REPUBLIC OF UGANDA THE THREE YEAR CAPACITY BUILDING … Plan MoFA... · training; the training...

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REPUBLIC OF UGANDA

THE THREE YEAR CAPACITY BUILDING PLAN FOR MINISTRY OF FOREIGN

AFFAIRS

JUNE 2

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TABLE OF CONTENTS CHAPTER ONE ............................................................................................................................ v

1.0 INTRODUCTION ................................................................................................................. 1

1.1 Background and Context ..................................................................................................... 1

1.2 Mandate, Vision, Mission .................................................................................................... 2

1.3 Functions of the Ministry ..................................................................................................... 2

1.4 Structure and Staffing/Number of Employees at the Ministry ............................................ 3

1.5 History of Capacity Building Initiatives .............................................................................. 3

CHAPTER TWO ......................................................................................................................... 5

2.0 PROCESS OF DEVELOPING THE CAPACITY BUILDING PLAN ............................ 5

2.1 Background to the Exercise ................................................................................................. 5

2.2 The Needs Assessment Exercise ......................................................................................... 6

2.3 Linkage Between CBP and Strategic Planning Process ...................................................... 7

2.4 Elaborate How the TNA Findings were Integrated ............................................................. 7

2.5 The Nature of Support Provided .......................................................................................... 7

2.6 Lessons Learnt ..................................................................................................................... 7

CHAPTER THREE ..................................................................................................................... 9

3.0 SITUATIONAL ANALYSIS ................................................................................................ 9

3.1 An Overview of Ongoing HRD Initiatives .......................................................................... 9

3.2 Capacity Building Policies ................................................................................................ 10

3.2.1 Public Service Training Policy ................................................................................ 10

3.3 Departmental and Mission Capacity Gaps ........................................................................ 12

3.3.1 Departmental Capacity Gaps .......................................................................................... 12

3.3.2 Mission Capacity Gaps ................................................................................................... 14

3.4 Current Resources Available for Capacity Building both Short, Long-term and Medium15

3.4.1 Ministry of Foreign Affairs Budget ................................................................................ 15

3.4.2 Donors ............................................................................................................................. 15

3.4.3 Scholarships .................................................................................................................... 15

3.5 SWOT Analysis of MoFA Training and Development Function ...................................... 15

3.5.1 Strategies for Addressing Weaknesses ........................................................................... 16

3.5.2 Strategies for Tapping Opportunities .............................................................................. 16

3.5.3 Strategies for Averting Threats ....................................................................................... 16

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CHAPTER FOUR ..................................................................................................................... 17

4.0 CAPACITY BUILDING PLAN AND BUDGET .............................................................. 17

4.1 HRD Vision ....................................................................................................................... 17

4.2 HRD Development Goal .................................................................................................... 17

4.3 Specific objectives ............................................................................................................. 17

4.4 Linkage between the HRD Plan and Strategic Plan .......................................................... 17

4.5 Activities Showing the Linkage between Proposed Activity and Results of the Capacity

Need Assessment. .................................................................................................................... 17

4.5.1 KEY SKILLS IDENTIFIED DURING TNA ............................................................. 18

4.5.2 Capacity Gaps Identified During TNA ....................................................................... 18

4.6 Summary of the Annual Training Plan .............................................................................. 21

4.7 Monitoring and Evaluation Strategy .................................................................................. 23

4.7.1 Monitoring and Evaluation Methods .............................................................................. 23

Focus Groups .................................................................................................................... 24

4.7.2 Results Chain Logic ........................................................................................................ 24

4.7.3 Roles and Responsibilities in Monitoring and Evaluation System of CBP .................... 26

4.8 Summary of the Budget for the First Year Activities Derived from the Activity Profiles 28

4.9 Risk and Mitigation Measures ........................................................................................... 30

4.9.1 Risk Management Matrix ............................................................................................... 30

CHAPTER FIVE ....................................................................................................................... 32

5.0 INSTITUTIONAL PERFORMANCE ENHANCEMENT STRATEGIES ................... 32

5.1 Issues that Hinder Performance ......................................................................................... 32

5.2 Summary of the Three Year Training Plan ........................................................................ 34

5.3 Summary of the Three Year Capacity Building Work plan and Budget ........................... 37

CHAPTER SIX .......................................................................................................................... 39

6.0 HRD ACTIVITY PROFILES ............................................................................................ 39

ANNEX 1. APPROVED MACRO STRUCTURE .................................................................. 64

ANNEX 11 QUESTIONNARES THAT WERE USED FOR DATA COLLECTION ....... 65

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LIST OF ABBREVIATIONS /ACROYNMS CBP Capacity Building Plan

CSCU Civil Service College Uganda

DP Development Partners

F&A Finance and Administration

FY Financial Year

HOD Heads of Department

HOM Heads of Mission

HRM Human Resources Management

JICA Japan International Cooperation Agency

KOICA Korea International Cooperation Agency

M&E Monitoring and Evaluation

MoES Ministry of Education and Sports

MoFA Ministry of Foreign Affairs

MoPS Ministry of Public Service

MoU Memorandum of Understanding

MOVs Means of Verification

MPR Monthly Progress Reports

OVIs Objective Verifiable Indicators

QPR Quarterly Progress Reports

R&D Research and Development

SMM Senior Management Meeting

SP Strategic Plan

TRs Travel Reports

UBOS Uganda Bureau of Statistics

UIDIA Uganda Institute of Diplomacy and International Affairs

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FOREWORD The Ministry of Foreign Affairs is mandated to promote and protect Uganda’s interests abroad

and to undertake programs that underpin the development, implementation and management of

Uganda’s Foreign Policy.

For the Ministry to realize the above mandate, the Ministry will rely on competent Human

Resource as the key driving factor in the effective implementation of Uganda’s Foreign Policy.

It therefore follows that a Training Needs Assessment was necessary to identify the competence

gaps among the staff which has facilitated the development of a Three Year Capacity Building

Plan that Iam presenting to you today.

You may also wish to note that; the Ministry is in its second year of implementing a new

thematic Staff establishment structure which came with a number of new assignments that are to

a reasonable extent different from those that were being performed by officers in the old

Geographical Staff Establishment Structure. This necessitated undertaking a Human Resource

Audit that would ascertain the available competences in the Ministry and the gap to be

addressed through the conventional and Non-conventional training interventions which have

been proposed in the Three Year Plan.

The implementation of the Three Year Training Plan will therefore go a long way in

contributing to the attainment of the Ministry’s Strategic Plan II which focuses on achieving the

following Strategic Objectives; Promotion of Regional and International Peace and Security,

Promotion of Economic/Commercial Diplomacy, Fast tracking Regional Integration, Promotion

of International Law and Commitments, Promotion of Uganda’s Public Diplomacy and

enhancement of her image abroad, Provision of Diplomatic, Protocol and Consular services at

home and abroad, Mobilization and empowerment of Ugandan Diaspora for National

Development and Strengthening Institutional capacity of the Ministry and its affiliated

Institutions.

The capacity gaps in the Plan were arrived at using consultative and participatory approaches

involving all stakeholders at the Ministry. This involved administering questionnaires, One-on-

One interviews with senior managers, review of staff performance appraisals as well as focus

group discussions with the Senior Management Team of the Ministry.

Finally, I wish to thank all the stakeholders for their support in providing valuable information

in the development of this Plan.

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EXECUTIVE SUMMARY

This Capacity building Plan is a result of a capacity needs assessment that was conducted by the

Human Resource Department to assess existing capacity and needs of staff in the Ministry. It is

a requirement under the performance management cycle that after developing performance

plans, an assessment of the competencies of staff is undertaken to establish whether staff have

got capacity to implement what has been planned. In addition the Ministry developed a five year

strategic plan and majority of the interventions contained therein would require implementation

through training hence the development of the capacity building plan.

According to the Public Service Standing Orders 2010, Government is required to support staff

training and development of public officers as a way of maintaining a competent workforce.

The aim of staff training and development is to make the public service an effective and

efficient Government organ that is capable of initiating and executing appropriate public

policies for rapid, balanced and sustainable economic and social development. In order to do

this,Government ensures ensure that:

(a) Staff training and development is provided in a systematic manner for all levels of staff

through training programmes based on identified current or projected training needs;

(b) Necessary research is carried out to enable Government monitor staff development activities

with a view to ensuring continuous improvement to staff training and development

programmes; and

(c) Training and development programmes are adequately funded.

The capacity needs assessment which informed the development of this Three Year Capacity

Building Plan, covered staff at both the Ministry Headquarters and Missions abroad taking into

consideration employees at the lowest level to the top and Officers from entry level to the

Permanent Secretary. Ambassadors/Heads of Mission for Uganda Missions abroad were also

covered. The three major categories of junior/entry, supervisory and managerial staff

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requirements were assessed. The Permanent Secretary, Directors and Heads of Department

provided competence requirements for developing a critical mass as well as at strategic level for

the Ministry.

Historically the Ministry has been collaborating with the following entities for training; Uganda

Management Institute for Post-Graduate trainings in management, Austrian Embassy training

for junior diplomats, World Trade Organization for training on trade policy, Federal Republic of

Germany for Executive Seminar for Diplomats, Egypt, China, India, Kenya and South Korea

for Diplomatic Training.

The table below presents a summary of the individual capacity gaps identified and the proposed

training; the training identified are short-term and long-term, non-training interventions have

been proposed to address unique capacity gaps.

Summary of Individual Capacity Needs and Proposed Training Interventions

GAP IDENTIFIED PROPOSED SHORT TERM TRAININGS

1 Inadequate orientation of staff in Public

Service generally and Foreign Service in

particular

Undertake Induction at CSCU for new

officers

Undertake professional induction into

the Foreign Service

2 Reporting skills

Analytical skills

Interpersonal skills

Administrative skills

Management skills improvement

3 Financial management Financial Management Training for Non-

Financial Managers

4 Lobbying and negotiation

Negotiation, drafting and adopting UN

resolutions

Conference diplomacy and multilateral

negotiation

Negotiation skills and techniques

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5 Rare skills in the following languages

French, Germany, Swahili, Arabic

and Chinese

Train officers to obtain a second

international Language

6 Effective writing in multilateral

diplomacy, Speech writing skills,

Memos, Loose minutes Report

writing, Briefs, Talking points and

computer skills

Public Relations and Strategic Communication

7 Marketing skills Training in Commercial and Economic

Diplomacy

8 Conflict management

Managing change

Innovations

Leadership and Change Management

9 Research skills Research and Data Analysis

10 Peace and Security Peace and Security studies

11 Cross-cultural Diversity Management Cross-cultural Diversity Management

12 Referencing, Filling, utilization of Black

and Red minutes

Records Management

13 Limited usage of HR Data HR Analytics Training

14 Evaluation of trainings Return on investment training

15 Limited skills in Mentoring and Coaching

Performance planning

Rewards and sanctions

Training in performance management

16 Inadequate skills in managing diplomatic,

protocol and etiquette

Training in diplomatic, protocol and etiquette

17 Stakeholder analysis engagement and

coordination

Training in project planning and management

18 Effective handling of consular and

immigration services

Training in consular and immigration services

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b) Long-term Trainings

PROPOSED LONGTERM TRAININGS

1 Masters in International relations 6. Master’s in Business

Administration

2 Masters in International Law 7. Monitoring and Evaluation

3 Training in Migration and Human

Trafficking Control

8. Public Administration and

Management

4 Master’s Degree in Diplomacy 9. Peace and Security Studies

5 Masters Degree in Trade Policy and

Law

10. PhDs (Diplomatic studies

and Public Policy)

The non-conventional training methods proposed will include and not limited to Job rotation,

attachments, tour of the country to understand investment and tourism, quarterly performance

reviews and a robust reward and sanctions system.

The capacity needs assessment covered the organizational capacity gaps that affect performance

and table II below presents the factors affecting performance together with the proposed

strategies to address the gaps.

Summary of Institutional Factors Affecting Performance and Proposed Intervention

S/N Factors Intervention

1 Lack of adequate office

equipment

Prioritize procurement of equipment

Engage development partners for

support

2 Lack of tools and skills for

research

Provide training and formulate a

framework for research

Subscription to e- libraries

3 Poor records management at

departmental and organizational

Provide training to users

Retooling the records department

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level Develop standardized records

management manual for Missions

4 Lack of service delivery standards Develop service delivery standards for each

function

5 Poor performance management

system

Train in Performance Management

Develop a Performance Management

framework

6 Absence of a clear reward and

sanctions system

Operationalize the rewards and

sanctions framework

7 Budget cuts Engage parliament, Finance and

Cabinet

Write proposals to supplement

resources allocated by the Ministry of

Finance, Planning and Economic

Development

8 Attitude of officers towards work Training in leadership

Develop motivation schemes

9 Insufficient mentoring and

coaching

Train managers in coaching and mentoring

10 Limited specialized training Do needs analysis

Create a critical mass of specialized teams

11 Inadequate staffing Redeploy

Lobby resources for implementing the structure

12 Lack of baby day care center in

the Ministry and Missions

Put in place a day care center

13 Mismatch between planning and

budget allocation/execution

Involve managers in all the planning and

budgeting stages

14 Insufficient induction( Foreign

Service Ethos) and training of

new staff

Undertake specialized induction for Foreign

Service Officers

Develop a customized induction manual for

Foreign Service Officers

15 Weak linkages and lack of

adequate coordination with other

Undertake stakeholder analysis, develop

strategy and implement it

x

stakeholders

16 Communication gap between

missions and headquarters

Assign an FSO in Public Diplomacy to manage

critical correspondences to and from Missions

17 Training policy not clearly

understood by staff

Sensitise and circulate the training policy and

scheme of service

18 Limited Monitoring and

evaluation

Implement the M&E framework as contained

in the strategic plan

19 Weak information management

system

Appraise the current system, develop a strategy

and implement it.

20 Lack of adequate team building

activities

Regular staff meetings

Directorate and departmental meetings

Staff SACCO

Staff orientation

End of year party

21 Lack of timely promotion of staff Lobby for resources

22 Limited number of missions

across the globe

Liase with the President to open new Missions

23 Limited institutional memory due

to failure to tap from retired

ambassadors and poor records

management

Exit interviews

Encourage retired Ambassadors to tell

their story and maintain linkage with

them

24 Officers are not deployed

according to their qualifications

Undertake an organizational assessment for all

missions to identify areas of concentration for

the benefit of Ugandans

The following strategies to tap into the available opportunities to support implementation of this

Three Year Capacity Building Plan have been suggested.

Reach out to development partners for support to implement training plans

Resubmit UDIA bill to Cabinet for approval and Parliamentary adoption

Conclude MoUs with training partners

Engage other MDAs for technical support

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Sourcing for more tailor made scholarships and fully utilize the available ones

Prioritize the training budget within the Ministry

A total budget of Two Billions Six Hundred and Thirty Millions (2, 630,000,000) an equivalent

of USD 700,000 is required to implement this three year capacity building plan and details are

broken down in the table below

Summary of the Three Year Capacity Building Work plan and Budget

KEY RESULT

AREAS

ACTIVITIES INPUTS Cost in Millions

Y1 Y2 Y3 Totals

Adequate

resources

mobilized to

support

implementation

of the identified

training

interventions

Reach out to development

partners to support with

clear training development

plans.

Hospitality, per

diem, sitting

allowances

stationary, air

tickets,

telecommunicati

on costs,

transport costs

and

refreshments,

fuel

Conclude MoUs with

training partners

20 20 20 60

Engage other MDAs for

technical support

Sourcing for more tailor

made scholarships and

fully utilizing available

ones

15 15 15 45

Policy to support

sustainable

capacity

enhancement

developed

Resubmit UIDIA bill for

cabinet and parliamentary

adoption.

Sitting

allowances,

printing and

stationery

15 15 15 45

Organizational

needs based

training

interventions

annually

implemented

Undertake needs analysis

Enforce compliance of

timely appraisal.

Perdiem, sitting

allowances,

stationery and

printing, fuel

20 20 20 60

Staff coached,

mentored and

equipped with

Support staff to undertake

long term trainings of 9 to

2 years

Tuition fees,

Out of pocket

30 50 50 150

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knowledge for

long term career

development

Book allowance

On job training to

regularly enhance

skills of staff

undertaken

1-2 weeks short-term skills

enhancement trainings

undertaken

Consultancy

fees, tuition

fees, perdiem,

out of pocket,

venue hire,

meals and

refreshments,

stationery

200 300 350 950

Non-conventional

training methods

utilized to

support practical

learning

Job-rotations, attachments,

study tours, regular

performance reviews and

conferences organized

Perdiem, fuel,

conference hire,

sitting

allowance,

meals and

refreshments

400 400 400 1,200

Staff provided

with the required

tools for

enhanced

productivity

Procure computers and

related protective gear

Laptops, IPad

and desk top

computers

Subscription to

e-libraries

30 40 50 120

Total Budget

requirement

2,630

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CHAPTER ONE

1.0 INTRODUCTION This Capacity building Plan is a result of a capacity needs assessment that was conducted by the

Human Resource Department to assess existing capacity and needs of staff in the Ministry. It is

a requirement under the performance management cycle that after developing performance

plans, an assessment of the competencies of staff is undertaken to establish whether staff have

got capacity to implement what has been planned. In addition the Ministry developed a five year

strategic plan and majority of the interventions contained therein would require implementation

through training hence the development of the capacity building plan.

This plan therefore, comprises of the Background to the Ministry of Foreign Affairs, the process

of developing the plan, situational analysis, capacity building plan and budget, institutional

performance enhancement strategies and HRD activity profiles.

1.1 Background and Context

The Government of the Republic of Uganda set out development goals as envisioned in various

programs including but not limited to; The NRM Manifesto 2016-2021, African Union Agenda

2063, The United Nations Sustainable Development Goals, Vision 2040 and the National

Development Plan (NDP II).

To realize the above development goals, Government will rely on competent Public Service

human resources as the key driving factor in its quest to transform the Country to a Middle

Income Status.

The Ministry of Foreign Affairs is responsible for managing the implementation of Uganda’s

Foreign Policy through promotion of; Regional and International peace and Security,

Commercial and Economic Diplomacy, Regional Integration and International Law relating to

commitments/obligations. In addition, the Ministry provides diplomatic, protocol and consular

services at home and abroad. It also mobilizes and empowers Ugandans in the Diaspora to

participate in National development as well as promoting Public Diplomacy and enhancing the

country’s image abroad

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It should also be noted that the review of the Foreign Policy framework for Uganda in addition

to that of MDA structures taking into account the rapidly changing International Economic and

Political environments recommended that Ministry of Foreign Affairs transforms from a

Geographical to a Functional thematic Staff Establishment Structure. Implementation of the

New Functional Structure started in Financial Year 2017/18 and a number of competence

challenges have been experienced thus the critical need for a Skills audit.

1.2 Mandate, Vision, Mission

1.2.1 Mandate

The Ministry is mandated to Promote and Protect Uganda’s interests abroad and undertakes

programs that underpin the implementation and management of Uganda’s Foreign Policy.

1.2.2 Vision

“A Secure Nation with Prosperous People”

1.2.3 Mission

To promote and Protect Uganda’s National Interests Abroad.

1.3Functions of the Ministry

1. To promote Regional and International Peace and Security

2. To promote Commercial/Economic Diplomacy

3. To promote Regional Integration

4. To promote International Law and related Commitments/obligations

5. To provide Diplomatic, Protocol and Consular Services at home and abroad

6. To mobilize and empower Uganda's Diaspora for national development

7. To promote Uganda's Public Diplomacy and enhance her image abroad

8. To strengthen Institutional Capacity of the Ministry and its affiliated institutions

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1.4Structure and Staffing/Number of Employees at the Ministry

The Ministry is implementing a new Functional thematic Staff Establishment Structure

following the review of both the Foreign Policy framework and structures of MDAs by

Government.

The political Head of the Ministry is a cabinet Minister assisted by two Ministers of State; One

for International Cooperation and another for Regional Cooperation. These give policy direction

to the Ministry.

The technical team is headed by the Permanent Secretary and comprises of three (3)

Directorates and eleven (11) Departments. In addition, the Ministry superintends over thirty five

(35) Missions/Embassies abroad. The Missions/Embassies are treated as separate votes for

purposes of planning and budgeting and are headed by an Ambassador/Head of Mission assisted

by technical staff.

The total number of positions both at Ministry Headquarters and Missions abroad stands at 412

with 334 filled hence representing a vacancy rate of 28% employees as per the approved

structure.

Refer to Annex I for the Macro Structure of the Ministry and annex two showing staff and

their qualifications

1.5 History of Capacity Building Initiatives

The work done in the Foreign Service is not taught in a number of Universities. A degree in

international relations is a recent initiative. Staff recruited in the Foreign Service require a lot of

on job training and post graduate training in international relations that was until recently

obtainable abroad. The Ministry has consistently planned capacity development for its staff on

an annual basis. The Ministry has relied on support from its development partners to support

trainings in the following areas Executive training for junior diplomats, training in trade policy,

executive seminar for diplomats from Africa, and management studies.

The following partnership are still vibrant; Austrian Embassy, World Trade Organization,

Federal Republic of Germany, Egypt, China, India and KOICA.

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The Ministry used to attach Foreign Service Officers to institutions that perform related

functions of the mandate of the Ministry of Foreign Affairs and as such the officers would be

able to learn Uganda’s Economic Strategy, Tourism, Investment, and immigration policies and

regulations.

Planning for training has always been done on an annual basis, it is only of late that an effort

has been taken to develop a three year capacity building plan.

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CHAPTER TWO

2.0 PROCESS OF DEVELOPING THE CAPACITY BUILDING PLAN

2.1 Background to the Exercise

According to MoFA draft Foreign Policy, It is observed that the rapidly changing international

economic and political environments make it imperative that the Ministry is prepared to fit in

the new world order. The changes in the international environment have been in the areas of

demography; innovation; new media and social networks; environment (climate change); high

demand for scarce resources; and changing nature of conflicts and insecurity. These changes

provide Uganda with challenges and opportunities.

For some time now, Uganda has recognized and embraced economic and commercial

diplomacy as a central part of its foreign policy. Day-by-day, policy makers are concerned with

ways to attract more investors and tourists to the country, as well as how to improve the

country’s export base. While the major challenge remains the limited financial base to

effectively support efforts on promoting commercial diplomacy, the institutional set up also

needs to be changed to better reflect the current reality and maximization of benefits.

The draft Foreign Policy recommends the need for Capacity building for research and

development, policy development, training, and publications, Promoting a professional, well

trained, equipped and motivated career Foreign Service, Recruitment, training and career

advancement based on competence profiling, Promoting at least a second AU / UN language,

other than English, Promoting Uganda and Ugandans to regional and international positions. In

order to achieve the strategic interventions as contained in the Draft Foreign Policy, there is

need for an elaborate capacity building plan that will support achievement of the above

engagement.

According to the Public Service Standing Orders 2010, Government is required to support staff

training and development of public officers as a way of maintaining a competent workforce.

The aim of staff training and development is to make the public service an effective and

efficient Government organ that is capable of initiating and executing appropriate public

policies for rapid, balanced and sustainable economic and social development. In order to do

this,Government ensures ensure that:

6

(a) Staff training and development is provided in a systematic manner for all levels of staff

through training programmes based on identified current or projected training needs;

(b) Necessary research is carried out to enable Government monitor staff development activities

with a view to ensuring continuous improvement to staff training and development

programmes; and

(c) Training and development programmes are adequately funded.

The MoFA Strategic Plan II has targeted to achieve the following outcome:

i. Improved Regional and International Peace and Security,

ii. Improved Commercial Diplomacy

iii. Enhanced National Well being accrued from Regional Integration,

iv. Diaspora,Bilateral and multilateral resources mobilized for National development,

v. Enhanced Benefits accrued from Adherence to International law and Commitments,

vi. Diplomatic, Protocol and Consular Services provided at home and abroad,

vii. Enhance National Image Abroad

viii. Strengthened Institutional Capacity

The above ambitions cannot be achieved without building capacity of staff to deliver at the

highest level possible.

2.2 The Needs Assessment Exercise

The assessment covered staff at both the Ministry Headquarters and Missions abroad taking into

consideration employees at the lowest level to the top and Officers from entry level to the

Permanent Secretary. Ambassadors/Heads of Mission for Uganda Missions abroad were also

covered.

The 3 major categories of junior/entry, supervisory and managerial staff requirements were

assessed.

The permanent Secretary, Directors and Heads of Department provided competence

requirements for developing a critical mass as well as at strategic level for the Ministry.

7

The MoFA Association Whatapp forum was used to validate the critical capacity gaps for the

Ministry and the responses were not far from the results of the training needs assessment

exercise.

2.3 Linkage BetweenCBP and Strategic Planning Process

The key strategic interventions of this plan will be captured in the strategic plan of the Ministry

during its annual review. In addition the activities in this plan have taken into consideration the

required competencies for implementation of the strategic direction of the Ministry.

2.4 Elaborate How the TNA Findings were Integrated

The findings from TNA informed the identification of the strategic interventions that have

generated activities for the Three Year plan and the annual training plan. The findings enabled

us to identify factors affecting performance both institutional and individual. The analysis hence

has enabled us to come up with appropriate interventions for addressing the gaps

2.5 The Nature of Support Provided

The Heads of Department were able to accord us an opportunity to interview them. The

individual staff filled the questionnaires. The members of Senior Management Team accorded

us an opportunity to make a presentation of findings to the team and critical feedback was

provided.

The Training Committee together with officers from the Policy and Planning Division was

funded to analyze the findings in order to develop themes for training and non-training

interventions.

2.6 Lessons Learnt

The exercise needs to be started early enough otherwise staff take long to provide response to

questionnaires.

Face to Face interview is the most appropriate method for engaging Heads of Department

Analysis from appraisal forms is hard to be relied on since most of the appraisals are completed

in September yet the plan must be ready before the start of the new Financial Year.

8

There is limited write up on the capacity building interventions undertaken over the last three

years.

The Social media especially whatsapp generated information that was used to validate the TNA

findings. This will in future be captured and planned for as a methodology for data collection.

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CHAPTER THREE

3.0 SITUATIONAL ANALYSIS

3.1 An Overview of Ongoing HRD Initiatives

SN TRAINING PURPOSE

UMI

1 PGD(PAM),PGD(Mgt Studies) Career Development

2 Masters(MMS,PAM) Career Dev’t

AUSTRIAN EMBASSY

1 Executive Training for junior

diplomats

short skills enhancement trainings

WTO

1 Training on Trade policy Skills enhancement short raining

FEDERAL REPUBLIC OF

GERMANY

1 Executive Seminar for Diplomats

from Africa

Short skills enhancement training

EGYPT

1 Diplomatic trainings Short skills enhancement courses

CHINA

1 Diplomatic trainings Short skills enhancement courses

2 Seminars Exposure workshops and visits to

different organizations

INDIA

1 Diplomatic Trainings Short skills enhancement courses

2 Other trainings Short courses in the areas of ICT,

HRM, Environment.

KOICA

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1 Korea Language & Culture Short training

2 Country Specific group trainings

KENYA

1 Public Policy training Short course

2 Negotiation and mediation Short skills enhancement training

PROFESSIONAL DEVELOPMENT WORKSHOPS

1 Annual Accountants workshop Workshop for professional

Accountants

2 HR-NET Conference and workshops

3 Secretarial cadre Annual workshop

4 Induction Short training for newly recruited

officers

3.2 Capacity Building Policies

3.2.1 Public Service Training Policy

a) Identification of Training Needs

Identification of training needs at individual employee level is done as part of the performance

appraisal process, where, the appraiser and the appraise agree on specific areas of training needs

that need to be addressed in order to improve the performance of the individual.

Training needs at Departmental level are identified as part of the departmental planning process.

This is compiled from the assessment done during performance appraisal of the various

members of staff in the department. The Head of Department assign one officer from the

department to undertake this assignment.

Training needs at organisational level are identified as part of the planning, monitoring and

evaluation process by Senior Management and the Head of Human Resource.

3.2.2 Categorisation of Trainings

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a) Induction Training

The majority of officers that are recruited annually into the Uganda Public Service take up their

new positions and begin work with very little knowledge and understanding of the Public Service

ethos and their role as public officers in service delivery and economic growth.

Induction enables new public officers to understand the Public Service and the expectations of

their jobs, but also build their confidence to contribute more effectively to quality service

delivery and transformation of the Public Service. It provides an opportunity tocreate common

ethos and shared values and start building an efficient and ethical Public Service.The Policy

requires all Government Officials to be inducted into their new jobs in order to orientate them to

the values and culture of the Public Service as well as equip them with knowledge, skills and

attitudes to do their work and handle the challenges of their new jobs/responsibilities.

b) Professional Development Training.

Each Parent Ministry shall review/develop schemes of service of its professional cadres (in

liaison with the Professional Development Committees and the Ministry responsible for Public

Service), within which professional development training shall be identified.

The reviewed schemes of service must be approved by the Ministry responsible for Public

Service.

The identified professional development training shall be mandatory i.e. every officer shall be

required to undertake such training at an appropriate institution, to enhance current and future

performance.

c) Performance Enhancement Training

It is the role of each Public Service Organisation to plan for implementation of performance

enhancement training of its staff as part of its annual training plan.

Continuous learning and development is a prerequisite to performance improvement in the

Uganda Public Service. It is stated in the Public Service Training Policy that every public officer

12

should undergo at least one performance improvement training programme every three years.

Performance improvement training programmes shall:

a) Enable public officers to acquire competencies that will help them to adapt to changes in

the Uganda Public Service policy and work environment and embrace transformation,

b) Narrow performance gaps and reduce disparities in competencies of public servants,

c) Re-shape public servants attitudes and inculcate values of professionalism, integrity, time

management and teamwork among others that will improve service delivery and foster

economic growth, and

d) Improve and enhance public officers’ performance.

e) Pre-Retirement Training

Retirement means significant changes to a life of a public officer. The Public Service Training

Policy states that the Ministry of Public Service should plan and coordinate the implementation

of pre-retirement training programmes to prepare public officers for life after active public

service.

3.3 Departmental and Mission Capacity Gaps

This section segments capacity gaps as experienced in each Department, it further segments the

Mission Capacity gaps as collected from the TNA questionnaires, an input from Senior

Management team was obtained in order to validate the findings from the training needs

assessment.

3.3.1 Departmental Capacity Gaps

S/N DEPARTMENT GAPS

1 Consular Services Customer Care and Public Relations

Report writing

Drafting Diplomatic Notes

Data collection

Team work

Absence of HoD

13

Performance Management

Office equipment’s (Computers) (3

computers required and additional printers

Limited knowledge in Diplomacy

2 Regional Peace and Security Peace and security skills

Negotiation

Language skills

3 International Political

Cooperation

Writing skills

Speech writing

Office equipment (computer)

4 Regional Economic Cooperation Commercial and Economic Diplomacy

Negotiation

Language

5 International Economic

Cooperation

Commercial and Economic Diplomacy

Staffing gaps at Senior level

WTO

6 Protocol Services Fleet

Protocol and etiquette

Staffing at Senior level


Cross Cultural Diversity Management

7 International Legal and Social

Affairs

International law

Drafting, Cabinet papers and MoUs,

agreements

8 Public Diplomacy Skills in journalism and public relations

Office equipment (Cameras and computers)

ICT

14

9 Diaspora Training in Commercial Diplomacy

Innovation

Absence of Diaspora Policy

3.3.2 Mission Capacity Gaps

Inadequate capacity to manage protocol and etiquette

Fewer international Languages

Inadequate negotiation skills

Limited understanding of diplomacy

Conflict resolution skills

Peace and Security( Juba, New York, Addis-Ababa, Nairobi, Kinshasha and

Brussels

Cross cultural Diversity Management

Economic Diplomacy

Financial management for non-financial

Leadership and management skills

Mentoring and coaching

Governance and accountability for HoM

Staffing

Uganda’s resources and awareness

Stakeholder analysis

Performance management

Records management

15

3.4 Current Resources Available for Capacity Building both Short, Long-term

and Medium

3.4.1 Ministry of Foreign Affairs Budget

The MoFA budget has resources that support mandatory trainings that is trainings that are

required before an individual is promoted to the next level. The challenge is that most of the

critical skills trainings are not budgeted for and hence not consistently and timely provided.

This kind of arrangement has affected practical skills development; staff have academic

qualifications but with limited skills to deliver

3.4.2 Donors

The Ministry despite its central position has not been able to attract donors. The ministry

however, has received offers from a number of Missions that are willing to support the

establishment of Uganda Institute for Diplomacy and International Affairs (UIDIA). This angle

can be exploited to seek for support for funding of other programmes as well.

3.4.3 Scholarships

The Ministry has continued to receive support from the following Missions and Development

Partners; KOICA, Austrian Embassy, Federal Republic of Germany, Egypt, China and India.

3.5 SWOT Analysisof MoFA Training and Development Function

STRENGTHS WEAKNESSES

Department of HR substantially staffed

Existence of a functional Training

Committee

Existence of a budget for staff training

Availability of a resource pool that can

mentor others

Timely dissemination of scholarship

opportunities to staff

The training budget is meagre

The training budget is wrongly located

in F&A

Limited engagement with top

management on training matters

Limited and outdated office equipment

Supporting trainings which are not

linked to organizational needs

Absence of long term training plans

Delayed appraisal of staff to inform

training needs

16

OPPORTUNITIES THREATS

Willingness of development partners to

support capacity building activities

Establishment of Uganda Institute of

Diplomacy and International Affairs

Training partners (CSCU and UMI)

Technical support from other (MDAs)

Access to scholarships

Limited stakeholder support to

establishment of UDIA

Competition for scholarships with

other stakeholders

Competing priorities for national

resources

3.5.1 Strategies for Addressing Weaknesses

Lobby finance for more funding

Prioritize the training function within the budget

Solicit SMM to support transferring the staff training budget from F&A to HRM

Sensitize and continue engaging top management on the training function

Retooling the Ministry

Develop a needs based training Plan

Develop a medium term capacity building plan

Enforce compliance of timely appraisal

3.5.2 Strategies for Tapping Opportunities

Reach out to development partners for support to implement training plans

Resubmit UDIA bill for Cabinet and Parliamentary adoption

Conclude MoUS with training partners

Engage other MDAs for technical support

Sourcing for more tailor made scholarships and fully utilize the available ones

3.5.3 Strategies for Averting Threats

Undertake stakeholder analysis and engage them for buy in

Source for more and utilize them effectively

Engage development partners and GoU to support capacity development in the Ministry

17

CHAPTER FOUR

4.0 CAPACITY BUILDING PLAN AND BUDGET

4.1 HRD Vision

A competent and a professional Foreign Service that is able to promote and Protect Uganda’s

National Interests Abroad.

4.2 HRD Development Goal

Enhance knowledge, skills and attitude of staff to deliver services effectively and efficiently for

improved service delivery

4.3 Specific objectives

To identify knowledge and skill gaps among employees.

To identify relevant training conventional and non-convention training interventions for

staff

To integrate the HRD plans and Programme with strategies of the Ministry.

To identify institutional factors affecting performance and suggest intervention

strategies

To support employees to acquire knowledge, skills and attitude required to perform their

jobs.

To provide information that will support retooling of the Ministry Departments and

Missions

4.4 Linkage between the HRD Plan and Strategic Plan

The interventions in the capacity building plan are meant to develop competencies of staff to

achieve the strategic interventions of the Ministry. This plan is hence linked to the strategic plan

pillar that is meant to strengthen the institutional capacity of the Ministry.

4.5 Activities Showing the Linkage between Proposed Activity and Results of the

Capacity Need Assessment.

This section links the performance gaps identified and compared with the required

competencies of the Foreign Service. Table 4.5.1 and 4.5.2 provides the linkage.

18

4.5.1 KEY SKILLS IDENTIFIED DURING TNA

SKILLS IDENTIFIED COMPETENCES IN SCHEME OF SERVICE

Financial management Effective Communication

Multi-tasking Negotiation and Mediation Skills

Multi-lingual ICT skills

Interpersonal Financial Management

Organizational Judgment, Decision Making and Problem

Solving skills

Coordination Networking and Marketing Skills

Analytical Political acuity/ingenuity

Marketing Public Relations and Customer care

Reporting Teamwork

Administration Strategic thinking

Negotiation Leadership Skills

Change Management skills

Time management

Ethics and Integrity

4.5.2 Capacity Gaps Identified During TNA

GAP IDENTIFIED PROPOSED SHORT TERM TRAININGS

1 Inadequate orientation of staff in Public

Service generally and Foreign Service in

particular

Undertake Induction at CSCU for new

officers

Undertake professional induction into

the Foreign Service

2 Reporting skills

Analytical skills


Management skills improvement

19

Administrative skills

3 Financial management Financial Management Training for Non-

Financial Managers

4 Lobbying and negotiation

Negotiation, drafting and adopting UN

resolutions

Conference diplomacy and multilateral

negotiation

Negotiation skills and techniques

6 Rare skills in the following languages

French

Swahili

Arabic

Train officers to obtain a second

international Language

7 Effective writing in multilateral

diplomacy

Speech writing skills

Memos

Loose minutes

Report writing

Briefs

Talking points

Public Relations and Strategic Communication

9 Marketing skills Training in Commercial and Economic

Diplomacy

10 Conflict management

Managing change

Innovations

Leadership and Change Management

11 Research skills Research and Data Analysis

12 Peace and Security Peace and Security studies

13 Cross-cultural Diversity Management Cross-cultural Diversity Management

14 Records Management Referencing

20

Filling

Black vs red minutes

15 Limited usage of HR Data HR Analytics

16 Evaluation of trainings Return on investment training

17 Mentoring and Coaching and counselling Train in mentoring and coaching

18 Practical training on diplomatic, protocol

and etiquette

Training in diplomatic, protocol and etiquette

19 Stakeholder analysis engagement and

coordination

Training in project planning and management

21 Effective handling of consular and

immigration services

Training in consular and immigration services

b) Long-term Trainings

PROPOSED LONGTERM TRAININGS

1 Masters in International relations 5. Master’s in Business

Administration

2 Masters in International Law 6. Monitoring and Evaluation

3 Training in Migration and Human

Trafficking Control

7. Public Administration and

Management

4 Master’s Degree in Diplomacy 8. Peace and Security Studies

5 Masters in Trade Policy and Law 9. PhD in Diplomatic studies,

PhD in Public Policy

21

4.6 Summary of the Annual Training Plan

MODULE TARGET TYPE OF

ACTIVIT

Y

M F QI Q2 Q3 Q4

Public Service Induction

for new officers

All new

officers

Professional Induction All new

officers

Financial management for

non-financial managers

HoD

HoM

HoD

Budget

focal

persons

AOs

&HoD

Communication in the

Diplomatic Service

(Memos, dip notes Speech

writing and reports and

briefs)

FSO V & VI

Customer care and public

relations

Consular

Protocol

Personal

Secretaries

Pre-retirement training all staff 55 and

above

Defensive Driving Drivers

Training in economic and

commercial diplomacy

Focal Persons

IEC & REC

Training in languages All staff

(French)

22

Performance management All staff

Mentoring, coaching and

Counselling

HoD

Peace and security studies

HR Analytics Course C-HRM

PHRO

Evaluation of trainings SHRO &

Training

Committee

Records management Secretaries and

Records

Assistant

CAREER DEVELOPMENT

Masters in Diplomacy and

International Relations

All FSOs

Post graduate Diploma in

Public Administration

All FSOs

Post Graduate in Public

Policy

Policy Analyst

Monitoring and Evaluation

Certificate in

Administrative Law

Assistant

Secretaries

Non-Conventional Skills Training Interventions

Development ofcritical

masses on strategic

Competencies

(Negotiators, Multi-

lingual, International

Trade/WTO,

FSO VI, V, IV,

III and II

Pre-posting orientation FSOs and

Administrative

Attaches

Job-rotation FSO VI

Attachments FSO VI

23

Study tour of the country All

Reward and recognition

Team building activities

Ambassadors Conference FSOI

AO

HoM

4.7 Monitoring and Evaluation Strategy

Monitoring the implementation of this plan will be done through systematic tracking of

activities and actions to assess progress. Progress will be measured against specific targets and

schedules included in the implementation plan. This will be followed by analyzing and

reporting of information to various users. Effective monitoring will help to identify difficulties

and problem areas, and to take immediate remedial action, thereby ensuring that targets are

achieved.

4.7.1 Monitoring and Evaluation Methods

There are different methods for collecting data as per the nature of the indicators taken into

account. But keeping in view the nature of the CB program, we have selected the following

methods in terms of their appropriateness for operationalization and practical applicability in the

field:

Interviews

Structured, semi-structured and unstructured

Questionnaires

Open ended questionnaires and closed ended questionnaires

General staff Meetings

Formal and informal staff meetings

Ranking

Useful, most useful and least useful

Rating scales

Agree, partially agree, disagree, strongly disagree, etc.

Audio Visual aids

24

Pictures, movies, audio tapes, stories, role plays, photographs and presentations, etc.

Focus Groups

Generally six to twelve (6-12) people are arranged to sit together and a component

interviewer asks the topic focused questions on the specific topic

Observation

Inspection, field visits to agencies to which MoFA staff are attached, process synthesis,

implementation mechanism

Documentation Reviews

Already available material, training documents, etc.

Direct measurement

Remote sensing, and digital measurement equipment, etc.

4.7.2 Results Chain Logic

The Capacity Building program will adopt a logic model based results chain approach for

eventually realizing the objectives and contributing to the overarching goal. The output

monitoring matrix would be used to measure progress on a day-to-day basis against the

deliverables that further contribute towards these strategic objectives.

And these conditions hold true

This results chain is nothing but a cause and effect linkage. This framework states simply an

“IF” and “THEN” approach to planning and implementation for different components of the

CBP.

Results in the framework are linked to each other. These “Ifs” and “Thens” are usually based on

an in-depth understanding of the political situation, economy, law and order, social and

demographic factors, and potential factors outside the project’s context that may affect

If If If If If

Inputs Activities Outputs Immed. Effects

Outcomes Impacts

Results Implementation

Then Then The n Then Then

25

achievement of development outcomes. The results framework will be clearer from the

following framework example:

RESULT CHAIN LOGIC/STRATEGY

INPUTS/PROCESSES (RESOURCES, PROCESSES, AND METHODS UTILIZED)

CBP components funding made available

Base line data is made available

Head of Departments established in the target program

Staff hiring process completed

Training of newly inducted staff members completed

CBP staff needs identified

Grey areas of stakeholders identified

Initial contacts with major stake holders developed

Potential partners organizations identified to be engaged in the Capacity development process in

the Ministry

Strategies developed by the training committee

Implementation mechanism of CBP finalized

Informational materials developed for different components of the CBP

Potential implementing partners engaged with partnership deeds/MoUs

Guidelines and working protocols developed and communicated to partners organizations

All these steps are leading to…………………………

OUTPUTS (SHORT-TERM CHANGE, EFFECTS, AND RESULTS SOUGHT)

Increased outreach of CBP to MoFA staff

Expansion of service delivery of CBP components

Increased presence of CBP to all staff

Operationalization of CBP components to all staff

Stakeholders involved in the different components of CBP

Start of information flow within the CBP

Increased activities to all staff under the CBP

Enhanced capacity and skills of the CBP partners

Enhanced communication between the CBP and its partners

Better understanding of CBP fostered (Within MoFA and Missions abroad)


OUTCOMES (INTERMEDIATE CHANGE EFFECTS AND RESULTS SOUGHT)

26

Increased proportion of staff covered by program interventions leading to:

Changed/improved attitudes towards embracing staff training etc

Improved attitudes towards the implementation mechanism of the CBP

Satisfied Donor and partners

Improved socio-economic conditions of all stakeholders (staff and non-staff)

Improved systems

Improved practices


IMPACTS (LONG-TERM CHANGE, EFFECTS, AND RESULTS SOUGHT)

Improved capacity building of the MoFA staff

Increased partnerships among the different stake holders of CBP

4.7.3Roles and Responsibilities in Monitoring and Evaluation System of CBP

The success of any strategy largely depends on defining the roles and responsibilities in

advance. The CBP’s M&E strategy is also aimed to draw lines of roles and responsibilities as

the CBP moves towards implementation.

Though the roles and responsibilities mentioned here are expected to remain the same during

the whole life span of the project but they are tailored in such a way that they are ready to

accommodate any major change or shift of role or responsibility from one to another. The

details of roles and responsibilities are given as under:

Members Roles and Responsibilities of M&E

Top Management

and Senior

Management

Policy making, Management Decisions, donor relations, general

oversight among others

C-HRM CBP component reporting and coordination with key stakeholders

Training

Coordinator

CBP component management and administration, ensuring M&E

implementation at project level and streamlining, effective coordination

and participation of stakeholders

Training

committee

Review of CBP components and monitor implementation strategy

27

M&E Officer

Assist and carry out project planning, internal or external monitoring

and evaluation along with tracking the progress of components of CBP

and close coordination with other staff members of CBP. Ensuring the

work plan implementation is planned

Partnership

organizations

Ensuring the M&E activities at project level (activity wise)

Consultants Expert opinion and advice on technical matters

MoFA Staff Active participation in monitoring and evaluation activities of the CBP

and providing genuine views, observations and perceptions to project

M&E practitioners

28

4.8 Summary of the Budget for the First Year Activities Derived from the Activity

Profiles

MODULE TARGET Total DURATIO

N

UNIT COST BUDGET



HoD

HoM

HoD

Budget

focal

persons

AOs

&HoD

15 1 Week 1,380,000 20,700,000


Diplomatic Service



briefs)

FSO V & VI 25 1 Week 1,380,000 34,500,000


relations

Consular,

Protocol

Personal

Secretaries

25 1 Week 1,380,000 34,500,000

Pre-retirement training all staff 55 and

above

15 1 Week 1,380,000 20,700,000

Defensive Driving Drivers 5 2 weeks 500,000 5,000,000



Focal Persons

IEC & REC

20 1 week 1,380,000 27,600,000

Training in languages All staff (French) 25 6 Months 2,000,000 12,000,000

Performance management Middle & Senior

level

25 1 Week 1,380,000 34,500,000

29


Counseling

HoD 15 1 week 1,380,000 20,700,000

HR Analytics Course C-HRM

1 1 Week $2,600(9,880,

000)

9,880,000

Evaluation of trainings PHRO,SHRO &

Training

Committee

10 1 week 1,380,000 13,800,000

Records management Secretaries and

Records Assistant

18 1 Week 1,380,000 24,840,000

SUB TOTAL 199 258,720,000

Long-term Trainings



All FSOs 3 1 Year 6,000,000 18,000,000



All FSOs 10 1 Year 4,000,000 40,000,000

Certificate in

Administrative Law

Assistant

Secretaries

2 1 Month 3,000,000 6,000,000

Training Needs

Assessment

All staff 4 2 Months 5,000,000 5,000,000

SUB TOTAL 19 69,000,000

Job-rotation FSO VI 25 1 Year Nil Nil

Attachments FSO VI 20 Nil Nil

Study tour of the country FSOs & Others 25 1 Week 1,380,000 34,500,000

Team building activities 120 1 Year 6,000,000 24,000,000

SUB TOTAL 190 58,500,000

Ambassadors Conference FSOI

AO

HoM

100 300,000,000

GRAND TOTAL 686,220,000

30

4.9 Risk and Mitigation Measures

There are several risks to the implementation of this Plan. All risks must be considered and

measures put in place to mitigate them. Some of the risks/risk factors to be considered are:

Resource Availability

Resources are essential for implementation of this Plan. Inadequate financial, human and other

resources may negatively impact the implementation of the planned activities.

Information Flow

Lack of effective flow of information may result in delay in decision-making which in turn leads

to delays in the implementation of the Plan.

Cooperation of Stakeholders

Timely and positive response from key stakeholders such as the Missions abroad is crucial to the

implementation of some strategies and activities in this plan.

Top Management Goodwill and Commitment

Goodwill is necessary for the implementation of this Plan, it is the gateway to the resources

The matrix below (Table 5) gives a list of the risks, level of risk and suggested mitigation

strategies.

4.9.1 Risk Management Matrix

No. Risk factor Level of risk Mitigation measures

1 Availability of

resources

High Proper annual work plans aligned to

the annual budget and procurement plan

2 Information flow Medium Prepare and implement a communication

strategy to ensure effective information

flow

3 Management of High Maintaining the goodwill of stakeholders

31

expectations of

stakeholders

through participation in consultative

meetings & preparation and

implementation of an effective

communication

strategy

4 Top Management

goodwill

High Lobbying for goodwill and issue-based

decisions

32

CHAPTER FIVE

5.0 INSTITUTIONAL PERFORMANCE ENHANCEMENT STRATEGIES

5.1 Issues that Hinder Performance

Performance is rated at 30%

S/N Factors Intervention Responsible Center

1 Lack of adequate office

equipment

Prioritize procurement of

equipment

Engage development

partners

US

2 Lack of tools and skills for

research

Provide training HRM

3 Poor records management

at departmental and

organizational level

Provide training

Retooling the records

department

Develop standardized

records management

manual for Missions

HRM

4 Lack of service delivery

standards

Develop service delivery standards

for each function

All HoD

5 Poor performance

management system

Train in PM

Develop a PM framework

HRM

6 Absence of a clear reward

and sanctions system

Operationalize the rewards

and sanctions framework

HRM

7 Budget cuts Engage parliament,

Finance and Cabinet

Write proposals

Planning and Policy

Analysis Division

8 Attitude of officers

towards work

Training in leadership

Develop motivation schemes

HRM

9 Insufficient mentoring and Training in coaching HRM

33

coaching

10 Limited specialized

training

Do needs analysis

Train

HRM

11 Inadequate staffing Redeploy

Lobby resources for implementing

the structure

HRM

12 Lack of baby day

care center in the

Ministry and

Missions

Put in place a day care centre F&A

13 Mismatch between

planning and

budget

allocation/executio

n

Policy and Planning

14 Insufficient

induction( Foreign

Service Ethos) and

training of new

staff

Undertake specialized induction

for Foreign Service Officers

Develop a customized induction

manual for Foreign Service

Officers

HRM

15 Weak linkages and

lack of adequate

coordination with

other stakeholders

Undertake stakeholder analysis

Develop coordination mechanism

HRM

16 Communication

gap between

missions and

headquarters

Assign an FSO in Public

Diplomacy to manage critical

correspondences to and from

Missions

HRM

17 Training policy not

clearly understood

by staff

Sensitise and circulate the training

policy and scheme of service

HRM

18 Limited

Monitoring and

evaluation

Implement the M&E framework as

contained in the strategic plan

Policy and Planning

34

19 Weak information

management system

Improve records, introduce e

electronic management system

ICT

20 Lack of adequate

team building

activities

Regular staff meetings

Directorate and departmental

meetings

Staff SACCO

Staff orientation

End of year party

HRM

21 Lack of timely promotion

of staff

Lobby for resources HRM

22 Limited number of

missions across the globe

Open new Missions PS

23 Limited and outdated

office equipment

Procure new office equipments ICT

24 Limited institutional

memory due to failure to

tap from retired

ambassadors and poor

records management

Exit interviews

Encourage retired

Ambassadors to tell their

story and maintain linkage

with them

HRM

25 Officers are not deployed

according to their

qualifications

Skills audit HRM

5.2 Summary of the Three Year Training Plan

ACTIVITY TARGET NOS M F YRI YR2 YR3

SKILLS TRAINING

Public service induction FSO VI

Professional induction FSO VI



HOM,

AOs,HOD

35


Diplomatic Service



briefs)

FSO V and

VI


relations

Consular,

Protocol

and

Personal

Secretaries

Pre-retirement training All staff 55

and above

Defensive driving

International law

International relations



Procurement and Contract

Management

Training in languages

Management and leadership

training

Research

Negotiation skills



Counselling

Peace and security studies

HR Analytics Course

Evaluation of trainings

Information and

Communication

Technology

36

Records management

Public Diplomacy

Protocol and Etiquette

Oil and Gas Diplomacy

Environment and Climate

Change Diplomacy

CAREER DEVELOPMENT





Administrative Law

Non-Conventional Skills Training

Development of critical

masses on strategic

Competencies (Negotiators,

Multi-lingual, International

Trade/WTO,

Job-rotation

Pre-posting orientation

Attachments

Retooling

Study tour of the country

Reward and recognition

Benchmarking Tours


37

5.3 Summary of the Three Year Capacity Building Work plan and Budget

KEY RESULT

AREAS

ACTIVITIES INPUTS Cost in Millions

Y1 Y2 Y3 Totals

Adequate

resources

mobilized to

support

implementation

of the identified

training

interventions

Reach out to development

partners to support with clear

training development plans.

Hospitality, per

diem, sitting

allowances

stationary, air

tickets,

telecommunication

costs, transport

costs and

refreshments, fuel

Conclude MoUs with training

partners

20 20 20 60

Engage other MDAs for

technical support

Sourcing for more tailor made

scholarships and fully utilizing

available ones

15 15 15 45

Policy to support

sustainable

capacity

enhancement

developed

Resubmit UIDIA bill for cabinet

and parliamentary adoption.

Sitting allowances,

printing and

stationery

15 15 15 45

Organizational

needs based

training

interventions

annually

implemented

Undertake needs analysis

Enforce compliance of timely

appraisal.

Perdiem, sitting

allowances,

stationery and

printing, fuel

20 20 20 60

Staff coached,

mentored and

equipped with

knowledge for

long term career

development

Support staff to undertake long

term trainings of 9 to 2 years

Tuition fees,

Out of pocket

Book allowance

30 50 50 150

On job training to

regularly enhance

skills of staff

undertaken

1-2 weeks short-term skills

enhancement trainings

undertaken

Consultancy fees,

tuition fees,

perdiem, out of

pocket, venue hire,

meals and

refreshments,

stationery

200 300 35

0

950

Non-conventional Job-rotations, attachments, study Perdiem, fuel, 400 400 40 1,200

38

training methods

utilized to

support practical

learning

tours, regular performance

reviews and conferences

organized

conference hire,

sitting allowance,

meals and

refreshments

0

Staff provided

with the required

tools for

enhanced

productivity

Procure computers and related

protective gear

Laptops, IPad and

desk top computers

30 40 50 120

Total Budget

requirement

2,630

39

CHAPTER SIX

6.0 HRD ACTIVITY PROFILES

ACTIVITY PROFILES

Directorate

Department

Finance and Administration

Activity title

Financial Management for non-financial managers

Description/nature of the activity

Skills training

Objectives of the activity

Equip Heads of Department and Mission Accounting Officers with basic knowledge in financial

management

Justification of the activity

A number of FSOs are appointed as AOs

Head of Missions and Heads of Department (HOD) are required to supervise the use of

resources under their jurisdiction.

Budget focal point officers support HOD in financial management

Funding Required

$ 7,500

Funding Secured

$ 3,000

Deficit

$ 4,500

Source of funding

GoU/Development partners

Trainer/Service provider

CSCU

40

MoFPED

Directorate

Protocol and Public Diplomacy

Department

Public Diplomacy

Activity title

Communication in the Diplomatic service


Skills training


To equip officers with skills in report writing, development of country briefs, speech writing and

other diplomatic correspondences in addition to protocol and Etiquette


All FSOs are required to regularly prepare reports, briefs and various correspondences in

the correct format.

The Ministry has recruited new FSOs who require the knowledge and skills in protocol

and Etiquette

Funding Required

$ 8,000

Funding Secured

$ 3,000

Deficit

$ 5,000

Source of funding

GoU/Partners


MoFA resource pool/Partners

41

Directorate

Regional and International Peace & Security

Department

International Legal & Social Issues

Activity title

Training in International Law and International Relations


Knowledge & Skills training


To equip junior Diplomats with basic Knowledge and skill in International Law and International

relations


Newly recruited officers join the Foreign Service with various qualifications/knowledge

training backgrounds which are not necessarily related to the duties they are expected to

perform on the job. It therefore becomes necessary to equip them with the basics of their

duties.

Funding Required

$ 12,000

Funding Secured

$ 3,000

Deficit

$ 9,000

Source of funding

GoU/ Partners


MoFA resource pool and Consultants

42

Directorate

Regional & International Economic Affairs

Department

Regional Economic Cooperation/International Economic Cooperation

Activity title

Training in Oil and Gas Diplomacy


Knowledge & Skills training


To equip Diplomats with Knowledge and skill in Oil and Gas diplomacy as the Country prepares

to start Oil production.


Uganda will be joining the league of Oil producing Countries thus becoming a member of

OPEC and other International petroleum Organizations .It is therefore important to equip

Diplomats with the necessary skills to effectively engage in the above forums.

Funding Required

$ 35,000

Funding Secured

$ 5,000

Deficit

$ 30,000

Source of funding

GoU /Development partners


Consultants

Directorate

43

Regional & International Economic Affairs

Department

International Economic Cooperation

Activity title

Training in Commercial and Economic Diplomacy


Skills training


To enhance FSOs’ Knowledge and competences in promoting tourism, trade, investment,

technology transfer and development resource mobilization.


The government/Ministry of Foreign Affairs has prioritized Commercial and Economic

Diplomacy as a strategy to propel economic transformation and attainment of Vision 2040.

Funding Required

$ 35,000

Funding Secured

$ 5,000

Deficit

$ 30,000

Source of funding

GoU/Partners


Consultancy

Directorate

Office of the Permanent Secretary

Department

44

Human Resource Management

Activity title

Customer care and Public Relations training


Skills training


To enhance customer care and public relations of staff in the frontline departments


Staffs in the frontline departments frequently interact with the general public/clients and

impact greatly on the corporate image of the Ministry and Uganda Missions abroad.

Funding Required

$ 3,000

Funding Secured

Yes

Deficit

Nil

Source of funding

GoU


CSCU

Directorate


Department

F&A/Policy and Planning Unit

Activity title

45

Training in monitoring and evaluation of projects


Skills training


The Ministry is embarking on the development of Bankable projects to enhance its effectiveness

in service delivery. It is therefore important that a clear project management framework is

established.


Monitoring and evaluation of projects is key in project management and implementation which

necessitates equipping officers with skills in the area.

Funding Required

$ 2,000

Funding Secured

$ 2,000

Deficit

Nil

Source of funding

GoU


Consultancy

Directorate


Department


Activity title

Management and leadership training

46


Skills training


To equip senior and middle level officers with knowledge and skills in management and

leadership


The Ministry and especially Uganda Missions abroad have experienced conflicts and other

challenges sometimes attributed to inadequate management and leadership skills of the

supervisors. The training in management and leadership is one of the avenues in eliminating

conflicts especially in Missions.

Funding Required

$ 35,500

Funding Secured

$5,500

Deficit

$ 30,000

Source of funding

GoU


CSCU

Directorate

Department

Activity title

Training in languages


Skills training


47

To equip officers with at least one extra international language i.e French, Arabic and Kiswahili,

Spanish, Chinese, Russian etc


It is a requirement in the scheme of service for the Foreign Service and in effective engagements

in bi-lateral and multi-lateral negotiations.

It is a vital competence in the diplomatic practice.

Funding Required

$ 35,000

Funding Secured

$ 5,000

Deficit

$ 30,000

Source of funding

GoU and Development partners


Consultancy

Directorate


Department

All

Activity title

Training in Research


Skills training


To equip FSOs and other officers with Knowledge and skills in research for purposes of

collecting useful data for promoting Economic and Commercial Diplomacy and Diplomatic

intelligence gathering.


48

In promoting and protecting Uganda’s image abroad, officers require skills in collecting and

analyzing data from the host Countries to inform the engagements in both Economic and

commercial as well as bi-lateral and multi-lateral relations.

Funding Required

$ 13,500

Funding Secured

$ 3,500

Deficit

$ 10,000

Source of funding

GoU/Partners


Consultancy/MoFA resource pool.

Directorate


Department

F&A/ICT & Communication

Activity title

Basic Computer training


Skills training


To equip officers with basic Knowledge and skills in computer applications


A number of officers have inadequate skills in the use of computer applications which is key in

effective performance of their duties. This includes preparing reports, presentations,

correspondences and data analysis. Therefore training in computer skills is expected to improve

on the overall performance of officers.

49

Funding Required

$ 2,500

Funding Secured

$ 2,500

Deficit

Nil

Source of funding

GoU


Consultancy/MoFA Resource Pool

Directorate

Protocol and Public Diplomacy

Department

Public Diplomacy

Activity title

Public and Digital diplomacy


Skills training


To equip officers with basic Knowledge and skills in managing communication in the diplomatic

and digital world


Communication in the diplomatic world is extremely sensitive and if not professionally handled

can affect relationships of Countries. It is also evident that digital diplomacy is being commonly

used to communicate official Country postions.This makes it necessary to equip our diplomats

with skills and competences that enable them to engage effectively.

Funding Required

50

$ 25,000

Funding Secured

$ 5,000

Deficit

$ 20,000

Source of funding

GoU/Partners


Consultancy

Directorate


Department


Activity title



Skills training


To equip officers with Knowledge, skills necessary in implementing the performance

management framework for effective and efficient service delivery.


Performance management is necessary for improved service delivery and accountability as

envisaged in the Public Service reform program

A number of performance management initiatives have been developed and most officers are not

conversant with the tools (performance agreements, Organisational and Individual performance

planning, Pearl of Africa performance score cards, rewards and sanctions framework and Client

Charter etc).

Funding Required

51

$ 2,000

Funding Secured

$ 2,000

Deficit

Nil

Source of funding

GoU


HRM Department & Policy & Planning Unit

Directorate


Department


Activity title

Mentoring, coaching and counselling


Skills enhancement


Equip Senior Managers with skills in mentoring, coaching and counseling of subordinates


Performance gaps have been identified among junior staff that may not require

conventional trainings

There is a skills gap in transfer of knowledge and skills from the Senior to the junior

staff.

Funding Required

$ 1,500

Funding Secured

$ 1,500

Deficit

52

Nil

Source of funding

GoU


Consultancy

Directorate


Department


Activity title

HR Analytics


Skills training


To equip HR Officers with Analytical technical skills for talent data


Human Resource Planning and management greatly relies on data. Therefore for any HR Officer

to effectively execute his/her role, they require HR Analytical skills.

Funding Required

$ 3,000

Funding Secured

$ 3,000

Deficit

Nil

Source of funding

GoU


Consultancy

53

Directorate


Department

Activity title

Evaluation of Trainings


Skills training


-To enhance capacity of HR officers in managing training activities and ensure they meet their

intended goal


The Ministry has undertaken a Training needs assessment and identified skills and

competence gaps that will require conducting trainings

The Ministry has also developed a Three Year Capacity Building Plan which will require

designing training programs that address the skills and competence deficiencies

identified.

Funding Required

$ 2,500

Funding Secured

$ 2,500

Deficit

Nil

Source of funding

GoU


CSCU/Consultancy

54

Directorate


Department


Activity title

Records Management


Skills enhancement


To develop skills for better records management among the secretarial staff and records

assistants


The records assistants and secretarial staff manage records on a daily basis

The records management systems at the Ministry and Uganda Missions abroad require

strengthening

Funding Required

$ 2,500

Funding Secured

Not yet

Deficit

$ 2,500

Source of funding

GoU and development partners


CSCU

55

Directorate


Department

Human Resource Department

Activity title

Pre- retirement training


Skills training


To support officers due for retirement to develop realistic retirement plans


A number of officers who are approaching the mandatory retirement age and therefore they need

to be guided on how to make a safe transition.

Funding Required

$ 1,500

Funding Secured

$ 1,500

Deficit

Nil

Source of funding

GoU


CSCU

Directorate


Department

Finance and Administration

56

Activity title

Defensive driving


Skills training


To equip the Ministry’s drivers with skills in defensive driving


The drivers in the Ministry are regularly assigned to VIPs who have a timely schedule

Funding Required

$ 2,000

Funding Secured

$ 2,000

Deficit

Nil

Source of funding

GoU


Consultancy firm

Directorate

All

Department

All

Activity title

57

Job rotation


Non-conventional training intervention


To enable officers to multitask


Newly recruited FSOs need to be exposed to all the functions of the Ministry.

On posting, FSOs are required to perform all functions of the Foreign Service hence they need to

expose them to all functions while still at headquarters.

Funding Required

Nil

Funding Secured

Deficit

Source of funding

N/A


HRM and Directors

Directorate

Department

Activity title

Attachments




58

To acquire knowledge and networks in a specialized area of expertise


FSOs require a working knowledge of various MDAs whose mandate affects the achievement of

MoFA’s objectives.

Funding Required

Nil

Funding Secured

N/A

Deficit

N/A

Source of funding

N/A


MDAs

Directorate

Department

Activity title

Study tour of the country

Description/nature of the activities

Non-conventional skills training enhancement


To raise officers’ knowledge and awareness of their country


59

FSOs are expected market their country in terms of tourist, trade and investment potential.

Funding Required

$ 30,000

Funding Secured

Nil

Deficit

$ 30,000

Source of funding

GoU/Development partners


UTB and UWA

Directorate


Department


Activity title

Reward and Recognition




To enhance productivity of staff.


Staff require motivation to sustain a required level of performance. This intervention if

effectively implemented can encourage innovation by the staff.

Funding Required

60

$ 2,000

Funding Secured

$ 2,000

Deficit

Nil

Source of funding

GoU


Rewards and Sanctions committee

Directorate

Department

Activity title





To enhance cohesion and teamwork among staff


Achieving the organizational mandate requires individual and teams to work together.

Building high performing teams requires regular formal and informal interactions among staff

hence the need for deliberate team building activities such as regular staff meeting, fitness

sessions, sports, end of year parties, performance review retreats and farewell parties.

Funding Required

$ 78,000 in 3 Years

Funding Secured

$ 6,700

Deficit

$ 71,300

61

Source of funding

GoU


HRM

Directorate


Department


Activity title

Ambassadors’ conference




To review performance of the Ministry and Missions in the key sector outputs

To communicate emerging Government policy issues


Missions have Charters whose implementation requires regular review.

This conference is required to guide Missions in strategic direction of government.

Heads of Missions share best practices and build working relations.

Funding Required

$ 160,000 in 3 Years

Funding Secured

62

$ 79,000

Deficit

$ 81,000

Source of funding

GoU


MoFA and MDAs

64

ANNEX 1. APPROVED MACRO STRUCTURE

MISSIONS ABROAD

1) NEW YORK 2) LONDON 3) ADDIS ABABA 4) GENEVA 5) WASHINGTON 6) BRUSSELS 7) PRETORIA 8) ROME 9) NEW DELHI 10) COPEN HAGEN 11) NAIROBI 12) DAR ES SALAAM 13) RIYADH 14) BEIJING 15) CAIRO 16) TOKYO 17) OTTAWA 18) KINSHASHA 19) TRIPOLI/Algiers 20) ABUJJA 21) KIGALI 22) KHARTOUM 23) BERLIN 24) TEHRAN 25) MOSCOW 26) PARIS 27) JUBA 28) ABUDHABI 29) GHANGZHOU 30) MOMBASA 31) ANKARA 32) KUALA LUMPUR 33) CANBERRA

DIRECTORATE OF REGIONAL &

INTERNATIONAL ECONOMIC

AFFAIRS

DIRECTORATE OF

PROTOCOL AND

PUBLIC DIPLOMACY

PUBLIC DIPLOMACY

DEPARTMNET REGIONAL ECONOMIC

COOPERATION

DEPARTMENT

PROTOCOL

SERVICES

DEPARTMNET

INTERNATIONAL

ECONOMIC COOPERATION

DEPARTMENT

CONSULAR SERVICES

DEPARTMENT DIASPORA DEPARTMENT

PERMANENT

SECRETARY

DIRECTORATE OF REGIONAL

& INTERNATIONAL POLITICAL

AFFAIRS

REGIONAL PEACE &

SECURITY

DEPARTMNET

INTERNATIONAL

POLITICAL

COOPERATION

DEPARTMNET

INTERNATIONAL

LEGAL & SOCIAL

ISSUES

DEPARTMNET

HUMAN

RESOURCES

DEPARTMNET

FINANCE &

ADMINISTRATION

DEPARTMENT

PROCUREMENT

UINT

INTERNAL AUDIT

UINT

MINISTER

ICT & COMMUNICATIONS

DIVISION

MINISTER OF STATE FOR

INTERNATIONAL COOPERATION

MINISTER OF STATE FOR

REGIONAL COOPERATION

PLANNING AND POLICY

ANALYSIS DIVISION

PROPERTY

MANAGEMENT UINT

65

ANNEX 11 QUESTIONNARES THAT WERE USED FOR DATA COLLECTION

MINISTRY OF FOREIGN AFFAIRS

TRAINING NEEDS ASSESSMENT QUESTIONNAIRE

Part 1: Background Information of Respondent

1. Name……………………………………………………..Sex………………………

2. Date of birth…………………………………………………………………………

3. Designation (Job title)…………………………Department/Mission….………………

4. Date appointed to it……………………………………………………………………........

5. Number of years in service at the Ministry of Foreign Affairs? ………………………….

6. Highest level of education………………............................................................................

7. Qualifications acquired before joining the Ministry of Foreign Affairs?

No Qualification Award Year of Award

1

2

8. Qualification acquired after joining the Ministry of Foreign Affairs?

No Qualification Award Year of Award

1

2

3

4

9. Are you currently undergoing any training course(s)?

Yes............................No........................................

66

10. If your answer to question 9 is yes, name on-going training/courses, the institution and its

duration

…………………………………………………………………………………………………

…………………………………………………………………………………………………

Part 2: Individual Level Training Needs

11. Briefly describe the major tasks/duties/responsibilities of your current job

…………………………………………………………………………………………………

…………………………………………………………………………………………………

What key skills are of great help to you in performing your job or would one require

performing the job effectively?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

13. Of the skills in (12) above, which one(s) do you feel less competent in, while performing

your tasks? (Please rank them in order of importance to you).

…………………………………………………………………………………………………

…………………………………………………………………………………………………

14. Suggest the training(s) that you need to improve your performance in view of the gaps in 13

above:

(Immediately to one year)

…………………………………………………………………………………………………

…………………………………………………………………………………………………

Short run/course (One to two years)

…………………………………………………………………………………………………

…………………………………………………………………………………………………

Long run/course (Two to five years)

………………………………………………………………………………………………………………

……………………………………………………………………………………………………

15. What are your career aspirations?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………

16. What training or development do you need to help make this happen (eg, external degree

study, formal meeting procedures, leadership training, etc)?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

67

What are the major challenges/constraints or problems that you find in executing your

duties?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

……………………………………………………………………………………

17. Suggest strategies for overcoming the above challenges.

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

……………………………………………………………………………

18. Do you think your co-workers in your department/division/Mission and others give you all

the required support in performing your duties?

Yes……………….No………………………….

19. If no, what training area(s) would you recommend for your colleagues in order to improve on

the overall performance of the Department?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………

20. In performing your roles and responsibilities, what group/category (ies) of the Ministry-other

than those in your department- do you interact with?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

………………………………………………………………………………………

In your opinion, are there skills/performance gaps that you have identified from the category

(ies) of staff in 21 above that directly or indirectly affect your performance? If yes, identify

the gaps and suggest the required training to address the gap(s)

Category of staff Gaps Proposed training to address

the gap

68

Part 3: Organizational/Institutional Level Training Needs

21. List the capacity strengths of the Ministry of Foreign Affairs?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

……………………………………………………………………………………

22. What are the major capacity weaknesses of the Ministry of Foreign Affairs?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

………………………………………………………………………………

23. How can the above weaknesses be addressed?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

……………………………………………………………………………

69

TRAINING NEEDS ASESMENT

FOCUS GROUP DISCUSSION GUIDE

1. What is your perception on the general performance of the Ministry of Foreign Affairs?

On a scale of 1 to 10, how would you rate the performance of the Ministry in terms of

timeliness of reporting, quality of reporting, adherence to procedures (methodology) and

general impact? Why?

2. Objective one of the Ministry’s Strategic plan and Foreign Policy is geared towards

promoting Regional and International peace and Security. What actions and

competencies are required to achieve this objective?

3. Objective two of the Ministry’s Strategic Plan focuses on promotion of Commercial and

Economic Diplomacy. List the key requirements to achieve this objective.

4. Objective three of the Strategic Plan talks of promoting Regional Integration.

(a). To what extent does the Ministry of Foreign Affairs ensure that Uganda’s obligations

to EAC and other regional bodies are fulfilled.

(b). what skills does the Ministry require to promote Regional Integration?

5. Objective four of the Ministry’s Strategic Plan is Promotion of International Law and

Commitments. List the key requirements to achieve this objective

6. Objective six is to provide Diplomatic, Protocol and Consular services at home and

abroad. List the key requirements for achieving this objective.

7. Objective seven is Promotion of Uganda’s Public Diplomacy and enhancement of her

image abroad. What actions and competences are required to achieve this objective.

8. Objective 8 is to mobilize and empower the Ugandan Diaspora for National

Development. Mention the key requirements and competences for realisation of this

objective

9. Objective Nine is to Strengthen Institutional Capacity of the Ministry and its affiliated

Institutions. Describe how best this can be achieved.

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