officer.
Recommendation 9
81.33
81.34
Incumbent would be required to, inter alia, organise and manage the procurement
and supply activities of the Tourism Authority; perform procurement, supply,
storekeeping and stock control duties in accordance with existing provisions; and
assist in appraisal and review exercises related to procurement and supply
operations.
There is a Qualification Bar (QB) in the salary scale of the grade of Assistant Public
Relations Officer. Incumbent should possess the Diploma in Communication/
Management/Tourism or an equivalent qualification to proceed beyond the QB
in the salary scale recommended for the grade.
81.36
In our last Report, provision was made to allow the organisation, in case of difficulty,
to recruit and retain high calibre professionals in specific grades with negotiable
initial salary point. We are maintaining this provision which may still be used in the
present context.
~ 490 ~
Tourism Authority
Recommendation 10
81.37
(ii)
(iii)
(iv)
(v)
81.
TOURISM AUTHORITY
SALARY SCHEDULE
TA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
TA 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
TA 3
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Documentation Assistant
TA 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Attendant
TA 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
TA 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal)
Clerk/Word Processing Operator
~ 491 ~
81.
TA 7
Tourism Authority
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal)
TA 9
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 32500 x 925 34350
Tourist Warden
TA 10
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 QB 38350 x 1225 39575
Assistant Public Relations Officer
TA 11
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
TA 12
TA 13
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
39575
Tourism Enforcement Officer
TA 14
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
IT Technician (New Grade)
TA 15
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 45375
Assistant Examiner
TA 16
TA 17
~ 492 ~
81.
TA 18
Tourism Authority
TA 19
TA 20
TA 21
TA 22
TA 23
TA 24
TA 25
Rs 110000
Director
~ 493 ~
~ 494 ~
Tourism Authority
82.
82.1
The Tourism Employees Welfare Fund (TEWF) was set up under the Tourism
Employees Welfare Fund Act No 15 of 2002 to provide for the social and economic
welfare of employees of tourism enterprises and their families. It operates under the
aegis of the Ministry of Tourism and External Communications. Presently, the
TEWF covers about 33000 employees and their families, manages the General
Fund amounting to Rs 110 millions and generates revenue of about Rs 22 m
annually.
82.2
In line with its mandate to set up schemes and projects for promoting the welfare of
employees of tourism enterprises and their families, the TEWF has implemented
various schemes such as education loan, computer loan, motorcycle loan and
multipurpose loan at low rates of interest. Grants for students of the Certificate of
Primary Education, School Certificate, Higher School Certificate, marriage gift, and
death grant are also being provided by the organisation.
82.3
The organisation structure of the TEWF consists of the Administration, Welfare and
Finance Departments. The Secretary is the Chief Executive of the Organisation.
82.4
In our last Report the post of Office Attendant was abolished and the post of Office
Attendant/Driver was restyled to Driver/Office Attendant.
82.5
In the context of the present review exercise, the Management of the TEWF made
submissions to review the organisation structure so as to enhance customer service
in the activities of the Fund. Representations were also made for job enlargement of
the post of Secretary, creation of polyvalent grades of Management Support Officer
and Office Management Assistant as well as to strengthen the Finance Department.
82.6
Secretary
82.7
Recommendation 1
82.8
Accounts Officer
82.9
82.10
The TEWF is financed through contributions from employers and employees of the
tourism sector. Every employee and employer in the tourism sector contributes a
monthly fee of Rs 10 and Rs 40 respectively to the Fund. Presently, there are
33,000 employees of the tourism sector both from Mauritius and Rodrigues,
contributing to the Fund.
82.11
Management has represented that the fund of the TEWF is increasing each year
and there is a need to provide for an appropriate structure to ensure segregation in
the flow of duties carried out by the existing staff of the Finance Section. We concur
with this proposal.
Recommendation 2
82.12
82.13
Incumbent would be required, among others, to ensure that all payments are in
accordance with the approved budget, financial rules and regulations; prepare
journal voucher, monthly trial balances and reconciliation statements and periodic
financial statements; ensure effective purchasing of commodities, equipment and
their proper storage and supply; and assist in the administration of revenue
collection of the TEWF.
82.
TEWF 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
TEWF 2
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
TEWF 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
~ 496 ~
82.
TEWF 4
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
TEWF 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal)
TEWF 6
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Programme Welfare Assistant
TEWF 7
TEWF 8
TEWF9
TEWF 10 :
TEWF 11 :
TEWF 12 :
~ 497 ~
~ 498 ~
83.
83.1
Established as per the provision of Town and Planning Act 1954 as a statutory
body, the Town and Country Planning Board (TCPB) operates under the aegis of
the Ministry of Housing and Lands to promote the orderly development of land in
both urban and rural areas of the country. Its objectives according to the Act, are
the formulation of Outline Schemes and Hearing of appeals from persons aggrieved
by the decisions of the Local Authority in respect of land use and Development
Permit.
83.2
Since October 2012, the responsibility to examine all appeals from person
aggrieved in respect of Development Permit of decision reached by the Local
Authority has been shifted to the Environment and Land Appeal Tribunal.
Consequently, there has been a decrease in the workload of the TCPB and in order
to make effective use of its human resource, some officers of the TCPB have been
called upon to provide their services, on a part time basis, to the parent Ministry as
well as to the organisation.
83.3
Both representatives of the staff side and Management have, through their
memorandum and during consultation, requested the filling of the post of
Administrative Manager; the creation of the grade of Office Management Executive
with option for the actual incumbent in the grade of Higher Executive Officer to join
in and the restyling of the grade of Office Attendant to Office Attendant/Senior Office
Attendant.
The Bureau considers the Board of TCPB is empowered either to establish new
grades or to fill in vacant posts depending on the functional needs of the
organisation. Concerning the restyling of the grade of Office Attendant to that of
Senior Office Attendant, parties were explained why this cannot be done.
83.6
Pending any further organisational change at the TCPB, the existing salaries are
being revised while the grade of Planning Officer is being restyled.
~ 499 ~
Planning Officer
83.7
The grade of Planning Officer at the TCPB is a dead end post. Over and above his
normal duties, incumbent has been assigned the duties of the grade of
Administrative Manager which has remained vacant for quite a long time.
83.8
It has been represented that the non filling of the post of Administrative Manager is
depriving the Planning Officer of a promotional outlet, the moreso, as there is no
career structure for the grade. Moreover, the TCPB is making effective use of the
expertise of incumbent.
83.9
The Bureau has considered the above facts and circumstances and is making an
appropriate recommendation.
Recommendation
83.10
We recommend that:
(i)
(ii)
83.
TCP 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
TCP 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
TCP 3
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
TCP 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk
~ 500 ~
83.
TCP 5
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
TCP 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Officer (Personal)
TCP 7
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
TCP 8
TCP 9
TCP 10
TCP 11
TCP 12
TCP 13
~ 501 ~
~ 502 ~
84.
84.1
The Trade Union Trust Fund (TUTF) was set up by the Trade Union Trust Fund Act
No. 1 of 1997 and operates under the aegis of the Ministry of Labour, Industrial
Relations, Employment and Training.
84.2
The mission of the TUTF is to promote workers education whether they are
unionised or non-unionised members; organise and sponsor seminars for
representative members, Federations and Confederations at national level; provide
assistance to workers organisations in terms of logistic and work environment, raise
funds from donor institutes sustainably; and organise and conduct international
conferences.
84.3
84.4
In the context of the present review exercise, the main representation has been
focused on alignment of salary at different levels and Management has been
apprised of the established criteria set for alignment of salary at different levels of
operation.
84.5
General Worker
Recommendation 1
84.6
84.
TUTF 1
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~ 503 ~
84.
TUTF 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
TUTF 3
Rs19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Executive Secretary
~ 504 ~
85.
85.1
85.2
Its mission is to promote and sustain inclusion and integration of persons with
disabilities in all aspects of society so that they also enjoy meaningful and fulfilling
lives. In so doing, the TEDPB envisions to strengthening the Rights of People with
disabilities.
85.3
The General Manager is at the apex of the TEDPB and is responsible for the
maintenance and promotion of a sound administration of the organisation. He is
supported by a complement of officers in different grades in the discharge of his
functions.
85.4
In the context of this Report, Management has requested for: the creation of
grades, upgrading of existing ones, and an increase in the establishment size of
existing positions. During consultation that was held, parties were informed that
grades which are urgently required would be graded by the Bureau on an ad hoc
basis well before and even after the publication of this Report, once the parent
Ministry conveys its approval and the proposed schemes of service are in order.
85.5
The Bureau has carefully examined the submissions and considers that the present
organisational structure is fit for its purpose. We are, however, creating the grade of
Gardener and recommending that Management should conduct a Human
Resource Planning exercise to identify the need for additional HR
requirements and to prompt appropriate remedial measures.
Recommendation 1
85.7
Incumbent would, inter alia, be required to: prepare beds for sowing seeds and for
transplantation of seedlings; carry out potting, grafting, layering and other
propagation practices; carry out spraying of plants; and maintain the garden
implements.
85.
TEDPB 1 :
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
TEDPB 2 :
TEDPB 3 :
TEDPB 4 :
TEDPB 5 :
TEDPB 6 :
TEDPB 7 :
~ 506 ~
85.
TEDPB 8 :
TEDPB 9
TEDPB 10 :
TEDPB 11 :
TEDPB 12 :
TEDPB 13 :
TEDPB 14 :
~ 507 ~
~ 508 ~
86.
86.1
Operating under the aegis of the Ministry of Health and Quality of Life (MOH & QL),
the Trust Fund for Specialised Medical Care (Cardiac Centre) is a body corporate
established under Act No. 52 of 1992. It envisions to adhere to the unrelenting
commitment to best practices in the provision of critical and specialised care to
patients.
86.2
86.3
The Cardiac Centre is headed by an Executive Director who is responsible for the
execution of the policy of the Board and the day-to-day Management of the Fund.
The clinical management of the Centre rests with the Director Cardiac Services.
Both medical and technical, along with paramedical and supporting staff provide
assistance to the Directorate for the proper delivery of services.
86.4
Management has submitted that the Cardiac Centre is facing lots of impediments in
service delivery as many grades have been on secondment from the MOH&QL
since its inception. The fact that the Cardiac Centre is not staffed with dedicated
grades is impeding its daily service. The Bureau has examined the issue and we
are, in this Report, strengthening the present structure of different departments with
the creation of a few grades to better equip the Centre and provide it with the right
impetus to meet the desired goals.
Pharmacy Department
Pharmacist/Senior Pharmacist (New Grade)
Recommendation 1
86.5
86.6
~ 509 ~
86.8
86.9
Incumbent would be required, inter alia, to compound drugs, medicines and prepare
sterile pharmaceutical products; dispense drugs and medicine and give full direction
for the use thereof; and order, receive and issue drugs, medicines, vaccines, sterile
products ingredients, surgical dressing and keep record thereof.
Finance Department
Accountant (New Grade)
Accountant Technician (New Grade)
86.10
Over the years, the funding of the Cardiac Centre has increased considerably and
with the rapid increase in the level of activities of the Centre, there is need to have a
robust and qualified team to manage and control the internal processes of the
funding activities. Moreover, the Centre prepares its financial statements in
accordance with the International Public Sector Accounting Practice (IPAS). Thus,
Management has submitted that with a view to providing support to the professional
grade, there is need to strengthen the department with the creation of dedicated
grades. We have examined the issue and we are making the appropriate provision.
Recommendation 3
86.11
86.12
~ 510 ~
Recommendation 4
86.13
86.14
86.15
Incumbent would be required, inter alia, to assist in the preparation of the Annual
Estimates of the Centre and the Annual Final Accounts; ensure that finance,
accounting and procurement and supply regulations are correctly applied and
complied with; keep proper, complete and up-to-date records of all financial
transactions; and prepare monthly payroll and ensure that relevant controls are
effected.
86.16
The Centre has presently, two Procurement and Supply Officers on secondment
from the Ministry of Finance and this practice has been continuing since the
inception of the Centre. The Procurement Department procures more than Rs 80
million consumables, disposables and other items annually and monitors a dynamic
stock of around Rs 45 to Rs 50 million monthly. With a view to improving
operational efficiency, Management has submitted that the practice of having staff
seconded for this function should be discontinued and proposed that a dedicated
grade be created on the establishment of the Centre. We subscribe to this request.
Recommendation 5
86.18
86.19
The Cardiac Centre has two Cath labs whereby officers in the grade of Medical
Imaging Technologist, on secondment from the SSRN Hospital, assist in
angiography and angioplasty interventions on a rotational basis. With the increase
in the number of cases in the Cath Lab, there is need to have these officers on the
establishment of the Centre for better service delivery. We are recommending,
accordingly.
Recommendation 6
86.21
86.22
86.23
The Centre has recently set up the Health Records Department which is manned by
five Health Records Clerks. A Senior Health Records Officer is currently seconded
three days per week from the MOH&QL.
~ 512 ~
86.25
In the Civil Service the Health Records Clerk/Higher Health Records Clerk is being
demerged into two distinct grades of Health Records Clerk and Higher Health
Records Clerk for effective service delivery and to ensure proper supervision during
night service.
86.26
Management has submitted that there is need to have an officer at the supervisory
level to manage and control the team to meet the objectives of the Centre. The
Bureau has studied the issue and has found that there is merit in the case and we
are recommending accordingly.
Recommendation 7
86.27
86.28
We recommend that:
(i)
(ii)
Incumbent in the grade of Higher Health Records Clerk would be required, among
others, to supervise and coordinate the work carried out in the Health Records
Department; and perform the duties of Health Records Clerk, as and when required.
Recommendation 8
86.30
~ 513 ~
86.31
86.32
86.34
An analysis of the schemes of service of the first two levels has, indeed, revealed
quite a lot of overlapping of duties between the two grades. Thus, in line with the
general policy of delayering and flattening of structures, we are reducing the
number of levels through the merger of the grades of Specialised Perfusionist and
Senior Specialised Perfusionist and abolishing the grade of Chief Specialised
Perfusionist, which is presently vacant as the merged grade would be under the
direct supervision of the Cardiac Surgeon.
Recommendation 9
86.35
86.36
When required to attend duty while being On-Call, the Director Cardiac Services,
Cardiac Surgeons, Cardiologists, Cardiac Anaesthetists, Vascular Surgeons and
Specialised Physiotherapists are presently paid On-Call and In-Attendance
allowances. These allowances are being revised.
~ 514 ~
Recommendation 10
86.38
Grades
On-Call
Specialised
Physiotherapist
1090
355
1635
500
1635
600
Weekdays
1800 hours to 0800
hours the following day
Saturdays
1200 hours to Sunday
0800 hours
Sundays and Public
Holidays
0800 hours to 0800
hours the following day
86.39
Rs
When attending the Centre while On-Call, the Director Cardiac Services,
Cardiac Surgeons, Cardiologists, Cardiac Anaesthetists and Vascular
Surgeons should be paid at the rate of Rs 935 per hour and Specialised
Physiotherapists at the rate of Rs 200 per hour, inclusive of travelling time.
However, for the days the Director Cardiac Services, Cardiac Surgeons,
Cardiologists, Cardiac Anaesthetists, Vascular Surgeons and Specialised
Physiotherapists would continue to work at the Cardiac Centre after their
normal hours up to 0800 hours the next day, they should not be paid the oncall allowance but be compensated at the normal hourly rate at the salary
point reached in their respective salary scale for every additional hour put in.
86.41
point reached in their respective salary scale for every additional hours of
work put in.
86.42
Presently, officers who effectively work on night shift are paid a Night Duty
Allowance equivalent to 25% of the normal rate per hour for the hours between
2300 hours to 0500 hours including up to a maximum of two hours lying-in period.
86.44
However, the Night Duty Allowance is computed exceptionally at the rate of 25% on
the basis of eight hours in respect of the present night shift of 13 hours for officers
of the Specialised Nursing Officer cadre and this is being maintained.
Recommendation 12
86.45
86.46
~ 516 ~
Grade
585
585
730
730
Up to 5 years service
875
86.49
We have observed that the market situation/condition has improved and there are
many qualified people who are available to work in this sector. We are, however,
maintaining the payment of the SPRA to eligible officers in post as at 31 December
2015 up to 31 December 2016.
Recommendation 14
86.50
86.51
We further recommend that an officer who leaves the service prior to the age
at which he may retire without the approval of the Board (Table II at Chapter
15 of Volume 1) should be required to refund the totality of the retention
allowance paid to him. However, an officer who retires from the service on
reaching the age at which he may retire without the approval of the Board or
thereafter should refund only that part of the retention allowance which he
would have earned under this scheme after reaching the age at which he may
retire without the approval of the Board.
86.52
However, the above provision should not apply to officers retiring as per their
new compulsory retirement age or on medical ground.
~ 517 ~
86.53
All officers who are eligible for the payment of the Retention Allowance as
from 01 January 2016 and have been granted same prior to the publication of
this Report should continue to draw the Retention Allowance up to
31 December 2016.
(ii)
The annual allowance for expenditure incurred for the purchase of medical books,
e-materials, journals and other publications needed for keeping abreast of latest
development and efficient approaches for treatment payable to members of the
medical profession is being revised.
Recommendation 16
86.56
~ 518 ~
Medical Specialists
Recommendation 19
86.59
In the 2013 PRB Report, we made provision for a Qualification Bar (QB) in the
salary scale of the respective Specialised Nursing Officer grades so that
progression beyond the QB would be subject to them possessing the National
Diploma Level 6 in Nursing. The EOAC removed the QB in the salary scale of the
grade of Specialised Nursing Officer (Male and Female), thus, allowing unqualified
officers to progress beyond the QB salary. Those officers who are qualified felt that
the efforts and sacrifices have not been compensated. On the other hand, allowing
both qualified and non-qualified to draw the same salary scale is technically
incorrect and might give rise to justified claims for redress before the tribunal. For
all these reasons, the Bureau is reinserting the QB in the salary scale of Specialised
Nursing Officer (Male and Female)
Recommendation 20
86.61
86.62
In the last Report, we recommended that the MOH & QL should consider the
advisability of running and awarding a Diploma in Cardiac Nursing to Trainee
Specialised Nursing Officers on completion of their three-year training. This
provision is being maintained.
~ 519 ~
Pay Review 2016
86.65
We have examined the issue and we are of the view that refund of the accumulated
vacation leaves should be at the time of retirement whereas that of unutilised casual
leave would be on a yearly basis. We are, thus, recommending accordingly.
Recommendation 21
86.66
We recommend that, until the publication of the next Report, officers of the
Specialised Nursing Officer cadre should continue to be allowed to
accumulate their vacation leave over and above their authorised ceiling.
Such leave may be taken as leave prior to retirement. If the officers opt to
work during the excess accumulated leave period, they should be refunded
the accumulated vacation leave at the rate of 1/30 of their last monthly salary
per day at the time of retirement.
86.67
We further recommend that, with effect from 01 January 2016 and up to the
next Overall Review of Pay and Grading Structures and Conditions of Service
in the Public Sector, officers of the Specialised Nursing Officer cadre be
allowed to accumulate their casual leave not taken and such leave should be
refunded annually at the rate of 1/66 of their last monthly salary per day in the
corresponding year.
86.68
Allowance to Theatre Attendant (Shift) when posted in the Operation Theatre for a
whole month
86.70
The monthly allowance of Rs 440 payable to Theatre Attendants who are posted in
the Operation Theatre for a whole month is being revised as this arrangement has
proved to be effective.
~ 520 ~
Recommendation 23
86.71
TFSMC 2 :
TFSMC 3 :
TFSMC 4 :
TFSMC 5 :
TFSMC 6 :
TFSMC 7 :
TFSMC 8 :
~ 521 ~
86.
TFSMC 9 :
TFSMC 10 :
TFSMC 11 :
TFSMC 12 :
TFSMC 13 :
TFSMC 14 :
TFSMC 15 :
TFSMC 16 :
TFSMC 17 :
~ 522 ~
86.
TFSMC 18 :
TFSMC 19 :
TFSMC 20 :
TFSMC 21 :
TFSMC 22 :
TFSMC 23 :
TFSMC 24 :
TFSMC 25 :
TFSMC 26 :
TFSMC 27 :
TFSMC 28 :
86.
TFSMC 29 :
TFSMC 30 :
TFSMC 31 :
TFSMC 32 :
TFSMC 33 :
TFSMC 34 :
TFSMC 35 :
TFSMC 36 :
TFSMC 37 :
TFSMC 38 :
TFSMC 39 :
~ 524 ~
86.
TFSMC 40 :
TFSMC 41 :
Rs110000
Director Cardiac Services (Future Holder)
TFSMC 42 :
Rs113000
Director Cardiac Services (Personal)
Executive Director
~ 525 ~
~ 526 ~
87.
87.1
Established under the Universit des Mascareignes Act 2012, the Universit des
Mascareignes(UDM) envisions to classify itself among the first interdisciplinary
universities in the region and to become the first choice university for students,
academics and researchers of Mauritius and neighbouring countries. It aims at
encouraging innovation and excellence in teaching and research.
87.2
The objects of the UDM are, among others, to provide tertiary education, and
develop and promote excellence in life, natural, applied and social sciences and
humanities; foster and encourage the advancement of knowledge and skills; provide
research, development, consultancy and other services; promote entrepreneurship
among its students; serve as a centre for fostering co-operation, partnership and
exchange of ideas; and develop into an institution of excellence in teaching,
training, scholarship, research, consultancy and other services, with emphasis on its
areas of operation.
87.3
The institution is mandated to, inter-alia, conduct programmes and courses of study
for degrees, diplomas, certificates and other academic distinctions; hold
examinations and confer degrees, diplomas, certificates and other academic
distinctions whether on its own or jointly with any other tertiary education institution;
institute and award scholarships, prizes and medals and confer such other awards
for recognition; determine standards and specify conditions for the admission of
students to courses of study; and establish exchange programmes and courses with
any other institution.
87.4
At present, the University is staffed with employees of the two defunct organisations
namely Institut Superieur de Technologie and Swami Dayanand Institute of
Management. Prior to the proclamation of the UDM Act in September 2012, these
two institutions were operating under the aegis of the University of Technology,
Mauritius. The employees have been absorbed in the UDM as per provisions of the
Act.
87.5
The UDM comprises two campuses, situated at Rose Hill and Pamplemouses
respectively and consists of three faculties, seven departments, two schools and
one research institute. The principal executive and academic officer of the UDM is
the Director-General.
87.6
In the context of this Report, the Bureau has received strong and persistent
representations from both Staff Associations and Management for the UDM to be
provided the right structure to enable it to function as any other full-fledged
university. It has also vehemently been pointed out that staff of the ex-IST and exSDIM have been deprived of promotion prospect for nearly 20 years owing to a lack
~ 527 ~
of a reorganisation exercise, which took place with the setting up of the UDM in
2012.
87.7
87.8
Against this background, we are not creating additional grades in this Report, save
for that of Management Support Officer. We have also provided the salaries for
grades created on an ad hoc basis on the establishment of the University. We are,
in addition, making specific provisions for academics and introducing the payment
of a few allowances, in line with what obtains in the other tertiary education
institutions.
87.10
After carefully examining the request, we are agreeable to the creation of the grade
of Management Support Officer.
Recommendation 1
87.11
Prior to this Report, the MCSAR submitted to the Bureau a proposed scheme of
service of the grade of Safety and Health Officer/Senior Safety and Health Officer
created on the establishment of the UDM, for salary grading. We have provided the
salary of the grade in the salary schedule. However we are providing for the
appropriate qualification requirements that should be set in line with what obtains in
the Civil Service for the grade of Safety and Health Officer/Senior Safety and Health
Officer.
Pay Review 2016
~ 528 ~
Recommendation 2
87.13
Consultancy Services
87.16
The Bureau has been apprised that the UDM also provides consultancy services to
various stakeholders and engage in research projects on a contractual basis
against payment. The net income is then shared between the University, given that
the consultancy team uses its space, equipment and laboratories and relevant staff.
We are making provisions for a distribution ratio which should be applicable in such
cases as well as for short courses, seminars and workshops.
Recommendation 5
87.17
(ii)
Recommendation 6
87.19
We recommend that academics who have been assigned the duties of Head of
Department or Dean of Faculty should be paid a monthly allowance of
Rs 1525 and Rs 1830 respectively.
~ 529 ~
Academic Attainment
87.20
Recommendation 7
87.21
87.22
Political Activities
87.23
Recommendation 8
87.24
We recommend that full time employees of the UDM should not be allowed to
participate in active politics.
~ 530 ~
87.
UDM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
UDM 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handyworker
UDM 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
UDM 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
Library Attendant
Office Attendant
Workshop Assistant (Personal)
UDM 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
UDM 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Binder
Handyworker (Skilled)
UDM 7
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
UDM 8
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Computer Laboratory Attendant
UDM 9
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
~ 531 ~
87.
UDM 10
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
Library Clerk
UDM 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Technical Assistant
UDM 12
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (New Grade)
UDM 13
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Officer (Personal)
Assistant Procurement and Supply Officer (Personal)
UDM 14
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Usher (Personal)
UDM 15
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
UDM 16
UDM 17
~ 532 ~
87.
UDM 18
UDM 19
UDM 20
UDM 21
UDM 22
UDM 23
UDM 24
UDM 25
~ 533 ~
87.
UDM 26
UDM 27
UDM 28
Rs 102500
Deputy Director-General
UDM 29
Rs 110000
Director-General
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker (Personal)
IST 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Library Attendant (Personal)
Office Attendant (Personal)
IST 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/ Higher Clerical Officer (Personal)
Library Clerk (Personal)
IST 4
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Technical Assistant (Personal)
IST 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Procurement and Supply Officer (Personal)
Assistant Financial Operations Officer (Personal)
~ 534 ~
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Usher (Personal)
IST 7
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary (Personal)
IST 8
IST 9
IST 10
IST 11
IST 12
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker (Personal)
SDIM 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Library Attendant (Personal)
Workshop Assistant (Personal)
SDIM 3
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator/Receptionist (Personal)
~ 535 ~
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal)
SDIM 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Operations Officer (Personal)
Assistant Procurement and Supply Officer (Personal)
SDIM 6
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Usher (Personal)
SDIM 7
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary (Personal)
SDIM 8
SDIM 9
SDIM 10 :
SDIM 11 :
SDIM 12 :
SDIM 13 :
~ 536 ~
88.
University of Mauritius
UNIVERSITY OF MAURITIUS
88.1
The University of Mauritius (UoM) was established in 1965 and became operational
in July 1968. It envisions to be one of the leading international tertiary education
providers and a research-led university. Its mission consists in providing quality
education to students and promoting knowledge creation and dissemination through
research and innovative teaching while responding to the developmental needs of
the country and global community.
88.2
The University has developed a strategic plan 2015-2020, where six Strategic
Directions have been identified to enable the UOM to achieve its vision for 2020:
Excellence in Teaching and Learning; Excellence in Research and Innovation;
Strategic Partnership for internationalisation; Enriching Student Experience;
Sustainable Community Engagement; and Long Lasting Financial Sustainability.
88.3
The UOM as an awarding body offers moduralised programmes in all principal fields
of studies, up to PhD level. Its programmes are designed in line with educational
developments to meet the needs of the country in close collaboration with
stakeholders. The activities are organised under several Divisions, Departments
and Faculties. A new Faculty of Ocean Studies as well as a Doctoral School have
been set up. The University further intends to establish a Faculty of Information
Technology and a Faculty of Medicine and Health Sciences.
88.4
88.5
In the light of the proposals made by both Management and Staff Associations, we
are bringing changes in the structure of certain cadres, creating levels where they
are warranted whilst revising existing allowances.
The Bureau has been apprised that the Centre for Professional Development and
Lifelong Learning (CPDL) and the Virtual Centre for Innovative Learning
Technologies (VCILT) have been merged into a new centre, namely the Centre for
Innovative Lifelong Learning (CILL). The CILL is a specialised centre in the
promotion of lifelong learning through e-learning and educational technology.
88.7
In the above context, Management has submitted that there is need for a new
grade of Director to head the CILL. In the same breath, the grades of Director,
CPDL and Director, VCILT are no longer required and may be abolished as they
are vacant. We are agreeable to the proposal and recommending accordingly.
~ 537 ~
University of Mauritius
Recommendation 1
88.8
88.9
Incumbent would be required to, among others, maintain and promote the efficiency
and good order of the Centre in accordance with policies and procedures of the
University; develop the CILL in accordance with set objectives; advise on the
organisational framework, functions, human resources and technology required for
the CILL, and coordinate the development of on-line learning resources.
Recommendation 2
88.10
Recommendation 3
88.12
88.13
~ 538 ~
University of Mauritius
Associate Dean
88.14
Management has apprised that further to a significant rise over the past few years
in the number of academic and support Staff, undergraduate and postgraduate
students and number of programmes, the administrative workload of Deans has
increased considerably. In such a context, the Dean is left with limited time to
ensure excellence in teaching and lead the strategic direction of research in the
Faculty. Management has subsequently proposed for the creation of a designate
position of Associate Dean and incumbent would provide assistance to the Dean.
The Bureau has examined the issue carefully and considers that such a position
would enhance service delivery, given the size and span of activities at the
University of Mauritius.
88.15
However, we have been informed that creation of this position would involve an
amendment to the UOM statutes, which is not envisaged at this stage. Against this
backdrop, the Bureau considers that it would be more appropriate if the issue be
thrashed out at the level of Senior Management, Staff Committee and University
Council in a first instance.
The Bureau was informed that with the fast evolution of information and
communication technologies, digital technologies and the growing importance of
social media platforms, the need is felt for a dedicated grade of Communication
Officer. Incumbent would be responsible to provide timely and useful information to
all stakeholders and be the key spokesperson and media contact for the institution.
88.17
The Bureau views that as there is already a grade of Public Relations Officer on the
establishment of the UOM, a new grade of Public Relations and Communication
Officer may be created against that of Public Relations Officer being made
evanescent. We are recommending accordingly.
Recommendation 4
88.18
We recommend that:
(i)
(ii)
~ 539 ~
88.19
University of Mauritius
Incumbent in the new grade of Public Relations and Communication Officer would
be required, among others, to perform the duties of the evanescent grade of Public
Relations Officer as well as act as the Universitys spokesperson and direct contact
for inquiries from the media and supervise responses to requests from the media;
develop and implement internal communication strategies, programmes and
activities to ensure accurate and timely communication of news and information
within departments; and produce digital content for website, e-news letter and social
media platforms.
At present, the Quality Assurance Office comprises the grade of Director, Quality
Assurance only. The latter is supported by administrative staff. In line with the
universitys new vision, mission and goals, there is need to reinforce the structure
at the Quality Assurance Office. We are therefore providing for a new level of
Quality Assurance Officer.
Recommendation 5
88.21
88.22
Incumbent would be required to, among others, assist the Director, Quality
Assurance in the setting up of appropriate mechanisms for the successful
implementation of quality assurance procedures and practices at the UOM; conduct
audit exercises in quality assurance processes within Faculties/Centres; and
provide training, advice and guidance to staff members.
88.24
The Bureau further considers that employees in the grade of Driver should be given
the option to join the new grade, along with some incentive. We are making
recommendations to that end.
~ 540 ~
University of Mauritius
Recommendation 6
88.25
88.26
Incumbents would be required to, among others, drive vehicles of the UOM, clean,
wash and maintain vehicles, effect minor repairs to vehicles; perform despatch
duties and run errands; deliver documents within and outside the university; receive
visitors and directing them to offices.
88.27
Technicians Cadre
88.28
88.29
For this Report, both Management and the Union have made strong representations
for a review of the structure and qualification requirements of the relevant grades
as they no longer fit in the present context, the moreso the duties have much
evolved over the years. The Union also requested for a site visit in view of enabling
the Bureau to better understand the change in the nature of their work and the
environment in which they operate.
88.30
In this respect, a site visit was conducted in the various laboratories of the UOM.
The Bureau took note of the multitude of highly sophisticated equipment with which
the technicians work on a daily basis to conduct practical classes and run tests. It
was also observed that the degree of complexity of the work performed by the
technicians has increased owing to the nature and level of research conducted
by students. Moreover incumbents also assist academic staff in the laboratories
in the running of practical classes and provide support to students in their research
and analyses for undergraduate, postgraduate and doctoral degrees.
88.31
As regards the working environment, the Bureau acknowledges the fact that the risk
of an accident happening is present owing to the use of chemical
products/substances and a few state of the art equipment and apparatuses.
However this element has already been taken into consideration at arriving to the
salary recommended for the grades.
~ 541 ~
University of Mauritius
88.32
Further to the findings of the site visit and an in-depth analysis carried out by the
Bureau on the evolution of the duties of the Technicians cadre, we consider that the
existing qualification requirements no longer match the duties being presently
performed. We view that it is imperative for the officers to possess a good
technical and scientific background in order to perform more effectively and cope
with the more and more innovating and challenging research projects and
equipment of cutting edge technology.
88.33
Against this background, we are restyling the grades of the Technicians cadre to
distinct appellations for incumbents posted in the science laboratories and those
posted in the IT laboratories as the nature of duties performed are different. In so
doing, the officers posted in the science and IT laboratories would evolve in
separate structures and be provided with better career prospects. In the same
breath, we are upgrading the qualification requirements at entry level with a view to
professionalising the cadre.
We recommend that:
(i)
(ii)
~ 542 ~
88.35
University of Mauritius
Incumbent would be required, among others, to: assist academic staff in the running
of practical classes and in laboratory and field research; calibrate and run/operate
equipment including sophisticated ones for research and practical; provide technical
assistance to students including postgraduate students; supervise subordinates;
and implement maintenance plans and perform minor repairs on equipment.
We recommend that:
(i)
(ii)
Laboratory Co-ordinator
Recommendation 9
88.38
We recommend that:
(i)
(ii)
University of Mauritius
Technicians Cadre Officers posted at the Centre for Information Technology and
Systems (CITS) (IT Laboratories)
IT Laboratory Officer
formerly Technician/Senior Technician
Recommendation 10
88.40
88.41
We recommend that:
(i)
(ii)
(iii)
(iv)
~ 544 ~
University of Mauritius
We recommend that:
(i)
(ii)
officers in the former grade of Principal Technician and who are posted
in the IT laboratories of the CITS should be known as Senior IT
Laboratory Officer;
Incumbents would be required, among others, to supervise the day to day activities
and running of units/laboratories in the department concerned; plan and supervise
the implementation, maintenance and upgrade of the Universitys IT and network
infrastructure; train junior technical support staff and end users; monitor end-users
requests and fault reporting through the help desk system and task allocations to
subordinates; and ensure the general safety and health in the computer laboratories
and maintenance section.
We recommend:
(i)
~ 545 ~
(ii)
88.45
University of Mauritius
Incumbent would be required, among others, to supervise technical staff; ensure the
overall co-ordination of work at the CITS, Maintenance W orkshop, IT laboratories
and oversee the IT Technical Support Services across the University; design
maintenance contract plans for IT equipment; maintain a safe environment in the
computer laboratories at all times; identify appropriate IT training needs for
technical support staff and end users; perform technical work whenever his/her
expertise is required; and design, plan and organise IT related training programmes
as requested by academic staff and other relevant bodies.
The Security Officer cadre is a two level structure comprising the grades of Security
Officer and Senior Security Officer. Both Management and Union have submitted
that the current structure no longer suits the operational needs of the University,
thereby impeding effective service delivery.
88.47
Management further apprised that there has been a significant increase in student
and staff population over the years, coupled with major building and infrastructural
developments. Furthermore, the UOM is also running classes at Ebene. In this
context, there is need for a supervisory level which will oversee activities and day to
day operations of the cadre and assume overall responsibility for the securityrelated issues at Reduit and Ebene.
88.48
In addition, the Bureau has been informed that Security Officers are being
continuously required to meet new challenges and exigencies from
Management, staff and students. In this context, both Management and Union
have represented that there is need to review the qualification requirements of the
grades of Security Officer and Senior Security Officer in line with the level of duties
being performed by incumbents.
88.49
At present, the post of Security Officer is filled by selection from officers holding a
substantive post at the UOM and possessing a Certificate of Primary Education
along with five years service at the University. Following an in-depth analysis of
the Security Officer cadre, the Bureau deems it essential to reinforce the structure
and review the qualification requirements of the grades in view of the duties
performed. We are recommending along these lines.
~ 546 ~
University of Mauritius
88.51
88.52
(ii)
Security Guard
88.53
Management has informed that the Universitys premises are watched over at night
by Security Guards, as Security Officers do not perform night duty. In this context, it
has been proposed to create a grade of Senior Security Guard to supervise
subordinates and take overall responsibility of a watch.
88.54
The Bureau considers that instead of creating a new level it would be more
appropriate in this particular context, to grant an ad hoc allowance to the
seniormost Security Guard for assuming this supervisory role. Management may
therefore initiate action in that direction.
Management has submitted that there is need for a new grade of Educational
Technologist to serve the Centre for Innovative Lifelong Learning. However, it is
noted that the duties proposed overlap to a large extent with those of the grade of
Instructional Designer. In this context, the Bureau considers that it would be more
appropriate to restyle the grade of Instructional Designer to Educational
~ 547 ~
University of Mauritius
Technologist and to review the qualification requirements and duties of the restyled
grade.
Recommendation 14
88.56
We recommend that:
(i)
the grade of
Technologist;
Instructional
Designer
be
restyled
Educational
(ii)
The Bureau has been requested to merge the grades of Technical Assistant and
Senior Technical Assistant as the supervisory element is quasi inexistent as the
duties of both grades overlap to a large extent. Given that the request is in
consonance with our policy of delayering, we are recommending for a merging of
the two grades.
Recommendation 15
88.58
Printing Department
88.59
88.60
Against this background, the Bureau strongly views that Management should
consider the revamping of the whole structure at the Printing Department
and review the schemes of service accordingly.
~ 548 ~
University of Mauritius
Analyst/Programmer
Recommendation 16
88.61
(ii)
88.63
After duly examining the proposal, the Bureau views that there may not be the need
for a distinct grade to carry out these functions on the ground that in the Civil
Service, these tasks are core administrative duties. We therefore strongly consider
that the same arrangement should prevail at the UOM. We are making a provision
in that direction.
Recommendation 17
88.64
88.65
~ 549 ~
University of Mauritius
Recommendation 18
88.67
(ii)
At present, a few technical staff posted at the Faculty of Ocean Studies and
Department of Bio Sciences are required to perform diving/snorkelling duties in the
sea on a regular basis, in connection with field work.
88.69
Management and Union have submitted that these officers should be paid an
allowance as they are performing an additional duty which necessitates a specific
competency. We are making a recommendation in this respect, in line with what
obtains in other organisations where officers are required to perform diving duties
over and above their normal duties.
Recommendation 19
88.70
At present, the qualification requirements of the grade of Lecturer are a Degree and
a Masters Degree in the relevant field. Management has apprised that it
encounters certain difficulties to recruit Lecturers in scarcity areas. In this context,
~ 550 ~
University of Mauritius
we are revisiting the provision made in 2008 PRB Report to address this particular
issue.
Recommendation 20
88.72
88.73
One of the Strategic Direction of the UOM is to reach Excellence in Research and
Innovation by raising the overall quality of research, promoting impact-driven
multidisciplinary research and implementing measures that will increase the
research visibility of the University, among others.
88.75
The Bureau has already recommended under the incentive scheme, that
Management in consultation with Tertiary Education Commission may evolve and
implement incentive schemes for academic staff engaged in multi-disciplinary
research. We, however, consider that publishing research is not an end it itself.
The UOM should also aim at publishing quality research in high-impact factor
journals. The Bureau nevertheless recognises that for research productivity and
output through publication in such journals to increase, academics and researchers
at the University should be provided the right incentive/reward through a financial
reward-based system. We are recommending in that direction.
Recommendation 21
88.76
University of Mauritius
carried out outside their normal working hours and is not in conflict with their
work at the University.
Sabbatical Leave
88.78
88.79
The leave is earned at the rate of one month for every year of effective
residential service and is granted once after every eight years of effective
service. It is computed on a cumulative basis. However, the counter for
eligibility to sabbatical leave is reset to zero for academics who have already
benefitted from approved study leave for a period exceeding three months.
88.80
The Bureau considers that the existing provisions regarding the grant of
sabbatical are appropriate and should be maintained.
Consultancy Services
Recommendation 23
88.81
We recommend that the distribution of the net income between the staff and
University in respect of Research and Consultancy Services should be
maintained as hereunder:
(i)
2:1 between staff and the University for Research and Consultancy;
and
(ii)
4:1 between staff and the University for short courses, seminars and
workshops.
88.83
~ 552 ~
University of Mauritius
Incentive Scheme
88.84
The existing provisions under the Incentive Scheme for Academics are as follows:
(a)
(ii)
(iii)
(b)
the University of Mauritius may further consider the grant of a higher entry
point in the salary scale to academics who, on recruitment, possess
qualifications higher than those minimum prescribed and for wide proven
experience in their field;
(c)
(d)
Recommendation 25
88.85
Academic Attainment
Recommendation 26
88.86
~ 553 ~
88.87
University of Mauritius
Political Activities
88.88
We are maintaining the provision to the effect that full-time employees of the
University of Mauritius should not be allowed to participate in active politics so as
not to disrupt the smooth running of activities.
88.
UNIVERSITY OF MAURITIUS
SALARY SCHEDULE
UOM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
UOM 2
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
18825
Stockman
UOM 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
UOM 4
Rs 9050 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17700 x 375 19575 x 475 20050
General Worker/Nursery Attendant/Gardener (Personal)
UOM 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Nursery Attendant/Gardener
Office Attendant
UOM 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 22575
Security Officer
UOM 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver (Personal)
Driver/Office Attendant (New Grade)
Field Supervisor
~ 554 ~
88.
UOM 8
University of Mauritius
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Binder
Handy Worker/Tradesman
Carpenter/Cabinet Maker
Electrician
Mason
Mechanic
Painter
UOM 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
UOM 10 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
UOM 11 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Heavy Vehicle)
Tractor Driver
UOM 12 :
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 25525
Senior Security Officer
UOM 13 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 QB 22575 x 625 23200 x 775 27075
Handy Worker/Tradesman/Senior Tradesman (Personal)
Printing Operator/Plate Engraver
UOM 14 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Prepress Operator
UOM 15 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
27850
Chief Security Officer (New Grade)
~ 555 ~
88.
UOM 16 :
University of Mauritius
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
27850
Senior Receptionist/Telephone Operator
UOM 17 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Assistant Stores Officer (Personal)
UOM 18 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 QB 22575 x 625 23200 x 775 30175
Binder/Senior Binder (Personal)
UOM 19 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk
Clerk/Word Processing Operator
UOM 20 :
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Library Clerk (Roster)
UOM 21 :
UOM 22 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Technical Assistant/Senior Technical Assistant (Personal)
formerly Technical Assistant
UOM 23 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Senior Word Processing Operator
UOM 24 :
~ 556 ~
88.
UOM 25 :
University of Mauritius
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Officer
Assistant Procurement and Supply Officer
Executive Assistant
Stores Officer (Personal)
UOM 26 :
UOM 27 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 35275
Technical Assistant/Senior Technical Assistant
formerly Technical Assistant
Senior Technical Assistant
UOM 28 :
UOM 29 :
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 36200
Nursing Officer (Future Holder)
UOM 30 :
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Nursing Officer (Personal to officer in post as at 31.12.15)
UOM 31 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
UOM 32 :
UOM 33 :
~ 557 ~
88.
UOM 34 :
University of Mauritius
UOM 35 :
UOM 36 :
UOM 37 :
UOM 38 :
UOM 39 :
UOM 40 :
UOM 41 :
UOM 42 :
UOM 43 :
~ 558 ~
88.
UOM 44 :
University of Mauritius
UOM 45 :
UOM 46 :
UOM 47 :
UOM 48 :
UOM 49 :
UOM 50 :
UOM 51 :
~ 559 ~
88.
UOM 52 :
University of Mauritius
UOM 53 :
UOM 54 :
UOM 55 :
UOM 56 :
UOM 57 :
UOM 58 :
UOM 59 :
~ 560 ~
88.
UOM 60 :
University of Mauritius
UOM 61 :
UOM 62 :
UOM 63 :
UOM 64 :
UOM 65 :
UOM 66 :
~ 561 ~
88.
UOM 67 :
University of Mauritius
UOM 68 :
Rs 101000
Chief of Facilities and Services
Professor
Registrar
UOM 69 :
Rs 110000
Pro Vice-Chancellor (Academia)
Pro Vice-Chancellor (Planning and Resources)
UOM 70 :
Rs 164000
Vice-Chancellor
~ 562 ~
89.
89.1
Set up under the University of Technology, Mauritius (UTM) Act of 2000, the main
functions of UTM are, among others, to serve as a centre for fostering cooperation,
partnership and exchange of ideas between the academic community and the
public as well as the private sectors; and foster and encourage the advancement
and development of knowledge and skills, and their application to research and
other means through industry, the services sector, commerce and the public sector.
89.2
89.3
UTM provides quality education and offers a wide range of courses, programmes
and activities in full-time, part-time as well as in mixed modes under four schools,
namely: School of Business, Management and Law; School of Sustainable
Development and Tourism; School of Innovative Technologies and Engineering;
and School of Accounting, Finance and Economics. So far, it has contributed in the
formation of over 5000 graduates.
89.4
As Head, the Director-General has the overall responsibility for the day-to-day
management of the University and for its efficiency. She is supported in her duties
by the Registrar and academics as well as staff of the administrative, technical,
library, finance, general services and workmens cadres.
89.5
Both Management and staff side have made several representations for this
Review. Management has requested for the creation of additional positions,
restyling of some grades and enhanced conditions of service. On the other hand,
the staff side has proposed the following: creation of additional levels; filling of
vacant posts; ensuring career path for officers on the establishment; alignment of
salaries; additional remuneration/benefit to academic staff; duty free facilities for
technical staff and provision of training.
89.6
Proposals made were lengthily discussed during meetings with both parties who
were apprised, among others, that filling of vacant posts and creation of new grades
depend on the functional and operational needs of the organisation and the onus
rests with the Board. However, it was also highlighted that grades which are
urgently required, could be graded by the Bureau on an adhoc basis well before and
even after the publication of the 2016 PRB Report, once the parent Ministry
conveys its approval and the proposed schemes of service are in order. Attention
of both Management and the staff side was drawn on the existing recommendations
in PRB Reports that provide for training to be dispensed to all staff. As regards
alignment of salaries, parties were informed that this would be examined by the
~ 563 ~
Bureau on the basis of its job evaluation exercise. They were equally made aware
that eligibility or otherwise for duty free facilities for technical staff would depend on
the findings of the Survey on Travelling.
89.7
For this review exercise, we are, among others, consolidating the structure with the
creation of the grades of Electrician, Computer Laboratory Attendant, Overseer and
Maintenance Officer respectively, and maintaining the existing benefits for
academics. To address the concern of the staff side about existing HR problems, it
is recommended that Management should carry out a Human Resource
Planning exercise.
89.8
In framing its recommendations, the Bureau also took into account written
submissions of the new Management of the UTM.
Recommendation 1
89.10
89.11
Incumbent would be required, among others, to: carry out complete power and
lighting installations of all types in buildings according to regulations including
outdoor power and lighting installations; perform maintenance work on all types of
electrical power and lighting installations; and prepare estimates for electrical works
including maintenance works.
At present, employees in the grade of Handy Worker are being called upon to
perform the duties of the grade of Computer Laboratory Attendant.
89.13
In the context of this review, both Management and staff side have represented that
there is an increase in the number of computer terminals in the computer
laboratories to cope with volume of work. These computer terminals have to be
maintained regularly and there is need for a dedicated grade to cater for the general
care of the Computer Laboratories.
~ 564 ~
Recommendation 2
89.14
89.15
Representations have been received for the creation of a level to supervise the
work of Handyworkers and Handyworkers (Skilled) as well as to exert control and
discipline among them. To enable the organisation to make effective use of
resources and to monitor and supervise the activities of the Handyworkers and
Handyworkers (Skilled), we are recommending accordingly.
Recommendation 3
89.17
89.18
Incumbent would, inter alia, be required to: distribute work among Handyworkers
and Handyworkers (Skilled) and maintain discipline among them at the different
sites of work; control the works undertaken under his supervision, and to ensure
that they are carried out according to norms and standards; keep an inventory of all
the tools and materials issued to the workers under his supervision; and prepare
daily progress of work of his team of workers.
~ 565 ~
The UTM is constantly expanding its infrastructure and other activities. Union
members, supported by Management, have represented that there is need for a
new level to better assist in the maintenance of the building and infrastructure and
improvement of the university equipment and compound.
Recommendation 4
89.20
89.21
Incumbent would, inter alia, be required to: plan, design, execute, supervise and
monitor civil engineering works; guide, supervise and control maintenance staff;
assist in the feasibility studies and preparation of bids documents; make regular
inspections of existing infrastructure and submit reports thereon; and ensure that
safety and precautionary measures relating to water and electricity infrastructure
are observed.
Presently, a monthly allowance of Rs 7000 is paid to each Academic who has been
assigned the duties of Head of School which is on a rotational basis for a period of
three years. We are maintaining the present arrangement and making appropriate
recommendation.
Recommendation 5
89.23
We recommend that:
(i)
(ii)
~ 566 ~
At present, Academic staff who have been assigned the duties of School
Coordinator to support the Head of School in his administrative responsibilities are
being paid a monthly allowance of Rs 2500. We are maintaining the present
arrangement and making appropriate recommendation .
Recommendation 6
89.25
89.26
Academic Achievement
89.27
Academics below the level of Professor, who have improved their qualifications and
achieved within their academic field are granted additional increments. This
provision is being maintained.
Recommendation 7
89.28
89.29
For the purpose of implementation of the above paragraph, the new salary point
reached by virtue of the provision made at paragraph 10.40 of Volume 1 of this
Report shall be deemed to be the new top salary.
Sabbatical Leave
89.30
In its previous Reports, the Bureau recommended that the UTM should consider the
advisability of setting up a Sabbatical Leave Scheme for its academic staff. During
consultation we were informed that this recommendation has yet to be
implemented. We are therefore reiterating this recommendation.
~ 567 ~
Recommendation 8
89.31
Incentive Scheme
89.32
(ii)
3.
4.
Administrative Officer
89.33
At present, Administrative Officers who have remained on top of their salary scale
for one year are allowed to proceed incrementally in the master salary scale up to
salary point Rs 58775 subject to performance criteria. This recommendation is
being maintained.
~ 568 ~
Recommendation 9
89.34
(ii)
At present, full-time academic and non-academic staff of the University are not
allowed to participate in active politics as involvement therein disrupts the proper
functioning of the organisation. This provision, being a main clause in the
contract of employment of the staff, is being maintained.
89.
UTM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
UTM 2
UTM 3
UTM 4
UTM 5
~ 569 ~
89.
UTM 6
UTM 7
UTM 8
UTM 9
UTM 10 :
UTM 11 :
UTM 12 :
UTM 13 :
UTM 14 :
UTM 15 :
89.
UTM 16 :
UTM 17 :
UTM 18 :
UTM 19 :
UTM 20 :
UTM 21 :
UTM 22 :
UTM 23 :
UTM 24 :
~ 571 ~
89.
UTM 25 :
UTM 26 :
UTM 27 :
UTM 28 :
UTM 29 :
UTM 30 :
UTM 31 :
UTM 32 :
UTM 33 :
~ 572 ~
89.
UTM 34 :
UTM 35 :
UTM 36 :
UTM 37 :
UTM 38 :
UTM 39 :
UTM 40 :
Rs 101000
Professor
Registrar
UTM 41 :
Rs 110000
Deputy Director-General
UTM 42 :
Rs 164000
Director-General
~ 573 ~
~ 574 ~
90.
90.1
The Urdu Speaking Union has been established in 2002 under the Urdu Speaking
Union Act. Its main objects, among others, consist in promoting the urdu language
in its spoken and written forms; providing facilities for the exchange of views
affecting the interests, well being, development, relationships and common
problems of the urdu-speaking peoples of the world; and promoting and
encouraging the publication, exhibition, distribution and sale of urdu books,
magazines, newspapers ad calligraphic works.
90.2
The Union is managed by an Executive Council and the administrative duties fall
under the responsibility of the Administrative Secretary.
90.3
In the context of this Report, the Bureau has not received any representation. We
are, therefore, maintaining the present structure whilst revising the respective salary
scales.
90.
USU 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
USU 2
~ 575 ~
~ 576 ~
91.
91.1
91.2
The Foundation aims to become a major eco-tourism site and envisions to be the
reference endemic garden of Mauritius. Its mission is to contribute to biodiversity
conservation at global level and knowledge dissemination and research of the
endemic flora and fauna of Mauritius.
91.3
91.4
The Foundation would further be called upon to play a vital role in the protection of
catchment areas, soil and water conservation through the restoration and
conservation of the endemic/native forest at the garden which in the long term,
would contribute to carbon sequestration as they will act as a carbon sink thus
mitigating climate change effect.
91.5
91.6
91.8
Incumbent would be required to, inter alia, conduct and monitor research activities
and experimental work on fauna and/or flora and their conservation; prepare and
implement program for nursery activities in field and for maintenance of the garden;
monitor the status of wild populations of fauna and/or flora; carry out restoration
~ 577 ~
The Bureau is also agreeable to create the grade of Park Assistant (Roster) to
assist the Scientific Officer in carrying out the field operations in the garden.
Recommendation 2
91.10
91.11
Incumbent would be responsible, inter alia, for the day-to-day maintenance activities
such as picnic areas, tracks and trails and other structures to ensure that they are
maintained to proper standards; sale of plants and other items and collect ticket
fees from visitors; allocation of task to manual workers and supervision of staff in
carrying out cleaning, building repairs, welding and other related duties; provision of
assistance and support to senior officers in such areas as public awareness and
conservation, education, habitat conservation, rehabilitation and protection, fauna
and flora survey works, among others; guide visitors within the garden and provide
information in order to increase visitors understanding, appreciation and enjoyment
of the garden; and look after animals/birds and perform animal husbandry practices.
Walking Allowance
91.12
At present, workers in the manual grades who do not have any means of transport
and have to cover a distance of more than six kilometers daily to reach their site of
work, are paid a monthly walking allowance of Rs 600. Management has informed
that other officers of the VOEGF equally have to cover a walking distance of more
than four kilometres on a daily basis to reach site of work as no transport facilities
are available in that area. Request has thus been made to extend the walking
allowance to this category of officers.
91.13
We have examined the issue and consider that there is merit in the case. We are,
therefore, making appropriate recommendations to this effect.
Recommendation 3
91.14
~ 578 ~
91.15
91.
VOGF 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
VOGF 2
VOGF 3
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17700 x 375 18450
Warehouse Worker (Ex-Tobacco Board) (Personal)
VOGF 4
VOGF 5
VOGF 6
VOGF 7
VOGF 8
VOGF 9
91.
VOGF 10 :
VOGF 11 :
VOGF 12
VOGF 13
VOGF 14
VOGF 15
VOGF 16
VOGF 17
VOGF 18
~ 580 ~
92.
92.1
92.2
92.3
92.4
In the context of this Report, the Management of the WMA has requested for further
improvement in the conditions of service along with the restyling of certain grades
similar to their counterparts in the Civil Service with a view to encouraging
employees and the key staff to remain in the sector. The staff side have amongst
others requested for the reinforcement of the Technical cadre, restyling of grades in
the Engineering cadre, extension of risk allowance to employees in certain grades
and aligning certain structures with what is obtained across the Public Service.
92.5
In line with Government objectives for the wastewater sector, we are in this Report
reviewing the existing organisation structure and the various allowances, wherever
relevant, to enable the Authority to meet its current and future operational
requirements as well as making provisions for ensuring the protection and well
being of its employees.
92.6
entrants to join the organisation, there is need to restructure the cadre and bring
uniformity. In line with the Bureaus philosophy for lean structures leading to
increased efficiency and customer responsiveness, and to bring parity among the
different fields of engineering we are, where appropriate, merging and restyling the
grades in the cadre.
Recommendation 1
92.7
(ii)
Engineer
Engineer
Engineer
Risk and Hazard Allowance to Officers in the Procurement and Supply Cadre
92.8
Representations have been made by the Staff Side that officers in the Procurement
and Supply Cadre posted in warehouses located in treatment plants of the WMA
are exposed to risk and hazard. The Bureau has also been apprised that there has
been cases of chlorine poisoning resulting in hospitalisation of employees and
incumbents in the cadre are also regularly exposed to foul odour of raw sewage
unlike their counterparts in other organisations or at the Head Office. We have
analysed the issue and consider that appropriate compensation is warranted due to
the specific environmental conditions in which incumbents are called upon to
operate. However, as there are other grades that may be posted in these
warehouses the Bureau recommends that a Risk Assessment Exercise should
be conducted by the WMA. The mechanism set to conduct this exercise is
reported at paragraph 18.15.23 of Volume 1 of this Report.
Driving Allowance
92.9
Incumbents in the grade of Technical Assistant are, with a view to attaining optimum
resource uitilisation, called upon everyday to drive the organisation vehicles to
attend to different work sites. They are not being provided with the services of a
Driver due to restricted budget allocation. Both Management and the staff side
have represented that driving does not form part of the duties of incumbents in the
grades of Technical Assistant and that there is need for some compensation. We
have analysed the issue and are making appropriate recommendation.
~ 582 ~
Recommendation 2
92.10
The IT Unit acts as the backbone of the Authority and is responsible for the overall
design, implementation and Management of the IT and network infrastructure. The
Unit aims at positioning itself as a driving force with the use of Technology to help
the Authority manage effectively the information and handle issues through the
Enterprise Resource Planning (ERP) System based on a Customer/Care
Management System (CMS). The ERP system would combine all the major
business requirements of the Authority together into a single, integrated software
programme, which would run off a single database so that the various departments
could easily process and share information, as well as communicate with each
other.
92.12
The Unit is currently manned by two IT Officers and two IT Technicians whilst the
post of IT Manager is vacant since 2009. Management has submitted that taking
into consideration the growing IT needs of the WMA and the increasing complexity
of the IT infrastructure, the grades of IT Officer and IT Technician be restyled to IT
Analyst or System Analyst and IT Support Officer respectively along with the
alignment of salaries of the grades with what obtains for similar grades across
Parastatal Bodies. We have examined the request and are making appropriate
recommendations.
IT Support Officer
formerly Information Technology Technician
IT Analyst
formerly Information Technology Officer
Recommendation 3
92.13
Retention Allowance
92.14
The employees of the WMA are, by the nature of their duties, required to operate in
a very specific environment whereby they are regularly exposed to insalubrious
conditions and risky elements. In its 2008 Report, the Bureau introduced and
recommended the payment of a Retention Allowance to a certain category of
officers to retain them in the organisation. The Retention Allowance was maintained
in the 2013 PRB Report. For this review exercises we have received
~ 583 ~
representations from Management and the staff side to maintain and extend the
payment of Retention Allowance to other categories of officers. We have examined
the Job Description Questionnaires of these grades and taken note of the specific
environment in which the employees are working. We are fully convinced that the
Retention Allowance is an effective device/tool to encourage and retain these
people in the organisation. We are, therefore, maintaining the allowance and
extending it to other categories of workers.
Recommendation 4
92.15
We recommend that incumbents in the grades listed below who are regularly
exposed to foul odour and raw sewage be paid a Retention Allowance
equivalent to two increments at the salary point reached in their respective
salary scale subject to satisfactory performance and approval of the
Responsible/ Supervising Officer:
92.16
We further recommend that officers and employees in the manual grades who
leave the service prior to the age at which they may retire without the
approval of the Board (Table II at Chapter 15 of Volume 1) should refund the
totality of the Retention Allowance paid to them. Beneficiaries of this
allowance retiring from the service on reaching the age at which they may
retire without the approval of the Board or thereafter, should refund only that
part of the Retention Allowance which they would have earned under this
scheme after reaching the age at which they may retire with the approval of
the Board. No refund would have to be effected by an officer who retires as
per his compulsory retirement age or on medical ground.
A Risk and Hazard Allowance equivalent to two increments at the salary point
reached in the salary scale is also being paid, over and above the Retention
~ 585 ~
Representations have been received to extend the Risk and Hazard allowance to
incumbents in the grade Driver, posted at sub offices/stations and who are regularly
exposed to the hazards in conveying tools and equipment that have contact with
raw sewage in the performance of their duties. We have examined the request and
we are making recommendation for the payment of an appropriate Risk and Hazard
Allowance to incumbents in the grade of Driver while maintaining the payment of
the allowance to all those already eligible for same.
Recommendation 5
92.19
We recommend that incumbents in the grade of Driver who are posted in sub
offices and who regularly convey tools and equipment that have contact with
raw sewage be paid a Risk and Hazard Allowance equivalent to one and a half
increments at the initial salary point reached in their salary scale.
92.20
The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the field of Engineering which was considered as scarcity
areas.
92.22
We have observed that the market situation/condition has improved and there are
many qualified people who are available to work in this sector. We are, however,
maintaining the payment of the SPRA to eligible officers in post as at 31 December
2015 up to 31 December 2016.
~ 586 ~
Recommendation 6
92.23
We recommend that officers in the Engineering cadre of the WMA eligible for
the payment of Special Professional Retention Allowance (SPRA) as at
31 December 2015 should continue to be paid same up to 31 December 2016
as specified in the following table:
Salary
SPRA% of
Monthly Salary
10
12.5
92.24
leave the service prior to the age at which they may retire without the
approval of the Board (Table II at Chapter 15 of Volume 1) should refund
the totality of the Special Professional Retention Allowance paid to
them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the Board or thereafter, should refund only that
part of the Special Professional Retention Allowance which they would
have earned under this scheme after reaching the age at which they may
retire without the approval of the Board.
92.25
However, provision made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
92.26
All officers in the Engineering field who are eligible for the payment of the
Special Professional Retention Allowance as from 01 January 2016 and have
been granted same prior to the publication of this Report should continue to
draw the Special Professional Retention Allowance up to 31 December 2016.
~ 587 ~
At present Technical Assistants and Treatment Plant Workers working on shift are
paid a night duty allowance. We are maintaining the payment of this allowance.
Recommendation 7
92.28
92.
WMA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
WMA 2
WMA 3
Rs 10450 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700
Treatment Plant Worker (Shift)
WMA 4
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Tradesmans Assistant (personal to incumbent in post as at 30.06.08)
WMA 5
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
WMA 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
WMA 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950
Pipe Cleaner
~ 588 ~
92.
WMA 8
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Survey Field Worker/Senior Survey Field Worker
WMA 9
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
WMA 10 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor
WMA 11 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
WMA 12 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
WMA 13 :
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Operative
WMA 14 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Wastewater Jetting Unit/Tanker)
WMA 15 :
WMA 16 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant
WMA 17 :
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
28625
Head Survey and Field Worker
WMA 18 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer
~ 589 ~
92.
WMA 19 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk (Revenue Collection) (Personal to officers in post as at 30.06.08)
WMA 20 :
WMA 21 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 31725
Technical Assistant (Electrical) (Shift)
Technical Assistant (Electronic/Instrumentation) (Shift)
Technical Assistant (Mechanical) (Shift)
WMA 22:
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Land Survey Technician
WMA 23 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Assistant Works Inspector
Laboratory Assistant
WMA 24 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer
WMA 25 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Officer
Assistant Procurement and Supply Officer
WMA 26 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Technical Design Officer
Laboratory Technician
WMA 27 :
WMA 28 :
~ 590 ~
92.
WMA 29 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer
WMA 30 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary
WMA 31 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
38350
Customer Care Officer
WMA 32 :
WMA 33 :
WMA 34 :
WMA 35 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Human Resource Officer
IT Support Officer
formerly Information Technology Technician
Safety and Health Officer/Senior Safety and Health Officer
Technical Officer (Civil)
formerly Technical Officer (Civil Engineering)
Technical Officer (Mechanical and Electrical)
WMA 36 :
WMA 37 :
WMA 38 :
92.
WMA 39 :
WMA 40 :
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 48425
Planning and Transport Coordinator
WMA 41 :
WMA 42 :
WMA 43 :
WMA 44 :
WMA 45 :
WMA 46 :
~ 592 ~
92.
WMA 47 :
WMA 48 :
WMA 49 :
WMA 50 :
WMA 51 :
WMA 52 :
Rs 110000
General Manager
~ 593 ~
~ 594 ~
99.
99.1
Private Secondary Schools (PSS) play an important role in the education sector in
Mauritius, Rodrigues and Agalega by providing education to some 64040 students.
Their overall administration of pedagogical activities and disbursement of grants to
some of the institutions rest upon the Private Secondary Schools Authority (PSSA),
a corporate body operating under the aegis of the Ministry of Education and Human
Resources, Tertiary Education and Scientific Research.
99.2
The Managers of the respective private secondary schools are responsible for the
recruitment of personnel and, therefore, they are employers of the secondary
institutions. The establishment size of the teaching and non-teaching staff as at
31 December 2015 stood around 5043 and 2235 respectively.
99.3
At present there is a total of 107 registered private schools, of which about six are
found in Rodrigues and one in Agalega. Out of the 107 schools, 87 operate on a full
grant in aid system, one on a partly grant in aid system and 19 are non-grant aided.
Classes up to Cambridge Higher School Certificate are run in 69 of the grant aided
schools while 20 of them provide education up to Cambridge School Certificate. 73
Secondary schools also offer prevocational education.
99.4
In the context of the present review exercise, representations have been made for
parity of esteem in term of allowances and grades; the creation of grades at
different levels of operations; change in appellation to better reflect the duties,
upgrading of salary at various levels and restyling of grades. We have examined all
the proposals, apprised both Management and Staff Associations on issues that
could not be retained as well as other representations that need to be analysed
further. On the basis of our analysis, we are making appropriate recommendations.
In the 2008 PRB Report, the Bureau has recommended that as from 01 July 2012
an Educators Licence should be a requirement for the post of Educator
(Secondary) and subsequently as from a date after 2010 a Postgraduate Certificate
in Education (PGCE) or its equivalent would also be a requirement. However, in the
2013 PRB Report due to dearth of candidates holding those qualifications, the
requirements was differed to a future date to be decided by the then Ministry of
Education and Human Resources.
99.6
The Ministry of Education and Human Resources, Tertiary Education and Scientific
Research (MOE & HE, TE and SR) has, in the context of this Report, submitted that
there is still a shortage of graduates holding these qualifications particularly in
disciplines which are scarce given that relevant courses are not being run by the
Mauritius Institute of Education in all subjects and as such up to now it has not been
possible to implement the recommendation made by the Bureau. On this account
and to ensure the availability of qualified candidate for the delivery of quality
~ 595 ~
education in secondary institutions the Ministry has now proposed that Educators
(Private Secondary School) should in future be recruited in a temporary capacity.
They will be required to follow a comprehensive one year course leading to an
Educators Licence and appointed as Educator (Private Secondary School) in a
substantive capacity upon successful completion of this course. We have analysed
the issue and concurred with the views and proposal of the Ministry.
Recommendation 1
99.7
We recommend that the PSSA in collaboration with the MOE & HR, TE and SR
ensure that in future Educator (Private Secondary School) should be recruited
in a temporary capacity and should be appointed in a substantive capacity
only upon successful completion of a comprehensive one year training
leading to an Educators license. The module taken in the one year training
course shall be bank towards a PGCE to be completed within five years.
99.8
Presently there are certain specific recommendations for the grade of Educator in
the Civil Service that are equally applicable for Educators (Private Secondary
Schools). We are maintaining these provisions.
Recommendation 2
99.9
We recommend that:
(i)
(ii)
(iii)
(iv)
(a)
(b)
~ 596 ~
99.10
(ii)
(iii)
99.12
Following the publication of the Report and based on representations from various
quarters to review the qualification requirements, the High Powered Committee
approved that the entry requirement of the grade be amended such that
appointment thereto be by promotion of Educators (Private Secondary School) who
possess the qualification to cross the QB in the Salary scale and reckon at least 15
years cumulative service in a substantive capacity.
99.13
Further representations were made from Unions of PSS to clarify the terms
Promotion and cumulative service and after study the Ministry views that the
decision taken by the High Powered Committee as at paragraph 99.9 above should
be upheld. The Ministry of Education and Human Resources, Tertiary Education
and Scientific Research and the Private Secondary Schools Authority have also
highlighted that the staff community in the private secondary education sub-sector is
a diversified and heterogeneous one. For instance, some teachers have joined the
grade with School Certificate/Higher School Certificate and have crossed the QB
subsequently while others have shifted from one school to another on account of
closure/redundancy or transfer. The Ministry is, therefore, of the view that the
continuous teaching experience reckoned by Educators in the Private Secondary
~ 597 ~
Schools in Mauritius irrespective of the level of entry in the teaching grade should
primarily be considered for promotion to the grade of Senior Educator.
99.14
We have analysed the issue and taking into consideration the mode of appointment
of Senior Educator in State Secondary Schools, the particularities of the Private
Secondary Schools as well as the decision of the High Powered Committee, we are
making appropriate recommendation.
Recommendation 3
99.15
99.16
Rector
99.17
99.18
The issue was raised with both the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research and the Private Secondary Schools
Authority . We have been apprised that due to the limited intake of students at the
tertiary level institutions for the Diploma in Management or Educational
Management course, many Deputy Rectors could not be enrolled. Request has,
therefore, been made for an extension of the transition period for a further five
years, in order to give a fair chance to a greater number of Deputy Rectors to
acquire the new qualification. We have studied the representations of all parties
concerned and in a spirit of fairness we agree with this proposal.
Recommendation 4
99.19
~ 598 ~
99.21
The list of subjects and subject combinations for which a headship allowance is paid
has been established by the Private Secondary School Authority and at present the
criteria for eligibility to the position of Head of Department, are as hereunder:
(i)
there should be two or more Educators (Private Secondary Schools) with a full
time-table in the Department.
(ii)
Educators (Private Secondary Schools) are teaching the subject for at least
1000 minutes weekly.
(iii)
the total teaching time in the department should not be less than the full
workload of a full-time teacher or approximately 1190 minutes per week.
99.22
99.23
The Private Secondary School Authority has represented that in private secondary
schools the teaching period varies from one school to another. For instance in
some schools the teaching periods are of 35 minutes while in others they are 40
minutes thereby leading to some imbalance in the workload of Educators (Private
Secondary Schools) and Heads of Department.
99.24
The staff side has on their behalf represented that the number of periods for
Educators as well as Heads of Department be reduced with a view to enabling them
to better perform their duties. In addition both the PSSA and the staff side have
highlighted that the quantum of allowances for Heads of Department which have
always been at par with those payable to counterparts in state secondary school
have been reduced by the Errors, Omissions and Anomalies Committee Report and
have requested for same to be re-established. We have studied both representation
~ 599 ~
and consider that the criteria set for assignment of duty of HOD to Educators (PSS)
should be maintained. We have reviewed the weekly teaching period for the
assigned HOD while harmonising the quantum of the monthly allowance payable to
them.
Recommendation 5
99.25
99.26
Head of Departments
In schools teaching up to SC
1330
2000
2000
Section Leader
99.27
The payment of an allowance for being assigned the task of section leader was
introduced in our previous report to enable Private Secondary Schools to have
additional resources, among others, to tackle the problems of indiscipline and
misconduct. Presently members of the teaching staff including Grade I Teachers,
Grade II Teachers, Grade II Teachers (Others) and Educators (Private Secondary
Schools) appointed as Section Leaders are paid an allowance equivalent to one
increment at the point reached in their respective salary scale. We are maintaining
the current arrangement.
Recommendation 6
99.28
~ 600 ~
Discipline
99.29
A lot representations have been received from the staff side, managers of Private
Secondary Schools and the Private Secondary School Authority for the creation of a
dedicated grade to look after discipline in schools. The Bureau has observed that
the profile of candidates to be appointed for performing the disciplinary duties differ
widely.
99.30
The Ministry of Education, Human Resource and Scientific Research which has
also been consulted by the Bureau for its views on this sensible issue has shown
certain apprehension on the creation of such a grade. After an in-depth analysis of
the issue and taking into consideration that additional mechanism in terms of the
appointment of section leaders exists in Private Secondary Schools, the Bureau has
come to the conclusion that Discipline within the school compound should be the
concern of each and every member of the staff (teaching and non-teaching) and
that the problem of indiscipline can be tackled through appropriate staffing
arrangements at all levels. The Bureau is therefore maintaining the present
arrangements together with a new recommendation to address the issue.
Recommendation 7
99.31
99.32
We also recommend that following the publication of this Report the Private
Secondary School Authority in collaboration with the Ministry of Education,
Human Resource and Scientific Research and the Ministry of Civil Service
and Administrative Reforms should carry out a Human Resource
Planning/Audit Exercise and make appropriate recommendations to ensure
that all Private Secondary Schools are properly manned at all levels.
IT Technician
99.33
The grade of IT Technician which was created in the 2013 PRB Report, to
implement, support and maintain computerised systems, in private secondary
schools has not yet been filled. The Ministry of Education, Human Resource,
Tertiary Education and Scientific Research is of the view that in order to bring
uniformity as well as utilise the available resources in this sector, the grade should
be created on the establishment of the Private Secondary School Authority rather
than at school level. Upon in-depth analysis of the issue, the Bureau has
reconsidered its recommendation made for this grade and is addressing the issue
differently at the level of the PSSA.
~ 601 ~
Recommendation 8
99.34
Casual Leave
99.35
Recommendation 9
99.36
Tour of Service of Educators who have elected domicile in Mauritius and are serving
in Rodrigues for several years
99.37
Recommendation 10
99.38
We recommend that:
(i)
(ii)
~ 602 ~
Vacation Leave
99.39
The general provisions regarding vacation leave have been made at Chapter 18 of
Volume 1. In the 2013 PRB Report, provision has been made for teaching staff who
have joined service on or after 30 June 2008 to enjoy similar leave privilege as their
counterparts who joined the service prior to 30 June 2008. Additionally, certain
provisions have also been made to enable some more flexibility for teaching staff to
avail of vacation leave in excess of 19 days during term time. We are maintaining
the current provision as hereunder:
Recommendation 11
99.40
(a)
We recommend that the present vacation leave earning rate and ceiling
for teaching staff should be in accordance with the provisions at
Chapter 18 of Volume 1.
(b)
(c)
(i)
(ii)
who have not taken the annual vacation leave during term time in
a calendar year may be allowed to accumulate up to 50% of the
annual vacation leave entitlement, over and above the leave
ceiling annually, subject to a maximum not exceeding half the
normal maximum accumulated vacation leave entitled to.
However, officers who have already exceeded half the normal
maximum accumulated vacation leave entitlement as at date of
implementation of the Report, should retain same on a personal
basis. Such leave may be taken as leave prior to retirement.
Should the services of the officers be required during their preretirement leave, they will be refunded, at the time of retirement, at
the rate of 1/30 of the last monthly salary per day for accumulated
vacation leave not taken.
(ii)
(iii)
~ 603 ~
(iv)
(v)
(vi)
(b) not more than twice for those reckoning over 20 years service
inclusive of (a).
(d)
99.41
The term immediate member of the family, for the purpose of the foregoing
paragraph is deemed to mean the officers father, mother, brother, sister,
spouse and children.
99.42
Replacement Teacher
99.43
The staff side as well as other stakeholders have again represented that the PSSA
be requested to provide replacement teacher for absence of leave for a period of
less than 30 days as this causes much frustration among employees of the Private
Secondary Schools. We have examined the request and are making appropriate
recommendation.
Recommendation 12
99.44
General Attendant
99.45
Certain provisions were made in the 2013 EOAC Report to compensate General
Attendants who possess additional qualifications and work exclusively in the
Laboratory. The Staff Side have represented that the present arrangement be
extended to incumbent posted in Computer Laboratory. We have examined the
request and we are bringing appropriate amendments.
~ 604 ~
Recommendation 13
99.46
(b)
(c)
The formula presently used for determining the salary of Part Time Teacher is:
1.25 x S x M
81 x 60
where S means Salary
M means Number of Minutes Taught
The present arrangement for the remuneration and other benefits accruing to
part-time teacher is being maintained.
Non-Teaching Staff
99.48
Several requests have been received by the Bureau from different stakeholders to
review the establishment size of non-teaching staff to enable Private Secondary
Schools to function properly. For instance Managers and Rectors of these schools
have requested for an increase in the number of General Attendants and School
Clerks in view of the increase in the number of new laboratories and increasing
administrative issues for the latter; and the provision of at least one Deputy Rector
in every school to assist Rectors in their tasks. We have examined the issue and
are making a new recommendation in this Report.
Recommendation 14
99.49
~ 605 ~
In our previous Report, we have made provision for Managers of Private Secondary
Schools to consider the advisability of setting up a roster system for the nonteaching staff to be in attendance during school vacations. We consider the
implementation of a roster system is appropriate and fair.
Recommendation 15
99.51
Services of Educational Psychologist and Safety and Health Officer/Senior Safety and
Health Officer
99.52
In our last Report we recommended that the Private Secondary Schools Authority
should make necessary arrangements with the Ministry of Education and Human
Resources, Tertiary Education and Scientific Research to avail of the services of
Educational Psychologists on a needs basis to Private Secondary Schools and
should also ensure that the services of Safety and Health Officer/Senior Safety and
Health Officer are provided to them to assess health and safety requirements and
recommend the implementation of health and safety measures in Private Secondary
Schools. In this Report, we have created the grade of Educational Psychologist on
the establishment of Private Secondary Schools Authority. However, pending the
recruitment of Educational Psychologists, the present arrangements are being
maintained.
Recommendation 16
99.53
99.54
Protective Items
99.55
In the context of this review, representations have been made anew that protective
equipment are not issued to a number of employees of the Private Secondary
Schools though they are exposed to bodily injuries and/or bad weather. The Private
Secondary Schools Authority has informed that so far the Authority has not received
any representation from employees and that it proposes to issue a list of protective
~ 606 ~
99.57
We also recommend that the PSSA should ensure compliance to the above
recommendation in all Private Secondary Schools and take appropriate action
on any representation received from employees concerned.
Conditions of Service
99.58
Contribution
Retirement Age
Accrual Rate and Qualifying Period
99.59
At present:
(i)
(ii)
(b)
(c)
the normal qualifying period to benefit from full pension for such
employees is 38 years (460 months).
~ 607 ~
99.60
TRANSITIONAL PERIOD
Retirement Age
Accrual Rate
99.61
99.62
(ii)
the optional retirement age of (i.e. the age at which employees can leave the
service without seeking permission) is gradually raised from 55 to 60 years in
accordance with Table II;
(iii)
the age at which an employee may retire with the approval of the Authority is
gradually raised from 50 to 55 years in accordance with Table III
Recommendation 18
99.63
Recommendation 19
99.64
For employees who did not opt for the pension reforms on 01 July 2008 but instead
opted for the pension arrangements in force prior to the coming into effect of the
2008 PRB Report, the new salary structures recommended are implemented at a
discounted rate of 92% of the salary recommended. This arrangement remains
valid.
Recommendation 20
99.66
~ 608 ~
Pensions in Payment
99.67
Recommendation 21
99.68
Refund of Contribution
Recommendation 22
99.69
Funeral Grant
99.71
~ 609 ~
99.
PSS 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17375
General Worker/Caretaker
Sanitary Attendant
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
PSS 2 :
Gatekeeper
PSS 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
Handy Worker (Special Class)
PSS 4
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Handy Worker/Groundsman/Gardener (Personal to holders in post at
30.06.98)
PSS 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
PSS 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
General Attendant
PSS 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator
Library Clerk
PSS 8
PSS 9
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
College Clerk
PSS 10
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725 QB 32500 x 925 37125 x 1225 38350
Grade II Teacher (Others) (Personal)
~ 610 ~
99.
PSS 11
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Grade II Teacher (Personal)
PSS 12
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Library Officer
PSS 13
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 45375
Grade I Teacher (Personal)
PSS 14
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
39575 QB 40800 x 1525 49950 x 1625 56450
Educator (Private Secondary Schools)
PSS 15
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
45375 QB 46900 x 1525 49950 x 1625 56450
Educator (Private Secondary Schools) (Personal to holders in post as at
30.06.03)
PSS 16
PSS 17
PSS 18
~ 611 ~
~ 612 ~
Republic of Mauritius
REPORT 2016
LUM
VO
PART IV
RODRIGUES
REGIONAL ASSEMBLY
OF
VOLUME 1
TABLE OF CONTENTS
Chapter
Page
INTRODUCTION
1.
2.
13
2.1
Central Administration
14
2.2
Civil Aviation
31
2.3
35
2.4
Judicial (Administration)
39
2.5
Legal Services
41
2.6
Meteorological Services
42
2.7
Education (Administration)
44
2.8
50
2.9
54
2.10
55
2.11
61
2.12
70
2.13
Registration
83
3.
4.
85
3.1
85
3.2
89
3.3
95
3.4
Cooperatives
96
3.5
98
101
4.1
Public Infrastructure
101
4.2
Housing
110
4.3
111
4.4
Mechanical Workshop
113
4.5
117
5.
6.
7.
8.
121
5.1
Social Security
121
5.2
Employment
126
5.3
127
5.4
129
5.5
131
133
6.1
133
6.2
Sports Division
156
159
7.1
Environment
159
7.2
Forestry Services
165
7.3
Fisheries
172
7.4
Marine Parks
181
7.5
Tourism Division
183
185
8.1
Youth Division
185
8.2
Community Development
189
8.3
Library Services
191
8.4
193
8.5
195
WORKSMENS CLASS
199
SPECIFIC CONDITIONS
205
Annex
Introduction
The Rodrigues Regional Assembly (RRA) was set up under Act 39 of 2001 with a
view to providing maximum autonomy to the Island of Rodrigues. Being a body
corporate the RRA is empowered to make regulations pertaining to issues for which
it has jurisdiction. The exercise of its functions is regarded as being conducted on
behalf of the Republic of Mauritius. It is the responsibility of the Assembly to
formulate and/or implement policies in respect of areas falling under its purview.
1.2
The functions of the Regional Assembly are carried out by the Executive Council
which comprises the Chief Commissioner, the Deputy Chief Commissioner and five
Commissioners. The Commissioners have the responsibility of exercising general
direction and control over the Commission falling under their purview in line with the
set policy.
1.3
As the Supervising Officer, the Island Chief Executive (ICE) is vested with the
responsibility for the efficient administration of all the functions of the Executive
Council and the staff of the RRA operates under his administrative control. The ICE
is empowered to exercise the functions of the Magistrate (in the latters absence), of
the Director of Environment in the enforcement of environmental laws and of the
Tourism Authority in the enforcement of Tourism Act.
1.4
The departments under the jurisdiction of the RRA have been grouped under the
supervision of Departmental Heads who are Accounting Officers of their respective
departments.
Official visit to Rodrigues has been a traditional approach of the Bureau in the
context of a General Review of Pay and Grading Structures and Conditions of
Service in the Public Sector. The visit is seen as an opportunity to: meet people of
Rodrigues in general, understand the changes taking place in the work place,
consult the Chief Commissioner and officials of the Rodrigues Regional Assembly
to have a thorough grasp of the mandate of the RRA and to hold meetings with all
stakeholders to take cognizance of their organisational problems and provide
practical and implementable solutions for an enhanced service delivery.
1.6
Prior to the visit, preliminary works were carried out, inter alia, to probe into the mass
of materials submitted by the Rodrigues Administration in response to our circular
letters, to organise sampling and despatch of Job Description Questionnaire,
sampling and interview of employees in the manual grades in the RRA, and to plan
the different meetings with, on the one hand, the Staff Association, comprising
namely the Rodrigues Government Employees Association (RGEA), the
~1~
Introduction
However, prior to the official visit scheduled for May 2015, the Rodrigues
Administration invited the Director to have an official preliminary meeting with the
Island Chief Executive and other stakeholders. The Director accompanied by the
acting Deputy Director went on a-3 day visit to Rodrigues from 6th to 8th March 2015.
The top management of the PRB met the Island Chief Executive (ICE) who was
apprised of the calendar of activities and different stages involved which form part
of the general review process. These stages comprise job description writing, site
visits, meetings with different parties, staff associations, official side as well as
individual employees. The ICE informed the PRB delegates that the RRA and the
staff association would be submitting a joint memorandum for consideration by the
Bureau and gave a brief description of the conduct of business of the RRA.
1.8
During consultations with all stakeholders, the Director made an expos on the main
themes of the forthcoming report, requested the Departmental Heads to focus on
problem areas that were impeding on the service delivery of their organisations and
to come up with proposals for PRB to address these issues. On the other hand,
representatives of the Staff Associations expressed their grievances on several
issues as well as implementation problem of certain recommendations made in the
EOAC/Committee Reports. The Director invited them to submit their proposals well
in advance to allow the Bureau ample time to study their representations before
hearings scheduled for May 2015.
1.9
As per the established practice, the Bureau proceeded on its next mission to
Rodrigues from 11 to 16 May 2015. Initially, on the 12 May 2015, an Acting Principal
Job Analyst accompanied by a team of five Survey Officers started the interview of
the selected job incumbents, wrote their job description and had them signed by job
holders and where possible vetted and signed by their immediate supervisors and
returned to the team. That exercise continued up to 15 May 2015. Those job
description questionnaires which could not be completed were despatched later to
the Bureau.
1.10
The Director and the Acting Deputy Director went to Rodrigues in the evening of the
12 May 2015. On the next day, the Directorate assisted by the Ag Principal Job
Analyst met the Island Chief Executive apprising him of the 4 days visit programme.
The delegation met the representatives of the Government Services Employees
Association (GSEA) and heard two other staff Associations namely the RGEA and
the RPSWU. During the latter meetings, the Modus Operandi of future
submissions were discussed and agreed thereon.
~2~
1.11
Introduction
On the 13 of May, the Director, HR and one Manager HR from the Ministry of Civil
Service and Administrative Reforms (MCSAR) joined the PRB team. The Chief
Commissioner received the Directorate and the Director, HR of the MCSAR in the
early morning of the 14 May.
1.12
The Chief Commissioner apprised the delegation of the new policy orientation of the
RRA and its main priorities. He invited the Director to give particular attention to
some emerging and pending issues in the Next Review.
1.13
Consultative joint meetings were held as from the morning of 14 May which
continued till 15 of May. Individual employees who expressed their wish to depone
were also heard by the PRB delegation. Survey Officers after completing job
description writings joined and assisted the Directorate during the last part of
meetings which ended usually after 6.00 to 7.00 p.m.
1.14
During their stay, the Survey Officers conducted around 150 job description writings.
Prior to the visit some 300 self-written description questionnaires were submitted to
the RRA to be filled by officers.
1.15
A revised memorandum was handed over to the delegation at the time of meetings.
The Bureau examined and discussed thoroughly each issue that was raised. Joint
representations which were made related mainly to: the re-structuring of different
units in the RRA, restyling of grades/cadres as is obtainable in the Mauritian Civil
Service, increasing the establishment size of exiting grades, creation of levels, filling
of long standing vacant posts, requests for job-related allowances, payment of
Rodriguan COLA, provision of training facilities for continual development and
Recognition of Prior Leaving (RPL) to be adopted for certain categories of manual
workers who are performing duties of a higher nature though not possessing the
prescribed qualifications for the higher post, amongst others. Whenever creation of
levels were submitted, parties were requested to provide profile, duties and
justifications for same. For a few representations which were found to be incoherent,
parties were requested to provide fresh submissions with additional information for
examination anew. It was also strongly highlighted during the meetings of the
excessive delay (at times one year) in the processing of representations by the
Ministry of Civil Service and Administrative Reforms for conveying approval for
payment of allowances and prescriptions of schemes of service. Representatives
of the MCSAR promised to probe into the matter and to act fast on their
representations.
1.16
At the very start of every meeting, the Director emphasized on the main theme of
the forthcoming Report which reads as follows:- Transformation of the Public Sector
for enhanced service delivery in order to meet citizens/non citizens as well as other
stakeholders needs. Expatiating on the theme, the Director highlighted that for the
~3~
Introduction
1.17
(i)
(ii)
the Ministry of Finance and Economic Development for providing funds for
posts and projects;
(iii)
(iv)
(v)
(vi)
The Director expatiated that after the publication of the Report, it would be
mandatory for Ministries/Departments/Organisations to carry out HR Audit in order
to identify the appropriate number of officers/employees on establishment so as to
enable the right sized organisation to deliver on their respective mandate. He also
averred that in the forthcoming Report, emphasis would be made on the concept of
Strategic HR which would encompass: HR Planning, Recruitment/Retirement and
other HR policies to ensure best practices in the Service.
The staff association and the Management has expressed their deep concern
regarding the need for a re-engineering of the Commissions, the absence of which
is impeding service delivery. The Island Chief Executive requested for a separate
exercise to be carried out independently by PRB. The Director advised the parties
and particularly the ICE to take up the matter with the Secretary to Cabinet and Head
of Civil Service. We have made recommendation pertaining to specific Reform in
RRA in this Report.
~4~
Introduction
(ii)
In several sections, the most senior officer is being paid an ad hoc allowance
for performing higher duties in addition to the normal ones.
(iii)
Some structures need re-invention and modernization, as they do not fit the
new sets of expectations in line with the new policy framework and the new
direction. These structures have, so far, proved to be defective to meet the
gradual increase in demand.
(iv)
(v)
Some structures call for strengthening at the top to cater for additional
administrative and technical responsibilities as there is a gap in the overall
supervision/coordination; hence the need for a permanent head to be
accountable.
(vi)
(vii)
(viii)
(ix)
With the advent of rapid development in the island and the consequent
changes, the services of officers in a few grades would no longer be required.
~5~
Introduction
Conclusions
1.21
1.22
1.23
We are, in this Report, while making recommendations taken into consideration, the
following:(i)
(ii)
(iii)
harmonisation, to the extent possible of cadres with what obtains in the Civil
Service.
As the organisation structures are linked to and depend upon the mandate of the
Commissions/Divisions and the pay structures are based on the number of levels in
the organisation structures, the Bureau considers that for this present review
exercise, it would be practical to look at both structures i.e. organisation and pay
Commissionwise/Divisionwise as it was the case in past reviews. Such an approach
would, besides emphasising the link between the mandates of the
departments/divisions and their structures, facilitate the treatment of specific issues
proper to each department/division.
1.26
~6~
1.27
Introduction
~7~
Introduction
~8~
1.
1.1
1.2
Its primary objectives include, among others, to: enable the Regional Assembly and
its Committees to conduct their business effectively; enable individual members to
perform their parliamentary duties effectively; and promote public knowledge and
understanding of the work and role of the Assembly.
1.3
The overall responsibility of the Office of the Clerk befalls the Clerk, Regional
Assembly who is assisted by the Deputy Clerk, Regional Assembly and supported
in his tasks by staff belonging to the professional, technical and general services
cadres as well as employees in the workmens group.
1.4
In the context of this Report, we are maintaining the existing structure which we
consider as appropriate. We are, however, extending the payment of the Robing
Allowance to the Clerk and Deputy Clerk whilst providing an allowance payable to
the Editor on a sessional basis.
Both positions of Clerk, Regional Assembly and Deputy Clerk, Regional Assembly
are filled on assignment basis or contractual term. This arrangement has, so far,
served its purpose and is being maintained.
Recommendation 1
1.6
We recommend that:
(i)
(ii)
the retirement benefits of a public officer who has been assigned the
duties of Clerk, Regional Assembly or Deputy Clerk, Regional Assembly
by the appropriate Service Commission or through delegation of power
by the Public Service Commission and retires or is subsequently
reverted to his substantive post, should continue to be computed on the
prevailing pensionable emoluments of the office to which he was
assigned duties provided he satisfies the provisions made at paragraph
15.29 at Chapter 15 of Volume 1 of the Report.
~9~
Robing Allowance
1.7
Representation has been made for the payment of a Robing Allowance to the Clerk,
Regional Assembly and Deputy Clerk, Regional Assembly in view of the fact that,
by nature of their duties, they have to be properly dressed to maintain the decorum
of the House.
1.8
In line with what obtains in the National Assembly, the Bureau is recommending
accordingly.
Recommendation 2
1.9
We recommend that the Clerk, Regional Assembly and Deputy Clerk, Regional
Assembly should be paid a Robing Allowance of Rs 4800 yearly.
In the EOAC Report, recommendation was made for the creation of a grade of
Editor, Regional Assembly to be filled by selection from candidates possessing a
Cambridge HSC with passes in English and French at Principal Level and a Degree
in English or French. However, as the workload was not sufficient to warrant the
employment of a full-time Editor, provision was made for incumbent in the grade to
be employed on a sessional basis and to be paid an allowance of Rs 1000 per
session of three hours.
1.11
We have been apprised that there has been no substantial change in the actual
workload and that the RRA is in the process of enlisting an Editor on a sessional
basis. We are, accordingly, maintaining the present arrangement.
Recommendation 3
1.12
A monthly allowance of Rs 2900 is paid to the Police Officer acting as Sergeant-atArms. We are maintaining the payment of the allowance as well as its quantum.
Recommendation 4
1.14
We recommend that the Police Officer performing the duties of Sergeant-atArms should continue to be paid a monthly allowance of Rs 2900.
~10~
SALARY SCHEDULE
Salary Code
02 000 100
Rs 101000
Clerk, Regional Assembly
02 067 086
08 054 081
08 051 070
08 029 062
08 043 069
08 027 060
08 026 059
~11~
Salary Code
24 036 052
24 019 048
24 022 051
24 015 041
24 001 038
05 024 026
~12~
2.
2.0.1
The Chief Commissioners Office is responsible for the overall implementation of the
Regional Government programmes and objectives. It coordinates the activities of
all Commissions of the Rodrigues Regional Assembly whilst providing the overall
policy direction.
2.0.2
The areas of responsibility falling under the Chief Commissioners Office are the
following:
Central Administration
Legal Services
State Lands
Town and Country Planning
Registration
Statistics in respect of Rodrigues
Customs and Excise (Administration)
Postal Services (Administration)
Marine Services (Administration)
Civil Aviation
Meteorological Services
Rodrigues Fire and Rescue Service
Education
Judicial (Administration)
Civil Status
Agriculture
Food Production
Plant and Animal Quarantine
Prisons and Reforms Institutions
Probation Service
~13~
2.1
Central Administration
2.1.1
Headed by the Island Chief Executive, the Central Administration is responsible for
the administration of the staff. It encompasses, among others, the Human
Resource Section, Secretariat of the Executive Council, Finance, Procurement and
Supply Unit, Internal Control Unit, Transport/Booking/Residency and Registration
Unit.
2.1.2
The Island Chief Executive has the overall responsibility of all staff of the Rodrigues
Regional Assembly and the efficient discharge of such functions as may be
assigned to him. He is supported in his tasks by the Departmental Head.
Departmental Head
2.1.4
Administrative Officer
2.1.5
Recommendation 1
2.1.6
(ii)
(iii)
~14~
In the 2013 PRB Report, we recommended the creation of a three level structure
comprising the grades of Human Resource Officer/Senior Human Resource
Officer, Assistant Manager, Human Resources and; Manager, Human Resources
to better equip the RRA to discharge its Human Resource functions. Given that the
prevailing number of levels is adequate, we are maintaining the present structure.
Recommendation 2
2.1.9
(b)
GENERAL SERVICES
General Services Officer (RRA)
General Services Executive (RRA)
2.1.10
Both Management and the staff side have made a request for the grades of
General Services Officer (RRA) and General Services Executive (RRA) to be
restyled Management Support Officer and Office Management Assistant
respectively given that the qualification requirement and duties of both grades are
similar to their counterparts in Mauritius. As there is need for harmonization of
similar positions particularly where the qualification, duties and responsibilities are
concerned, we are making appropriate provision to that end.
~15~
Recommendation 3
2.1.11
Recommendation 4
2.1.13
SECRETARIAL CADRE
Confidential Clerk/Senior Confidential Clerk
2.1.15
Request has been made for the grade of Confidential Clerk/Senior Confidential
Clerk to be restyled Confidential Secretary in line with what obtains in the Civil
Service. As the duties and responsibilities of both grades are very much similar,
we are agreeable to the proposal.
Recommendation 5
2.1.16
~16~
In line with recommendations made for the civil service, the Financial Operations
cadre is being consolidated and restructured with the creation of an additional level,
making it more amenable to the efficient and effective delivery of procurement and
supply services.
Recommendation 7
2.1.20
2.1.21
out of the latter grade. Thereafter, the grade of Assistant Manager, Financial
Operations should be made evanescent.
2.1.22
(ii)
(iii)
~18~
(ii)
(iii)
In line with recommendations made for the civil service, the Procurement and
Supply cadre is being consolidated and restructured with the creation of an
additional level, making it more amenable to the efficient and effective delivery of
procurement and supply services.
2.1.28
~19~
With the creation of the grade of Principal Procurement and Supply Officer and to
address issues of salary levelling, consequential amendments need to be brought
in the grading structure of the Procurement and Supply cadre. We, therefore,
recommend that a grade of Assistant Manager (Procurement and Supply)
(Future Holder) with new entry requirements be established.
Recommendation 12
2.1.30
2.1.31
2.1.32
~20~
Recommendation 13
2.1.34
(ii)
(iii)
Statistical Unit
Statistical Assistant Cadre
2.1.35
The Statistical Assistant cadre at the RRA comprises the grades of Statistical
Assistant and Senior Statistical Assistant. Both Management and the staff side
have requested that the grades appellation of the cadre be aligned as in Mauritius.
2.1.36
We have examined the submission along with the job descriptions and the scheme
of service which have revealed that the responsibilities, nature of duties and entry
requirement for appointment to the grades of Statistical Assistant and Senior
Statistical Assistant are similar to those of the grades of Statistical Officer and
Senior Statistical Officer. On the basis of our findings and in line with our policy to
provide lean and harmonised structures across the public service, we are making
appropriate recommendations for aligning these two grades with their counterparts
in the Civil Service.
Recommendation 14
2.1.37
We recommend that :
(i)
(ii)
~21~
(iii)
(iv)
Transport Section
2.1.38
The Transport Section is responsible for ensuring proper public transport facilities
to the Rodriguan population; planning transport services to respond better to
changes in demand patterns; and implement successfully the free travel scheme.
We consider the present structure to be appropriate and same is being maintained.
SALARY SCHEDULE
Salary Code
Rs 122000
Island Chief Executive
02 000 100
Rs 101000
Departmental Head
01 090 094
02 069 085
08 070 085
~22~
Salary Code
08 064 081
08 050 071
02 061 085
02 055 081
18 044 074
08 065 084
08 058 074
08 050 069
08 049 070
08 038 072
~23~
Salary Code
08 056 076
08 046 065
11 036 059
08 043 069
08 027 062
08 027 060
23 034 070
10 029 062
08 036 062
~24~
Salary Code
25 041 060
08 026 059
22 021 054
24 036 056
16 024 058
24 030 054
24 036 052
24 019 048
~25~
Salary Code
25 023 052
24 023 052
24 036 052
24 027 051
24 022 051
24 022 047
21 019 046
24 019 045
24 018 044
~26~
Salary Code
24 017 043
24 016 043
24 016 042
25 016 042
24 015 041
24 015 040
24 001 038
FINANCE CADRE
01 070 085
01 064 082
~27~
Salary Code
01 064 081
01 058 078
01 058 074
01 050 071
01 058 074
01 038 071
~28~
Salary Code
21 064 082
21 064 081
21 058 078
21 058 074
21 050 071
20 054 081
20 050 069
~29~
Salary Code
20 038 063
26 050 077
08 026 060
22 032 065
~30~
2.2
Civil Aviation
2.2.1
2.2.2
The Civil Aviation works in close collaboration with the Department of Civil Aviation
of Mauritius and the Ministry of External Communications for the provision of best
aviation services of Rodrigues. The department is manned by officers in the grades
of Air Traffic Controller Grade I, Assistant Air Traffic Controller, Flight Data Officer,
Assistant Ground Supervisor, Patrol Officers, Officers of the Firefighter Cadre and
others.
2.2.3
It has been submitted that with the taking over of part of the management of the
airport by the Airports of Rodrigues, certain staffing issues have not yet been sorted
out. In certain cases the matter is still under consideration by the parties concerned.
2.2.4
Height Allowance
Recommendation 1
2.2.5
at twice the normal hourly rate for each hour of work performed, whenever
required to climb above 20 feet and up to 150 feet; and
(ii)
at thrice the normal hourly rate for each hour of work performed at a
height of above 150 feet.
Risk Allowance
2.2.6
At present, officers of the Firefighter Cadre on the establishment of the Civil Aviation
of the Rodrigues Regional Assembly, performing operations duties, are paid a Risk
Allowance in line with what is payable in the Rodrigues Fire and Rescue Service.
We are maintaining the payment of the allowance.
~31~
Recommendation 2
2.2.7
SALARY SCHEDULE
Salary Code
03 059 077
03 045 070
03 030 069
22 050 072
07 058 074
~32~
Salary Code
07 048 068
07 046 065
07 033 062
03 033 063
03 025 059
25 023 052
25 026 055
24 023 052
24 018 044
~33~
Salary Code
24 015 041
24 015 040
24 001 038
~34~
2.3
2.3.1
The responsibility to provide timely delivery of all birth, marriage and death
certificates and issue of National Identity Cards rests with the Civil Status Division
in Rodrigues. The Chief Commissioners Office ensures efficiency in service
delivery of the Division.
2.3.2
There are two Civil Status Offices in Rodrigues. The Officer-in-Charge, Civil Status
reports to the Departmental Head for general administration issues and to the
Registrar of Civil Status in Mauritius on technical matters. He is supported in his
tasks by one Senior Civil Status Officer, four Civil Status Officers and officers of the
General Services cadre.
2.3.3
Officers of the Civil Status Officer cadre provide emergency service from 1200 to
1700 hours on Saturdays, Sundays and public holidays. They are paid an On-Call
Allowance of Rs 220 per day, a travelling allowance of Rs 160 or appropriate mileage
allowance at approved rates for official travelling on the distance travelled between
residence and site of work each time they open office inclusive of the collection from
and the handing over of keys to the police station, and an allowance of Rs 250 for
each registration of death including the issue of burial/cremation permit.
2.3.5
The present arrangement is appropriate and the quantum of each fee is being
revised.
Recommendation 1
2.3.6
(b)
(c)
~35~
For want of information from the Civil Status Division, on the determination of the
allowance, the existing quantum of allowances payable to officers of the Civil Status
cadre for celebration of civil marriages outside the Civil Status Offices is being
maintained.
Allowances
A.
B.
(Rs)
700
(ii)
1000
1500
Registration of death for burial during cyclonic conditions Class III and Class IV
2.3.8
At present, an officer of the Civil Status cadre is on-call in each district to register
deaths and issue of burial permit during cyclonic conditions class III and IV and is
paid an On-Call Allowance of Rs 220 per day and an allowance of Rs 250 for each
registration of death including the issue of burial permit.
2.3.9
Management of the Civil Status Division has to make arrangements with the Police
Department for the conveyance of officers who are on call in each district to register
deaths which require burial permit during cyclonic conditions Class III and IV.
2.3.10 The quantum of allowances are being revised while the present arrangement is to
be continued.
Recommendation 2
2.3.11 We recommend that an officer of the Civil Status cadre should be on-call in
each district to register deaths requiring burial permit during cyclonic
conditions class III and IV and should be paid:
(a)
(b)
2.3.12 We further recommend that Management of the Civil Status Division should
make proper arrangements, with the Police Department for the conveyance of
officers on call to register deaths which requires burial permit during cyclonic
conditions Class III and IV from their place of residence to office and back.
~36~
Loan Facilities
2.3.13 Officers of the Civil Status cadre are granted loan facilities for the purchase of a car
on the same terms and conditions as laid down at paragraph of 18.2.46(g) of
volume 1 of the 2013 PRB Report and are paid the appropriate mileage allowance
at approved rates for official travelling on distance travelled between residence and
site of work on Saturdays, Sundays and public holidays after 1200 hours. This
provision is maintained.
Recommendation 3
2.3.14 We recommend that officers of the Civil Status cadre should continue to be
granted loan facilities for the purchase of a car on the same terms and
conditions as laid down as per provision of paragraph 18.2.43 (g) of
Volume 1 of the 2016 PRB Report and be paid the appropriate mileage
allowance at the approved rates for official travelling on distance travelled
between residence and site of work on Saturdays, Sundays and public
holidays after 1200 hours.
SALARY SCHEDULE
Salary Code
18 058 075
18 046 065
18 027 060
08 027 060
~37~
Salary Code
24 018 044
24 019 048
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~38~
2.4
Judicial (Administration)
2.4.1
2.4.2
The Court of Rodrigues exercises jurisdictions at the levels of the District Court, the
Intermediate Court and at Supreme Court level, deals with Chambers Cases,
Matrimonial Cases and Civil Cases.
2.4.3
2.4.4
At present, the Court of Rodrigues is manned, apart from the District Magistrate or
the Senior District Magistrate, by officers of the Court Officer cadre, Court Ushers
cadre and other support staff for the day-to-day running of the judicial system in
Rodrigues. Other members of the Upper Judiciary visit Rodrigues, as and when,
required.
2.4.5
SALARY SCHEDULE
Salary Code
12 058 074
12 050 070
12 035 066
~39~
Salary Code
12 028 030
24 019 048
08 027 060
08 026 059
24 001 038
~40~
2.5
Legal Services
2.5.1
2.5.2
In the 2013 PRB Report, we provided for the remuneration of officers to be employed
as Attorney-at-Law on a part-time basis, keeping in view the difficulty to attract and
retain the services of qualified full-time Attorneys and Legal Officers by the RRA.
Such officers who are employed on a part-time basis are being required to put in a
minimum of 10 hours weekly.
Allowance to Attorneys
2.5.3
At present, full-time Attorneys on the establishment of the RRA are entitled to an allinclusive yearly allowance of Rs 24400, as an assistance to cover certain items of
expenditure related to the exercise of the profession, along similar lines as
counterparts on the permanent and pensionable establishment of the AttorneyGenerals Office, the Office of the Director of Public Prosecutions and those at the
Municipal Councils. In this Report, we are maintaining the allowance and revising
the quantum.
2.5.4
SALARY SCHEDULE
Salary Code
12 065 085
~41~
2.6
Meteorological Services
2.6.1
2.6.2
The main services provided are to communicate daily weather information to the
public, daily weather forecast to fishermen in Rodrigues, a five-day forecast to the
agricultural community every Monday and Friday, fortnightly reports on rainfall
distribution over Rodrigues and seasonal forecasts; cyclone warnings in case of
cyclones; timely information and warnings about occurrences of extreme weather
events such as cold spells, heat waves and torrential rain; advisories to ensure the
protection and safety of aircrafts and ships; climatological data and exchange
weather information and data at regional and international level.
2.6.3
A Principal Meteorological Technician from Mauritius is responsible for the day-today administration of the Meteorological Services. He is assisted by officers in the
Meteorological Observers cadre comprising the grades of Principal Meteorological
Observer, Senior Meteorological Observer and Meteorological Observer.
2.6.4
Management and Staff Associations have made submissions to the effect that the
grade of Meteorological Observer be restyled Meteorological Technician given that
the training provided to incumbents in the grades of Meteorological Observer and
Meteorological Technician is the same and nature of work performed are also
similar. However, we have been apprised that the Meteorological Station in
Rodrigues is primarily an observation station, mainly concerned with the collection
of data, which in turn are interpreted by Meteorological Technicians in Mauritius
owing to the unavailability of the relevant software in the RRA.
2.6.5
2.6.6
~42~
SALARY SCHEDULE
Salary Code
19 061 078
19 060 074
19 035 069
19 056 072
19 031 063
19 024 026
24 023 052
24 001 038
~43~
2.7
Education (Administration)
2.7.1
2.7.2
The Division is responsible, inter alia, for the overall administration of education at
Pre-Primary, Primary and Secondary level; implementation of policies pertaining to
education as prescribed by the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research; and the provision of adequate
infrastructure, equipment and furniture.
2.7.3
2.7.4
In the context of this review exercise, both Management and staff side have made
submissions to reinstate parity between grades on the Mauritian and Rodriguan
establishment which have been disturbed by the 2013 EOAC Report. We are
making appropriate recommendations to this effect.
Teacher/Senior Teacher
Educator (Primary)
2.7.5
Recommendation 1
2.7.6
2.7.7
~44~
2.7.8
We are also making appropriate provision for those incumbents in the grade of
Primary School Educator formerly Teacher/Senior Teacher, Teacher/Senior
Teacher (ACE) and Educator (Primary) who have successfully followed the Diploma
Course through insertion of a Qualification Bar in the relevant salary scales.
Recommendation 2
2.7.9
~45~
SALARY SCHEDULE
Salary Code
06 077 092
06 069 085
06 068 083
06 055 081
06 064 080
02 055 081
~46~
Salary Code
06 061 078
06 059 076
06 046 073
06 052 073
06 044 070
06 027 060
06 028 031
08 038 063
~47~
Salary Code
08 027 060
08 043 069
08 027 060
08 026 059
24 027 052
04 030 064
24 023 052
24 022 051
25 023 052
~48~
Salary Code
21 019 046
24 019 048
24 019 045
24 018 044
24 016 043
24 015 040
24 001 038
~49~
2.8
2.8.1
The mission of the Cadastral Office is to provide unfaultered and coherent advice to
decision makers on matters related to state lands and also to satisfy members of the
public by providing them with a good and efficient service.
2.8.2
Its main objectives are, inter alia, to keep an update and complete record of all uses
and occupation of all parts of state lands in Rodrigues; draw up all leases where
approval has been conveyed within a reasonable delay; make optimum and prudent
use of available resources; and control sustainable development.
2.8.3
The monthly allowance of Rs 1220 paid to the Principal Surveyor for acting as
Officer-in-Charge and for performing additional duties is being maintained.
Recommendation 1
2.8.5
At present, the qualification requirements of the grade of Plan Printing Operator are
a School Certificate with passes in at least five subjects and a National Trade
Certificate (Level 3) in Printing or a National Certificate (Level 3) in Print Finishing or
an equivalent relevant qualification.
2.8.7
The Bureau has been apprised that in certain Ministries, the duties of Plan Printing
Operators have evolved and become more complex, depending upon the type of
technologies used. However, at other places, the mode of operation has remained
the same. We have also been informed that knowledge in Autocad is essential in
view of coping with the evolution in the duties.
2.8.8
Given that this situation is not prevalent in all the organisations where the grade of
Plan Printing Operator exists, we believe that it would be more appropriate to
compensate incumbents who possess a Certificate in Autocad.
We are
recommending along these lines.
~50~
Recommendation 2
2.8.9
(ii)
(iii)
Health Surveillance
2.8.10 The Bureau has been informed that Plan Printing Operators are constantly exposed
to substances emanating from the printing machines which are hazardous to health.
In this context, we are recommending for Health Surveillance for incumbents.
Recommendation 3
2.8.11 We recommend that Management should make necessary arrangements with
the Health Authorities to enable Plan Printing Operators to undergo regular
medical/health checkup free of charge.
SALARY SCHEDULE
Salary Code
26 075 089
26 069 085
26 055 081
26 028 031
~51~
Salary Code
26 058 074
26 040 074
26 028 030
26 029 062
24 037 058
24 018 051
08 027 060
08 026 059
16 023 057
~52~
Salary Code
22 021 054
24 023 052
24 022 051
24 019 048
24 015 041
24 001 038
~53~
2.9
2.9.1
The objectives of the Town and Country Planning Unit are to ensure that projects
are in line with defined strategies; process applications for the transfer and extension
of leases, pledges or rights on leases in a transparent manner; prepare planning
guidelines and enforce planning regulations; and compile and manage data
concerning land use.
2.9.2
Officers in the grades of Town and Country Planning Officer, Development Control
Officer, Cadet Planner and Planning Assistant are presently responsible for the
smooth running of the Unit. We are not bringing any change in the organisational
structure.
SALARY SCHEDULE
Salary Code
26 059 081
26 044 072
26 053 055
26 029 062
~54~
The Fire and Rescue Service aims at rendering Rodrigues safe from disaster. Its
mission consists in protecting lives and properties against destruction by fire;
advising the population about fire preventions and advocating fire prevention
legislation; providing humanitarian services to the community; and participating
actively in the risk reduction and disaster activities in Rodrigues.
2.10.2
At present, there is only one fire station, located at Camp du Roi. An Officer-inCharge is at the head of the Fire and Rescue Service, which comprises a six-level
hierarchy.
2.10.3
2.10.4
In the context of this Report, the Bureau has received strong representations from
both Management and Unions to merge the grades of Sub Officer and Firefighter.
The Bureau views that such a step would not be appropriate given that the
elements of reporting, rank, status, control and authority which are of fundamental
importance in a disciplined force, would disappear and hence cause hindrance in
the smooth running of the Fire and Rescue Service. However, the Bureau is
providing for another arrangement which would address the problem by
designating an officer to take the lead in a team comprising only Firefighters during
an intervention. We are also making provision for the payment of a Performance
Bonus to operational staff and maintaining the existing allowances.
Lead Firefighter
Recommendation 1
2.10.5
2.10.6
~55~
Performance Bonus
2.10.7
During consultations, the Bureau has been made aware of the constant challenges
being faced by officers of the disciplined forces in a continuously changing
environment. We consider that for the extraneous effort being deployed by these
officers to cope with the new demands in their respective fields, incumbents should
be provided with some kind of reward for their sustained performance. After careful
study, the Bureau has opted for the grant of an allowance to officers performing at
operational level in lieu of incremental movement beyond top salary, as the latter
option would have led to distortions in pay relativities.
Recommendation 2
2.10.8
2.10.9
(ii)
However, since the grant of the bonus is linked to performance, we strongly believe
that the payment of the one-off bonus should be deferred so as to give full
substance to the recommendation.
Recommendation 3
2.10.10 We recommend that the above recommendation should take effect as from
01 January 2018.
Risk Allowance
Recommendation 4
2.10.11 We recommend that a monthly Risk Allowance equivalent to 1 increments
at the initial point of their respective salary scale, subject to a maximum of
Rs 900, be paid to Firefighters, Sub Officers and Station Officers performing
operations duties.
~56~
~57~
Rent Allowance
Recommendation 10
2.10.18 We recommend that Rent Allowance payable to eligible officers should be
maintained as hereunder:
Grade
Amount (Rs)
Firefighter
735
Sub Officer
790
Station Officer
815
915
Divisional Officer
1010
1180
1010
Medical Examination
Recommendation 11
2.10.19 We recommend that:
(i)
(ii)
~58~
2.10.23 However, Management in turn should come up with its training plan/programme
and make necessary arrangements for the implementation of same. Similarly, the
Chief Commissioners Office may solicit the help and collaboration of the Chief Fire
Officer of the Mauritius Fire and Rescue Service in this process and additionally
seek the support of the Civil Service College to mount and dispense training to
officers of the Fire and Rescue Service. The Chief Commissioners Office can
further discuss with the Mauritius Fire and Rescue Service and other relevant
authorities on the possibility and availability of training opportunities abroad as
spelt out in the Chapter 9 in Volume 1 of this Report.
SALARY SCHEDULE
Salary Code
07 066 081
07 058 074
07 054 071
07 048 068
07 046 065
07 033 062
08 027 060
Salary Code
21 019 046
24 001 038
~60~
2.11
2.11.1
The Prisons and Reforms Institutions work towards the reduction of crime, suicide
and protection of the public. They aim at serving the society by keeping detainees
in safe, humane custody, preparing them for a useful and normal life and ensuring
a safer republic through best correctional practice and rehabilitation.
The main objectives of the Rodrigues Prison Service are to ensure improvement
in prison standard for better custody and security of detainees; rehabilitate
detainees through educational and vocational training; and develop an expanded
and sustainable network of non-governmental organisations.
2.11.3
There is only one prison in Rodrigues, located at Pointe La Gueule. The population
of detainees is about 45 against a staff strength of 39 Prisons Officers. An
Assistant Superintendent of Prisons is responsible to manage the Prison. He is
assisted by officers in the grades of Principal Prisons Officer (Male and Female),
Prisons Officer Grade 1 and Prisons Officer/Senior Prisons Officer (Male and
Female).
2.11.4
For this Report, the Bureau has received representations from both Unions and
Management to further strengthen the structure in view of improving the Rodrigues
Prison Service in line with international standards of human rights and providing a
safe and healthy environment for the detainees and creating facilities for their
rehabilitation and reintegration in society. Hence, the creation of the grades of
Superintendent of Prisons, Senior Officer Cadet, Principal Prisons Welfare Officer
and Prisons Welfare Officer has been proposed.
2.11.5
After careful analysis and taking into account the size of the establishment, the
ratio of detainees to staff, the specificity of Rodrigues and scope of activities at the
Rodrigues Prison, the Bureau considers that the present structure is appropriate.
However, given the critical importance of the service and the fact that much
emphasis is being laid on the rehabilitation of detainees, we deem it justified that
the grades of Superintendent of Prisons and Prisons Welfare Officer be created.
We are also providing for the departmental appellation of Lead Prisons Officer and
the payment of a Performance Bonus. In addition, we are granting a Trade
Allowance to Prison Officers, whilst maintaining the existing allowances.
Superintendent of Prisons
2.11.6
The Bureau views that there is justification to consolidate the structure at the top
level. In practice, on the Mauritian establishment, an officer not below the level of
a Superintendent of Prisons/Senior Superintendent of Prisons is entrusted the
responsibility of taking charge of a prison. In Rodrigues, this responsibility befalls
an Assistant Superintendent of Prisons. After due examination, we consider that
~61~
owing to the specificity of the RRA and size of the prison in terms of population and
infrastructure, the need for a merged level of Superintendent of Prisons/Senior
Superintendent of Prisons is not warranted. Instead we are providing for a level of
Superintendent of Prisons.
Recommendation 1
2.11.7
2.11.8
Incumbent would be responsible for the administration of the prisons and would be
called upon to, among others, ensure that duties relating to security, safe custody,
discipline and cleanliness are observed; devise and monitor rehabilitation
programmes; perform duties as laid down in the Reform Institutions Act. Prison
regulations, legislations in force and standing orders with a view to ensuring that
appropriate orders, directives and guidance are given, as and when required, for
the smooth running of the institutions.
2.11.10 Incumbent would be required, among others, to assist the Officer-in-Charge of the
institution in the training and welfare of detainees, maintain contact between the
detainees and their families; assist in updating the system for the overall
rehabilitation of detainees; establish and maintain links with prospective employers
and the Probation Service; prepare detainees for discharge; and deal with the
legal, social and family problems of detainees and liaise with their families.
~62~
(ii)
2.11.15 However, since the grant of the bonus is linked to performance, we strongly believe
that the payment of the one-off bonus should be deferred so as to give full
substance to the recommendation.
~63~
Recommendation 5
2.11.16 We recommend that the above recommendation should take effect as from
01 January 2018.
Trade Allowance
2.11.17 At present, a Trade Allowance is paid to Prisons Officer/Senior Prisons Officers
posted in the Trades Section, in line with what obtains in the Mauritius Prison
Service. We are maintaining the payment of this allowance.
Recommendation 6
2.11.18 We recommend the continued payment of a monthly Trade Allowance of
Rs 380 to Prisons Officer/Senior Prisons Officers posted in the Trades
Section and regularly providing training to detainees and to other officers
who effectively give vocational training and conduct rehabilitative work.
Risk Allowance
Recommendation 7
2.11.19 We recommend that a monthly Risk Allowance should be paid to staff of the
Rodrigues Prison Service performing operations duties, up to the grade of
Superintendent of Prisons, equivalent to 1 increments at the initial of their
respective salary scales, subject to a maximum of Rs 900.
Bank of Prisons Officers Scheme
Recommendation 8
2.11.20 We recommend that officers of the Bank of Prisons Officers Scheme who are
called upon to attend duty in emergency cases, be paid an allowance of
Rs 640 for the first three hours of work and on a pro-rata basis for additional
hours of work put in.
Attending duty during Emergencies
Recommendation 9
2.11.21 We recommend that Prisons Officers, below the rank of Assistant
Superintendent of Prisons, who are not scheduled to work but have to attend
duty during cyclonic weather conditions and other emergencies, should
continue to be paid, by way of an allowance, at the normal hourly rate, for
~64~
such period of duty, if they cannot be granted time off within a period of four
months.
Special Allowance to Prisons Security Squad
Recommendation 10
2.11.22 We recommend that officers of the Prisons Security Squad should continue
to be paid a monthly Special Allowance of Rs 1400.
Night Duty Allowance
Recommendation 11
2.11.23 We recommend that a monthly Night Duty Allowance should be paid to
officers of the Prisons Officer cadre who effectively perform night shift,
equivalent to 25% of the normal rate per hour for the hours between
2300 hours and 0500 hours.
Night Attendance Bonus
Recommendation 12
2.11.24 We recommend that the payment of the monthly Night Attendance Bonus to
Prisons Staff up to Principal Prisons Officer, who attend duty on all
scheduled nights during the month should be as follows:
Grades
Amount (Rs)
735
880
(ii)
~65~
600
730
Rent Allowance
Recommendation 13
2.11.25 We recommend that eligible officers of the Prisons Service who perform
operations duties and do not occupy Government quarters should be paid a
monthly Rent Allowance as follows:
Grade
Amount (Rs)
Superintendent of Prisons
1365
1180
1010
815
815
815
Injury Leave
Recommendation 14
2.11.26 We recommend that an officer of the Prisons Officer cadre who sustains
injury, as a result of assault, on his way to attend duty or when returning
home after leaving his site of work, should also be considered for Injury
Leave as per provisions laid down at Chapter 18.4 in Volume 1 of this Report,
provided the incident has occurred within two hours from the time duty starts
or finishes.
Medical Examination
Recommendation 15
2.11.27 We recommend that:
(i)
(ii)
~66~
(b)
2.11.29 We also recommend that officers of the Prisons Officer cadre, in post as at
30 June 2008, should continue to benefit from the early retirement scheme
applicable as at that date.
Probation Service
2.11.30 The Probation Service works in collaboration with the Court, the Commission for
Social Security and Family Welfare to, inter alia, counsel and provide support to
members of the family in case of conflicts; assist the court in passing sentences
and sensitising people on ways and means of preventing and reducing criminality.
2.11.31 The Probation Service is presently manned by an Officer-in-Charge, Probation
Service restyled Head, Probation Service and is assisted by officers in the grades
of Senior Probation Officer and Probation Officer.
2.11.32 The present structure of the Probation Service is appropriate.
Probation Officer
2.11.33 A Qualification Bar (QB) has been inserted in the salary scale of the grade of
Probation Officer. Incumbent should possess a diploma in Social Work from
a recognised institution or an equivalent qualification to proceed
incrementally beyond the Qualification Bar in the salary scale recommended
for the grade.
SALARY SCHEDULE
Salary Code
17 065 080
Salary Code
17 058 074
17 051 068
17 046 065
17 034 065
17 058 074
24 019 045
23 057 075
23 052 072
23 036 070
24 015 041
~68~
Salary Code
24 001 038
~69~
2.12
2.12.1
2.12.2
The ARES is striving to make agriculture the third pillar of the Rodriguan economy
behind tourism and fishing. Its main objectives are, inter alia, to: strengthen human
and institutional capacity and mobilise financial and technical resources for delivery
of relevant agricultural services; formulate, review and implement national policies,
plans, strategies and regulations, and enforce laws along the crop and livestock
value chain; develop public infrastructure to support production; formulate
appropriate policy framework; enhance the contribution of agricultural research and
extension for sustainable agricultural productivity, competitiveness, food and
nutrition security and poverty eradication; develop agricultural markets and
products; and strengthen its research capacity and provide means for effective
extension outreach to farmers.
2.12.3
The main services provided are, inter alia, production and sales of imported animal
breed to local farmers; production and sales of livestock feed; sales of fruit trees
and seeds; production and sales of queen bees; and provision of honey extractor
and other related equipment to beekeepers.
2.12.4
The Manager, Agricultural Research and Extension Services is the technical head
of the ARES. He is assisted by officers in the professional and technical grades.
2.12.5
The Bureau has been apprised that further to its policy of diversification, much
emphasis is being laid on the development and growth of the Crops and Livestock
Section as well as the Agro and Food Processing Section. In this perspective,
Management has submitted that there is an imperative need for a professional level
to be involved in these two specific fields.
~70~
2.12.7
2.12.8
Moreover, taking into account the level of responsibilities devolving upon the grade
of Scientific Officer, we are reviewing its appellation to Scientific Officer/Senior
Scientific Officer and thereby allowing for enhanced career earnings. We are
recommending along these lines.
Recommendation 1
2.12.9
We recommend that:
(i)
(ii)
(iii)
dedicated grade to assist the technical head in the manning of the Crops and
Livestock and Agro Processing Sections. We consider the request to be justified
and are recommending accordingly.
Recommendation 2
2.12.11 We recommend the creation of the grade of Assistant Manager, Agricultural
Research and Extension Services. Appointment thereto should be made by
selection from Scientific Officer/Senior Scientific Officers formerly Scientific
Officer (Agronomy) and Scientific Officer (Animal Husbandry) reckoning at
least four years service in a substantive capacity or an aggregate of four
years service in a substantive capacity in the grade of Scientific
Officer/Senior Scientific Officer formerly Scientific Officer (Agronomy) and
Scientific Officer (Husbandry) and/or Scientific Officer (Agronomy) or
Scientific Officer (Animal Husbandry)
2.12.12 Incumbent would be responsible, inter alia, to manage, plan and implement all
activities related to the section under his responsibility; monitor all matters/projects
pertaining to his field; develop appropriate strategies and prepare operational
plans; provide advice, functional guidance and assistance on all policies; and
provide proper guidance and training to subordinate staff.
Manager, Agricultural Research and Extension Services
2.12.13 At present, the grade of Manager, Agricultural Research and Extension Services
is filled by selection from among candidates possessing a Degree in Agriculture or
Agronomy or Crop Science or Agricultural Economics or Agricultural Management
or Agricultural Science or Animal Production or Animal Husbandry or Animal
Science with at least six years experience in the relevant field of study. With the
creation of the grade of Assistant Manager, ARES, there is need to review its
qualification requirements.
Recommendation 3
2.12.14 We recommend that the mode of appointment to the grade of Manager,
Agricultural Research and Extension Services should be amended so that in
future, appointment should be made by promotion on the basis of experience
and merit, of the Assistant Manager, Agricultural Research and Extension
Services reckoning four years service in a substantive capacity in the grade.
Restructuring of the Technical Cadre
2.12.15 It has been submitted that further to evolution in the agricultural sector, the duties
of certain technical grades have become quasi superfluous. Furthermore, the
qualification requirements in certain cases do not match with the level of duties
being performed by incumbents, such that there is need to redesign the whole
technical cadre.
~72~
2.12.16 After a careful examination, the Bureau views that there is ample justification for a
major restructuring of the technical cadre when considering the importance of the
agricultural sector in Rodrigues, the structure prevailing in the Civil Service and our
policy for flatter structures. We are making a series of recommendations to that
effect.
Recommendation 4
2.12.17 We recommend that the grade of Technical Officer be made evanescent.
2.12.18 A personal salary has been recommended for the grade of Technical Officer,
whilst maintaining the grades of Senior Technical Officer and Agricultural
Superintendent so as to allow the Technical Officers to continue moving in
the hierarchy. However, these two latter grades should eventually phase out
in the course of time.
Agricultural Assistant (Personal)
Technical Assistant
Senior Technical Assistant
Recommendation 5
2.12.19 We recommend that:
(i)
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
~73~
(ii)
(ii)
(iii)
~74~
VETERINARY SERVICES
2.12.30 The Veterinary Services operates under the Agricultural Research and Extension
Services and provides essential veterinary services on a 24/7 basis. Its main
objective is to help boosting the livestock sector in Rodrigues by ensuring the good
health of the flock and preventing entry and spread of new diseases, which may
eventually jeopardise the sector.
~75~
2.12.31 The main activities of the Veterinary Services are, inter alia, the prevention of
disease and treatment of sick animals, monitoring of import and export of live
animals; prophylaxis and vaccination of poultry; disease surveillance and
investigation; and provision of advice to local breeders.
Veterinary Officer
2.12.32 In Mauritius, Veterinary Officers having reached the top of their salary scale are
allowed to move in the salary scale of the grade of Senior Veterinary Officer on
account of the continued scarcity of professionals in this field. In the same vein,
we are allowing Veterinary Officers in Rodrigues to move in the senior professional
scale though the grade of Senior Veterinary Officer does not exist on the
establishment of the RRA and are making provisions for some flexibility in their
remuneration system.
Recommendation 11
2.12.33 We recommend that Veterinary Officers who have reached the top of their
salary scale should be allowed to proceed incrementally in the salary scale
of Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 , provided they:
(i)
(ii)
(ii)
2.12.34 We further recommend that the Ministry of Civil Service and Administrative
Reforms may, subject to the approval of the High Powered Committee,
approve a higher salary point for new entrants in the grade of Veterinary
Officer based on their qualification and experience, and such adjustments in
salary as may be required for officers in post.
Special Professional Retention Allowance
2.12.35 The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the fields of Engineering/Architecture/Quantity Surveying and
Veterinary Services which were considered as scarcity areas.
~76~
2.12.36 Based on the survey carried out by the Bureau in context of the 2013 PRB Report,
the SPRA was maintained as it served its purpose of retaining professionals of high
calibre. Following the publication of the 2013 EOAC Report, officers in several
other grades were listed for eligibility for SPRA without any stated justification.
2.12.37 In the context of this review, Management, Unions and individual officers have
made strong representations for maintaining SPRA and for extending same to
other grades. The Bureau recently conducted a survey to determine the extent to
which professionals of high calibre and possessing scarce skills are leaving the
public sector, and also to assess the market value of these professionals. However,
it is worth noting that the survey revealed that there are no serious recruitment and
retention problems in the Engineering/Architecture/Quantity Surveying fields
except in the Veterinary Science field.
2.12.38 It is also worth highlighting that some organisations have not responded to the
survey carried out and as such the Bureau has not been able to ascertain whether
these organisations are still encountering difficulties in recruiting and retaining
professionals of right profile and calibre in the Engineering/Architecture/Quantity
Surveying fields. Though some organisations did not respond to the survey, they
have nevertheless made representations for maintaining SPRA and extending it to
other categories of professionals.
2.12.39 In the given circumstances and taking into consideration: (i) the findings of the
survey; (ii) representations from stakeholders; and (iii) position of concerned
organisations, we are in this Report maintaining the payment of the SPRA to
eligible officers in post as at 31 December 2015 up to 31 December 2016.
Recommendation 12
2.12.40 We recommend that Veterinary Officers eligible for the payment of the
Special Professional Retention Allowance as at 31 December 2015 should
continue to be paid same up to 31 December 2016 as specified in the
following table:
Salary
SPRA
% of monthly salary
~77~
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
2.12.42 All Veterinary Officers who are eligible for the payment of the Special
Professional Retention Allowance as from 01 January 2016 and have been
granted same prior to the publication of this Report should continue to draw
the Special Professional Retention Allowance up to 31 December 2016.
On Call and In Attendance Allowance
2.12.43 Veterinary Officers are presently paid on-call and in-attendance allowances owing
to their nature of work, which requires them to work after normal working hours.
We are maintaining this provision and reviewing the hours concerned.
Recommendation 13
2.12.44 We recommend that the following allowances be paid to Veterinary Officers
at the RRA who are required to be on-call after working hours to provide a
24-hour service:
Weekdays
15.15 hours to 0800 hours the next day
Rs 425
Saturdays
Noon to 1800 hours
Rs 200
Rs 330
Rs 275
Rs 375
~78~
Rs 1030
Saturdays
Rs 1240
Rs 1650
SALARY SCHEDULE
Salary Code
19 080 094
19 075 089
19 065 081
Veterinary Officer
19 055 085
19 067 081
19 061 076
~79~
Salary Code
19 044 072
08 058 074
08 050 069
26 038 066
08 027 060
08 043 069
08 026 059
22 021 054
19 050 076
~80~
Salary Code
19 029 072
19 029 062
19 028 058
19 024 026
25 041 060
24 036 056
24 030 054
24 025 054
24 030 053
~81~
Salary Code
24 027 051
24 020 046
24 019 045
~82~
2.13
Registration
SALARY SCHEDULE
Salary Code
18 058 073
18 050 067
18 034 065
08 027 060
~83~
Salary Code
24 019 048
~84~
3.
3.0.1
The Deputy Chief Commissioners Office is responsible for the areas of Gender,
Family Welfare, Child Development, Handicraft, Vocational Training, Information &
Communication Technologies and Industrial Development. Its vision is to be
committed to succeed in offering the best service to the public by setting targets
and creating mechanisms for attaining unity, progress and development through the
participation of the community.
3.0.2
3.0.3
It is also responsible to coordinate the activities of the eight divisions falling under
its portfolio namely: the Child Development Unit; Family Welfare Unit; Gender Unit;
Handicraft
Unit;
Vocational
Training;
Information
Technology
&
Telecommunications; Industrial Development and Cooperatives.
3.1
3.1.1
The Gender, Family Welfare, Child Development Division comprises the Gender
Unit, the Family Protection Unit and the Child Development Unit and its mission is
to promote gender mainstreaming and empowerment by adopting appropriate
policies and programmes.
3.1.2
The Child Development Unit ensures that the rights of children are respected by their
parents as well as by all members of the society at large. It receives and investigates
into complaints from children, parents, NGOs, authorities and individuals.
3.1.3
The Family Welfare Unit promotes family welfare through a better understanding of
the role, rights and duties of each component. Its mission is to provide adequate
support and assistance to the family for promoting values, traditions and unity in the
family.
3.1.4
The Gender Unit envisions to empower women for their advancement, consequently
contributing to the enhancement of the social, economic and cultural environment of
the Rodriguan Society.
3.1.5
In our last Report, the appellation of the Womens Unit was changed to Gender
Unit, a new grade of Officer-in-Charge, Gender, Family Welfare and Child
Development was created as well as risk allowance was granted to Family Welfare
and Protection Officers.
~85~
3.1.6
In the context of this review exercise, representations were made for the restyling of
grades, change in the mode of appointment, increase in the quantum of risk
allowance and payment of Black Jacket Allowance. Representatives of both the
Management and Staff Side have been apprised of the established criteria set for
the restyling of grades. They were also explained why, for technical reasons, certain
representations could not be entertained.
3.1.7
We are, in this Report, amending the mode of recruitment and restyling the post of
Officer-in-Charge, Gender Family Welfare and Child Development.
Recommendation 1
3.1.8
Recommendation 2
3.1.10 We recommend that the scheme of service be amended such that, henceforth,
appointment to the post of Head, Gender, Family Welfare and Child
Development formerly Officer-in-Charge, Gender, Family Welfare and Child
Development be made from among Family Welfare and Protection Officers
possessing a degree in Economics/Social Work/Sociology/ Psychology/
Social Policy/Social Studies from a recognised institution or an equivalent
qualification.
In the absence of suitably qualified serving officers,
appointment should be made from among candidates possessing a Degree in
Economics/Social Work/Sociology/ Psychology/ Social Policy/Social Studies
from a recognised institution or an equivalent qualification.
Risk Allowance
3.1.11 Family Welfare and Protection Officers are, presently paid a monthly risk allowance
equivalent to one and a half increments at the initial of the salary scale due to their
nature of work. This provision is being maintained.
~86~
Recommendation 3
3.1.12 We recommend that Family Welfare and Protection Officers working in the
Gender, Family Welfare and Child Development Unit, who by the nature of their
work are exposed to very risky situations and environment, be paid a monthly
risk allowance equivalent to one and a half increments at the initial of the
salary scale.
SALARY SCHEDULE
Salary Code
02 000 100
Rs 101000
Departmental Head
08 058 074
23 054 081
23 038 070
23 034 066
08 027 060
~87~
Salary Code
23 030 061
24 018 043
24 023 052
22 021 054
24 015 041
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~88~
3.2
3.2.1
3.2.2
The Rodrigues Regional Assembly has witnessed major developments in the ICT
field, including an increase of bandwidth and creation of an ICT Centre for
Excellence. It is now moving towards the development of IT Outsourcing Business,
implementation of exchange servers and several e-government projects at various
levels, which would benefit both the population and public officers.
3.2.3
In 2013, the computerisation of RRA project was launched, with the main objectives
of interconnecting all the Commissions of the RRA in view of facilitating
communication, democratizing access to the information system of the RRA to all
Commissions; ensuring data security and integrity; giving internet access to all Local
Government servants; computerising the processes of the different sections of the
department; and ensuring better IT Support.
3.2.4
The Bureau has been apprised that the RRA is currently at the stage of hardware
and software implementation, but would soon move to the setting up of an exchange
server to, inter alia, maintain existing systems, such as the RRA Information System
(HRMS) Land Lease, Cash Collection; Licensing, RRA Finance System (TAS),
Domain Controllers in each Commission and monitor and maintain the
communication infrastructure (routing and switching).
3.2.5
In the above context, where major developments in the ICT field are expected in the
near future, a major restructuring of the IT department has been proposed, where
three units, viz IT Operation/Support Unit, Training Unit and Business Development
and Research Unit would exist. The creation of 15 grades has been requested to
strengthen these three units.
3.2.6
At present, the structure of the IT Department comprises the grades of ICT Manager,
Systems Analyst, Assistant Systems Analyst/Senior Assistant Systems Analyst,
created in the last Report, and Computer Support Officer (Roster). After an in-depth
analysis, the Bureau views that with an expansion in the activities of the IT Sector in
the RRA, there is a genuine need for a strengthening of the IT Department through
the creation of additional levels which would cater for new IT needs.
3.2.7
The in-depth analysis has revealed that not all the grades which have been proposed
are warranted, since certain duties may be carried out by existing grades, as is the
case in the Civil Service. The Bureau, as far as possible, refrains from granting
levels which do not exist in the Civil Service, except in rare cases where specificities
and nature of work differ.
~89~
3.2.8
However, we also acknowledge that in the Civil Service, ICT related issues fall under
the responsibility of the Ministry of Technology, Innovation and Communication and
its Units/Divisions, as well as parastatal bodies. Taking this fact into consideration
and given that this Report lays much emphasis on the importance and use of ICT as
an engine of transformation in the Civil Service, the Bureau is agreeable to create a
few levels of critical importance which would allow the IT Sector of the RRA to deliver
on its mandate and meet its objectives. We are, therefore, making appropriate
recommendations to consolidate the existing structure.
Request has been made to create, among others, the grades of ICT Manager
(Technical), ICT Manager (Training), Business Development and Promotion
Manager and Software Engineer. The Bureau considers that as the field of IT is
dynamic, it would not be appropriate to create specific grades in specific spheres,
which would result in silos. ICT is a domain where polyvalence should be prevalent
and in this perspective, the Bureau is creating a generic grade of Assistant ICT
Manager, where at least one officer would be responsible for technical aspects, one
for training and one for business development and promotion. As regards the grade
of Software Engineer, it is current practice to have recourse to the services of a
professional in this field on a contractual basis.
Recommendation 1
3.2.10 We recommend the creation of a grade of Assistant ICT Manager.
Appointment thereto should be made by selection from among candidates
possessing a Degree in Computer Science or Computer Engineering or
Information Technology or Information Systems or an equivalent qualification
from a recognised institution. Candidates should also reckon at least four
years post qualification experience in the field of IT, including two years at
administrative/management level.
3.2.11 According to their posting, incumbents would be called upon to, inter alia, assist in
the conceptualisation of projects and formulation of policies, standards and security
norms; implement ICT projects, prepare specifications and evaluation of project
proposals; devise strategic plan to promote ICT; collaborate with other stakeholders
for the planning, implementation and evaluation of information systems; develop
software; create and document software tools; be responsible for the management
and administration of the ICT Centre for Excellence; ensure quality and relevance of
training at the Centre; manage and implement administrative procedures; assist in
training of new staff; ensure effective provision of learner information and support;
be responsible for the management and administration of the Business
Development and Research Unit; devise strategic plan for the development and
promotion of the ICT Sector; identify potential markets for development of ICT; and
formulate strategies and policies for a sustainable development of the ICT Sector.
~90~
~92~
is of the view that at this stage, such a level is not warranted. However, given that
the ICT Manager would be called upon to shoulder additional responsibilities in
connection with the restructuring exercise, the Bureau has taken this element into
consideration in arriving at the salary recommended for the grade.
Assistant Systems Analyst/Senior Assistant Systems Analyst
Recommendation 6
3.2.25 The Committee recommends that Assistant Systems Analyst/Senior Assistant
Systems Analysts who possess a Degree in Computer Science or an
equivalent qualification and who have reached the top of their salary scale,
should be allowed to proceed incrementally up to a maximum of two
increments in the master salary scale through the grant of one increment
every year provided they:
(i)
(ii)
~93~
SALARY SCHEDULE
Salary Code
04 072 089
04 069 085
04 055 081
04 044 078
04 045 073
04 030 064
24 023 056
~94~
3.3
3.3.1
The Industrial Development Division has, as mission, to act as a facilitator for Small
and Medium Enterprises (SME) and entrepreneurial development and to be a focal
point for both local and foreign entrepreneurs. In fulfilling its mission, the Industrial
Development Division envisions to become a competitive, job oriented and thriving
SME sector for Rodrigues.
3.3.2
Its main objectives include, among others, to: help in establishing a strong and
vibrant private sector in Rodrigues; strengthen business environment; promote and
facilitate the development of SMEs; act as a one-stop agency for potential and
existing investors/entrepreneurs; and to formulate policies and plans to promote
domestic and foreign investment.
3.3.3
The Division is staffed by one Analyst (Industry) and officers of the General Services
Cadre.
SALARY SCHEDULE
Salary Code
02 054 081
08 027 060
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator
~95~
3.4
Cooperatives
3.4.1
3.4.2
3.4.3
Cooperative Officer
3.4.4
A Qualification Bar (QB) has been inserted in the salary scale of the grade.
Cooperative Officers possessing the Diploma in Cooperatives or the Diploma in
Development Studies or who have successfully completed all papers of
Fundamentals (Skills) formerly Part II of the ACCA Examination or an equivalent
qualification should be allowed to proceed beyond the QB.
18 063 077
18 058 074
18 052 073
~96~
Salary Code
18 036 070
24 023 052
24 019 048
~97~
3.5
3.5.1
The Human Resource Development Centre (HRDC) acts as a catalyst and facilitator
for the promotion of capacity building in Rodrigues. Its objectives include, among
others, to: promote Human Resource Development; stimulate a culture of training
and life-long learning; reduce the mismatch between training needs and training
offers; and to provide information, advice and guidance which enable students and
trainees to make appropriate and effective decisions about learning, training and
work.
3.5.2
3.5.3
The Head, Human Resource Development Centre manages the Centre and is
assisted in his tasks by the Coordinator, a Library Officer and supported by
personnel of general services, technical and other occupational categories.
3.5.4
As the present structure is enabling the Centre to pursue efficiently and effectively
its mandate, we are maintaining the existing arrangements while making appropriate
provision for time off facilities for the grade of Coordinator, HRDC.
The training programmes organized by the HRDC are very often delivered beyond
normal working hours on weekdays as well as on Saturdays. It has been submitted
that officers in the grade of Coordinator, HRDC are regularly called upon to work
after normal working hours to deliver training programmes and these officers put in
additional hours of work without any extra remuneration.
3.5.6
Recommendation
3.5.7
~98~
SALARY SCHEDULE
Salary Code
02 068 089
02 054 081
05 044 072
16 040 065
08 027 060
16 023 056
24 019 048
24 015 041
~99~
Salary Code
24 001 038
~100~
4.
4.0.1.
The vision of the Commission is to ensure adequate and sustainable water supply
and modern public infrastructure for the welfare of the population. The objectives of
the Commission are, among others, to: ensure a sustainable infrastructural
development of Rodrigues through the design, construction, maintenance and repair
of roads, bridges and government buildings; enhance the quality of life of citizens
and preserve the natural environment of Rodrigues; be efficient and excellenceoriented in the provision of its services; and implement successfully the free travel
scheme.
4.1
Public Infrastructure
4.1.1
4.1.2
There are two main arms of the Public Infrastructure Department, namely
Administration and Technical Unit. The professional function is carried out by
Engineers whereas the technical staff comprises Technical Officers (Civil
Engineering) and the Inspectorate Cadre.
4.1.3
We are, in this Report, maintaining the current structures of the different units under
the Public Infrastructure Department as they are fit-for-purpose. However, certain
fees are being extended to officers of the Mechanical Workshop.
The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the fields of Engineering/Architecture/Quantity Surveying
which were considered as scarcity areas.
4.1.5
Based on the survey carried out by the Bureau in context of the 2013 PRB Report,
the SPRA was maintained as it served its purpose of retaining professionals of high
calibre. Following the publication of the 2013 EOAC Report, officers in several other
grades were listed for eligibility for SPRA without any stated justification.
4.1.6
In the context of this Review, Management, Unions and individual officers have
made strong representations for maintaining SPRA and for extending same to other
grades. The Bureau recently conducted a survey to determine the extent to which
professionals of high calibre and possessing scarce skills are leaving the public
sector, and also to assess the market value of these professionals. However, it is
~101~
worth noting that that the survey revealed that there are no serious recruitment and
retention problems in the Engineering/Architecture/Quantity Surveying fields.
Besides, the labour market has an over-supply of qualified candidates in these fields.
4.1.7
It is also worth highlighting that some organisations have not responded to the
survey carried out and as such the Bureau has not been able to ascertain whether
these organisations are still encountering difficulties in recruiting and retaining
professionals of right profile and calibre in the Engineering/Architecture/Quantity
Surveying fields. Though some organisations did not respond to the survey, they
have nevertheless made representations for maintaining SPRA and extending it to
other categories of professionals.
4.1.8
In the given circumstances and taking into consideration: (i) the findings of the
survey; (ii) representations from stakeholders; and
organisations, we are in this Report maintaining the payment of the SPRA to eligible
officers in post as at 31 December 2015 up to 31 December 2016.
Recommendation 1
4.1.9
SPRA
% of monthly salary
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter
15 of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
~102~
(ii)
retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
Retention Allowance which they would have earned under this
scheme after reaching the age at which they may retire without the
approval of the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
4.1.11 All officers in the Engineering/Architecture/Quantity Surveying fields who are
eligible for the payment of the Special Professional Retention Allowance as
from 01 January 2016 and have been granted same prior to the publication of
this Report should continue to draw the Special Professional Retention
Allowance up to 31 December 2016.
Recruitment Procedures
Recommendation 2
4.1.12 We recommend that recruitment to the grade of Tradesmans Assistant should
continue to be opened also to candidates from outside the service who have
successfully followed technical courses in the relevant fields at the MITD,
Lyce Polytechnique or College of Gabriel.
SALARY SCHEDULE
Salary Code
02 000 100
Rs 101000
Departmental Head
02 055 081
08 056 076
~103~
Salary Code
08 050 069
08 046 065
08 049 070
08 043 069
08 027 062
08 027 060
08 026 059
24 030 054
22 021 054
~104~
Salary Code
24 036 052
24 023 052
24 022 051
21 019 046
24 019 048
24 017 043
24 016 043
24 001 038
~105~
Salary Code
26 075 089
26 059 085
22 059 085
26 053 055
22 053 055
26 044 072
26 061 076
26 056 072
~106~
Salary Code
26 048 067
26 029 062
24 030 054
26 024 026
26 038 066
26 028 030
25 041 060
18 024 063
24 018 045
24 015 040
~107~
Salary Code
25 025 054
25 023 052
24 027 051
24 036 056
25 022 051
24 022 047
24 020 046
24 019 045
~108~
Salary Code
24 018 044
24 017 043
24 016 042
25 016 042
24 015 041
24 015 040
24 001 038
~109~
4.2
Housing
4.2.1
The Housing Unit is responsible for the social housing development in Rodrigues.
Its objective is to facilitate access to housing provision for lower socio-economic
segment of the population.
4.2.2
SALARY SCHEDULE
Salary Code
26 059 085
26 029 063
26 029 062
~110~
4.3
4.3.1
As a regulatory body, the main functions of the sub-office of the National Transport
Authority are the registration and transfer of ownership for motor vehicles; licensing
of motor vehicles; collection of road tax and licence fees; examination of motor
vehicles as to their road worthiness; licensing of bus conductor; enforcement of road
transport legislation and monitoring the level of public transport; control of paid
parking zones; keeping statistics relating to motor vehicles; students pass and
school bus services.
4.3.2
The Office implements approved policies in line with the National Transport Authority
in Mauritius and ensures enforcement of the relevant provisions of the Road Traffic
Act. It is manned by a Senior Road Transport Inspector, three Road Transport
Inspectors and officers in the General Services grades.
4.3.3
Hours of Work
4.3.4
Officers in the grades of Road Transport Inspector and Senior Road Transport
Inspector are required to work on roster on a six-day week basis, based on
operational needs of the Authority and this element has been taken into
consideration in working out the salaries of the grades.
SALARY SCHEDULE
Salary Code
18 052 073
18 044 070
08 027 062
~111~
Salary Code
08 027 060
24 019 048
~112~
4.4
Mechanical Workshop
4.4.1
The services provided at the Mechanical Workshop are repairs, maintenance and
servicing of government vehicles as well as examination of private vehicles for the
issue of fitness certificates on behalf of the National Transport Authority.
4.4.2
4.4.3
Survey Fees
Recommendation 1
4.4.4
Examination Fees
Recommendation 2
4.4.5
Duty Allowance
4.4.6
~113~
Recommendation 3
4.4.7
SALARY SCHEDULE
Salary Code
26 059 085
26 055 081
26 061 076
26 044 072
25 049 063
22 026 059
26 053 055
~114~
Salary Code
25 041 060
08 027 060
25 023 052
24 023 052
24 027 051
24 022 051
21 019 046
~115~
Salary Code
24 019 048
24 019 045
24 018 044
25 016 042
24 016 043
24 001 038
~116~
4.5
4.5.1
The Water Resources Unit ensures that potable water is supplied to consumers on
a regular basis and promotes rainwater harvesting. The objectives of the Unit are
to provide adequate infrastructure to enhance water production and storage capacity
in Rodrigues to cater for the present and future socio-economic development needs;
ensure that water which is supplied to consumers are of an acceptable quality
standard and at reasonable frequency; and monitor the yields of boreholes, springs,
river intakes, dams, desalination plants and brackish water treatment plants.
4.5.2
At present, the Unit is staffed by officers in the professional and technical cadres.
We are maintaining the present organisational set up.
SALARY SCHEDULE
Salary Code
26 075 089
26 059 085
26 059 081
26 056 072
26 048 067
~117~
Salary Code
26 029 063
26 029 062
26 024 026
19 036 066
26 042 071
25 049 063
25 041 060
24 030 054
~118~
Salary Code
25 023 052
24 036 056
24 023 052
24 027 051
24 022 051
24 020 046
24 019 048
24 018 044
~119~
Salary Code
24 016 042
24 016 043
25 016 042
24 015 041
24 015 040
24 001 038
~120~
5.
5.0.1
5.0.2
The main objectives of the Commission are, among others, to deliver on social
security services; facilitate placement opportunities for registered job seekers and
provide labour market information; promote a safe, healthy and harmonious work
environment; safeguard and promote consumers rights and interest; and provide
members of the public with the relevant necessary information regarding trade and
commercial activities.
5.1
Social Security
5.1.1
The Social Security Division is responsible for the administration of social benefits.
5.1.2
Its main objectives are, among others, to provide social aid and assistance to
vulnerable groups; assist and empower the disabled and the elderly; and enhance
the quality of life of the senior citizens.
5.1.3
5.1.4
After studying all the representations, we are, in this Report, providing for the grades
of Manager, Social Security and Disability Empowerment Officer/Senior Disability
Empowerment Officer.
At present, the Social Security Division is manned by officers in the grades of Social
Security Officer, Higher Social Security Officer, Senior Social Security Officer and
Principal Social Security Officer. The Division is administered by the Departmental
Head. Management has represented that there is a need for a level to assist the
Departmental Head in the day-to-day administration of the Division.
Recommendation 1
5.1.6
~121~
We are making provision for the grades of Principal Social Security Officer and
Senior Social Security Officer possessing a Diploma in Social Work to move in the
master salary scale.
Recommendation 2
5.1.9
(ii)
~122~
Recommendation 3
5.1.12 We recommend the creation of the grade of Disability Empowerment
Officer/Senior Disability Empowerment Officer. Appointment thereto should
be made by selection from among candidates possessing a Diploma in Social
Work from a recognised institution or an equivalent qualification.
5.1.13 Incumbent would be required, inter alia, to give necessary support and assistance
to Non-Governmental Organisations operating in the field of disability and to coordinate their activities; empower persons with disabilities through various means
such as education, training, employment, advocacy, recreational and sports
activities and the removal of handicapping barriers; and promote the integration of
persons with disabilities in all aspects of society and advocate for their rights in line
with the UN Convention on the Rights of Persons with Disabilities.
Medical Unit
Recommendation 4
5.1.14 We recommend that the Rodrigues Regional Assembly considers the
advisability of employing doctors on contractual basis to serve the Medical
Board and effect domiciliary visits.
SALARY SCHEDULE
Salary Code
02 000 100
Rs 101000
Departmental Head
08 050 069
08 043 069
23 063 081
~123~
Salary Code
23 059 075
23 051 070
23 044 067
23 034 064
09 029 063
08 027 060
08 026 059
22 021 054
24 023 052
24 022 051
~124~
Salary Code
25 023 052
24 016 043
24 019 048
24 015 041
24 015 040
24 001 038
23 044 075
~125~
5.2
Employment
5.2.1
The main functions of the Employment Division in Rodrigues are, among others,
the registration and placement of job seekers, employment counseling; providing
up-to-date market information; conducting work permit inspections; inspections of
private recruitment agencies; organization of sensitisation services and helping in
the redeployment of laid-off workers and the processing of the recruitment of
workers for overseas vacancies.
5.2.2
The responsibility for the effective and overall management and day-to-day
administration of the Employment Sub Division and the implementation of
approved policies of the Commission rests with the Officer-in-Charge,
Employment. He liaises with the Director, Employment Service, Mauritius on
matters relating to implementation of the Labour Market Information System. He
is supported in his tasks by one Senior Employment Officer, four Employment
Officers and officers of the General Services grades.
5.2.3
SALARY SCHEDULE
Salary Code
18 058 073
18 044 071
18 030 064
~126~
5.3
5.3.1
The following sections form part of the Labour and Industrial Relations: the Labour
and Industrial Relation; Occupational Safety and Health Inspectorate, and the
Registry of Associations.
5.3.2
The Labour and Industrial Relations section is responsible for the enforcement of
minimum terms and conditions of employment; settlement of complaints made at
labour offices; and sensitisation of workers on their rights and obligations. In so
doing, it provides an equitable, sound and conflict free environment in line with
international norms.
5.3.3
The Occupational Safety and Health Inspectorate is responsible for the enforcement
of Occupational Safety and Health legislations; investigation of notificable
occupational accidents and dangerous occurrences; and sensitization of workers,
employers and other stakeholders, on Occupational Safety and Health norms. Its
aim is to promote a safe work environment conforming to international and standard
norms.
5.3.4
5.3.5
The organisation structure of the Labour and Industrial Relations Division comprises
the grades of Officer-in-Charge, Labour and Industrial Relations; Labour and
Industrial Relations Officer, Occupational Safety and Health Officer/Senior
Occupational Safety and Health Officer; Inspector of Associations and officers of the
General Services grades.
5.3.6
Trainee Grades
5.3.7
It has been submitted that the RRA is no more recruiting trainees in the grades of
Inspector of Associations; Labour and Industrial Relations Officer and Occupational
Safety and Health Officer as there is no dearth of qualified candidates on the market.
Recommendation
5.3.8
~127~
A Qualification Bar (QB) has been inserted in the salary scale of the grades of
Labour and Industrial Relations Officer, and Inspector of Associations:
(i)
Officers in the grade of Labour and Industrial Relations Officer who possess
the Diploma in Human Resource Management or equivalent qualification
should be allowed to proceed incrementally beyond the QB; and
(ii)
SALARY SCHEDULE
Salary Code
18 056 076
18 044 074
18 036 070
08 027 060
24 015 041
~128~
5.4
5.4.1
The Consumer Affairs Unit (CAU) formerly the Consumer Protection Unit in
Rodrigues enforces the various consumer protection legislations and increases
awareness in the population about consumers rights and responsibilities.
5.4.2
Its main objectives are to protect consumers right and safeguard their interest
through enforcement of laws; educate and sensitize consumers on their rights and
responsibilities; attend to complaints both from authorities and public; and to settle
disputes between traders and consumers through mutual agreement or in a court
of justice. It regularly updates its existing laws to face new challenges.
5.4.3
5.4.4
Recommendation 1
5.4.5
5.4.6
To
Officer-in-Charge, Consumer
Protection
Officer-in-Charge, Consumer
Affairs
~129~
Hours of Work
5.4.7
As per the existing schemes of service of grades in the Consumer Affairs cadre,
officers may, in the performance of their duties be called upon to work outside
normal working hours, including Sundays and public holidays. This element has
been taken into consideration in determining the salary of these grades.
SALARY SCHEDULE
Salary Code
18 063 079
18 056 076
18 050 073
08 027 060
24 019 048
24 001 038
~130~
5.5
5.5.1
The Trade, Commerce and Licensing Unit has, as objects, to provide and facilitate
trade and commercial activities in Rodrigues as well as to ensure that members of
the public are being provided with the necessary information to participate fully in
trade and commercial activities.
5.5.2
Its services include, among others, issuing lease of agreement, organising exposales to promote local products; informing the public of documents needed for the
request of trade licence; issuing trade licence; and collecting fees in connection with
renewal of licences.
5.5.3
The Unit comprises staff belonging to the professional, technical, general services
and workmens group.
5.5.4
As the present structure is meeting the needs of the organization, the existing
arrangements are being maintained.
SALARY SCHEDULE
Salary Code
02 054 081
19 044 072
08 027 060
24 001 038
~131~
~132~
6.
6.0.1.
The Commission for Health and Sports has the responsibility for Medical Services,
Public Health and Sanitation Services, and Sports and comprises the Medical and
Health Division and the Sports Division.
6.0.2.
Its overall mission and objective is to provide high quality and timely health services
along with promoting the development of sports through mass participation in sports
for a healthy and educated population.
6.0.3.
In pursuance of its mission, the Commission aims, among others, to: have a healthy
population and ensure that the latter benefits from high quality care and treatment
as well as technological and medical innovations; promote the development of
physical and moral qualities which is the backbone of sports; and provide adequate
decent and practicable infrastructure for the practice of sports in Rodrigues.
6.1
6.1.1
6.1.2
The Island Chief Executive has requested that this arrangement be maintained until
RRA recruits its own medical personnel.
Health Director
6.1.3
Recommendation 1
6.1.4
Doctors posted in Rodrigues are paid an allowance of Rs 165 per case for certifying
the cause of death domicile.
~133~
Recommendation 2
6.1.6
When attending cases after normal working hours in the absence of Specialists
(Dental Services), Dental Surgeon/Senior Dental Surgeons posted in Rodrigues are
presently paid an allowance of Rs 600 per hour inclusive of travelling time.
Recommendation 3
6.1.8
We recommend that, when attending cases after normal hours in the absence
of a Specialist (Dental Services), Dental Surgeon/Senior Dental Surgeon in
Rodrigues should be compensated at the normal hourly rate at the salary point
reached in the salary scale, inclusive of travelling time, for every additional
hour put in.
Inducement Allowance
6.1.10 Specialist/Senior Specialists posted on a tour of service in Rodrigues are paid an
inducement allowance of 50% of monthly salary in lieu of the disturbance allowance.
6.1.11 The payment of this inducement allowance is made on a pro-rata basis to those
Specialist/Senior Specialists who are posted for a short duration in Rodrigues and
who are accommodated in fully furnished rent-free quarters/houses. It is not payable
to those Specialist/Senior Specialists who are provided with board and lodging in
hotels for the short duration of their tour.
6.1.12 Given that the present arrangement is giving satisfaction, we are maintaining it.
Recommendation 5
6.1.13 We recommend the:
(i)
(ii)
payment of the inducement allowance of 50% of monthly salary on a prorata basis to those Specialists/Senior Specialists posted for a short
duration in Rodrigues and who are accommodated in fully furnished rentfree quarters; and
~134~
(ii)
that the inducement allowance should not be payable to officers who for
one reason or another continue to be provided with board and lodging in
hotels.
Specialised Nurse
Recommendation 6
6.1.14 We recommend that a Nursing Officer who has been assigned the duties of
Specialised Nurse be paid an allowance equivalent to three increments at the
point reached in the master salary scale.
Bank Schemes
6.1.15 In view of the rising demand for health services coupled with a shortage of staff, the
bank schemes will continue to operate at a revised quantum.
Recommendation 7
6.1.16 We recommend the payment of an all-inclusive allowance of:
(i)
Rs 735 per session of four hours for day duty and Rs 840 per session of
four hours for night duty to serving Nursing Officers, Charge Nurses,
Ward Managers, Midwives, Nursing Supervisors and Nursing
Administrators employed on sessional basis under the Bank Nurse.
(ii)
Rs 505 per session of four hours for day duty and Rs 580 per session of
four hours for night duty to Health Care Assistant/Senior Health Care
Assistants (General) formerly Health Care Assistants (General)
employed on sessional basis in Government Health Institutions.
(iii)
Rs 735 per day session of four hours and Rs 840 per night session of
four hours to Midwives, Senior Midwives and Principal Midwives
employed on sessional basis under the Bank Midwife Scheme.
6.1.17 We additionally recommend that the allowances under the Bank Schemes,
should be paid on a pro-rata basis whenever the officer is required to work for
more or for less than the specified number of hours.
Allowance to Nursing Officers attending Prison on a daily basis
6.1.18 Nursing Officers who are required to attend Rodrigues Prison during their days off
to dispense medication to detainees are paid an all-inclusive allowance of Rs 700
daily. The allowance includes the element of risk and travelling as well.
Recommendation 8
6.1.19 We recommend that Nursing Officers who are required to attend the
Rodrigues Prison during their days off to dispense medication to detainees be
paid an all-inclusive allowance of Rs 735 per session of four hours.
~135~
We have also observed that the market situation/condition has improved and there
are many qualified people who are available to work in the health sector.
6.1.23 However, we are maintaining the payment of Retention Allowance to eligible officers
in post as at 31 December 2015 up to 31 December 2016.
Recommendation 9
6.1.24 We recommend that:
(i)
(ii)
an officer who leaves the service prior to the age at which he may retire
without the approval of the appropriate Service Commission (Table II at
Chapter 15 of Volume 1) should refund the totality of the Retention
Allowance paid to him. However, an officer who retires from the service
on reaching the age at which he may retire without the approval of the
appropriate Service Commission or thereafter should refund only that
part of the retention allowance which he would have earned under this
scheme after reaching the age at which he may retire without the
approval of the appropriate Service Commission.
~136~
6.1.25 However, the above provision should not apply to officers retiring as per their
new compulsory retirement age or on medical ground.
6.1.26 All officers who are eligible for the payment of the Retention Allowance as
from 01 January 2016 and have been granted same prior to the publication of
this Report should continue to draw the Retention Allowance up to 31
December 2016.
Night Duty Allowance
6.1.27 Officers who effectively work on night shift are paid a Night Duty Allowance
equivalent to 25% of the normal rate per hour for the hours between 2300 hours to
0500 hours including up to a maximum of two hours lying-in period as an incentive.
6.1.28 Given that this has proved to be beneficial to the service delivery, the payment of
this allowance will continue.
Recommendation 10
6.1.29 We recommend that officers in the Nursing Group who effectively work on
night shift be paid a Night Duty Allowance equivalent to 25% of the normal rate
per hour for the hours between 2300 hours and 0500 hours including up to a
maximum of two hours lying-in period.
6.1.30 We, however, recommend that the Night Duty Allowance be computed
exceptionally at the rate of 25% on the basis of eight hours in respect of the
present night shift of 13 hours for officers in the Nursing Officer cadre and
officers in the grades of Health Care Assistant/Senior Health Care Assistant
(General) formerly Health Care Assistant (General), Senior Midwife, Midwife
and Trainee Midwife formerly Student Midwife.
Night Attendance Bonus
6.1.31 As an incentive to curb absenteeism at night, a monthly Night Attendance Bonus is
payable to Trainee Nurses formerly Student Nurses, Nursing Officers, Charge
Nurses, Nursing Supervisors, Midwives, Senior Midwives and Health Care
Assistant/Senior Health Care Assistant (General) formerly Health Care Assistant
(General). Given that this provision has been effective in encouraging officers to
perform night shifts during the month, we are maintaining it.
~137~
Recommendation 11
6.1.32 We recommend the continued payment of a monthly Night Attendance Bonus,
until the next overall Review on Pay and Grading structures and Conditions of
Service in the Public Sector, to officers in the undermentioned grades,
provided they attend duty on all scheduled night shifts during the month, as
shown hereunder:
Night Attendance Bonus
(Rs)
Grade
Trainee Nurse
formerly Student Nurse
Trainee Midwife
formerly Student Midwife
290
290
Nursing Officer:
Up to 10 years service
585
730
Charge Nurse:
Up to 5 years service
730
875
Nursing Supervisor
1100
Midwife:
Up to 10 years service
410
585
Senior Midwife:
Up to 5 years service
585
730
330
475
~138~
~139~
~140~
Recommendation 18
6.1.46 We recommend that the allowance paid to officers of the Medical Imaging
Technologist Cadre for performing screening examinations in the absence of
a Radiologist be revised from Rs 105 per case to Rs 115 per case.
Health Records Cadre
Health Records Officer (New Grade)
6.1.47 During the course of consultations in the context of the present Review exercise, the
Management of the Ministry of Health and Quality of Life submitted that Senior
Health Records Officers have for the last 17 years been proceeding for a one year
tour of service to Rodrigues. Due to the restricted number of officers in this grade,
officers have proceeded to a second tour of service as from last year and owing to
family problems, the officers are reluctant to undertake anew this tour of service.
6.1.48 Due to the refusal of officers to be posted to Rodrigues because of family
commitments, the Ministry of Health & Quality of Life is encountering much difficulty
in having officers to proceed there on a voluntary basis.
6.1.49 In view of the above, it has been proposed that since the RRA operates on an
autonomous basis, Mauritian officers should not be required to perform tour of
service in Rodrigues as from 2020. The RRA should be empowered to recruit the
required number of officers in the Health Records cadre. We have also been
informed by the staff side of the RRA that the Management is envisaging to provide
on-line a certificate course to officers of the Health Records Clerk cadre so that these
officers be qualified for appointment to the grade of Health Records Officer.
6.1.50 We have analysed the representation holistically and are agreeable to create a
grade of Health Records Officer.
Recommendation 19
6.1.51 We recommend the creation of the grade of Health Records Officer on the
establishment of the Rodrigues Regional Assembly. Appointment, thereto,
should be by selection from among serving officers of the Health Records
Clerk cadre who possess a Certificate in Health Records Management or
Health Information Management from a recognised institution.
6.1.52 Incumbent would be required, among others, to supervise the health records
department and provide appropriate coverage of health service points; ensure that
health personnel adhere to medical records systems and confidentiality
requirements; prepare duty rosters for health records staff; compile and analyse
health data and submitting reports; ensure safe custody of patient documentation
and related data; effect quality control and clinical coding of all registers kept by the
health records department; and dealing with complaints related to medical records
services.
~141~
(ii)
(iii)
(iv)
~142~
Nutrition Section
Nutritionist/Senior Nutritionist
formerly Nutritionist
6.1.57 The Bureau has been apprised that with an increase in population, the demand for
health services along with nutritional care has kept on increasing. Presently, the
only Nutritionist in the Nutrition Section is shouldering higher responsibilities in the
absence of a Principal Nutritionist. Both Management and Staff Association have
submitted that incumbent should be granted an adhoc allowance for the increased
responsibility. The Bureau is of the view that this should be addressed
administratively.
6.1.58 Furthermore, with new challenges in the sector and in line with what obtains in the
Civil Service, we are also restyling the grade of Nutritionist to Nutritionist/Senior
Nutritionist.
Recommendation 21
6.1.59 We recommend that the grade of Nutritionist be restyled Nutritionist/Senior
Nutritionist.
Pharmacy Technician Cadre
6.1.60 The EOAC recommended that management considers the advisability of granting
loan facilities for the purchase of autocycle/motorcycle to officers of the Pharmacy
Technician cadre posted at Queen Elizabeth Hospital in view of the transport
difficulties being encountered by incumbents when their shift ends at 2200 hours.
This recommendation is being maintained.
Health Inspectorate Unit
On Call Allowance/Issue of Cremation Permit
6.1.61 In line with what obtains in the Health Inspectorate Unit at the Ministry of Health &
Quality of Life, we are reproducing the following recommendations.
Recommendation 22
6.1.62 We recommend that officers in the grade of Inspectors (Health and Food
Safety) providing a service for the issue of cremation permit on Saturdays,
Sundays and Public Holidays from noon to 1700 hours be paid the respective
allowances as hereunder:
Grade
Inspector (Health
and Food Safety)
On-Call Allowance on
Saturdays, Sundays and
Public Holidays from
noon to 1700 hours
Rs 240
~143~
6.1.63 We also recommend that Inspectors (Health and Food Safety) who are on duty
on Sundays and Public Holidays as from 0900 hours to noon as per an
established working programme should be granted time off during the week.
In-Attendance Allowance for officers posted at the Airport and Port
Recommendation 23
6.1.64 We recommend that Inspectors (Health and Food Safety), Senior Inspectors
(Health and Food Safety) and Principal Inspectors (Health and Food Safety) be
paid an In-Attendance Allowance of Rs 150; Rs 215; and Rs 260 per hour
respectively for work performed outside normal working hours on a regular
basis at the Airport and Port.
Other Recommendations
Recommendation 24
6.1.65 We recommend that the provision made in the Chapter of Ministry of Health &
Quality of Life in Volume 2 Part I of this Report, as reproduced in table
hereunder be equally applicable to officers on the establishment of the RRA.
Conditions/Allowances
Paragraph
Recommendation
23.136 - 23.138
42
23.140 23.141
43
Notional Time
23.147
45
23.214
67
23.286
88
23.338
99
SALARY SCHEDULE
Salary Code
02 000 100
Rs 101000
Departmental Head
~144~
Salary Code
09 000 099
09 083 098
09 074 094
09 071 089
09 070 089
09 059 085
09 069 085
19 055 085
09 063 079
~145~
Salary Code
09 058 075
09 052 073
09 050 073
09 037 069
09 026 028
09 052 073
09 054 073
09 047 069
09 045 066
~146~
Salary Code
09 033 064
09 042 069
09 026 028
09 065 078
09 060 075
09 052 073
09 036 069
09 026 028
09 065 081
~147~
Salary Code
09 044 076
09 028 031
09 048 070
18 061 078
18 054 074
18 044 071
18 027 030
11 054 081
11 056 072
~148~
Salary Code
11 033 067
11 038 063
11 030 060
09 026 060
09 058 076
09 042 071
09 026 028
09 040 062
09 024 058
~149~
Salary Code
22 030 062
09 029 062
09 043 062
09 026 060
09 046 067
09 044 065
09 030 063
09 029 063
09 027 060
~150~
Salary Code
09 028 064
24 023 056
09 019 056
24 030 055
24 023 052
24 023 051
24 024 050
24 022 047
~151~
Salary Code
24 018 044
24 015 040
OTHERS
08 050 069
08 043 069
08 027 060
08 026 059
20 038 063
22 024 057
~152~
Salary Code
08 022 056
22 021 054
25 023 052
24 023 052
24 027 051
24 022 051
21 019 046
24 019 045
~153~
Salary Code
24 018 044
25 016 042
24 015 040
24 001 038
24 015 041
25 041 060
SANITARY SECTION
24 027 051
24 019 048
~154~
Salary Code
24 019 045
24 018 044
24 015 040
24 001 038
09 037 069
10 035 069
~155~
6.2
Sports Division
6.2.1
The Sports Division is responsible for the formulation and administration of policies
relating to sports in Rodrigues. Its mission is to encourage mass participation in
sports for a healthy and educated population and also to encourage the sportsmen
to attain world class level and put Rodrigues on the World Sports map.
6.2.2
The main objectives of the Division are, inter alia, to promote the development of
physical and moral qualities as backbone of sports; sell sports as a good product,
thus giving it a good image at national and international level; to provide adequate
decent and safe infrastructure for the practice of sports in Rodrigues; and to act as
a facilitator to sports organisations recognised by the Commission.
6.2.3
In our last Report, the posts of Officer-in-Charge, Sports and Swimming Pool
Attendant (Roster) were created. The Division is presently manned by a Sports
Officer and officers of the coach cadre.
6.2.4
Management has submitted that the present structure is appropriate to enable the
Division to deliver its services efficiently and effectively.
6.2.5
Coach Cadre
6.2.6
We recommend that new recruits joining the grade of Coach and who would
be required to conduct coaching session in swimming should draw salary
point of Rs 17050.
Sports activities such as the Sport pour Tous Programme, Physique dans Village,
Village on the move and inter village games are mostly held outside normal working
hours during weekdays, during weekends and public holidays. Both Management
and the Union have represented that the Sports Officer at the Commission for Health
and Sports has to work beyond normal working hours to provide a citizen centric
service and is not being compensated for four extra hours of work due to the nature
of their work. We have examined the issue and are making an appropriate
recommendation.
Recommendation
6.2.8
~156~
of four months, the officers should be compensated at the normal hourly rate,
subject to their having put in a minimum of 15 extra hours in a month.
SALARY SCHEDULE
Salary Code
06 069 085
06 054 081
06 052 073
06 036 067
22 032 065
08 027 060
24 023 053
24 027 051
Salary Code
24 018 044
24 015 041
24 015 040
24 001 038
~158~
7.
7.1
7.2
7.1
Environment
7.1.1
7.1.2
The objects of the Environment Division are, inter alia, to: develop awareness
programme and carry out sensitisation campaign; enforce the Environment
Protection Act 2002 and other Rodrigues Regional Assembly Regulations; issue
Environmental clearances; plan for and ensure a proper waste management system;
monitor coastal zone of the island; and pursue embellishment projects for the
uplifting of the physical environment.
7.1.3
The main activities carried out by the Division comprise monitoring of cleaning
works, dumping sites and waste collection; developing environmental education
programme; carrying out sensitization campaign in schools and villages and through
the media; attending complaints from members of the public and cases of
environmental emergencies; carrying out inspection throughout the island to detect
any environmental nuisance and eyesore; providing views on Environmental Impact
Assessment (EIA) applications; processing applications for environmental
clearances for land levelling, for livestock activities and submit recommendations to
the Agricultural Services; identifying, conceiving and implanting embellishment
landscaping projects; and monitoring coastal development activities around the
island.
7.1.4
The structure of the technical cadre consists of the position of Officer in Charge,
Environment and the grades of Environment Officer and Technical Officer
(Environment). Support services are provided by officers of other classes. We
consider the prevailing number of levels to be adequate to enable the Commission
~159~
to effectively deliver its services. We are, however, restyling the position of Officer
in Charge, Environment; amending the mode of appointment to the grade of
Environment Officer; restyling the appellation of Enforcement Officer to reflect the
true nature of duties performed whilst upgrading its qualification requirements for
future entrants and introducing the payment of new allowances.
Officer in Charge, Environment
7.1.5
Recommendation 1
7.1.6
Environment Officer
7.1.7
In the 2013 PRB Report, in view of providing a career path to serving officers of the
Division, the mode of appointment to the grade of Environment Officer was amended
such that appointment was made by selection from among serving officers of the
Environment Division possessing a degree in either Environmental Science or
Environmental Law or Agriculture or Engineering or any environment related field.
7.1.8
Recommendation 2
7.1.9
~160~
Enforcement Officer
7.1.10 The Bureau has observed that the duties carried out by Enforcement Officers are
similar to those of the grade of Environment Enforcement Officer in the Civil Service.
Moreover, incumbents in the latter grade possessing the required qualifications are
eligible to apply for the post of Environment Officer, whilst the Enforcement Officers
in Rodrigues do not have a career path, as the grade is a dead end one. Since
enforcement duties are essential for an efficient and effective delivery of service, we
believe that the grade should be upgraded in terms of qualification requirements and
duties, in line with those prescribed for the equivalent grade in the Civil Service and
a promotional route be provided. We are making recommendations in this
perspective.
Recommendation 3
7.1.11 We recommend that the grade of Enforcement Officer be restyled Environment
Enforcement Officer and appointment thereto should henceforth be made
from among candidates possessing a Higher School Certificate with passes
at Principal Level in any two of the following subjects: Chemistry, Physics and
Biology or equivalent qualifications.
7.1.12 We further recommend that the scheme of service be amended to include the
duties devolving upon the Environment Enforcement Officers in the Civil
Service.
On-Call Allowance
7.1.13 Management has submitted that officers in the professional and technical grades of
the Environment Division are required to be on call after normal working hours to
respond to environmental emergencies and ever-increasing expectations of the
public. In this perspective, request has been made for the payment of an on-call
and an in-attendance allowance.
7.1.14 We have examined the issue and consider that the request is justified, the moreso
such allowances are paid to their Mauritian counterparts. We are, therefore, making
appropriate recommendations to that end.
Recommendation 4
7.1.15 We recommend that officers in the professional and technical grades of the
Environment Division should be paid a monthly on-call allowance for being on
call during the whole month after normal working hours as follows:
Grade
Amount (Rs)
Head, Environment
formerly Officer-in-Charge, Environment
1225
Environment Officer
1000
800
550
~161~
7.1.16 We also recommend that when attending work while on-call, these officers be
paid an in attendance allowance per hour, inclusive of travelling time, as
follows:
Grade
Amount (Rs)
Head, Environment
formerly Officer-in-Charge, Environment
245
Environment Officer
200
160
110
Diving Allowance
7.1.17 Management has submitted that with the setting up of desalination plants, officers
in the grades of Head , Environment formerly Officer in Charge, Environment,
Environment Officer, Technical Officer (Environment) and Environment
Enforcement Officer formerly Enforcement Officer are required to perform diving
duties for carrying out monitoring of the marine biota. In the context of this Report,
request has been made for the payment of a diving allowance. After analysis, we
consider that an appropriate allowance should be paid to the officers concerned and
are recommending accordingly.
Recommendation 5
7.1.18 We recommend that the Head, Environment formerly Officer in Charge,
Environment, Environment Officers, Technical Officers (Environment) and
Environment Enforcement Officers formerly Enforcement Officers, should be
paid a diving allowance of Rs 660 per dive, subject to a maximum of Rs 5280
a month.
SALARY SCHEDULE
Salary Code
02 000 100
Rs 101000
Departmental Head
~162~
Salary Code
02 058 081
19 069 085
19 055 081
19 044 072
19 034 065
24 036 056
26 029 062
08 027 060
08 026 059
~163~
Salary Code
25 023 052
24 027 051
24 022 051
21 019 046
24 019 048
24 018 044
24 015 041
24 015 040
24 001 038
~164~
7.2
Forestry Services
7.2.1
The Forestry Services is responsible for the proper administration and management
of all forest lands, pas geometriques, mountains, rivers, reserves and offshore
islets. It envisions to create a modern forest services under the RRA achieving
excellence in responsibilities and to involve the population directly in the
conservation and preservation of forest biodiversity through Community Forestry
and Village Nurseries.
7.2.2
In pursuance of its mission, the Forestry Services aim, among others, to manage
forest resources and forest land on a sustainable basis; elaborate a long term
strategy for conservation of biodiversity; encourage and adopt appropriate land use
practices and planting of tree species; and promote forest research in collaboration
with other organisations.
7.2.3
7.2.4
Prior to the 2013 EOAC Report, the grade of Head, Forestry, formerly Officer in
Charge, Forestry, was promotional for the Chief Forest Conservation and
Enforcement Officer formerly Forest Ranger.
7.2.6
The 2013 EOAC Report recommended that appointment to the grade of Head,
Forestry be made by selection from among candidates possessing a degree in
Biotechnology or Botany or Plant Science or any forest related discipline and having
sound knowledge of forest-related laws and regulations as well as good
communication, interpersonal and leadership skills.
7.2.7
Both Management and Staff Associations have represented that this change in
qualification requirements is causing much frustration among the technical staff as
the top position to which they could aspire previously is no longer open to them.
Moreover, the present mode of recruitment lacks the vital element of experience,
which is sine qua non for a position of that level.
~165~
7.2.8
7.2.9
Further to the grievances expressed, the Bureau has carried out an in-depth
examination of the Forest Conservation and Enforcement Officer cadre, and further
to its findings, the following observations are being made:
(i)
the duties and responsibilities devolving upon the cadre are primarily of a
technical nature, where conservation and enforcement duties are prevalent;
(ii)
the requirement of a degree at the level of the Head, Forestry is not a necessity
based on its duties and responsibilities, whereas experience acquired since
grassroot level, coupled with enhanced competencies and new skills are
primordial to move up the rungs in the hierarchy;
(iii)
(iv)
(v)
with rapid changes in the landscape, there is need for a professional grade in
the field of forestry and conservation to carry out a new and higher set of duties.
~166~
(ii)
(iii)
(b)
~167~
(iv)
Grade
Amount
(Rs)
645
695
895
985
Head, Forestry
1010
Walking Allowance
7.2.20
In Mauritius, officers in the Forest Conservation and Enforcement Officer cadre are paid
a monthly walking allowance to carry out extensive field duties in Nature Reserves,
Mountain Reserves, River Reserves, Forest Plantations and other areas of the forest
which cannot be acceded to, except on foot. Management of the RRA has requested
to extend the same provision to their counterparts in Rodrigues. We are agreeable to
the proposal and are recommending accordingly.
Recommendation 6
7.2.21 We recommend the payment of a Walking Allowance of Rs 275 monthly to
officers of the Forest Conservation and Enforcement Officer cadre.
~168~
SALARY SCHEDULE
Salary Code
19 055 081
19 062 080
19 057 074
19 050 069
19 043 063
19 027 060
19 044 072
08 027 060
24 023 052
~169~
Salary Code
24 036 052
24 027 051
24 022 051
21 019 046
13 019 045
24 019 045
24 018 044
24 015 041
24 015 040
~170~
Salary Code
24 001 038
~171~
7.3
7.3.1
Fisheries
The activities of the Fisheries Division are organised under two distinct arms namely
the Fisheries Protection Service (FPS) and the Fisheries Research and Training Unit
(FRTU). The FPS is mainly concerned with enforcement duties whilst the FRTU is
involved in research work and devisions of new techniques.
The FPS envisions to certify quality service to the public with special regards to
fishermen and making the lagoon a place to earn a decent living for the people of
the sea. Its overall mission is to ensure effective control and surveillance over the
lagoon fisheries and marine resources and the marine ecosystem and delivering
timely office services to each customer.
7.3.3
In pursuance of its mission, the Division has as objects, inter alia, to: reduce illegal,
unreported and unregulated fishing practices in accordance with Fisheries Laws and
Regulations; reduce response time as regard to intervention on the ground; plan and
ensure a proper management of the Fisheries Protection Service in Rodrigues,
including monitoring of fishers; and maintain timely services to the members of the
public with regard to office procedures.
7.3.4
The Fisheries Research and Training Unit (FRTU) aims for a better management of
sustainable development and exploitation of the fisheries and marine resources and
its mission is to empower fishermen for the proper development of the fisheries
sector; enhancing awareness of fishermen and the public towards the conservation
of marine environment and its resources; provision of relevant information for
helping policy making in decision making; and conduct research work for proper
implementation of fisheries projects.
7.3.6
The main functions of the FRTU are to conduct research work within the fisheries
sector both within the lagoon and off-lagoon and to bring a new approach to
traditional fishing through the development of new fishing techniques, introduction
of aquaculture techniques, management of fisheries resources and its environment,
and sensitise and encourage fishermen to exploit off-lagoon fish stock.
~172~
7.3.7
The FPS comprises officers of the Fisheries Protection Officer cadre, which is a fivelevel structure, headed by the Controller, Fisheries Protection Service. On the other
hand, the FRTU consists of technical and professional grades.
7.3.8
In the context of this Report, both Management and Union have submitted that with
the expansion and growth of the fisheries sector in Rodrigues and in line with
Governments vision for a Blue Economy, there is strong need to strengthen the
existing structure prevailing at the Fisheries Protection Service. In this perspective,
request has been made for the creation of a grade of Deputy Controller, Fisheries
Protection Service, to assist the Controller in the functions of his duties.
7.3.9
Whilst examining the representations, the Bureau has taken into account the
importance of the Ocean Economy in terms of its contribution to economic growth.
We are agreeable to consolidate the structure and are bringing a few changes to the
qualification requirements of the grade of Head, Fisheries in view of making
employees of the Fisheries Division eligible to apply for the post, thereby providing
an enhanced career path to serving officers. In addition, we are reviewing the
qualification requirements of the grade of Principal Fisheries Protection Officer and
introducing the payment of new allowances to officers of the Fisheries Division while
maintaining existing ones.
~173~
(ii)
~174~
(iii)
(iv)
(b)
Head, Fisheries
7.3.18 The grade of Head, Fisheries was created in the 2013 EOAC Report, whereby the
recommended mode of appointment is by selection from candidates possessing a
degree in Fisheries or Marine Biology or Marine Science and a Masters degree in
the relevant field or an equivalent qualification and who possess managerial skills.
7.3.19 It has been submitted that for a position of that level, incumbent should at least be
acquainted with the duties being carried out at the Fisheries Division and should
therefore reckon a certain number of years of relevant experience. We consider that
there is some justification in the representation made, the moreso incumbent would
be responsible for the overall management of the Fisheries Division and would be
involved in the formulation and implementation of the fisheries policy.
7.3.20 The Bureau thus considers that the grade should be filled from serving officers of
the Fisheries Division possessing the relevant qualifications and experience. We
are making an appropriate recommendation to that end.
Recommendation 4
7.3.21 We recommend that appointment to the grade of Head, Fisheries be made by
selection from among serving officers of the Fisheries Protection Officer
cadre, Scientific Officer (Fisheries) and Technical Officer (Fisheries), who
possess a Degree in Fisheries Science or Marine Biology or Marine Science
from a recognised institution or an equivalent qualification and reckon an
aggregate of at least eight years service in a substantive capacity in their
cadre or grade.
~175~
Sea-Going Allowance
7.3.22 Management has made submissions that in view of the need for the regular
maintenance of Fish Aggregating Devices (FAD) and the importance of experimental
work, scientific/technical staff as well as officers of the Fisheries Protection cadre
are often required to go out at sea for short periods. We are, therefore,
recommending for the payment of an appropriate sea-going allowance to these
officers, in line with what obtains in the Civil Service.
Recommendation 5
7.3.23 We recommend that scientific/technical staff and officers of the Fisheries
Protection cadre who are required to go at sea for placing, maintenance and
monitoring of Fish Aggregating Devices (FADS); for research work; training of
those fishermen working in the Aquaculture Division, Marine Conservation
Centre, Import/Export Quarantine Clearance Unit and Licensing Unit; and for
afloat patrol and surveillance should be paid a Sea-Going Allowance as
follows:(i)
one days pay for working in the open sea for four hours up to 12 hours
on working days;
(ii)
one and a half days pay for working beyond 12 hours, including
Saturdays, up to 24 hours.
(iii) one days pay and one day off for working four to 12 hours on public
holidays and Sundays.
In-Attendance Allowance
7.3.24 Scientific Officers (Fisheries) are often required to work outside normal working
hours during weekdays, weekends and public holidays to attend to emergency
cases. We are, therefore, recommending for an appropriate compensation to be
paid to these officers.
Recommendation 6
7.3.25 We recommend that Scientific Officers (Fisheries) who effectively work
outside normal working hours in emergency cases, should be paid an InAttendance Allowance of Rs 125 per hour.
Diving Allowance
7.3.26 Officers of the Fisheries Division are required to perform diving duties for carrying
out observation and data collection underwater. In this context, representation has
been made for the payment of a diving allowance, in line with what obtains in the
Civil Service. The Bureau views that diving constitutes an additional competency
that is essential for incumbents to perform more effectively for a better delivery of
service and for which they may be compensated. We are, therefore, recommending
for the payment of an appropriate allowance to these officers.
Pay Review 2016
~176~
Recommendation 7
7.3.27 We recommend that a diving allowance of Rs 660 per dive, subject to a
maximum of Rs 5280 a month be paid to officers of the Fisheries Division.
Allowance to General Workers
7.3.28 At present, General Workers performing certain duties normally befalling Fisheries
Protection Officers, are paid an ad hoc allowance. We are maintaining this provision
until such time there is enough Fisheries Protection Officers to perform the set of
duties.
Recommendation 8
7.3.29 We recommend that an adhoc allowance of Rs 900 monthly be paid to the
General Workers for performing certain duties befalling on Fisheries
Protection Officers.
Allowance to officers posted in Flying Squad
7.3.30 Officers of the Fisheries Protection cadre posted in the Flying Squad are paid a
monthly special duty allowance equivalent to one and a half increments at the initial
of their respective salary scale for effecting surprise visits inland as well as at sea to
track contraveners of the Fisheries Act. We are maintaining the present
arrangement.
Rent Allowance
Recommendation 9
7.3.31 We recommend that eligible officers of the Fisheries Protection Service not
occupying Government quarters be paid rent allowances as follows:
Grades
Amount (Rs)
645
700
895
985
1010
1065
~177~
Sensitisation Fee
7.3.32 At present, officers of the Fisheries Protection Service who hold sessions of 1 to
1 hours of sensitisation programmes after normal working hours in respect of
fishing activity to fishers and the community at large, are paid a monthly fee. We
are maintaining this provision.
Recommendation 10
7.3.33 We recommend the continued payment of Rs 250 monthly to officers who
effectively hold sensitisation programmes of a minimum of 1 to 1 hours
duration after their normal working hours.
SALARY SCHEDULE
Salary Code
19 072 081
Rs 42325 x 1525 49950 x 1625 56450
Head, Fisheries
19 069 078
19 064 076
~178~
Salary Code
19 057 074
19 050 069
19 043 063
19 027 060
19 044 072
06 033 064
08 027 060
~179~
Salary Code
13 035 056
25 023 052
13 019 045
24 019 048
24 018 044
24 023 052
24 021 051
24 001 038
~180~
7.4
Marine Parks
7.4.1
The Rodrigues Regional Assembly envisions the South East Marine Protected Area
(SEMPA) to be a model of sustainable and collaborative coastal and marine
biodiversity management resulting in a prosperous local economy and good quality
of life. Its overall mission is to ensure proper and effective management of marine
protected areas for the betterment of the marine ecosystem for the welfare of the
fishermen community.
7.4.2
The main objectives of the SEMPA are, among others, the sensitisation and
awareness raising of the community on Marine Protected Area (MPA) issues;
implementation of the Management Plan for sustainable use of lagoon resources
through community participation; promote exchange between MPAs of the region;
and restoration of lagoon for effective management of fisheries and marine
resources.
7.4.3
The department has been reinforced with the creation of the grade of Project
Manager (Fisheries and Marine Parks) and support services are provided by officers
in the general services cadre.
7.4.4
Salary Code
19 055 081
08 02 060
24 020 046
24 018 044
~181~
Salary Code
24 001 038
~182~
7.5
Tourism Division
7.5.1
The Tourism Division envisions to make Rodrigues one of the best eco-tourism
island destinations in the Indian Ocean. Its mission is to build the tourism sector into
a key engine of economic development for the Island.
7.5.2
The main objectives of the Tourism Division are, inter alia, to increase the visibility
and attractiveness of Rodrigues as a tourist destination; develop a specific brand for
the promotion and marketing of Rodrigues as le Ecologique; diversify marketing
activities in collaboration with the Mauritius Tourism Promotion Authority, Office du
Tourisme and other private partners to develop the market segments; provide
support and training to local operators to produce services in line with the RRA
(Tourism Regulation) 2007; and promote the development of diverse tourism
products such as cultural tourism based/eco-tourism activities.
7.5.3
The Division has at its apex the Head, Tourism who is supported by officers at
various levels in the grades of Tourism Promotion Officer, Tourism Planner, Tourism
Enforcement Officer, Leisure Officer and Tourism Information Officer.
7.5.4
The present organisational structure is appropriate for the Tourism Division to deliver
its mandate efficiently and effectively. We are, therefore, maintaining the present
structure.
Leisure Officer
7.5.5
In our last Report, a Qualification Bar (QB) was inserted in the salary scale of the
grade of Leisure Officer. Incumbent should possess a Diploma in the field of
Leisure or Diploma in Management with specialisation in Leisure from a
recognised institution or an equivalent qualification to proceed incrementally
beyond the QB in the salary scale recommended for the grade.
SALARY SCHEDULE
Salary Code
10 075 089
~183~
Salary Code
10 069 085
10 054 081
18 044 071
23 032 070
10 028 063
08 027 060
24 036 052
24 019 048
~184~
8.
8.1
8.2
8.1
Youth Division
8.1.1
The Youth Division ensures the empowerment, welfare and overall well-being of the
youth in Rodrigues.
8.1.2
Its objectives are, among others, to provide and organise innovative programme of
activities for in and out of school youth of Rodrigues; equip the young people with
the necessary knowledge, skills, values and attitudes to play their roles as
responsible citizens and deepen and widen their levels of participation in decision
making with regards to local and national development; and provide adequate
infrastructure and facilities for the practice of youth and leisure activities.
8.1.3
In the last Report, the post of Officer-in-Charge, Youth Services was created to
assist and advise the Departmental Head on the formulation of policies, programmes
and projects for the development of the youth.
8.1.4
Management has submitted that the present structure is appropriate to enable the
Division to deliver its services efficiently and effectively. We are, therefore,
maintaining the organisational structure.
Youth Officer
Recommendation
8.1.5
A Qualification Bar (QB) was inserted in the salary scale of the grade of Youth Officer
to allow incumbents possessing a Diploma in Social Work from a recognised
institution or an equivalent qualification to proceed incrementally beyond the QB in
the salary scale recommended for the grade. This provision is being maintained.
~185~
SALARY SCHEDULE
Salary Code
02 000 100
Rs 101000
Departmental Head
02 058 081
23 034 067
08 043 069
08 027 060
08 026 059
24 023 052
24 022 051
~186~
Salary Code
24 015 041
26 048 067
21 019 046
24 019 048
24 016 043
24 015 040
YOUTH SERVICES
23 065 081
23 057 076
23 052 073
~187~
Salary Code
23 052 072
23 035 070
08 027 060
24 020 046
24 019 048
24 018 044
24 001 038
~188~
8.2
Community Development
8.2.1
8.2.2
Its main objectives are, inter alia, to provide and organise programme and activities
related to cultural, social, economic, educational and recreational in connection with
the community; provide adequate infrastructure, equipment and facilities in
connection with the development of the community; help in the fight for poverty
alleviation; and provide material and financial resources required for the effective
development of the community.
8.2.3
8.2.4
In the context of this review exercise, Management has represented that there is a
need for a level at the apex to strengthen the present structure to have a better
control of the activities of the Division.
We are making appropriate
recommendations to this effect.
Presently, there is one Social Welfare Officer who is responsible for the service
delivery in the Community Development Division. In each village, there is a Village
Community Committee which is assigned with the administration of the community
on a voluntary basis. However, members of these committees face managerial
problems due to lack of training in community work. Therefore, there is a need to
improve the management of these villages to have efficient and optimum use of
resources.
Recommendation 1
8.2.6
8.2.7
Incumbent would be required to, inter alia, assist and advise the Departmental Head
on the formulation of policies, programmes and projects for the development of the
community; plan and coordinate community activities and implement policies,
programmes and projects for the development of the community; and motivate the
community to participate in national, regional and international activities.
~189~
Recommendation 2
8.2.8
A Qualification Bar (QB) was inserted in the salary scales of the grades of
Community Development Officer and Social Welfare Officer to allow incumbents
possessing a Diploma in Social Work from a recognised institution or an equivalent
qualification to proceed incrementally beyond the QB in the salary scale
recommended for the grade. This provision is being maintained.
SALARY SCHEDULE
Salary Code
23 054 081
19 059 081
23 035 070
~190~
8.3
Library Services
8.3.1
8.3.2
Library Clerks are presently paid a monthly allowance of Rs 330 for organising and
monitoring cultural/artistic activities as well as indoor games in the Centre de
Lecture et dAnimation Culturelle. We are revising the quantum of the allowance.
Recommendation
8.3.4
SALARY SCHEDULE
Salary Code
05 069 085
05 055 081
~191~
Salary Code
05 043 063
05 027 060
05 024 026
21 019 046
24 019 048
24 001 038
~192~
8.4
8.4.1
The Archives Division is responsible to preserve the collective memory of the nation
and particularly of Rodrigues. It also aims at promoting the awareness of this
collective memory for the purpose of research.
8.4.2
As regards the Museum Division, its objectives are, among others, to set up a
multidisciplinary museum which will include artifacts related to the natural, historical,
cultural aspects of Rodrigues and at the same time to preserve the history of the
island; manage the acquisition, preservation and storage of artifacts relating to
history, geology and culture of Rodrigues; and exhibit collected artifacts that are
listed under the Rodriguan heritage.
8.4.3
The Archives and Museum Division is presently staffed by officers in the grades of
Curator, Archivist and Archives Officer/Senior Archives Officer.
8.4.4
Representations have been received in the context of this review to restyle the grade
of Curator to Curator/Conservator and to create the grade of Conservation Assistant.
Given that the Bureau is in favour of multi-functional grades and believes that the
structure at the Archives and Museum Division needs to be further strengthened, we
are making appropriate recommendations in this Report.
Curator/Conservator
formerly Curator
8.4.5
Recommendation 1
8.4.6
The Bureau considers that there should be a grade to provide support to the
professional grade so as to enable the latter to operate effectively. We are making
appropriate provision to this end.
Recommendation 2
8.4.8
Incumbent would be required to give assistance in, inter alia, maintenance, repairs,
restoration and conservation of archival records by applying techniques such as
encapsulation, fumigation, microfilming, photocopying, amongst others; keeping the
records in a useable condition for as long as possible; and putting into actions the
norms to prevent deterioration.
SALARY SCHEDULE
Salary Code
05 055 081
05 054 081
05 027 062
05 027 060
~194~
8.5
8.5.1
The Arts and Culture Division has, as mission, to foster the promotion and
development of arts and culture. It aims at promoting arts and culture through
cultural exchanges, assistance to artists and preservation of Rodriguan heritage and
history.
8.5.2
Activities at the Division are organised by officers of the Culture Officer and Arts
Officer cadres.
8.5.3
In the context of this review, representations have been received for the merging of
the grades of Arts Officer and Culture Officer; for the creation of a grade of Head,
Arts and Culture; and allowances for work during major celebrations.
8.5.4
Merging of the grades of Arts Officer and Culture Officer cannot be considered as
these two grades come from two separate cadres requiring different set of
qualifications and having duties of different nature. At this stage, the Bureau
considers that there is a greater need to fill the vacant posts of Arts Officer.
However, Management may always consider the advisability to create a supervisory
level as and when required.
Arts Officer
8.5.5
Recommendation 1
8.5.6
(ii)
(iii)
It has been reported that officers in the grades of Culture Officer and Arts Officer are
regularly required to put in additional hours after normal working hours to coordinate
and monitor rehearsals, and make administrative arrangement for special events
such as National Day, Rodrigues Day and Festival Kreol, among others. The
Management has proposed the payment of a monthly allowance to the officers
concerned. After examining the request, the Bureau considers that they should be
compensated for each additional hour put in and consequently, we are making
appropriate recommendation to address this.
~195~
Recommendation 2
8.5.8
SALARY SCHEDULE
Salary Code
05 069 085
05 054 081
05 034 069
05 028 030
08 027 060
08 026 059
~196~
Salary Code
22 021 054
10 022 056
24 023 052
24 019 048
24 022 051
25 016 042
24 018 044
24 001 038
05 027 060
~197~
Salary Code
22 032 065
~198~
Workmens Class
Worksmens Class
CENTRAL ADMINISTRATION
Office Caretaker Cadre
1.
The Office Caretaker cadre at the RRA comprises the grades of Office Caretaker and
Senior/Head Office Caretaker. Both Management and the Staff Side have requested
for the alignment of the cadre as in Mauritius.
2.
We have examined the submissions, job descriptions and schemes of service which
have revealed that the duties of the grade of Senior/Head Office Caretaker are similar
to those of Head Office Care Attendant while those of Office Caretaker are more or less
similar to those of Office Care Attendant/Senior Office Care Attendant. However it was
also observed that the entry requirement for the grade of Office Caretaker differs from
those of Office Care Attendant/Senior Office Care Attendant. On the basis of our
findings and coupled with our policy to provide lean and harmonised structures we are,
reviewing the Office Caretaker cadre in Rodrigues.
Recommendation 1
3.
4.
We recommend that:
(i)
(ii)
~199~
Worksmens Class
In the context of this Report, Management has submitted that a monthly fee per
activity be paid to workers involved in the erection of podium after normal working
hours. It has also been represented that the Supervisors of these employees are
reluctant to certify the actual number of hours put in by employees concerned. An
indepth analysis on the issue has revealed that the number of hours put in by different
category of employees differ from one activity to another ranging from two hours to
20 hours.
6.
The Bureau is of the view that Management should put in place a proper control
mechanism in order to avoid such situation and employees who put in additional
number of hours for erection of podium, marquees and shelters should continue to be
paid overtime as per provisions at Chapter 18.5 of Volume 1 of this Report.
At present, the Security Guard posted at Caverne Patate is paid a monthly allowance
of Rs 500. We are maintaining the provision.
Recommendation 2
8.
The Laboratory Services at the Commission for Health is, among others, manned by
incumbents in the grade of Health Laboratory Attendant. Both Management and the
Union have represented that the volume of work of incumbents in that grade has
increased considerably and with the current establishment size of the grade, there is
need for an immediate supervisory level to plan, organise and coordinate the work of
Health Laboratory Attendants. We have examined the issue and consider that due to
the small establishment size, a new grade at supervisory level may only be
contemplated depending on the evolution of the establishment size of the grade in
future. However, we are in this Report restyling the grade similar to what obtains in
Mauritius to reflect the nature of duties being performed by incumbents. We are,
therefore, making appropriate recommendations.
~200~
Workmens Class
Recommendation 3
10.
Both Management and the Union have submitted that the risk allowance payable to
Cook (on Roster) on the establishment of different Ministries/Departments be extended
to incumbents in the grade of Cook (on Roster) on the establishment of the RRA. The
Bureau has analysed the issue and is agreeable with same.
Recommendation 4
12.
We recommend that Cook (on Roster) on the establishment of the RRA posted
at the Commission for Health & Sports be paid a risk allowance equivalent to one
and a half increments at the initial point of his salary scale.
Recommendation 5
14.
Recommendation 6
16.
Mortuary Attendant
17.
~201~
Worksmens Class
Recommendation 7
18.
The grade of Swimming Pool Attendant (Roster) was created in the 2013 PRB Report
on the establishment of the Rodrigues Regional Assembly. Both Management of the
Rodrigues Regional Assembly and Ministry of Civil Service & Administrative Reforms
have represented that the scheme of service of the grade needs to be aligned with
similar grade at the Ministry of Youth and Sports in Mauritius. We have studied the
request and are making appropriate recommendation.
Recommendation 9
21.
Both Management and the Unions have represented that there is need for a dedicated
grade of Museum Attendant on the establishment of the RRA to provide appropriate
assistance at the Museum of Rodrigues to which the Bureau is agreeable.
~202~
Workmens Class
Recommendation 10
23.
24.
Incumbent would be, inter alia, required to: open and close premises; prepare display
areas for visitors on time; inspect, clean and maintain the premises including display
cases, reception area, stores, galleries and offices, receive, direct and provide
information to visitors, report problems related to the satisfactory maintenance of
facilities, assist in the survey of visitors, assist visitors especially disabled; and provide
assistance to the Curator in the acquisition of objects and the Conservator in the
treatment and conservation of artifacts.
CULTURE AND LEISURE CENTRE
25.
Management and the Unions have submitted that employees in the grades of Office
Caretakers now restyled Office Care Attendant/Senior Office Care Attendant,
Carpenter and General Worker posted at the Cultural and Leisure Centre be paid an
appropriate allowance, similar to employees posted at Serge Constantin Theatre, for
being required, during and after normal office hours to open and close the curtain,
lift/pull decors to/from the attics during plays, move and/or change decors on stage
while plays are on, mount and dismantle the decors during blackouts, bring down the
giant screen prior to film projection/festivals and place loudspeakers on stage, among
others. The Bureau is agreeable to the request and is making appropriate
recommendation.
Recommendation 11
26.
Other Recommendation
27.
~203~
Worksmens Class
28.
During consultation with the RRA, strong representations were made to the effect that
officers of the RRA are being unduly penalized through the process of obtaining the
approval of the MCSAR for extension of the payment of these allowances.
29.
After indepth analysis of the issue, the Bureau is providing for the extension of the
payment of certain allowances which are considered to be meritorious.
Recommendation 12
30.
Paragraph
Recommendation
39.10
Tea making
39.77
28
39.79
29
Cleaning of lavatories
39.83
31
Security Guard
39.85
32
~204~
Specific Conditions
SPECIFIC CONDITIONS
1.
In view of the specificity of the RRA a few specific conditions, over and above the
general ones are applicable to Rodriguan Officers. We are, in this Report
recommending for the continued application of those conditions governing eligible
officers on the Rodriguan establishment.
Duty Remission
2.
The Clerk, Rodrigues Regional Assembly and the Departmental Heads are eligible for
100% duty remission on cars, and benefit from travelling allowances as well as loan
facilities. These officers are also allowed to purchase a 4X4 double cabin pick-up
vehicle in lieu of a saloon car.
Recommendation 1
3.
In the context of successive PRB Reports, the Bureau has been receiving
representations from staff associations of Rodrigues for the payment of an Outer Island
Supplement Allowance.
6.
(ii)
(iii)
Specific Conditions
(iv)
the cost of the Rodriguan 2013 basket vis--vis the cost of the 2015 basket; and
(v)
the cost of the Mauritian 2013 basket vis--vis the cost of the 2015 basket.
7.
For the purpose of comparing the cost of living in Rodrigues with that in Mauritius, a
basket of common items consumed by both Mauritians and Rodriguans has been
constituted. This basket accounts for 80% of the total household consumption
expenditure of Rodriguans and 61% of that of Mauritians.
8.
The monthly comparative costliness index for Rodrigues relative to the island of
Mauritius for 2015, indicates that the price levels are lower in Rodrigues than in the
island of Mauritius.
9.
The prices were found to increase at a lower rate in Rodrigues +3% than in Mauritius
+5% from January - December 2013 to January - December 2015. The main reason
being that items such as vegetables, fish, doctors fees and ready-made clothing had
known higher increases in Mauritius than in Rodrigues.
10.
11.
(i)
The Rodriguan basket of common items costs around 3.9% more in Mauritius
than in Rodrigues.
(ii)
The Mauritian basket of common items costs around 1.5% more in Rodrigues
than in Mauritius.
(iii)
On the basis of the findings of the Statistics Mauritius, the Bureau considers that
there is no case for the payment of an Outer Island Supplement Allowance.
Recommendation 3
13.
14.
one free passage, to and from Mauritius, for himself, his spouse and up to
three dependent children below the age of 21; and two additional free
tickets to Rodrigues to married officers in case the tour of service is
extended for another 12 months; and
~206~
(ii)
Specific Conditions
one additional free return ticket to Rodrigues to single officers in case the
tour of service is extended for another 12 months.
Special Leave
15.
Walking Allowance
16.
At present, certain officers such as officers in the grade of Water Supply Attendant,
who are required to walk in the performance of their duties because their places of work
are not accessible by vehicles, are paid a monthly walking allowance of
Rs 250. We are maintaining the provision for the allowance and revising the quantum.
Recommendation 4
17.
Rodriguan officers have to walk long distances for attending duty owing to the
topography of the land and to the fact that their home places are inaccessible by buses
or cars. These officers are paid a walking allowance of Rs 150 monthly. We are
maintaining the allowance and revising the quantum.
Recommendation 5
19.
The Night Duty Allowance equivalent to 25% of the normal rate per hour, is paid to
officers who effectively work on night shift for the hours between 2300 hours and 0500
hours (including up to a maximum of two hours lying-in period).
Recommendation 6
22.
~207~
Specific Conditions
Miscellaneous
Recommendation 7
23.
We recommend that:
(a)
(b)
(c)
(d)
Temporary Appointment/Traineeship
24.
Where there exist officers on temporary appointment or trainees who have been
appointed under the terms of the previous schemes of service, the officers
should be considered for appointment in the respective grades on satisfactory
completion of their temporary period or traineeship, even though they may not
qualify under the revised qualifications.
26.
For the better performance of its functions, the Regional Assembly may do all such acts
and take all such steps, as may be necessary for or which may be conducive to or
incidental to the exercise of its powers and duties.
27.
The EOAC Report 2013 reported that although Section 26 of the Act provides for a lot
of delegation of responsibilities to the Local Administration, the real administrative
autonomy has never materialised because of certain legal impediments. In this regard,
the Committee recommended accordingly. We are maintaining the provision.
28.
We, therefore, again recommend that the matter be looked into by the appropriate
authorities, including the State Law Office, with a view to advising the proper
course of action.
~208~
Specific Conditions
29.
In the meantime, in order to expedite the decision-making process and reduce red tape,
the Committee recommended that the Island Chief Executive and Departmental Heads
should be empowered to take timely decisions in respect of certain administrative,
management and operational matters.
30.
After examining all the submissions received and, taking into account the specificity of
Rodrigues, the Committee has made several recommendations which are set out
below and which are being maintained.
Delegation of Authority
Recommendation 8
31.
32.
There have been major developments in the field of training and development, with the
setting up of an ICT Centre for Excellence, equipped with state of the art technology
and high-speed internet connectivity. This new platform has opened avenues for
training of Rodriguans through interactive learning, video conferencing, and distance
learning programmes. Arrangements could be made with learning institutions such as
the Open University of Mauritius and the Mauritius Institute of Education for dispensing
appropriate courses to serving officers through Open Distance Learning. This will
expedite the continuous training and development of officers in Rodrigues itself instead
of their having to wait to be trained in Mauritius.
Recommendation 9
34.
~209~
Specific Conditions
Recommendation 10
35.
36.
~210~