induction training manual for newly appointed public officers

induction training manual for newly appointed public officers
THE REPUBLIC OF UGANDA
INDUCTION TRAINING MANUAL FOR NEWLY
APPOINTED PUBLIC OFFICERS
MINISTRY OF PUBLIC SERVICE
P.O. BOX 7003 KAMPALA
TEL: (256) – 41- 251002/344986/250570
FAX: (256) – 41-255463/346879
E-mail: [email protected]
Website: www.publicservice.go.ug
FEBRUARY 2006
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
i
PREFACE
A well planned and designed induction will give new employees a sense of
belonging and lead to greater motivation and productivity. It can also facilitate
higher employee retention as it helps new employees to quickly settle in their
new jobs.
Besides, a standard Induction Manual will ensure that there is consistent
application of knowledge to new employees across the Public Service for
effective career development.
This Manual therefore provides a framework to guide both the supervisors
and the new entrants to the Public Service as they go through the induction
process.
I therefore urge supervisors of new staff to fully take up their responsibility in
staff development by ensuring that their staff are inducted within 3 months of
appointment as provided for under the Government Standing Orders.
Jimmy R. Lwamafa
PERMANENT SECRETARY
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
ii
TABLE OF CONTENTS
TOPIC
PAGE
1.
2.
2.
3.
4.
5.
6.
Cover Page …………………………………………………………………………… i
Preface ……………………………………………………………………………….. ii
Table of contents ……………………………………………………………..………iii
Introduction ………………………………………………………………….. ……… 1
General course objectives ………………………………………………….………. 1
Training Modules …………………………………………………………………….. 2
Module 1 of Government …………………………………………………………… 3
•
Government: An overview …………………………………………………. 3
•
Government Goals, Principles and Objectives ……………………………4
7. Module 2: The Public Service ……………………………………………….
5
•
Composition and structure of the Public Service ………………………… 5
•
Recruitment and selection process ……………………………………….. 6
•
Training and Staff Development …………………………………………… 7
•
The exit policy and the management of terminal benefits ……………….8
•
Allowances and fringe Benefits ……………………………………..
9
•
The Code of Conduct in the Public Service …………………………… 10
•
Disciplinary procedures …………………………………………………….. 11
8. Module 3: Performance Management …………………………………………… 12
•
An overview of performance Management ………………………………..12
•
Implementation of Results Oriented Management in the Public
Service…………………………………………………………………
13
•
Performance Appraisal in the Public Service ……………………………. 14
9. Module 4: The Local Government system in Uganda …………………………. 15
•
An overview of the Decentralisation policy in Uganda …………………. 15
•
Centre/Local Relationships ………………………………………………… 16
10. Module 5: General Management ………………………………………………… 17
•
Records Management in the Public Service …………………………….. 17
•
Communication in the Public Service …………………………………….. 18
•
Customer Care and Public Relations ………………………………………19
•
Gender Issues in Public Service Management ………………………….. 20
•
HIV/AIDS concerns for Public Service Management …………………… 21
11. Module 6: Public Expenditure and Financial Management …………………… 22
•
The Budget process ……………………………………………………….. 22
•
Public Procurement and Disposal of Assets ……………………………..23
12. Module 7: Understanding your Organisation/Workplace …………………… 24
APPENDICES
Appendix 1:
Description, advantages and disadvantages of various
Training methods……………………………………………… 26-28
Appendix 2:
Standard course evaluation form …………………………… 29
Appendix 3:
Induction Programme structure …………………………….. 30
Appendix 4:
Guidelines for budgeting for an Induction Programme …… 31
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
iii
1.1 INTRODUCTION
It is the objective of Government to apply staff development in the Public Service in
order to make it an efficient and effective organ, providing the main driving force in
the execution of public policies within a rapidly changing and challenging social and
economic environment.
In pursuance of the above objective, and in line with its mission of “attracting,
retaining and developing a competent and motivated Public Service workforce”, the
Ministry of Public Service has developed this Induction Manual to guide Ministries,
Departments and Local governments as they plan induction training programmes for
their staff. It also provides a guide to newly appointed officers as to what they need
to know as they start their career in the Public Service.
The topics highlighted in this Manual are general ones that any new entrant to the
Public Service (regardless of profession or level), ought to be familiar with. Individual
Ministries/Departments and Local Governments should therefore enrich the
programme by adding other topics that are specific to a Cadre, Ministry, Department
or Local Government.
In order to keep trainees interested and fully involved, a combination of two or more
training methods should be used. Given that induction training is mainly a knowledge
imparting exercise however, the lecture method should be dominant. The choice of
training method is left to be agreed upon by the trainer and the training manager. To
guide this process, each training method is analysed at Appendix 1 to this Manual.
This Manual contains the following:
(a)
General course objectives
(b)
Seven Modules and the module General objective
(c)
A number of Sessions within each module
(d)
Session objectives.
(e)
Content outline
(f)
Reference Materials for each topic
It also provides a broad guide to standard evaluation forms, course programme and
budget.
Training managers may adjust these formats depending on different
circumstances.
2. GENERAL COURSE OBJECTIVES
Induction training is essential for assisting new employees settle in their new jobs. The
training is intended to provide the basic knowledge, skills and attitudes regarding the
Public Service as an institution, and the specific jobs.
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
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By the end of the induction training programme therefore, participants will:
(a)
Be aware of the current Government principles, goals, objectives and
programmes.
(b)
Have knowledge about how Government operates
(c)
Be familiar with the Decentralisation process in Uganda.
(d)
Have knowledge of, and ability to comply with appropriate protocols in the
Public Service.
(e)
Be aware of the terms and conditions of service in the Public Service
(f)
Know the mission, strategic objectives and functions of their organization, as well
as the functions of the different departments within it.
(g)
Be ready to accept personal responsibility for the use of resources under their
control and influence
3.
TRAINING MODULES
The Induction training programme includes six modules as follows:
•
•
•
•
•
•
•
The Government
The Public Service
Performance Management
The Local Government System in Uganda
General Management
Public expenditure and Financial Management
Understanding own organization/workplace
The modules are elaborated in sessions in section 4 below.
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
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4. MODULES, SESSIONS AND REFERENCE MATERIALS
MODULE 1: THE GOVERNMENT
General objective:
To enable participants understand the operation of
Government machinery, its goals, principles and strategic
objectives
Session 1.
Government: An Overview
Session Objectives:
By the end of the session, participants will:
(i)
(ii)
(iii)
Know what a government is
Know the different arms of Government
Understand the functions of each arm of
Government
(i)
(ii)
(iii)
(iv)
Definition of Government
Arms of Government
Components of each arm of Government
Functions of the arms of Government.
Content Outline:
Reference Materials:
ƒ
The Constitution of the Republic of Uganda
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
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Session 2:
Government Goals, Principles and Objectives
Session objectives:
By the end of the sessions participants will:
(i)
Be aware of the Government of Uganda principles and
objectives as laid down in the Constitution
(ii)
Be familiar with the Millennium development goals,
Vision 2025
(iii)
Be familiar with Uganda Government
objectives
strategic
Content outline:
•
•
•
•
Government of Uganda: Principles and objectives
Millennium Development Goals (MDGs)
Vision 2025 objectives and goals
The Poverty Eradication Action Plan (PEAP)
Reference materials:
•
•
•
The Constitution of the Republic of Uganda
Vision 2025 document
PEAP document
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
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MODULE 2: THE PUBLIC SERVICE
General objective:
To enable participants understand the Public Service
structure and work environment
Session 1:
Composition and structure of the Public Service
Session objectives:
By the end of the session participants will:
(i)
Be able to identify what constitutes the Public Service
(ii)
Understand the basic structure of a typical
Government Ministry, Department and Local
Government.
Content outline:
•
•
•
•
•
Definition of the Public Service
What constitutes the Public Service
The legal framework for the Public Service
Structure of a Ministry
Structure of a Local Government
•
•
•
•
The Constitution
The Public Service Act
Restructuring reports of Ministries and Local governments
The Local Government Act, 1997 ( with its amendments)
Reference materials
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
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Session 2: Terms and conditions of service in the Public Service
This is the core subject of induction so each session is sub-divided into sub session to
ensure detailed coverage
General Objective:
To inform participants of their benefits, entitlements,
obligations and the way of conducting business in the Public
Service
Sub-session2.1:
Recruitment and selection process
Session Objectives:
By the end of this session, participants shall:
(i)
Know the various appointing authorities and their
mandates
(ii)
Know their benefits, entitlements and obligations
(iii)
Be familiar with the recruitment and selection process
in the Public Service.
(iv)
Know the different types of appointment in the Public
Service
Content Outline:
•
•
•
•
•
•
•
•
•
•
Appointing Authorities and their mandates
Conditions for recruitment
Vacancy declaration
The selection process
Methods of selection
Employees benefits, entitlements and obligations
Medical examination
Oaths
Date of assumption of duty
Types of appointment
•
•
•
•
The Constitution
The Local Governments Act, 1997( with its amendments)
The Public Service Commission Checklist
Guidelines on the Management of Human Resources in
Local Governments
The Acts of the Appointing Commissions
The Police Statute
Reference Materials:
•
•
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Session 2.2: Training and staff development
Session objectives: By the end of the session participants will:
(i)
Have knowledge of training and development opportunities
and procedures available in the Public service.
(ii)
Appreciate the role of training and staff development in career
and institutional development
Content Outline:
•
•
•
•
•
Definitions of “training” and “staff development”
Approaches to training and staff development in the Public Service
Conditions for training – study leave, bonding etc.
Sources of funding for training and staff development
Responsibility centres for training and staff development functions
Reference Materials:
•
•
•
•
•
•
•
The Uganda Government Standing Orders
The Service Commission Regulations
The Local Governments Act, 1997 (with its amendments)
Circular Standing Instructions on training and staff development
Establishment Notices on training and staff development
Other Manuals or literature on Human Resource
Management/Development
The training policy for the Public Service
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Sub- Session 2.3.
The Exit policy and the management of
Terminal Benefits in the Public Service
Session Objectives: By the end of the session participants will:
(i)
(ii)
Be aware of the avenues for exiting the Public Service
Be knowledgeable about the conditions attached to each
exit avenue
Have knowledge of the various terminal benefits and the
procedure followed in accessing such benefits
(iii)
Content Outline:
ƒ
ƒ
The legal basis for pensions provision
Avenues of leaving the Public Service:
-
ƒ
ƒ
Resignation
Retirement in Public Interest
Mandatory retirement (retirement on due date)
Retirement on marriage grounds
Appointment on transfer to another service
Retirement to effect economy
Abolition of Office
Retirement on medical grounds
Voluntary/Early retirement
Dismissal
Demise.
Types of terminal benefits
Requirements and procedure for processing benefits
Reference Materials:
•
•
•
•
•
•
•
The Constitution
The Pensions Act, “Cap 281”
The Public Service Act
The Uganda Government Standing Orders
Relevant Circular Standing Instructions
The Pensions Management Manual, 2000
Relevant Establishment Notices
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Sub-session
2.4:
Allowances and fringe benefits
Session Objectives: By the end of the session participants will:
(i)
Be aware of the various allowances and benefits that
the service offers to employees
(ii)
Be aware of the conditions for qualifying for such
allowances and benefits
(iii)
Appreciate Government’s efforts to facilitate Public
Officers
Content Outline:
•
•
•
•
•
Definitions of “allowances” and “benefits”
The rationale for providing allowances
Types of allowances and conditions attached to each of
them
Common fringe benefits
Entitlements
•
•
•
•
•
•
The Uganda Government Standing Orders
Relevant Circular Standing Instructions
Specified Officers Act
Relevant Establishment Notices
Letters of Appointment
Local contract agreement forms
Reference Materials:
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Sub-session
2.5.
The Code of Conduct for Public Officers
Session Objectives:
By the end of the session participants will:
(i)
Appreciate the need for a code of conduct for the
Public Service
(ii)
Be familiar with their obligations as Public officers and
expectations of Government from them
(iii)
Be aware of the implications for breaching the Code of
conduct
Content Outline:
•
•
•
•
•
•
The importance of a Code of Conduct
The basic principles for the code of conduct
Content of the Code of Conduct
The leadership code
Professional code of conduct
Types of Sanctions
•
•
•
•
The Government Standing Orders
Code of Conduct for the Public Service
Professional Codes of Conduct
Leadership Code Act, 2002
Reference Materials:
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Sub Session 2.6:
Disciplinary procedures
Session Objectives:
By the end of the session, participants will:
(i)
be aware of what prompts disciplinary action on a Public
Officer
(ii)
know the types of disciplinary action
(iii)
be familiar with the procedures taken to discipline a Public
Officer
(iv)
be aware of the process of appealing against disciplinary
action
(v)
be aware of the right for protection of a Public Officer
Content Outline:
(i)
(ii)
(iii)
(iv)
What constitutes indiscipline
The disciplinary measures available
The disciplinary process
The Appeals procedure
Reference Materials:
•
•
•
•
•
•
•
•
The Constitution
The Public Service Act and the Public Service Commission regulations
The Uganda Government Standing Orders
Public Service Commission Checklist
The Code of Conduct
The Local Government Act, 1997(with its amendments)
Guidelines on the Management of Human Resources in Local
Governments
The Penal Code
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MODULE 3:
PERFORMANCE MANAGEMENT
General Objective:
To equip participants with the knowledge of
Performance Management systems in the Public
Service.
Session 1:
An Overview of Performance
Management
Session Objectives:
By the end of the session participants will:
(i)
Have a clear understanding of the concept
and process of ‘Performance Management’
(ii)
Appreciate the need to implement
performance management systems for
better service delivery
(iii)
Be aware of the various instruments for
Performance Management
Content Outline:
•
Definition of Performance Management as a
concept
Performance Management: Principles and
objectives
•
•
•
Performance Management Process
Performance Management Approaches- Results
Oriented
management,
Management
by
Objectives, Total Quality management etc.
Reference Materials:
•
Books and other literature on General
Management
and
Human
Resource
Management/Development
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Session 2:
Implementation of Results Oriented Management (ROM)
in the Public Service
Session Objectives:
By the end of this session participants will:
(i)
Be aware of the evolution of ROM in the
Public Service
(ii)
Be aware of progress made in implementing
ROM
(iii)
Have knowledge on the way forward for ROM
(iv)
Appreciate the need to implement ROM in
the Public Service
Content Outline:
•
•
•
•
•
•
What ROM is
Background to implementation of ROM
Progress in implementation of ROM in the Public Service
Benefits of ROM
Challenges of implementing ROM
The role of Public Officers in implementing ROM in their
Organisation
•
•
The ROM Manual
Annual performance reports of the Ministry/department or
Local Government
Quarterly performance reports of the ministry/department or
Local Government
Reference Materials:
•
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
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Session 3:
Performance Appraisal scheme in the Public Service
Session objectives:
By the end of the session participants will:
(i)
Be familiar with the principles underlying
the performance Appraisal scheme in the
Public Service
(ii)
Be conversant with the Performance
Appraisal process
(iii)
Understand their roles and those of other
Stakeholders in performance appraisal
(iv)
Understand
the
importance
of
performance
appraisal scheme
(v)
Be able to fill the performance appraisal
form
Content outline:
Definition of Performance appraisal
The performance appraisal principles, process
Types of performance appraisal schemes
The performance appraisal scheme and its importance
in the Public Service
o Filling of the performance appraisal forms
o
o
o
o
Reference materials
•
•
•
•
Performance Appraisal in the Public Service:
Guidelines for managers and staff
The Public Service of the Government of Uganda
Standing Orders
Books and other Literature on Human Resource
Management/Development
Competence Dictionary
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
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MODULE 4: THE LOCAL GOVERNMENT SYSTEM IN UGANDA
General Objective:
To enable participants have an understanding of the Local
Government System
Session 1:
An overview of the Decentralization policy in Uganda
Session Objectives:
By the end of the session, participants will:
(i)
Understand the background to Decentralization in
Uganda
(iii)
Know the set up of Local Governments
(iv)
Know the powers and functions of Local
Governments
(iv)
Be familiar with the key aspects of human
resource management in Local governments
Content Outline:
•
•
•
•
•
The decentralization policy: Principles and objectives
Background to decentralization in Uganda
The set up of Local Governments- Institutional framework
Powers and functions of the various organs within the
Local Governments
The Human Resource aspect in Local Governments
Reference Materials:
•
•
•
•
•
The Constitution
The Local Governments Act 1997[with its amendments]
The Human Resource Management manual for Local
Governments
The Local Government Restructuring Report
The Local Government Finance Commission Act,1999
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
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Session .2:
Centre - Local relations
Session Objectives:
By the end of the session, participants should be able to understand:
(i)
The role of the Central Government in the
Decentralization process
(ii)
How the Local Governments relates with the
Central Government institutions in managing
Local Governments’ administration, Human
Resource Management and Financial Management
Content Outline:
•
•
•
•
Functions of the central government
Functions of Local Governments
Human Resource Management in Local Governments
Planning and budgeting in Local Government
Reference Materials:
•
•
•
The Constitution
The Local Governments Act, 1997(with its amendments)
The Human Resource Management Manual for
Governments.
MINISTRY OF PUBLIC SERVICE - INDUCTION MANUAL FOR NEWLY APPOINTED PUBLIC OFFICERS 2006
Local
16
MODULE 5:
GENERAL MANAGEMENT
General objective:
To equip participants with knowledge
management systems and culture
Session 1:
Records Management in the Public Service
on
important
Session Objectives:
By the end of the session participants will:
(i)
Be aware of the basic personal records that
must be kept
(ii)
Be familiar with the key issues of the
Archives Act 2001
(iii)
Be familiar with the filing system in the
Public Service
(iv)
Be familiar with the basic registry
Procedures
(v)
Understand their role as records users
Content Outline:
•
•
•
•
•
The records cycle
The filing system
The role of records users in the management of records
Personnel records
Highlights on the Archives Act, 2001
•
•
•
•
The Constitution
The Archives Act 2001
The Uganda Government Standing Orders
Retention and disposal schedules
Reference Materials:
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Session 2:
Communication in the Public Service
Session Objective:
By the end of the session, participants will:
(i)
be familiar with the ways in which to
Communicate in the Public Service
(ii)
be familiar with the communication protocol
in the Public Service
Content Outline:
•
•
•
•
•
Hierarchy in communication
Dos and Don’t in communication
Ways/channels of communicating in the Public Service –
Loose minute, Red minute, Black minute, meetings etc.
Communication language in the Public Service
Common abbreviations e.g. BU, TNA, FYI etc.
Reference Materials:
•
•
•
The Constitution
The Uganda Government Standing Orders
Books and other Literature on Communication in the
Public Sector.
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Session 3:
Customer Care and Public Relations
Session Objectives:
By the end of this Session participants will:
(i)
Understand Public Relations as a concept and
a practice
(ii)
appreciate the need for good Public Relations
and Customer Care in the Public Service
(iii)
be able to identify their customers
Content Outline:
• Definition of Customer Care
• The importance of Customer Care
• Who is a customer to Public Servants
• Why must a customer be satisfied with services of a
Public officer and how they relate to each other in
achieving organizational goals
• Types of customers
• Common language in dealing with a customer
Reference Materials:
•
Books and other literature on the subject matter
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Sub-Session 4:
Gender Issues in Public Service Management
Session objectives:
By the end of the session participants will:
(i)
understand the ‘gender’ concept
(ii)
understand the legal provisions for gender in management
(iii)
be aware of gender issues in Public Service Management
(iv)
Appreciate the need to be gender sensitive in managing the
affairs of the Public Service
Content Outline:
•
•
•
•
•
•
Definition of Gender
Gender mainstreaming
Difference between ‘gender’ and ‘sex’
The Constitution of Uganda and gender issues
International conventions on gender issues
Gender issues in Human Resource Management
Reference Materials
•
•
•
•
The constitution
The Gender Policy
International Conventions
Literature on Gender issues
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Session 5.
HIV/AIDS concerns for Public Service management
Session objectives:
By the end of the session participants will:
(i)
Be aware of the difference between HIV and
AIDS
(ii)
Be aware of ways of mitigating the impact of
the HIV/AIDS
(iii)
Be aware of the impact of HIV/AIDS on
performance of the Public Service
(iv)
Be familiar with the Public service policy on
HIV/AIDS
Content Outline:
•
•
•
Definition of “HIV” and “AIDS”
Facts and figures on HIV/AIDS in the Public Service
HIV/AIDS policy in the Public Service
•
•
The HIV/AIDS Policy document
Government Policies
Reference Materials
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MODULE 6:
PUBLIC EXPENDITURE AND FINANCIAL MANAGEMENT
General Objective:
To enable participants understand the processes, procedures
in Public Expenditure and Financial Management
Session 1.
The Budget process and Financial Accountability
Session Objects:
By the end of the session participants will:
(i)
Be familiar with the budget process in the
Government of Uganda
(ii)
Understand how their organizations are
Funded
(iii)
Be aware of roles of the different
Stakeholders in the budget process
(iv)
Know the implications for failure to account
for public funds
Content outline:
•
•
•
•
•
•
The Budget process
Budget Management
The role of Ministry of Finance, Planning and Economic
Development
The role of other Ministries/Departments
Accountability for public funds
The need for transparency in handling public funds
•
•
•
•
•
•
The Constitution
Budget speech
The Public Finance and Accountability Act 2003
The Chart of Accounts
Local Government Finance and Accounting Regulations
Other relevant circulars
Reference Materials
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Session 2:
Public Procurement and Disposal of Assets
Session Objectives:
By the end of the session participants will:
Be familiar with the Institutional framework for
Management of Public Procurement and Disposal of
Assets
Be familiar with basic procurement and disposal of
Public Assets principles
Common methods of Public Procurement
Disposal of Public Assets Procedure
Content Outline:
•
•
•
•
Background to Procurement Reform
Institutional Framework for managing Public Procurement and
Disposal of Public Assets Principles
Common methods of Public Procurement
Disposal of Public Assets Procedure
Reference Materials
•
•
•
•
•
The Procurement and Disposal of Public Assets Act 2003
The Public Procurement and Disposal of Public Assets
Regulations 2003
The Local Government Act, 1997[with its amendments]
The Constitution
Relevant Circulars and Guidelines
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MODULE 7:
UNDERSTANDING OWN ORGANIZATION/WORK PLACE
NB:
This particular module could be conducted at the
workplace boardroom even if the other sessions have
been carried out, outside/off the organization premises.
General objective:
To enable participants understand their organisation.
Session 1.
Organisational
mandate.
structure,
mission,
objectives
and
Session Objectives:
By the end of the Session, participants will:
(i)
Be familiar with the mission, goals and strategic
objectives of their organization.
(ii)
Know the different departments in their organizations
(iii)
Know the functions of the various departments in the
organization and how they contribute to the mission of
the organization.
(iv)
Know the organizational structure and culture
(v)
Identify organizational key stakeholders
Content Outline:
•
•
•
•
Mission statement, goals and strategic objectives of the
organization
Departments of the organization and their functions
Organisational structure and culture
Appreciation of cultural differences and backgrounds
•
•
•
•
•
•
Restructuring Reports
Performance Reports
The Constitution
The Local Governments Act, 1997
Policy Statements
Sector strategic plans
Reference Materials:
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Session 2:
Understanding the premises and workmates
This session should involve taking new employees around
the office premises and showing them the offices and
introducing them to Officers
Session Objectives:
By the end of the session participants will:
(i)
Be able to know the location of different Offices of
the organization
(ii)
Be able to know the Officers within the
Organization and available staff facilities
(iii)
Feel more comfortable to interact with the officers
in their organization.
Reference materials:
•
•
•
•
•
Sketch plan
Office allocation lists
Staff lists
List of office telephone numbers including extension
numbers
Schedule of duties
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APPENDIX I:
DESCRIPTION, ADVANTAGES AND DISADVANTAGES OF VARIOUS TRAINING
METHODS
1. Case Study
This is a training technique where learners/participants are given information about a
situation and are directed to come to decisions or solution to a problem concerning
the situation. The cases presented should be as close to reality as possible. This
technique is useful in giving participants a chance to practice a method of tackling
difficult problems before they are personally involved in a “real” situation that may be
difficult, confusing and frightening.
Advantages
• Provides concrete subjects for discussion
• Provides active learner involvement
• Simulates performance required after training
• Learning can be observed
• Participants experiences can be brought into use and shared with others:
Disadvantages
• It is time consuming to produce a case study
• Needs sufficient time for participants to complete the case
• Difference between the training situation and real world may not be recognized
• Participants can become too interested in the case content and loose track of the
critical issues
• There is not always just one right solution
2. Group Discussion
This is where participants discuss training issues being trained on in groups. This
training technique enables learning to be derived from the participants rather than
the facilitators. Group Discussions as a training method enhances problem-solving
skills critical for formation and molding of attitudes and clarification of personal
values. Group discussions also stimulate interest and help participants to learn from
each other.
Advantages
• Keeps participants interested and involved
• Participants resourcefulness can be revealed and shared
• Learning can be observed
• Allows for reinforcement and clarification of sessions through discussion
• Participants' activity can be high and less dependent on the facilitator.
• Shy participants feel free to make their contribution in smaller groups than in plenary
contributions
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Disadvantages
•
Time consuming
3. Role - Playing
This is where the participants are presented with a situation which they are expected
to explore by acting out the roles of those represented in this situation. The players
should be carefully selected and should be properly prepared for their roles. The
audience should be equally prepared for the role play by debriefing them on how
they are to behave during the presentation. The players should behave naturally in
the course of the acting.
Advantages
• It allows change/modification of attitudes
• Development of interactive knowledge and skills
• Enables people to see the consequences of their actions on others.
• Can generate interest in the subject
• Active participation is generated
• Provides a living example of the situation being studied
Disadvantages
• Role players learn more than observers
• Observers may be passive until the exercise is discussed
• Success depends on imagination of the players
• Attitude change may be short lived.
4. Demonstration
Demonstration is a presentation of a method for doing something. By actual
performance, the facilitator shows the learners what to do and how to do it. With
his/her associated explanations, the facilitator indicates why, when, where and how
something is done. The technique is mainly used for showing correct/incorrect
actions, procedures, practices etc, teaching a specific skill or technique, modeling a
step- by - step approach and giving participants a yardstick to aim at.
Advantages
• Aids understanding and retention
• Stimulates the participants’ interest
• Can give participants a model to follow
• Large groups can be handled
• Easy to focus participant’s attention
Disadvantages
• Facilitator’s demonstrations may be difficult for all learners to follow at the same rate.
5.
Lecture/ Exposition
A lecture is a straight talk or exposition possibly using visual or other aids, but
without active group participation. A lecture is very appropriate where the trainer
knows more on the subject than the participants and where the size of the group
is large.
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Advantages
• A large amount of material can be covered within limited time
• One facilitator can handle a large audience at the same time
• Content and sequence are completely under the control of the facilitator
• Ensures consistency of information
Disadvantages
• Does not allow for immediate feedback from the participants
• The attention of the participants can easily be distracted
• Knowledge/information imparted by talking is not easily memorable unless it is
followed up with a more practical technique
• Saturation point is reached relatively quickly
6.
Brainstorming
This is where participants suggest ideas on given issues, which are later
discussed. The facilitator normally engages the participants in a brainstorming
session by asking them a general question.
Advantages
• Active participation in the learning process allows for enhancement and clarification
of issues through discussion.
Disadvantages
• Participants can be easily derailed
• Difficult to apply to a large audience
• Requires ample time
7. Coaching
This is a one-to-one process which focuses on the practical improvement of specific
skills.
Advantage
There is a direct relationship between learning and the actual work to be performed
by the officer
Disadvantages
• Results could be disastrous in case one is given a wrong coach
• It is time consuming
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APPENDIX 2
STANDARD EVALUATION FORM
Instructions
At the end of course participants fill in an evaluation form by ticking the box that most closely
represents their feelings about the following aspects of the induction courses/programme. The
training manager should analyse the information provided and draw lessons for future
programmes.
Item Under Excellent
Review
Facilitators
knowledge of
subject matter
Time
Management
Timing
of
session
Handouts
provided
Relevance of
issues
covered
to
participants
Venue of the
training
Administration
of
the
programme
Logistics
provided
Other (Please
state)
Very
good
Good
Satisfactory Fair
Poor
Very
Poor
Other Remarks (Recommendation)…………………………………………
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
………………………………
THANK YOU
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APPENDIX 3
INDUCTION PROGRAMME STRUCTURE
DAY
DAY 1
DAY 2
DAY 3
DAY 4
DAY 5
TIME
8.00a.m - 9.00a.m
9.00a.m – 9.30a.m
9.30a.m – 11.30a.m
10.30a.m – 11.00a.m
11.00a.m – 12.00noon
12.00noon – 1.00p.m
1.00p.m – 2.00p.m
2.00p.m – 3.00p.m
3.00p.m – 4.00p.m
4.00p.m – 4.30p.m
4.30p.m – 5.30p.m
8.00a.m – 9.30a.m
9.30a.m – 10.30a.m
10.30a.m – 11.00a.m
11.00a.m – 12.00noon
12.00noon – 1.00p.m
1.00p.m – 2.00p.m
2.00p.m – 3.00p.m
3.00p.m – 4.00p.m
4.00p.m – 4.30p.m
4.30p.m – 5.30p.m
8.00a.m – 9.30a.m
9.30a.m – 10.30a.m
10.30a.m – 11.00a.m
11.00a.m –12.00noon
12.00noon –1.00p.m
1.00p.m –2.00p.m
2.00p.m – 3.00p.m
3.00p.m – 4.00p.m
4.00p.m – 4.30p.m
4.30p.m – 5.30p.m
8.00a.m – 9.30p.m
9.30a.m – 11.00a.m
11.00a.m – 11.30a.m
11.30a.m – 2.00p.m
2.00p.m – 5.00p.m
8.00a.m – 1.00pm
1.oop.m – 2.00p.m
2.00p.m – 3.30p.m
3.30p.m – 4.30p.m
4.30p.m – 5.00p.m
5.00p.m – 7.00p.m
TOPIC
Registration of participants
Opening Ceremony
Government – An overview
BREAK TEA/COFEE
Government Goals, Principles and Objectives
Composition and structure of the Public Service
LUNCH
Recruitment and Selection process
Training and staff development
BREAK TEA/COFFEE
The Exit Policy and the Management of Terminal benefits
Allowances and fringe benefits
The Code of Conduct
BREAK TEA/COFEE
Disciplinary Procedure
An overview of Performance Management
LUNCH
Implementation of ROM in the Public Service
Performance Appraisal Scheme in the Public Service
BREAK TEA/COFFEE
Contribution of Performance Appraisal in the Public Service
Decentralisation policy in Uganda
Centre –Local Relationships
BREAK TEA/COFFEE
Records Management in the Public Service
Communication in the Public Service
LUNCH
Customer Care and Public Relations
Gender Issues in Public Service Management
BREAK TEA
HIV/AIDS concerns in the Public Service
The Budget process and Financial Accountability
Public Procurement and Disposal of Assets
BREAK TEA/COFFEE
FREE TIME
Understanding your Organisation
- Mission
- Strategic Objectives
- Function/Mandate
- Departments
- The People
- The Officers
- Other Specific Issues concerning Organisation of
work.
Understanding your Organisation (continued)
LUNCH
General Evaluation
Closing Ceremony
Photography (optional)
Cocktail/Reception (optional)
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APPENDIX 4
GUIDELINE FOR BUDGETING FOR AN INDUCTION PROGRAMME (OFF THE JOB)
BUDGET ITEM
GUIDELINES
1. (a) Conference Venue
(b) Conference facilities
Daily rate x the number of days of induction
May include Public Address system, LCD Projector,
Overhead Projector, Flip Chart Stand @ daily rate x
the number of days of induction
Writing Pads/material, pens, file folders per
participants. Flip Chart paper, markers,
transparencies, etc.
- Resource persons @ GOU rates or
agreed rate in case of donor funding
- Transport allowance to participants
- Night allowance if the course is off station
and accommodation is not provided
- Break tea/coffee
- Lunch
- Evening tea/coffee/refreshments
- Dinner (if the course is residential)
- Cock tail eats and drinks (optional) but
very good in developing cohesive teams
and networking
- As per contract [In case one chose to use
service providers]
- Fuel and lubricants
- Postage and communication/mailing
- Contingence of 5% of the total budget to
cater for incidentals
2. Stationery
3. Allowances
4. Feeding
5. Consultancy fees
6. Administrative costs
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