ENHANCING PROFESSIONALIZATION OF HUMAN RESOURCE MANAGEMENT IN THE

PUBLIC SERVICE IN AFRICA

Workshop on Capacity Building for Human Resource Development Policy

and Strategy in the Public Service in Africa

Arusha, United Republic of Tanzania, 23rd – 27th February 2009

A DRAFT REPORT

Dar es Salaam May 2009

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WORKSHOP ON CAPACITY BUILDING FOR HUMAN

RESOURCE DEVELOPMENT POLICY AND STRATEGY IN THE PUBLIC SERVICE

ARUSHA, TANZANIA: 23RD – 27TH FEBRUARY, 2009

1. INTRODUCTION A training workshop on “Enhancing Professionalization of Human Resource Management in the Public Service in Africa’’ was conducted in Arusha, Tanzania on 23rd-27th February 2009. This workshop, attended by more than one-hundred and thirty seven (137 delegates from 22 countries was organized jointly by the United Nations Department of Economic and Social Affairs (UNDESA) and the Government of the United Republic of Tanzania. This meeting also launched the African Public Services Human Resources Management network (APS HRM-net). This report details the proceedings of this workshop. This section provides a background and objectives of this workshop. Section 2 describes the programme and how the workshop was managed. This is followed by Opening ceremonies. in Section 3. Presentation of Workshop papers and deliberations are described in Section 4. Section 5 is a Communiqué arising out of this meeting.

1.1 Background

The need for this workshop was the realization that the Human Resource managers in many public services in Africa were underperforming. This was because many African countries did not recognize the strategic position of the human resource manager in the formulation and implementation of strategies. The role of HR officers was confined to routine functions about staff entitlement to pay increments, staff welfare and the like. In many African Public Services, the human resources were not managed as a valuable asset. The problem of HRM in African countries had been recognized by many fora, including the Seventh Africa Governance Forum (AGF 7) which took place in Ouagadougou (Burkina Faso) at the end of October 2007; and the Round Table Conference of the Africa Association for Public Administration and Management (AAPAM) which took place in Accra Ghana from 6th to 10th October 2008. AGF 7 recognised the need for institutional capacity development, complemented by human resource development to be at the centre of the process of making States capable of meeting their citizens’ developmental aspirations. On the other hand, the AAPAM conference issued a communiqué calling for competent, knowledgeable, well motivated, and innovative human resources in the African public service. There was a need to modernize and professionalize the human resource function in public service organizations. To this effect, participants had endorsed the initiative being taken to establish an Africa Public Sector Human Resource Managers’ Network and urged African governments to accord it the required support.

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While there are numerous challenges related to human resource capacity building in the public service in Africa, it was agreed that the beginning was to put in place guiding policies and strategies for human resource development in the Public Service. Putting in place such policies required Human Resource managers in the Public Service who were very knowledgeable and skilled in identifying and analyzing needs and formulating policy proposals and strategies for Human Resource development. Accordingly capacity building interventions geared at the professionalisation of the human resource function in the African public services were deemed necessary and urgent.

It was in this spirit that UNDESA and Government of the Republic of Tanzania set to organize and finance the first training programme on Capacity Building for Human Resource Development Policy and Strategy in the Public Service in Africa. This Workshop was designed for Managers of Human Resources in Public Sector Organizations in Africa, focusing on ministries responsible for Public Service. Other potential beneficiaries of this workshop are Public Service Commissions and other appointing authorities in the Public Sector, Management Development Institutes, and African institutions which promote good professional management in public services, (the Africa Association for Public Administration and Management (AAPAM), Africa Management Development Institutes Network (AMDIN), and Africa Capacity Building Foundation (ACBF)).

1.2 Objectives This workshop provided an opportunity and potential for contributing to enhancing capacity for policy and strategy formulation in matters of Human Resource Development. This was to be achieved by pursuing a two-pronged strategy of (i) sharing knowledge and experiences in HRM related topics; and (ii) launching of the Africa Public Sector Human Resource Managers’ Network (APS-HRMnet).The Specific objectives of this event include the following: (i) To enhance knowledge and skills in analyzing needs and designing public service

human resource development policies and strategies for their implementation; (ii) To strengthen networking of human resource managers in the Public service for

knowledge and information sharing in public sector human resource management and development;

(iii) To provide a forum for closer interaction between Political Leaders (Ministers responsible for Public Service) and human resource managers for the advocacy and promotion of the function of human resource management as critical to the performance of the public service in general; and,

(iv) To provide opportunity for strengthening the linkage and networking among human resource managers in ministries responsible for Public Service, their counterparts in Public Service Commissions and other Appointing Authorities in the Public Sector, and Management Development Institutes who are some of the providers of training for the public service and other key stakeholders in the development of professional capacities of human resource managers in the public sector in Africa.

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2. ORGANISATION AND MANAGEMENT OF THE PROGRAMME

2.1 Participants The workshop was attended by about 137 delegates from 22 countries. The countries represented at the Workshop included Benin, Cote D’Ivoire, Ethiopia, Kenya, Lesotho, Liberia, Malawi, Mali, Mozambique, Namibia, Niger, Republic of Central Africa, Senegal, Sierra Leone, Somalia, South Africa, Sudan, Swaziland, Tanzania, Uganda and Zambia. Delegates in the workshop included Cabinet Ministers, Heads of Public/Civil Services and Secretaries to Cabinet, Permanent/Principal Secretaries and other high ranking Government Officials, Chairpersons and Commissioners of Public Service Commissions, Heads of Management Development Institutes, representatives of Statutory Institutions, academics and researchers. It was also attended by representatives of APS-HRM-net Partner International Organizations, including the African Association for Public Administration and Management (AAPAM), the United Nations Department of Economic and Social Affairs (UNDESA), the International Public Management for Human Resources (IPMA-HR) and the African Management Development Institutes Network (AMDIN). Four ministers attended this workshop: Hon. Hawa A. Ghasia, Minister of State, President’s Office, Public Service Management, the United Republic of Tanzania; Hon. Dalmas Otieno Anyango, Minister of State, Prime Ministers’ Office Public Service, from the Republic of Kenya who is also the chairman of the Association of African Public Service Ministers; Hon. Prisca Sezi Mbaguta, Minister for Public Service, Republic of Uganda; and Hon. Christopher Kint Aguir Minister of Labour and Public Service, Benin. A list of delegates attending this workshop is presented in Annex 2

2.3 Financial Support for the Workshop

The workshop was generously supported by the United Republic of Tanzania, UNDP, UNDESA, the Commonwealth Secretariat and Government of African countries

2.4 The Prograamme The five-day programme was organized around the following nine thematic areas:

(i) Public Service Reforms and human resource development in Africa (ii) Initiatives for Enhancing Professional Capacity of Human Resource

Managers in Africa’s Public Service (iii) The Role of Human Resource Managers in Transforming the Public

Service” (iv) Challenges Facing Human Resource Managers in the Public Service and

Strategies for overcoming them (v) Supporting Human Resource Development in the Public Service: the Role

of Senior Public Service Leadership (vi) Human Resource Development Approaches and Methodologies (vii) Analyzing Human Resource Development Needs in the Public Service:

Some Country experiences” (viii) Formulating a Human Resource Development Policy for the Public

Service”

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(ix) Institutionalizing Professional Capacity Development of the Human Resource Managers in the Public Sector in Africa: Formal Launching of the African Public Sector Human Resource Managers’ Network (APS-HRMnet)

This programme was delivered around 14 plenary and working group sessions. This programme is presented in Annex 2.

3. DAY ONE, MONDAY 23RD FEBRUARY, 2009 The first day of the programme consisted of opening ceremonies, presentation of a key

note address and two plenary sessions in which two papers were presented.

3.1 Opening Ceremonies The opening ceremony consisted of messages, statements and speeches from Mr. George Yambesi, Permanent Secretary, PO-PSM, United Republic of Tanzania, Prof. Yorum Barongo, Secretary General, AAPAM, Mr. Neil Reichemberg, Representative of IPMA-HR, Dr. John Mary Kauzya, Representative of UNDESA, Hon. Hawa A. Ghasia (MP), Minister of State, PO-PSM; Hon. Dr. Ali Mohammed Shein, Vice President of the United Republic of Tanzania; and Hon. Prisca Sezi Mbaguta, Minister of Public service, Republic of Uganda Welcoming Remarks by Mr. George Yambesi In his capacity as Chief Executive of the human resource function in the Government of the United Republic of Tanzania, Mr. George Yambesi welcomed Hon. Dr. Ali Mohammed Shein, the Vice President of the United Republic of Tanzania to Workshop on capacity Building for Human Resource Development Policy and Strategy in the Public Service in Africa delegates to the workshop. He also welcomed delegates, and informed them of the objectives of the workshop as well as categories of officers attending the meeting. Message from the Representative of AAPAM Prof. Yorum Barongo, Secretary General, AAPAM tabled a message of solidarity from the President of AAPAM. AAPAM was happy to be associated with APS-HRMnet planned to be launched in the course of the workshop. He commended UNDESA and the Government of Tanzania for organizing this strategic workshop. He also saluted the professional group of African human resource managers who worked with UNDESA to establish APS-HRMnet. Prof. Barongo was happy that APS-HRMnet was being launched in Tanzania because everything that is born in Tanzania tended to grow and blossom into institutions that have been critical to Africa’s development. He gave AAPAM as an example of an idea which was conceived in Tanzania in 1971, and to-day it is a quality institution that promotes best practices, excellence and professionalism in public administration and management. He hoped that like AAPAM, APS-HRMnet would grow into a leading continental forum for human resource practitioners.

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Message from the Representative of IPMA-HR The representative of IPMA-HR, Mr. Neil Reichemberg saluted Dr. John-Mary Kauzya, UNDESA, Tanzania and other organisers for organizing this workshop and for preparing a programme designed to improve the performance of the human resource function in African public services. Referring to the 2005 UN World Public Sector Report which called for the professionalisation of human resource management and for the upgrading of the status and influence of human resource managers, Mr. Neil Reichemberg pledged collaboration between IPMA-HR and APS-HRMnet. He took the occasion to define the vision and functions of IPMA-HR for which he said IPMA-HR’s mission was to provide leadership, professional development, information, and services to enhance organizational and individual performance in the public sector. It does this through competency training, human resource certification, conferences, seminars and workshops. Message from the Representative of UNDESA Dr. John-Mary Kauzya, Chief of Governance and Public Administration Branch, UNDESA expressed his happiness that this workshop was taking place and would lead to the formation of Africa Public Sector Human Resource Managers’ Network (APS-HRMnet) which, he believed would contribute to the efforts of tackling the challenges confronting Africa. These challenges included those of achieving Millennium Development Goals; the task of implementing the ambitious New Partnership for Africa’s Development programs; and the challenges of eradicating poverty. These problems were associated with inadequate capacity for managing the human resources. Capacity constraints among African countries, on the other hand, were caused by their inability to recruit and retain the needed well-trained and skilled personnel due to a number of reasons including low salaries; poor conditions of service; over-centralization; dilatory and outdated procedures. These problems of HRM in African countries had been recognized by many fora, including the Seventh Africa Governance Forum (AGF 7) which took place in Ouagadougou (Burkina Faso) at the end of October 2007. AGF 7 recognised the need for institutional capacity development, complemented by human resource development to be at the centre of the process of making States capable of meeting their citizens’ developmental aspirations. Clearly, for this situation to change in the Public Sector of African countries there is need to adopt models of the Human Resource Management (HRM) function which will best enable governments to manage their staff so as to achieve their key objectives. Dr. Kauzya thanked key officials and organizations which together with UNDESA worked very hard and tirelessly to start an institutional arrangement through which Africa’s Public Sector Human Resource Managers can sustainably address challenges of developing the human resource in the public service in Africa. This meeting was, therefore a first capacity development workshop of the Africa Public Sector Human Resource Managers’ Network. These included Ms. Odette Ramsingh, Director General, Public Service Commission, South Africa, Mrs. Thecla Shangali, Secretary Public Service Commission, Tanzania, Ms. Adah Kabarokole Muwanga, Director Human Resource Management, Ministry of Public Service, Uganda, Mr. Mpendulo Mazibuko, Principal Human Resource Officer, Ministry of Public Service and Information, Swaziland, Ms. Nonurse July Ledimo, Director Human Resources, Prime Minister’s

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Office, Kingdom of Lesotho, Ms. Jennifer Karimi Njiru, Councilor, Ministry of Foreign Affairs, Kenya, Ms. Rose Shanice Chowawa Maleta, Human Resource Development Officer, Department of Human Resources Management and Development, Malawi, Ms. Angelina Ungele, AAPAM Young professional, Mzumbe University, Tanzania, Mr. Admill H Simpson, Deputy Director General Public Service Commission, South Africa, Mr. Donald S. Ndagula, Deputy Secretary Public Service Commission, Tanzania, Mr. Tesfamichael Tekle Degaga, Head Organization and Post Classification, Federal Civil Service Agency, Ethiopia, and Prof. Yolamu Balongo, Secretary General, of the African Association for Public Administration and Management ), the Africa Association for Public Administration and management (AAPAM) and the Africa Management Development Institutes Network (AMDIN), Dr. Kauzya also thanked people and organization who gave support, encouragement and inspiration to the formation of this network. These included Hon. Ms. Prisca Sezi Mbaguta, Minister of State for Public Service; Ms. Geraldine Frazer Moleketi, former Chairperson of the Pan African Conference of Ministers of Public Service and former Minister of Public Service; the Commonwealth Secretariat; and the International Public Management Association for Human Resources (IPMA-HR. He also thanked organizations which had sponsored delegates into this workshop. These included, the United Nations Development Program; the Commonwealth Secretariat; and Governments across the continent. Finally Dr. Kauzya thanked the Minister of Public Service of United Republic of Tanzania who accepted to host this workshop. Statement by the Minister of State In her capacity as Minister responsible for Human Resource Management (HRM) in the Public Service of Tanzania, Hon. Hawa A. Ghasia (MP), Minister of State, President’s Office, Public Service Management in the United Republic of Tanzania also welcomed the Guest of Honour, and delegates to the workshop. She was particularly happy because four ministers responsible for public service management in four African countries had been able to attend. She took the occasion to salute these ministers: Hon. Christopher Kint Aguir, Minister of Labour and Public Service, from the Republic of Benin; Hon. Dalmas Otieno Anyango, Minister of State, Prime Ministers’ Office Public Service, from the Republic of Kenya who is also the chairman of the Association of African Public Service Ministers; Hon. Prisca Sezi Mbaguta, Minister for Public Service, Republic of Uganda; and, Hon. Michel Bodias Botoboro, Minister for Public Service from the Democratic Republic of Congo. She also saluted Heads of Public Services, Permanent Secretaries, Representatives of international Organisations and other delegates. Hon. Ghasia said that this workshop was a recognition that human resources are the ‘most valuable’ resource in any organization and must, therefore, be empowered, motivated, developed and nurtured, something which was not happening in many African countries. Speech by the Guest of Honour This workshop was officially opened by Hon. Ali Mohammed Shein, Vice President of the United Republic of Tanzania. In his speech Hon. Shein expressed his appreciation for

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the Workshop to be taking place in Tanzania, and thanked the organisers for giving his country the privilege and honour to hosting this unique international workshop designed for managers and other stakeholders of the human resources function in Public Sector organisations in Africa. The Guest of Honour also thanked Public Service Ministries and Commissions in Africa and international organizations which supported the initiatives to form an Africa Public Sector Human Resource Managers’ Network (APS-HRMnet) and for facilitating this workshop. These included the United Nations Department of Economic and Social Affairs (NDESA), The World Bank, UNDP, the Commonwealth Secretariat, IPMA-HR, AAPAM, ADMIN, and ACBF. The Guest of Honour underscored the importance of Human Resources as a valuable asset which had to be managed professionally, emphasizing that the quality of human resources was critical to the development of any country. Accordingly efforts were needed to raise significantly the stature, capacity and competencies of human resource managers in African Public Services. This workshop and the networking through the APS-HR were, therefore appropriate initiatives in ensuring that the human resource function in the public services of Africa is managed as a valuable asset; the strategic position of the human resource manager is recognized in the formulation of strategies; the human resource departments and human resource practices are accorded adequate recognition within the public service system; and human resource function is qualified professionals. The Guest of Honour found this workshop to be very relevant to Tanzania’s efforts to improve its human resource function through the Public Service Reform Programme (PSRP). He said that issues being addressed in human resource management related areas included institutionalization of meritocracy, ethical conduct, and the management of diversity. He said that Phase two of PSRP aims at elevating and strengthening the human resource management function in the public service. It was for this reason that Tanzania stood to gain a lot from this workshop. He urged Tanzanian delegates to participate fully in this workshop. Vote of Thanks Hon. Prisca Sezi Mbaguta, Minister of Public service, Republic of Uganda gave a vote of thanks to the Guest of honour. She thanked the Guest of honour for (i) having found time to come, and speak to the gathering, notwithstanding his tight schedule of engagements on national and international issues (ii) his exciting and comprehensive speech signaling the opening of this workshop on ‘’Capacity Building for Human Resource Development Policy and Strategy in the Public Service in Africa’’, and, (iii) his concern about the state of the human resource management function in Africa, and invariably, the state of public services in Africa. Mrs Mbagutta assured the Guest of honour that delegates, being highly placed and committed officers in the countries they were representing would explore new strategies needed to revamp and empower the human resources in their public services. This is because they knew, and were convinced that when the human resource function is elevated and empowered and professionalized, the public services in these countries would promote and enhance the growth of their national economies and hence achieve the millennium development goals set by the international community.

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3.2 Key-Note Address

Chairperson : Hon. Dalmas Otieno Anyango. Minister of State, Public

Service – Kenya Presenter : Hon. Prisca Sezi Mbaguta, Minister of State in the Ministry

of Public Service of the Republic of Uganda Hon. Prisca Sezi Mbaguta started by registering importance and role of Human Resource Management (HRM) in promoting the development agenda and engineering the Public Sector Reforms. Hon. Mbaguta underscored that improved delivery of public services both in public and private sectors is also a function of HRM. She noted that despite its significance, HR function has been kept at the periphery and not given due attention. It was underlined that HRM should be placed at the core in the development agenda and should also tap the political arena. Further, Hon Mbaguta registered a need to build a group of HR Managers with a vision of creating a capable workforce. She underlined the essence of forging APS-HRMnet on the ground that it will be a fundamental vehicle and tool for addressing and mitigating challenges facing HR professionals in the region. Key challenges were identified as follows:

• Building the capacity of HR managers; • Transformation of HR functions from routine administrative work to more

strategic roles; • Advocating for increased delegation; • Enhancing HR managers’ innovations; • Enabling HR managers to strengthen networking and communication patterns;

and, • Boosting sustained organization abilities and capacities

Hon. Mbaguta also pointed out that HRM is a neglected function and extensively mixed up with public administration. She registered a concern of linking HR function with other demands in this era of decentralization and public sector reforms. Finally, she said that this timely initiation of the HR net will provide opportunity for sharing experiences and forge collaboration. It also underscored a need for redefining HR function and come up with strategies that reflect value for money. Key areas to be improved included improved communication network, capacity building, performance management, recruitment and exit procedures. More over Hon. Mbaguta paid tributes to the governments, and development partners for their support of this initiative of establishing the HR net association. The following issues emanated from discussions and reflections on the key note address:

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• Agreed that it was high time to acknowledge and recognize the place of RH in the performance of the public sector. HRM should now be regarded as a rare profession;

• Policies and regulations should be flexible and create enabling environment for the

HR managers; • HR managers should provide opportunities for their subordinates to be innovative,

respectable, competent and competitive; and, • Promotion of HRMnet requires concerted efforts of involving different stakeholders

such as academicians, professionals and practitioners.

3.3 Presentation of Objectives and Process of the Workshop by Dr. John- Mary Kauzya, Chief of GPAB UNDESA

Dr. John-Mary Kauzya gave a brief presentation on the objectives and process of the Workshop. The presentation was brief essentially because this topic was to be covered in Session Three of the programme. The twin objectives were presented as follows:

• Enhance participant’s knowledge and skills in human resource management. This would enable them to network.

• Launch the HRMnet, including putting in place a Governance and leadership arrangement

3.4 Plenary Session One Chairperson : Hon. Dalmas Otieno Anyango, Minister of State, Public

Service – Kenya Presenter : Professor Gelase Mutahaba Paper 1 : Human Resource Management: A Neglected element in

African Public Service Reforms

In his paper, Prof. Mutahaba provided an overview of the underlying causes behind the poor condition of the human resource management function in African Public Services. The paper also suggested solutions to problems afflicting the HR function in the public service. It was revealed that for over five decades since independence African countries gave scant attention to the HRM function. That neglect has had disastrous consequences on the results of the various reform interventions. This was because public service reform is, to a great extent, reform of “how people” are managed in the public service.

Prof. Mutahaba disputed the idea that African countries’ values and socio-cultural milieus undermined the institutionalization of good HR practices. It was pointed out that colonialism supplanted Africa’s traditional administrative system and created a model of

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public administration which was largely anchored on rigid rules; overemphasis on processes; procedures and precedence; vague job descriptions and appraisal systems, and valued compliance more than productivity. Furthermore Colonial policy deliberately excluded natives from being appointed to professional positions, including those of HRM. Prof. Mutahaba paper pointed to a paucity of qualified personnel; weak administrative infrastructure; poor relations between bureaucrats and politicians as of independence. The paper demonstrated that public service reforms adopted after independence didn’t adequately pay attention to HRM related issues. Appropriate organizational mechanisms for managing HR function were not put in place. Employee appraisal remained old fashioned. Furthermore pay and rewards systems became increasingly unattractive compared to pay levels inherited at independence. By the early 80’s the neglect and collapse of pay destroyed the employment contract between government and its public service employees. The response was to adopt Structural Adjustment Programs that focused on cost containment and shrinking the scope and size of the public sector. In this regard the SAP reforms sent the HR function in the public service reeling and made it the executioner of the public service, as it was in charge of the retrenchments and indiscriminate reduction of staff. For example issues of HR planning, training and development, recruitment as well as staff welfare were put in the deep freezer and the status of HR managers in public service organizations reached its lowest ebb. Prof. Mutahaba pointed out that the second wave of reforms of the 1990s paid relatively sufficient attention to HRM issues than had been the case since African countries attained independence. Increasingly the public service reform programs include policy statements on management of HR stating the principles to guide the management of each of the HR functions, including recruitment, training and development, conditions of service, promotion and career development, staff performance review and a host of other issues. The reforms have also tended to include measures to strengthen and rationalize organizational arrangements for managing the HR function, including decentralizing the administration of HR to line organizations and treatment of the HR functions in an integrated manner. The paper suggests that the HR regulatory institutions should be strengthened by giving them more autonomy. The central institutions for coordinating HRM need to be given greater capability and prominence in the line ministries. This may entail placing them under the office of the head of state and/ or government. Issues emanating from discussions of this paper included the following:

• HR functions and responsibilities should be devolved to line managers in MD as and adequate resources should be allocated for implementing activities;

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• Administrative functions and HR activities are discernible and dissimilar; hence they should not be fused. The HR function deserves a departmental or directorate status in the public service structure. The administration department should support the smooth-running of HR department. The HR function should be de-linked from mainstream public administration;

• Employee performance appraisal should be open, based on pre-set performance

targets and standards. The tasks should be regularly reviewed. Sanctions and motivational ingredients should be provided to support the performance appraisal system;

• Administrative procedures and regulations are necessary but not a sufficient

condition for increasing performance in the public service. They are required for the government to maintain standards. However, they should not be rigid; hence they must be regularly reviewed and updated in order to ensure that they do not undermine innovation at the point of service delivery;

• The on-going public service reforms in African countries should recognize the

importance of a professionally executed HR function in bringing about the desired changes in the public service. The ultimate goal of the reform initiatives should be the reduction of poverty;

• There is a need to place HRM function to the position which it deserves in the

public service. Efforts should be made by African countries to have the right quantity and quality of professional HR-Managers. The anticipated ‘birth’ of the Public Service HR Managers Network (HRM-net) is a step forward to the right direction;

• The espoused HRM-net should endeavour to address with vim and vigour the

challenges and threats emanating from corruption and incidences of tribalism in Africa;

• HR Managers in African countries should carry out their roles and responsibilities

professionally. They should set standards and network with training institutions. This presupposes existence of professional associations at national, regional and world levels.

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3.5 Plenary Session Two Chairperson : Presenter : Thecla W. Shangali, Secretary, Public Service Commission

of Tanzania Theme : Initiatives for Enhancing Professional Capacity of Human

Resource Managers in African Public Service The paper was, essentially, on the initiatives undertaken to enhance professional capacity of Human Resource Managers in Africa’s Public Service and the challenges thereof. It also highlighted various efforts made by a group of Human Resource Managers towards establishment of APS – HRMnet including the objectives of the Network as well as challenges facing it. It was asserted that the idea of establishing APS-HRMnet was firstly conceptualized in Cape Town, South Africa in 2007. In that occasion, it was argued, a strong feeling emerged amongst the participants from Africa on the need to share their collective knowledge and best practices on Human Resources Management and positively contribute to the professionalisation of the field of Human Resources. The paper mentioned various conferences which played pivotal role towards establishment of the APS – HRMnet. The presenter underscored the objectives of the APS – HRMnet to include, inter alia,

(i) Promoting excellence, integrity and professional standard in the practice of Human Resource Management;

(ii) Sharing of best practices in Human Resource Management issues; (iii) Providing tools, models, skills to Human Resource Managers to enable them

increase their effectiveness when discharging their professional responsibilities; (iv) Promoting of continuous learning amongst Human Resources Managers; and, (v) Providing of support and advocacy for strategic Human Resource Managers in

Africa. The paper outlined critical strategies and measures necessary for enhancing professional capacities in the public service. Such strategies and measures include the following: (i) enhancing education, training and professional development of Human Resource Managers; (ii) improved research, publications and information dissemination; (iii) use of information and communication technology; (iv) certification of professionals; (v) promoting networking for developing capacity and profession of Human Resource Management; (vi) developing a systematic institutional framework; (vi) enhancing publicity and awareness; (vii) supporting continental and regional efforts. The presenter pointed out key challenges worth noting. Such challenges included the following:

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(i) Putting structures for APS – HRMnet;

(ii) Developing a “fast track” Communication System amongst Public Sector Human Resource practitioners;

(iii) Identifying appropriate recruitment selection and retention strategies of the talented people;

(iv) Developing professional networking at institutional and individual levels to strengthen capacities of Human Resource Managers;

(v) Instituting arrangements and behavioural processes for nurturing knowledge, skills, abilities, attitudes and values aimed at bringing common ethical and professional standards; and,

(vi) Monitoring global development trends and identifying areas of focus for networking.

The paper conclusively submitted that the strategic role of APS – HRMnet should be to navigate the process of putting together all forces behind Human Resource development and Management. Issues emanating from discussions of this paper included the following: • The APS – HRMnet should be linked with other similar networks in various

jurisdictions to enable sharing of best practices; • The objectives of the APS – HRMnet should be clearly defined to enable easy

understanding of its objectives; • There be appointed representatives of the Network on regional basis and charged with

the responsibility of co-ordinating and furthering the objectives of the Network; • The standard sought to be achieved by the Network must be very clear and should

match the internationally acceptable standards of similar Networks already established; and,

• There be established communication mechanism using available communication means to enable members to share best practices among themselves on issues regarding to the Network.

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4. DAY TWO, TUESDAY 24TH FEBRUARY, 2009

4.1 Plenary Session One Chairperson: Theme: “The Role of Human Resource Managers in Transforming

the Public Service” This was a panel discussion whereby, three presenters addressed this subject from different angles. The presenters were: (1) John Lavelle (2) Dr. B. Bana (3) Dr. J. Mary-Kauzya This session addressed the key question on whether HR managers in the public services of African countries are playing their roles as HR managers, the challenges they were facing, and what needed to be done to overcome these challenges? Intervention 1 : The Role of Human Resource Managers in the Public

Service: a General Perspective by J. Lavelle, Representative of IPMA-HR.

The paper addressed the dilemmas, tensions and choices that faced Human Resources managers. These included: (a) the professional competence of these managers; (b) managing roles and career trajectories; (c) the need for HR Managers to understand their operating environment, and, (d) the need for HR managers to position themselves strategically. The presenter moved on to illustrate the classical HR roles and mindsets that are needed. These included: (i) being an expert on people at work; (ii) being alignment engineers; aligning HR with Organizational Vision, Mission and Strategic goals; (iii) managing the employment life cycle from joining the service to separation from the public service; (iv) being analytical, risk-takers; presenters ; and, (v) being trusted confidents of the staff and organization they work for. The paper highlighted the employment life cycle model and what the HR manager needs to perform in order to manage effectively an employee’s employment life cycle. The presenter expounded the model and pointed out that when an employee reaches his/ her plateau, then there is need to rejuvenate the employee’s career. At the end of the life cycle, HR managers need to capture knowledge generated by the employee. On separation, HR managers should prepare employees and generate a strategic pool of talent from retiring employees. The paper concluded by pointing out that the HR function has been wavering, sighting several survey reports from credible consulting firms. The profession has not been well

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researched to link practice, theory and research. To date HR managers have failed to move away from administrative duties to providing strategic direction for organizations. On the issue of linking performance and rewards, the presenter indicated the flaw in achieving expected outcomes using Theory X inputs to achieve theory Y parameters. The presenter concluded that Human Capital mix is needed in effective management of HR function. The Human capital model, stipulates the need for employing the “3 Bs”: which are: (i) Buy; that is attract talent; (ii) Build; identify potential and develop talent; and, (iii) Borrow; outsource if it cost effective.

This presentation set the direction for the remaining two presentations. Intervention 2: “The Role of Human Resource Managers in Developing

Institutional and Human Capacity of the Public Service by John-Mary Kauzya, Chief GPAB/UNDESA and member of the ASP-HRMnet Working Group.

Dr. John-Mary Kauzya said that the role of HR Managers in transforming institutional and human capacities of the public service can be summarized up in the following four functions: (i) Strategy Expert; (ii) Work Organization Expert; (iii) Employment Champion; and (iv) Agent of Continuous Transformation as adviser on Change Management. He alluded that the roles of strategy expert and adviser on change management are critical as it’s this role that if well played could lead to transformation of institutional and human capacities in the public service.

Dr. Kauzya highlighted the need to institutionally position HR at strategic level, and a need to understand the strategic planning process of their institutions. HR managers put in strategic positions could influence the institutional staffing of their organizations in line with their strategic plans. HR managers needed to master the process and techniques of diagnostic environmental analysis, as it was imperative for one to grasp this skill when preparing strategic plans. Furthermore, HR managers should be able to formulate a plan for availing to the public service with sufficient capable human reserves and institutional capabilities to effectively contribute to the development of the country. The presenter posed a number of critical questions need to be asked in terms of numbers, knowledge, skills, attitude in the public service. The included: (i) questions over attraction, retention of talent, competition with the private sector, need to be addressed; (ii) issues of good governance and strengthening of governance in the African public service also needed to be addressed. (iii) how HR Managers address diversity issues including the impact of HIV/AIDS; (iv) how HR managers determine the strategic human capacity needs for effective performance in the public service, in terms of the right calibre of:

(a) strong and committed public sector leadership at all levels; (b) knowledgeable, skilled and committed policy advisers; (c) HRM professionals;

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(d) Knowledgeable skilled and ethical financial and other resource managers (e) Competent information managers (f) Public servants who cherish professionalism, ethics and integrity

Intervention 3: “The Role of Human Resource Managers in the analysis and

formulation of Human Resource Development Policies and Strategies in the Public service by Dr Benson A. Bana, A Senior Lecturer, University of Dar Es Salam, Department of Political Science.

Dr. Benson A. Bana reinforced the findings and issues presented by the initial two presenters. His presentation looked at the role of Human resources managers in the analysis and formulation of Human resources development policies and strategies in the public service. He first looked at the shifting role of people management staff moving from welfare officers to manpower managers. The roles (i) Clerk of works; (ii) Contract Manager; and Architect. According to Dr. Bana, the transformative role of HR Managers included those of articulating Vision, Mission and Values; being an Advisor and HR consultant being an innovator in terms of HR development and organizational effectiveness; and performance monitoring and evaluation roles. The key competencies of HR Managers included those of business partnering, expertise in HR, expertise in leadership, change management, and advocacy in performance and transformation. Dr. Bana strongly urged HR staff should move away from a record keeping role if they are to be recognised as strategic partners in the strategic management of the departments and organizations. This can be achieved by upgrading of the status of HR through influence of HR managers.

In the course of discussions the session suggested ways of transforming HR roles in the Public Service. These included the following (i) Most African countries; the HR function is limited to personnel matters. Public

service HR Officers should undertake self evaluation against a standard HR model and competences framework. This self assessment of personnel will assist HR officers to perform their core functions rather than simply changing names from personnel officers to HR officers

(ii) In the process of capacitating the HR officers, Government commitment was

needed in the transformation of the personnel function to HR functions. The issue of attitudes/ ethics, competences and certification should be linked. This transformation entailed (a) positioning of HR in the organisation in relation to other leaders of organization; (b) having specialists in HR management. These roles included leadership, strategic as well as operational roles.

(iii) Politicians were guided by their party manifestos. It was the duty of the public

service to implement the ruling party’s agenda. Public service agenda was,

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therefore an agenda for both Politicians. Accordingly HR must help to see the agenda is delivered. There was a need to enhance communication between Politicians and the HR function.

4.2 Session Two: Discussion in plenary Chairperson: Theme: Challenges facing Human Resource Managers in the Public

Service and strategies for overcoming them Group discussions centred on three key questions with corresponding responses as follows: Qn1: Are the Human Resource Managers in the Public Service playing their roles

indicated in the session one? Participants identified a number of roles performed by HR managers in their daily routines. These roles were later systematically reviewed to determine whether HR managers were fulfilling them. Key roles identified include: (i) Experts on People: Members were of the view that this role was not properly done by HR Managers

in our African Public Service. What HR Managers were good at operational roles. As such, HR Managers were very conservative and did not perform a strategic role in most organizations.

(ii) Alignment Engineers:

Restructuring and rationalization of staff to fit with the strategic goals of organizations were considered very crucial for successful management. Members agreed that HR managers did not fully perform this function as organizational changes are not aligned with HR.

(iii) Managers of Employment Cycle

This role was done well at certain levels and members also recognized the fact that the employment cycle varied from job to job. Members however agreed that the following were either lacking or being performed poorly: succession planning, staff retention, and exit strategy to prepare employees for retirement.

(iv) Keepers of the Organizational Conscience:

Members noted that HR Managers were custodians of the Rules and Regulations. However, they were very rigid in implementing these rules.

(v) Providers of Analytical-Based Options and Solutions

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Members observed that HR Managers were not strategically placed to provide analytical-based options and solutions. As such they did not do well in this role.

(vi) Persuaders and Risk-Takers Since HR Managers were more reactive to problems like strikes, they were very good at persuading employees. HR Managers were limited in risk-taking because final decisions do not rest with them and they are also not proactive in spotting problems.

It was concluded that all countries had achieved some level of performance in the listed areas despite the limitations varying from one situation or country to another. Qn2: What are the challenges that limit their opportunities and capacities to play their

roles? Emanating from group discussions, major challenges confronting HR managers were identified. These included political interference and negative mindset of the political leaders about HR; lack of consultation during recruitment at certain levels and or curriculum development; poor structures, (e.g. fusing administration and HR functions); out-dated regulations; lack of professionalism; and poor HR planning mechanism. Other challenges included lack of necessary knowledge and skills; poor remuneration of HR officers, low budgetary support and unfriendly work environment which leads to mass exits of the HR to the private sector.

Qn3: What needs to be done to overcome the challenges and empower HR Managers to effectively play their role? Responses from groups on the mitigating factors with regard to challenges facing HR Managers and mechanisms for enabling HR Managers play their roles effectively geared on the following key variables: (i) advocacy with politicians. Politicians should be sensitized; (ii) Elevate HR managers to bound room level to that they are strategic enough; (iii) training of HR managers in development strategy; (iv) review of the legal framework to take into considerations problems of authority and power (v) professional development of the HR functionaries; (vi) Having the right individuals performing the HR roles; (vii) creating a conducive and attractive work environment so as to certain the HR; and, providing a networking platform for HR managers (professional networking

Issues emanating from discussions of this paper included the following: Emphasis was drawn that potential HR managers should be trusted by people they serve and that there was a need to critically explore the types of analytical decisions HR managers should take on board. Most importantly discussion was grounded on the following key variables:

• HR managers as professionals should be equipped with leadership skills • Trusted confidents: to perform alignment role, you have to be trusted.

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• Use of the word “experts” in people management • Emphasis on leadership • Communication among hr managers • Home-growth model : should be mastered and applied

Conclusively, concerning a long debate on home grown HR models, consensus was reached that at any particular time there is no way out we can isolate ourselves, operate in a closed system and prevent adoption of experiences from the other world. It was agreed that in this era of globalization it is inevitable to adapt and internalize the HR external models with necessary improvements wherever necessary. It was further pointed out that HR models need to be grown up, built in a scientific way and finally implemented to serve the interest of the local situations.

4.3 Session Three Chairperson : Presenter : Mr. Ignatius Kashollea, Permanent Secretary of the Public

Service Management Division, Zambia Theme : How can professionalization of HRM in the Public Service

contribute to responding to Challenges facing HR Managers: Presentation of Zambia’s professionalization of HRM in the Public Service.

The paper intended to underscore the extent to which, professionalization of Human Resource Management in the public service impacts on the attainments of governments’ policies and goals. It placed special emphasis on recognition of the importance of Human Resource Managers (Human beings) but emphasized on the need to put in place guidance or assistance necessary to enable HR Managers discharge their functions effectively. The paper pointed out four elements necessary for professionalization of HRM: (i) relevant knowledge for HR specialists; (ii) competencies/skills for HRM staff; (iii) attitudes/habits a HRM should have; and, (iv) resources necessary for the HRM to enable them attain the intended objectives. The paper contended that every country must have policies and goals designed to professionalise HRM in its public service. Zambia’s endeavours to professionalize HRM in the public service have included, in particular, designing standards on minimum qualification for joining public service and establishment of a statutorily recognized Human Resource Institute.

The presenter highlighted various measures undertaken to ensure acquisition of requisite HR skills by the public servant; they include inter alia:

(i) Identification of individual skills or competency gaps

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(ii) Attachment of the newly recruited or incompetent HRM to HR experts or consultants to enable them acquire the requisite expertise.

(iii) Provision of relevant training for the less experienced HR managers.

(iv) Study tours to other countries to learn on what HRM in those countries are doing

(v) Discussing HRM issues in important Government decision making organizations.

The paper drew the following challenges that have impacted on the efforts to professionalize HRM. Such challenges include, among others: (i) lack of commitments by the HR specialists; (ii) lack of professional capacity and potential to acquire knew knowledge (un trainable); (iii) the impact of HIV/AID in which many expensively trained HR specialists have died; corruption; and, (iv) intervention of HR profession by other non-HR professionals. Issues emanating from discussions of this paper included the following:

(i) There was a need for Governments to clearly identify capacity needs required to meet the HR development in a country;

(ii) In order for Government to retain the talented and skilled public servants, and avoid losing many of its employees who are joining the private sector for better remuneration, there is a need for Governments to work out better retention policies;

(iii) Laws and Regulation should be reviewed from time to time to enable them match the current development and changes;

(iv) Governments were urged to have specialist mentors in the public service purposely to assist the newly recruited public servants to attain requisite experience; and,

(v) The issue of Motivation should be accorded wide interpretation by not limiting it to financial. As such, job contents should be designed to attract experts (Job satisfaction)

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5. DAY THREE, WESNEDAY 24TH FEBRUARY, 2009

5.1 Session One Chairperson: Hon. Prisca Sezi Mbaguta, Minister of State in the Ministry

of Public Service of the Republic of Uganda Presenter: Joseph A. Rugumwamheto, Chairman, JOE & WIL

Development Management Service Theme: Supporting Human Resource Development in the Public

Service: The Role of senior Public service Leadership Mr. Rugumyamheto said that HR must be well managed and organized and developed into productive and competencies. Unlike all other resources, HR is unique in the sense that it deals with people. HR needs constant interventions to turn their competencies into capacities and sustain motivation for work. Most importantly there is need for a conducive working environment for HR managers. The paper pointed out that professionalism of HR Management requires elevation in the organizational structure as well as support by the top political and administrative leadership. The paper highlighted on the study conducted in 1994/95 to establish the state of HR Management in Tanzania. Findings were that HR was poorly managed; the personnel record management system was poor; the performance appraisal systems were not working; the working environment was poor; and there were few training opportunities for HRM staff. The study proposed steps needed to address the problems. These included drawing up a policy to address performance management. Accordingly the Public Service Management and employment Policy (1999) was put in place. Furthermore the Public Service Act 2002 was enacted to enforce the policy, resulting in the creation of a unitary Public Service Commission (PSC) to oversee HR issues. In this Act CEOs in the public service were given powers to hire and fire. There was also the adoption of a Medium Term Pay Policy designed to improve the salary structure of public servants. Measures were also taken to develop the management and leadership capacity in the public sector with the aim of making public service a well managed, high functioning institution for quality service delivery. The paper also highlighted on the recent study done in May 2006 which addressed application of merit in hiring, firing, transfers and promotion (HFTP). A comparison of two countries was made (Uganda and Tanzania) and the findings were that there was variation in the application of Merit. HFTP concept was a rare experience in most organizations. In local Governments, staff were least motivated. Performance culture not institutionalized and deviated from fundamental norms of public service. In Uganda, issues of patronage and ethnicity were substantial factors in HFTP. One of the major challenges pointed out by Mr. Rugumyamheto was that of introducing curative measure to support HRM system. In this connection, HR rules and processes had

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to be redefined to institute a performance culture, introduction of pay reforms; and re-organizing training programmes for HR. Lastly, there was a need to improve the national management environment that could build trust. The paper concluded by pointing out that HR function should play its traditional roles and be recognized. Additionally Mr. Rugumyamheto took on board the following key points as way forward: (i) HR managers should facilitate change and show commitment; (ii) HR managers should shape value and ensure adherence to the institutional value; (iii) HR managers should focus on customer and other stakeholders needs; and, HR managers should be mediators between individual employees and employers’ institution. Issues emanating from discussions of this paper included the following:

• There were problems regarding the legal framework governing HRM: in many cases there were duplications of work between Government Ministries and Public Service Commissions. It was clarified that, in case of Tanzania, Ministries have their own plans and they are coordinated by the public service management;

• Although the power to hire and fire was vested in the Chief Executive Officer,

the Public Service Commission exercises overseeing powers to ensure that the CEO discharge their duties in accordance with the law;

• To ensure that the training offered matches the government HR needs, some

countries established public service collages;

• A clarification was required on the issue of contract versus permanent and pensionable employment arrangements. Generally speaking employees engaged on core function were hired on permanent and pensionable terms whereas those engaged on non-core function are serving on contractual terms;

• To deal with a problem of fear of retirement, it was suggested that proper

management record systems could improve retirement benefits processing. Governments must also put in place retirement procedures;

• As much as it was agreed that there was a big pay gap between private and

public sector that could be one of the factor attracting talents to move to the private sector, it was generally agreed that improvement of working environment and recognition could have acted as retention factor of employees in the public service.

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5.2 Session Two Chairperson: Hon. Dalmas Otieno Anyango. Minister of State, Public Service

– Kenya Presenter: Prof. Sheikh Ahmed Abdullah (Chairperson, AMDIN) and Ms

Hanlie Robertson (Chief Executive Officer, AMDIN)

Theme: Human Resource Development in the Public Service: Approaches and Methodologies

Professor Abdullah introductory remarks were on the historical imbalances between financial resource management and human resource management in African public services. While African had made progress in HRD during past decade with relentless efforts of inter alia, UNDESA, there was danger of compromising on HRD due to current economic crises. This, he said, would be short sighted. He proceeded to give a historical development of HRD, culminating in defining what HRD was. Initially HRD emphasized on the rights of the individual, but later on broadened on how to achieve organisational and individual learning. The more recent definitions such as that of Holton (2000) and Gourlay (2000) emphasises function, and they interpret the human development aspect against the backdrop of its end purpose for both the individual and the organisation, i.e. enhancing work related performance and organisational competence formation. 'The purpose of HRD is to enhance human learning, human potential and high performance in work related systems' (Holton, 2000) and HRD “… focuses on theory and practice relating to training, development and learning within organisations, both for individuals and in the context of business strategy and organisational competence formation” (Gourlay, 2000) Professor Abdullah then looked at developments of HRD in the public service in which one of the more positive outcomes of the changes we saw under New Public Management was the increased emphasis on the Human Resource Management function, and by extension the emphasis on Human Resource Development. The latter significantly broadened the perspectives from the activities of education and training, to concepts of on-going learning (organisationally and individually); knowledge management and problem solving. This in turn led to experimentation in the more progressive and well-developed public services, both on the continent and elsewhere, with, inter-alia, on the job-training, including mentoring and coaching systems. In as far as the African public services are concerned, HRD activities are rather ad hoc. They have not been mainstreamed, nor systematized in a comprehensive manner. This is mainly because many African public services do not have comprehensive Human Resource Management and Development policies and strategies. Training, therefore, remains the key HRD approach in the African public service domain, and it will be so for a considerable time. This trend, rather than being the exception, is similar to that of public services elsewhere on the globe, but also of the private sector – even across the European continent

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On strategic issues of HRD, Professor Abdullah said that human resource managers and development practitioners in the public sector have been too far removed from the strategic centre to make an easy connect between the human resource processes and that of the strategic and policy activity of our respective governments. There is therefore, a need for strategic orientation of HRD by doing the following: (i) Aligning HRD with governments strategy; (ii) getting employees be involved in setting own goals; (iii) putting in place a performance management system; (iv) disconnecting between HRM&D and strategic and policy centres in government, ministries and departments; (v) ensuring that training institutes work very closely with clients including jointly carrying out training needs assessments; (vii) emphasizing work place learning. On future trends the paper focused on mainly on the development of ICT, training in leadership and management, and the increasing importance of coaching, monitoring and evaluation. Issues emanating from discussions of this paper included the following:

• Training has very important role in HRD • Most people want to learn face to face and shy away from technology. • In order to reduce imbalance between financial and HR management, HR

expert should be placed at a strategic position in the decision making area. • Substantial amount of budgets should allocated to training • There is a need to establish entity to deal with training issues within the public

service. • It is the responsibility of HR managers to identify reputable training institutes

and relevant training required for their respective Ministry/departments.

5.3 Session Three Plenary Discussion Chairperson: Theme: Challenges facing Human Resource Managers in the Public

Service and strategies for overcoming them Group discussions focused on the following questions with corresponding responses from the working groups respectively: Qn1(a): What are the required competences of HR manager in the Public Service

that enable him/her to effectively fulfill/execute the function of Human Resource Development?

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Response: The following competencies were identifies: (i) Ability of HR Managers to: analyse HR Human Resource Development Needs; to

plan and budget; chart out career development paths; project management; and M&E

(ii) Leadership qualities – Inter personnel skills, negotiation communication (delegate, coach, mentor, motivate). Leadership qualities include also political skills; Emotional competence; Negotiation and conflict resolution

Qn1 (b) What does Human resource manager need to know in approaches and

methodologies of Human Resource Development? (What skills, what knowledge, what attitude, what networks, etc)?

Required Skills Requited attitudes for HRM staff included the following: (i) Assessment of training needs; Identify the training objectives; drawing/designing

a training programme content, made, methods etc; Plan for the training; Implement the training programme; Monitoring the implementing; Evaluating training programmes

(ii) Negotiation and analytical skills (iii) Communication Skills (Verbal & written) reports (iv) Infrastructure personal skills (Team building skills) Required knowledge Requited attitudes for HRM staff included the following: (i) knowledge on social institutions (ii) Labour laws and regulations procedures (iii) Operational Manual/standing orders (iv) Constitution and relevant Acts (v) Training and HR Policy (vi) Knowledge of the political environment e.g. the National Development goals Required attitudes Requited attitudes for HRM staff included: Change management; high integrity; Transparency; and Accountability Networks Beneficial networks for HR function included the following: (i) Partners providing financial support (ii) Institutions providing training (iii) Potential resource personnel (iv) HRM practitioners from other countries for practical experience

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Qn2 (a): What information and data need be gathered to facilitate human resource development needs in the Public Service?

Important information data required include the following (i) The mission and vision and strategic objectives of the organization – Direction,

the organization; (ii)The available workforce in terms of age profile; career; skills inventory; (iii) Training policy and training plans and budgets; (iv) the Ruling Party Manifesto; (v) Labour market information e.g. from bureau of statistics; (vi) Salary surveys : for comparative advantage a benchmarking; (vii)Job description and Job analysis; and, Training institutions and type of training offered local/oversees

Qn2 (b) What are the challenges encountered in analyzing human resource

development needs and how can such challenges be become? Challenges The Challenges include: (i) difficulty of aligning HRD strategy and the overall organisational strategy; (ii) lack of clear Training Policy; (iii) difficulties of identifying HR development needs; harmonizing employee training needs and organizational training needs; assessment of outcomes from training programmes; (iv) budgetary deficiencies for training and support infrastructure, e.g ICT equipment; ((v) Limited leadership support and commitment; (vii) limited capacity of HRD managers; (viii) The long service delivery chains make it difficult to determine where training interventions will add value Overcoming the challenges Methods of overcoming these challenges included the following: (i) involving employees in strategic planning for HRD; (ii) Developing a training policy and strategy; (iii) prior planning and budgeting for required resources; (iv) establishing proper HR records management systems; (v) empowering HRD managers with skills required for HRD; (vi) networking and learning from other HRD manager counterparts; (vii) sharing ICT facilities among institutions where financial constraints exist; (viii) exploring the public-private partnerships to allow them participate in non-core HRD functions; and , getting leadership support and commitment.

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6. DAY FOUR, THURSDAY 25TH FEBRUARY, 2009

6.1 Plenary Session one Theme: “Formulating a Human Resource Development Policy for the Public

Service: Experience of Uganda” Chairperson: Presenter: Addah K. Muwanga (Mrs), Director of Human Resource

Management, Ministry of Public Service, Uganda Mrs Muwanga addressed the subject matter of formulating Human Development Policies for public service and centered on how the Public Service in Uganda had managed to develop and implement a training policy for its public servants. The presenter began by pointing out that the decision to develop a training policy was a result of public service reform programmes dating back to 1990’s. The Public Service Reform Programme (PSRP) aimed, inter alia, at changing the management culture of the public service in Uganda from the traditional system to a new business culture and result oriented based approach. The paper addressed various initiatives undertaken by the Government of Uganda aimed at assisting its public service to accomplish this new demand. These initiatives included, among others, staff training in areas of need; conducting comprehensive training needs assessment; development of a 3 years’ training plan and development of a training policy. The presenter identified a number of weaknesses, then common in the training system and which necessitated the formulation of a new policy. These included: The PSRRC identified a number of weaknesses related to the management of training and development in the Public Service. These include: the adhoc nature of training provisions; the fact that training was only based on individual wants; and the fact that most of training interventions were theoretical and qualification based. Furthermore, training was often treated as a reward or supplement to salary, benefited those who were already well trained, and was never evaluated Based on best practices and findings the new policy aimed at achieve the following: (i) raining to be provided in a planned manner; (ii) raining to meet agreed organisational and individual performance needs; (iii) raining to focus mainly on acquisition of competencies geared towards improving performance on the job; (iv) training awarded to those in need of performance enhancement; (v) Emphasis to be on practice, performance, and competence; (vi) where possible, training to be provided to teams of people from the same organisation to achieve critical mass that can support the application of learning at the work place; and (vii) training funds to be protected from re-allocation. The paper outlined various approach undertaken by the Government to enable it coming up with appropriate training policy. The approach ranged from hiring consultancy firms, consultation of various stakeholders, holding discussion and interview to discuss key

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issues raised by various consultants. Finally, the policy was approved by the Government, thus, given its mandate. The presenter also outlined the key elements and achievements of the policy to include, inter alia: • Provision of clear institutional framework for managing staff training and

development; • Establishment of training committees in each public service entity; • Establishment of professional development committee for each cadre to cater for

profession development needs • Designated training liaison officer for each cadre. The presenter conclusively submitted that, currently, there are still initiatives to support the policy. Such initiatives include issuance of implementation guidelines, sensitization of stakeholders and developments of systems. All these were said to be important for the Human Resource Development in public services.

6.2 Plenary Session Two: Country Experience: “Formulation of Human Resources Development Policy for the Public Service (Kenya Case) Chairperson: Presenter: Jane W. Chege – Deputy Director (HRM) Ms Chege pointed out that the development of the HRD Policy for Public Service of Kenya was necessitated by the challenges that were faced in training and capacity building processes in the Kenya Public Service since independence. The policy therefore, sought to harmonize the various documents that had hitherto been applied in the service and took cognizance of the fundamental issues that arose from past Public Sector Performance. The formulation of a comprehensive HRD Policy was therefore part of the Government efforts to improve efficiency and effectiveness in service delivery. In the past Kenyan Public Service had paid scanty attention to Performance Management. As part of the Reform initiatives undertaken by the Government, Performance Management has taken centre stage as a priority area for the Government in its efforts to respond to the needs of the Public in terms of service delivery. This required elaborate training and capacity building to equip the public servants with a view to improving their performance. Furthermore, funding of training and capacity building programmes in the Public Service had been constrained in the past due to inadequate budgeting allocations. The policy therefore laid down measures to mobilize resources for the implementation of training and capacity building programmes to be delivered in accordance with the recommendation made in the policy document.

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The policy also outlined strategies aimed at establishing optimal staffing levels in the service, recruiting human resource on the basis of knowledge, skills and experience, and providing the cases for succession management. It emphasizes demand driven and cost effective training that responds to service delivery requirements and seeks to facilitate career growth in the Public Service The Policy statement gives the Government commitment to continuous upgrading of Public Servants’ core competencies, knowledge, skills and attitudes including their ability to assimilate technology to enable them create and set opportunities for social advancement, economic development, growth and individual fulfillment It also gives commitment to addressing performance gaps and revamping Public Service organizations through provision of adequate physical facilities, tools and equipments and further gives direction, proper planning of training programmes to ensure adequate supply of relevant knowledge and skills to the service. Among other things, the Policy objective: (i) provides direction on how to plan, manage and coordinate training in the Public Service; (ii) identifies possible sources of funds to enable the Government provide adequate budgetary allocations for training; (iii) gives direction on how to build individual and institutional capacity for improved performances; (iv) provides general guidelines on aspects of training and capacity building which require special attention.

Mr. Chege also pointed out the Policy Formulation Processes. They included (i) identifying policy formulation responsibilities; (ii) carrying out a situational analysis; (iii) carrying out a literature review; (iv) draft policy framework; (v) carrying out a stakeholders involvement; (vi) preparing a final draft; (vii) launching the HRD policy; and, (viii) Monitoring and Evaluating implementation of the policy.. The presenter concluded by indicating that the HRD Policy was formulated particularly for the purpose of improving Public Service delivery but more so to ensure that goals and objectives of training and capacity building in the public sector were realized. Issues emanating from discussions of this paper included the following: (i) The need of giving training teeth: Measuring training outcomes and take action to

trainees who could not meet standards; (ii) Aligning training delivery with Manpower Plans. Training has to prepare

employees for further advancement; (iii) Monitoring and Evaluation of training was emphasized and that it was one of the

challenges for HRD; (iv) Training should be demand driven rather than supply driven; (v) Issue of staff rushing for training was seen as positive move but HR should be

able to manage it, for example staff going for training even on part-time basis must get an approval. Any training that uses Government’s money should be approved.

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7. DAY FIVE, FRIDAY 25TH FEBRUARY, 2009 In the morning session discussion focused on constitutional matters. A number of issues were raised and incorporated. This was followed by nomination of APS-HRMnet office bearers. The following were nominated to fill the vacancies:

President: George Yambesi (Tanzania)

Deputy President: Ms Odette Ramsing (South Africa)

Vice President East Africa: Ms Florence Wachira (Kenya)

Vice-President West Africa: Mr Adamou Amidou (Benin)

Vice President Southern Africa: Ms. Martha Mbombo, (Namibia) Elections of Vice Presidents from the remaining sub-regions, and appointment of the Secretary General would be done later. It was agreed that the Head Office should temporarily be housed by AAPAM in Nairobi. A number of key persons aired their cordial feelings before closing the conference. Professor Abdullah of AMDIN thanked AAPAM for taking responsibility of this new baby. Challenge of HR in the Government is a huge issue He said that APS-HMN-net was not a competitor but an overlap network. He said that success of this network depended on its members, people & its leadership. The representative of AAPAM, Professor Barongo emphasised on solidarity because what was at stake was very important. He promised to give the HRMnet work maximum support. Prof. Barongo congratulated the working ground for working hard. He thanked organizers of this workshop network (GoT and UNDESA) for their efforts and support to form the Hope it will stand on its own soon A Representative from West Africa congratulated office bearers for there being elected and urged members for their commitment. He congratulated Hon. Ghasia for hosting this conference. He also c congratulated ministers, UNDESA and Organizers for their support. He wished long life for the successor of this Network. The Representative from UNDESA, Dr. John-Mary Kauzya congratulated all the founding members for establishing a forum through which capacity building will take on board the challenges. He said there was a need to recognize the support for more support from the government and members. He acknowledged the full participation of all ministers responsible as one can count money and logistics but not some body’s presence Dr. Kauzya conveyed his gratitude to the government of Tanzania for hosting and facilitating this workshop. Furthermore he thanked the organizing team for the organization. He pointed out that the workshop had been well organized.

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8.0 WORKSHOP COMMUNIQUÉ At the end of the workshop a communiqué was issued. This communiqué is attached in Annex 3.

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9.0 CLOSING OF THE WORKSHOP The closing ceremony of this workshop was addressed by Hon. Prisca Sezi Mbaguta, Minister of State, Ministry of public service, the Republic of Uganda; Mrs Thecla W. Shangali, Secretary of the Tanzania Public service Commission, for the Working Group of APS-HRMnet; George Yambesi, President APS-HRMnet; and Ho. Hawa A. Ghasia, minister of State, President’s Office, Public Service Management Hon. Mbaguta took her stand to extend congratulations to delegates attending this Meeting for having worked very hard towards the launching of APS-HRMnet. She commended the Working Group on establishing the APS-HRMnet for initiating the idea of forming the network and steering the process effectively. She also took the occasion to thank the United Republic of Tanzania and in particular her colleague Hon. Hawa A. Ghasia, the State Minister for Public Service in the Office of the President for the reception and hospitality accorded to herself and the entire assembly membership. In the same vein she thanked the National Organising Committee for organising and coordinating this workshop in a befitting and exciting manner. Hon. Mbaguta congratulated the inaugural Executive Council (Office bearers) for the trust bestowed upon it by the Network Assembly over the next three years. She cautioned that such trust comes with attendant challenges which it must confront head on. She, on behalf of the Government of the Republic of Uganda pledged “our total support to the HRM Network, the objectives of which I so much cherish”. On behalf of the Working Group of APS-HRMnet Mrs Shangali had a few words to say. She thanked and congratulated the Working Group of APSD-HRMnet for their dedication and commitment that eventually led to the formation of this network. She particularly thanked the Chairperson of the Group Madame Odette Ramsighn, the Director General of South Africa Public Service Commission for Steering the Working Group as well as John-Mary Kauzya of UNDESA for the financial and moral support. She also thanked other International organizations which were behind this process. Furthermore Mrs Shangali thanked the Government of Tanzania and in particular Hon. Hawa A. Ghasia (MP), the Minister of State, President’s Office, Public Service Management, for accepting to hold this important workshop and for the initiatives to invite other fellow Ministers. She further congratulated the newly elected office bearers namely Mr. George Yambesi, the President of APS-HRMnet; Madame Odette Ramsingh, the Vice president and Sub-Regional Vice Presidents namely the Hon. Adamou Amidou, Vice President for West Africa, and Madam Florence Nyokabi Wachira, Vice President for East Africa. She promised her full support to the President and other office-bearer of APS-HRMnet On his part, Mr. George Yambesi took the closing session to thank delegates for electing him to be the founding President of the Africa Public Sector – Human Resource Managers’ network (APS-HRMnet). He reaffirmed his acceptance of the position with honour and humility. He congratulated and thanked all members of the working group for a job well done. Furthermore, Mr. Yambesi congratulated his Deputy President Ms

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Odette Ramsing, and Ms Florence Wachira from Kenya, and Hon. Adamou Amidou from Benin for being elected as the Vice Presidents for East and West African Regions Mr. Yambesi also thanked Dr. John Mary Kauzya and Prof. Barongo, the AAPAM for their able leadership and support in the creation of this organisation. He promised to work closely with UNDESA, AAPAM, the Commonwealth Secretariat, the UNDP and all other institutions who share common goals with us. He particularly thanked AAPAM for accepting to host and support the Network Secretariat. Mr Yambesi, said that Africa should be proud for establishing the network which would act as an engine to support national development efforts. While realizing that it was always a great challenge to start something new, he banked on the collective efforts and resolve of members in putting human resources management in its rightful place and on the basis of the work that has already been done by the Working Group under the able leadership of the Deputy President Ms. Odette Ramsing. Mr. Yambesi also said, that APS-HRMnet, as a new institution was to learn from other similar networks, including the IPMA-hr and AAPAM who would be hosting the new organisation. He said that the future would depend on the continued engagement of all network member countries and all members to chart out a sustainable path for the Network, to develop and consolidate its systems and operational methodologies. It was important top note that the network was encouraged and propelled by the political support as demonstrated by the participation in this workshop of Ministers responsible for public service, led by Hon. Dalmas Otieno Anyango, Minister of State of Public Service, Republic of Kenya and Chairperson Council of All Ministers of Public Service. As a way to ensure political support and promotion of the Network, I have taken the liberty to request Hon. Prisca Sezi Maguta, Minister of State, Public Service, Republic of Uganda and Hon. Hawa A. Ghasia, Minister of State, President’s Office, Public Service Management, Tanzania, to be Matrons of the Network. I am glad to announce that they have all readily accepted to play that role and I am very grateful to them. This workshop was officially closed by Hon. Hawa A. Ghasia (MP), Minister of State, President’s Office, Public Service Management. In her speech Hon. Ghasia started by registering her satisfaction at the success of this workshop. She said that the workshop had a record number of delegates from 22 countries; all planned events in the Conference programme had been executed well; there had been stuffiest learning through the exchanges of experiences from the rich discussions and from the well written paper presentations; and that delegates had the benefit of launching an International Network for African Professionals and Scholars the APS-HRMnet. She thanked delegates for having time to travel to Arusha and participate fully in all deliberations. She particularly thanked. senior officials from different governments, the United Nations, the Commonwealth Secretariat, AAPAM, AMDIN and other regional and continental bodies for contributing to the success of this meeting in many ways as contributors, facilitators, chairs, guest speakers, patrons etc. She also thanked the organizing teams both from UNDESA, and the Government of the Untied Republic of Tanzania for their commendable jobs.

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Hon. Ghasia took the opportunity to single out individuals who were particularly instrumental in making this workshop a reality. These were Hon. Dalmas Otieno Anyango; Hon. Prisca Sezi Mbaguta; Hon. Amidou Adamou; Hon. Abdoulaye Djibeye; Dr. John-Mary Kauzya; Professor Yoram Barongo; Mr. Neil Reichemberg; Ms Geraldine Frazer Moleketi; Ms. Odette Ramsingh; and Mrs. Thecla Walter Shangali. Other officials singled out their immense contribution in the workshop were Ms. Adah Kabarokole Muwanga; Mr. Mpendulo Mazibuko; Ms. Nonurse July Ledimo; Ms. Jennifer Karimi Njiru; Ms. Rose Shanice Chowawa Maleta; Ms. Angelina Ungele; Mr. Admill H Simpson; Mr. Donald S. Ndagula; and Mr. Tesfamichael Tekle Degaga; Hon. Ghasia observed that leadership was critical in contributing to the HRM function taking its proper place in the management of public organizations. She, therefore, urged delegates, most of whom were senior Government officials with decision making powers at different levels to implement the resolutions of this workshop which evolved around the professionalizing HRM in the public services of African countries. As leaders delegates had the opportunity to use their positions and influence to bring about positive changes in the way the Human Resource management function operates. HR managers attending this workshop were also urged to take on board the resolutions of this Meeting. On the other hand academicians were urged to revisit their curricula to accommodate for example competence based HRM and the integrative nature of the different HR practices. Finally Hon. Hawa, while congratulating the first leadership of APS-HRMnet (Mr George Yambesi, and Ms Odette Ramsing, President and Deputy President respectively, Ms Florence Wachira and Mr Adamou Amidou, Ms. Martha Mbombo, Vice Presidents East Africa, West Africa and Southern Africa Regions) she challenged them to create a vibrant network.

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Annex 1: Workshop Coommunique The Workshop on Capacity Building for Human Resources Development Policy and Strategy in the public service was organized by the United Nations Department of Economic and Social Affairs (UNDESA) and hosted by the Government of the United Republic of Tanzania. It was held at the Arusha International Conference Centre (AICC) in Arusha, Tanzania from 23rd to 27th February, 2009. Delegates from twenty-two (22) African countries numbering approximately one-hundred and thirty seven (137) attended the workshop. Among the participants were Cabinet Ministers, Heads of Public/Civil Services and Secretaries to Cabinet, Permanent/Principal Secretaries and other high ranking Government Officials, Chairpersons and Commissioners of Public Service Commissions, Heads of Management Development Institutes, representatives of Statutory Institutions, academics and researchers. The countries represented at the Workshop included Benin, Cote D’Ivoire, Ethiopia, Kenya, Lesotho, Liberia, Malawi, Mali, Mozambique, Namibia, Niger, Republic of Central Africa, Senegal, Sierra Leone, Somalia, south Africa, Sudan, Swaziland, Tanzania, Uganda and Zambia.

The Workshop was also privileged to have representatives of APS-HRM-net Partner International Organizations: The African Association for Public Administration and Management (AAPAM), the United Nations Department of Economic and Social Affairs (UNDESA), the International Public Management for Human Resources (IPMA-HR) and the African Management Development Institutes Network (AMDIN). The workshop was generously supported by the United Republic of Tanzania, UNDP, UNDESA, the Commonwealth Secretariat and Government of African countries. The Theme of the Workshop was “Enhancing Professionalization of Human Resource Management in the Public Service in Africa” and the workshop sub-themes were:

• Public Service Reforms and human resource development in Africa • Initiatives for Enhancing Professional Capacity of Human Resource

Managers in Africa’s Public Service • The Role of Human Resource Managers in Transforming the Public Service • Challenges Facing Human Resource Managers in the Public Service and

Strategies for overcoming them • Supporting Human Resource Development in the Public Service: the Role of

Senior Public Service leaders • Leadership Human Resource Development Approaches and Methodologies • Human Resource Development Needs in the Public Service: Some Country

experiences • Formulating a Human Resource Development Policy for the Public Service • Institutionalizing Professional Capacity Development of the Human Resource

Managers in the Public Sector in Africa: Formal Launching of the African Public Sector Human Resource Managers’ Network (APS-HRMnet)

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The broad objective of the workshop was to enhance the capacity of Human Resource Managers in the Public Service in Africa to analyze and formulate human resource development policies and strategies for the public service and galvanize political support and commitment to addressing the challenges facing human resource management in Africa’s public sector. The specific objectives of the workshop were to:

• Enhance knowledge and skills in analyzing needs and designing public service human resource development policies and strategies for their implementation.

• Strengthen networking of human resource managers in the public service for knowledge and information sharing in public sector human resource management and development.

• Provide forum for closer interaction between political leaders (Ministers responsible for public service) and human resource managers for the advocacy and promotion of the function of human resource management as critical to the performance of the public service in general.

• Provide opportunity for strengthening the linkage and networking among human resource managers in Ministries responsible for Public Services, Public Service Commissions and other regulatory authorities as well as training providers in human resource management area.

The Workshop was officially opened by His Excellency Dr. Ali Mohamed Shein, Vice President of the United Republic of Tanzania. The occasion was graced by high profile personalities that included Hon. Mrs. Hawa A. Ghasia, (MP), Minister of State, President’s Office, Public Service Management; Hon. Dalmas Atieno Anyangu (MP), Minister of Public Service, Office of the Prime Minister, Republic of Kenya; Hon. Mrs. Prisca Sezi Mbaguta (MP ex-officio), Minister of State for Public Service, Ministry of Public Service, Republic of Uganda; Professor Yolam R. Barongo, Secretary General of AAPAM; Dr. John-Mary Kauzya, Chief, Governance and Public Administration Branch, UNDESA; Mr. Neil Reichemberg, President IPMA-HR; and Hon. Amidou Adamou, Vice Minister of Public Reform Service of Benin. Messages of Solidarity were received from UNDESA, AAPAM and IPA-HR. In her statement, Hon. Mrs. Hawa Abdullahman Ghasia (MP), mentioned that the Government of the United Republic of Tanzania attached great importance to the objectives of the workshop and was committed to ensuring that these objectives are met. She then welcomed the Guest of Honour, H.E the Vice President of the URT, Dr. Ali Mohamed Shein to open the workshop. In his opening speech, the Guest of Honour welcomed the participants to Tanzania. He stressed that the Government of Tanzania is fully aware of the strategic importance of the human resource in the delivery of public services and therefore the need for managing that resource efficiently, effectively and professionally. The Guest of Honour informed the participants that Tanzania is in the process of strengthening the management of the

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human resource as part of the Public Service Reform Programme phase two. The discussions during this workshop would therefore provide an opportunity to compare notes and share experience with sister African countries. In a keynote address, the Hon. Mrs. Prisca Sezi Mbaguta (MP ex-officio), Minister of State Ministry of Public Service, Republic of Uganda, noted that although the human resource was a critical element in public service delivery, it was not being given the attention it deserves. She decried the poor state of the way the HR function is currently managed in most African countries and emphasized the need for taking measures to improve the situation. She also said that the APS-HRMnet, if well nurtured, could make a significant contribution to strengthening the management of staff in the public service in Africa. Hon. Mrs. Prisca Sezi Mbaguta (MP-ex-officio) therefore urged that the network should become institutionalized during this workshop. Following the opening ceremonies, the participants spent five days working in eight plenary and two working group sessions. During the deliberations they came up with the following observations, conclusions and recommendations.

• Noted that in order for African countries to achieve their developmental objectives they will need to have capable and well functioning public sector organizations. This will in turn require capable, committed and motivated people.

• The participants further noted that to ensure that public services are staffed by people with the foregoing characteristics require a well managed human resource function. Unfortunately, this is currently not the case in most African countries; the HR function is not managed in a professional way; managers have inadequate requisite professional training in Human Resource Management (HRM).

• Furthermore, the participants also noted that the institutional arrangements for

managing the HR function at national, institutional and operational levels are not well developed. The human resource functions such as planning, recruitment and selection, training and development, performance management, remuneration etc. are undertaken in a perfunctory manner; institutions for training in HRM are not well resourced, their learning packages are not related to needs, and they operate in silos.

• The participants noted with concern, that these problems have persisted

notwithstanding efforts to reform the public service in Africa over the last five decades.

The participants agreed that the foregoing situation is not tenable and there is need to take urgent action at country, regional and continental levels. In this regard the participants made the following recommendations:

• HRM related issues should be given prominence in the formulation of the next generation of public sector reforms.

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• The institutions and organizations responsible for managing the HR function at

national and institutional levels (Ministries of Public services/ Civil Service Departments/Establishment Divisions) and the regulatory authorities ( Public/Civil Service Commissions need to be strengthened and have their capacity enhanced. This may require in some countries rationalizing the roles between the executive organs and those playing a regulatory function.

• The institutions responsible for training and development in HRM need to be

strengthened in terms of resources (facilities, budgets, staffing). They should also be encouraged to relate their learning and teaching packages to the felt needs in the HR area. This may be facilitated by the MDAs and the training institutions having greater interaction than is currently the case.

• In recognition of the importance attached to managing people in public sector

organizations, the HR function should be run as a separate department/division.

• People working in the HRM area in African public sector organizations

(practitioners, researchers, trainers, consultants) should take parallel steps at institutional, national, and regional levels that will lead to the HR function being treated as a profession in its own right. In this regard the measures to institutionalize the APS-HRMnet that were taken during the Workshop and supported by the Ministers responsible for the public service are a step in the right direction.

• The participants welcomed the support by the Ministers responsible for Public

Service, including the current Chairman of the Pan-African Conference of Ministers for Public/Civil Service who participated fully in the workshop deliberations and endorsed the measures taken to professionalize the HRM function in public sector organizations, including the formation of the APS-HRMnet.

The participants expressed profound gratitude to the Government of the United Republic of Tanzania notably the Vice President for opening the conference and giving participants guidance; the Minister of Public Service for making time to participate fully in the workshop; The Ministers responsible for public services who came all the way from their countries and stayed with us throughout the Workshop. The participants further expressed their appreciation to the international partner organizations who provided financial, material and moral support that made the workshop possible: the Working Group on APS-HRMnet for the preparatory work leading to the formation of APS-HRMnet; the National Organizing Committee as well as the Secretariat for work undertaken behind the scenes. Last but not least the participants appreciated the hospitality extended by the many public and private organizations over the five-day period and many others who worked tirelessly to make the workshop successful.

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Annex 2: The Programme

Enhancing Professionalization of Human Resource

Management in the Public Service in Africa

Workshop on Capacity Building for Human Resource Development Policy and

Strategy in the Public Service in Africa Arusha International Conference Center, Mbayuwayu Conference Hall, Arusha, United

Republic of Tanzania 23rd – 27th February 2009

Program

February 2009

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Enhancing Professionalization of Human Resource Management in the Public Service in Africa

Workshop on Capacity Building for Human Resource Development Policy and Strategy in

the Public Service in Africa to be held in Arusha, Tanzania (23rd – 27th February, 2009)

PROGRAMME

Day one: Monday 23rd February 2009

8.00 – 9.00 AM: Registration

Opening Ceremony:

TIME ACTIVITY RESPONSIBLE PERSON 9.00-9.10 Welcoming Statement by

Permanent Secretary, PO-PSMGeorge D. Yambesi

9.10 – 9.20 Message from president of AAPAM

President of AAPAM

9.20 – 9.30 Representative of IPMA - HR Representative of IPMA 9.30 – 9.40 Message from Representative

of UNDESA Representative of UNDESA

9.40 – 10.00 Statement by Minister of State, PO - PSM

Minister of State, President’s Office, Hon. Hawa A. Ghasia (MP)

10.00 -10.30 Speech by the Guest of Honour,

Vice President, United Republic of Tanzania His Excellency Dr. Ali M. Shein

10.30 – 10.40 Vote of Thanks Chief Secretary, President’s Office , State House, URT

10.40 – 11.10 Group Photo and Coffee Break 11.10 – 11.40: Key Note Speech by Hon. Ms. Prisca Sezi Mbaguta, Minister of State in the

Ministry of Public Service of the Republic of Uganda 11.40 – 11.50: Presentation of objectives and process of the Workshop by Dr. John-Mary Kauzya

Chief of GPAB UNDESA (Facilitator). Session one in Plenary: “Public Service Reforms and Human Resource Development in

Africa”

11.50-12.10: Presentation by Prof. Gelase Mutahaba, Department of Public Administration, University of Dar es Salaam, Tanzania

12.10 – 13.00: Plenary Discussion

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13.00 – 14.00: Lunch Break

Session two in Plenary: “Human Resource Development in the Public Service: Approaches and Methodologies”

14.00 – 14.30: Presentation by Prof. Sheikh Ahmed Abdullah, Dean of the Faculty of

Administration, Ahmadu Bello University Zaria, NIGERIA and Chairperson of AMDIN

14.30 – 15.30: Plenary discussion 15.30 – 16.00: Tea Break Session three: “Initiatives for Enhancing Professional Capacity of Human Resource

Managers in Africa’s Public Service”

16.00 – 16.30: Presentation of the Africa Public Sector Human Resource Managers Network: By Ms. Odette Ramsingh, Director General, Public Service Commission of South Africa and Ms. Thecla W. Shangali, Secretary, Public Service Commission of Tanzania, Members of the APS-HRMnet Working Group.

16.30 – 17.30: Discussion in Plenary

Day two: Tuesday 24th February 2009 Session one in Plenary: “The Role of Human Resource Managers in Transforming the

Public Service”

9.00 – 10.00: Discussion Panel

9.00 – 9.20: Intervention 1: The Role of Human Resource Managers in the Public Service: a General Perspective by Representative of IPMA-HR.

9.20 – 9.40: Intervention 2: The Role of Human Resource Managers in developing institutional and human capacity of the Public Service by John-Mary Kauzya, Chief GPAB/UNDESA and member of the APS-HRMnet Working Group.

9.40 – 10.00: Intervention 3: The Role of Human Resource Managers in the analysis and formulation of Human Resource Development Policies and Strategies in the Public Service by Dr. Benson A. Bana, Senior Lecturer, University of Dar es Salaam, Department of Political Science.

10.00 – 11.00: Discussion in Plenary

11.00 – 11.30: Coffee Break Session two in Working Groups: Challenges Facing Human Resource Managers in the

Public Service and Strategies for overcoming them

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11.30 – 13.00: Working in Groups reflecting on the questions:

i. Are the Human Resource Managers in the Public Service playing their roles indicated in session one?

ii. What are the challenges that limit their opportunities and capacities to play their roles?

iii. What needs to be done to overcome the challenges and empower HR Managers to effectively play the roles?

13.00 – 14.00: Lunch Break 14.00 – 15.00: Presentation of Group Reports in Plenary 15.00 – 15.30: Discussion on the Group Presentations in Plenary 15.30 – 16.00: Tea Break 16.00 – 16.20: How can Professionalization of HRM in the Public Service contribute to responding to the challenges facing HR Managers? : (Presentation of Zambia’s Professionalization of HRM in the Public Service by Mr. Ignatius Kasholka, Permanent Secretary of the Public Service Management Division 16.20 – 17.00: Discussion in Plenary Day three: Wednesday 25th February 2009 Session one in Plenary: Supporting Human Resource Development in the Public Service:

The Role of Senior Public Service Leadership”

9.00 – 9.30: Presentation by Mr. Joseph A. Rugumyamheto, Chairman, JOE & WIL

Development Management Services 9.30 – 10.15: Discussion in Plenary 10.15 – 10.45: Coffee Break Session two in Plenary: Human Resource Development Approaches and Methodologies:

A general conceptual view

10.45 – 11.10: Presentation by ESAMI or Tanzania Public

Service College 11.10 – 11.35: Presentation by Ms. Hanlie Robertson, Chief Executive Officer Africa

Management Development Institutes Network (AMDIN) 11.35 – 12.20: Discussion in Plenary Session three in Plenary: Analyzing Human Resource Development Needs in the Public

Service: Some Country Experiences”

12.20 – 13.00: Presentations on Country Experiences

Presentation from Tanzania

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Presentation from Kenya Presentation from Sierra- Leone by Mr. Bernard Mokam, Country

Director UNDP Sierra-Leone Presentation from South Africa by Ms. Collette Clarke, Deputy

Director General HRM&D, Department of Public Service and Administration of South Africa

13.00 – 13.30: Discussion in Plenary 13.30 – 14.30: Lunch Break Session four in Working Groups 14.30 – 16.00: Working in Groups on the following issues:

i. What are the required competences of a Human Resource Manager in the Public Service that enable him/her to effectively fulfill/execute the function of Human Resource Development? What does a Human Resource Manager need to know in approaches and methodologies of Human Resource Development? (What skills, what knowledge, what attitude, what networks, etc)?

ii. What information and data need to be gathered to facilitate human resource development needs in the Public Service? What are the challenges encountered in analyzing human resource development needs and how can such challenges be overcome?

16.00 – 16.30: Tea Break 16.30 – 17.30: Presentation and discussion of reports from groups in Plenary Day Four: Thursday 26th February 2009 Session one in Plenary on: “Formulating a Human Resource Development Policy for the Public Service”

9.00 – 9.25: Presentation by Adah Muwanga 9.25 – 9.50: Presentation by Mr. Samuel G. Karicho, Director HRM Ministry of

State for Public Service, Kenya 9.50 – 10.20: Discussion in Plenary 10.20 – 10.50: Coffee Break Session two in Plenary on: “Institutionalizing Professional Capacity Development of the Human Resource Managers in the Public Sector in Africa: Formal Launching of the Africa Public Sector Human Resource Managers Network (APS-HRMnet)”

10.50 – 13.00: First Meeting of the Africa Public Sector Human Resource

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Managers Network (APS-HRMnet) 13.00 – 14.00: Lunch Break 14.00 – 18.00: Visits to interesting Tourist attractions: The Arusha Snake Park; Mt.

Kilimanjaro; The Arusha National Park (Momella) Day five: Friday 27th February 2009 Session one in Plenary on: “Nurturing the Institutionalization of Professional Capacity Building of Human Resource Managers in the Public Service in Africa” 9.00 – 12.30: Forum of Stakeholders in the development of professional capacity of

Human Resource Managers in the Public Sector in Africa Given the known and yet to be known serious capacity needs of human resource managers in the Public Service in Africa, within the context of and beyond the ongoing public service reforms, what needs to be done to effectively support the initiative strengthening and institutionalizing the development of professional capacities of Human Resource Managers in the Public Sector in Africa? 9.00 – 9.25: United Nations Department of Economic and Social Affairs 9.25 – 9.50: The African Association for Public Administration and

Management (AAPAM) 9.50 – 10.05: The International Public Management Association for Human

Resource (IPMA-HR) 10.05 – 10.30: The Pan Africa Conference of Ministers of Public Service 10.30 – 11.00: Coffee Break 11.00 – 11.25: Presentation by the Commonwealth Secretariat 11.25 – 11.50: The Africa Capacity Building Foundation 11.50 – 12.05: The African Association of Public Service Commissions and other Appointing Authorities 12.05 – 12.30: The Africa Management Development Institutes Network

(AMDIN) 12.30 – 13.30: Lunch Break 13.30 – 16.00: Resolutions of the workshop and Closing Ceremony

Annex 3: LIST OF PARTICIPANTS S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX 1. Mr. Dossou Francois

Leopold Directeur Général de la Fonction Publique

04B & 1233 Cotonou, Benin

Benin (00229) 97 58 48 88 Dosfraleo2000@yahoo.fr

2. Mr. Amidou Adamou Directeur de Cabinet - Ministere de la Reforme Administrative et Institutionnelle

03B & 0633 Cotonou Benin Benin (229) 21308014 (229) 21308016 (229) 97075511 amidoudrh@yahoo.fr

3. Mr. Jules Kiko-Gueza

Directeur Général de la fonction publique

youssoufa.silla@undp.org, roch.mayassi@undp.org

Central African Republic

4. Mamadou Lamina Sané

Senegal

5. Tesfamichael Tekle Degaga

Department Head of Org. & Positions Classification

P.O. Box 10-16-46 Ethiopia 0911-11-1553902 tesfamtd@ethionet.et fcsc@ethionet.et

6. Mrs Jane W. Chege Deputy Director/ HRM Minister of State for Public Service, P.0. Box 30050-00200, Nairobi

Kenya +0722 852233 Janechege2005@yahoo.com

7. Mrs Joyce K. Gichomo

ADHRM Ministry of State for Immigration and Registration of Persons, Box 1703 – 00200 Nairobi, Kenya

Kenya Phone : +0722 453879 Fax : +020 2230444 gichomoj@immigration.go.ke gichomo.joyce@yahoo.com

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S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX 8. Ms Teresa Njeru Assistant Director

Human Resource Development

OVP & Ministry of Home Affairs, P.0. Box 30478-00100, Nairobi, Kenya

Kenya Phone: +020 2228411 Fax: +020 22288411 tnjeru@homeaffairs.co.ke tenjeru@yahoo.com

9. Jane Ong’ayo Aseka Senior Assistant Director HR DEV.

Ministry of Agriculture, Box 44668-00100, Nairobi, Kenya

Kenya +254-020-2718870 Ongvks90@hotmail.com

10. Mr. Angote, Simon Senior Assistant Director, Human Resource Development

Ministry of State for Public Service, P.0. Box 30050-00100, GPO, Nairobi, Kenya

Kenya Phone: +254 721 393338 Fax: +254 20 227411 kuyebi@hotmail.com

11. Mr. Dominic K. Gicheru

Assistant Director, Human Resource Management

Ministry of Regional Development Authorities, P.0. Box 10280 – 00100, Nairobi, Kenya

Kenya Phone: +254 0733 833281 Fax: 2737690 dominicgicheru@yahoo.com

12. Mrs. Florence N. Wachira

Director, Recruitment and Selection, Public Service Commission, Kenya

Public Service Commission of Kenya, P.0. Box 1023 – 00200, Nairobi, Kenya

Kenya Phone: 254 0725141078 Fax: 254 2224612 Florence.nyokabi@yahoo.com

13. Mwaruah Eliud Sirya Assistant Director, Human Resources Management

Ministry of State for Public Service, Kenya

Kenya Tel:0727429035 emsirya@yahoo.com

14. Samuel Kaloki Assistant Director, Human Resource

Ministry of Public Health and Sanitation, 52082-00200, Nairobi, Kenya

Kenya 254 0722 756425

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S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX 15. Dan O. Were Research Office Kenya 16. David O. Nyaoke Personal Asst, Minister Kenya +254 720 069726 17. Jones Munene

Mputhia Chief Human Resource Development Officer

Ministry of State for Public Service, P.O. Box 30050-00100 Nairobi, Kenya

Kenya +723 176499 mumputhia@yahoo.com

18. Prof. Yoram R. Barongo

Secretary General AAPA Britak Centre, Ragati/Mara Roads, P.0. Box 4877, Nairobi, Kenya.

Kenya +254 020 2730555 aapam@aapam.org

19. Mr. Simon G. Mwangi Principal Human Resources Management Officer

Ministry of State for Public Service, Box 30050, Nairobi, Kenya

Kenya 2227411 Ext.22426Sgitau2001@yahoo.com

20. Nathan O. Kiriago Senior Assistant Director HRD

Ministry of Environment and Mineral Resources, Box 30128 – 00100, Nairobi, Kenya

Kenya +254 722459275 nathanondiko@yahoo.com

21. James Muriuki Gatere Principal Human Resource Development Officer

Ministry of Justice, National Cohesion and Constitutional Affairs, Box 56057-000200, Nairobi, Kenya

Kenya 0720336700

22. Ms. Jeniffer K. Njiru Counsellor Ministry of Foreign Affairs, Box 32277-00600, Nairobi, Kenya

Kenya Tel: 0722865545

23. Mr. Opondo Moses Public Sector Management Reform

P. O. Box 28832, 00200, Nairobi, Kenya

Kenya +254710595594/ +254738221777

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S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX Specialist opondo.moses@undp.org

24. C. N. Kaseya, HSC Deputy Director – Human Resource Management

Ministry of Information and Communication, P.O. Box 30025-00100, Nairobi, Kenya

Kenya +254-020-722-750362 Fax: +254-020-2250652 ckaseya@information.go.ke

25. Mrs Thelma Johnson Assistant Chief of Staff for Human Resources

Ministry of State for Presidential Affairs, Liberia

Liberia Phone: +231 6-491452 tjohnson@emansion.gov.lr.

26. G. P. Kamwendo Controller of Human Resource Planning and Development

Office of the President and Cabinet, P/Bag 301, Lilongwe 3, Malawi.

Malawi +2651788591 +2658347670 kamwendoga@yahoo.co.uk.

27. Mr. Arthur A.M. Liwonga

Deputy Director of Human Resource Planning and Development

Department of Human Resource Management and Development, Box 30227, Lilongwe 3, Malawi

Malawi +2658208336 / 1788015 Fax: +265 1788162 liwonga@yahoo.com liwonga@yahoo.com

28. Ms. Rose Chowawa Human Resource Development Officer

Box 30227, Lilongwe 3 Malawi 265/ 789522/ 8575920 Fax: 2651788162 choxieb@yahoo.com

29. Mr. B. G. Chilabade Director Staff Development , P/Bag 1, Mpemba

Malawi +2659960280 bchilabade@sdmp.org.mw +2651691750

30. Traore Adama Counsellor Technique Ministere du Travaily de la fonction Publique et de la Reformede l’Etat, Bamako Mali

Mali Phone: 0022376041289 alphacab@yahoo.fr

49

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31. Dr. John Dzimba Director General Institute of Public Admin. & Management , Box 1507, Maseru, Lesotho

Maseru, Lesotho

0026658854282

32. Mr. Motebang Almond Koneshe

Director HR P.O. Box 14002, Maseru 100, Lesotho

Maseru, Lesotho Tel:26658583154 or 26622310125 koneshe@gmail.com

33. Mrs. M. Ledimo Director – Human Resources

P.O. Box 527, Maseru, Lesotho Maseru, Lesotho

+26658882049 / +266 22316348 nonursej@yahoo.com

34. Mrs. Mamahooana Nkeli

Director – Human Resources

P.O. Box 12011, Maseru 100, Lesotho

Maseru, Lesotho

=266-58091635/22327668 qallyn@yahoo.co.uk

35. Ms. Retsepile Mofoka Human Resources Manager, Human Resources Training and Development Manager

Ministry of Finance and Dev. Planning, P.O. Box 395

Maseru, Lesotho Tel:26663077473/22311101 retsepile@yahoo.com

36. Masolga Motlomelo Training and Development Manager

P.0. Box 9891, Maseru 100, Lesotho

Maseru, Lesotho +266 22323537 mmasoloja@yahoo.com

37. Angelina Ungele AAPAM Young Professional

P. O. Box 1, Mzumbe, Morogoro

Morogoro 0787676745/0767585859 Ungele.ma@yahoo.com

38. Ms Gilberta Dengo Deputy Director Goerra Popular Av. No.20 5th Floor

Mozambique Phone: 21329033 Fax: 21329033 gildengo@yahoo.com.for giedengo@yahoo.com.for

50

S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX 39. Mrs Martha Mbombo Under Secretary DPSM P.0. Box 1117 Windhoek,

Namibia Namibia Phone: +264 612873032

Fax: +264 61225076 mmbombo@opm.gov.na

40. Mr. Djibeye Abdoulaye

Director de Modernisation as Scanca Publics

Ministry de be Function Publique Tuevant

Niger +227 9697 9927 mechunatera@yahoo.fr.

41. Mr. Abdou Karim Lo Coordinator of Capacity Building in Good Governance Project (PRECAB)

Delegation of State Reform, BP 6059 Dakar, Senegal

Senegal 221777338833 / 221338899688 loabolvukarim@yahoo.fr

42. Ousseynou Tall Interpreter Senegal 0912043215 43. L. Ola Williams Senior Management

Analyst Public Sector Reform Unit Office of the President, 8 Wesley Street, Free Town

Siera Leone Mob.23276737216 232221931 walewilliams2002@yahoo.com

44. Ansu Samuel Tucker Director, HR Planning & Budgeting, Human Resource Mgt Officer

Ministerial Building George Street Freetown 3rd floor

Sierra Leone 076-626486 or 033 292817 tuckeransu@ymail.com

45. Mr. Ernest S. A. Surrur

Director General HRMO Ministerial Building George Street Freetown

Sierra Leone 232 22 227404 Ea_surrur@yahoo.com

46. Mr Bernard Mokam Country Director

Sierra Leone 23276541259 bernard.mokam@undp.org

47. Hassan Abshirow Mohamed

Secretary of National Civil Service

Somalia_NCSC@yahoo.com Somalia 0716397641 +252-1-5521397

51

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48. Hanlie van Dyk Robertson

Chief Executive Officer AMDIN, P. O. Box 1549, Houghton 2041, South Africa

South Africa Tel: +27 11 480 4994 Mob. +27 82 922 3410 Fax: +27 11 642 6011

49. Ms Colette Clark Deputy Director General P.0. Box 28689, Kensington 2101, South Africa

South Africa colettec@dpsa.gov.za

50. Ms. Premela Govender

Director – Human Resource Best Practice

premelag@opsc.gov.za South Africa +0795006312 +27 012 352 1153

51. Ms. Jocelyn Apollo Executive Director Southern Sudan Civil Service Commission, Juba - Sudan

Sudan +249 0477129103 +249 121722414

52. Mr. Mpendulo Mazibuko

Acting Under Secretary (HRD)

P.0. Box 170, Mbabane, Swaziland

Swaziland Phone: +268 6428728 Fax: +268 404 4161 mpendulom2003@yahoo.com/hrpd@realnet.co.sz

53. Hon. Hawa A. Ghasia (MP)

Minister of State, President’s Office, Public Service Management

President’s Office, Public Service Management, P.0. Box 2483, Dar es Salaam, Tanzania

Tanzania +255 22 2166999

54. Mr. George D. Yambesi

Permanent Secretary President’s Office, Public Service Management, P.0. Box 2483, Dar es Salaam, Tanzania

Tanzania +255 22 2130122 permsec@estabs.go.tz

55. Claudia M. Mpangala Assistant Secretary (Appointment)

Public Service Commission, P.0. Box 9143, Dar es Salaam

Tanzania 0754 379697

52

S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX 56. Peter Chogero O.C.M. (PO-PSM) P.0. Box 512, Dar es Salaam Tanzania +0754076815

Epchogero@yahoo.com 57. Frederick S.H.

Mmbaga Director of Establishment President’s office, Public

Service Management, P.0. Box 2483, Dar es Salaam

Tanzania +754 391871 or 2121838 +255 22 2125299 permsec@estabs.go.tz

58. Dr. Faisal H.H. Issa Director of Human Resources and Development

President’s office, Public Service Management, P.0. Box 2483, Dar es Salaam

Tanzania +255 755 948808 faisalissa@estabs.go.tz

59. Mrs Florida Kazora Assistant Director President’s office, Public Service Management, P.0. Box 2483, Dar es Salaam

Tanzania +255 786 417770 fkazora@yahoo.com floridakazora@estabs.go.tz

60. Mrs Anna F. Shio DPA Institute of Finance Management, P.0. Box 3918 Dar es Salaam, Tanzania

Tanzania Phone: 2123682 Fax: 2112935 annashio@hotmail.co

61. Mr. Geofrey Y. Kamwela

Member of NOC goofhof@yahoo.com Tanzania Phone: +0753 023272 Fax: +255 22 2118223

62. Mrs Celina Wambura Secretary Judicial Service Commission, P.0. Box 8391, Dar es Salaam, Tanzania

Tanzania Phone: +022 2121652

63. Mr. B.M. Mwakyanjala Ag. Director Public Service Commission, P.0. Box 9143, Dar es Salaam, Tanzania

Tanzania Phone: 022 2460153 Fax: 0222460165 bmwakyanjala@yahoo.co.uk.

64. Mr. Charles Y. Executive Director Tanzania Global Development Tanzania Phone: 255 784 700700

53

S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX Senkondo Learning Centre, P.0. Box

31592, Dar es Salaam, Tanzania

Tza_csenkondo@gdlnmail.org

65. Jovin B. Kitambi Chairman, PSC P.0. Box 9143, Dar es Salaam, Tanzania

Tanzania 0784 472631 jkitambi@psc.go.tz

66. Mr. Joseph Rugumyamheto

Chairman Public Service Commission, P.0. Box 13283, Dar es Salaam, Tanzania

Tanzania Phone: +255 784 781015 jarugumya@yahoo.co.uk

67. Mr. Eliab S.M. Chijoriga

Director of Administration and Finance

Commission for Science and Technology, P.0. Box 4302, Dar es Salaam, Tanzania

Tanzania Phone: 0754 784201 echijoriga@costech.or.tz Fax: 2775313/4

68. Mr. Edriss R. Mavura Commissioner Public Service Comisión, P.0. Box 9143, Dar es Salaam, Tanzania

Tanzania Phone: 0754 260090 0713 478686 edrissmavura@yahoo.co.uk

69. Mrs Anne E. Mazalla Director for Diversity Management

President’s Office, Public Service Management, P.0. Box 2483, Dar es Salaam, Tanzania

Tanzania 0784 363861 annemazalla@estabs.go.tz

70. Mr. Mugisha G. Kamugisha

Commissioner of Policy Analysis

Ministry of Finance and Econ. Affairs

Tanzania Tel:2110331 Fax: 2110326

71. Ms. Rose Mutonyi Counsellor Uganda High Commission Tanzania Tel:2667224 72. Mr. Kabunduguru

Mathias Director of Policy Development

President’s Office, Public Service Management, P.0. Box

Tanzania 022-2122092

54

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73. Dr. Benson A. Bana Senior Lecturer University of DSM Tanzania +255 784 22 5014 74. Frederick A. Mandara Ethics Secretary Ethics Secretariat, P.O. Box

13341 Tanzania +255-22-2117782

75. Mr. Saidi H. Nasor Chief Executive Officer Tanzania Public Service College, P.0. Box 2574, Dar es Salaam, Tanzania

Tanzania 2131849

76. Mr. Mgeni Mwalim Ali Commissioner for Public Service

P.O. Box 9143, Dar es Salaam, Tanzania

Tanzania 0777415937

77. Mr. Renatus Chalamila

Human Resource Officer P.O. Box 9141, Dar es Salaam, Tanzania

Tanzania 0754 690229

78. Dr. E.D. Mwanjabala Sen. Lecturer Institute of Finance Management, P.0. Box 3918, Dar es Salaam, Tanzania

Tanzania 22212934 Fax: 22112935 mwanjabala@yahoo.com

79. Dr. Richard M. Kavura

Staff Leadership Expert President’s Office, Public Service Management, P.0. Box 2483, Dar es Salaam, Tanzania

Tanzania 0754843773

80. Mr. Nyakimura M. Muhoji

Assistant Director President’s Office, Public Service Management, P.0. Box 2483, Dar es Salaam, Tanzania

Tanzania 0784 589808

81. Seushi J. Mburi Assistant Director President’s Office, Public Service Management, P.0. Box

Tanzania 022 2125299

55

S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX 2483, Dar es Salaam, Tanzania

82. Ms. Adieu H. Nyondo Director of Ethics Promotion

President’s Office, Public Service Management, P.0. Box 2483, Dar es Salaam, Tanzania

Tanzania 0754 367715

83. Victoria Fovo Director of Administration & Personnel

Ministry of Home Affairs, P.0. Box 9223, Dar es Salaam, Tanzania

Tanzania 0754 542256

84. Mr. Charles Nyamrunda

Permanent Secretary Ministry of Livestock and Fisheries, P.0. Box 9152, Dar es Salaam, Tanzania

Tanzania +255 0754371372

85. Dr. Florens M. Turuka Permanent Secretary Ministry of Education and Vocational Training, P.0. Box 8031, Dar es Salaam, Tanzania

Tanzania 2123931

86. Shabani B. H. Mnubi Director of Administration and Personnel

Ministry of Foreign Affairs and International Cooperation, P.0. Box 9000, Dar es Salaam, Tanzania

Tanzania 0784 457962 mnubi@yahoo.com Fax: 022 2126600

87. Mr. A.S. Mwogofi Director of Administration & Personnel

Ministry of Constitutional Affairs and Justice, P.0. Box 9050, Dar es Salaam, Tanzania

Tanzania +25522 2118184 +255 713 707080 mwogofi@yahoo.com

88. Madale Mpamila Senior Lecturer Mzumbe University, Box 20266, Dar es Salaam,

Tanzania 0784228662

56

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89. Mr. Mwasele E. A. M. Chief Executive Officer Box 80348 – DSM Tanzania 0753 785052 / Fax: 022 2125089 emwasele@yahoo.com

90. Laura Aloye Maro Director of Admin. & HR President’s Office, Planning Commission, P.0. Box 9242, Dar es Salaam, Tanzania

Tanzania 0754 786779

91. Daniel John Pundu Principal Admin. Officer (PAO)

President’s Office - Zanzibar Box 4865, Dar es Salaam, Tanzania

Tanzania 0713-236197, 0787 861516 022 2150047 Pundu200us@yahoo.com

92. Samuel Ngatunga Deputy Secretary Public Service Commission, P.O. Box 9143, Dar es Salaam, Tanzania

Tanzania 255 022 2460168

93. Twariel M.K. Mchome Assistant Administrative Secretary

Regional Commissioner’s Office, P.O. Box 3050 Arusha, Tanzania

Tanzania +0767 556777 +027 2502271 rasarudra@yahoo.com

94. Theresa Mghanga Dir. & Adm. & HR Public Service Commission, P.0. Box 9143, Dar es Salaam, Tanzania

Tanzania 0754-034659

95. Mr. Selestine Gesimba

Deputy Permanent Secretary

Ministry of Education & Vocational Training, Box 9121, Dar es Salaam, Tanzania

Tanzania 0754 583896 gesimba@hotmail.com

96. Mrs. Joyce Mapunjo Permanent Secretary Ministry of Trade and Industry, P.0. Box 9111, Dar es

Tanzania 0787 981444

57

S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX Salaam, Tanzania

97. Mr. Issa Nchasi Director of Administration and Human Resource Management

Ministry of Communication, Science and Technology, P.0. Box 2645, Dar es Salaam, Tanzania

Tanzania 0754 434421

98. Mr. Rwekaza Mukandala

Vice Chancellor University of Dar es Salaam, P.0. Box 35091, Dar es Salaam, Tanzania

Tanzania 2410700

99. Edward G.M. Jambo Director of Human Resources and Administration

University of Dar es Salaam, P.0. Box 35091, Dar es Salaam, Tanzania

Tanzania 0754 280271 jambo@admin.udsm.ac.tz Fax: +255 22 2410078

100. Dr. Gilbert Ronald Mliga

Director of HR Development

Ministry of Health & Social Welfare, P.0. Box 9083, Dar es Salaam, Tanzania

Tanzania 0784 788052 gilbertmliga@yahoo.com

101. Mrs. Girake A. Nkonoki

Director of Planning President’s Office, Public Service Management, P.0. Box 2483, Dar es Salaam, Tanzania

Tanzania 0752 493024

102. Mrs. Consolata P. Mgimba

Cabinet Assistant Secretary

President’s Office, State House, P.0. Box 9120, Dar es Salaam, Tanzania

Tanzania 0785 503912 kuchambuke@hotmail.com

103. Salome S. Mollel Director of Administration and Human Resources

Ministry of Lands, Box 9132, DSM

Tanzania 22-2110506 0754 502266

104. Mr. Frederick Moshi Director of Studies Tanzania Public Service Tanzania +255 787 873660

58

S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX Collage, P.0. Box 2574, Dar es Salaam, Tanzania

fmlewaiya@gmail.com

105. Richard M. Odongo Assistant Secretary Public Service Comisión, P.0. Box 9143, Dar es Salaam, Tanzania

Tanzania 0762 803041 fodongo@psc.go.tz

106. Mrs. Thecla Walter Shangali

Secretary Public Service Commission, P.0. Box 9143, Dar es Salaam, Tanzania

Tanzania 2120909

107. Mr. Nigel Dan Msangi Principal Human Resource Officer

President’s office, Public Service Management, P.0. Box 2483, Dar es Salaam, Tanzania

Tanzania Phone: 2118531-4/0787 081230 Fax: 255 22 2125299 nigelmsangi@yahoo.com

108. Mr. Donald S.B. Ndagula

Deputy Secretary Public Service Commission, P.0. Box 9143, Dar es Salaam, Tanzania

Tanzania 0754 290084 dndagula@psc.go.tz

109. Mrs Kijakazi R. Mtengwa

Permanent Secretary Ministry of Labour, Employment and Youth Development, P.0. Box 1422, Dar es Salaam

Tanzania 0754 627078 / 255 22 2110877

110. Mrs Magogo, Patricia M.

Cabinet Under Secretary P.0. Box 9120, Dar es Salaam, Tanzania

Tanzania 0754567025 Pmagogo2000@yahoo.com

111. Ms. Eckliah Michael Mbaigwa

Manager, HR & Administration

Tanzania Public Service Collage, Box 2574, Dar es Salaam

Tanzania Phone: 022 2123547/9 Ext.10 Mob. 0754 471472 Fax: 022 2131849 eckliah@tpsc.go.tz

59

S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX 112. Mr. Mbarak M.

Abdulwakil Deputy Permanent Secretary

Vice President’s Office, P.0. Box 5873, Dar es Salaam, Tanzania

Tanzania Phone: 022 2122470/ 0786 419388 Fax: 022 2113856 mbarakma@yahoo.com

113. Omar A. Chambo Permanent Secretary Ministry of Infrastructure Tanzania Phone 0787780999 114. Mariam J. Mwaffisi Permanent Secretary Ministry of Community and

Dev.P.O. Box 3448 Tanzania Phone 255 22 2115074

115. Mr. Ali Hassan Rajab Deputy Secretary CSCZ Vice President’s Office, P.O. Box 31386, Dar es Salaam, Tanzania

Tanzania 0777465680

116. Mr. A. Nyumayo Permanent Secretary Ministry of Defence and National Service, P.0. Box 9544, Dar es Salaam, Tanzania

Tanzania 0784 300496

117. Mr. Arthur G. Mwakapugi

Permanent Secretary Ministry of Energy and Minerals, P.0. Box 2000, Dar es Salaam, Tanzania

Tanzania +255 22 2112793

118. Prof. Gelase Mutahaba

Professor of Public Administration

University of Dar es Salaam, P.0. Box 35042, Dar es Salaam, Tanzania

Tanzania +255 784 499969

119. Jane Mabula Post-graduate Student Mzumbe University, P.0. Box 3542, Dar es Salaam, Tanzania

Tanzania +255 787 557947 Janealex84@yahoo.com

120. Mrs Selina Mkony Public Service Reform President’s Office, Public Service Management, P.0. Box

Tanzania +255 22 2122873

60

S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX Programme Coordinator 2483, Dar es Salaam,

Tanzania +255 784 781013 selinamkony@estabs.go.tz selinamkony@yahoo.co.uk

121. Ms Alice Chekwoti Management Consultant P.0. Box 3821, Arusha, Tanzania

Tanzania +255 766078646 achekwoti@yahoo.com

122. Mrs. Odoi Judith T. Principle Personnel Officer

Ministry of Tourism, Trade & Industry, P.O. Box 7103, Kampala, Uganda

Uganda +256414 314000 or 772184818

123. Joe Jolly Nanseera Commissioner Human Resource Management

Ministry of Public Service, P. O. Box 7003, Kampala, Uganda

Uganda 0772421349 jjnanseera@publicservice.go.ug

124. Stephen Opio Okiror Assistant Commissioner, HR

Mulago Hospital, P.0. Box 7051, Kampala, Uganda

Uganda +256 772 605546 sopiok@yahoo.com

125. Mr. Ziraba Charles Principal Personnel Officer, Ministry of Justice

Ministry of Justice and Constitutional Affairs, P.0. Box 7183, Kampala, Uganda

Uganda +0414 255359 / 0772 447814 zirabac@yahoo.com

126. Ms Babra Irakiza Personnel Officer, Uganda Law Reform Commission

Uganda Law Reform Commission, P.0. Box 12149, Kampala, Uganda

Uganda Phone: +0772418295 Fax: +256 254869 birakiza2000@yahoo.co.uk

127. Mr. Kiguli Herbert Principal Personnel Officer

Ministry of Water and Environment, Box 20026, Kampala, Uganda,

Uganda Phone: 0414 221179 hkiguli@yahoo.co.uk.

61

S/NO. NAME TITLE MAILING ADDRESS COUNTRY PHONE/E-MAIL/FAX 128. Ms. Nyamungu

Salome Director Efficiency and Quality Control

Ministry of Public Service, P.0. Box 7003, Kampala, Uganda

Uganda +256 414 345346 +256 773 231948 Fax: +256-414-25563 aviahs@yahoo.com aviahs@yahoo.com

129. Adah K. Muwanga Director – HRM Ministry of Public Service, P.0. Box 7003, Kampala, Uganda

Uganda 256-414-255463 muwangadah@yahoo.com

130. Mrs. Josephine Muwonge

Assistant Commissioner Ministry of Public Service, P.0. Box Box 7003, Kampala, Uganda

Uganda 256-414-255463 Muwonge-josephine@yahoo.com

131. Mr. Mugume Eldard Principal Personnel Officer

Uganda Police Force, P.0. Box 7055, Kampala, Uganda

Uganda 0772592781 eldardmugume@yahoo.co.uk

132. Mr. Ashaba Allan Principal Personnel Officer

Kiruhura District Local Government, c/o P.0. Box 5, Rushere – Uganda

Uganda 0772521697 allanashaba@yahoo.com

133. Mr. Kaaya Mohammed Kassim

Assistant Commissioner/ Personnel

c/o Uganda Prisons Service, P.0. Box 7182, Kampala, Uganda

Uganda +256 772424458

134. Hon. Sezi Mbaguta Prisca B.

Minister of State for Public Service

Ministry of Public Service P.O. Box 7003, Kampala,

Uganda Phone 256414251004

62

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135. Ms Leofrida Oyella Senior Personnel Officer P.0. Box 12094, Kampala, Uganda

Uganda +256772 466553 leofrida@yahoo.com

136. Mr. Charles G. Twinomugisha

Commissioner HSC 7452, Kampala, Uganda Uganda +256 782320837 Charles155@yahoo.co.uk

137. Neil Reichenberg Executive Director 1617 Duke Street Alexaxandira, USA 22314

USA 703/549-7100 nreichenberg@ipma-hr.org

138. Dr. Kauzya John-Mary

Chief of Branch UN Plaza Room 1742, New York, NY 10017

USA 1-212 963 1973 Kauzya@un.org

139. Mrs Almaz Atnafu Woldekidene

Senior Governance and Public Admin. Officer

Two UN Plaza, Room DC2 – 1740, New York, NY 10044, USA

USA 917 367 9994 212 963 2916 almaz@un.org

140. Mr. John Lavelle Vice President of International Programs - IPMA-HR

1817 Dukest Alexandria VA Duke St.

USA 703 549 7100 Jlavelle1@gmail.com

141. Ignatus Kashoka Permanent Secretary Cabinet Office, President’s Office, Lusaka, Zambia

Zambia 2601251025