Ministry of Public Service Quarterly Bulletin July-September 2012

MINISTRY OF PUBLIC SERVICEQUARTERLY BULLETINJULY - SEPTEMBER 2012

Table of ContentsPage12The Public Service Pension ReformsGovernment of Uganda Receives Free Balance Public FinancialManagement Award of Excellence for Data & Process Migration.3Ministry of Public Service holds the 5th and Last Annual Reviewof the 3rd Phase of the Public Service Reform Programme (PSRP)7A Joined Up Approach To Inspection In The Public Service8Implementation of the Results Oriented Management (ROM) & OutputOriented Budgeting (OOB) Framework in the Public Service10The Civil Service College Uganda

TheEditorialWelcome to the July – September 2012 editionof the Ministry of Public Service Quarterlybulletin, a magazine that highlights some of theprogress achieved by the Ministry through itsvarious departments and partnerships. In thisedition, we look closely at the ongoing pensionreforms, the last annual review of the PublicService Reform Programme (PSRP), the CivilService College Uganda, and implementationof the ROM/OOB framework in the PublicService, among others.The article on the Public Service pensionreforms brings to bear the facts surroundingthe affordability of the current Public ServicePension Scheme and it highlights the proposalsunder the newly enacted Uganda RetirementBenefits Regulatory Authority Act 2011, whichintroduces the concept of contribution bythe serving officers. This is meant to addressthe chronic issue of pension liabilities andunderfunding.In the summary of review of the recentlyconcluded Public Service Reform Programme,mention is made of the need to maintainmomentum in implementation of the reformsprescribed under the 3rd phase of the PSRP andthe entire Reform Programme indeed. The needto develop networks between implementingagencies, the need to serve with professionalismand integrity, and above all the ability to rendercorrupt-free service, are among the manystrategies and values prescribed by speakers ofthe day.funding challenge. We note the improved avenuesfor addressing individual complaints, and theimproved access to direct technical support,among others. We also take a look at how theROM/OOB framework has matured and how itis shaping the platform for planning, budgeting,monitoring, and evaluation of both individualand institutional programmes and activities.In the concluding article, we highlight the CivilService College and its premier activities whichkicked off with the induction of newly recruitedPublic Officers at the National Leadership InstituteKyankwanzi. The College has since progressedto offer other tailor-made programmes like theLeadership and Change Management Programmefor top leadership, offered in partnership with theOntario Public Service.It is my hope that this edition makes interestingreading and it spurs the contribution of articlesfor subsequent editions of this magazine. It isonly when we document our successes that ourstakeholders will become aware of them.Joseph KiggunduIn this quarter, we dip into the activities of thejoined-up inspection programme and recognizeits many successes amidst the continued

THE PUBLIC SERVICE PENSION REFORMSPension is a constitutionalright and is regulatedby the Pensions Act Cap 286 andother laws.Pension is paid to public officerswho serve and retire in the Centraland Local Governments as wellas in the military. The PublicService Pension Scheme is anon-contributory, pay-as-you-go,unfunded and defined benefitsScheme. It has been in existencefor over sixty years. At the inceptionof the Scheme in 1946, the sizeof the Public Service was smalland the salaries of Public Officerswere competitive. Over the yearshowever, the size of the PublicService grew and salaries becameless competitive. This created achallenge of adequacy of pensionbenefits. Government respondedto the challenge by introducing anumber of parametric reforms onthe Scheme. Ironically however,the attempts to address theproblem of inadequacy of thebenefits created a problem ofaffordability and sustainability ofthe Scheme.In the case of Local Governments(LG), pension benefits werepaid to the retired staff from thelocal revenues. The majority ofthe Local Governments failedto meet this responsibility andthe pension liabilities became sounmanageable that the CentralGovernment, through Ministry ofPublic Service, (MoPS) took overthe payment of the LG pensioncommitments. To address thischallenge the Government, overthe years, increased the pensionbudget.Furthermore, Governmentconceived a study of the Schemeto inform the pension reformsand address the chronic problemof increasing pension liabilitiesand underfunding. The studyconfirmed that the Scheme wasArticle by: Mr. Stephen Kiwanuka Kunsa, Director R&D MoPSunaffordable and unsustainable,and proposed recommendationsto address the challenges of theScheme. A fundamental proposalwas made to change the Schemeto a contributory and fundedstatus.Subsequently, the Ministryof Public Service in September2011, appointed anInter-Ministerial Taskforceof senior officers from keyMinistries to conceptualizeand contextualize the studyreport and come up with recommendationsfor considerationby Government.At the same time, Governmentenacted the UgandaRetirements Benefits RegulatoryAuthority Act, 2011 to regulateall activities and programmesof Retirement Benefits Sector.Government also intends toenact another law to liberalizethe sector. The Taskforcecompleted its assignment andpresented a report to the Rt.Hon. Second Deputy PrimeMinister and Minister of PublicService. It is hoped that if theproposals of the Taskforce areadopted, they would go a longway in resolving the challengesof pension Scheme.Mr. Stephen Kiwanuka Kunsa, the Director Research and Development MOPS presenting apaper during pre-retirement training workshop at Ridar Hotel in Mukono Seeta1

Government of Uganda Receives Free Balance PublicFinancial Management Award of Excellence for Dataand Process Migration.Article by: Mrs. Goretti Sendyona,Assistant Commissioner HRM/ IPPS Task ManagerOttawa, Canada(January 18, 2012)– FreeBalance, a leading vendorof Government ResourcePlanning (GRP) software,is pleased to announcethe presentation of theFreeBalance Public FinancialManagement Award ofExcellence to the Governmentof Uganda for Data andProcess Management in aGRP project, representedby the Minister of State forPublic Service, Hon. PriscaB. Mbaguta Sezi. FreeBalanceAwards of Excellence werepresented at the FreeBalanceInternational SteeringCommittee (FISC) event heldbetween January 16-18, 2012in Istanbul, Turkey.The Government of Ugandaselected Free BalanceAccountability Suite, Version7 to act as an IntegratedPersonnel and Payroll System(IPPS) to support the PublicService Reform Program(PSRP) after a competitive bidprocess in 2009.The five stage implementationprocess is expected to becompleted by 2014 with nearly200 sites, including all centralgovernment ministries,agencies, departments andlocal governments. Thepayroll system will managea civil service workforce of391,635 employees.The Free Balance Civil ServiceManagement set of modulesfrom Version 7 have beensuccessfully implemented bythe Government of Uganda.The implementation iscurrently in the second stageof rollout and is projected tobe on time and on budget.The functional scope forthis project was the largestfor any FreeBalance civilservice management projectcovering payroll, pensions,time and attendance, traveland subsistence, workforcemanagement, recruitment,performance appraisal,dispute, promotions anddismissal.Data and process migrationwere critical factors to meetthe desired “go-live” date.There can be significantchallenges migrating largeamounts of civil service data.Modern technology is moreflexible and can hold moreinformation. The Governmentof Uganda was able to preparedata to facilitate migration tothe new system.The migration of businessprocesses to an automatedCivil Service Managementsystem is not easy.Government HumanResource professionals needto map out current civilservice processes and decideon process improvement.Civil service processes differwidely among countriesmaking the implementationof Commercial Off-the-Shelf software problematic.Consultations with theGovernment of Ugandaresulted in a configurationthat automates and improvesbusiness processes but is atthe same time familiar to themajority of public servants.The Government of Ugandais expected to leverageprogressive activation in theFreeBalance Civil ServiceManagement modulesto smoothly modernizebusiness processes.The Government of Ugandawas the first customer toimplement Version 7 of theCivil Service Management.suite FreeBalance CSM V.7has also been implementedby the governments of Liberiaand Timor-Leste.2

Ministry of Public Service holds 5th and Last Annual Review ofthe 3rd Phase of the Public Service Reform Programme (PSRP)The second Deputy PrimeMinister and Minister of PublicService Henry Muganwa Kajuraclosed the fifth and last annualreview workshop of the thirdphase of the Public ServiceReform Programme (PSRP),which was organised by theMinistry of Public Service atImperial Royale Hotel.The review which took placefrom 12th to 13th March 2012widely attended by a crosssectionof stakeholders fromGovernment, DevelopmentPartners and Civil Society.While officiating at the function,Rt Hon. Henry Kajura noted thatPSRP was designed to addresscertain areas of the PovertyEradication Action Plan (PEAP).According to the Minister,PSRP was aimed at enhancingPerformance Managementby strengthening the linkagebetween the Results-OrientedManagement (ROM) andthe budget frameworkprocess. “This would be donethrough rolling-out the OpenPerformance Appraisal Systemacross Government, andinculcating a high performancemanagement culture in thePublic Service,” said Mr. Kajura.The programme was alsoenvisioned to enhance CapacityBuilding Initiatives throughdemand driven training, on theJob Training and Improvementin Management Systems.Article by: Mr. Walugembe Edward, Asst. Com. M&EFrom Right : Permanent Secretary MOPS, Deputy Head of Public Service , State Minister MOPS,Permanent Secretary MOLG, 2nd Deputy Prime Minister & Minister of Public Service,Chairman Public Service Commission, and Co-ordinator from the World Bank officiating at the5th Joint Annual Review of the PSRPHe further stated that PSRP wasaimed at making governanceaffordable through increasedefficiency and cost controlin service delivery, as well asreviewing the functioning ofinstitutions, including those thatare semi-autonomous.Rt. Hon. Kajura said that theMinistry was still on courseto meet its obligation to theNational Development Plan(NDP) 2010 inspite of thechallenges the Ministry isfacing.He mentioned some of thechallenges that includepoor remuneration of CivilServants, poor allocation ofroles and responsibilities, poororganizational set-up of somepublic institutions especiallythose formed in the 1960s, andthe overlap and duplication ofmandates of Pubic Institutions.2nd Deputy Prime Minister & Minister of Public Service, delivering aspeech at the 5th Joint Annual Review of the Public Service Reform Programme3

He however noted that theMinistry had already embarkedon initiatives to address themajority of the above concerns,these included among many:• The Introduction ofPerformance Agreementsfor Accounting Officers (allAccounting Officers and themajority of Directors and Headsof Department have signedPerformance Agreements);• Reviewing and StreamliningInstitutional Mandates andImproving Institutional Interface;• Completing the Review andImplementation of the ImprovedPay and Incentive Systems of thePublic Sector;• Reviewing the Framework forrationalization and oversights ofthe Privatized Institutions;• Increasing the Quality andQuantity of Human Resourcesthrough the Human ResourceStrategy for the Public Service,and lastly:• Then instituting goodKnowledge ManagementPractices across the Service,to reduce the poor allocationof roles and responsibilities,and ultimately retain valuableknowledge in the Public Service.He also called upon all Ugandansto participate in various for as toevaluate progress against theset standards and bench marks,provide feedback to Governmenton the quality and adequacyof Services provided, reportmisuse of public resources, anddemand accountability fromPublic Officers.Speaking during the samefunction, the Minister of Statefor Public Service, Hon. PriscaMbaguta Ssezi observed thatthe Ministry had continued tospearhead the implementationof Administrative Reforms inPublic Service since 1991.She passionately added thatthe same reforms have beenaimed at facilitating the deliveryof Quality Services to citizens.She urged public servants toembrace professionalism andintegrity saying it was vital indelivering quality and efficientservices.“The service must be deliveredwithout any semblance ofcorruption, whether real orperceived, with distinction andexcellence and should addressthe needs of society,” Hon.Mbaguta said.4Hon. Prisca Mbaguta Ssezi, the Minister of State for Public Service delivering aspeech at the 5th Joint Annual Review of the Public Service Reform Programme

The Permanent Ministry Mr.Jimmy Lwamafa said the overallobjective of the review wasto appraise the PerformancePublic Service ReformProgramme (PSRP) in a bid toachieve Governance objectives.He outlined the objectives as:assessment of the extent to whichthe Strategic Objectives forthe PSRP have been achieved,assessment of performance ofPolicy Actions and Targets underthe Key Result Matrix (KRM).Others were to: jointly agreeon Priority Policy Actions andBenchmarks to be carriedforward into a successorprogramme, ConsolidatePartnership and Networking inthe implementation of futurereform interventions, andReview and revise the Key ResultMatrix for the future initiatives.He also stressed the challengesfaced in implementation of theProgramme, which includeddelay in agreeing on workplans and budgets; lengthyand cumbersome procurementprocesses; inadequateresources to support pay reformtargets; payment of severancepackages to surplus staff laid off;implementing activities relatedto restructuring, monitoring;and guidance to District serviceCommissions’ One other majorchallenge has been how todemonstrate that the reform hashad visible and tangible impacton service delivery the outcomeof the programme interventions.Mr. Kajura lauded theDevelopment Partners forpartnering with the Ministryduring the process of Reformand for supporting the reformprogramme.“Your involvement hasstrengthened Government’scommitment to build a betterPublic Service; a Public servicethat will serve the citizens ofthis country better, and thatwill respond to the needs of allits internal and external clientsin a timely manner,” said Hon.Kajura.The Head of Public Serviceand Secretary to Cabinet,Mr. John Mitala, appealedto all participants to workharmoniously with each other,and with the Ministry of PublicService on whose mandatereform lies, so that together theycan improve the performance ofGovernment in its undertakings.A group photo taken at the 5th Joint Annual Review of the Public Service Reform Programme (PSRP)at Imperial Royale Hotel on the 13th March 2012.5

A JOINED UP APPROACH TOINSPECTION IN THE PUBLIC SERVICEWhat is Inspection?Article by: Ms. Wenene Teopista,Commissioner Public Service InspectionInspection is a process ofverifying and quality assuringof the performance of bothindividuals and institutions againstregulations, set standards andperformance targets. Inspectionexercises promote standardization,uniformity and consistency in theimplementation of Governmentpolicies and programmes. There arethree modes of inspection namely:(a) The institution to be inspectedis notified in advance of theInspection Programme,(b) There is no prior notificationto the Institution regarding theinspection,(c) An investigation to address aspecific public, institutional or staffcomplaints.What is a joinedup approach toinspection?A joined up approach to inspectionis a new approach to inspectionin the Public Service wherebyInspection Departments undertakeinspection of an MDA or LG.There was concern at variouslevels regarding the capacityof the inspection function ofGovernment to inspect andprovide support supervision andthe capacity of MDAs and LGs toidentify bottlenecks and strategiesfor addressing non-compliance toperformance and service deliverystandards. In order to address thatconcern, the Ministry of PublicService in 2011 undertook aPresenting a draft of the Ministry of Public Service Client Charters at a stakeholder’sworkshop held at Grand Imperial HotelReview of the Inspection Functionof the Public Service. One of the keyrecommendations of the review wasto strengthen a joined up approachto inspection.A forum for key inspectionagencies was established. It meetson a quarterly basis. During thismeeting, key issues emergingfrom inspections are shared. Inaddition joint inspections are nowbeing undertaken with Ministryof Local Government, Ministryof Health, Ministry of Educationand Sports, and Ministry ofFinance, Planning and EconomicDevelopment, Ministry of Waterand Environment, and Ministryof Works and Transport and theInspectorate of Government. It isplanned that this practice will beextended to other sectors.What does thejoint inspectionprocess entail?In line with the legal framework,Inspection Departments providetechnical support supervisionon specific sector issues withintheir mandates. As they carry outinspection, the Inspectors offeron- spot technical support andadvice regarding implementationof Government policies and theapplication of standards, rules,regulations and procedures inorder to ensure compliance anduniformity across the Service.The broad areas covered duringthe inspections are indicated in aStandard Joint Inspection Manual.The Inspectorate Departmentproduces Inspection Reportsthat are issued to the respectiveChief Executive Officers. Theseare usually detailed reports of thespecific inspection findings withrecommendations to the respectiveAccounting Officers in Ministries,Departments and Agencies,and Local Governments to takecorrective action.Sector Ministries have demonstratedcommitment to participating inthe joint inspection programmes6

to promote collaboration andcompliance to service deliverystandards. In addition, thejoint inspection programmesplace priority on promoting theuse of the new approaches toperformance management that arepart of a comprehensive PublicSector Reform Programmes beingimplemented by the Governmentof Uganda. Implementation ofjoint inspection programmes willcontribute to better service deliveryand subsequently improved qualityof life of the people of Uganda.What are thebenefits of aninspection?a) When an MDA or LG is inspected,advice is tendered, technical supportis provided, and recommendationsfor remedial action are made.b) Inspection leads to improvementin service delivery for the benefitof the private sector, civil societyorganizations and service recipientswhen inspection recommendationsare implemented.c) Individual Officers in MDAs andLGs also benefit from inspectionthrough:i) Addressing their individualcomplaints,ii) Providing an avenue for them toair out their views and concerns toan independent body.iii) Addressing and resolvingspecific problems,iv) Enlightening the Officers aboutPublic Service rules and regulations,and their terms and conditions ofservice generally.It is expected a joined up approachto inspection will enhance efficiencyand effectiveness of the MDTS.All stakeholders are enjoined tosupport the approach.Implementation of the Results OrientedManagement (ROM) & Output Oriented Budgeting(OOB) Framework in the Public ServiceOne of the key initiativesunder the Public ServiceReform Programme (PSRP)is the implementation ofResults Oriented Management(ROM) as a Government wideperformance managementsystem.Presenting a draft of the Ministry of Public Service Client Chartersat a stakeholder’s workshop held at Grand Imperial HotelThe objective of the initiativeis to strengthen performanceand accountability in thePublic Sector and ensuresustainable improvement inservice delivery for the benefitof the people, in line withnational development goals.7

The implementation of ROMarises from a recommendationof the Public service Review andRe-organization Commission(PSRRC) 1989/90. It was firstpiloted in 1996/7 in five (5)Ministries and five (5) Districts,and thereafter approvedfor full implementationacross the Public Service in1998. ROM was introducedat strategic level to mostMinistries, Departments andAgencies (MDAs) and LocalGovernments (LGs) between2000 - 2001.An independent assessmentof the implementation of ROMin MDAs and LGs that wasundertaken in May 2008 andrecommended that the gainsfrom implementation shouldbe deepened by increasingthe output focus of thebudget through refinementof outputs and performanceindicators for MDAs and LGs;increasing compliance toindividual level staff appraisal;deepening implementation atthe Local Governments level;strengthening Monitoring andEvaluation and performancereporting and use ofperformance information. Thisled to the development of theROM and OOB framework thatwas endorsed in 2010.Technical support is currentlybeing provided to the sectorsof Education, Health, Waterand Works, and fifteen (15)Local Governments across the8regions. The objective of thissupport is to:-a) Promote and strengthenthe use of a commonframework for ROM andOOB.b) Support operationalestablishment and linkageof outputs and performanceindicators both at theinstitutional and individuallevel in respect of the planning,budgeting and accountabilityprocesses for both resourcesand results.c) Strengthen capacityof institutions both atindividual and team levelto manage performancethrough advice, coachingand mentoring.Results Oriented Management(ROM) and Output OrientedBudgeting (OOB) shouldform the basis for planning,budgeting, monitoring andevaluation of performanceboth at the individual andinstitutional levels as well asstrengthening the demandside of accountability.Integration of ROM and OOBis necessary to strengthenservice delivery and betterutilisation of resourceswithin the Ugandan PublicService. Using the ROMand OOB framework,Ministries,Departmentsand Agencies (MDAs) andLocal Governments (LGs)should prepare strategicplans that clearly identifytheir expected outputs andoutcomes in relation to thebudgets [resources] providedand how these contribute tothe national developmentobjectives.Once outputs are directlylinked to the budgets,resources should be allocatedaccording to set priorities.This approach will ensurethat there is value for moneythereby deepening the impactof service delivery, whilepromoting transparencyand accountability. Thesame framework shouldinform the development andimplementation of clientcharters to ensure thatMDAs and LGs make tangiblecommitments to their clientsthat can be evaluatedagainst the strategic plans.Regular internal and externalreporting as well as feedbackfrom clients should guidethe design of performanceimprovement initiativesand inculcate a culture ofcontinuous performanceimprovement in the PublicService.The Ministries of Public Service,Planning and EconomicDevelopment will continueto promote and providetechnical support for theimplementation of ROM andOOB until they are integratedin the management cultureof the Public Service. MDAsand LGs are encouraged todemand for technical supportfor their implementation. Itis the responsibility of everyindividual public servant to beresults focused. If all publicservants are results focused,there will be a positive changein the delivery of publicservices to the people ofUganda.

CIVIL SERVICE COLLEGEFrom left : Director HRM, Director CSCU, Deputy Head of Public Service, Permanent Secretary MoPS, Director NALI,Commissioner HRD-MoPS, Director Research and Dev’t MoPS, and other Civil Service College Staff, Participantsafter conducting an Induction Training for newly recruited Public Servants at NALI, Kyankwanzi 1st October 2011The Civil Service College Uganda(CSCU) was established as a structurewithin the Ministry of Public Serviceto: provide in-service training andre-orientation of public officers;support public policy research andprovide advice to help move reformsforward; and promote innovationsfor enhanced performance and publicservice delivery in the strategic areasof national development.The mandate of Civil ServiceCollege Uganda, therefore, is tobuild the capacities of Public Serviceinstitutions and human resourcesfor improved performance in PublicService delivery.The first joint induction Training“in recent memory” for newlyrecruited Public Officers in MDAswas conducted by the Civil ServiceCollege, Ministry of Public Servicefrom 18-30 September, 2011. It wasattended by 304 participants from 23MDAs, 192 of whom were male and112 female. The main objectives ofthe training were to;• Introduce transformativeleadership and managerial stylesto the new public officers;• Instil a spirit of patriotism thatwould help the officers know,appreciate and love their countryas a benchmark for quality servicedelivery;• Equip new public officers withgood understanding of theprinciples and values of PublicService;• Introduce the new publicofficers to the core functions andprogrammes of government, itsadministrative organisation andprocedures, and the requisitePublic Service ethos;• Instil a Public Service culture thatis result oriented and places theneeds of the public first; and• Introduce the newly recruitedThe College in the period underreview has been able to officiallyshift to its permanent home in Jinjaand to this end we want to thank allstakeholders led by the PermanentSecretary Ministry of Public Serviceand the Director NAFiRRI withoutyour leadership; achievement of thisgoal wouldn’t have been easy. Thecollege in its new home has beenable to host and launch one of its corelearning programmes.A cross section of participants that attended the Induction Programme9

public officers to the work in thePublic Service and equip themwith the skills, knowledge andmindset necessary for providingquality service.The induction was officially openedby Mr. John Mitala, The Head ofPublic Service/Secretary to Cabinet.He welcomed participants into thePublic Service and urged them totreat their jobs as projects where theycan create brand names that will bea basis for getting other lucrativeassignments/projects. He asked themto perform so well and leave a markthat they will be remembered for andwished them well in their journey tomake the Public Service an admirableinstitution.The Civil Service College withsupport from Ontario Public Servicelaunched the Leadership and ChangeManagement Core Programme.Broadly, the programme aims to equiptarget participants with contemporaryleadership and management stylesand practices necessary for facilitatingvalue addition and transforming themto become role models in society.Specifically, it is designed to enabletarget participants to:• Understand the role ofleadership in the transformationof the Uganda Public Service;• Gain awareness/appreciationof trends in public serviceleadership;• Become adept at self and peerassessment of the leadershiptraits and qualities; and• Adopt and communicate bestleadership practices in the workenvironment to influence a shiftin organizational culture.The programme launch attracteda total of 40 participantsthat included Directors fromMinistries, Commissioners, ChiefAdministrative Officers, TownClerks and Undersecretaries.The Rt. Hon. Deputy Prime Ministerand Minister of Public Service in hiskey note address noted that buildingleaders will be pivotal to Uganda’srapid economic development andtransformation. Change is all aroundus. The pace of change is speedingup, but opportunities surround ustoo. We must be equipped to facechange, embrace it and design thefuture all Ugandans expect. I believewe cannot succeed if we do notbuild and train our public officers tobecome the leaders of change.From Right: At the Civil Service College Launch in Jinja, the Rt. Hon. 2nd Deputy Prime Minister andMinister of Public Service Henry Muganwa Kajura handing over training material for the leadership & changemanagement programme to the Director CSCU and the Com HRD MoPSThe Civil Service College is abuilding block in developing ourleaders to meet and overcome ournation’s challenges.The Rt. Hon. Deputy Prime Ministercalled upon the participants to embracethe following principles if theywanted to become transformationalleaders.• Be a lifelong learner. Ideas do notcome from one mind alone. Greatideas are the result of innovationfrom many. Embrace that.• Becoming a leader is aboutchanging oneself. You cannotexpect others to change, if youhave remained the same. I askyou to stretch yourself. Be openminded and learn from thosearound you.• Learn how to do thingsdifferently, see things differentlyand act differently.• Although leadership shouldbe directed towards a goal, itcan never be divorced from thepersonal qualities and attributesof the leader.• The greater the positive qualitiesyou posses, the more effectiveyou will be as a leader.• Be inspiring. Direct and steeryour organizations.• I challenge you while you learnat the Civil Service College todayto challenge the process. Askquestions. Dialogue and engage.• The challenge lies with you, inleadership.• Learn today how you can becomea better leader.• The Permanent secretaryMinistry of Public Service reechoedthe aim of this leadershipprogram as to develop publicofficers who are results orientedand exemplary leaders at alllevels in the public service, carryout their tasks efficiently andeffectively. We want to changethe mindset of our public officersso that they treat our clients ascustomers as opposed to treatingthem as beneficiaries receiving afavour from Government.10

QUARTERLY BULLETINMinistry of Public Service,Plot 12 Nakasero Road-Wandegeya,P. O. Box 7003 Kampala, UgandaWebsite: www.publicservice.go.ug