CIVIL SERVICE COLLEGE UGANDA
"Centre of Excellence for Public Service Development"
+256 434 121657
| Id | TItle | Category | Description |
|---|---|---|---|
| 2 | Induction Programme | Core Training Programme | The majority of officers recuited in the Uganda Public Service take up their new positions and begin work with very little knowledge and understanding of the Public Service ethos and their role as public officers in service delivery and economic growth. CSCU developed a comprehensive Induction Programme for newly recuited Public Officers to initiate them into a pulic service cadre with common values ethos and doctrine in service delivery. |
| 3 | Performance Management Training Programme | Core Training Programme | This training programme targets all public officers and aims to equip them with knowledge and skills necessary for implementing the performance management process in a result oriented manner. The programme further aims to build and maintain an effective performance management culture in Uganda Public Service. |
| 4 | Leadership and Change Management Training Programme | Core Training Programme | To execute its mandate efficiently and effectively, the Uganda Public Service requires a critical mass of well trained professional and ethical leaders. CSCU developed a leadership and Change Management Training Programme aimed at developing transformational leader - managers in the Service. |
| 5 | Public Procurement and Contracts Management Training Programme | Core Training Programme | To support efforts to build procurement and disposal capacity in the public sector, the Civil Service College desgined Public Procurement and Disposal Programme , in partnership with Public Procurement and Disposal of Public Assets Authority (PPDA), aimed at improving the capacity of Government officials at various levels to uphold value for money practices in the procurement and disposal of good and services as well as management of service delivery contracts. The programme tartegs Accounting Officers, User Department, Procurement and Disposal Units, elected officers and Contract Committees in MDAs and LGs. |
| 6 | Monitoring and Evaluation Training Programme | Core Training Programme | This training programme aims to enhance knowledge of individual, community and programmatic factors that influence outcomes of organizational interverations; justify allocation and improve use of limited resources; and stregthen programme design and implementation. The programme targets officers in the functional areas of Policy and Planning, Monitoring and Evaluation; and Research and Training in MDAs and LGs. |
| 7 | Innovation Maganement TrainingProgramme | Core Training Programme | This training programme targets all public officers and aims to raise their innovation consciousness and promote innovative work place behaviour for improved service delivery. |
| 8 | Gender and Equity Budgeting | Core Training Programme | This Training Programme targets all Public Officers and aims to enhance knowledge and capacity of officers to undertake policy development and policy and programme implementation that is responsive to gender and equity issues. |
| 9 | Effective Management of Meetings | Core Training Programme | This programme targets all Public Officers and aims at enhancing their capacity for effective planning, preparation and conducting of productive meetings for transforming service devilvery in Uganda. |
| 10 | Public Relations and Customer Care | Core Training Programme | The programme targets all public officers and aims at enhancing the officers' knowledge and competencies in maintaining a positive image of the public service, its leadership, service and decision within its entire clientele. |
| 11 | Pre-retirement Planning Training Programme | Core Training Programme | This training programme aims to demystify retirement and enable public officers to confidently and productively prepare for life after retirement form public service work. it is designed and implemented through a six-phased incremental approach targeting officers from the age of 45 to 59years old. |
What makes CSCU different
- (a) Practitioner focused and driven training philosophy.
- (b) Rigorous train the trainer programme.
- i) Trainer selection criteria with emphasis on relevant knowledg, skill and experience in the public sector; Passion and drive for results; as well as availability and readiness to train at the the least cost to government.
- ii) Dry run sessions to assess the preparedness of each trainer.
- iii) Standard slide template for each presentation.
- (c) Phenomenal training faculty comprising subject matter and generic expert from public and private sector. Currently, about 150 practioners constitute the training faculty.
- (d) Small training size (25 - 45) participants per class) which enhances interaction between facilitators and participants.
- (e) Training evaluation based on Donald Kirkpatrick's 4 Level Training Evaluation Model:
- i) Reaction level the college uses pre-trianing competency assessment. This is used to assess the knowledge level of the target participants. Feedback from this level enables the College to make quick adjustments in terms of delievery techiniques, points of emphasis and assessment criteria when delivering a particular training.
- ii) Learning level participants are evaluated through daily self assessment forms, use of learning logs, question and answer sessions and group exercise.
- iii) Behaviour level CSCU assess changes in job performance resulting form the learning process in collaboration with Head of Human Resource Dision in the respective client ministry, Department, Agency or Local Government. Staff performance appraisel results are compared between treatment(trianed) and control (no-trained) groups. If we trained group's appraisel results are significantly better than those of the control group, we collectively attribute improved performance to the newly acquired skills while on the job to the training.
- iv) Result level CSCU designs and conducts tracer study aimed at tracking down in-service trainging participants in order to identify and address mismatch between former learner's job performance before and after receiving training. The study generates comprehensive information on labour market outcomes of training recipients, and obtains the views and opinions of trainees and employers on the quality and relevance of their training. Consistent with the CSCU's training management cycle, a tracer survey is conducted every three to six months after each training event. This enables timely review and reorientation of training context and delivery techniques in order to maximise results.
In addition, CSCU undertakes impact evaluation two years after the training. This evaluation focuses on the results of training on the client institution in terms of quality of quarterly and annual pefrormance reports. The supervisors are required to evaluate whether the quality of quaterly and annual performance reports has improved to gauge whether the training had an impact or not. - (f) Long term capacity development-CSCU training participants are traced, supported and coached after attending learning programmes.
- (h) Use of Caravan Approach in training. The College has a Caravan that is fully equiped with training tools (Generators, Laptops, Projectors, Loud speakers e.t.c). With this caravan, the trainer can pitch anywhere and train using existing public facilities such as schools, boardrooms, council halls and other training institutions, like The National Leadership Institution-Kyankwanzi. This innovative approach has been found to reduce training costs like venue hire, mileage and accommodation, by 19%. Therefore, even with the completion of construction of the college, some training programmes will still be conducted using the caravan approach.
CSCU Achievements
The CSCU has significantly raised awareness and understanding of the need for continuous professional development with Government institutions, CSOs and development partners on civil service sector performance improvement and development issues. The major achievements from the efforts of the college during the past 7 years were delivered through the Strategic goals indicated as below| Strategic goal(KRA) | Achievements |
|---|---|
| Deliver high quality in-service training that meets the needs of Public Service development | CSCU has trained over 20,000 civil servants. Developed 29 demand driven programmes and Mandatory courses:-(Induction Training for Newly Recuited Officers in MDA and LGs. Senior Management Courses for Heads of Department and Divisions, and Sections in MDAs. Supervisory Skills Course for Divisions, Units and Sections in MDAs Strategic Leadership Course for Chief Executive and Directors of Ministries, Departments, Agencies and LGs. |
| Supporting Public policy research and provide advisory services for transformation of the Public Service. | CSCU conducted a public sector needs analysis. Developed a Public Policy research framework. Efforts are underway to streamline the research function across entities, undertaking the research function Established strategic partnerships. |
| Support innovations for enhanced performance in strategic areas of national development | CSCU Held Annual Innovation Conference(two) for the Public Sector held in 2012 and 2013 and supported the development of Tourism information Centres in Jinja, ENtebbe, Kasese and Mbarara Municipalities. Supported process at URSB. Over 1000 civil servants have been trained in Innovations Management. Developed 20 demand driven programmes in which a component on Innovations Management is incorporated, over and above the specific functional training in Innovations Management. Established partnership with the Government of Estonia to support innovations. |
| Id | TItle | Category | Description |
|---|---|---|---|
| 1 | National Leadership Course | Mandatory Training Programme | The quality of a country’s national leadership is critical in rallying its citizenry for national development and attainment of its aspirations. Equally the quality of the national leadership is critical in supporting the Head of State and Government in effective service delivery. Therefore, as capacities of administrative and technical leadership are enhanced, the political leadership require essential leadership knowledge and skillset to enable them provide the right political leadership and oversight that supports effective implementation of government policies and programmes. The National Leadership Course provides an opportunity for individuals and existing leaders to develop national leadership skills and experiences to meet their needs and the needs of the country and organization at national, regional and world level. It actively developes and enhances the capacities of potential leaders, specifically Cabinet Ministers, Members of Parliament, Local Government political leaders for current and future roles in their personal and professional lives. |
| 12 | Induction Training for Newly Recuited Officers in MDA & LGs | Mandatory Training Programme | Among the critical aspects for institutional growth and sustenance worldwide is the sense of belonging that the employees have towards the institutions they work for. It therefore becomes a necessity for employers to ensure that new employees are supported to settle down quickly in their new work environment and gives them a sense of belonging. Effective Induction training provides employees with a quick opportunity to acclimatize themselves with the policies, processes and practices in their new workplace. It is on this basis, and the need to ensure that all newly recruited Public Officers are initiated into professional, patriotic public servants with common values, ethos, doctrine and commitment to excellence in delivery of Government programmes. |
| 13 | Supervisory Skills Course for Heads of Divisions, Units and Sections in MDAs | Mandatory Training Programme | According to the National Service Delivery Survey Report of 2015, Uganda's public
service is still perceived as slow and unresponsive to the needs of service users,
particularly the citizens and the investors. Many senior officers in the public service,
have risen through the promotional ladders without systematically attaining the
requisite Knowledge, Skills and Attitude to constructively supervise those under their
authority. Among the key weaknesses identified are: i. Poor performance management practices; ii. Poor work attitude; iii.Rampant corruption tendencies; iv. Insufficient/weak leadership/supervisory capacities; v. Lack of patriotism and nationalism; vi. Overseeing weak teams vii. Mismanagement of the supervisor/supervisee relationship Effective supervision therefore, is certainly one key requirement to facilitate the transformation of such officers so that they facilitate high performance of the public service. Supervision is an intervention that is provided by a senior member of a profession to a junior member or members of that same profession. This programme is designed with an attempt to bridge the relationship gap between supervisors and their subordinates and thus enhance professional standards in the performance of all officers in the public service. |
| 14 | Senior Management Course for Heads of Department and Dision in MDAs & LGs | Mandatory Training Programme | The Policy Paper on Transformation of the Uganda Public Service cites insufficient leadership capacity as one of the factors affecting performance in the Uganda Public Service. Despite the efforts undertaken under various reforms, to train and develop public officers, the public service still lacks a critical mass of leaders that are able to model the way, challenge the existing processes in order to transform the public service and encourage the hearts of their subordinates to perform to their greatest potential. This scenario coupled with the new performance demands for senior managers in the Public sector today such as being IT savvy, responsive to a well informed and demanding citizenry, the need for cross functional skills, transformative leadership, innovation, effective change management among others, calls for interventions that will enable these senior managers to boost their knowledge, skills and to re-evaluate their roles with a newly informed perspective. The Senior Management training is thus expected to enhance the knowledge and skills of Heads of Department and Divisions in MDAS &LG so that they gain the requisite competency, effectiveness and innovativeness in their role, as they also prepare to take up the strategic leadership of Institutions. |
| 15 | Strategic Leadership Course for Chief Executives and Directors of MDAs and LGs | Mandatory Training Programme | One of the critical elements for service delivery effectiveness is the ability for leaders to create an institutional environment where their teams are able to deal with dynamic institutional and technological reforms, resource constraints, undying characteristics of bureaucracies, the global demand for thriving through innovation, observing gender equity and equality requirements, among other work place demands. Leaders must execute their plans in the midst of economic, government and organizational change, shifting policy priorities, rising stakeholder expectations and multiple resource demands. Cost reduction and service delivery transformation are two sides of the same coin that Public sector leaders must also deal with. They present twin pressures of reducing spending and providing more customer-focused services which also involves looking at new ways of delivering services. These demands on the 21st Century Public Sector leader cannot be left to chance but call for deliberate interventions, including enhancing the capacities of leaders to plan for results, spearhead the requisite institutional changes for value for money service delivery and generally nurture responsive and accountable public sector institutions. Strategic Leadership Programme has thus been developed to build leadership competencies for Senior Executives in the Public Sector as well as form part of their professional development prerequisite for appointment to any National leadership position. |