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Chapter 11

The Public Sector

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The Public sector is the part of economic and administrative life that deals with the delivery of goodsand services by and for the Government, whether national, regional or local/municipal. The conditionsof globalisation, including economic integration, fiscal discipline, introduction of informationcommunication technologies and democratic governance, have increasingly forced economies toredefine their role in public management and to reform the public administration system.

The Public sector has a great variety of functions and operates in a large array of domains, from thecollection of taxes to the production and delivery of energy to private households and enterprises, tothe delivery of compulsory education to children in a given age group. Also, the relative size andpolitical, economic and social weight of the Public sector vary immensely from region to region andcountry to country.

In 2000, the resolution of the 24th Special Session of UN assembly mentioned the importance of stronger public institutions “to provide an effective framework to ensure an equitable provision of basic social services for all and recognises that an effective and accountable Public sector is vital to

ensuring the provision of social services’’.

However, the Public sector throughout the world has undergone changes, in some cases radical, in thelast decade. Apart from a few exceptions, unions have been unable to stop the ideological thrust toreduce the role of the state and many jobs have disappeared in those countries where changes occurred.

Traditional Public Administration

Traditional public administration was associated with the emergence of Civil Service systems incountries undergoing industrialisation in the second half of the nineteenth century. These systems

embodied a set of rules about merit-based recruitment and promotion, for example, the use of competitive examinations. Two major aspects were job security and the payment of a decent, fixedsalary, usually determined by job-related criteria rather than by market value. The importantprinciple was also established that the Civil Service was an impartial but obedient instrument of theState. Its relation to the public was also that of a detached, impartial interpreter and implementer of the laws and the policies of the day. Thus, the Civil Service came to enjoy the status of an impartialprotector of the public interest and became a symbol of stability and continuity.

Traditional Civil Service systems were rule and procedure-based. The tendency was to rely onseniority rather than appraisal of relative efficiency in decisions on staff promotion. Most countriesadopted traditional Civil Service systems.

The past two decades have called for policy shift in the Public sector especially in its role and size.

During the 1980s and the 1990s, the view prevailed that the smaller the government the better.Although all countries aspire to improve the effectiveness of Public Service delivery, the challengesthey face in pursuing this objective vary greatly according to the prevailing social and economicconditions. In developed market economies the focus tends to be on delivering existing services moreefficiently, while developing countries are often preoccupied with finding the means to expand thescale and scope of coverage and the economies in transition are confronted with the difficult task of remaking their social sectors in a changed political and economic environment.

However, there is growing realisation amongst decision makers that policy and institutional reformwill not be sufficient to revitalise the Public sector. Major strengthening of the knowledge, skills,values, attitudes and leadership abilities of human capital are also needed to transform the Publicsector, particularly in developing countries and countries with economies in transition.

Global overview

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In fact, there are also heartening signs in some countries that the people are now more aware of the direimplications of what has been happening to their Public Services. Public sector unions in many countries arelearning to develop new strategies to deal more effectively with a world that has changed dramatically. PublicServices can only be defended successfully when the public themselves identify strongly with those services.

New Public Management

From the late nineteenth century, the example of business management has had a strong hold on the mindsof Public sector reformers. This continued to be the case in the development of the modern Civil Service.

The traditional public administration paradigm was quite distinct in important respects from that whichprevailed in the private sector. For example, it was much less common for private sector management tooffer security of tenure although some large companies did have a career planning system (e.g., in Japan).

Practices that developed in the private sector were the main source of the public management model. Thepublic management paradigm has no rigid rules, formal procedures and uniform systems such as those thatprevail in the traditional Civil Service. It emphasises the hands-on skills of the manager and the need for managers at all levels to exercise initiative.The new public management paradigm is best characterised

not by any particular doctrine or set of practices but by its non-adherence to the one-size-fits-all approachof the traditional Civil Service.

Responsive Governance

While public management originated in an admiration for businesslike efficiency, more recently a newmodel has evolved that focuses on “creating public value”. This view counters the bottom-line mentalityderived from many business models and emphasises a focus on the management of multiple stakeholdersand conflicting values in an overtly political or public-interest context. An important objective of governinginstitutions is to promote constructive interaction between the State, the Private sector and civil society.

The governance model emphasises a government that is open and responsive to civil society, moreaccountable and better regulated by external watchdogs and the law. Governance models thus tend tofocus more on incorporating and including citizens in all their stakeholder roles rather than simplysatisfying customers, a theme that echoes the notion of “creating public value”.Traditional publicadministration focused on hierarchical accountability within the Civil Service and further upward topolitical leaders. Public management also brought into play professional accountability of the kind thatthe manager in the Public sector acquires through training and experience. Responsive governance depictsdiverse, complex forms of 360-degree accountability in which there are multiple stakeholders in bothgovernment and society, all of whom have a claim to be heard and answered.

Openness and transparency are thus part of this emerging model. Accountability in the responsivegovernance model calls for new forms of skills and leadership on the part of civil servants, requiring thatthey be politically impartial and socially responsible yet also politically aware and sensitive. The responsivegovernance model is also emerging from a set of developments in thinking and in practice, namely, thepotential impact of information and communication technologies (ICTs) on public administration. Hence,the combination of new governance and the information revolution creates a vision of public policy andadministration that requires new combinations of expertise, accountability and responsiveness.

Trends

Many states in East Asia institutionalised most elements of traditional public administration, but they

have been somewhat cautious about New Public Management reforms. Some prime examples of relativelyhigh-performing bureaucracies, such as Malaysia and Singapore, have been enthusiastic borrowers of business management concepts such as TQM but less attracted to marketisation of New PublicManagement-style.

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The seeds of the responsive governance model can be found in the United States, with its longtraditions of decentralisation, self-help and grass-roots democracy. Many countries, however, haveyet to institutionalise traditional public administration. This is most obviously the case in poor countries, including many in Africa. Often, extreme instability and war has put the process of bureaucratic modernisation into reverse, the most striking contemporary example being Somalia.More generally, economic and political strains associated with dependency and under-developmenthas resulted in the decline of many Civil Service systems.

Public reform has persisted for a sufficient length of time in several countries. Australia and NewZealand are both early and long-term reforming countries that display distinctive features as well asbeing Anglophone countries identified with new public management.

The New Zealand model was by far the most clearly articulated reform model in the world. Further,while it did incorporate elements of what came to be known as neoconservative views, the modelitself could be applied within a variety of idea sets. The most interesting thing about the New Zealand

model was the way in which it drew together so many of the new elements in global thinking.In applying the model all Government ministries and agencies were broken into three groupsdepending on their customers and market positions.

1. Contestable markets: Agencies supplying good or services to external markets for a marketdetermined price were turned into state owned enterprises and ultimately sold.

2. External service provision: Agencies supplying services, regulation of aviation for example,remained in Government ownership but became stand-alone entities and charged for their serviceso as to recover costs plus a return on capital. This was meant to be fully transparent to those beingcharged. In practice some element of subsidisation might still be required because of externalities.

In this event, the subsidy in fact represented a Government purchase from the agency.

3. Government as customer: Where the Government was the sole purchaser, then the ministry or agency became a service provider with a single customer. In theory, this separation allowedGovernment to consider alternative purchases, introducing a degree of potential competition. For example, New Zealand might choose to outsource defence in whole or part to Australia, payingAustralia for the service. Or buy economic advice from sources other than the New Zealand Treasury.

There are close links between Australia and New Zealand, and the New Zealand experiment had a

significant Australian impact. In addition, because New Zealand itself was part of a broader global

movement, it can be hard to distinguish between New Zealand and broader global impacts. As asimple mechanical example, ministers were meant to agree their performance objectives with thePremier. Then the various departmental CEO's had to agree their performance objectives with thePremier's Department.

Old age, new challenges—China

China is facing new challenges as the result of an ageing workforce. This situation is triggered bytwo fundamental demographics: a declining fertility rate and increasing longevity. Furthermore,considering that state employees are generally both older and ageing at a more rapid pace thantheir private-sector counterparts, this issue is becoming a major HRM challenge. First, the demandfor skilled employees continues to grow, and the Public sector faces fiercer competition with theprivate sector for talent.Second, the increased number of retirees in the Public sector will deprive the Government of valuable institutional memory. Recognising the potential implications of an ageing workforce for

the Civil Service, the Government has initiated specific strategies to address this emerging situation.

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Again, as in the New Zealand case, we can see the way the application of the model was driven by theGovernment's ideological stance.

Pension reform for a sustainable future - Brazil

Brazil is the latest major country in Latin America to reform its pension system. In recent years, the costof the country’s public pension system had exceeded the financial capacity of the Government. Given the

demographic change with an ageing population, the system became fiscally unsustainable.

Turning brain drain into brain gain - Philippines

When it comes to labour migration, the experience of the Philippines is undoubtedly unique. Havinginitially failed to prevent emigration by adopting coercive policies, the Government has instead launcheda number of measures to maximise the benefits from labour migration. The results of the Philippines’experiment have been encouraging, attracting growing attention from other developing countries as apotential model in this area.

Stemming the brain drain - South Africa

The brain drain in the public health sector in South Africa derives from a combination of push-and-pullfactors.Push factors include low salaries and benefits, unsafe working conditions, degraded health care

infrastructure and inadequate opportunities for career development. Pull factors include the hightransferability of medical qualifications, active foreign recruitment, higher remuneration and theshortages of health professionals in destination countries. The brain drain has undermined theGovernment’s efforts to improve the quality of public health, especially at a time when the HIV/AIDSepidemic is seriously increasing the demands on the health system. It has also wasted substantial publictraining budgets.

To address this growing problem, the Government of South Africa recently introduced a series of measures to retain professionals and to encourage the immigration of foreigners as well as the return of nationals working abroad.

Outsourcing Public Services:

The National Health Service - United Kingdom

Globally, the United Kingdom has been a leader in the application of outsourcing in the Public sector.Initially, the use of outsourcing was limited mainly to administrative and information technology (IT)

related “back-office” functions, but more recently, it has been expanded into other “front-line” servicesas well. This includes catering and the delivery of health services.

The Public Service Modernisation Act - Canada

The principles of non-partisanship and merit have always been fundamental to the vision of the CanadianPublic Service. Merit is the basis for all appointments in the Public Service. However, the term has never been articulated in legislation and has therefore been defined mainly through case law and precedent. Thislack of a clear definition of what constitutes merit has resulted in a very cumbersome, process-drivenappointment regime, which has inhibited the ability of the Public Service to recruit and promote staff

effectively.

The Public Service in Canada, as elsewhere, is facing many human resource management (HRM)challenges, including an increasingly competitive labour market; demographic changes in terms of both

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age and representation; the growing need to invest in staff development, to improve labour-management relations and to sharpen accountability lines; and the gradual deterioration in the imageof Public sector employment, which has made it more difficult for managers to recruit and retaintalent.

Rightsizing the right way - Uruguay

Uruguay is a welfare state whose citizens enjoy one of the highest standards of living outside theindustrialised world. The country’s Public sector is faced with numerous challenges, including adisproportionately large Civil Service. Since the Constitution makes it very hard to dismiss a civilservant, downsizing of the Public Service had become a very tenuous proposition. Things were further complicated as public employees were often hired based on political connections, which led to theconstant creation of new public agencies and divisions, often with little regard for the costimplications. Owing to the oversized Public Service, the salaries of professionals were also very low,resulting in many qualified employees working only a few hours a day in the public office andspending the rest in a private sector job to supplement their income.

Developing a shared vision - Germany

The Federal Office for Migration and Refugees (BAMF) in Germany has recently gone through achange process, where its mission was redefined from that of an asylum authority to a government

migration policy centre. Prior to 2002, the work of the Federal Office was limited mainly to dealingwith asylum applications, but it has since been expanded to include a more comprehensive set of services relating to migration, integration and return of refugees.

To be able to deliver on the new policy, BAMF had to undertake an internal consultative process toredesign its organisational vision and strategy. An important part of this exercise was to discuss itsimpact on HRM policies, systems and practices in the organisation. The process of developing the

vision was guided by the following principles:

Opportunity for all employees to participate; Voluntary participation; Transparency and comprehensibility of the process; and Support by management and the staff council.

A career in the Public Service is more attractive in low income countries. For non-African countries,the attractiveness of a career in the Public Service suffers from bribes, yet for African countries bribesare not a deterrent. Entrance examinations combined with university credentials enhance the prestigeof a career in the Public Service.1

Characteristics of Public sector employment - UK

The proportion of men in employment who are employed in the Public sector has decreased slightlysince 1995, while the proportion of women has increased slightly more than the decrease in men. Thevast majority of Public sector workers were in the 35 to 50 and 50 and over age groups.

The Public sector historically has employed a larger percentage of its staff on a part-time basiscompared with the private sector. The workers in the Public sector are more likely to work 16 to 30

hours per week than their private sector counterparts. Public sector workers are also less likely to

work long hours than workers in the private sector. The proportion of Public sector workers whohave stayed with the same employer for five years or more has been higher than that for the private

1 World Public sector Report (2005) Unlocking the Human Potential for Public sector Performance

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sector since 1995. However, the proportion of workers who have spent five to nine years with their current employer in the Public sector has decreased in recent years and is now equal to that for thePrivate sector.

Employment growth - Canada

Public sector employment continues to grow at a steady pace. In 2007, Public sector employment grew

1.9 percent from the previous year to reach an average of 3.2 million. After years of decline throughoutthe 1990s due to government cutbacks, Public sector employment has been increasing at a similar paceto the overall economy since 2000. This is reflected in the proportion of Public sector workers amongthe total employed in the labour force, which has remained stable at about 18 percent since 2000, wellbelow the peak of 23 percent in 1992.2

Box 1: Fluctuations in employment in the Public sector in UK, 2004 - 2008

2 The Daily, Canada (May 2008)

Thousandshousands

40

30

20

10

0

-10

-20

-30

2 0 0 4 Q 1

2 0 0 4 Q 2

2 0 0 4 Q 3

2 0 0 4 Q 4

2 0 0 5 Q 1

2 0 0 5 Q 2

2 0 0 5 Q 3

2 0 0 5 Q 4

2 0 0 6 Q 1

2 0 0 6 Q 2

2 0 0 6 Q 3

2 0 0 6 Q 4

2 0 0 7 Q 1

2 0 0 7 Q 2

2 0 0 7 Q 3

2 0 0 7 Q 4

2 0 0 8 Q 1

Quarterly changes in Public Sector Employment, United Kingdom, Seasonally Adjusted

Source: Office for National Statistics; Defence Analytical Services Agency, Ministry of Defence; Cabinet Office; Home Office, Local Government Authorities; NHS Health and Social Care Information Centre; Welsh

Assembly Government; Scottish Government; Department of Enterprise, Trade and Investment .

Public Sector employment decreased by 20 000 (seasonally adjusted) in the first quarter of 2008 to

5 758 million.

Employment by public corporations decreased by 12 000.

In local government employment decreased by 8 000 while in central government it was unchanged.

The number of employees in the Civil Service decreased by 7 000.

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Source: Adapted from OECD (2001)

From the Table 11.1, it is noticed that the number of employees in the Public sector in OECDcountries between 1991 and 2001 had a diverse trend in terms of the number of people it employed.Among the 20 countries cited in Table 11.1, in seven countries, the number of employees decreased.These countries included Australia and New Zealand, Finland, Sweden, Germany, Hungary and

1 9 9199

1 9 91991

1 9 9

1992

1 9 9

1993

1 9 9 4

1994

1 9 9

1995

1 9 91996

1 9 91997

1 9 9

1998

1 9 91999

2 0 02

2 0 0

2 1

A u s t r a l i a

1 7 4 6 1 0 0

1 7 3 1 4 0 0

1 6 9 7 9 0 0

1 6 7 5 1 0

0

1 5 8 8 3 0 0

1 6 0 3 0 0 0

1 5 8 5 4 0 0

1 4 8 4 1 0 0

1 4 7 3 4 0 0

1 4 6 4 2 0 0

1 4 6 6 0 0 0

1 4 8 5 8 0 0

B e l g i u m

-

-

8 2 9 0 2

8 1 6 2

7

8 1 4 6 1

8 3 5 1 1

8 3 1 0 6

8 2 8 7 2

8 2 9 9 6

8 3 7 6 8

8 5 2 2 7

-

C a n a d a

2 6 6 2 5 6 3

2 7 0 5 8 5 2

2 7 2 4 7 8 0

2 7 1 1 8 9

5

2 6 7 9 0 6 9

2 6 4 8 9 0 8

2 5 7 8 5 0 3

2 5 3 0 8 3 2

2 5 1 8 9 0 0

2 5 1 3 0 1 6

2 5 2 4 7 9 0

2 5 5 2 6 1 3

C z e c h R e p .

-

-

-

-

-

-

-

2 3 9 3 7 8

2 3 9 1 3 1

2 5 6 0 8 9

-

-

F i n l a n d

5 8 0 4 8 7

5 7 7 5 2 7

5 5 7 4 9 7

5 2 8 7 2

8

5 2 7 3 3 4

5 1 8 2 9 1

5 3 1 0 9 4

5 4 1 3 8 6

5 4 1 0 8 6

5 3 6 6 3 2

5 3 9 3 3 4

5 4 2 0 7 8

F r a n c e

-

-

-

-

-

-

-

4 5 8 1 7 0 0

4 6 5 1 9 7 0

4 7 0 4 0 8 7

-

-

G e r m a n y

-

5 2 7 5 3 0 0

5 2 2 9 5 0 0

5 0 6 0 3 0 0

4 9 3 2 8 0 0

4 8 0 1 3 0 0

4 7 0 2 3 0 0

4 6 1 1 7 0 0

4 5 2 7 6 0 0

4 4 3 3 6 0 0

4 3 4 7 3 0 0

-

G r e e c e

-

-

-

-

-

-

-

2 7 1 5 0 5

2 7 0 8 9 7

-

-

-

H u n g a r y

-

-

-

-

-

-

-

8 1 4 0 2 7

8 2 2 6 1 5

7 9 9 7 2 2

7 9 1 4 3 6

7 8 8 6 5 4

I t a l y

-

-

-

-

-

-

-

3 1 0 7 1 3 1

3 1 0 7 5 4 9

3 1 0 8 8 0 3

-

-

J a p a n

1 6 7 0 1 4 6

1 6 8 0 1 0 8

1 6 9 3 8 7 9

1 7 1 3 0 3

9

1 7 2 8 7 0 7

1 7 3 2 5 1 2

1 7 3 4 3 1 4

1 7 3 2 9 1 8

1 7 2 5 0 0 0

1 7 1 8 2 4 4

1 7 1 3 6 6 5

1 6 9 8 7 2 5

L u x e m b o u r g

1 6 8 1 9

1 7 1 5 7

1 7 6 0 2

1 5 4 0

1

1 5 7 1 4

1 5 9 3 8

1 6 3 0 9

1 6 6 9 0

1 7 2 4 9

1 7 7 7 8

1 8 3 1 6

1 8 9 3 4

N e t h e r l a n d s

-

-

-

-

-

-

7 8 5 0 7 5

8 0 5 0 4 0

8 1 7 0 2 8

8 2 8 0 3 3

8 4 6 2 5 7

-

N e w

Z e a l a n d

-

2 3 8 8 1 0

2 2 7 2 4 0

2 2 9 3 0

0

2 3 2 1 5 0

2 2 4 0 2 0

2 8 8 2 6 0

2 1 9 0 5 0

2 2 2 5 6 0

2 3 0 0 9 0

2 2 0 1 7 0

2 2 7 2 2 0

N o r w a y

-

-

-

-

-

-

-

-

-

1 3 2 2 1 0

1 3 3 5 3 6

-

S p a i n

1 8 0 1 0 0 6

1 8 0 9 5 1 1

1 8 1 6 1 1 6

1 8 6 3 0 2

7

1 8 9 1 2 7 9

1 9 2 6 6 5 1

1 9 8 3 2 5 8

2 0 1 0 0 8 5

2 0 4 7 6 4 5

2 1 0 1 7 2 4

2 0 0 9 2 0 6

2 1 3 6 7 8 8

S w e d e n

-

-

-

-

-

2 4 1 0 0 0

2 3 6 0 0 0

2 3 2 0 0 0

2 2 8 0 0 0

2 2 7 0 0 0

2 2 2 0 0 0

2 1 5 0 0 0

S w i t z e r l a n d

-

3 5 3 8 9

-

-

-

-

-

-

3 0 7 4 1

3 1 3 0 7

3 2 3 5 3

3 3 7 9 1

T u r k e y

-

-

-

-

-

-

-

1 9 5 1 3 0 2

1 9 7 4 2 6 0

2 1 1 8 7 4 8

2 1 9 7 1 5 2

-

U S A

1 7 7 6 6 0 4 4

1 7 8 4 8 2 4 0

1 8 0 4 3 3 7 5

1 8 1 9 0 3 9

7

1 8 4 3 3 8 8 9

1 8 5 8 6 6 1 5

1 8 6 9 3 5 0 0

1 8 8 7 5 1 6 9

1 9 1 0 1 0 5 3

1 9 4 2 4 6 0 7 1 9 8 6 9 5 5 8

-

Tbe11TaPcempomennOCDcoe1–2

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Canada. In nine countries, the number of employment in the Public sector increased for the same period.USA and Spain were among these countries. It was also noticed that in four countries, namely Greece,Japan, Italy and Norway, the number of employees remained relatively stable.

Local Overview

The origin of the Mauritian Civil Service goes back to the period of French Colonial rule (1715 –1810),

with the establishment of a Provincial Council with the Governor as Head and a few employees of theFrench East India Company assisting in the administration of the island. The real development of theisland, with the creation of the harbour, roads, bridges, hospitals, schools, courts, prisons and forts startedat that time.

The Mauritian Public sector has been undergoing substantial changes over the years, in an effort toincrease its efficiency and the quality of its services to the public. Greater emphasis is being placed ontraining and information technology. The different budgets emphasised the need to keep pace with thenew world economic conditions and with greater openness to the outside world.

With the growing need for improving the quality of Public Services, the government has put the conceptof “putting people first” whereby with the empowerment of the people, delivery of services would bebetter. The Public Service need to re-invent itself to face the new emerging requirements of the modern

world. The Public Service will have to move from status quo to a dynamic sector. The Government isfocusing increasingly on achieving a better performing Public sector which is less costly and which canoffer higher quality of services. The Public Service today must not only cater to meet the fundamentalneeds of the citizens but must also strive to deliver the highest standards of service to everyone.A paradigm shift in the way of doing business in the Civil Service should be achieved, referring to afundamental shift from a rule bound by bureaucratic tradition to one that is more mission-oriented,proactive, responsive and market-oriented.

International benchmarking awards Mauritius Public sector with comparatively good grades.Inrecognising the need to set realistic goals, simplify and streamline procedures, find more efficient waysof achieving social objectives and intervene, where necessary, in a less burdensome way, Mauritius isfollowing in the footsteps of the US, Britain, Australia, New Zealand and many other countries in EasternEurope, Latin America and elsewhere. Like these countries, Mauritius is moving towardsa ‘post-regulatory state’, which relies less on direct provision and heavy doses of government authorityand more on lighter, more selective instruments, including a preference for self-regulation andpartnerships with non-governmental institutions.” (UN 2005)

In Mauritius, as in most countries, Civil Service reform has featured elements of both these approaches.

In 2001, the Ministry of Civil Service Affairs and Administrative Reforms (MCSAAR) put forward astrategy to modernise the Public Service. The action plan for the years 2001-2003 ‘Toward theModernisation of the Public Service’ focused on five major areas:

Introduction of a results-oriented performance management system Modernisation of human resource management aimed at improving conditions of service and building

capacity Streamlining administrative and institutional structures, and redefining the roles and responsibilities

of the public and the private sectors Improving service delivery with a customer-oriented Total Quality Management (TQM) framework

and Citizens’ Charters

Modernisation of public financial management with improved budget preparation, execution andmonitoring utilising results-based management principles centered on introducing modern technologyfor delivery of Public Services.

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Public Service Commission

One of the remarkable characteristics about the Civil Service in Mauritius was the establishment of an Independent Public Service Commission which guarantees that a fair deal is accorded to personsfrom all groups in the society, when it comes to matters of recruitment, promotion, disciplinary actionand issues of Human Resource Development generally. Section 88 of the Mauritius ConstitutionalOrder, provides for the establishment of a Public Service Commission made up of a Chairman and four

other members appointed by the President of the Republic after consultation with the Prime Minister and the Leader of the opposition. The way of appointment of the Public Service Commission is anattempt to ensure that the various groups within the society who align themselves either alongsidethe Government or the opposition will have cause for satisfaction that their interests will not bedisregarded or that no bias will be shown by the Commission.

The Public Service Commission with its power firmly entrenched in the constitution has been ableto ensure that the philosophy of merit and equity and the principle of independence and fearlessnessare scrupulously maintained while achieving a high level of gender and ethnic representation itsmembers have demonstrated an appreciable level of technical competence and an appreciation of the requirements of modern governance.

A series of initiatives were taken to improve Public sector management. A number of structures were

set up with a view to modernising the service:

The National Computer Board was established for the development of national policies ininformatics.

The Central Informatics Bureau was established with responsibility for coordinating thecomputerisation in the Civil Service.

The State Informatics Ltd was established with responsibility for software development for thePublic sector.

The Central Information Systems Division

Several Ministries and Departments have computerised their systems to improve administrativeefficiency. The Setting up of Work Improvement Teams, and measures to enhance the quality of service to customers through ISO 9000 Standards have shown promise of prompt improvement of service in particular sectors. Steps are taken for bringing about changes in the provision of better health for all citizens of Mauritius, Rodrigues and Agalega through a decentralised management of operational health services. A review of the Police Department, in collaboration with a British Expertwas carried out with the aim of making proposals for a more efficient and effective Police Force withgreater emphasis on Community Police. A National Information Communication TechnologyStrategy Plan of Action (NICTSP) is being implemented on a phased basis with the aim of enablingthe service sector to grow and develop into a business hub to enhance the competitiveness of Mauritius in the global context.

The Modern Civil Service

In the new millennium a complex system of administration has come into existence in order to meetthe needs of the people and the objectives of government. Industrial firms, trade unions, societies of various kinds, welfare organisations and other bodies abound and require the efforts of civil servants.The Prime Minister’s Office is at the heart of the whole system. It is therefore necessary to reviewoccasionally the machinery of government and determine the units in each ministry that could

advantageously be transferred to another ministry.

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Citizens’ Charter

In line with government policy of making appropriate Public Services available to the people, theproviders of such services like hospitals, schools, town halls and district councils, the police and prisons,the Accountant-General’s Office, the Central Electricity Board, the Central Water Authority, theTelecommunications Service and banks are being encouraged to formulate citizens’ charters with regardto the services they offer. In these Charters the respective service agencies have to commit themselves

to providing prompt, efficient, courteous, honest and fair service. The model of a Citizens’ Charter isfound in the White Paper, The Citizens’ Charter, issued in 1991 by the British Prime Minister’s Office.“It seeks to achieve: published standards of service; consultative arrangements with the public; clear information; courtesy and efficiency from named staff; user-friendly complaints procedures and independent validation of performance” . The very existence and enforcement of citizens’ charters is aguarantee that all citizens of the State are placed on the same footing and need to receive the sameattention from public authorities.

Pay Reseach Bureau and its recent report

The Pay Research Bureau (PRB) undertakes a general pay review for the Public sector, as per currentpractice and Government policy, normally once every five years. A recent PRB Report has been publishedin May 2008. It is with an approach and philosophy befitting the churning economic environment thatthe 2008 PRB Report has been designed, developed, drafted and delivered.

In the 2003 PRB Report, there were flatter structures for improved performance and effectiveness.However, the extent to which this could be done was limited by both cost constraints and employeeresistance. Hence the 2008 PRB report re-examined all hierarchies thoroughly to do away, as far aspossible, with overlapping functions, reduced the number of levels, provided for polyvalent grades,clarified role/responsibility and came up with fit-for-purpose structures. This exercise has the advantageof trading off multilayers for longer salary scales so that absence of career prospects is compensated

through improvement of career earnings.

A survey on the pay structure carried out by PRB in collaboration with the Central Statistics Officerevealed that at the upper echelon and near the top, the pay of employees in the Private sector leads payof corresponding or comparable positions in the Public sector manifold. There are also wide gaps in thebenefits and other perks that are provided. At the middle management levels, though graduates andprofessionals in the Private sector, at the initial stage of their career, draw lower salaries than their counterparts in the Public sector, after a few years of experience their absolute levels of pay generallycatch up with and exceed pay levels in the Public sector. At the lower levels, however, the Public sector has generally a pay leading over the Private sector.

Challenges facing the Civil Service

According to PRB (2008), the challenges facing the Civil Service are:

Organisational Development; Process and Systems Application; Human Resource Strategies; Pay Reforms; Customer Responsiveness; and and E-Government Services.

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Salient features of the PRB 2008 report

Pension Reforms

In line with Government’s policy as announced in the 2006-2007 Budget for the introduction of a single modified Defined Benefit (DB) Pension Scheme applicable to all employees in the Publicsector as from 1 July 2008, a new contributory pension scheme has been designed. Employees are

being required to contribute 6 percent of their pensionable emoluments towards their pensions.The present retiring age i.e. 60 years would be increased by one month every two months startingAugust 2008 to reach 65 years in 2018.

Duty-Free Car Scheme

The duty deferred facilities on cars, which form an important component of the total rewardpackage for professionals, senior officers and field officers using their cars in the performance of the duties have been reviewed. Eligible officers have been given additional options to induce themto defer the renewal of their car. With this measure, it is expected that the number of dutydeferred cars would reduce over time, as officers opt to postpone their purchases as long as their

cars are still in good running condition. This may contribute to diminish the rate of increase inthe fleet of vehicles.

Part-Time Employment

In keeping with the trend worldwide, appropriate recommendations have been made to favour part-time employment which is currently almost inexistent in the Civil Service. Chief Executiveshave been empowered, subject to the approval of the relevant authorities, to resort to part-timeemployment where the work does not demand employment on a full-time basis. Provisions havealso been made to facilitate public officers aged 50 or more holding substantive appointment to opt

for part-time employment in order to balance their professional activities and familyresponsibilities. Such working arrangement is expected to have a positive impact on thedevelopment of a sound and healthy society.

Home working

The concept of home working has been introduced i.e. an arrangement involving peopleundertaking work primarily from their homes. This arrangement can have a positive impact onproductivity as it involves a shift from a controlling to a facilitating management style and moreworker self management. Chief Executives of Ministries/Departments/Organisations are beingempowered, for assignments that are project-based with verifiable performance indicators, to allowcertain categories of officers to work from home on certain assignments where demand exists andresources permit.

Safety, Health and Welfare

Appropriate measures have been recommended for the safety and well-being of employees atwork. All Ministries/Departments have been recommended to operate in conformity with Safetyand Health Regulations and to carry out a Risk Assessment exercise to identify adverse workingenvironment and place the employees who are exposed to unfavourable conditions under HealthSurveillance. Further, where risks are inherent in the job, the provision of appropriate protective

devices has been recommended. Additionally, flexibility in the grant of leaves will be providedto cater for a range of personal and family commitments and welfare.

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New Salary Scale

A new Master Salary Scale has been designed absorbing the quanta of cost of living allowances paidsince July 2004.

Recruitment, Training and Development

For the Public Service to be responsive, employees need to be competent and have the required attitudeand mindset to serve courteously and effectively in a timely manner. It is, therefore, essential to recruitcandidates of the right profile, provide them with the appropriate training and reward themadequately. Schemes of service have to be revisited to incorporate technical and behaviouralcompetencies as well as the desirable mindset and attitude. Recruiting agencies would need to beequipped with the required tools and expertise for selecting the appropriate candidates. Appropriaterecommendations have been made in this regard in the PRB 2008 report. It has also laid emphasis onthe strategic importance of training in organisational efforts to build the required skills andcompetencies for employees to excel within their roles in meeting the set objectives and in qualityservice delivery.

Leadership Capability Profile

Leadership being one of the most important drivers of excellence, it is essential that selection tomanagement or technical management positions be made judiciously. In this context, the report has

come up, based on foreign experience, with a Leadership Capability Profile outlining the requirementsfor potential leaders i.e. they are expected to have the required mindset, attitude and soft skills; haveacquired relevant experience through varied pathways; must possess leadership and management skills;and have the capability to deliver outcomes. The Leadership Capability Profile is expected to serve asa guideline for potential leaders, for training of future leaders and for recruiting agencies of the PublicService in the selection of a diverse pool of talents.

Parastatal Bodies

Changes in organisation structures and certain specific conditions of employment to enable them tofulfil their mandate successfully have been recommended. Certain structures have been streamlinedand harmonised and a number of additional levels and new posts have been recommended to be filledon needs basis. However, the report has refrained from reviewing organisation structures of certaininstitutions, which are presently subject to re-engineering under Government policy.

Local Authorities

The process of harmonising and streamlining the organisation structures of all the Local Authorities,both Municipal Councils and District Councils which started in the 2003 PRB Report will continue.However this has not been covered in our survey.

Rodrigues Regional Assembly

In order to establish clear line of accountability, the structures of the Rodrigues Regional Assembly hasbeen strengthened with a new grade of Officer-in-Charge to be accountable to the Executive Head of the different Commissions for the delivery of services in certain departments/units e.g. Tourism, CivilStatus, Transport, Consumer Protection, Education (Primary) and Library Services. This part has beencovered under the chapter on Rodrigues in the plan.3

3 PRB Report (2008)

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Performance Management System

The implementation of the Performance ManagementSystem (PMS) is being steered by the Ministry of CivilService and Administrative Reforms (MCSAR). It is ameans to redirect managerial effort from conformance toperformance and seek value for public money. This is

necessitating several changes in the ways Public sector organisations work. As in several other countries the PMSis poised to emerge as the driving force for broader Publicsector reforms serving the dual purpose of improvingefficiency and effectiveness and ensuring value for publicmoney. It should dictate a new organisational structurewith clear line of responsibility and accountability and canguarantee, if sustained, the emergence of a performanceculture. It should reveal competency gaps essential for training and development interventions. It shouldalso become an essential part of ‘normal’ management ensuring that supportive and constructiverelationships are built between managers and the employees with management by control replaced by

management by contract or self management. In the medium term, if properly implemented, the PMSis expected to also serve as a basis for recognition, reward and promotion.

Improved performances of civil servants coupled with a better understanding of civil society are keyelements for success of budget reform and improving the delivery of Public Services. There is needto sensitise Heads of Ministries and Departments as well as other stakeholders including the mediaabout the Public sector Reform Programme being implemented with emphasis on the link betweenPerformance Budgeting and Performance Management for better delivery of Public Service.

The Performance Management System (PMS) which is at the heart of the New Public Management is

poised to emerge as the driving force for broader Public sector reforms in Africa. The implementationof PMS was started in 2006 and to date some 35 public organisations have embarked on this importantreform initiative. There is need to develop strategic objectives in the Public sector institutions that arealigned to national visions and goals and to set performance objectives, measures, targets and initiativesto support attainment of strategic objectives in the Public Service, while using tools such as the BalanceScore Card. Performance should be monitored and measured as well as capacity requirements tosupport and sustain performance planning and measurement.

The PRB Report 2008 has laid emphasis on the need to improve performance and productivity at alllevels, and highlighted the importance and expediency of introducing Performance Management inall Public sector organisations. At present, two landmark programmes: the Performance ManagementSystem (PMS) and the Programme Based Budgeting (PBB) are being implemented under the Publicsector Reforms initiatives. One is complementary to the other in the sense that both systems areresults oriented and emphasise a performance oriented culture; facilitate national developmentplanning and budgeting processes; and are linked to delivery of national vision goals. These twosystems also aim at focusing resources to the results rather than inputs. They are thus moving thePublic Service from an input based system and linking expenditure to outputs and outcomes.Synergising both systems and make them work becomes therefore imperative.

It has recommended that Performance Management System needs to be mainstreamed together withProgramme Based Budgeting so that both reinforce and support each other with their common focus

on improving performance, transparency, accountability and the efficient achievement of plannedresults.

The introduction of the system in thePublic Sector is gaining ground withsome 35 organisations already imple-menting it. The indications are that thesystem will be rolled out across the

whole Civil Service by December 2009.The challenge, over the coming years, isto sustain the system and make it deliver on its promises for a performance cultureto take root and to last in the CivilService.

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Programme Based Budgeting

The PBB is spearheaded by the Ministry of Finance and Economic Empowerment (MOFEE). It is aninnovative approach of budgeting where funds are allocated for strategic programme objectives whilethe budget document emphasises on information regarding intended outputs and results. The aim is toshift the budget focus among policy makers and managers from inputs to outputs and outcomes.

This approach uses statements of mission, goals and objectives to explain why money is being spent andthe way resources including Human Resource (HR) are allocated to achieve specific objectives based onprogramme goals and measurable results. It links expenditure with targets and enhances transparencyand accountability. Understandably, the MOFEE is moving cautiously and in a planned manner for implementation. Alongside the traditional line Budget, the MOFEE has presented an indicative PBB for the period 2007-2008 to 2009-2010 and this has set the stage for a full movement to PBB for year2008-2009. The Budget implementation and monitoring for year 2007-2008 was geared towardsfacilitating this transition to PBB.4

Employment

The General Government sector comprises the Central Government, Regional Government and the LocalGovernment. The Central Government covers the Budgetary Central Government (ministries anddepartments) and Extra Budgetary Units (agencies operating under the authority of the CentralGovernment and responsible for the performance of specialised governmental functions). The RegionalGovernment comprises the Regional Assembly of Rodrigues while the Local Government is made up of

Municipalities and District Councils.

According to Central Statistical Office, employment in the General Government Sector decreased byabout 500 from 74 300 (52,100 males, 22,200 females) in March 2006 to about 73 800 (51 200 males,22 600 females) in March 2007. Decrease in employment was noted in Central Government (-700) andin Regional Government (-100) while an increase was registered in Local Government (+300).Male employment decreased by 900 while female employment increased by 400. Analysis by industrialgroup showed that the major increase in employment was registered in ‘Health and social work’ (+300)while a decline was observed in ‘Public administration and defence’ (-400) and in ‘Agriculture” (-200).5

According to census data, nearly one employee in five worked for the Public sector in 2000, three quarters

of these for general government and one quarter for Public sector corporations.

4 PRB Report (2008); Budget speech (2008-2009); MCSAR, Govt of Mtius website.5 Economic Memorandum (2007) World Bank

We recommend the setting up of a Monitoring Committee on PMS and PBB under the co-chairmanshipof MCSAR and MOFEE and comprising representatives of the Management Audit Bureau and suchstaff with expertise in the domain with the following terms of reference:

(a)to review twice yearly the status of PMS in Public Sector Organisations: Ministries/Departments,Parastatal Bodies and Local Authorities, and recommend course of action to address shortcomings anddeal with impediments;

(b)recommend, as from 2010, for approval to the Standing Committee on Remuneration the paymentof an annual bonus every year to all concerned staff in an organisation that has successfullyimplemented the PMS and deliver the targets under PBB for a continuous period of two years; and

(c)ensure that organisations utilise performance information for continuous improvement, which canbe through, inter alia, updating of goals and measures; re-engineering of process; or reallocation of

resources.PRB Report 2008

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Three out of four persons employed in General Government were males. Male workers werepredominant in all activity groups, except in “Real estate, renting and business services” where thefemale employees accounted for 66 percent of the total employment in the activity. It is to be notedthat female employment in “Public administration and defence; compulsory social security”,“Education” and “Health and social work” together accounted for around 96 percent of total femaleemployment in General Government.6

Activities of Public administration and defence; compulsory social security registered a low growthof 0.5 percent after the 4.0 percent growth in 2006.

Public sector investment decreased by 18.7 percent in nominal terms to Rs 12 909 million in 2007from Rs 15 871 million in 2006. In real terms, the growth rate worked out to -24.7 percent in 2007compared to 28.3 percent in 2006. The negative growth in 2007 is explained by lower investment inaircraft in 2007 (Rs 2 515 million) than in 2006 (Rs 5 675 million), partly offset by higher investmentin machinery and equipment by some parastatal bodies. Excluding aircraft, the real growth of Publicsector investment was -7.4 percent in 2007 compared to -17.5 percent in 2006. Between March 2006and March 2007, ‘Public administration and defence’ registered a loss of 400 jobs.

Table 11.2: Employment by Ministry/Department and gender in theGeneral Government, March 2007

Source: CSO (March 2007) Survey of employment and earnings in large establishments

6 CSO (2002) Census of economic activities

Government Services Male Female Total

1. Budgetary Central Government 37 367 16 975 54 342Office of the President, Judicial and National Assembly 503 245 748Prime Minister's Office 12 465 1,033 13 498Deputy Prime Minister's Office and Ministry of Finance & Economic Empowerment 1 120 1 011 2 131Ministry of Foreign Affairs, International Trade 157 169 326Audit, Public & Police Service Commissions and Ombudsman's office 220 242 462Ministry of Agro Industry and Fisheries 4 039 428 4 467Deputy Prime Minister's Office, Ministry of Public Infrastructure andLand Transport and Shipping 1 790 305 2 095Ministry of Education, Culture and Human Resources 5 765 5 811 11 576

Ministry of Health & Quality of life 6 006 5 197 11 203Ministry of Local Government 1 603 87 1 690Ministry of Housing and Lands 300 109 409Ministry of Social Security & National Solidarity & Senior Citizen Welfare& Reform Institutions 568 608 1 176Ministry of Youth and Sports 329 87 416Ministry of Public Utilities 305 72 377Ministry of Information Technology and Telecommunications 99 170 269Ministry of Industry, Small and Medium Enterprises, Commerce and Co-operatives 151 118 269Ministry of Environment and National Development Unit 817 189 1 006Ministry of Labour, Industrial Relations and Employment 276 233 509Deputy Prime Minister's Office, Ministry of Tourism and External Communications 276 82 358Ministry of Arts And Culture 139 110 249Ministry of Women's Rights, Child Development , Family Welfareand consumer protection 101 120 221

Attorney General and Ministry of Justice & Human Rights 65 108 173

Ministry of Civil Service Affairs and Administrative Reforms 273 441 7142. Extra Budgetary Units 5 345 3 948 9 2933. Local Government 6 188 1 122 7 310

Municipalities 4 272 772 5 044District Councils 1 916 350 2 266

Total General Government (except Regional Government) 48 900 22 045 70 945

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Table 11.3: Employment and wages salaries* in the Public sector, 2003/2004 - 2006/2007

1 Revised 2 Provisional 3 No of employees for budgetary central government excludes those with nil salaries and those paid on manual paysheets * Basic wages and salaries, overtime, bonuses, salary compensation & allowances paid

Source: CSO (March 2007) Survey of employment and earnings in large establishments

Budgetary Central Government includes all ministries and departments; Rodrigues Regional Government consists of the administration of Rodrigues; Extra Budgetary Units are agencies responsible for the performance of specialised governmental

functions in such areas as health, education, social welfare, construction and so on, under the authorityof Central Government (e.g. Mahatma Gandhi Institute, Mauritius Examinations Syndicate, MauritiusCollege of the Air, University of Mauritius, etc.);

Local Government consists of municipalities and district councils/village councils exercising anindependent competence as government units;

Infact, the Public sector consists of the general Government sector, non-financial public corporationsand public financial corporations.

An institution is considered as public if it is entirely or mainly owned and/or controlled by governmentitself or by some other public institutions.

‘Own' is meant having all or a majority of the shares or other forms of capital participation.

'Control’ implies having an effective influence in the main aspects of management.

Non-Financial Public Corporations are government-owned or government-controlled units selling goodsand services to the public on a large scale.

Public Financial Corporations are government-owned or government-controlled institutions primarilyengaged in both incurring liabilities and acquiring financial assets in the market.

However for the purpose of this survey, the following comprise the sample frame:

Budgetary Central Government and Extra Budgetary Units

Public institutionsublic institutionsNo of o o f

employeesmployees

(Sep 2003)Sep 2003)

2003/2004003/2004 2004/2005004/2005

Wages,ages,

salariesalaries

(R million)R million)

Wages,ages,

salariesalaries


Wages,ages,

salariesalaries


No of o o f

employeesmployees

(Sep 2004)Sep 2004)

No of o o f

employeesmployees

(Sep 2005)Sep 2005)

Wages,ages,

salariesalaries


No of o o f

employeesmployees

(Sep 2006)Sep 2006)

2005/2006005/20061 2

2005/2006005/2006

Budgetary central governmentudgetary central government3 53 774 9 620 52 601 10 315 53 274 10 875 51 694 10 682

Rodrigues regional governmentodrigues regional government 3 241 413 3 130 450 3 019 454 3 914 452

Extra budgetary units 1xtra budgetary units 12 374 2 443 13 275 2 673 13 646 2,863 15 329 3 521

of which PSSA-Private Schoolsf which PSSA-Private Schools 5 223 1 080 5 782 1 193 6 050 1,285 6 287 1 355

Local governmentocal government 6 410 768 6 594 830 6 763 857 6 822 917

Non financial public enterpriseson financial public enterprises 18 169 4 564 19 201 4 736 19 186 4,933 18 425 5 109

Public financial instutionsublic financial instutions 2 011 659 2 390 677 2 514 4 933 18 425 5 109

TOTAL 95 976 18 467 97 191 19 681 98 402 20 720 97 771 21 456OTAL 95 976 18 467 97 191 19 681 98 402 20 720 97 771 21 456

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Question 5

How far do you agree with the following statements in relation to the developments occurring

in the Public sector during the n ext three years?

Figure 11.1: Our education system will meet the requirements of the labour market

Our education system needs to be reviewed in relation to the changing social and economicconfigurations of the economy. The Government has to ensure that the education provided to thestudents harmonises with the requirements of the labour market.

Our education system is rather academic and based on traditional fields of study and it is worth notingthat our education system plays a central role in supplying labour to both the Public sector and thePrivate Sector. We note that around 27 percent of respondents were confident about the MauritianEducation System while 33 percent disagreed that it would meet the requirements of the labour market. The 2008-2009 budget has provided Rs 1 billion for a Human Resource Development,Knowledge and Arts Fund under the Ministry of Education, Culture and Human Resources to helpbetter the education system.

Figure 11.2: Our training system will meet the requirements of the labour market

As concerns training of employees, 53 percent of respondents were confident that our training systemwould meet the requirements of the labour market. Very few disagreed with this statement(8 percent) as shown in Figure 11.2. The percentage of those respondents agreeing showed thatemployers were satisfied with the training system. The government was also providing trainingsupport in both the formal and informal sector to create an adaptable multiskilled workforce.

It is quite alarming to note that 37 percent of respondents neither agreed nor disagreed. However, itis worth noting that the PRB Report 2008 recommended that Head of Organisations should ensure thattheir staff be provided with a minimum number of hours of relevant work related training

annually and ensure that training is based on needs identified and take into account outputs andaccomplishments that have to be delivered in line with goals and to meet objectives. To meet thechallenges emerging from globalisation, the Public sector would need to modernise for improveddelivery of services, strategic thinking and planning, assessment of training needs and implementationof continuous training programmes.

Agree27%

Neither disagree

nor agree40%

Disagree33%

Agree53% Neither

disagreenor agree

37%

Disagree8%

Not Applicable2%

HRDC Manpower Planning Survey 2007-2010 for the Civil Service

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Figure 11.3: The number of employment will increase

In our survey, we saw that 55 percent of respondents were confident that the number of employmentwould increase. Only 12 percent disagreed with this statement as depicted in Figure 11.3. The Publicsector employs, around 18 percent of the total workforce of the country. The total number ofemployees as at 30 June 2007 according to our survey was 53 474.

The Empowerment Programme has trained 4 000 retrenched workers to improve their chances of a job.It has placed more than 3000 in employment in the private sector according to 2008-2009 budget.

However with the recent PRB Report 2008, a number of posts have been abolished and it is a commonpractice nowadays in the Public Service not to fill certain vacancies. Human resources have alwaysremained at the centre of every development, be it economic or social. Given that Mauritius does not have

many natural resources, we have no choice but to rely on our human capital.

Figure 11.4: Your own organisation will be recruiting more skilled/educated employees

In order to be productive and competitive on the national and especially on the international front, weneed a pool of human resources with the right skills and competencies. The ability of a nation to pursueand manage its development rests on the capacity of its people and institutions within a prevailingenabling environment. Sustainable development and growth require national capacity with the ability todiagnose problems followed by formulating and implementing relevant solutions. The irony of the

Mauritian scenario is that despite the fact that we have a reservoir of skilled unemployed people, their profiles do not match the requirements of the labour market. There is a mismatch between those learningin our education system and those required in the world of work. Hence it is a good sign that 76 percentof respondents agreed that the Public sector would be recruiting more skilled/educated employees. In thissituation career guidance services have a vital role to play in guiding youngsters in proper fields in bothPrivate and Public sector.

Agree55%

Neither disagree

nor agree31%

Disagree12%

Not Applicable2%

Agree76%

Neither disagree

nor agree8%

Disagree10%

Not Applicable6%

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Figure 11.5: Your employees will have to be more creative and innovative

88 percent of respondents agreed that employees would have to be more creative and innovative inthe Public Service. These skills are vital to have an efficient Civil Service focused on the need for provision of high quality services to the public. Encouraging creativity and innovation through Staff Suggestion Scheme and innovative idea bank should be encouraged. The buzzword of the day is tothink out of the box, be creative, and have critical analysis skills.

Figure 11.6: Your employees will have to be ICT proficient

When it comes to the ICT skills of employees to perform their jobs (Figure 11.6), more than 94 percentof respondents agreed that their employees would have to be ICT proficient. Information andCommunication Technologies are becoming key enablers of modern life though they are notaccessible to all. The 2008-2009 budget provides for the setting-up of a National e-InclusionFoundation on a joint Public Private Partnership with an objective to facilitate access to ICT tools andraise awareness on their economic and social benefits, train users and trainers, and collaborate withNGOs to reach the poor and those at the margin of the digital society. Some budgetary measures likeDevelopment of hotspots for educational institutions and public places and expansion of IT schoolprogramme by the Ministry of Education and Human Resources in collaboration with MauritiusTelecom would make new entrants in the labour force more IT proficient. The MCSAR has alsoorganised a series of workshops and courses to enable public servants to become more ICT literate.

The e-government programme is also a step in this direction.

Agree88%

Neither disagree

nor agree2%

Disagree8%

Not Applicable2%

Agree94%

Neither Agree

nor Disagree4%

Not Applicable2%

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Question 6

How has training been beneficial to your Ministry/Department

Table 11.4: Benefits of training to your Ministry/Department

Benefits of Training

Improved performance 28.6

More skills have been acquired 26.5

More efficiency 20.4

It has enhanced knowledge of staff 12.2

Better services are provided 8.2

Officers are more creative 8.2

More effectiveness 6.1

The level of competencies have increased 6.1

It has helped to modify behaviour and attitude of employees 6.1

More discipline 4.1

More expertise have been acquired 4.1

It has motivated employees to achieve organisational goals 4.1

It has motivated employees to improve their performance at work 4.1

Training is helping officers to provide better and quality service to the public 2.0

Helped uplift the standard of work as per required established regulations 2.0

Has helped to enforce the new policies of the government 2.0

Training has helped promote capacity building so that the department can look forward and to orient

towards new concepts, new development and new projects2.0

More knowledge gained by staff in specialised fields 2.0

New techniques for insect control have been learned and implemented 2.0

Staff have been equipped with new technologies to perform their work 2.0

Improvement in performance of employees in terms of quality 2.0

Enabled staff to enrich their knowledge of how to be more productive 2.0

Enabled timely delivery of services 2.0

More awareness about goals and objectives 2.0

It has fostered a learning organisation 2.0

Officers are more innovative 2.0

Officers are more results oriented 2.0

It has helped officers to update with current trends needed to achieve organisational objectives 2.0

It has enhanced the capacity of employees 2.0

It has been beneficial for record keeping, quick data access and enhanced presentation skills 2.0

It has helped the organisation in achieving empowerment of its employees 2.0

It has helped in maintaining focus on customer in view of serving them better 2.0

It has helped in developing an atmosphere of problem solving 2.0

It has helped employees to deliver services according to expected standards 2.0

2.0Officers are more job orientedEnabled employees to use computer properly 2.0

No training 2.0

In Percentage

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Question 8

Please state the field s) in which it is difficult to recruit people for your

Ministry/Department

Table 11.5: Field(s) in which it is difficult to recruit people for your Ministry/Department

Field(s) Job Title(s) Qualifications required

Agricultural treatment/analysis/reporting Information Scientist Phd Agriculture

Air Traffic Services Aeronautical Informatio n Services HSC Maths and physics

Analytical Chemist Research & Development Officer BSc Chemistry with analytical

chemistry as specialisation

Archiving Director, Deputy Director BA History and languages

Conservator BA Chemistry plus certificate in

Conservation

Archivist

BA History and languages

Certificate in records management

BA History and languages plus certificate

in records management

Bacteriology Research and Development Officer MSc Bacteriology

Bio Medical Engineering Medical Engineer

BioSecurity Research & Development Officer MSc Biosecurity

BSc Micro Biology

BSc Food TechnologyGear TechnologistFishing Gear Technology

Chemistry Chemist BSc Chemistry

Classical Dance Education Officer Degree

Coaching Swimming coach Brevet d'etat de cadre sportif

Coaching Swimming coach Brevet d'etat de cadre sportif

Marathi Education Officer Degree

Operational Health and Safety Diploma in Operational Health

and Safety

Diploma in Park ManagementRegistry Executive Officer

Driving Driver HMU Driving license

Engineering

Project Officer

Registered Professional Engineer

(Civil Engineering)

Agricultural Engineer

B Eng(Civil)

Project Assistant

Diploma in Civil Engineering orQuantity Surveying

Technical Officer

Diploma in Building & Civil Engineering

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Entomology

Entomologist

MSc Entomology

Food Engineering

Food Engineer

BSc

Forestry Assistant Conservator of forest

BSc Forestry or related field

Health and Safety

Health and Safety Officer Diploma Health and Safety

Industrial Property Matters

Industrial Property Officers LLB

Inspectorate

Assistant Inspector

Ordinary Technician Diploma in

Building & Civil Engineering or

Technician Diploma in

Construction or Brevet de

Technician in Civil Engineering or

in Building Construction

Islet Restoration and Management

Agronomist

BSc Biology or Nature conservation

Library

Parliamentary Librarian

BSc Library

Livestock system analysis/database

monitoring

Livestock System Analyst PhD System Analysis/Design with

emphasis on database maintenance

Maintenance Engineering Maintenance Engineer BSc Mechanical Engineering

Marathi

Education Officer

Diploma

Medical Medical Officer BSc Medical

Medical Specialist

Metrology Technical OfficerDiploma in Mechanical or

electrical engineering

Micrology Research and Development

Officer

MSc in Mycology

Micro biology Micro biologist BSc Micro Biology

Modern Chinese

Senior Nurseryman

Education Officer Diploma

Research and Development Officer Nematology MSc Virology

Music(Western) Education Officer Degree

Nematology Research and Development Officer

MSc Nematology

Nursery Nurseryman CPE

CPEPilot

Field s) Job Title s) Qualifications required

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Planning Planning Officer BSc Town and Country Planning

Plant taxonomy Agronomist BSc Biology or Nature conservation

Registry Executive Officer

Confidential Secretary

HSC

Regulatory Air worthiness inspector Aeronautical engineering

Seed Pathology Research and Development Officer MSc Seed Pathology

Solid Waste Management Project Officer Registered Civil Engineer

Solid Waste Management Project Officer Registered Civil Engineer

Sports Senior Coach(Swimming) Brevet d'Etat de Cadre Sportif with

specialisation in swimming

Sports Medical Officer

Medical Degree and full

registration as Medical Practitioner

& Certificat D'Etudes Speciales

Sugar industry Sugar Engineer BSc Sugar Engineering

Sugar Technologist BSc Chemical Engineering(Option sugar)

Tamil Education Officer Diploma

Mandarin in primary school Trainee Teacher HSC

Mandarin in primary school Trainee Teacher HSC

Technical and ScientificMeteorological Technicians HSC science

Meteorologists BSc Maths or Physics + formal

course in meteorology

Telegu Education Officer Diploma

Valuation Government Valuer Fellow of the Royal Institute of

chartered surveyors

Veterinary services Veterinary Officer BSc Veterinary


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Question 9

State the field s) in which to train your employees for the next three years

Table 11.6: Fields in which you wish to train your employees for the next three years

Field of study (e.g.

Public

Administration)

Course Level

(e.g. MSc

Public

Administration)

Number of

employees

Accreditation Certificate 32

AdministrationDiploma Public

Administration1

Agricultural

Economics and Trade

MSc 2

Agricultural Information BSc/MSc 4

Agriculture Diploma 2

Air Traffic Services Area Control Course

Analytical Chemistry Basic 10

Aquaculture Diploma/Degree

Archives Certificate in

record management

15

20

Certificate in

Archive Administration

15

Auditing Basic 60

Bio Medical Engineering BSc Engineering 3

Bio Technology/Molecular Biology BSc and MSc 3

Communication Skills Basic 300

Certificate 60

Short course 200

Courses run by International

Civil Aviation Organisation

18

Conservation

Diploma 24

Certificate in care and conservation

of manuscript

6

Counseling Short course 62

Court Administration Basic 15

Crop Protection Diploma 1

Customs Basic 13

Farm Waste Management MSc or Post

Graduate Diploma

2

2

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Field of study (e.g.

Public

Administration)

Course Level

(e.g. MSc

Public

Administration)

Number of

employees

Finance Diploma Public Finance

3

Fisheries Management Diploma/Degree

Fisheries Research Diploma/Degree

Food Processing/Engineering BSc and MSc 3 Health and Safety BSc 1

Human Resource Management Diploma 55

ICT Basic 104

Certificate 163

IC 3 32

Diploma 50

Diploma IT 10

Diploma in Computer Studies 3

Industrial Management MSc Industrial Management

with specialisation in sugar

3

International conventions MSc 3

Law LLB 15

Leadership Basic 100

Legal Studies Basic 15

Management

MSc or MBA 5

Diploma in Communications 12

Diploma in interpersonal skills 15

Meteorology MSc Meteorology 6

MSc Applied Meteorology in

Agriculture, Hydrology,

6

MSc Climatology 6

Marine science

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Field of study

e.g. Public

Administration)

Course Level

e.g. MSc Public

Administration)

Number of

employees

Modern Techniques of

Crop Production

MSc 2

Molecular Genetics Diploma 2

Performance Management Basic 223

Plant Breeding MSc 2

Project Management

Basic 7

Public Administration

MSc Public Administration 40

Diploma 6

Public Sector Financial

Management

Diploma 10

Refrigeration &

Air Conditioning

MSc or Post Graduate 2

Regulatory Courses run by International


Courses run by International


5

Remote Sensing & GIS MSc or Post Graduate 2

Research in sugar MSc Sugar Engineering 7

Security 5

Social work Diploma 5

Specialised

Discipline of Psychopathology

Post Graduate

Certificate/Diploma

60

Taxonomy Diploma 2

Transport Diploma 50

Treasury Accounting System Certificate 15

Word Processing

and Computer Application

Certificate 55

4

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Question 10

Measures to have a critical mass of human resources with the right skills and competencies

that can be readily absorbed by our labour market

Table 11.7: Measures taken to have a critical mass of human resources with the right skills and

competencies that can be readily absorbed by our labour market

Measures taken to have a critical mass of human resources Percentage

Make a forecast of the needs of the labour market and formulate training plan accordingly

18.4

Provide training/courses that match with the demand of the labour market 14.3

Training 10.2

Change the mindset of people 8.2

Use retired professionals and those still in service to train our human resources beyond

normal working hours4.1

A survey should be carried out to identify the training needs of the different departments

or ministries. Training programmes should then be formulated to cater for these needs4.1

Adequate training in properly identified fields 4.1

Training in appropriate field where there is a lack of human skill 4.1

Reforms in education system 2.0

Ready made training 2.0

Incentive/scheme should change 2.0

Salary should be attractive 2.0

A continuous intensive labour market needs analysis survey is to be maintained 2.0

Courses should be more oriented towards specialised field 2.0

Concentrate on IVTB courses 2.0

Job oriented courses 2.0

Meritocracy 2.0

Train professionals with broad range of competencies 2.0

Respect talent and give it a meritocratic environment 2.0

Organisations to work in close collaboration with educational institution about the

requirements in terms of skilled labour, qualified employees2.0

Forecast the requirements of competencies according to development plan and start

training the personnel 2-3 years before in order to have the right skills at the right time2.0

Avoid brain drain 2.0

Remunerate or reward outstanding officers 2.0

A suitable career guidance programme at the secondary school or tertiary level 2.0

Education 2.0

Continuous personal and professional development 2.0

Need to find innovative techniques to analyse the labour market requirements like for

instance job fairs and business process outsourcing2.0

Our education system should be in line with our economic orientation 2.0

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Question 11

W ays to tackle the present situation of under-emp loyment not utilising the full potential of

the employees)

Table 11.8: Ways to tackle the present situation of under-employment

Ways to tackle the present situation of under -- employment Percentage

More training should be provided 26.6

Match duties with abilities 8.2

Encourage employees to work with more competency 8.2

Motivate people to work 4.1

Create more areas of development 4.1

Redefine and upgrade scheme of duties of employees so as to take into account the highest qualificationand specialised skills of the same

4.1

Increase incentives 4.1

Assign job according to employee's capability 4.1

Empowerment programme 4.1

Increase pay package 4.1

More employment should be created 2.0

Training provided should be work based 2.0

Encourage people to study other languages. E.g. German, Spanish 2.0

Human resource plan should be updated 2.0

Optimum use of available resources 2.0

Encourage the labour force to become multi-skilled and polyvalent 2.0

Improve the employability of the under-employed by employers 2.0

Develop further the understanding approach of the employers regarding the under-employed potential availabilities 2.0

Core programs for both employer and under-employed to be set up as informative 2.0

Recruit more officers of lower grades 2.0

Have sincere people at the top of the organisation 2.0

Select people with proven track records, vision and commitment 2.0

Through staff appraisal system 2.0

Should be more strict on professionalism 2.0

Streamlining of the work processes 2.0

Proper selection and recruitment 2.0

Nothing 6.1

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Ways to tackle the present situation of under--employment Percentage

By creating opportunities locally so as to make full use of the potential of employees

Need to restructure the economy 2.0

Create an awareness of independency among human resources 2.0

Access to more opportunities in non traditional sectors 2.0

Encourage private universities to specialise in specific fields, like management and marketing 2.0

2.0

Encourage private vocational schools to open up 2.0

Propose new posts 2.0

Ease mobility within the labour market should be promoted 2.0

HRDC should play a more predominant role in providing the necessary guidance and support 2.0

Organisations should take greater interest in the training and development of its employees 2.0

Organisations should review continuously their human resource management policies 2.0

Empowerment of employees so that they come up with their own departmental strategies 2.0

Review of regulatory framework 2.0

Identify skills and competencies of those who are under-employed and give them opportunities

to exercise their competencies

-

2.0

Organise career guidance workshops whereby unemployed are informed of sectors where there are employment

opportunities so that they can decide on their field of specialisation/expertise

2.0

There should be a close networking between organisations seeking to fill vacant posts and training institutionsso as to ensure consistency between demand and supply

2.0

Training institution should identify facilitators/trainers in the relevant fields to dispense training courseswhich are tailored to the needs of the country

2.0

Give new incentive 2.0

Opportunities should be given to foreigners to invest in Mauritius toopen new industries where

there is under employment2.0

Use the competencies of the employee towards enhancing the overall organisational effectiveness and efficiency 2.0

There should not be unplanned mass production of graduates 2.0

Career planning and promotion at organisational level 2.0

Recruitment in the private sector based on meritocracy rather than ethnicity 2.0

Improve the growth rate of the economy 2.0

Small entrepreneur scheme should be more encouraged 2.0

Allowing an officer greater freedom to take leave without pay for the purpose of taking employment elsewhere 2.0

Create jobs where the full potential of employees can be fully utilised 2.0

Create awareness programmes on job career plan as from secondary schools 2.0

Carry out a survey to know how many under employed people there are, to have a database of their skillsand competencies, try to know why they are under employed and try to identify corrective measures

2.0

8

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Question 12 a)

Is there a Performance A ppraisal System in your organisation?

Figure 11.7: Performance Appraisal System in your organisation

Performance is measured with SMART objectives, that is, specific, measurable, realistic, achievableand timely. The PRB 2008 report also prescribes performance rather that conformance. One major reform being undertaken in the Public Service is the development of a Performance ManagementSystem. Its primary aim is to improve performance by focusing on key areas of activity of theMinistry/ Department. It purports to ensure good governance and getting the best results from theMinistry/ Department, teams and individuals through an agreed framework of planned goals,objectives and standards. It would enhance the capacity of Government agencies in results-basedpolicy making, planning, performance management and Public Service delivery. It is quite alarmingto note that less than 50 percent of respondents had a performance appraisal system when so much

is being done in this direction.

Question 12 b)

What methods do you use to appraise your employees?

Table 11.9: Methods used to appraise your employees

Question 13

Do you have a career plan for all your employees once they are recruited by yourorganisation?

Figure 11.8: Career Plan for your employees

57 percent of respondents said that their organisations did not have a career plan for their employees.

This is contrary to the different suggestions made regarding staff development plan for the Publicsector. Table 11.10 shows the reasons for implementing career plans which exist in the Public sector.

Yes

41%

No

59%

Methods used to appraise your employees Percent

Confidential Report 68.2

Performance Appraisal System 9.1

Assessment every six months

4.5Efficiency, performance and output to cope and meet the required target

4.5

4.5

Work objectives are set, agreed upon and measured according to key performance indicators 4.5

Personalised assessment sheet 4.5

By evaluating performance indicators like professional and personal behaviour, responsibility, accountability,responsiveness, honesty, loyalty, attendance, respect for other officers, abiding to rules and regulation,integrity, impartiality, professionalism, number of effective hours per day

Yes43%

No57%

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Table 11.10: Reasons for implementing career plans in your organisation

Question 14

W hat are the Scheme s)/incentive s)/support that would mo tivate you to train your employees?

Table 11.11: Scheme(s)/incentive(s)/support that would motivate you to train your employees

Reasons for implementing career plans in your organisation Percentage

Promotion 26.5

Promotion by way of seniority and selection 10.2

Officers can aspire to be promoted with the required years of service 2.0

Promotion according to qualifications prescribed in the Scheme of Service 2.0

Others (as per scheme of service) 2.0

None 57.1

Scheme s)/incentive s)/support that would

motivate you to train your employees

Percentage

More budget/funds/Provide financial support in the form of sponsorship 16

Promotion after training 4

Training in supervision/leadership skills 3

Availability of training courses that can suit the needs of organisations 4

Incremental credit for additional qualification 3

Training of trainers

3Release facilities to attend courses

3

Allowance for best performance, additional qualification and skills acquired 3

Training for staff in financial matters 1

Management support /Necessary equipment/Training room 3

Rapid promotion/Good salary 2

Training in new technologies 1

Training in new areas with the enforcement of new legislation such asthe New Procurement Act

1

Cash incentive given to officers after successful completion of a course 1

Value honesty and integrity 1

Some sort of recognition 1

Promotion to be made by selection rather than on seniority basis 1

Short local and overseas programmes to enhance skills and knowledge 1

Employees should be given leave with pay to enable them to embark on training 1

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Parastatal Bodies form part of Public sector institutions. They are established under local enactments aslegal entities, which are autonomous or semi-autonomous and provide services on a full or partialself-financing basis and in which the Government participates by way of representation in their decision-making structure.

These Parastatal Bodies are expected to act as instruments of national policy and are called upon todischarge a variety of obligations that may be summarised as follows:

To function as instruments and act as implementation arms of government for national developmentand in steering its social policies and projects;

For better and rapid delivery of service away from the bureaucratic processes inherent in the CivilService;

To take over certain essential services from the private sector where massive financial investment wasrequired for re-invigorating the relevant sectors with a view to providing such services to the whole

nation; and also To ensure the supply of essential commodities to the population.

Each parastatal body operates under the aegis of a Ministry and has its own goals and objectives. Theseparastatal bodies by the nature of their functions and objectives may be classified into various groupssuch as Utilities, Commercial, Economic, Educational, Welfare, Social and Cultural.

102 organisations were surveyed and 82 responded and the analysis below gives an indication of whatparastatal bodies are doing and plan to do in terms of manpower.

HRDC Manpower Planning Survey 2007-2010 for the Parastatal Bodies

2

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Question 4

Developm ents occurring in the Parastatal Bodies during the next three years

Figure 11.9: Contribution to the national economic growth will rise

Figure 1 depicts that 62 percent of respondents agreed that the contribution to the National Growthwould rise. 11 percent were neutral while only 5 percent disagreed with this statement.

Clearly, this shows a degree of confidence among Parastatal bodies.

Figure 11.10: The rate of unemployment will decline

We note that 61 percent of respondents were confident that the rate of unemployment will bereduced while 6 percent were pessimistic about it.

Figure 11.11: Our educational system will meet the requirements of the labour market

Almost two out of every three respondents agreed that our educational system would meet therequirements of the labour market. However, 23 percent neither disagreed nor agreed on this issue.

Agree62%

Neither disagree

nor agree11%

Disagree5%

Not Applicable22%

Agree61%

Neither disagree

nor agree21%

Disagree6%

Not Applicable12%

Agree61%

Neither disagree

nor agree23%

Disagree10%

Not Applicable6%

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Figure 11.12: Our training system will meet the requirements of the labour market

Figure 11.12 clearly indicates that the majority of respondents (63 percent) agreed that our training systemwould meet the requirements of the labour market.

Figure 11.13: The number of employment will increase

Based on the responses obtained, 67 percent agreed that the number of employment would increaseduring the next three years. 16 percent of respondents were neutral while only 6 percent disagreed withthat statement. This indicates that more people would be needed in the Parastatal bodies.

Figure 11.14: Your organisation will be recruiting more skilled/educated employees

62 percent of respondents agreed to recruit more skilled/educated employees. Only 18 percent did notagree with this statement. This shows that Parastatal organisations would require more skilled people inorder to offer better product and services in future.

Not Applicable6%

Agree61%

Disagree9 %

Neither disagreenor agree

22%

Agree67%

Neither disagree

nor agree16%

Disagree6%

Not Applicable11%

Disagree

18%

Not

Applicable

2%

Neither

disagree

nor agree

18%Agree

62%

4

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Figure 11.15: Your organisation will be recruiting expatriates to sustain its growth

Over half of the respondents surveyed disagreed with the idea of recruiting expatriates to sustainorganisational growth. Only 5 percent agreed to this statement while 26 percent were neutral about it.Thus the need to employ expatriates barely arises in the Parastatal bodies.

Figure 11.16: Your organisation will continue to expand in terms of investment and turnover

Only 41 percent of respondents were optimistic about their organisations’ growth in the future while6 percent disagreed. Based on the responses, it can be observed that some Parastatal organisationshave future plans for expansion.

Agree5%

Neither disagree

nor agree26%

Disagree51%

Not Applicable18%

Agree41%

Neither disagree

nor agree24%

Disagree6%Not Applicable

29%

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Question 5

Level of satisfaction of employers

Figure 11.17: The ability of your employees to create and innovate

From the responses obtained, three out of every four employers were satisfied with their employees’

ability to create and innovate while 16 percent were neutral. Only 4 percent were not satisfied. Thisshows that most employers could rely on their employees to introduce new ways of doing things andperform their task correctly.

Figure 11.18: The ICT skills of your employees to perform their jobs

Nowadays ICT skills are becoming more and more important. 87 percent of respondents were satisfiedwith their employees’ potential to master IT in their job. Only 2 percent were not satisfied.

P e r c e n t a g e o f r e s p o n d e n t s

Pnaorep

n

80

4

16

5

76

70

60

50

40

30

20

10

0

Dissatisfied Not Applicable

Level of satisfactionevel of satisfaction

Neither satisfiednor dissatisfied

Satisfied


Pnaorep

n

2

100

90

8070

60

50

40

30

20

10

0

Dissatisfied Satisfied

Level of satisfaction

Not ApplicableNeither satisfiednor dissatisfied

10

87

1

6

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Figure 11.19: The knowledge of basic science of your employees to perform their jobs

In most workplaces the knowledge of basic science has become essential. Failure to continuouslystrengthen employees’ knowledge base will result in a declining ability to provide for the needs and

wants of people.

This statement treats the knowledge of basic science of employees to perform their jobs. 76 percentof respondents were satisfied with this statement while only 1 percent was not satisfied. This high

level of satisfaction was a good sign for the Parastatal bodies.

Figure 11.20: Numeracy skills of your employees to perform their jobs

It is good to note that above 85 percent of respondents were satisfied with their employees’ basicskills, both literacy and numeracy as these are vital for employees to increase their chance of gettingpromotion and also help them become more confident.

P e r c e n t a g e

o f r e s p o n d e n t s

Pnaorep

n

80

70

60

50

40

30

20

10

0

1

9

76

15





Penaorep

n

100

90

80

70

60

50

40

30

20

10

02

6

88

4




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Figure 11.23: The ability of your employees to understand the needs of your customers

88 percent of respondents were satisfied with their employees’ ability to understand the needs of customers. This high level of satisfaction is good as it is vital to ensure an acceptable level of customer

satisfaction.

Figure 11.24: The ability of your employees to work in team

94 percent of respondents were satisfied with the ability of their employees to work in team. This isa very encouraging sign as in a team-oriented environment, everyone contributes to the overallsuccess of the organisation.

Dissatisfied Not Applicable




Penaorp

n

100

90

80

70

60

50

4030

20

10

0

9

88

4





Pnaorp

n

100

90

80

70

60

50

40

30

20

10

02 4

94

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Question 6

Challenge s that your organisation is currently facing. Kindly mention w hat you are doing/planning to do

to overcome them.

Most of the challenges in Parastatals were overcome by providing training to workers. On-the-jobtraining has been found to be the most popular form of training among employers.

Table 11.12: Challenge:Lack of qualified employees

Table 11.13: Challenge:Lack of trained employees

Currently

doing

( )

Planning

to do

( )

Give employees training 30.0 37.5

Provide on-the - job training 10.0 25.0

Sending employees to follow courses in

established institutions 10.0 12.5

Recruit qualified employees 20.0 -

Employ on contract basis 10.0 -

No recruitment 10.0 -

Continue to advertise 10.0 -

Outsource certain services - 12.5

Change scheme of service - 12.5

Currently

doing

( )

Planning

to do

( )


Recruit already trained people 8.3 11.1

Limit production capacity 8.3 -

Encourage employees to follow courses 8.3 -

Provide on-the - job training 25.0 22.2

Manage with what we have 8.3 -

Ongoing training 8.3 -

Sending employees to follow courses in

established institutions - 11.1

Design tailor-made training - 11.1

Training needs analysis - 11.1

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Table 11.14: Challenge:Technological Change

Table 11.15: Challenge:Competition (local/international)

To overcome the challenge of local and international competition, Parastatals were providing better facilities and improved the quality of service. They also intended to send employees to follow coursesin established institutions.

Currently doing

( )

Planning to do

( )


Provide internet facility to employees 11.1 20.0

Improve quality of service 11.1 20.0

Research and development programs to find new production

methods 11.1 20.0

Take advantage of IC3 11.1 20.0

Invest in new equipment and technologies 22.2 -

Improving skills of employees by training them in new areas 11.1 -

Recruit staff who are computer literate 11.1 -

Currently doing

( )

Planning to do

( )

Provide lower interest rate 25.0 -

Improve quality of service 25.0 -

Aggressive publicity is made 25.0 -

Alternative actually studied 25.0 -

Sending employees to follow courses in established

institutions - 50.0

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Question 8

The total number of em ployees you have in your organisation as at 30 June 2007 as per their

educational background

Table 11.19 shows the number of employees in 82 Parastatal Organisations included in the survey.

Table 11.19: The total number of employees you have in your organisation

as at 30 June 2007 as per their highest educational qualification

*Not Adequately Defined

Figure 11.26: Distribution of employees by highest education qualification as at 30 June 2007

CPE passed employees represented 28 percent of the workers followed by 18 percent possessing an HSC.

Fewer number of workers possessed an SC (12 percent), 12 percent had degree level. Parastatal Organisationsdid not recruit expatriates in 2007/08 and did not plan to recruit any in the following two years.

Highhesst EduucaatiionnalQua lifiifi caatiion

No ofemployeeses

ass at 300Junne 20000 7

No of employeees

200007 / 08 20000 8 / 0 9 20000 9/10/10

Loocaal Expatriates Loocaal Expatriates Loocaal xpatriates

Postgraduate 366 12 0 0 0 0 0

Degree 1207 22 0 16 0 5 0

Vocational/HND 709 7 0 0 0 0 0

Higher School Certificate 1759 44 0 13 0 0 0

School Certificate 1154 29 0 13 0 3 0

Incomplete Secondary 62 10 0 0 0 0 0

Pre -Vocational 563 0 0 0 0 0 0

CPE Passed 2744 183 0 0 0 0 0

Incomplete Primary 1204 4 0 0 0 0 0

No formal education 7 0 0 0 0 0 0

NAD* 1773 40 29 19

Tootal 11541548 3551 71 27

Degree12%

Vocational/HND7%

Higher School Certificate18%

School Certificate12%

Incomplete Secondary1%

Pre-Vocational6%

CPE Passed28%

Incomplete Primary12%

No formal education0%

Postgraduatae4%

4

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Question 9

Reasons for training employees. How im portant are these reasons for you?

Table 11.20: Reasons for training employees

76 percent of Parastatal organisations trained their staff to remain competitive. 90 percent provided training to make use of new technology/machinery. 88 percent did so to empower their new recruits. 95 percent looked forward to improve the quality of services/products after providing training to

their staff. Others (89 percent) intended to comply with labour and environmental standards.

Question 10

State the number of em ployees trained/to be trained by occup ational group.

It is worth noting here that this question attracted very few respondents. It can therefore be deducedthat there is a lack of planning in terms of training in the Parastatal Bodies too. In this respect, headsof Parastatal Bodies should be trained in the importance of an HR strategy within an organisation tomaintain motivation of staff and thus ensure their retention.

Table 11.21: Percentage of employees trained/to be trained by occupational group

Unimportant

( )

Neither

unimportant

nor important

( )

Important

( )

To remain competitive 10 15 76

To use new technology or

machinery 5 5 90

Empower new recruits 2 10 88

Improve quality of

services/products 2 2 95

To comply with new standards and

specifications 4 4 93

To comply with labour and

environmental standards 5 6 89

Senior Officials & Managers

07/08 08/09 09/10

Training Institution

(11.0%)

46.6%

(2.4%)

68.8%

(1.2%)

61.5%

On-the-Job

(0%)

0%

(0%)

0%

(0.0%)

0.0%

Abroad

(4.9%)

12.9%

(2.4%)

38.9%

(1.2%)

23.1%

Professionals

Training Institution

(12.2%)

29.9%

(1.2%)

10 %

(1.2%)

10%

On-the -Job (1.2%)

50 %

(0%)

0%

(0%)

0%

Abroad (4.9%)

2.5%

(1.2%)

10%

(1.2%)

10 %

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From the data available, it has been found that top management level staff, that is Senior Officials andManagers have been trained at established training institutions in 2007/08 and this number would growto around 69 percent in 2008/09. On-the-job training was inexistent among this category of workers.Table 11.21 depicts that on-the-job training were mostly provided to workers at the lower level of thehierarchy, might be more applicable to manual workers.

Across all workers, above 80 percent of organisations did not provide any training.

A few top management staff went abroad for training in 2007/08 where it is expected that this figure toowould rise to around 39 percent in 2008/09. However, the figure decreases gradually down the hierarchy.

Table 11.22: Duration of training of Senior Officials Managers

Above 80 percent of the Senior Officials and Managers did not receive any training in 2007/08 andunfortunately this figure would increase to reach around 99 percent in 2009/10. 7.4 percent of top

management staff were provided with training for duration of more than 160 hours.

Technicians & Associate Professionals

Training Institution (14.6%)

46.9%

(3.7%)

7.0%

(2.4%)

4.6%

On-the-Job (6.1%)

40.5%

(0%)

0%

(0%)

0 %

Abroad (1.2%)

1.3%

(1.2%)

1.3%

(0%)

0%

Clerks

Training Institution (8.5%)

35.2%

(3.7%)

6.2%

(0%)

0%

On-the -Job (6.1%)

48.8%

(1.2%)

33.3%

(1.2%)

33.3%

Abroad(0%)

0%

(0%)

0%

(0%)

0 %

Percent

Senior Officials

and Managers

2007/2008 2008/2009 2009/2010

No training 82.4 95.6 98.5

1-3 hours 1.5

4-6 hours 1.5

7-12 hours 1.513-40 hours 1.5

41-80 hours 2.9 2.9

81-160 hours 1.5

-

-

--

-

-

-

-

-

--

-

-

-

161 hours

onwards 7.4

1.5 1.5

6

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Table 11.23: Duration of training of Professionals

Around 3 out of every 4 Professionals did not receive any training in 2007/08. 14 percent were trainedfor a duration of more than 160 hours.

Table 11.24 : Duration of training of Technicians Associate Professionals

Again among technical level workers, above 80 percent of organisations did not provide any training.

In 2007/08, 6.8 percent were provided with training for more than 160 hours duration.

In 2007/08, 2.6 percent of organisations provided training to Clerks for duration of 13-40 hours andsame pattern is expected in 2008/09.

5 percent of organisations provided training to Service Workers and this figure is expected to doublein 2008/09.

Only 1.4 percent of organisations provided training to workers at Elementary Occupations for morethan 160 hours in 2008/09 and same figure is expected to remain in 2009/10.

Percent

Professionals 2007/2008 2008/2009 2009/2010

No training 75.4 98.2 98.2

1-3 hours

4-6 hours

7-12 hours 1.8

13-40 hours 3.5

41-80 hours 5.381-160 hours

161 hours onwards 14.0 1.8 1.8

-

-

-

-

-

-

-

-

-

-

-

-

-

--

PercentTechnicians &

Associate

Professionals

2007/2008

2008/2009

2009/2010

No training 82.4 94.6 97.3

1-3 hours 4.1

4-6 hours

7-12 hours

13 -40 hours 1.4 1.4

41 -80 hours 5.4 1.4 1.4

81 -160 hours 1.4

161 hours onwards 6.8 2.7

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

--

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Question 11

In case you have to re-skill your employees, wh ich of the following will you use?

Figure 11.27: Re-skilling options

68.3 percent of organisations conducted TNA. Around 60 percent of organisations sought the help of theGovernment. Only 26.8 percent of organisations resorted to private training institutions and 22 percentchose in-house training programmes.

68.3%

22.0%

59.8%

26.8%

6.1%

Training nee dsanalysis

In-house trainingprogrammes

Seeking help fromthe Government

Resort to privatetraining institutions

Other

Re-skilling options

8

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Question 12

How has the training been beneficial to your organisation?

Figure 11.28: Benefits of Training

A number of benefits had been reported by employers after providing training to their employees.24 percent of organisations had reported an increase in efficiency after employees have followed

training.23 percent had found that employees had acquired more knowledge.

4%

2%

2%

2%

2%

5%

6%

9%

10%

11%

15%

17%

Employees have acquired more knowledge

Better service is being provided

Improvement in skill

Improved productivity

Employees are well acquainted with new system & technologies

Improved performance of employees

Others

Never had any training activity

Employees have become more creative

Job is being done better

Quality of products have improved

Better planning of work

Increase effectiveness on the job

Percentage of respondentsercentage of respondents

23%

B e n e fi t s o f t r a i n i n g

enfito

nn

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Question 13

W hat are the difficulties you usually encounter when you plan to train your employees?

The difficulties encountered when planning training are summarised in Figure 11.29

Figure 11.29: Difficulties you usually encounter when you plan to train your employees?

Various difficulties have been experienced by employers when planning training among which high costranks highest. 29 percent reported that they could not release staff due to its limited number.


Can’t release due to limited number of staff

Lack of trainers

Inappropriate and irrelevant training programmes

Employees tend to quit after being trained

Employees tend to quit after being trained

Teaching not up to your desired level

Innappropriate location

Language used in training too difficult

Training too theoritical

Nothing

High cost

2%

2%

5%

6%

10%

11%

12%

21%

29%

34%

48%

D i f fi c u l t i e s

ifiue

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Question 14

W hat methods do you prefer to train your employees?

Figure 11.30: Preferred methods of training

Above 80 percent of respondents preferred training through

Audiovisuals/Multimedia

Mentoring

Sharing of knowledge with more experience colleagues

Acquiring formal qualifications.

Audiovisuals/Multimedia

Mentoring

Sharing of knowledge with more experienced colleagues

Formal qualifications (Diploma, certificates etc)

Apprenticeship

Case study

Practical sessions in workshops

Lecture

Job rotation

Prefer Not Preferred Most Preferred Not Applicable


P r e f e r e d m e t h o d s o f t r a i n i n g

Peeemehotnn

10 20 30 40 50 60 70 80 90 1000

7

7

5

5

1

1

2

2

2

2

1

11

33

55

61

63

68

70

82

84

85

87

33

32

4

5

4

13

13

18

10

22

10

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Question 15

How would you prefer your future training programmes to be?

Figure 11.31: Training programmes

Views of respondents were sought with regard to their preference on

content

language

location

timing of training

48 percent of respondents chose more hands-on practice rather than theoretical content. 71 percent

preferred English as the medium of training. 83 percent chose an accessible location for training. Around50 percent preferred classes to conducted in the morning.

Accessible83%

Afternoon

38%

Evening13%

Creole12%

English71%

Less theorical35%

Less theorical17%

More hands-on48% French

17%

Morning49%

Central17%

Locationocation Timingiming

Contentontent Languageanguage

2

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Question 16

During the last recruitment made, have you been able to employ candidates with the required:

Figure 11.32: Recruitment of candidates with the required skills, qualifications and experience

Above 70 percent of respondents were able to recruit people with the required

Skills

Qualifications

Work experience.

It might be inferred that the Public Service has been able to obtain the pool of staff with the required

skills and competencies to perform.

Question 17

Does your organisation have an in-house training centre?

Figure 11.33: Percentage of organisations having an in-house Training Centre

Only 18 percent of the Parastatal Organisations had an in-house training institution. Thisarrangement might be a formal one with a proper classroom and trainers or mostly on-the-job trainingmight be conducted by higher level staff.

Yes84%

No

9%Yes9%

Yes73%

No

16%

No27%

Skillskills Qualificationsualifications

Work experienceork experience

Yes18%

Yes82%

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Does your organisation have an in-house training manager?

Figure 11.34: Percentage of organisations having an in-house Training Manager

27 percent of Parastatal organisations had an in-house training officer/manager. This shows the level of commitment towards training of staff, having dedicated people to look after the training aspect.

Question 18

State the number of employees w ho resigned from your organisation in the month of July 2007

Table 11. 25: Number of employees who resigned in July 2007

87.8 percent of employers reported that no employees resigned in the month of July 2007. Employees inthe Public Service enjoy a higher level of job security than the private sector.

No73%

Yes27%

Number of employeesees whooressignned iin the monnth of July

200007 Perceent

0 87.8

1 8.5

22.4

4 1.2

4

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Question 19

In the absence of natural resources, Mauritius has no choice but to rely on its human

resources. According to you, what can be done to have a critical mass of human resources

with the right skills and competencies that can be readily absorbed by ou r labour market?

Figure 11.35: Obtaining the right skills and competencies

that can be readily absorbed by our labour market

25.6 percent of respondents agreed that providing training facilities would help to have a pool of skilled human resources.

A number of employers also opined that career guidance service has an important role to play toreduce the mismatch between demand and supply of manpower.

Question 20

In what ways can the present situation of underem ployment not utilising the full potential

of the employees) be tackled?

The following have been proposed as solutions by Parastatals to tackle the problem of unemployment

and details are listed below: Training Motivation Entrepreneurship Counseling

Training• Provide appropriate training• Create more job opportunities• Employees must be trained in more than one field in order to be multi-skilled

• Provide full training

Provide training

facilities

26.5%

30%

25%

20%

15%

10%

5%

0%

11.0%98.0%

7.3%

6.1% 4.9% 4.9%3.7% 3.7% 3.7%

Provide training

accordint to

demand of labour

market

Review our

education

system to meet

the needs of the

labour market

Training and

guidance should

be given to

students so as

to get a balancedlabour market

Govt must inform

population inwhich sector

there is shortage

of labour and

encourage

training in the

particular sector

Intensive training

courses shouldbe made

available to

people

Train

unemployedpeople

A train need

analysis shouldbe done

Career guidance

should beimplemented in

schools

By empowering

people

Opinionspinions


Pnaorp

n

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Motivation• Motivate employees to work• Provide motivating salary package• Introduce awards for best performing employees in all organisations

Entrepreneurship• Create small enterprises

• Encourage self employment

Counseling• Research work and surveys must be carried out to find out fields in which people can work, train them

and give them such work so as to make maximum use of their potential• Set up a registered pool of under employed• Appoint candidates according to their qualifications• Employers must see to it that qualified employees are posted to the right job

Others

• Working for longer hours of work• Encourage skill development program• Change of mindset• Create good working environment

Question 21 a)

Is there a performance appraisal system in your organ isation?

Figure 11.36: Performance appraisal system

Despite the recommendations of the PRB Report 2003, only 38 percent of the Parastatal Organisationssurveyed had a performance appraisal system in place. The PRB Report 2008 has reiterated therecommendation to put in place a proper performance appraisal system.

No62%

Yes

38%

6

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b) If yes, wha t method s) do you use to appraise your employees?

Figure 11.37: Methods of Appraisal

Out of those Parastatals that had a performance appraisal system in place, 29 percent had set agreedobjectives measured by KPIs. 16 percent monitored productivity and competencies. 6 percent still

used the method of having confidential report which is not a 360 degree method and does notnecessarily develop the employee to meet the organisation’s and personal objectives.

Question 22

Do you h ave a career plan for your employees once they are recruited by your organisation?

If yes, give a brief explanation

78 percent of Parastatal Bodies surveyed did not have a career plan in place despite the prescribedcareer path in PRB Reports.

Table 11.26: Career plans

Out of those organisations that had a career plan, around 67 percent indicated that their employeescould move to superior grades. A few planned for employees to climb the hierarchical ladder depending on their performance. This scheme will be more applicable after establishment of a formalperformance appraisal system.

35%

30%

25%

20%

15%

10%

5%

0%

Work objectives

are set, agreedupon andmeasured

according to keyperformance

indicators

Monitor

productivityand competencies

Employee’s

performance isassessed yearly

Employees

are accountablefor their job

Confidential

report

Appraisal Methodsppraisal Methods


Penaorp

n

6%6%

10%

16%

29%

Explanatiion Perceent

Employees can move to superior grades 66.7

Employees can move to higher grades all depending on theirperformance 11.1

Assign additional responsibilities 5.6

A well defined career path, based on performance appraisalsystem, is presented to candidates at time of interview

5.6

Only for office staff and professionals. They can apply for

senior posts 5.6

Employees are promoted after accomplishment of thenecessary years of service and based on qualification

5.6

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Question 23

Assuming there is a crisis situation where your organisation has to close down, do you have a

program /scheme to redeploy your w orkers? If yes, give a brief explanation.

Table 11.27: Redeployment Program/Scheme in case of crisis situation

82.9 percent of Parastatal bodies did not have any redeployment strategies.

Among those which had it, around 43 percent had planned to redeploy in other Government departments.

However, generally such policies are decided at the top level of the Government.

Percent

Redeploy in other Government Departments42.9

To redeploy within the group28.6

Redeploy employees in sister company14.3

To redeploy to the parent Ministry7.1

Some will be deployed to another company with which we have

good working relationship 7.1

8

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Question 24

Kindly suggest any scheme s) / incentive s) / support that would m otivate you to train your

employees

Figure 11.38: Schemes for Motivation

It is interesting to note that all the schemes/incentives that could motivate Parastatal Bodies to traintheir staff were geared towards financial assistance. The sum dedicated for training in suchorganisations forming part of the Public Service might be limited and they have to do with the limited

budget. Also such organisations, by law, do not contribute to the Training Grant Fund and thereforedo not obtain any refund after any training.

Question 25

Do you em ploy expatriates in your organisation?

Figure 11.39:Expatriates Employment

Very few Parastatal Bodies employed expatriates as at June 2007. Such organisations were able torecruit locally. However, it should be noted that the procedure for recruitment of expatriates,especially, for Governmental organisations.

21%

10%

6%5%

2%

0%

5%

10%

15%

20%

25%

None Financial

assistance should

be provided by

established

institutions or

government

Lower cost of

training programs

Refund of training

cost

Provide free

training

programmes

Increase in

budget

Suggestions


Yes15%

No85%

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Question 27

Please state the field s) in which it is difficult to recruit people for your organisation.

Table 11.29: Field(s) in which it is difficult to recruit people for your organisation


Administrative Fund Raiser BSc Finance

Anesthesia Aesthesis SpecialistBus Repair Tradesman/Mechanic/Tyreman NTC 3

Cardiology Cardiologist/Cardiac Surgeon Specialist in Cardiology

Customer Care Receptionist HSC

Education Educator HSC plus Teacher's Certificate

Educational Administration Assistant Lecturer/Lecturer MSc

Electrical Engineering Electrical Engineer BSc Engineering

Engineering Civil Engineer/Technician

(Engineering)/Mechanical

Engineer/Engineer

Diploma in Civil Engineering/

Diploma in Mechanical

Engineering/BSc

Finance Accounts Clerk/Accountant ACCA level 1/ACCA Final

Financial Investigative Analysis Senior Financial Intelligence Analyst Degree Finance

Geology Research Scientist BSc Geology

Physiotherapist/Occupational

Therapist/Psychologist/Speech Therapist

BSc Physiotherapist/BSc

Occupational Health/BSc

Psychology/BSc

Health & Safety Health & Safety Officer Diploma in Occupational Health &

Safety

ICT System Administrator BSc IT

Inspectorate Asst Inspector of Works Diploma in Building and civil

Engineering

Jewellery Training Officer BSc

Laboratory Materials Testing TechnicianDiploma in Building and civil

Engineering

Maintenance Technician NTC2

Mechanical Engineering Mechanical Engineer BSc Engineering

Media Regulatory Framework Media Specialist Media Regulatory Studies

Music Carnatic Tutor Degree in Karnatic Music

Physical Education Assistant Lecturer/Lecturer MSc

Physical Oceanography Research Scientist BSc Physical Oceanography

Pleasure craft Examiner Master Class 1

Qualification evaluation and

standard setting

Programme Officer Postgraduate

Quality Assurance Programme Officer BSc Quality Assurance

Recognition of prior learning Programme Officer Postgraduate

Risk Management Risk Manager ACCA Final

Store Management Headof Stores Degree in Engineering/Store

Management

Teaching Music Tutor BSc Music

Technical Draughtsman/Archeologist/Inspectors

Technical Officer/Historian/Technical Officer

Diploma in Draughtsmanship/BSc

Archeology/Diploma in Town &

Country Planning/BSc Agriculture/

BSc Social Studies/

Diploma Civil Engineering

Tourism Manager MSc Management

Traffic Management Traffic Manager Masters in Traffic

Management/Planning

Health

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Question 28

State the fields in which you w ish to train your employees for the next three years.

Table 11.30: Field(s) in which you wish to train your employees for the next three years.

FIELD OF STUDY COURSE LEVEL NUMBER OF

EMPLOYEES

ACCA Level 2/Level 3 5

Administration Degree 5

Agricultural Economics Postgraduate 1

Communication skills Certificate 20

Computer Auditing Basic 100

Computer Awareness Level 2 & 3 1500

Custom Broker Basic 2

Customer Care Basic/Level 2 2027

Finance Basic 1

Geology Masters 2

Human Resource Management Basic 1

ICT Advanced/Level 2 70

IT Basic/Certificate/Diploma 26

Language (Mandarin) Basic 6

Maintenance Basic/Certificate 102

Management Diploma/Post graduate 8

Marketing Basic 5

Media Regulatory Final 3

Mobility & Orientation Basic 3

Music Degree 6

Office Administration Certificate 5

Pedagogy Degree 5

Physical Oceanography Masters 2

Project Management Postgraduate 3

Quality Assurance Degree 8

Secretariat Degree 2

Sign Language Diploma 2

Social Studies Diploma 2

2

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Question 29

Please state area s) in which it is difficult to find local trainers for your emp loyees.

No availability of qualified trainers was the main impediment to training. The main areas where itwas difficult to find local trainers are listed below:

Karnatic Music

Electronic Ticketing

Geology

Media in general

Physical Oceanography

Qualification Evaluation and standard

Quality Assurance

Recognition of prior learning

Repair of air-conditioning buses

Social Work

Software Application

Technical

Tourism Marketing

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Lorry Helper 1

Marketing Manager 1 BSc

Materials Testing Technician 2 Diploma in Building and Civil Engineering

Mechanic 13

Medical Records Assistant 5 SC/HSC

Motivator 2 CPE + Experience in social work

Nursing Aid 10 HSCNursing Officer 10 Qualified nurse

Organiser 1 Degree in social Work

Orientation and Mobility Instructor 1 SC

Out Reach Officer 2 SC

Personnel Officer 2 Diploma in HR

Public Relations Officer 3 BSc / Diploma in social work

Program Officer 2 BSc Quality Management

Program Welfare Officer 1 Degree in Social Science

Purchasing & Marketing Assistant 1 SC

Quality Officer 2 Diploma

Research Coordinator 2 D egreeRisk Manager 2 ACCA Final

Secretary 3 BSc Management/Diploma in Secretarial Studies

Degree ICSA

Senior Accountant Technician 1 ACCA

Senior Cartier 1

Senior Coordinator 1 Degree plus 5 years experience as Coordinator

Senior Financial Intelligence Analyst 1 Degree Finance

Senior Inspector of Works 3 Diploma in Building and Civil Engineering

Senior Internal Controller 1 ACCA 1

Senior Project Manager 1 BSc Management + ExperienceSocial Worker 1 HSC

Stores Attendant 3 CPE

System Administrator 3 Degree in IT

Technical Staff 6 ACCA

Tourism Promotion Manager 1 BSc Tourism

Traffic Manager 1

Training Officer 11 BSc

Trimmer 1

Tyreman 1

Warden/TV Operator 31 CPE

Watchman 31 CPE

Welfare Development Officer 1 HSC

Job Titleob Title

No of Unfilled

Vacancies Qualification required

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A projection of the number of employees was carried out for the Public sector. For that purpose a MultipleLinear Regression (MLR) analysis was run on a number of variables as listed in Table 11.32 data for thesevariables were obtained from the National Accounts of the CSO.

Table 11.32: List of variables used for developing the modelto predict employment in the Public sector

The MLR revealed that two variables, “Value added for General Government” and “Public sector investment as a percent of GDFCF”, explained very well for the prediction in number of employees in the

Public sector. In fact, a regression value of over 95 percent was obtained, with “Value added for GeneralGovernment” alone accounting for almost 86 percent of variation in employment. However, since “Publicsector investment as a percent of GDFCF” contributed significantly in explaining for employmentprediction it was included in the model.

Figure 11.40 : Trends in employment in the Public sector, 2000-2010

As can be observed from Figure 11.40, the number of employment almost reached a turning point in2006 with 74 326 employees and the following year 0.7 percent fall in number of employees was noted.According to the HRDC model, the year 2008 would witness a rise of about 1.3 percent to reach 74 808employees before again taking a downward trend up till 2010. In fact, a 2 percent fall in number of employees would be noted from 2008 to 2010.

Estimated by HRDC

6 1 6 7

6

6 5 5 9

0

6 8 2 3

6

7 1 3 1 5

7 2 3 4

3 7 3

3 6 1

7 4 3 2

6

7 3 8 3

9 7 4 8 0

6

7 3 9 1

6

7 3 3 1

4

60000

62000

64000

66000

68000

70000

72000

74000

76000

2000 2001 2002 2003 2004 2005 2006 2007 2008* 2009* 2010*

Year

umboempo

Variables

GDP at basic prices

GDP at market prices

Employment in General Government Services

Gross Domestic Fixed Capital Formation (Public sector )

Annual growth rate of Public sector investment

Public sector investment as a percent of GDP at market prices

Public sector investment as a percent of GDFCF

Value added for General Government

Compensation of employees paid by general Government

Final consumption expenditure-General Government

Manpower Projections for the Public sector: 2007-2010

6

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The HRDC Manpower Planning Survey 2007-10 confirmed the fact that the Public sector is a vitalcomponent of the economy contributing to development. Our education system plays a central rolein supplying labour to both the Public sector and the Private Sector. Around 27 percent of respondents were confident about the Mauritian Education System while 53 percent of respondents

agreed that our training system would meet the requirements of the labour market. To meet thechallenges emerging from globalisation, the Public sector would need to modernise for improveddelivery of services, strategic thinking and planning, assessment of training needs and implementationof continuous training programmes.

In our survey, we saw that 55 percent of respondents were confident that the number of employmentwould increase in the Civil Service. However with the recent PRB Report 2008, a number of postshave been abolished and it is a common practice nowadays in the Public Service not to fill certainvacancies.

88 percent of respondents in the Civil Service agreed that employees would have to be more creativeand innovative in the Public Service. These skills are vital to have an efficient Civil Service focusedon the need for provision of high quality services to the public. The survey also revealed that more

than 80 percent of respondents in the Public sector agreed that their employees would have to be ICTproficient.

There are certain key areas in the Civil Service where it is difficult to recruit people like archiving,analytical chemist, Indian dance, oriental languages, food engineering, entomology, metrology, air traffic, micro biology, agronomist, engineering, seed pathology, valuation among others.

The Civil Service planned training their employees in different fields for the next three years. These

comprise Modern Techniques of Crop Production, Breeding Molecular, Generics, Security, Specialiseddiscipline of Psychopathology. Treasury Accounting System, Meteorology, Fisheries Management amongothers.

One major reform being undertaken in the Public Service is the development of a PerformanceManagement System. It is quite alarming to note that less than 50 percent of respondents had aperformance appraisal system despite the recommendations of the PRB Report 2003. The most commonmethod used in the Public Service to measure performance is the Confidential Report which is not a 360degree method and does not necessarily develop the employee to meet the organisation’s and personalobjectives.

Our survey showed that 62 percent of respondents agreed that the contribution of Parastatals to theNational Growth would rise. Almost two out of every three respondents agreed that our educationalsystem will meet the requirements of the labour market. The majority of respondents (63 percent)agreed that our training system would meet the requirements of the labour market. Based on theresponses, it could be observed that some Parastatal organisations have future plans for expansion.

Most of the challenges in Parastatals were overcome by providing training to workers. On-the-jobtraining has been found to the most popular form of training among employers. Employers also

provided internet facility to employees and invested in new equipment and technologies.To overcome the challenge of local and international competition, Parastatals were providing lower

interest rates and improved the quality of service. They also intended to send employees to followcourses in established institutions.

Conclusion and Strategies

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68.3 percent of Parastatal organisations conducted TNA during the survey period. Various difficultieshave been experienced by employers when planning training among which high cost ranks highest.As concerns labour turnover, 87.8 percent of employers reported that no employees resigned in the monthof July 2007. Employees in the Public Service enjoy a higher level of job security than the private sector.78 percent of Parastatal Bodies surveyed did not have a career plan in place despite the prescribed career path in PRB Reports. Out of those organisations that had a career plan, around 67 percent had it for employees to move to superior grades. A few planned for employees to climb the hierarchical ladder depending on their performance. This scheme will be more applicable after establishment of a formalperformance appraisal system.

Strategies

Performance Management

There is a need to instill greater performance orientation among public servants. It is important to setobjectives that relate to the overall goals of the Public sector, monitoring the performance of staff andgiving them support, feedback and the opportunity to develop. There is also the need to focus onimproving performance, transparency, accountability and the efficient achievement of planned results.

It is important to align HR practices – recruitment, selection, rewards, training and development – withperformance. A shift should be made from a multi-layered structure to flatter structures to improveaccountability and facilitate decision taking while maintaining a balance between career prospects andcareer earnings according to PRB report 2008. This also leads to empowerment of staff.

Performance-related pay

A pay package is very important in improving and sustaining the motivation, performance and integrityof public servants. Public servants should be paid enough to attract and retain competent people whileproviding sufficient incentives for staff to maintain a high level of performance.

The present pay system does not allow discrimination between low performing and high performingorganisations, teams and individuals. To induce desired behaviour and attitude for improved performance,a reward mechanism and an institutional framework to link pay to results and to motivate organisationsto embrace and implement change has been introduced. Performance related bonuses should beencouraged. There is a need to introduce a reward mechanism and institutional framework to link payto results and to motivate organisations to embrace and implement change.

Dissemination of information

Quality data on employment and wages in the Public sector, particularly in developing countries and

economies in transition, makes it difficult to measure the actual cost and contribution of staff to theoverall performance of the Public sector.

Outsourcing

It is important for the Public sector to outsource certain functions. Improving efficiency is one of theclaimed benefits of outsourcing, with new market-like constraints and incentives.

Meritocracy

A merit-oriented and career based Civil Service is decisive in explaining differences in the performance

of Public Service in terms of the quality of services and the absence of corruption. There is a need toestablish a merit-based career Civil Service to improve and maintain the prestige of Public sector employment.

8

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Labour Migration

The departure of a skilled migrant signifies a loss of investment in previous education and trainingfor Mauritius as well as a loss of skills and experience that would otherwise provide futurecontributions to development. It is important that this phenomenon be counterbalanced by “earn,learn and return” strategies to take advantage of the enhanced skills and experience of the expatriatepopulation, with programmes to facilitate remittances and encourage migrants to return.

Survey on Public sector characteristics

There is a need to have a well defined database on training programmes and the pool of human capitalto help policy makers. Training and development should be provided to equip employees with theright competencies and attitudes at different levels.

Culture change

Technical staff could share their skills and competence through exchange programmes and temporary

transfers among Ministries. This will help to incorporate or reinvigorate desirable values, such asimpartiality, integrity and dedication to Public Service, while at the same time promotingmanagement innovations and efficiency improvements. Make the Public Service impartial,professional and responsive that portrays the highest levels of neutral competence, efficiency and

performance orientation in every respect.

Proper Recruitment

There is a need to ensure that the Public sector is staffed with the right people in the right placethrough proper recruitment and selection criteria. Leadership being one of the most important driversof excellence, it is essential that selection to management or technical management positions be made judiciously. In this context, the PRB report 2008 has come up, based on foreign experience, with aLeadership Capability Profile outlining the requirements for potential leaders i.e. they are expectedto have the required mindset, attitude and soft skills; have acquired relevant experience throughvaried pathways; must possess leadership and management skills; and have the capability to deliver outcomes. The Leadership Capability Profile is expected to serve as a guideline for potential leaders,for training of future leaders and for recruiting agencies of the Public Service in the selection of adiverse pool of talents.

“ My creed is that Public Service must be more than doing a job efficiently and honestly. It must be a complete dedication to the people and to the nation with full recognition that every human being is entitled to courtesy and consideration, that constructive criticism is not only to be expected but sought, that smears are not only to be

expected but fought, that honor is to be earned, not bought.”

(American Senator, 1897-1995)

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Civil Service:

Main observations from Table 11.33 with respect to employment in the Civil Service are as follows:

Police Constables were most common representing 16 percent of the jobs in the Civil Service followed

by General Workers that represented 8 percent in June 2007.

Teachers/Senior Teachers represented 7 percent of the Civil Servants.

Education Officers represented 5 percent in June 2007 and Nursing Officers represented 5 percent.

Hospital Servants represented 4 percent. Police Sergeants represented 2 percent and School Caretakersrepresented 2 percent.

Table 11.33 : Number of employees in the Civil Service as at 30 June 2007

Job Title No. of employees as at 30 June 2007

ADA 3Administrative Manager, NTA 1Administrative Secretary 1

Administrator 14Adviser 1Aerodrome Licensing Inspector 0Aerodrome Licensing Officer 0Aeronautical Information Officer 5Agricultural Clerk 55Agricultural Clerk (Personal) 3Agricultural Clerk Assistant 5Agricultural Confidential Secretary 1Agricultural Engineer 4Agricultural Executive Assistant 13Agricultural Handyman 2Agricultural Implement Operator 6Agricultural Superintendant 9Agricultural Supervisor 1Agricultural Technician 2Aids Education Nurse 8Aids Physician 2Air Traffic Control Assistant 16Air Traffic Control Officer 32Air Traffic Control Supervisor 10Air Traffic Services Standards Inspector 0Air Traffic Services Standards Officer 0Airworthiness Inspector 1Airworthiness Surveyor 0Ambassador 15Ambulance Attendant (on shift) 122Ambulance Driver (on shift) 151

Apicultural Officer 2Archives Officer 8Archivist 1Area Superintendent 4Artificer 1Assistant Health Information, Education and Communication Officer 10Assistant Catering Officer 21Assistant Citizen's Advice Bureau Co-ordinator 2Assistant Commercial Officer 0Assistant Commissioner of Police 22Assistant Commissioner, Probation and After Care 3Assistant Commissioner, Social Security 7Assistant Conservator of Forests 2

Assistant Controller, Fisheries Protection Service 4Assistant Director (Primary) 1Assistant Director of Youth Affairs 0

Assistant Director, Labour and Industrial Relations 5

Brief on estimated number of employees in the Public Sector 2007-2010

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Job Title No. of employees as at 30 June 2007Assistant Finance Officer 1Assistant Fumigation Supervisor 1Assistant Housing Officer 4Assistant Inspector 1Assistant Instrument Curator 5Assistant Master Tailor 4Assistant Mate 2Assistant Mechanical Officer (Personal) 1Assistant Medical Laboratory Technician 25Assistant Medical Records Officer 15

Assistant Medical Records Organiser 3Assistant Orthopaedic Technician 15Assistant Park Ranger 0Assistant Parliamentary Counsel 1Assistant Regional Development Officer 1Assistant Secretary 57Assistant Secretary, National Planning & Development Commission 1Assistant Secretary, Planning Appeals Tribunal 1Assistant Secretary, Public and Disciplined Forces 1Assistant Solicitor-General 3Assistant Superintendent of Police 98Assistant Superintendent of Police Band 1Assistant Superintendent, Rehabilitation Youth Centre 1Assistant Supervisor (Oriental Languages) 48Assistant Supervisor (The Arts) 5Assistant Transport Planner 1Assistant Vulcaniser 1Assistant Director 7Assistant Manager 2Attaché (Administration) 4Attendant (Haemodialysis) 2

Attendant (Nursing School) (Personal) 10Audio typist 10Automobile Electrician 8Aviation Clerk 0Aviation Patrolman 24Aviation Security/Facilitation Inspector 0Aviation Security/Facilitation Officer 1Ayurvedic Medical Officer 5Band Constable 74Band Corporal 4

Band Inspector 4Band Sergeant 10Band Sub-Inspector 1Bandmaster 1Binder 1Bio-Medical Engineer (Health) 3Bio-Medical Technician 10Blacksmith 4Blood Bank Assistant 16Blood Bank Officer 14Blood Donor Organiser 1Boatman 1Boatswain (Sea-going Vessel) 0Boiler Operator 3Boiler Operator (on roster) 0Cabinet Maker 45

Careers Officer 3Caretaker (on roster) 18Carpenter 44Cartographer 13Catering Manager 1Catering Officer 13Catering Supervisor 36Chainman 29Chairman 1Chairman, Public and Disciplined Forces Service 1Chairperson, Planning Appeals Tribunal 1Charge Nurse (Female) 395Charge Nurse (Male) 284Charge Nurse (Psychiatric) (Female) 11Charge Nurse (Psychiatric) (Male) 19

Chemical Laboratory Assistant/Senior Chemical Laboratory Assistant 3Chemical Laboratory Technician 10Chief Archives Officer 1Chief Blacksmith 1Chief Cartographer 1Chief Catering Administrator 1

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Commercial Officer 1Commissioner of Police 1Commissioner of Probation and After Care 1Commissioner, Social Security 1Communication Officer 1Communication, Navigation and Surveillance Officer 2Community Health Development Motivator 11Community Health Care Officer 245Community Health Development Organiser 1Community Health Nursing Officer 74Community Health Rehabilitation Officer 111Community Midwife 94Community Physician 58Computer Laboratory Attendant 69Computer Technician 5Confidential Secretary 202Confidential Secretary (Planning) 0Conservator 1Conservator of Forests 1Consultant 53Consultant (Oral Surgery) 1Consultant (Orthodontics) 1Consumer Protection Officer 21Controller, Fisheries Protection Service 1Cook (on Roster) 230

Cooperative Development Officer 3Cooperative Officer 19Co-ordinator 8Coordinator(Health & Anti drug) 0Court Officer 95Court Service care Officer 17Court Usher 49Coxswain 3Confidential Secretary 19Curator of Vacant Estates 1Cutter 1Dean 0

Deckhand/Fisherman 2Demographer 1Dental Assistant 59Dental Surgeon/Senior Dental Surgeon 52

Dental Technician 1Deputy Assistant Superintendent of Police 19Deputy Bandmaster 1Deputy Chairman of Committees 1Deputy Chairman, Public Service Commission 2Deputy Chairperson, Planning Appeals Tribunal 1Deputy Chief Government Valuer 1Deputy Chief Government Whip 1Deputy Chief Health Inspector 3Deputy Chief Hospital Administrator 1Deputy Chief Nursing Officer 1Deputy Chief Surveyor 3Deputy Chief Town and Country Planning Officer 1Deputy Clerk 1Deputy Commissioner of Police 6Deputy Commissioner, Probation and After Care 1Deputy Commissioner, Social Security 2Deputy Conservator of Forests 1Deputy Controller, Fisheries Protection Service 3Deputy Director 4Deputy Director General, NSS 1Deputy Director of Civil Aviation 1Deputy Director, Employment Service 1Deputy Director, Legal Metrology Services 1Deputy Director, Meteorological Services 2Deputy Director, National Parks and Conservation 1Deputy Director, Strategic Planning and Implementation Unit 0Deputy Forest Ranger 7Deputy Head Teacher 820Deputy Head Teacher (Aided Schools) 6Deputy Head Teacher (Oriental Languages) 180

Deputy Master & Registrar 1Deputy Project Manager (Ministry of Environment) 1Deputy Rector 43Deputy Registrar 1Deputy Registrar of Associations 1Deputy Registrar of Civil Status 1

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Deputy Road Transport Commissioner 1Deputy Secretary for Foreign Affairs 1Deputy Secretary, Central Tender Board 1Deputy Social Welfare Commissioner 2Deputy Speaker 1Deputy, General Manager 1Development Control Officer 6Director 13Director General, ADSU 1Director General, NSS 1

Director of Civil Aviation 1Director of Court Services 1Director of Public Prosecutions 1Director of Sports 1Director of Youth Affairs 1Director, Emergency Services 1Director, Employment Service 1Director, Human Resource Development 1Director, Labour and Industrial Relations 1Director, Legal Metrology Services 1Director, Medical Unit 1Director, Meteorological Services 1Director, National Parks and Conservation Service 0Director, Occupational Safety and Health 1Director, Office of Fair Trading 0Director, Pharmaceutical Services 1Director, Solid Waste Management Division 1Director, Strategic Planning and Implementation Unit 0Disability Officer 5Divisional Cooperative Officer 4Divisional Environment Officer 6Divisional Forest Assistant 2

Divisional Head 3Divisional Meteorologist 3Divisional Scientific Officer 1Divisional Scientific Officer (Fisheries) 8Draughtsman's Assistant 2Draughtsman 1Driver 343Driver (Bibliobus) 3Driver (Heavy vehicles above 5 tons) 36

Driver (Mechanical Unit) 6Driver (on roster - day & night) 10Driver (on roster) 8Driver (on shift) 52Driver (Ordinary Vehicles up to 5 tons) 44Driver (Planning) 0Driver Heavy Vehicle 1Driver Mechanical Unit 14ECG Technician 28Edu. Psychologist 11Education Officer 2548Education Officer(Physical Education) 81Education(Prevoc) 0EEG Assistant Technician 2EEG Technician 1Electrician 10

Electrician (on shift) 4Electronic Technician 4Emergency Physician 35Employment Officer 42Environment Enforcement Assistant 12Environment Officer 37Executive Assistant 2Executive Assistant (Housing) 1Executive Officer 302Executive Officer (Health Services) 87Factory Operative 0Factory Operative Assistant 2Family Counselling Officer 0Family Protection Officer (Personal) 4Family Welfare and Protection Officer 23

Female Assistant Superintendent, Rehabilitation Youth Centre 1Female Officer, Rehabilitation Youth Centre 1Field Assistant (Personal) 4First Secretary 23Fisheries Protection Officer 132Fitter 8

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Fitter (on shift) 4Flight Operations Inspector 0Foreman 20Foreman (General) 3Forest Guard 60Forest Ranger 8Forester 38Fumigation Attendant 2Fumigation Supervisor 1Gangman 96

Gangman (on roster) 1Gardener 16Gardener/Nurseryman 240Gatekeeper (Health) 79Gatekeeper (on shift) 6Gateman 2General Worker 4 418General Assistant 13General Development Worker 7General Manager 1General Worker (Casual) 4General Worker (on shift) 1General Worker 2Government Analyst 5Government Valuer 13Graphic Artist 0Gun Fitter 2Haemodialysis Officer 1Haemodialysis Supervisor 1Handy Worker 232Handy Worker ( Special Class) 200Hatchery Operator 2Head Cook 6Head Family welfare and Protection unit 0Head Gardener/Nurseryman 11Head Library Cadre 1Head Nurseryman (Fisheries) (on roster) 10Head office attd/ Office attd 65Head Office Attendant 60Head Poler 3Head Police Attendant 30

Head Remuneration Analyst 1Head Teacher/Senior Head Teacher 223Head Teacher/Senior Head Teacher (Aided Schools) 2Head, Child Development Unit 1Head, Consumer Protection Unit 0Head, Disability Unit 1Head, Occupational Health Unit 1Head, School for Subnormal Children 1Head, School for the Blind 1Head, School for the Deaf 1Head, Vector Biology and Control Division 1Head, Women's Unit 0Health & Physical Education Instructor 41Health Care Assistant (General) 1 301Health Care Assistant (Haemodialysis) 1Health Economist 1

Health Engineering Assistant 11Health Information, Education and Communication Officer 5Health Inspector 97Health Promotion Co-ordinator 1Health Statistician 3Health Surveillance Officer 111Heavy Vehicle/Mechanical Driver 1Helper 0High Commissioner 7Higher Executive Officer 115Higher Social Security Officer 192Home Economics Officer 7Home Economics Organiser/Senior Home Economics 1Hospital Administrative Assistant 18Hospital Administrator 9

Hospital Attendant (on shift) 299Hospital Executive Assistant 0Hospital Physicist 3Hospital Servant (on shift) 1 872Housing Attendant 2Housing Clerk 3

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Housing Development Cadet 5Housing Development Officer 1Housing Officer 1Human Resource Analyst 12Incinerator Operator 7Insecticide Sprayerman 89Insecticide Sprayerman (Health) 100Inspector 10Inspector (Pre-Vocational) 7Inspector of Associations 14

Inspector of Police 378Inspector of Works 4Instructor (Personal) 8Instructor/Instructress School for the Blind 2Instructor/Instructress School for the Deaf 2Instructor/Instructress School for the Subnormal 2Instrument Curator 6

Irrigation Operator 4Job Analyst 3Job Analyst's Assistant 0Judge in Bankruptcy 1Laboratory Attendant 380Labour and Industrial Relations Officer 40Launch Driver 1Launch Driver (Shift) 5Laundry Attendant (on roster) 60Law Librarian 1Law Library asst 4Law Library Officer 1Leader of the Opposition 1Leading Hand 187Leather Worker 17Legal Assistant 6Legal Metrologist 2Legal research Asst 13Legal Secretary 1Leisure Officer 3Liaison Officer 10Librarian 4Library Attendant 70Library Clerk 69

Library Officer 68Library Officer/Senior LO 7Licensing/Registration Officer 10Liftman 2Linen Officer 53Linen Room Assistant 3Local Government Binder's Asst 1Local Government Cabinet Maker 2Local Government Cadastral Assistant 1Local Government Chemical Sprayerman 1Local Government Clerk 7Local Government Drainman 4Local Government Enforcement Officer 5Local Government Executive Assistant 2Local Government Gardener/Nurseryman 6Local Government Groundsman 4

Local Government Mason 2Local Government Painter 3Local Government Road Mender 8Local Government Telephone Operator 1Local Government Tradesman's Assistant 17Local Government Welder 1Local Government Word Processing Operator 2Lorry Loader 111Machine Minder 7Machine Minder (Bindery) 7Machine Minder (Bindery) (On Roster) 21Magistrate/Senior Magistrate 50Maintenance Assistant 37Maintenance Handy Worker 7Maintenance Handy Worker (Personal) 3

Maintenance Officer 5Maintenance Officer (Communication, Navigation & Surveillance) 12Maintenance Superintendent 0Maintenance Supervisor (Communication, Navigation & Surveillance) 4Manager 1Manager, Recreation Centre 2

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Mandatory Occurrence Reporting Officer 0Marine Electronic/Electrical Technician 1Marine Engineering Assistant 1Marital Counsellor 0Mason 84Master Tailor 1Matron 1Medical Superintendent 4Medical and Health Officer/Senior Medical and Health Officer 489Medical Laboratory Technician 155Medical Physics Technician 1Medical Records Assistant 265Medical Records Clerk 195Medical Records Officer 14Medical Records Organiser 1Medical Social Worker 11Medical Superintendent 6Members of Parliament 59Mentor 50Mentor (Aided Schools) 0Meteorological Technician 23Meteorologist 7Midwife 124Midwife Educator 4Minister Counsellor/Deputy High Commissioner 9

Mortuary Attendant (on roster) 17Motivator 2Motor Diesel Mechanic 8

Motor Mechanic 62Motor/Diesel Mechanic 7Music Organiser 2National Aids Coordinator 1Nightsoilman 1Nuclear Medicine Technologist 4Nurse Educator 17Nurse Educator (Female) 5Nurse Educator (Male) 7Nurseryman (Fisheries) (on roster) 28Nursing Administrator (Female) 9Nursing Administrator (Male) 9Nursing Officer 2 439

Nursing Officer (Psychiatric) 67Nursing Supervisor (Female) 36Nursing Supervisor (Male) 41Nutritionist 15Occupational Health Physician 8Occupational Safety and Health Engineer 3Occupational Safety and Health Inspector 23Occupational Therapist 9Occupational Therapy Assistant 15Office Assistant 3Office Attendant 455Office Attendant (Planning) 0Office Helper 1Office Supervisor 36Officer, Rehabilitation Youth Centre 26

Officer-in-charge (National Identity Card Unit) 1Officer-in-Charge, Import Division 0Official Receiver 2Ombudsman 1Operator Waste Water Pumping Station (on shift) 2Operator Pumping Station 5Operator Waste Water Pumping Station (on shift) 1Opposition Whip 1Organising Officer, Recreation Centre 2Organising Officer, Women's Centre 2Orthopaedic Appliance Maker (Leather) 21Orthopaedic Appliance Maker (Metal) 18Orthopaedic Appliance Maker (Wood) 12

Orthopaedic Technician 2Packing Assistant 55Painter 40

Panel Beater 23Park Ranger 3Parliamentary Counsel 1Parliamentary Private Secretary 5Pathological Laboratory Assistant 16Pedagogical Inspector (Personal) 10

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Perfusionist 3Permanencier 15Permanent Secretary 17Personnel Licensing Assistant 0Personnel Licensing Officer 0Pharmacist 17Pharmacy Dispenser 148Pharmacy Stores Manager 13Physical Education Instructor 38Physical Education Organiser 3

Physiotherapist 15Physiotherapy Assistant 43Plan Printing Operator 3Planner 7Planning Assistant 11Planning Inspector 6Plans and Records Officer 1Plant & Equipment Operator 5Plant Mechanic 1Plant Room Operator (on shift) 9Plumber and Pipe Fitter 22Podiatrist 0Poler 14Police Attendant 270Police Constable 8 365

Police Constable (Security/Driver) 100Police Corporal 1 275Police Dental Surgeon/Senior Police Dental Surgeon 1Police Medical Officer/Senior Police Medical Officer 6Police Sergeant 1 192Pre-reg Trainee Agricultural Engineer 2President (court) 3President, Permanent Arbitration Tribunal 0Primary School Inspector 48Principal Agricultural Engineer 1Principal Archives Officer 1Principal Assistant Secretary 29

Principal Bio-Medical Technician 1Principal Careers Officer 1Principal Cartographer 2Principal Chemical Laboratory Technician 1

Principal Civil Status Officer 4Principal Community Health Care Officer 1Principal Community Health Nursing Officer 1Principal Community Midwife 1Principal Consumer Protection Officer 2Principal Court Officer 28Principal Court Usher 8Principal Demographer 1Principal Dental Assistant 1Principal Dental Surgeon 1Principal Electronic Technician 4Principal Female Officer, Rehabilitation Youth Centre 1Principal Fisheries Officer 3Principal Fisheries Protection Officer 25Principal Government Valuer 3Principal Health Engineering Assistant 2

Principal Health Information, Education and Communication Officer 1Principal Health Inspector 17Principal Health Surveillance Officer 1Principal Hospital Physicist 1Principal Human Resource Analyst 1Principal Inspector of Associations (Personal) 2Principal Job Analyst 3Principal Labour and Industrial Relations Officer 7Principal Legal Assistant 2Principal Licensing/Registration Officer 2Principal Local Government Enforcement Officer 1Principal Medical Laboratory Technician 14Principal Medical Officer 4Principal Meteorological Technician 10Principal Nurse Educator 1

Principal Nutritionist 2Principal Occupational Safety and Health Inspector 5Principal Officer, Rehabilitation Youth Centre 5Principal Pathological Laboratory Assistant 1Principal Pharmacist 1Principal Pharmacy Dispenser 16

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Principal Physical Education Organiser 1Principal Planner 4Principal Police Medical Officer 2Principal Primary School Inspector 8Principal Probation Officer 10Principal Procurement Officer 1

Principal Protocol Assistant 1Principal Radiographer 7Principal Radiographic Assistant 5Principal Regional Development Officer 2Principal Research and Development Officer 5Principal Road Transport Inspector 4Principal Sanitary Engineer 1Principal Social Security Officer 22Principal Social Welfare Officer 8Principal State Attorney 2Principal State Counsel 7Principal Statistician 1Principal Supervisor (Female), Family Planning (Personal) 1Principal Surveying and Mapping Assistant 1Principal Surveyor 11Principal Technical Officer (Fisheries) 1Principal Technician (Electrical) 2Principal Test Chemist 2Principal Tourism Planner 2

Principal Town and Country Planning Draughtsman 1Principal Town and Country Planning Officer 4Principal Trade Analyst 1Principal Valuation Technician 23Principal Vector Biology and Control Laboratory Technician 1Principal Vehicle Examiner 2Principal Youth Officer 10Printing Machine Operator 2Probation Officer 37Procurement Officer 9Principal Cooperative Officer 18Project Co-ordinator (AIDS) 1Project Manager 2Protocol Assistant 1Psychologist 8Publicity Assistant 3

Puisne Judge 11Quality Control Pharmacist/Chemist 1Radiographer 92Radiographic Assistant (on shift) 14Radiographic Assistant (Personal) 63Range Warden 3Rattaner 1

Receptionist 4Receptionist (Health Services) 10Receptionist/Telephone Operator 53Record Manager 1Rector 50Refuse Collector 294Regional Court administrator 2Regional Development Officer 16

Regional Health Director 5Regional Health Services Administrator 5Regional Nursing Administrator 5Regional Public Health Superintendent 7Registrar Dangerous Chemical Control Board 1Registrar of Associations 1Registrar of Civil Status 1Registrar, Cooperative Societies 0Registrar, Public and Disciplined Forces Service Commission 1Remuneration Analyst 1Reporter 2Reprographic Operator 3Research and Development Officer 18Research and Development Officer (Wildlife) 2Research Officer NAEC 0Resource Centre Attendant 1

Rigger 9Road Transport Commissioner 1Road Transport Inspector 37Rodent Control Assistant Supervisor 2Rodent Control Attendant 13Rodent Control Supervisor 1

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Sail-maker 1Sampler 163Sanitary Attendant 38Sanitary Attendant (on shift) 4Sanitary Engineer 2School Caretaker 822School Clerk 277Scientific Officer 7Scientific Officer (Fisheries) 14Scientific Officer, Vector Biology and Control Division 1

Scientific Officer, Vector Biology and Control Division (Personal) 1Seamstress 5Second Secretary 46

Secondary School Inspector 28Secretary (Enironment Appeal tribunal) 1Secretary (Pay Research Bureau) 1Secretary /Chief Justice 1Secretary /Registrar 1Secretary for Cooperative Development 1Secretary for Foreign Affairs 1Secretary for Trade Development 0Secretary NAEC 0Secretary, Central Tender Board 1Secretary, Morcellement Board 1Secretary, National Planning & Development Commission 1Secretary, NTA Board 1Secretary, Ombudsman's Office 1Secretary, Planning Appeals Tribunal 1Secretary, Public and Disciplined Forces Service Commissions 1Senior Aeronautical Information Officer 1Senior Agricultural Engineer 1Senior Archives Officer 4Senior Area Superintendent 1Senior Attaché 4Senior Aviation Patrolman 0Senior Bio-Medical Technician 3Senior Blood Bank Officer 1Senior Careers Officer 1Senior Cartographer 4Senior Chemical Laboratory Technician 2Senior Child Welfare Officer (Personal) 1

Senior Civil Status Officer 12Senior Clinical Scientist 1Senior Coach 4Senior Coach (Swimming) 1Senior Commercial Officer 1Senior Community Health Care Officer 10Senior Community Health Nursing Officer 6Senior Community Midwife 20Senior Computer Laboratory Attendant 1Senior Consumer Protection Officer 3Senior Cook 14Senior Cooperative Development Officer 3Senior Cooperative Officer 24

Senior Court Officer 60Senior Court Usher 14Senior Dental Assistant 14

Senior Development Control Officer 1Senior ECG Technician 5Senior Educational Psychologist 1Senior Education Officer (Administration) 1Senior Education Officer (Administration) (Personal) 5Senior Electronic Technician 8Senior Employment Officer 14Senior Environment Officer 1Senior Family Welfare & Protection Officer 0Senior Female Officer, Rehabilitation Youth Centre 1Senior Field Assistant (Personal) 2Senior Fisheries Protection Officer 57Senior Gangman 4Senior Gardener/Nurseryman 27Senior Government Analyst 1

Senior Government Valuer 5Senior Health Engineering Assistant 5Senior Health Information, Education and Communication Officer 1Senior Health Inspector 30Senior Health Statistician 1Senior Health Surveillance Officer 18

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Senior Technical Officer (Fisheries) 6Senior Technical Officer (Legal Metrology) 1Senior Technician (Electrical) 0Senior Technician (Mechanical) 1Senior Test Chemist 27Senior Tourism Planner 2Senior Town and Country Planning Draughtsman 3Senior Town and Country Planning Officer 4Senior Trade Analyst 1Senior Trade Information Officer 1

Senior Traffic Warden 7Senior Valuation Technician 42Senior Vector Biology and Control Laboratory Technician 1Senior Vehicle Examiner 3Senior Word Processing Officer 1Senior Word Processing Operator 13Senior Youth Officer 17

Senior/Head School Caretaker 95Senior/Head Workshop Assistant 1Senior/Principal Health Economist 1Shorthand Writer 6Social Facilitator 1Social Security Attendant 40Social Security Officer 194Social Welfare Commissioner 2

Social Welfare Officer 42Social Worker 15Sociologist/Planner 1Solicitor-General 1Speaker 1Special Clerical Officer 9Specialist (Dental Services) 9Specialist/Senior Specialist 241Speech and Hearing Therapy Assistant 12Speech Therapist and Audiologist 3Sports Medical Officer 1Sports Nursing Officer 2Sports Officer 11Sprayerman 1State Attorney 5State Counsel 31

Station Master 18Station Officer 1Statistical Officer 97Statistician 27Statistician/Systems Coordinator 1Steward 28Stockman 79Store Officer 1Storeman 2Stores Attendant 153Sub-Inspector of Police 90Sugar Technologist 3Superintendent (Central Sterile Supply Department) 2Superintendent of Police 58Superintendent of Police (Engineer Squadron) 1Superintendent, Orthopaedic Appliances Workshop 1Superintendent, Rehabilitation Youth Centre 1

Superintendent, Specialised Schools 1Superintendent, Surgical Technology Workshop 1Superintending Dental Surgeon 4Supervisor (Central Sterile Supply Department) 2Supervisor (The Arts) 2Supervisor Community Health Rehabilitation Officer 2Supervisor of Oriental Languages 8Supervisor of Works 3Supervisor, Central Sterile Supply Department 4Supervisor, Community Health Rehabilitation Officer 3Supervisor/Senior Supervisor (Female ) (FP) (Personal) 10Survey & Demographic Officer 5Survey Officer 11Surveying and Mapping Assistant 27

Surveyor 30Swimming Pool Attendant 5Swimming Pool Attendant (on roster ) 7Automobile Electrician 1Carpenter 1Motor Mechanic 0

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Painter 1Plumber & Pipe Fitter 1Welder 2Tailor 27Teacher(Secondary, Prevoc) 0Teacher/Senior Teacher 3 846Teacher/Senior Teacher (Aided Schools) 35Teacher/Senior Teacher (Oriental Languages) 1 838Technical Assistant 30Technical Manager 2Technical Officer 51Technical Officer (Fisheries) 28Technical Officer (Legal Metrology) 8Technical Officer/Senior Technical Officer (Wildlife) 0Technician (Communication, Navigation & Surveillance) 3Technician (Electrical) 0Technician (Youth & Sports) 2Telephone Operator/Receptionist 1Telephone Supervisor 1Telephonist 99Temporary Youth Officer 11Test Chemist 3Theatre Attendant (on shift) 9Third Secretary 1Time Keeper (Health) 15

Timekeeper Transport Division 1Toolskeeper 2Tourism Planner 6Town and Country Planning Draughtsman 11Town and Country Planning Officer 1Trade Analyst 1Trade Information Officer 3Tradesman 5

Tradesman Carpenter 2Tradesman Mason 1Tradesman Motor Mechanic 2Tradesman's Assistant 207Tradesman's Assistant (Seamstress) 8Traffic Warden 35Trainee Draughtsman 1Trainee Legal Assistant 4

Trainee Meteorological Technician 7Trainee Meteorologist 3Trainee Surveyor 17Transport and Workshop Manager 1Transport Controller 2Transport Officer 1Transport Planner 1Transport Superintendent 1Transport Supervisor 5Turner and Machinist 2Upholsterer 5Usher/Senior Usher (Education) (Female) 59Usher/Senior Usher (Education) (Male) 58Valuation Technician 35Vector Biology and Control Laboratory Technician 2Vehicle Examiner 18Vice President (court) 3Vice-President 1Vulcaniser 5Ward Manager (Male) 71Ward Assistant (Male and Female) 130Ward Manager (Female) 78Ward Manager (Psychiatric) (Female) 1Ward Manager (Psychiatric) (Male) 1Wardress/Attendant (on roster) 18Waste Water Pipe Cleaner (on roster) 18Watchman 179Watchman (on shift) 58Welder 16Welfare Assistant 12Welfare Assistant (Psychiatry) 8

Welfare Officer, Rehabilitation Youth Centre 1Woman Assistant Commissioner of Police 1

Woman Deputy Commissioner of Police 1Woman Police Assistant Superintendent 2Woman Police Chief Inspector 6Woman Police Constable 475

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Parastatals:

Main observations from Table 11.34 with respect to employment trend in Parastatals are as follows:

An 8 percent increase would occur among Accountants from June 2007 to year 2010.

Among Accounts Officers/Senior Accounts Officers, a 13 percent increase is anticipated. 33 percent increase is expected among Administrative Professionals.

A 20 percent increase is expected among Assistant Secretaries.

An 18 percent decrease is anticipated among Associate Professors.

A 13 percent increase is expected among Caretakers.

An 11 percent increase is expected among Chairmen.

A 12 percent decrease is projected among Coach Repairer.

Drivers represented 8 percent of workers in Parastatals, the most common job.

Conductors represented 6 percent of the Parastatal workers and General Workers represented5 percent and Teachers represented 4 percent.

Table 11.34 :Estimated number of employees in Parastatals, 2007-2010

Number of employeesJob Title as at 30 June 2007 2007/08 2008/09 2009/10

Accountant 25 26 27 27Accounting And Administrative Assistant 2 3 4 4Accounting Assistant 29 29 29 29Accounting Technician 27 27 27 27Accounts Clerk 14 14 14 14Accounts Manager 1 1 1 1Accounts Officer 2 2 2 2Accounts Officer/Senior Accounts Officer 24 25 27 27Acting Senior Dressmaking Teacher 2 2 2 2

Administrative and Financial Manager 3 6 6 6Administrative Assistant 16 16 17 17Administrative Clerk 3 4 4 4Administrative Manager 14 15 15 15Administrative Officer 8 8 8 8Administrative Professional 15 15 15 20Administrative Secretary 13 14 14 14Adult Literacy Instructress 8 8 8 8Agricultural Clerk 2 2 2 2Agricultural Executive Assistant 1 1 1 1Agricultural Marketing Officer 5 5 5 5Ambulance Driver 1 1 1 1Analyst Programmer 1 1 1 1App. Mechanic 24 24 24 24Archives Officer 1 1 1 1Arts Gallery Conservator 1 1 1 1

Assistant Audio Visual and Documentation Officer 1 1 1 1Assistant Commercial Manager 1 1 1 1Assistant Director 3 3 3 3Assistant Documentation Officer 6 6 6 6Assistant Editor 1 1 1 1

Assistant Executive Clerk 19 19 19 19

Job Title No. of employees as at 30 June 2007Woman Police Corporal 25Woman Police Deputy Assistant Superintendent 1

Woman Police Inspector 17Woman Police Sergeant 60Woman Police Superintendent 2Woman Sub-Inspector of Police 10Woodcutter 30Word processing operator 544Word Processing Operator (Oriental Language) 3Word Processing Operator (Planning) 0

Workshop Assistant 96Workshop Assistant (on shift) 2Workshop Supervisor 3Word Processing Operator 54X- Ray Attendant 3Youth Officer 17Total employment in Civil Service 53 474

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Assistant Executive 11 11 11 11

Assistant Finance Officer 7 7 7 7Assistant Financial Intelligence Analyst 2 2 2 2Assistant Financial Officer 14 14 14 14Assistant General Manager 1 1 1 1Assistant Human Resource Manager 2 2 2 2Assistant Instructor 8 8 8 8Assistant IT Manager 1 1 1 1

Assistant Lecturer/Lecturer 189 191 195 194Assistant Librarian 1 1 1 1Assistant Manager 21 21 21 21Assistant Printing Officer 3 3 3 3Assistant Purchasing and Supply Officer 1 2 2 2Assistant Registrar 4 4 4 4Assistant Research Scientist 5 10 11 11Assistant Secretary 5 5 5 6Assistant Stores Officer 24 24 24 24Assistant Supervisor, Women’s Association 3 3 3 3Assistant Technician 33 32 32 32Assistant to CEO 1 1 1 1Assistant Tradesman 3 3 3 3Associate Professor 17 16 14 14Asst Director - Revenue 1 1 1 1Asst Handicraft Promotion Officer 1 1 1 1

Asst Secretary(Contract) 1 1 1 1Asst System Analyst 1 1 1 1Asst System/Network Administrator 1 1 1 1Attendant 61 65 65 65Attendant (Workshop) 1 1 1 1Attendant/Cleaner 5 7 7 7Attendant/Driver 40 41 41 41Auxiliary Driver 5 5 4 3BA/System Administrator 1 1 1 1Baby Care Staff 9 9 9 9Binder 2 2 2 2Blacksmith 11 11 11 11Board Member 4 4 4 4Boatman 1 1 1 1Bursar 1 1 1 1

Business Development Officer 8 8 8 8

Cabinet Maker 1 1 1 1Cardiac Anaesthetist 2 2 2 2Cardiac Surgeon 1 1 1 1Cardiologist 1 1 1 1Carer 1 1 1 1Caretaker 232 240 250 263Carpenter 16 16 16 16Cashier 30 30 30 30Chairman 9 10 10 10Charge hand 6 6 6 6Chief Administrative Assistant 1 1 1 1Chief Carpenter 1 1 1 1Chief Cashier 1 1 1 1Chief Executive Officer 6 6 6 6Chief Finance Officer 1 1 1 1

Chief Manager Finance 1 1 1 1Chief Mason 1 1 1 1Chief Planning Inspector 1 1 1 1Chief Social Worker 1 1 1 1Chief Specialised Nursing Superintendent 1 0 0 0Chief Technician 1 1 1 0Chief Tradesman 1 1 1 1Child Care Asst 1 1 1 1Child Care Giver 7 7 7 7Claims Officer 6 6 6 6Cleaner 1 1 1 1Cleaner (Full Time) 7 7 7 7Clerical Assistant 3 3 3 3Clerical Officer 59 59 59 59Clerical Officer/Higher Clerical Officer 337 347 352 353Clerk 28 28 28 28

Clerk, NWC 7 7 7 7Clerk/Word Processing Operator 172 175 177 177Coach 1 1 1 1Coach Painter 4 4 4 4Coach Repairer 41 39 36 36Commercial Executive 1 1 1 1

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Commercial Officer 5 5 5 5Communication and Public Relations Manager 1 1 1 1Community Development Commissioner 1 1 1 1Community Development Officer 21 21 21 21Community Service Extra Asst 31 31 31 31Community Welfare Asst 153 153 153 153Computer /Network Technician 4 4 4 4Computer Analyst/Senior Computer Analyst 2 2 2 2

Computer Laboratory Attendant 2 2 2 2Computer Officer 1 1 1 1Computer Operations Controller 1 1 1 1Computer Operator 1 1 1 1Computer Programmer 2 2 2 2Computer Support Officer 2 2 2 2Computer Technician 15 15 15 15

Conductor (Employed) 665 655 655 655Confidential Secretary 118 118 116 113Construction Manager 1 1 1 1Control Clerk 4 4 4 4Cook 5 5 5 5Coordinator 38 38 38 38Copy Editor 3 5 5 5Council Member 18 18 18 18Craft And Related Trade Worker 7 7 7 7

Craft Worker 86 86 86 86Cultural Advisor 1 1 1 1Curator 4 4 4 4Curriculum Officer 2 2 2 2Customs Officer 1 278 278 278 278Customs Officer 2 224 224 224 224Data Entry Supervisor 1 1 1 0Data Input Clerk 17 17 16 14Depot Manager 7 6 6 6Deputy Director 13 14 14 13Deputy Executive Director 1 1 1 1Deputy General Manager 4 4 4 4Deputy Rector 8 8 8 8Deputy Registrar 1 1 1 1Deputy Specialised Nursing Superintendent 2 2 2 2Designer 1 1 1 1

Development Officer 1 1 1 1Director 43 48 48 47Director Cardiac Services 1 1 1 1Director General 1 1 1 1Dispenser 4 4 4 4Distance Learning Officer 1 1 1 1Divisional Manager 13 13 13 13Doctor 5 5 5 5Documentalist 2 2 2 2Documentation and Research Officer(Oriental Languages) 1 1 1 1Documentation Officer 5 5 5 5Dog Catcher 10 10 10 10Draughtsman 2 2 2 2

Dressmaking Teacher 3 3 3 3Driver 870 856 857 857

Driver/Messenger 1 1 1 1Driver/Office Attendant 1 1 1 1Education Officer 285 285 285 285Educational Data Asst 1 1 1 1Educator 70 70 70 70Electrical Engineer 2 2 2 2Electrician 46 45 44 42Elementary Occupation 9 9 9 9Engineer 9 9 9 9Engineering Superintendent 6 6 6 6Evaluation Officer 1 1 1 1Events Manager 3 3 3 3Events Officer 2 3 3 3Examiner 1 1 1 1Executive Assistant 11 12 12 12Executive Clerk 25 25 25 25

Executive Director 2 2 2 2Executive Officer 95 99 100 100Executive Secretary 1 1 1 1Extension Officer 8 8 8 8Factory Operator 3 3 3 3Factory Worker 99 99 99 99

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Family Support Officer 105 105 105 105Field Intelligence Officer 3 3 3 3Field Officer 72 72 72 72Finance Clerk 17 17 17 17Finance Manager 6 6 6 6Finance Officer 38 44 45 45Financial Analyst 1 7 7 7Financial Controller 6 6 6 6Financial Intelligence Analyst 2 3 3 3Fitter 5 5 5 5Foreman 10 10 10 10Forklift Driver 8 8 8 8Fuel Attendant 15 15 15 15Fund Raiser 1 1 1 1Gangman 38 38 38 38Gardener/Nurseryman 14 14 14 14Gardeners 35 35 34 34Gateman 4 4 4 4General Assistant 55 55 55 55General Clerk 2 2 2 2General Field Worker 1 1 1 1

General Manager 10 11 11 11General Manager's Personal Driver 2 2 2 2General Office/Premises Worker 1 1 1 1

General Purpose Handy Worker 1 1 1 1General Worker 589 589 589 588Graphics Artist 6 5 5 5Graphics Officer 4 3 3 3Group Human Resource Manager 1 1 1 1Hadj/Programme Officer 1 1 1 1Hairdresser 1 1 1 1Handicraft Teacher 1 1 1 1Handy worker 23 28 33 33Handy Worker (Skilled) 1 1 1 1Handy Worker(Special class) 25 25 25 25Handyman 103 114 114 114Handyman/Tradesman 95 95 95 95Head Engineering Department 2 2 2 1Head Engineering Services 1 1 1 1Head Gandhian Basic School 1 1 1 1

Head Lay Services 1 1 1 1Head Librarian 2 2 2 2Head Library and Archives 1 1 1 1Head National Resource Centre 1 1 1 1Head of Department/Department Manager 15 15 15 15Head of Finance 1 1 1 1Head of Graphics, Printing And Photography 1 1 1 1Head of School 5 5 5 5Head of Stores 0 0 1 1Head Office Attendant 6 6 6 6Head Operations and Maintenance Attendant 1 1 1 1Head Publishing and Printing Department 1 1 1 1Head Registry 1 1 1 1Health & Safety Officer 6 7 8 8Helper 28 27 27 27

Heritage Protection Officer 1 1 1 1Higher Executive Assist 1 1 1 1Higher Executive Officer 41 41 41 41Higher Purchasing & Supply Officer 2 2 2 2

Higher Stores Officer 15 15 14 14HIV Prevention Officer 1 1 1 1Home Economics Instructress (on sessional basis) 26 26 26 26Housing Inspector 1 1 1 1Human Resouce Assistant 6 6 6 6Human Resource Manager 1 1 1 1Human Resource Officer 3 3 3 3Industrial Relations Officer 2 2 2 2Information & Documentation Officer 1 1 1 1Information Control Officer 1 1 1 1Information Security Analyst 1 1 1 1Information Technology Officer 1 1 1 1

Insecticide Sprayerman 1 1 1 1Inspector 6 6 6 6Instructor 65 65 65 65Insurance Clerk 1 1 1 1Internal Auditor 13 13 13 13Internal Controller 2 3 4 4

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Investigator 2 2 2 2Investment Advisor 9 9 9 9Irrigation Manager 1 1 1 1Irrigueur 118 118 118 118IT Administrator/Analyst 2 3 3 3IT Assistant 1 2 2 2IT Manager 2 2 2 2IT Officer 4 4 5 5IT Officer/Technician 9 9 9 9IT Security Officer 4 4 4 4IT Technical Officer 21 21 21 21IT Technician 1 1 1 1Laboratory Attendant 31 31 31 31Labourer 179 179 179 179Laundry Worker 2 2 2 2Legal Advisor 1 1 1 1Legal Counsel 1 1 1 1Legal Officer 2 2 2 2Legal Research Assistant 0 0 1 1Legal Research Officer 0 0 3 3Legal Specialist 1 1 1 1Liaison Officer 8 8 8 8Librarian 4 4 4 4Library Attendant 9 9 9 9

Library Clerk 19 19 20 20Library Officer 14 14 14 14Lift Operator 1 1 1 1Linen Worker 2 2 2 2Lorry Driver 4 4 4 4Lorry Helper 4 5 5 5Lubricator 7 7 7 7Maintainance Officer 16 16 16 16Management Executive 1 1 1 1Manager 41 41 41 41Manager ( Business Development & Promotion) 7 7 7 7Manager (Personal) 1 1 1 1Manager, Planning, Research & Development 2 2 2 2Manager, Quality Assurance Services 2 2 2 2

Managing Director 3 3 3 3Managing Secretary 1 1 1 1

Manual Worker 17 17 17 17Marketing Assistant 1 1 1 1Marketing Officer 5 6 6 6Mason 22 22 22 22Masseur 8 8 8 8Matron 1 1 1 1Meat Loader/Lorry Helper 7 7 7 7Mechanic 191 191 186 178Mechanical Engineer 1 1 1 1Mechanical Engineer/Senior Mechanical Engineer 1 1 1 1Medical Record assistant 0 5 5 5Messenger/Driver 7 7 7 7Motivator 47 47 47 47Music Tutor 8 8 8 8Nurse 2 2 2 2

Nursery Attendant 1 1 1 1Nursing Aid 27 32 37 37Nursing Officer 1 1 1 1Office Attendant 189 188 189 189Office Attendant/Driver 17 17 17 17Office Attendant/Messenger 36 36 36 36Office Clerk 3 3 3 3Office Secretary 5 5 5 5Office Superintendent 6 6 6 6Office Supervisor 3 3 3 3Officer 106 106 106 106Officer In Charge 3 3 3 3Operations And Maintenance Attendant 22 22 22 22Operations And Maintenance Manager 1 1 1 1Operations Officer 14 14 14 14Operations/Maintenance Technician(Mechanical) 15 15 15 15

Operator Pumping Station 2 2 2 2Overseer 1 1 1 1Painter 16 15 14 14Parking Assistant 35 35 35 35Parking Cashier 8 8 8 8

Parking Supervisor 10 10 10 10

8

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Part Time Music Tutor 28 28 28 28Performing Artist 7 7 7 7Personal Secretary 2 2 2 2Personnel Officer 9 11 11 11Physiotherapist 1 1 1 1Physiotherapy Officer 1 1 1 1Pipe Fitter 3 3 3 3Planning Inspector 3 3 3 3

Planning Manager 1 1 1 1Planning Officer 1 1 1 1Plumber And Pipe Fitter 2 2 2 2Preprimary Teacher 2 2 2 2Principal Accounts & Procurement Officer 1 1 1 1Principal Community Development Officer 5 5 5 5Principal Draughtsman 2 2 2 2Principal Executive Assistant 2 2 2 2Principal Finance Officer 3 3 3 3Principal Legal Research Officer 0 0 1 1Principal Purchasing And Supply Officer 3 3 3 3Principal Social Welfare Officer 1 1 1 1Principal Stores Officer 1 1 0 0Printing and Publishing Officer 1 1 1 1Printing Assistant 3 3 3 3Printing Officer 2 2 2 2

Printing Operator 1 1 1 1Production/Curriculum Assistant 2 2 2 2Professional 19 19 19 19Professor 1 1 1 1Programme Coordinator 1 1 1 1Programme Officer 16 16 18 18Project Coordinator 3 3 3 3Project Officer 8 8 8 8

Project Worker 2 2 2 2Psychologist 2 2 2 2Public Relations Officer 8 11 11 11Pump Operator 2 2 2 2Purchasing And Supply Officer 44 43 45 45Purchasing Officer 0 0 1 1Quality Assurance Officer 2 2 2 2Quality Inspector 1 1 2 2Receptionist 11 11 11 11Receptionist/Telephonist 32 32 32 32Recruitment Officer 1 1 1 1Rector 5 5 5 5Registrar 3 3 3 3Relief Conductor 339 339 339 339Relief Driver 294 294 294 294Research Analyst 3 3 3 3Research Assistant 0 1 1 1Research Coordinator 1 3 3 3Research Intelligence Officer 2 2 2 2Research Officer 3 3 3 3Research Officer/Senior Research Officer 3 3 3 3Resident Manager 1 1 1 1Resource Officer 1 1 1 1

Resource Person 22 22 22 22Resource Person (on sessional basis) 3 3 3 3Retail Manager 1 1 1 1Retread Plant Superintendent 1 1 1 1Safety And Health/Senior Safety And Health/Welfare Offic 3 3 3 3Sales and Marketing Officer 3 3 3 3Sales Assistant 1 1 1 1Salesman/Salesperson 7 7 7 7Sanitary Attendant 1 1 1 1Secretary 23 23 23 23Secretary To The Board 4 4 4 4Secretary -Treasurer 1 1 1 1Secretary/Receptionist 2 2 2 2Secretary-General 4 4 4 4Section Head 24 24 24 24

Senior Accounts Clerk 2 2 2 2

Senior Accounts Officer 9 9 9 9Senior Administrative Assistant 2 2 2 2Senior Assistant Editor 2 2 2 2Senior Binder 2 2 2 1Senior Cashier 17 17 18 17Senior Clerk 1 1 1 1

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Senior Clerk/WPO 1 1 1 1Senior Community Development Officer 9 9 9 9Senior Computer Operator 2 2 2 2Senior Coordinator 5 4 4 4Senior Executive Assistant 1 1 1 1Senior Executive Officer 10 10 10 10Senior Extension Officer 1 1 1 1Senior Finance Officer 13 13 13 13

Senior Gangman 1 1 1 1Senior Gangman/Nurseryman 2 2 2 2Senior Gardener 4 4 4 3Senior General Assistant 7 7 7 7

Senior Head Office Attendant 9 9 8 7Senior Housing Inspector 1 1 1 1Senior Instructor 3 1 1 1Senior Insurance Clerk 1 1 1 1Senior Internal Controller 0 1 1 1Senior Investment Advisor 6 6 6 6Senior Laboratory Attendant 7 7 7 7Senior Lecturer 54 51 46 45Senior Legal Research Officer 0 0 1 1Senior Librarian 1 1 1 1Senior Library Attendant 1 1 1 1Senior Library Clerk 2 2 2 2

Senior Office Attendant 5 5 5 5Senior Officials/Managers 11 11 11 11Senior Performing Artist 2 2 2 2Senior Planning Inspector 1 1 1 1Senior Printing Officer 1 1 1 1Senior Purchasing And Supply Officer 3 3 3 3Senior Social Welfare Officer 6 6 6 6Senior Specialised Perfusionist 1 1 1 1Senior Store Keeper 9 8 7 6Senior Stores Officer 2 2 2 2Senior Technical Assistant 22 22 22 22Senior Technical Executive 2 2 1 1Senior Technical Officer 4 4 4 4Senior Technician 15 13 13 13Senior Terminal Operator(Civil) 6 6 6 6

Senior Terminal Operator(Electrical) 14 14 14 14Senior Terminal Operator(Mechanical) 8 8 8 8Senior Tobacco Officer 4 4 4 4Senior Tourism Enforcement Officer 0 2 2 2Senior Traffic Controller 9 9 9 9Senior Trainer 3 3 3 3Senior WPO 16 16 16 16Senior/Head Office Attendant 3 3 3 3Shop Assistant 10 10 10 10Shop Keeper 2 2 2 2Site Supervisor 1 1 1 1

Slaughterer 10 10 10 10Social Facilitator 4 4 4 4Social Worker 1 1 1 1Social Worker/Employment Officer 2 3 3 3Specialised Head Nurse 13 13 13 13

Specialised Nursing Officer 45 45 45 45Specialised Nursing Superintendent 1 1 0 0Specialised Perfusionist 2 2 2 2Specialised Registered Medical Officer 3 3 3 3Sports and Welfare Officer 1 1 1 1Statistical and Marketing Officer 1 1 1 1Statistical Officer 1 1 1 1Statistician 1 1 1 1Stock Clerk 1 1 1 1Stockman 3 3 3 3Store Manager(Inventory) 1 1 1 1Store Manager(Purchasing & Supply) 1 1 1 1Store Officer 1 1 1 1Store/Library Clerk 1 1 1 1Storekeeper 5 5 5 5Storeman 1 1 1 1Stores Attendant 26 26 26 25Stores Officer 13 13 13 13Substance Abuse Prevention Officer 3 3 3 3Supervising Attendant 1 1 1 1Supervisor, Women’s Association 1 1 1 1

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Supervisor/Senior Supervisor 19 19 19 19

Support 1 4 4 4 4Support 2 51 51 51 51Support Officer 2 2 2 2System Administrator 2 4 4 4System Analyst 4 4 4 4System Analyst(Contract) 1 1 1 1Systems Supervisor 1 1 1 1

Teacher 1 1 1 1Teacher on contract 29 29 295 29Teacher/Educator/Supervisor 43 43 43 43Teacher-Contractual 56 56 56 56Teacher-Permanent 416 427 427 428Team Leader 95 95 95 95Technical Advisor 1 1 1 1Technical And Mechanical Officer 111 111 113 113Technical Assistant 45 45 45 45Technical Assistant (Electrical) 2 2 2 2Technical Attendant 25 25 25 24Technical Consultant 1 1 1 1Technical Executive 3 3 3 3Technical Executive (Engineering Services) 1 1 1 1Technical Executive (Operations) 8 8 8 8Technical Manager 3 3 3 3

Technical Officer 223 223 223 223Technical Officer (Civil) 12 12 13 13Technical Officer (Electrical) 1 1 1 1Technical Officer(Building & Civil Engineering-Contract) 1 1 1 1Technical Officer/Senior Technical Officer 1 1 1 1Technician 26 26 26 26Technician (Engineering Services) 1 1 1 1Technician Operations 5 5 5 5Telephone Operator 6 6 6 6Telephonist 3 3 3 3Terminal Attendant/Gardener 4 4 4 4Test Bench Operator 5 6 6 6Theatre Attendant 5 5 4 4Ticket Issuing Machine Repairer 6 6 6 6Tourism Enforcement Officer 6 8 8 8

Tourism Information Officer 4 10 10 10

Tourism Promotion Manager 4 4 4 4Tourism Promotion Officer 3 5 5 5Tourist Warden 0 3 3 3Tradesman Assistant 18 18 18 18Tradesman/Senior Tradesman(Electronics) 2 2 2 2Traffic Controller 2 2 2 2Traffic Officer 106 116 108 108Traffic Planner(Contract) 1 1 1 1Traffic Supervisor 51 51 51 51Trainee Specialised Nursing Officer 15 20 25 25Trainer 55 55 55 55Training Centre Manager 6 6 6 6Training Officer 4 4 4 4Treasurer(Financial Officer) 1 1 1 1Trimmer/Upholsterer 8 9 9 9

Turner Machinist 3 3 3 3Typist/Receptionist 3 3 3 3Tyre Retreading Superintendent 1 1 1 1Tyreman 21 23 23 23Tyreman Supervisor 5 6 6 5Usher 13 13 13 13Vehicle Controller 1 1 1 1Vice Chairman 1 1 1 1Vulganisor 1 1 1 1Warden/TV Operator 189 194 196 201Warehouse Manager 1 1 1 1Watchman 54 54 54 54Weighbridge Attendant 1 1 1 1Weighbridge Operator 2 2 2 2Welder 23 24 23 23Welfare Development Officer 4 5 5 5

Woodcutter 2 2 2 2Word Processing Operator 69 69 69 69Word Processing Operator/Receptionist 9 9 9 9Workshop Assistant 21 21 21 21Workshop Superintendent 1 1 1 1Workshop Supervisor 28 28 28 28TOTAL 11 548 11 673 11 704 11 698

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