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PAY RESEARCH BUREAUMARCH 2016

V O LU M E

PART II

2

REPORT 2016

REVIEW OF PAY AND GRADING STRUCTURES

AND CONDITIONS OF SERVICE IN THE PUBLIC SECTOR

(Civil Service, Parastatal and Other Statutory Bodies,Local Authorities and Rodrigues Regional Assembly)

and THE PRIVATE SECONDARY SCHOOLS

Republic of Mauritius

PARASTATAL &

OTHER STATUTORY BODIES

AND

THE PRIVATE SECONDARY SCHOOLS

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THIS PART IS A CONTINUATION

OF

VOLUME 1

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TABLE OF CONTENTS PAGES

INTRODUCTION ..................................................................................................... 1

01.

AAPRAVASI GHAT TRUST FUND .............................................................................. 15

02. AGRICULTURAL MARKETING BOARD ...................................................................... 21

03. BEACH AUTHORITY ......... ......... .......... ......... .......... ......... .......... ......... .......... ......... ..... 31

04. BUS INDUSTRY EMPLOYEES WELFARE FUND ....................................................... 39

05.

CENTRAL WATER AUTHORITY .......... ......... .......... ......... .......... ......... ......... .......... ..... 41

06. CHAGOSSIAN WELFARE FUND ................................................................................ 57

07. CIVIL SERVICE FAMILY PROTECTION SCHEME BOARD .......... ......... .......... ......... .. 59

08. CONSEVATOIRE NATIONAL DE MUSIQUE FRANCOIS MITERRAND

TRUST FUND .............................................................................................................. 61

09. CONSTRUCTION INDUSTRY DEVELOPMENT BOARD ............................................ 65

10. EARLY CHILDHOOD CARE AND EDUCATION AUTHORITY .......... ......... .......... ........ 69

11. EMPLOYEES’ WELFARE FUND ................................................................................. 77

12. FASHION AND DESIGN INSTITUTE ........................................................................... 83

13. FINANCIAL INTELLIGENCE UNIT .............................................................................. 87

14. FINANCIAL REPORTING COUNCIL ........................................................................... 91

15. FISHERMEN INVESTMENT TRUST ........................................................................... 95

16. FISHERMEN WELFARE FUND ................................................................................... 97

17. FOOD AND AGRICULTURAL RESEARCH AND EXTENSION INSTITUTE (FAREI). . 99

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18. GAMBLING REGULATORY AUTHORITY ......... ......... .......... ......... ......... .......... ......... 123

19. HINDI SPEAKING UNION.......................................................................................... 127

20. HUMAN RESOURCE DEVELOPMENT COUNCIL .................................................... 129

21. IRRIGATION AUTHORITY ......... .......... ......... .......... ......... .......... ......... .......... ......... ... 139

22. ISLAMIC CULTURAL CENTRE ................................................................................. 147

23. LAW REFORM COMMISSION .................................................................................. 149

24. LE MORNE HERITAGE TRUST FUND ...................................................................... 151

25. MAHATMA GANDHI INSTITUTE ............................................................................... 155

26. MALCOLM DE CHAZAL TRUST FUND ..................................................................... 169

27. MANUFACTURING SECTOR WORKERS WELFARE FUND ......... .......... ......... ........ 171

28. MAURITIAN CULTURAL CENTRE TRUST ............................................................... 175

29. MAURITIUS BLOOD SERVICE ................................................................................. 177

30. MAURITIUS BROADCASTING CORPORATION ......... .......... ......... .......... ......... ........ 179

31. MAURITIUS CANE INDUSTRY AUTHORITY .......... ......... .......... ......... .......... ......... ... 181

32. MAURITIUS EXAMINATIONS SYNDICATE .............................................................. 219

33. MAURITIUS EX-SERVICES TRUST FUND ............................................................... 225

34. MAURITIUS FILM DEVELOPMENT CORPORATION ............................................... 227

35. MAURITIUS INSTITUTE OF EDUCATION ................................................................ 231

36. MAURITIUS INSTITUTE OF HEALTH ....................................................................... 241

37. MAURITIUS INSTITUTE OF TRAINING AND DEVELOPMENT .......... ......... .......... .... 247

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38. MAURITIUS MARATHI CULTURAL CENTRE TRUST ............................................... 255

39. MAURITIUS MEAT AUTHORITY .......... ......... .......... ......... .......... ......... ......... .......... ... 257

40. MAURITIUS MUSEUMS COUNCIL ........................................................................... 265

41. MAURITIUS OCEANOGRAPHY INSTITUTE............................................................. 269

42. MAURITIUS QUALIFICATIONS AUTHORITY ......... ......... .......... ......... ......... .......... ... 279

43. MAURITIUS RESEARCH COUNCIL ......................................................................... 285

44. MAURITIUS SPORTS COUNCIL ............................................................................... 291

45. MAURITIUS STANDARDS BUREAU ........................................................................ 293

46. MAURITIUS TAMIL CULTURAL CENTRE TRUST .................................................... 2 99

47. MAURITIUS TELUGU CULTURAL CENTRE TRUST ................................................ 3 01

48. MAURITIUS TOURISM PROMOTION AUTHORITY ......... .......... ......... ......... .......... ... 3 03

49. NATIONAL ADOPTION COUNCIL ............................................................................ 3 11

50. NATIONAL AGENCY FOR THE TREATMENT AND REHABILITATION OF SUBSTANCE

ABUSERS ......... .......... ......... .......... ......... .......... ......... ......... .......... ......... ......... .......... 3 15

51. NATIONAL ART GALLERY ....................................................................................... 3 19

52. NATIONAL CHILDREN’S COUNCIL .......................................................................... 3 21

53. NATIONAL COMPUTER BOARD .............................................................................. 325

54. NATIONAL HERITAGE FUND ................................................................................... 335

55. NATIONAL INSTITUTE FOR CO-OPERATIVE ENTREPRENEURSHIP ...... .......... ... 339

56. NATIONAL LIBRARY ................................................................................................ 343

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57. NATIONAL SOLIDARITY FUND ................................................................................ 347

58. NATIONAL TRANSPORT CORPORATION ............................................................... 349

59. NATIONAL WOMEN ENTREPRENEUR COUNCIL ................................................... 355

60. NATIONAL WOMEN’S COUNCIL .............................................................................. 359

61. NELSON MANDELA CENTRE FOR AFRICAN CULTURE TRUST FUND .............. ... 363

62. OPEN UNIVERSITY OF MAURITIUS ........................................................................ 367

63. OUTER ISLANDS DEVELOPMENT CORPORATION ............................................... 377

64. PRIVATE SECONDARY SCHOOLS AUTHORITY ......... .......... ......... ......... .......... ...... 387

65. PUBLIC OFFICERS’ WELFARE COUNCIL ............................................................... 397

66. RABINDRANATH TAGORE INSTITUTE .................................................................... 399

67. RAJIV GANDHI SCIENCE CENTRE TRUST FUND ................................................... 403

68. RIGHTS MANAGEMENT SOCIETY .......................................................................... 413

69. ROAD DEVELOPMENT AUTHORITY .......... ......... .......... ......... .......... ......... ......... ..... 41 5

70. SEAFARERS WELFARE FUND ................................................................................ 423

71. SIR SEEWOOSAGUR RAMGOOLAM BOTANIC GARDEN TRUST ................. ......... 42 5

72. SMALL AND MEDIUM ENTERPRISES DEVELOPMENT AUTHORITY .......... ......... .. 43 1

73. SMALL FARMERS WELFARE FUND ........................................................................ 443

74. ST ANTOINE PLANTERS CO-OPERATIVE TRUST .................................................. 447

75. STATE TRADING CORPORATION ........................................................................... 4 49

76. STATUTORY BODIES FAMILY PROTECTION FUND ............................................... 45 7

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77. SUGAR INDUSTRY LABOUR WELFARE FUND ....................................................... 459

78. SUGAR INSURANCE FUND BOARD ........................................................................ 467

79. TAMIL SPEAKING UNION......................................................................................... 473

80. TERTIARY EDUCATION COMMISSION ................................................................... 477

81. TOURISM AUTHORITY ................. ......... ......... .......... ......... .......... ......... ......... .......... 485

82. TOURISM EMPLOYEES WELFARE FUND ............................................................... 495

83. TOWN AND COUNTRY PLANNING BOARD ............................................................ 4 99

84. TRADE UNION TRUST FUND ................................................................................... 5 03

85. TRAINING AND EMPLOYMENT OF DISABLED PERSONS BOARD .......... ......... ..... 5 05

86. TRUST FUND FOR SPECIALISED MEDICAL CARE (CARDIAC CENTRE) .............. 5 09

87. UNIVERSITE DES MASCAREIGNES ....................................................................... 5 27

88. UNIVERSITY OF MAURITIUS ................................................................................... 5 37

89. UNIVERSITY OF TECHNOLOGY, MAURITIUS ........................................................ 5 63

90. URDU SPEAKING UNION ......................................................................................... 575

91. VALLEE D’OSTERLOG ENDEMIC GARDEN FOUNDATION ......... .......... ......... ........ 577

92. WASTEWATER MANAGEMENT AUTHORITY .................. ......... ......... .......... ......... .. 581

99. PRIVATE SECONDARY SCHOOLS .......................................................................... 595

MASTER SALARY CONVERSION TABLE Annex

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Parastatal Bod ies Introduction

~ 1 ~ Pay Review 2016

PARASTATAL BODIES

INTRODUCTION

1. Parastatal Bodies (PSBs), set up by specific Acts of Parliament, are organisationswhich form part of the Public Sector. They are of utmost importance to theeconomy and social development of the country. Hence, they are involved ineconomic, social, commercial, agricultural, environmental and cultural activities.

2. The Act under which each Parastatal Body operates sets the legal framework andparameters for its operation. PSBs shall conduct their activities in a sustainable andresponsible manner with great awareness of their responsibilities, with greattransparency and fairness in accordance with the principle of good governance aswell as other principles applicable to their lines of business. Their operations aresubject to the scrutiny of Parliament.

3. Parastatal Bodies operate as autonomous bodies under the umbrella of a ministryand have their own goals and objectives. They are seen as the Executive arm ofgovernment to support and promote government vision and to implement itsnational policy. Each PSB is managed by a Board of Directors, appointed by theGovernment, which sets the policies and directions of its operations. The Boardappoints the Chief Executive under different types of denomination according to the

Act which can be Director, Director General, General Manager or Secretary and

who is responsible for the day-to-day management of the organisation. The parentMinistry is represented on the Board by a Desk Officer who is the effective linkbetween the Ministry and the organisation and whose role is to ensure properapplication/implementation of Government’s policy for the economic, social andtechnical development of the Country.

4. Over the years the number of PSBs under the purview of the Bureau has keptchanging. While some PSBs have opted not to be covered by the PRB, others have

joined in and still others have expressed their interests to be under the ambit ofPRB. Recently, to be in line with the policy of the government, a number of PSBs

has been merged and integrated into one single organisation. As at today, theBureau reports on 92 Parastatal Bodies and the Private Secondary Schools. A listof the PSBs covered by this Report is given in the Table of Contents.

5. At the very outset, when meetings were being held, Management, Members ofFederations as well as Union Members were apprised of the theme of the 2016Report: “Transformation of the Public Sector for enhanced service delivery to meetcitizens ’ needs, non-citizens ’ needs and other stakeholders needs as well”. Theywere explained that transformation would be carried out at three (3) levels:institutional, organisational and employees. The concept of transformation is toplace organisations at a higher level of service delivery to meet the needs of the

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Pertinent IssuesSchemes of Service

11. The scheme of service which is a legal document contains important informationsuch as the title of the grade, salary, qualifications, experience and the duties. The

procedures for prescription/review of scheme of service comprise various stepsamong which one is consultation with Staff Associations/Federations of Unions.

12. In the memorandum submitted by the Federation of PSB, representation has beenmade to the effect that in some organisations schemes of service are beingreviewed without any consultation with Unions/Federations and the employeesconcerned thereby leading to strained industrial relations. To avoid such asituation, the Bureau is of the view that the practice for prescription/review ofschemes of service should be followed. To harmonise and streamline the processof scheme of service, the Ministry of Civil Service and Administrative Reforms hascome up with a guideline on scheme of service describing the steps for theirprescription.

Recommendation 1

13. We recommend that all the Parastatal Bodies should follow strictly theestablished procedures mentioned in the guidelines for prescribing/reviewingschemes of service.

14. Where the qualifications, duties and responsibilities of grades in Parastatal

Bodies have been aligned on those of corresponding levels in the civilservice, the schemes of service of these grades should, wherever relevant, beamended along the same lines of their counterparts in the Civil Service.

Human Resource Planning

15. Consultation feedback in the context of this review exercise has revealed divergentviews and reservations expressed regarding non-attainment of the objectives ofdifferent parastatal bodies in recent years. While some are of the view that themain cause of this problem is due to inadequacy of staff and non-filling of

vacancies, others argue that there has been in some cases a general proliferationof grades with no clearly defined line of responsibility and which have not beenproperly utilised. Others believe also that the Boards which have responsibility ofrecruitment have not been properly advised or guided.

16. The Bureau has made an in-depth study of the issue after considering the views ofthe Unions, Staff Associations, Management and various press articles. We are ofthe view that PSBs should put in place a mechanism to determine the number andtypes of employees they need to meet their mandate. We are, therefore, advocatingthe introduction of the Human Resource Planning to assist Management to resolve

the Human Resource issues.

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Pay Review 2016 ~ 4 ~

17. An HR Plan aims at effective resourcing to ensure provision of enough people in theright place with the right skills to deliver the organisation’s mandate If properlyused, the HRP tool could maximise utilisation of Human Resources in the wholeorganisation.

Recommendation 2

18. We recommend that organisations of Parastatal Bodies should mandatorilycarry out a Human Resource Planning exercise to ensure the right size ofHuman Resources with the right qualifications to meet effectively therequirements of their mandate.

Rationalisation of the General Services

19. In the 2008 PRB Report the two polyvalent grades of Officer and Senior Officer

were created in the Civil Service whereas in very few Parastatal Bodies the twogrades were established along similar lines as in the Civil Service.

20. In the 2013 PRB Report, following unanimous and widespread representations,from all stakeholders as regards the job appellations, the grades of Officer andSenior Officer in the Civil Service were restyled General Services Officer andGeneral Services Executive respectively. However, the EOAC Report againrestyled the two grades to Management Support Officer and Office Management

Assistant.

21. The EOAC also recommended that the new structure for the General Servicescadre comprising the grades of Management Support Officer and OfficeManagement Assistant be extended to PSBs. To that end, the Committeerecommended the creation of the grade of Management Support Officer andOffice Management Assistant on the establishment of all parastatal organisations,on a needs basis and depending on organisational requirements only.

22. In the context of this report, both the Federation of PSBs and individual unionshave submitted that despite the fact that recommendations have been made and

that there are needs for the grades of Management Support Officer andManagement Support Assistant, these grades have so far, for various/differentreasons, not been created on the establishment of all PSBs. The Federation aswell as the Unions have requested for a complete alignment of the generalservices in PSBs to those existing in the Civil Service.

23. After careful examination of the submissions of the Federation and of all theUnions and taking into consideration that Parastatal Bodies differ from oneorganisation to another, depending on the nature of their functions and objectives,

a complete alignment of the general services as in the Civil Service is nottechnically possible. However, in light of the re-engineering of the structure of thegeneral services in the civil service, we are, in this report, bringing the

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following changes to the structure in PSBs for an alignment to the extentpossible:

(i) in organisations where the grade of Management Support Officer isthe first level in the General Services Cadre, we are creating a newgrade of Clerical Officer. Appointment thereto should be made byselection from among candidates who:

(a) possess the Cambridge School Certificate with credit in at leastfive subjects including English Language, French andMathematics or an equivalent qualification;

(b) possess the Cambridge Higher School Certificate or passes in atleast two subjects obtained on one certificate at the GeneralCertificate of Education “Advanced Level” or an equivalentqualification; and

(c) are computer literate.

(ii) in organisations where the grade of Executive Officer exists, it is beingmade evanescent and we are making provision for a new grade ofManagement Support Officer.

24. The Bureau recommends that:

(i) in future, appointment to the grade of Management Support Officershould be made by selection from among officers in the grades ofClerical Officer, Clerical Officer/Higher Clerical Officer and Clerk/Word Processing Operator;

(ii) appointment to the grade of Office Management Assistant should,henceforth be by selection from among officers in the grades ofExecutive Officer (Personal) and Management Support Officerreckoning four years’ service in the cadre ;

(iii) consequent to the changes brought, necessary amendments shouldbe made to relevant schemes of service; and

(iv) organisations which do not have the grade of Office ManagementAssistant on their establishment may, on a needs basis anddepending on operational requirements, create the grade byproceeding through the normal procedure adopted for creation of anew level.

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Training and Development

25. We are, in this Report, putting emphasis on continuous training and development ofemployees to ensure upgradation of knowledge, upskilling and acquisition of newskills and competencies for continuous improvement in service delivery. To this

end, organisations should give an increased attention to learning and developmentof employees, build its required capacity to deliver on their mandates.

Training for Officers in the General Services

26. As in the past reports, the Bureau is making provision for appropriate relevant andwork related courses for officers of the general service to keep them abreast of newdevelopment in their fields and developed their skills and competencies forimproved service delivery.

Course for Management Support OfficerRecommendation 3

27. We recommend that the Ministry of Civil Service and Administrative Reforms,in consultation with the parent Ministry and Parastatal Organisations, shouldmount and run appropriate training programmes with the Civil Service Collegefor incumbents in the grade of Management Support Officer to render themskilled and polyvalent.

Office Management Course for Office Management Assistant

Recommendation 4

28. We recommend that the Ministry of Civil Service and Administrative Reforms,in consultation with the parent Ministry and Parastatal Organisations, and incollaboration with the Civil Service College mounts the Award Course inOffice Management for incumbents in the grade of Office ManagementAssistant in PSBs.

29. We further recommend that, on successful completion of the course,incumbents in the grade of Office Management Assistant should be granted

one increment, subject to the top salary of the grade.

Advanced Course in Effective Office Management and Supervision for HigherExecutive Officer

Recommendation 5

30. We recommend that the Ministry of Civil Service and Administrative Reforms,in consultation with the parent Ministry and Parastatal Organisations, and incollaboration with the Civil Service College mounts the course on EffectiveOffice Management and Supervision for incumbents in the grade of Higher

Executive Officer in Parastatal Organisations.

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31. We further recommend that Higher Executive Officers who have successfullycompleted the Advanced Course in Effective Office Management andSupervision, on reaching the top of their salary scale, be allowed to moveincrementally up to salary point Rs 42325 in the master salary scale provided

they:

(i) have drawn the top salary for a year;

(ii) have been efficient and effective in their performance during thepreceding year; and

(iii) are not under report.

Advanced Secretarial Course

32. At present Confidential Secretaries in the Civil Service follow the Advanced

Secretarial Course which the MCSAR, in collaboration with the University ofTechnology, Mauritius organises. After successful completion of the course, theyare granted one increment, subject to the top salary of the grade. Where an officerhas successfully completed the Advanced Secretarial Course after having reachedthe last point in the salary scale, the incumbent is paid a non-pensionable lump sumequivalent to twelve times the value of the last increment drawn. The EOAC hasrecommended that this provision be extended to Confidential Secretaries of PSB.We are maintaining this arrangement.

Recommendation 6

33. We recommend that the MCSAR in consultation with the Civil Service Collegemake arrangements for Confidential Secretaries of PSBs to follow theAdvanced Secretarial Course.

34. We further recommend that on successful completion of the course,Confidential Secretaries should be granted one increment subject to the topsalary of the grade. In case the course is successfully completed afterreaching the last point in the salary scale, the officer should be granted a non-pensionable lump sum equivalent to twelve times the value of the last

increment drawn.

Executive Assistant – former ly employed b y the Development Works Corpora t ion(DWC)

35. With the closure of the DWC, Executive Assistants were posted/transferred indifferent Ministries/Departments. In the last Report those Executive Assistants ofthe former DWC, who had reached the top salary were allowed to move in thesalary scale of Rs 20675 x 750 – 29675 x 900 – 34175 x 1200 – 35375. We aremaking similar provision.

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Recommendation 7

36. We recommend that Executive Assistants of the former DWC having reachedtheir top salary should be allowed to move in the salary scale ofRs 22575 x 625 – 23200 x 775 – 32500 x 925 – 37125 x 1225 – 38350 wherever

they have been posted/transferred. Management should ensure that suchofficers are entrusted responsibilities commensurate to their position.

Reform Cells in Parastatal Bodies

37. The EOAC, when making recommendations that each Ministry and Department re-activates the Reform cells to coordinate with the Public Sector Re-engineeringBureau and the Project Management and Delivery Unit in a more pro-active andefficient manner, has also made recommendation that the office of the Public SectorGovernance ensures that Reform Cells be initiated in all Parastatal Bodies to review

individual structures, human resource utilisation and their scope of activities. Thishas not been put in place and the Bureau is, therefore, making recommendation forthe setting up of Reform cells in PSBs.

Recommendation 8

38. We recommend that Management in Parastatal Organisations should set up,with the assistance of the parent Ministry, Reform cells in their organisationsto co-ordinate and monitor all approved reform programmes. Theirassignment should be aligned with those of the Reform cells in Ministries and

Departments as set forth at in Volume 1. The Reform cells should be chairedby the Chief Executives.

Performance Management System (PMS)

39. The Bureau has received representations from Federations that in PSBsPerformance Management System (PMS) has not taken off as expected whencompared to the Civil Service where it has already reached a long way. Duringdiscussions with the Federations as well as Unions, it has been found that thereason for such a situation is that no training has been imparted to officers in theimplementation of the whole process of PMS and this having delayed itsimplementation. We are, therefore, making provision for the necessary trainingwhich we believe is essential for an effective PMS System.

Recommendation 9

40. We recommend that Ministries should make the necessary arrangement toprovide training on PMS to officers in the PSBs falling under their aegis. Theymay also contact the PMS Unit of the MCSAR for guidance and support andfor the delivery of training.

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Parastatal Body Service Commission

41. Among the demands made in the memoranda submitted to the Bureau as regardsParastatal Bodies, there is also the request to consider the setting up of aParastatal Body Service Commission (PSBSC).

42. Members of Federations have submitted that PSBs do not have a structured andharmonised way of recruiting employees. They have also stated that employees inthe grade of General Worker and in other grades, are often recruited on a casualbasis and remained in this position for long periods which is not conducive toeffective service delivery.

43. The Bureau has examined the above issue and considers that although the requestto have a Parastatal Body Service Commission appears to be plausible, the issueshould be discussed and taken at the level of Government.

Digitisation

44. For Public Sector Organisations across the world, the pressures for improvedefficiency during the past decades are now accompanied by an equally strong needto revolutionise service delivery to create solutions that better meet citizens’ needs.Public Sector organisations are attempting a transition from closed, top-down,bureaucratic, and paper-based transactional models towards online, integrateddigital offerings that encourage a new kind of interaction between citizens and thegovernment.

45. It is an undeniable fact that digitisation can significantly improve public servicedelivery by increasing accuracy, efficiency and also reducing costs as compared tothe manual, paper-based process which slows operations. Digitisation will changefundamentally and for the better the way that government provides services tocitizens and businesses. Services will be more accessible, more convenient, easierto use and quicker in response and more cost effective.

46. We are, therefore, making general recommendations in Chapter 17 -E-Government of Volume I and specific recommendations in parastatal

organisations to reinforce, where relevant, and review the organisation structure ofIT Departments/Divisions/Sections/Units and equip them with professional as wellas supportive grades.

Professional in Scarcity Areas

47. Some organisations are still experiencing difficulties in filling vacancies in certainfields. To facilitate such organisations in recruiting the right expertise andcompetencies, the Bureau is making provision of a higher entry point forprofessionals wherever such is the case.

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General Terms and Conditions of Service

48. The Conditions of Service as recommended for the Civil Service in Volume Ishould equally apply to employees of all Parastatal Bodies reported upon bythe Bureau in this Report.

49. A list of PSBs covered in this volume together with their respective salary codes isgiven hereunder:

NO ORGANISATION SALARY CODE

01. AAPRAVASI GHAT TRUST FUND AGTF

02. AGRICULTURAL MARKETING BOARD AMB

03. BEACH AUTHORITY BA

04. BUS INDUSTRY EMPLOYEES WELFARE FUND BIEWF05. CENTRAL WATER AUTHORITY CWA

06. CHAGOSSIAN WELFARE FUND CWF

07. CIVIL SERVICE FAMILY PROTECTION SCHEME BOARD CSFPSB

08. CONSEVATOIRE DE MUSIQUE FRANCOIS MITERRAND CNMTFTRUST FUND

09. CONSTRUCTION INDUSTRY DEVELOPMENT BOARD CIDB

10. EARLY CHILDHOOD CARE AND EDUCATION AUTHORITY ECCEA

11. EMPLOYEES’ WELFARE FUND EWF

12. FASHION AND DESIGN INSTITUTE FDI

13. FINANCIAL INTELLIGENCE UNIT FIU

14. FINANCIAL REPORTING COUNCIL FRC

15. FISHERMEN INVESTMENT TRUST FIT

16. FISHERMEN WELFARE FUND FWF

17. FOOD AND AGRICULTURAL RESEARCH AND EXTENSION FAREIINSTITUTE (FAREI)

18. GAMBLING REGULATORY AUTHORITY GRA

19. HINDI SPEAKING UNION HSU

20. HUMAN RESOURCE DEVELOPMENT COUNCIL HRDC

21. IRRIGATION AUTHORITY IA

22. ISLAMIC CULTURAL CENTRE ICC

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23. LAW REFORM COMMISSION LRC

24. LE MORNE HERITAGE TRUST FUND MHTF

25. MAHATMA GANDHI INSTITUTE MGI26. MALCOLM DE CHAZAL TRUST FUND MCTF

27. MANUFACTURING SECTOR WORKERS WELFARE FUND MSWWF

28. MAURITIAN CULTURAL CENTRE TRUST MCCT

29. MAURITIUS BLOOD SERVICE MBS

30. MAURITIUS BROADCASTING CORPORATION MBC

31. MAURITIUS CANE INDUSTRY AUTHORITY MCIA

32. MAURITIUS EXAMINATIONS SYNDICATE MES

33. MAURITIUS EX-SERVICES TRUST FUND MESTF

34. MAURITIUS FILM DEVELOPMENT CORPORATION MFDC

35. MAURITIUS INSTITUTE OF EDUCATION MIE

36. MAURITIUS INSTITUTE OF HEALTH MIH

37. MAURITIUS INSTITUTE OF TRAINING AND MITDDEVELOPMENT

38. MAURITIUS MARATHI CULTURAL CENTRE TRUST MMCCT

39. MAURITIUS MEAT AUTHORITY MMA

40. MAURITIUS MUSEUMS COUNCIL MMC

41. MAURITIUS OCEANOGRAPHY INSTITUTE MOI

42. MAURITIUS QUALIFICATIONS AUTHORITY MQA

43. MAURITIUS RESEARCH COUNCIL MRC

44. MAURITIUS SPORTS COUNCIL MSC45. MAURITIUS STANDARDS BUREAU MSB

46. MAURITIUS TAMIL CULTURAL CENTRE TRUST MTCCT

47. MAURITIUS TELUGU CULTURAL CENTRE TRUST MTeCCT

48. MAURITIUS TOURISM PROMOTION AUTHORITY MTPA

49. NATIONAL ADOPTION COUNCIL NAC

50. NATIONAL AGENCY FOR THE TREATMENT AND NATRSAREHABILITATION OF SUBSTANCE ABUSERS

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51. NATIONAL ART GALLERY NAG

52. NATIONAL CHILDREN’S COUNCIL NCC

53. NATIONAL COMPUTER BOARD NCB54. NATIONAL HERITAGE FUND NHF

55. NATIONAL INSTITUTE FOR CO-OPERATIVE NICEENTREPRENEURSHIP

56. NATIONAL LIBRARY NL

57. NATIONAL SOLIDARITY FUND NSF

58. NATIONAL TRANSPORT CORPORATION NTC

59. NATIONAL WOMEN ENTREPRENEUR COUNCIL NWEC

60. NATIONAL WOMEN’S COUNCIL NWC

61. NELSON MANDELA CENTRE FOR AFRICAN CULTURE NMCAC

62. OPEN UNIVERSITY OF MAURITIUS OUM

63. OUTER ISLANDS DEVELOPMENT CORPORATION OIDC

64. PRIVATE SECONDARY SCHOOLS AUTHORITY PSSA

65. PUBLIC OFFICERS’ WELFARE COUNCIL POWC

66. RABINDRANATH TAGORE INSTITUTE RTI

67. RAJIV GANDHI SCIENCE CENTRE TRUST FUND RGSC

68. RIGHTS MANAGEMENT SOCIETY RMS

69. ROAD DEVELOPMENT AUTHORITY RDA

70. SEAFARERS WELFARE FUND SeWF

71. SIR SEEWOOSAGUR RAMGOOLAM BOTANIC SSRBGTGARDEN TRUST

72. SMALL AND MEDIUM ENTERPRISES DEVELOPMENT SMEDA AUTHORITY

73. SMALL FARMERS WELFARE FUND SFWF

74. ST ANTOINE PLANTERS CO-OPERATIVE TRUST SPCT

75. STATE TRADING CORPORATION STC

76. STATUTORY BODIES FAMILY PROTECTION FUND SBFPF

77. SUGAR INDUSTRY LABOUR WELFARE FUND SWF

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78. SUGAR INSURANCE FUND BOARD SIFB

79. TAMIL SPEAKING UNION TSU

80. TERTIARY EDUCATION COMMISSION TEC81. TOURISM AUTHORITY TA

82. TOURISM EMPLOYEES WELFARE FUND TEWF

83. TOWN AND COUNTRY PLANNING BOARD TCP

84. TRADE UNION TRUST FUND TUTF

85. TRAINING AND EMPLOYMENT OF DISABLED PERSONS TEDPBBOARD

86. TRUST FUND FOR SPECIALISED MEDICAL CARE TFSMC(CARDIAC CENTRE)

87. UNIVERSITE DES MASCAREIGNES UDM

88. UNIVERSITY OF MAURITIUS UOM

89. UNIVERSITY OF TECHNOLOGY, MAURITIUS UTM

90. URDU SPEAKING UNION USU

91. VALLEE D’OSTERLOG ENDEMIC GARDEN FOUNDATION VOGF

92. WASTEWATER MANAGEMENT AUTHORITY WMA

99. PRIVATE SECONDARY SCHOOLS PSS

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Minis t ry of Arts and Cul ture Aapravasi Ghat Trust Fund


01. AAPRAVASI GHAT TRUST FUND

1.1 The Aapravasi Ghat Trust Fund (AGTF) is a body corporate, set up by Act No. 31 of2001 to document, manage and promote the Aapravasi Ghat Site as a national andinternational site. The Aapravasi Ghat, a recognised UNESCO World Heritage Site,is a depot-turned-monument marking one of the biggest waves of immigration toMauritius. It operates under the aegis of the Ministry of Arts and Culture.

1.2 The Site was declared National Monument under the National Monuments Act in1987 and subsequently proclaimed National Heritage in 2003 under the NationalHeritage Act 2003. It was inscribed on the World Heritage List in 2006 by UNESCOto maintain the cultural and natural heritage that are irreplaceable, unique andauthentic.

1.3 The objectives of AGTF are, among others, to establish and promote AapravasiGhat as a national, regional and international site; set up a museum at AapravasiGhat; create public awareness in the history of the site and depict the arrival,settlement and evolution of indenture in Mauritius. It also has to identify andacquire sites, buildings and structures and linked with the history of the arrival ofimmigrants and promote the social and cultural aspects of Aapravasi Ghat.

1.4 The organisation structure of the AGTF consists of Research and Technical Unit,Interpretation Centre, Administrative Section and Finance Section.

1.5 In the context of the present review exercise, representations have been made forthe merging and restyling of grades as well as upgrading of qualificationsrequirements and job enlargement. We have examined all the proposals andapprised Management on issues that could not be retained for this Report. We are,however, making appropriate recommendations.

Stores Attendant (New Grade)

1.6 Presently, the Fund does not have staff specifically for procurement and incumbentin the grade of Gateman has been assigned the duties of procurement againstpayment of a monthly allowance. Management has submitted that the volume ofwork in respect of stores keeping has increased considerably as the Fund is alsoinvolved in activities such as publication of new books/magazine and ordering ofspecific items from overseas for the Beekrumsing Ramlallah Interpretation Centre.

As such, there is need for a grade of Stores Attendant to be responsible for allprocurement and supply functions of the Fund. We are making provision to thiseffect.

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Recommendation 1

1.7 We recommend the creation of a grade of Stores Attendant. Appointmentthereto should be made by selection from among serving officers of theAapravasi Ghat Trust Fund possessing the Certificate of Primary Education or

an alternative equivalent qualification acceptable to the Board.

1.8 Incumbent in the grade of Stores Attendant would be responsible for opening andclosing of store apertures and offices; cleaning the store premises; collecting,loading, unloading and conveying stores items; opening packages, crates andcases; handling all stores items; removing all packing materials and empty crates;packing stores items; washing, cleaning and stowing empties; placing and arrangingitems of store on shelves and maintaining them clean and in order; and collectingand despatching stores correspondence and files.

Human Resource Officer/Senior Human Resource Officer

Recommendation 2

1.9 We recommend that incumbents in the grade of Human Resource Officer/Senior Human Resource Officer possessing a Diploma in Human ResourceManagement or a Diploma with Human Resource Management as a majorcomponent from a recognised institution or an equivalent qualification shouldbe allowed to move incrementally in the master salary scale up to salary pointRs 42325 provided that they:

(i) have drawn the top salary for a year;

(ii) have been efficient and effective in their performance during thepreceding year; and

(iii) are not under report.

Programme Co-ordinator

1.10 Presently, incumbents in the grade of Programme Co-ordinator possessing aDiploma in Administration or Management or Human Resource Management or

Heritage Studies or History or Museum Studies or an alternative equivalentqualification acceptable to the Board are allowed to proceed incrementally beyondthe Qualification Bar (QB) in the salary scale of the grade. This recommendationis maintained .

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01. AAPRAVASI GHAT TRUST FUND

SALARY SCHEDULE

AGTF 1 : Rs 7800 x 200 – 8000 x 205 – 8820 x 230 – 10200 x 250 – 11450 x 260 – 14050 x 275 – 15150 x 300 – 15750 x 325 – 17375General Worker

AGTF 2 : Rs 10950 x 250 – 11450 x 260 – 14050 x 275 – 15150 x 300 – 15750 x 325 – 17700 x 375 – 18075GatemanSite Attendant

AGTF 3 : Rs 11200 x 250 – 11450 x 260 – 14050 x 275 – 15150 x 300 – 15750 x 325 – 17700 x 375 – 19200Stores Attendant (New Grade)

AGTF 4 : Rs 11710 x 260 – 14050 x 275 – 15150 x 300 – 15750 x 325 – 17700 x 375 – 19575Security Guard

AGTF 5 : Rs 11970 x 260 – 14050 x 275 – 15150 x 300 – 15750 x 325 – 17700 x 375 – 19575 x 475 – 21475Office Attendant/Senior Office Attendant

AGTF 6 : Rs 12750 x 260 – 14050 x 275 – 15150 x 300 – 15750 x 325 – 17700 x 375 – 19575 x 475 – 21950 x 625 – 23200Driver/Office Attendant

AGTF 7 : Rs 13010 x 260 – 14050 x 275 – 15150 x 300 – 15750 x 325 – 17700 x 375 – 19575 x 475 – 21950 x 625 – 23200 x 775 – 23975Site Conservation Worker

AGTF 8 : Rs 12750 x 260 – 14050 x 275 – 15150 x 300 – 15750 x 325 – 17700 x 375 – 19575 x 475 – 21950 x 625 – 23200 x 775 – 27075Field GuideTicket/Sales Officer

AGTF 9 : Rs 13790 x 260 – 14050 x 275 – 15150 x 300 – 15750 x 325 – 17700 x 375 – 19575 x 475 – 21950 x 625 – 23200 x 775 – 29400Clerk Assistant

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01. AAPRAVASI GHAT TRUST FUND (Contd)

AGTF 10 : Rs 14050 x 275 – 15150 x 300 – 15750 x 325 – 17700 x 375 – 19575 x 475 – 21950 x 625 – 23200 x 775 – 30175

Clerical Officer/Higher Clerical Officer (Personal to incumbents in post as at31.12.15) Clerk/Word Processing Operator

AGTF 11 : Rs 14325 x 275 – 15150 x 300 – 15750 x 325 – 17700 x 375 – 19575 x 475 – 21950 x 625 – 23200 x 775 – 30175Heritage Guide/Public Outreach Officer

AGTF 12 : Rs 16400 x 325 – 17700 x 375 – 19575 x 475 – 21950 x 625 – 23200 x 775 – 32500

Management Support Officer (New Grade)

AGTF 13 : Rs 17375 x 325 – 17700 x 375 – 19575 x 475 – 21950 x 625 – 23200 x 775 – 32500 Accounts ClerkExecutive Officer (Personal to incumbents in post as at 31.12.15)

AGTF 14 : Rs 16400 x 325 – 17700 x 375 – 19575 x 475 – 21950 x 625 – 23200 x 775 – 32500 x 925 – 37125 QB 38350 x 1225 – 39575

Programme Co-ordinator

AGTF 15 : Rs 19200 x 375 – 19575 x 475 – 21950 x 625 – 23200 x 775 – 32500 x 925 – 37125 x 1225 – 38350Confidential Secretary

AGTF 16 : Rs 22575 x 625 – 23200 x 775 – 32500 x 925 – 37125 x 1225 – 38350Financial Officer

AGTF 17 : Rs 19575 x 475 – 21950 x 625 – 23200 x 775 – 32500 x 925 – 37125 x1225 – 40800Human Resource Officer/Senior Human Resource Officer

AGTF 18 : Rs 19575 x 475 – 21950 x 625 – 23200 x 775 – 32500 x 925 – 37125 x1225 – 40800 x 1525 – 42325ICT Technician

AGTF 19 : Rs 21950 x 625 – 23200 x 775 – 32500 x 925 – 36200 QB 37125 x 1225 – 40800 x 1525 – 45375

Accounting Technician

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01. AAPRAVASI GHAT TRUST FUND (Contd)

AGTF 20 : Rs 25525 x 775 – 32500 x 925 – 37125 x 1225 – 40800 x 1525 – 49950 x1625 – 56450

Administrative SecretaryMarketing OfficerResearch Assistant

AGTF 21 : Rs 27075 x 775 – 32500 x 925 – 37125 x 1225 – 40800 x 1525 – 49950 x1625 – 56450Documentalist

AGTF 22 : Rs 27075 x 775 – 32500 x 925 – 37125 x 1225 – 40800 x 1525 – 49950 x1625 – 62950

ArchaeologistHeritage Interpretation ManagerHistorianResearcherWorld Heritage Site Assistant Manager

AGTF 23 : Rs 38350 x 1225 – 40800 x 1525 – 49950 x 1625 – 62950 x 1850 – 66650

Head, Research and Documentation UnitWorld Heritage Site manager

AGTF 24 : Rs 46900 x 1525 – 49950 x 1625 – 62950 x 1850 – 68500 x 1950 – 70450Head, Technical Unit

AGTF 25 : Rs 95000

Director

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Minis t ry of Agro-Industry and Food Secur i ty Agricul tu ra l Marketing Board


02. AGRICULTURAL MARKETING BOARD

2.1 The Agricultural Marketing Board (AMB) is a body corporate which was set up in1963 by the Mauritius Agricultural Marketing Act 1963 and presently, operates

under the aegis of the Ministry of Agro-Industry and Food Security.

2.2 By virtue of the Act, the AMB is vested with wide powers in matters relating toimports and exports, warehousing, distribution and sales of commodities declaredas “ controlled p roducts”. It is currently the country’s foremost wholesaler of“controlled p roducts” Presently , the AMB is engaging itself in retailing activitiesacross the island along with direct sale to the general public through itsretail/outlets, market stalls operated by its own employees. The AMB is alsomanaging the seed Purchase Schemes as well as Freight Rebate Scheme. Toremain competitive in the retailing industries, the AMB intends to import newproducts.

2.3 The main objective of the AMB is, among others, to provide for efficient marketingfacilities for controlled products at fair reasonable prices and to operate or providefor the operation of storage, handling, transport and processing facilities in respectof these products as well as for the regulation of their standard and quality.

2.4 The vision of the AMB is to become an internationally competitive partner of the Agro-Industry and its mission is to maximise customer satisfaction by providing highquality and innovative products and services reliably and cost efficiently. It aims atpromoting the diversification of agriculture for the benefit of local producers andconsumers, stabilising prices of “controlled products ” by optimising resources andproviding an excellent level of customer care.

2.5 The AMB is managed by a Board and is headed by a General Manager who isassisted by an Assistant General Manager in the execution of the policy of theBoard and for the control and management of the day-to-day business of theorganisation.

2.6 In the 2013 PRB Report, with a view to re-engineering a few hierarchies to improveefficiency and effectiveness and to achieve the organisation’s objectives, we,among others, recommended the abolition of certain grades, merged/restyled andre-defined few others.

2.7 In the context of the present overall review exercise, Management apprised theBureau that AMB is implementing a reform plan allowing the organisation to divertits activities. In the process of major reforms, the employees of ex-Tobacco Boardhave been redeployed to the AMB and this would need a review of the organisationstructure at all level of operations.

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Minis t ry of Agro -Indu stry and Food Secur i ty Agricul tu ra l Market ing Board


2.8 Both the representatives of the Unions and the Management of the AgriculturalMarketing Board have, therefore, requested that in view of the on-going reforms,there is need to abolish certain grades which are no more required, restyle certainothers to more appropriate job appellations commensurate with the nature of duties

performed, as well as provide for new levels which would enhance service deliveryand allow the AMB to meet the needs of its different stakeholders.

2.9 We have examined the different options available which would allow the AMB toreach the expected standard in service delivery and also agree that as furtherrestructuring would still be needed within the organisation, we are abolishing certaingrades, restyling others and creating additional ones.

Restructuring of the Engineering Section

Electrical Engineer (New Grade)

2.10 The Management of the AMB has submitted that in view of the forecastedexpansion of the storage capacity of the AMB, and taking into consideration theprovision of the Occupational Safety and Health Act which provides that “where thetotal power used or generated by machinery installed at any place of work exceeds750 kilowatts, the employer shall employ a registered professional engineer to be incharge of all such mach inery” , there is, therefore, need for a grade to carry out thefunctions.

2.11 Management has, therefore, requested for the creation of a grade of Electrical

Engineer on its establishment, the moreso, given that the only Engineer/SeniorEngineer in post is a qualified Mechanical Engineer. We have analysed theproposal and are herewith, making the necessary recommendation.

Recommendation 1

2.12 We recommend the creation of the grade of Electrical Engineer on theestablishment of the AMB. Appointment, thereto, should be made byselection from among candidates who are registered as a RegisteredProfessional Engineer of Mauritius in the field of Electrical or Mechatronics

Engineering with the Council of Registered Professional Engineers.

2.13 Incumbent would, among others, be required to assist the Engineer/Senior Engineerin the day-to-day running of the Engineering Section; advise and recommend on allelectrical installations at the AMB; supervise electric/electronic works undertakeninternally and by external repair and maintenance agencies; manage the electricaland electronic works at the AMB; be responsible for the installation, operation andmaintenance of all electric/electronic and associated services equipment; andensure compliance with the Occupational Safety and Health Act to avoid anyelectrical hazard within the workplace.

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Minis t ry of Agro-Industry and Food Secur i ty Agricul tu ra l Marketing Board


Technical Manager (Engineering)form erly Engineer/Senior Engineer

2.14 With the creation of the grade of Electrical Engineer on the establishment of the AMB, the structure of the Engineering Section has been reviewed such that the newgrade of Electrical Engineer would be required to be responsible to theEngineer/Senior Engineer. As such, with a view to provide for an appropriatecadre/structure, we have deemed it fit to restyle the grade of Engineer/SeniorEngineer to a more appropriate job appellation commensurate with the nature ofduties and level of responsibilities devolving upon the incumbent.

Recommendation 2

2.15 We recommend that the grade of Engineer/Senior Engineer be restyledTechnical Manager (Engineering) and incumbent would be in charge of the

Engineering Section.

2.16 The Technical Manager (Engineering) formerly Engineer/Senior Engineer would,henceforth, be required, inter-alia , to supervise and coordinate the work of allpersonnel in the Engineering Section; participate and contribute in the formulation ofstrategic planning; advise on matters of policy relating to plant vehicle andequipment; identify the training needs and train employees in the EngineeringSection; and formulate, implement and enforce, in collaboration with the Safety andHealth Officer/Senior Safety and Health Officer, safety standards in all installationsand maintenance works.

Procurement and Supply Officer (New Grade)

2.17 The Management of the AMB has apprised the Bureau that the Procurement andSupply Section of the AMB is presently staffed with two officers who are assignedthe duties of Assistant Procurement and Supply Officer and who are takingresponsibility of the procurement activities. Given that this arrangement is not inconformity with the principles of good governance/requirements of the Procurement

Act, as also observed by the National Audit Office, Management has requested alevel of Procurement and Supply Officer to assume these responsibilities and avoid

unwarranted Legal/Statutory disputes. The Bureau is agreeable to the proposal.

Recommendation 3

2.18 We recommend the creation of the grade of Procurement and Supply Officeron the establishment of the Agricultural Marketing Board. Appointment,thereto, should be made by selection from among holders of a CambridgeHigher School Certificate with a pass at Principal Level in Mathematics orAccounts and a Certificate in Purchasing and Supply Management from arecognised institution.

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Minis t ry of Agro -Indu stry and Food Secur i ty Agricul tu ra l Market ing Board


2.19 Incumbent would be in charge of the Procurement Section and its day-to-dayManagement, and would, among others, be required to implement appropriatepractices for the procurement of goods for resale for the AMB; ensure thatpersonnel posted in the Procurement Section are adequately informed of and

comply with all the existing rules and regulations of procurement laws; supervise thesafekeeping of all non-controlled products procured by the AMB and ensure promptrecord keeping thereof; advise Management on all spheres of procurement andensure the use of appropriate bidding documents at all times; head and advise onany assignment related to purchasing, supply and consumables management;attend queries from suppliers; and maint ain and update AMB’s suppliers list.

Operations Worker (New Grade)

2.20 At present, employees in the grades of General Worker and Handy Worker (SpecialClass) of the AMB, are called upon to work in retail outlets and market fairs acrossthe island and are required to ensure safecustody of the cash collection during theday, until same is collected by another employee for remittance at the AMB.

2.21 In view of the recurrent nature of such activities in retail outlets, the moreso thatGeneral Workers and Handy Workers (Special Class) are not qualified to ensurecash transactions, the Management of the AMB has requested for the creation of adedicated grade to assume such functions. We concur with the proposal of the

AMB and are recommending, likewise.

Recommendation 42.22 We recommend the creation of the grade of Operations Worker on the

establishment of the Agricultural Marketing Board. Appointment, thereto,should be made by selection from General Workers and Handy Workers(Special Class) (Personal) of the AMB, reckoning at least 15 years’ service.

2.23 Incumbent would, among others, be required to remove, load, transport and stackmaterials; effect general cleaning works, including indoor and outdoor premises;weigh and pack produce; act as helper in deli

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