REPORT OF THE 5 CONFERENCE · 2020. 5. 26. · REPORT OF THE 5TH AFRICA PUBLIC SECTOR HUMAN...

REPORT OF THE 5TH AFRICA PUBLIC SECTOR HUMAN RESOURCE

MANAGERS NETWORK (APS-HRMnet) CAPACITY BUILDING

CONFERENCE

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“HUMAN CAPITAL: SUSTAINABLE FUTURE FOR AFRICA

AGENDA 2030 AND 2063

LIST OF ABBREVIATIONS

APS-HRMnet Africa Public Sector Human Resource Managers Network

HRM Human Resource Management

IPMA-HR The International Public Resources Management Association for

Human

SDGs Sustainable Development Goals

UNDESA United Nations Department of Economic and Social Affairs

UPS Uganda Public Sector Human Resource Managers Network

UNPSA United Nations Public Service Awards (UNPSA)

USA United States of America

GIMPA Ghana Institute of Management and Public Administration

KSG Kenya School of Government

UMI Uganda Management Institute

UCLG-A United Cities and Local Governments of Africa

AAPAM African Association for Public Administration and Management

IHRM Institute of Human Resource Management

HRMAU Human Resource Managers of Uganda

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CONFERENCE

CONTENTS

EXECUTIVE SUMMARY ............................................................................................................................ 03

1. INTRODUCTION AND BACKGROUND ........................................................................................ 05

1.2 Objectives ................................................................................................................07

1.3 Methodology ...........................................................................................................08

2.0 OVERVIEW OF THE PROCEEDINGS ............................................................................................. 09

2.1 Opening Ceremony .................................................................................................09

2.2 Presentation Sessions ............................................................................................. 10

3.0 ELECTION OF NEW OFFICE BEARERS FOR THE APS-HRMNET ...............................................22

4.0 CLOSING CEREMONY .....................................................................................................................23

5.0 CONCLUSION .................................................................................................................................. 24

6.0 RECOMMENDATIONS ....................................................................................................................25

7.0 CONFERENCE DETAILS .................................................................................................................. 28

List of Participants ............................................................................................................ 31

Conference Programme .....................................................................................................46

Communique .....................................................................................................................53

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It was organised against the background

that on the 25th September, 2015, African

Countries joined the rest of the member states

of United Nations and adopted an ambitious

agenda to attain Sustainable Development

Goals the successful implementation of any

development Agenda will however, will require

Effective, Professional, Efficient, Accountable, Innovative and People Focused Public Sector

institutions and that the task of developing

the required Public Sector competences for

implementation of the Agenda 2030 and 2063

lies squarely with Human Resource Managers.

Human Resource Managers, therefore, need to

be conversant with the Agenda and understand

the implications on competence requirements

for the Public Service.

The 2018 Conference was hosted by the Uganda

Public Service Human Resource Managers’

Network (UPS-HRM net) the Ugandan Local

Chapter of the APS-HRMnet, supported by the

Ministry of Public Service of Uganda and was

attended by over 400 delegates. The Delegates

were from twenty-two (22) countries including

Benin; Burundi; Central African Republic;

Democratic Republic of Congo; Cameroon;

Egypt; Ethiopia; Ghana; Ivory Coast; Kenya;

Lesotho; Malawi; Mauritius; Morocco;

Mozambique; Nigeria; Rwanda; Senegal;

Sierra Leone; Somalia; South Africa; South

Sudan; Eswatini; Tanzania; Togo; Zambia;

and, United States of America as well as the

host Uganda. The conference was supported

The 5th Conference of the Africa Public Sector Human Resource Managers’

Network (APSHRMnet) from 27th to 31st August 2018 was held at the

Kampala Serena Hotel under the theme ‘’Human Capital: Sustainable

Future for Africa –Agenda 2030 and 2063”.

EXECUTIVE

SUMMARY

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CONFERENCE

by various international and national

organisations. Delegates included Ministers

of Public Service and other Ministers; Chief

Executives of Public and Private Entities;

Diplomats; Development Partners; Human

Capital Development Organizations; Policy

makers; Human Resource Managers;

Employers; Human Resource Information

System Designers and Developers; APS-

HRM-net Young Leaders, Local Government

Representatives; Civil Society Members;

Leaders of Labour Unions; Training firms and Institutions; Trainers from Institutes of Public

Administration and Civil Service Colleges;

Resource Persons; Consultants; Leaders of

Professional Associations.

The topics of discussion mainly aimed at

changing the mindset of HR Managers in the

African Public Service because they are very

strategic and of value to the transformation of

the African continent.

During the conference, it emerged that: many

countries have not formally recognized HRM

as a profession, and yet they need to have

appreciation of the SDGs and as enshrined in

the Agenda 2030 and 2063 targets in HRM

practice.

It was also noted that there is no established

mechanism of follow up to ensure key

recommendations are implemented yet

the annual APS-HRM-Net Conference is a

critical event for capacity development of HR

practitioners in Africa. It was further observed

that there is unnecessary tension between

employees due to the multi-generational

workforce with the older generations and

the younger generations viewing each other

as hard to work with; little and disjointed

documentation and recognition of innovations

that have taken place in the African Public

Service; and, very limited data analytics for

HR and decision making purposes.

In light of the above, delegates declared

commitment to the transformation of African

continent and especially the pursuit of

SDGs as well as the agenda 2030 and 2063

through the improvement of the HR practice.

They committed to: Focusing on enhancing

stakeholders’ understanding of the values

and principles of the Agenda 2030 and

2063 in HRM and the wider public service;

ensuring the integration of the values and

principles into core competences of the public

service; professionalizing of the HR practice;

Strengthening the membership of APS-HRM-

Net; localizing and mainstreaming SDGs

and Agenda 2030 and 2063 in all their work

processes, as well as; exploiting the strengths

that exist amidst the multigenerational public

service and to encourage each generation to

leverage the other(s).

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The Africa Public Sector Human Resource

Managers’ Network (APS-HRMnet)

is a professional network of Public

Sector Human Resource Managers in Africa.

The Association promotes and strengthens

excellence, integrity and professional standards

in the practice of human resource management

in Public Sector institutions in Africa. This is

done through networking, advocacy, research,

documentation, publication, consultancy and

training.

The conference was attended by Delegates

form twenty-two (22) countries including:

Benin, Burundi, Central African Republic,

Cote Devoir, Ethiopia, Ghana, Kenya, Malawi,

Mauritius, Morocco, Mozambique, Rwanda,

Senegal, Sierra Leone, Somalia, South Africa,

South Sudan, Swaziland, Tanzania, Togo,

Uganda, United States of America and Zambia.

The delegates included Cabinet Ministers,

Chief Executives of Public and Private Entities,

Diplomats, Development Partners (UNDESA),

Human Capital Development Organizations,

Policy makers, Human Resource Managers,

Employers, Human Resource Information

System Designers and Developers, APS-

HRMnet Young Leaders, Local Government

Representatives, Civil Society Members,

Leaders of Labour Unions, Training firms and

The 5th Conference of the Africa Public Sector Human Resource Managers’

Network (APSHRMnet) was organised by the Uganda Public Sector Human

Resource Managers’ Network which is the Ugandan Local Chapter of the

APS-HRMnet supported by the Government of Uganda through the Ministry

of Public Service and UNDESA from 27th to 31st August 2018 at the Kampala

Serena Hotel, International Conference Centre.

INTRODUCTION

& BACKGROUND

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CONFERENCE

Institutions, Trainers from Institutes of Public

Administration and Civil Service Colleges,

Resource Persons, Consultants, and Leaders

of Professional Associations.

The 5th APS-HRMnet capacity development

Conference was a successor conference to

previous ones hosted by various Governments,

notably Tanzania in 2009 where the APS-

HRMnet was launched, Benin in 2010,

Ethiopia in 2011 and 2014. The theme for

the Conference was ‘’Human Capital:

Sustainable Future for Africa –Agenda

2030 and 2063”.

It should be recalled that on 25th September,

2015, African Countries joined the rest of

the member states of the United Nations

and adopted an ambitious agenda to attain

17 Sustainable Development Goals with 169

targets. These include among others ending

poverty and hunger, improving health and

education, making cities more sustainable,

combating climate change and protecting

oceans and forests. All these are to be attained

by the year 2030. At the continental level,

more targets have been set to be achieved by

the year 2063. The theme of the conference,

therefore, rested on this foundation.

The successful implementation of any

development Agenda, however, requires

Effective, Professional, Efficient, Accountable, Innovative and People Focused Public Sector

institutions. Such desired state of Public

Sector institutions can only be attained

through their human resources since it is the

human resources that translate the rest of the

resources into results towards desired goals.

Participants during one of the sessions

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The 5th APS-HRMnet capacity development

Conference was, therefore, a continuation of

a convention set out in 2009 in Tanzania when

the Ministers responsible for Public Service in

Africa with support from the United Nations

Department for Economic and Social Affairs, (UNDESA), Division for Public Administration

and Development Management working with

Human Resource Managers in African Public

Sector institutions established the Africa

Public Sector Human Resource Managers

Network (APS-HRMnet) to champion the

capacities for Human Resource Management

in the Public Service in Africa.

The task of developing the required Public

Sector competences for implementation of

the Agenda 2030 and 2063, therefore, lies

squarely with Human Resource Managers who

needed to be conversant with the Agenda and

understand the implications on competence

requirements for the Public Service so that

they can develop and maintain such resources

through human resources strategies such as

training, talent management, performance

management, as well as mentoring and

coaching.

This report is a presentation of the details

of the conference and is organised under six

sections. Section one is this introduction and

background, objectives of the conference and

the methodology used. The proceedings of the

conference are covered in section two. Section

three covers the election of new office bearers, while section four briefly highlights the closing session, followed by the concluding remarks

in section five and the recommendations in section six respectively.

1.2 OBJECTIVES

On account of the cardinal role, human

resource managers play in delivery of services,

the conference was organised around the

following key objectives: To,

i. Enhance awareness and

knowledge of the 2030 Agenda

for Sustainable Development

Goals (SDGs) and African Union

(AU) Agenda 2063 among Human

Resource Managers in Africa.

ii. Clarify the implications of

implementing Agenda 2030 and

2063 on human resource in the

Public Sector.

iii. Identify core competences

required to achieve development

goals in Africa, and how they can

be built.

iv. Strengthen linkages and create

partnerships amongst Ministries

responsible for Public Service,

Local Governments, Private Sector,

Civil society and Management

Development institutes to achieve

Sustainable Development Goals.

v. Enable the Sharing of best and

successful Human Resource

Practices for enhancement of

productivity and service delivery

for replication.

vi. Enhance awareness of the Africa

Public Service Charter

vii. Spell out a roadmap for

mobilisation of Capacity

Development and Leadership of

Public Sector Human Resource

Managers for achieving the SDGs

and Agenda 2035.

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CONFERENCE

1.3 METHODOLOGY

The Conference was highly participative

through the following methods:

i. Plenary presentations and

discussions.

ii. Demonstrations.

iii. Concurrent workshops/Parallel

Tracks.

iv. Practical presentation of case

studies.

v. Panel discussions on specific topics.

vi. Networking group meetings

vii. Tourist excursions and a cultural

gala

This combination provided an approach that

would result into an enriching experience for

all delegates.

A particpant following the conference

proceedings

Following is the overview of proceedings of the

conference.

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2.1 OPENING CEREMONY

The 5th APS-HRMnet Annual capacity building

Conference was officially opened by the Rt. Hon. Gen. Moses Ali, the 1st Deputy Prime Minister

of the Republic of Uganda. The dignitaries

who graced the opening session with remarks

included; – Hon. Muruli Mukasa, the Minister

of Public Service of Uganda, Mr. John Mitala,

the Head of Public Service and Secretary to

Cabinet, Republic of Uganda, Mrs. Catherine

Bitarakwate Musingwiire, the Permanent

Secretary Ministry of Public Service, Uganda,

Mr. George Yambesi, the President APS-

HRMNet and Mr. Mabonga Mike Wambi, the

President UPS-HRMNet.

OVERVIEW OF

THE PROCEEDINGS

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CONFERENCE

Prof. Lumumba and Mr. John Mitala - Head of Public Service Uganda, keenly following proceedings

2.2 PRESENTATION SESSIONS

Mrs. Sezi Mbaguta, former Minister of State

for Public Service Uganda, who is also the

Matron of APS-HRMnet, laid the foundation

for the five-day conference with a key note address.

In her address, she highlighted the evolution

and growth of the Human Resource

Management function from what it was

previously (personnel management) into a

key strategic ally (strategic human resource

management)for any organisation that seeks

to effectively realise its strategic objectives, the implications of implementing international

development goals by adopting strategic

human resource management practices which

focus on: Developing a set of new competences

both for the human capital specialists and line

managers, strengthening partnerships and

collaboration between the public sector, civil

society and Private sector, ethics and integrity

in service delivery and professionalising the

human resource function among others. She

concluded the key note address by noting

that ‘unlocking human capital for sustainable

development is a clarion call to which Human

Capital Practitioners must all pay attention’.

2.2.1 Sustainable Development Goals (SDGs) and the African Union Agenda 2063 in Africa: Challenges and Prospects

Prof. Sali Kayunga Simba in his presentation

emphasized that Africa has the potential

to realise the Sustainable Development

Goals and Agenda 2063. He noted that

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unfortunately, it seems like Human Resource

is not at the table of Agenda 2030 where the

planning for development is done yet without

Human Capital there is no economic growth.

He cautioned that SDG’s are country specific and Countries should target what they can

achieve with resources available. He pointed

out the need to domesticate agenda 2030

and 2063 by National Planning Authorities

of respective countries and include them in

the training curriculum. Additionally, he

cautioned that SDGs can only be achieved

through partnerships and that growth cannot

be achieved without productivity of the human

resource. He also observed that development

agendas have common areas which should

lead to a common planning framework and

collaboration during implementation.

2.2.2 Implementing Agenda 2030 and 2063: Key Competences for Public Officers (Panel Discussion)

During this session, the panelists noted that:

i. There is need to extract the

key principles and values from

the Agenda 2030 and 2063

respectively and embrace them.

ii. It is these principles and

values that will determine the

competencies needed.

iii. There is need to cascade the

agendas at the country, sector,

and local government levels for

implementation.

iv. There is need to leverage

collaboration and partnerships

and avoid competition

v. The value of equity will determine

the competencies required and the

monitoring and evaluation of the

agendas.

vi. The key competencies identified were: inclusion, equity, integration,

resilience, transformation,

collaboration, accountability,

integrity and honesty, strategic

thinking, systems thinking, and

political savviness.

It was noted that the 2030 and 2063 agendas are

qualitative in nature and call for a good society.

HR managers must, therefore, necessarily be

brought to the table where strategies and plans

are made and that governments need to look at

priorities and find out what has been achieved and what has not, and be able to address the

gaps.

2.2.3 Leadership and Promoting a Mindset and Culture Change for Practical Innovations (Panel Discussion)

In this session, the panelists noted the need to:

reflect on the current and the future of public service, be innovative to improve performance.

This could be achieved, for example, by doing

little things like setting aside time to discuss

simple activities unrelated to the core mandate

of organizations. Examples cited include

wellness exercises, reward and encouragement

for innovation in public service, identification of talents and support to employees to focus

on their strengths and talents.

In this regard, HR was challenged to change

its mindset to accommodate the millennial

workers without requiring them to comply

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CONFERENCE

with the rules that generation X lived with. The

panelists identified the following challenges: rules and policies being too stringent and

hence stifling innovation, the tedious work spent on salaries and pension processes, low

pay and the inability to effectively manage the millennial workers especially by HR

and general managers who belong to the

Generation X era.

2.2.4 Strengthening Partnerships and Collaboration between the Public Sector, Civil Society and Private Sector

In this session, participants underscored

the need for both Public and private Sector

HR managers to make themselves relevant

by embracing and supporting the adoption

of excellent private sector practices and vice

versa. This kind of interaction between public

and private sector human resource players

can help support better implementation of

activities to realise the two development

agendas

Limited sharing of experiences amongst

countries with regard to how the public and

private sectors interact and support each other

in partnerships to build HRM capacities was

identified as a gap.

Mr. Jim Mugunga, Ms. Allen Asiimwe &

Mr. Richard Sewakiryanga, during a panel

discussion

2.2.5 The State of Human Resource Management: The African and Global Perspective

This session had two parts: The first presenter, Ms. Odette Ramsingh – Deputy President

of the APS-HRMNet, used the example of

football and the metaphor of “Own goals” to

underscore the point that in the African HRM

practice, ‘scoring own goals’ was too prominent

and a norm. She challenged delegates to be

more confident and robust to achieve the transformation agenda, noting that some

executives have seen HR practitioners as not

impressive and delivering to their expectations.

This, she noted, is a critical challenge that

should be tackled. She also emphasized that

despite the various demographic changes,

most HR practitioners still carried along traits

of establishment and personnel management

eras and this curtails the HR performance

in the transformation agenda. The need to

integrate Technology and Communication in

HR was emphasised. She further observed the

need for HR practitioners to fully understand

the business of the organisation, create

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innovative solutions, think strategically and

be able to provide data showing the positive

impact of HR initiatives. She also called for

effective collaboration between the Chief Executives and the HR professionals. She

proposed focus areas to emphasise for HR

as being: Leadership, Culture, and Talent

management.

The second presenter Mr. Neil Reichenberg

– Executive Director of IPMA-HR, USA

highlighted the existence of a generally

negative perception of all others professions

towards the HR function and highlighted

the need for HR managers to seriously think

of repositioning their ability to move from

transactional to strategic HR practice.

2.2.6 True HR Transformation and Evidence Based Policy Making: The Role of Human Resource Data Analytics

In her presentation, Ms. Dorcus Wainaina the

CEO of Institute of HRM – Kenya, highlighted

the changes in the scope of the Public Service

in Africa, observing that public services are

now provided to populations which are much

larger, more demanding and increasingly more

informed about their rights and obligations.

Consequently, Public Sector HRM has the more

challenging task of ensuring that employee

performance meets the complex expectations

of the growing and informed populations, as

well as political leaders.

This change in the operational environment,

she noted, call for the HR practitioners to

embrace transformation to remain relevant

and acceptable. Such transformation calls for

changes in the way HR practitioners create

and manage data and highlighted several

dimensions of data management that included:

Volume; Capacity; Veracity; Uncertainty;

Velocity; Quantitative; Qualitative;

Triangulation and Energy.

She observed that unfortunately, HR

departments have largely shunned analytics

and focused on automating previously manual

personnel processes. She challenged HR

managers in Africa to move away from data

automation to analytics to avail information

for valid and quick decision making.

She urged HR managers in Africa to embrace:

Self education by taking advantage of the

various learning formats and opportunities;

Understanding the difference between Metrics and Analytics; Understanding the business;

Conferring with Business Leaders and starting

small by Keeping the HR analytics small and

simple initially and going for a few quick wins

while predicting how the workplace will look

like in the future.

2.2.7 Ethics and Integrity – Repositioning Service Delivery

In this session, Prof. Patrick Loch Otieno

Lumumba, Director of the Kenya School

of Law decried neo colonial mentality of

Africans. He noted that professionals on the

African continent act in ways that exhibit

contradictions between culture, ethical

conduct and integrity and lack national ethos

that define what must and must never be done especially in the public sector.

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CONFERENCE

He emphasized that for transformation to take

place, individual public service HR managers

must change and seek to change and that such

transformation is possible when civilizations

and people decide to move in one clearly

defined and universally beneficial direction.

He also pointed out the unfortunate vice of

corruption where many leaders have been

associated with questionable situations

especially in regard to self-aggrandizement in

various forms. He noted that ethical conduct

is “doing the right thing because it is the right

thing”. He observed that many HR managers

in Africa approached the public service with a

purely colonial influenced approach, had some elements of the behavior of reaping where

people have not sowed and the unfortunate

fact of looking at all people, societies and

countries like they were homogenous.

He underlined the importance of ethical

conduct because it models ethical behavior to

the organization and the community builds

trust, brings credibility and respect, both for the

individual and the organization. Furthermore,

it leads to collaboration, creates a good climate

within the organization, is simply the right

way to go and that ethical leadership affords self-respect.

He finally listed some critical requirements to professionalize HRM in the African Public

Service anchored on: strong institutions, home

grown laws and policy frameworks, good men

and women, civic education, national culture

and ethics, collaborations amongst countries,

space for competition, use of endogenous

resources in the process of development and

instituting and activating sanctions for the

corrupt.

2.2.8 Transformational Leadership Capacity in Public Sector Institutions

Dr John Mary Kauzya of UNDESA, in his

presentation highlighted Africa’s sustainable

development challenges and noted that the

challenge is how to tackle Africa’s interests

in a world of increasing inter-dependency

and the need to establish legitimate and

sustainable state institutions while leading

large scale transformation. He explained how

transformation is well expressed in global,

regional and national development strategies

but emphasized the need to reflect and discuss the kind of leadership needed for such agenda

as transformational leadership.

He cautioned delegates against the error of

focusing on the 17 SDGs without emphasizing

the values and principles that are enshrined

in the preamble such as the notion of

transformation, the P’s of the 2030 agenda,

the integration, leaving no one behind,

Partnerships, Resilience, and inclusive growth.

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Mr. Kauzya making a presentaion on

transformational leadership

The presenter noted that transformational

leadership in the 2030 Agenda includes: the

people, planet, prosperity, poverty eradication,

peace in freedom and partnership and that no

leader can deliver development to the people.

Instead, it is the people that develop their

societies. In this regard, both the leaders and

the led need to understand that development

is not a package to be handed out but about

inspiring, mobilizing and motivating people to

work together for development.

He proposed a model to verify transformational

leadership effectiveness by examining three elements which include; the leader’s strategy,

achievements, speech and action. He then

pointed out the need for a vision-driven

results based transformational leadership

which consists of Mission driven strategic

leadership, anticipatory planning, and results

based accountability and integrated leadership

system which must be shared by the people.

He challenged delegates to view leadership

as integrated and permeating at all levels of

society and avoid the usual mistake of always

looking at central government. He pointed

out that transformational leaders must focus

on transforming society, individuals, and

institutions. He also called on delegates to

always work for social equity if they are to truly

be transformational on the large-scale.

He further challenged all to embrace a paradigm

shift of transformation of governance from

autocratic to transformational leadership and

called on Africa to start relying on own thinking

and reducing the influence of external forces. He recommended that development should be

all inclusive, leaving no body behind and the

major target should be the most vulnerable in

society, and this needs an ideology which is

people focused.

2.2.9 Decentralisation of Service Delivery in Africa: Implications for the SDGs and Agenda 2063

In her presentation, Dr. Zarrouk Najat

informed the conference that decentralisation

was a complex policy with many actors who lack

commitment and are uncertain about reforms.

She highlighted the benefits of decentralisation with the end result being improving and easing

service delivery. She observed that there are

challenges of implementing SDGs and Agenda

2063 in the current geopolitical context both

at national level and sub national level and

these include: the inadequate human capital,

resources and a poor work environment in

local governments among others.

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CONFERENCE

Dr. Zarrouk Najat delivering a paper on

decentralisation of Service Delivery in Africa

The discussant, Mr. Ben Kumumanya, the

Permanent Secretary of Ministry of Local

Government in Uganda said local councils have

better information about the local preferences

and can allocate resources in accordance

with the needs of the local communities.

He noted that the ingredients of successful

decentralization include; commitment by

various stakeholders, appropriate legislative

framework, appropriate systems and

resource allocations, accountability and

checks and balances. He, however, informed

the conference that there is a high turnover

of skilled staff from local governments to central governments which in-turn cripples

implementation of Agenda 2030 and 2063.

Mr. Ben Kumumanya, Permanent Secretary

Ministry of Local Government, Uganda

2.2.10 Technological Advances: Implications for Human Resource Policies and Practices

Mr. David Mushabe the presenter informed the

conference that human resource is threatened

by technology which will in the future take

over the work done by professionals. He noted

that today, millennial workers are doing the

jobs that did not exist 2 years ago and 65% of

school graduates will be doing jobs that have

not been invented yet. He gave the example

of robotics that can make calls to clients and

replace people in customer service jobs.

Technology advancement will have adverse

impact even on the crucial function of the HR

managers, leaving them with only complex

tasks such as building relationships.

This, therefore, presents a challenge for

the HR Managers to rethink HR policies

and Practices in the wake of technological

advances at the workplace. In addition, there

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is need to redefine sourcing and recruitment to take advantage of technology. For instance,

technology can be used to create linkages with

Universities to verify academic documents

without receiving hard copies of documents.

Mr. David Mushabe- CEO SMS One making

a presentation on Technological advances

and their implications on HRM

He observed challenges such as reluctance

to change by stakeholders, inadequate skill

sets, loss of jobs occasioned by automation, IT

security issues and unclear legal frameworks.

He concluded that technology is already

changing work and that constant learning

and upskilling is no longer the differentiator. The HR function will need a fundamental

rethink and life skills being the major focus

for practitioners because it is impossible to

automate life skills.

The conference observed that there are no HR

policies to deal with constant technological

changes and that HR Practitioners must

embrace technology. It was also noted that

HR jobs are changing and the example was

that increasingly, organizations want HR

Analytic specialists not HR officers. Fears were, however, also raised of the possibility

of cybercrime in HRM being worse than in

manual processes.

2.2.11 Making it to the Boardroom

This session had two presenters: Dr. Mary

Theopista Wenene, the Secretary to the Health

Service Commission, Uganda emphasized

that there is need for an increased presence of

Human Resource Managers in the Boardroom.

Human Resource Managers must, however,

have the necessary capacity to contribute to

national development and the attainment of

millennium development goals. She pointed

out that authority of public officers stem from public trust and advised that some key values

must always be displayed at individual level

and these include; Respect for Authority,

Acquiring Trust, Teamwork and Quality as

a unique personal signature. She informed

the delegates that Boardroom authority

arises from public trust; unwavering focus

on the strategic direction/public good; value

addition to the Boardroom; Negotiating

positions; Perseverance when negotiations

fail and Innovative ways of addressing which

issues have to be deployed. She noted that

HR managers should be willing to learn on

continuous basis and be good communicators.

She concluded by encouraging delegates that

Systems are in place to deliver them to the

Boardroom and when there, it is an opportunity

to add value and utilize it to contribute to the

transformation of society.

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CONFERENCE

In the second part of the presentation, Ms.

Florence Wachira, Vice President, APS-

HRMnet (EA) put a gender touch to the subject

and pointed out the need for equity to benefit both men and women in matters of accessing

the boardroom. She reminded the delegates

the African perception of a woman which

should not affect the way HR Managers look at women and men.

2.2.12 Social Security Protection (SSP): A Must for a Sustainable Future for Africa HR

In this session, it was pointed out that the

major aim of Social Security Protection is

to increase human dignity in relation to the

Agenda 2030 and 2063 especially Goal N0. 1

of Agenda, 2030 of ending poverty. A number

of issues were noted including; the measure

of poverty using the $2 USD per day is not

fair in Africa because it will not drive poverty

out of African societies; 90% of employees in

Africa are not covered by SSP and, therefore,

there is need for political good will to ensure

that employees have social protection during

old age; and Global SSP has emerged as

an important invention for supporting the

population to maintain acceptable level of life.

The call for social protection programmes

is not only based on human rights or moral

grounds, but on the belief and fact that social

protection is an important instrument for

economic growth. It is an investment in human

capital development which is no less important

than investments in physical infrastructure.

Social protection contributes significantly to reducing poverty and inequality, and that

it is a peace and security token for all. Social

protection remains a vital tool for achieving

inclusive growth and social cohesion in Africa.

The presenter also highlighted various forms

of social security. In addition, the following

challenges were noted: Earlier than expected

exits of service by employees which affects savings in the available retirement schemes;

Intergenerational linkage of the workforce

in Africa discourages the young generation

from hard work because those who retire

are miserable due to lack of sustainable SSP

schemes.

It was recommended that HR managers

should be proponents for an environment

where: Retirements benefits should not be the only source of benefits for employees. Employees should look at other available

opportunities; plan and help themselves to

come up with own schemes and projects to

help them improve their incomes during

old age. HR practitioners can identify the

best SSP schemes for employees and guide

them to take up such schemes to help them

during their retirement, old age and in case of

incapacitation. Furthermore, HR practitioners

should persuade organizations to adopt social

security schemes because they benefit the organizations in terms of recruitment and

retention of skilled employees, motivation of

employees and good image for the employer

amongst others.

19



2.2.13 Managing a Multi- Generational Work-force

In this session, Mr. Francis Kamulegeya,

Country Senior Partner – PwC highlighted

the different generations currently in the workplace, what HR Managers need to

consider when working with different generations, how the different generations in the workplace define success, conflicts that may arise in the workplace between

generational values and expectations; how to

motivate, coach, mentor and reward different generations in the workplace; Understanding

the millennial generation and getting the deal

right and bridging the generations gap in the

workplace.

The conference noted that the Public Service

is facing numerous challenges including an

aging workforce, under funding, too much

bureaucracy, rapid changes in technology,

high demands from the public and shortage of

key talent. Despite all the foregoing, not much

has changed in the Public Service as too much

focus remains on adhering to established

(and in most cases outdated) processes,

procedures and protocols and that the ability

to attract and retain key talent in this new era

of the knowledge worker will be vital for any

government and public service organisation

that wishes to deliver on their long term

strategy and vision.

Aligning service provision and talent

management strategy is particularly important

in the public sector with the latest set of

employees entering the workplace. It was also

noted that for the first time in the corporate world, we now have four generations in the

workplace working alongside each other.

The presenter also provided key take-away

messages pointing out that managing talent

of the knowledge worker in this digital age

requires Human Resource Managers to: Invest

time, resources and energy to stay connected

to their people; create and encourage a flexible work culture, fully leverage technology;

introduce and accelerate opportunities for

international or rotational experience; value

their values and understand their personal

goals; Increase transparency and fairness

around compensation, rewards and career

options; teach people skills and not just

business processes; show people that HR cares,

and tell them to build a sense of a community

in the workplace, collegial collaborative

teamwork; Share the big picture by explaining

the what, how and why; get the deal right and

communicate it clearly and regularly check on

people before they check out.

2.2.14 Leading and Promoting a Mindset and Culture Change for Practical Innovations

In this session, Mr. Pius Bigirimana, the

Permanent Secretary in the Ministry of

Labour, Gender and Social Development in

Uganda, noted that although technological

advancement has sky rocketed, enlightenment

reached all corners of the continent,

connectedness achieved beyond the continent,

colonial masters returned to their Metropolis,

the African Public service has increasingly

become a laughing stock. Service delivery is

a mockery of the past glory due to a pathetic

lack of ethos and focus on the citizens. There

is increasing corruption, nepotism, economic

deprivation and environmental degradation,

20



CONFERENCE

inadequate selflessness, absence of the Public spirit, and poverty amidst plenty.

It was observed that this situation requires an

urgent rebirth and rediscovery of the Public

Service. This paper was, therefore, a call for

a drastic shift in the paradigms of the Public

Services across Africa. The presenter dwelt on:

the case for changing Organisational Culture;

why innovation; organisational culture and

Innovation; Building a Risk-Averse Culture;

Reward for Innovating; Having Flexible Rules

and Regulations and the necessary Resources

for Innovation. He also provided tips on how to

become innovative and concluded by sharing

personal experiences at leading innovation at

the Work place.

2.2.15 Demystifying Performance Management: Revolutionalising the 21st Century Workplace the case of the United Nations Public Service Awards

In this session, the presenter Ms Kim noted

that the United Nations Public Service

Awards (UNPSA) recognizes excellence in

public service at the global level. This was

launched in 2003 in order to promote and

support innovations in public service delivery

worldwide. Since the adoption of the 2030

Agenda for Sustainable Development, the

UNPSA continues to promote and reward

innovation and excellence in public service in

support of the realization of the SDGs and the

principles of leaving no one behind.

The UNPSA is organized and managed by the

United Nations Department of Economic and

Social Affairs (UNDESA), through its Division for Public Institutions and Digital Government

(DPIDG).

Delegates were informed that the purpose of

the UNPSA was to: Highlight innovations;

Reward excellence; Motivate public servants;

Enhance professionalism; Raise the profile of public service; and Collect and disseminate

successful practices. The eligibility, selection

procedure and how to apply for consideration

as well as conditions for disqualification of an award were highlighted.

2.2.17 Ministers’ Conversation: Attracting and retaining talent in the Public Service for the attainment of 2030 and 2063 Development goals

Hon. David Karubanga, Minister of State for

Public Service in Uganda; Hon. Blaiz – Cabinet

Minister in the Central African Republic;

Dr. John Kauzya from UNDESA and Dr.

Zarrouk Najat were the panelists. The session

was moderated by Mr. Peter Kibazo. In the

discussion, participants examined: -

i. The attraction and retention

of talent that requires creating

a good environment for work,

recognizing innovation and

motivating employees to work.

ii. The difficulty of retaining an employee without understanding

their expectations.

21



iii. The importance of having a culture

that speaks to organizational

goals which millennial workers

will adopt. Noted that while

some policies may not favour the

interest of millennial workers, HR

practitioners should, therefore,

not focus on searching for the

superman or super woman when

searching for talent. They should

take the common man, support

them to work and let them work.

iv. The degree of freedom and

flexibility accorded by managers to let people work.

v. The frameworks implemented

by HR Managers for managing

and sanctioning talent in order to

retain talent.

vi. Coaching and mentoring, training

and life-long learning as ways for

effective attraction and retention of talent.

vii. The importance of training and

continuous learning in retaining

talent since Job profiles change overtime rendering the talent

hired being irrelevant to the job

needs.

2.2.18 Off Site Study Tours

On day four, delegates had an Offsite Excursion to the Source of the Nile through Namugongo

Martyr‘s Shrine. In Jinja, delegates toured

the Civil Service College, Uganda where they

planted trees according to their countries of

origin. A special cultural gala was later held at

Ndere Troupe.

Elections for new office bearers were held and conducted in accordance with the APS-

HRMnet Constitution. The results of the

elections were as follows:

22



CONFERENCE

Office Elected Office Bearer

President Ms. Savia N. Mugwanya, Uganda

Deputy President Dr. Najat Zarrouk

Vice President – North Africa Prof. Laila El Baradei

Vice President – South Africa Dr. Dovhani Mamphiswana

Vice President – East Africa Mr. Amos L. Nnko

Vice President – Central Africa Mr. Ngambo Fondjo Pierre Vincent

Vice President – West Africa Dr. Ansu Tucker Samuel

ELECTION OF NEW

OFFICE BEARERS FOR

THE APS-HRMNET

23



This was followed by closing remarks

from Mr. Mike Mabonga - President

of UPSHRM-net and Mr. George

Yambesi- President of APSHRM-net. In his

official closing speech, Hon. David Karubanga the Minister of State for Public Service in

the Republic of Uganda, reminded delegates

that the conference was meant to enhance

awareness of the international development

A conference communiqué was presented and unanimously adopted.

The communiqué is at Annex 21. This was followed by presentation

of the roadmap for the 6th APS-HRMnet Conference. The Kingdom

of Morocco accepted to host the 6th Annual conference, 2019.

framework and expressed his hope that the

HR Managers had picked skills necessary to

relevantly position themselves. He urged

them to continue with efforts aimed at getting the best out of public service employees all

over Africa. He called upon member states

represented to ensure the ratification of the Africa Public Service Charter.

CLOSING

CEREMONY

24



CONFERENCE

The conference was a great opportunity to:

Enhance awareness and knowledge of the

2030 Agenda for Sustainable Development

Goals (SDGs) and African Union (AU)

Agenda 2063 among Human Resource

Managers in Africa; Clarify the implications

of implementing Agenda 2030 and 2063

on human resource in the Public Sector;

Identify core competences required to achieve

development goals in Africa, and how they

can be built; Strengthen linkages and create

partnerships amongst Ministries responsible

for Public Service, Local Governments,

Private Sector, Civil society and Management

Development institutes to achieve Sustainable

Development Goals; Enable the Sharing of

experiences on Human Resource Practices

for enhancement of productivity and service

delivery for replication; Enhance awareness

of the Africa Public Service Charter; and, Spell

out a roadmap for mobilisation of Capacity

Development and Leadership of Public Sector

Human Resource Managers for achieving the

SDGs and Agenda 2035.

Generally, the 5th Africa Public Sector Human Resource Managers’ Network

Conference was a success.

CONCLUSION

25



During the deliberations,

observations and discussions, the

conference made the following key

recommendations.

1.1 To achieve the Sustainable

Development Goals and the

African Union Agenda 2063, there

should be systematic efforts made by countries on the continent

bearing in mind the bottlenecks

the continent faces today. This

should be complimented by a

convergence of HRs to align the

development agenda.

1.2 The key principles and values from

the Agenda 2030 and 2063 should

be extracted and embraced by all

key stakeholders on the continent.

1.3 HR managers should be brought

to the table where strategies and

plans are made bearing in mind

governments’ priorities and what

has been achieved, what has not to

address the gaps.

1.4 There should be engagement of

Local Governments in the planning

and implementation of these great

initiatives bearing in mind the

different levels of social, political and economic development.

1.5 Pupularisation of the SDGs and

the Agenda should be undertaken

by countries to facilitate their

integration in the HR work.

1.6 Leading and promoting a mindset

and culture change for practical

innovations requires HR managers

to devise approaches that ensure

that Africa has human resources

with the right competences and

attitude for the delivery on the

development of the SDGs and the

Agenda.

RECOMMENDATIONS

26



CONFERENCE

1.7 HR managers should critically

reflect and establish the actual role they play to ensure acquisition

and retention of the required

competences for Africa to attain

Agenda 2030 and 2063.

1.8 Policy makers and implementers

on the continent should avoid the

error of focusing on the 17 SDGs

without emphasising the values

and principles enshrined in the

preamble.

1.9 Development should be all

inclusive, leaving nobody behind

targeting the most vulnerable in

society with an ideology of people

focus.

1.10 The challenge of the mismatch

between labour supply from

education institutions and the

demand side from the public

sector should be addressed.

1.11 There should be cross fertilization

of best practices in the private

sector to the Public sector and vice

versa to strengthen partnerships

and collaboration between the

public sector, civil society and the

private sector.

1.12 Countries on the continent should

share experiences on how they have

translated the SDG accountability

score card into government policy

as an impetus for private and civil

society interest.

1.13 HR managers should embrace

and enhance performance use

of data analytics as a weapon for

true transformation and evidence

based policy making on the

continent.

1.14 There should be a convergence

in understanding the concept of

ethics and integrity in relation

to repositioning of public service

delivery on the continent.

This should be done through

establishment and documentation

of lessons and successes that

have been made and whether the

successes were due to compliance

or ownership.

1.15 Human Resource Managers

should have a paradigm shift from

personnel management and adopt

new practices under strategic

human resource management.

1.16 African HR should embrace

leading by example and the practice

of encouraging an environment

that nurtures and promotes home

grown HR solutions to African

problems.

1.17 HR professionals should

provide strategic support to

organizations through provision

of data linked to the overall

goals of their organizations,

coaching subordinates, navigating

change and building meaningful

organizational culture.

1.18 HR Managers should overcome

their inferiority complex and

stop apologizing, break the silos

and integrate with the business

and other functions and move

organizations forward as leaders

and not as just partners.

27



1.19 Professionalising HR should not

be done in isolation of other areas

of public administration and

management including finance and administration, procurement,

planning, amongst others

both at the centre and in local

governments.

1.20 HR practitioners should not be

a jack of all trades. They should

endeavor to specialize in particular

areas of HR and become HR

experts.

1.21 For HR to be professionalized

there should be respect for already

existing structures, rules and

regulations.

1.22 Legalizing HR as a profession alone

will not professionalize HR but HR

practitioners should improve their

practice, knowledge, integrity, etc

in order to position HR to shape

Africa’s Public service.

1.23 Professionalizing HR should

start by putting in place the

legal framework which should

specify the nature of skills and

competencies required and the HR

code of ethics among several.

1.24 Human Resource managers

should develop the necessary

capacity to contribute to national

development goals.

1.25 HR Managers should be ready and

willing to learn on a continuous

basis and be god communicators.

1.26 HR managers should be

proponents for an environment

where retirements benefits should not be the only source of benefits for employees’ social security.

1.27 HR practitioners should

identify the best SSP schemes

for employees; guide them to

take up such schemes for their

retirement, old age and in case of

incapacitation.

1.28 HR practitioners should persuade

organizations to adopt social

security schemes because they

benefit the organizations in terms of recruitment and retention of

skilled employees, motivation of

their employees and good image

for the employers.

1.29 Human Resource Managers

should invest time, resources and

energy to stay connected with

employees; create and encourage

a flexible work culture, fully leverage technology; introduce

and accelerate opportunities

for international or rotational

experience; value their values and

understand their personal goals.

1.30 HR managers should equally

increase transparency and fairness

around compensation, rewards

and career options; teach employee

skills and not just business

processes; show employees that

HR cares and build a sense of a

community in the workplace.

28



CONFERENCE

CONFERENCE DETAILS

29



Our esteemed Delegates, this is an opportunity to explore the Pearl of Africa

besides the core business of the Conference.

Besides the Study Visit scheduled during the Conference, you will also be treated to exquisite

entertainment in one of the most vibrant cultural centre of the Country, where you will have a

display of the rich culture of Africa.

You will have a feel of various Human Resource Solutions and get exposed to HR Technologies

and Innovations from various institutions within and outside Uganda through the exhibitions.

This should not limit the opportunity at hand to explore the natural beauty and endowments in

the country such as Queen Elizabeth National Park, Kidepo National Park, Sipi Falls, Uganda

Wildlife Centre, Paraa Lodge, the numerous Forest Lodges in Kasese, Mabira, Mountain Gorillas

among other tourist attractions.

In case you want to use this opportunity to visit these sites, stay for a few days or weeks after the

Conference to visit these sites.

Any delegate who wishes to explore these options should notify the Delegates Desk at:

[email protected]/[email protected],

Or call +256-772419959 and +256-777912968

Or directly contact the Service provider on

www.greatlakessafaris.com/ www.ugandalodges.com

Fiona.greatlakessafaris: +256-702-656215

PLANNING FOR AN EXCITING TIME DURING THE

5TH APS-HRMNET CONFERENCE, 2018

30



CONFERENCE

31



LIST OF PARTICIPANTS

NO. NAME ORGANISATION

1 AARON BIRIMBO UGANDA HUMAN RIGHTS COMMISSION

2 ABARU SARAH MINISTRY OF INTERNAL AFFAIRS

3 ABIRU LYDIA OLIVU ARUA DISTRICT LOCAL GOVERNMENT

4 ACHEN ANNET NANCY MINISTRY OF PUBLIC SERVICE

5 ACKAH MEIZAN GUILLAUME UNDESA/EXPERT GROUP

6 ACOR JESCA ATIM KAPELEBYONG DISTRICT LOCAL

GOVERNMENT

7 ADROA GODFREY OYO MINISTRY OF HEALTH

8 AGNES BIRUNGI STATE HOUSE

9 AHIMBISIBWE THERESA MINISTRY OF GENDER LABOUR & SOCIAL

DEVELOPMENT

10 AISHA WAMPANDE JINJA MUNICIPAL COUNCIL

11 AJIAMBO TOPISTER NUYDC

12 AJIDIRU WINNY MINISTRY OF WORKS AND TRANSPORT

13 AKELLO SUZAN HARRIET MINISTRY OF PUBLIC SERVICE

14 AKIDE IRENE LIRA DISTRICT LOCAL GOVERNMENT

15 AKULLU JASINTA OYAM DISTRICT LOCAL GOVERNMENT

16 AKUTU SAMUEL BUKEDEA DISTRICT LOCAL GOVERNMENT

17 AKWERO BETTY OMUA AMURU DISTRICT LOCAL GOVERNMENT

18 ALBERT KAKAMA INTRAHEALTH

19 ALBERT MWESIGWA UNMA

20 ALINGA JOSEPHINE STELLA MINISTRY OF GENDER LABOUR & SOCIAL

DEVELOPMENT

21 ALIWONYA LYDIA S. MINISTRY OF AGRICULTURE ANIMAL

INDUSTRY AND FISHERIES

22 ALLAN R. MUHEREZA MINISTRY OF PUBLIC SERVICE

23 ALLEN ASIIMWE AVID DEVELOPMENT

24 AMODING RACHEAL AMURIA DISTRICT LOCAL GOVERNMENT

25 AMON NATURINDA KANUNGU DISTRICT LOCAL GOVERNMENT

32



CONFERENCE


26 AMONDING JENNIFER JUDICIAL SERVICE COMMISSION

28 AMOS L. NNKO MUHIMBILI UNIVERSITY- TANZANIA

29 AMURIAT BERNARD PA/UGANDA REVENUE AUTHORITY

30 ANDREW ABUNYANG MAKERERE UNIVERSITY KAMPALA

31 ANDREW MUJUNGU S.K MINISTRY OF PUBLIC SERVICE

32 ANGUZU COX ALFRED MINISTRY OF DEFENCE AND VETERAN

AFFAIRS

34 ANNET M. MUSINGUZI OFFICE OF THE PRIME MINISTER

35 ANYAGO LOYCE BUKEDEA DISTRICT LOCAL GOVERNMENT

36 ANYANGO ELIZABETH TORORO DISTRICT LOCAL GOVERNMENT

37 APIO FINELLA KOLE DISTRICT LOCAL GOVERNMENT

38 ASIIMWE JANE MATTE MINISTRY OF PUBLIC SERVICE

39 ASIIMWE LUCY MINISTRY OF PUBLIC SERVICE

40 ASIIMA LORNA ALLEN OFFICE OF THE PRESIDENT-UGANDA

41 ASSIH ATISSIM MINISTRY OF PUBLIC SERVICE, GHANA

42 ATHIENO MARCELLINA TORORO DISTRICT LOCAL GOVERNMENT

43 ATIM MIRIAM OCHAYA HEALTH SERVICE COMMISSION SC

44 ATOO JULIET MINISTRY OF PUBLIC SERVICE

45 ATUHEIRWE HERBERT B. OFFICE OF THE PRESIDENT-UGANDA

46 ATWEBEMBEIRE DEZ MINISTRY OF WATER AND ENVIRONMENT

47 ATWINE DOMINIC MBARARA MUNICIPAL COUNCIL

48 AVAYO GODFREY MUNI UNIVERSITY

49 AUGUSTINE SEVERINO OTEBA TORORO DISTRICT LOCAL GOVERNMENT

50 BABRA IRAKIZA LRC

51 BADARA SAMB CGLU/SENEGAL

53 BAKO ASHATU UGANDA ELECTRICITY DISTRIBUTION

COMPANY LIMITED

54 BAKOBAKI JACKLINE UGANDA WILDLIFE AUTHORITY

55 BANABAANA MOLLY KABALE REGIONAL REFERAL HOSPITAL

56 BARBRA NABWIRE MINISTRY OF WORKS AND TRANSPORT

33




57 BEATRICE GASORE KIHIHI TOWN COUNCIL

58 BEATRICE LAKOT EACC - MINISTRY OF WORKS AND

TRANSPORT

60 BENARD BWIRE NITA - U

61 BENON KIGENYI MINISTRY OF GENDER LABOUR & SOCIAL

DEVELOPMENT

62 BENON TWINEOBUSINGYE HEALTH SERVICE COMMISSION

64 BIRUNGI EVELYNE MINISTRY OF PUBLIC SERVICE

65 BIRUNGI LILY UGANDA POLICE

66 BONIFANCE BARONGO UGANDA ELECTRICITY DISTRIBUTION

COMPANY LTD

69 BUA VICTOR LEKU MINISTRY OF PUBLIC SERVICE

70 BUKOMOOKO DAUDI OFFICE OF THE PRIME MINISTER

71 BUSINGYE SUZAN MINISTRY OF EAST AFRICAN COMMUNITY

AFFAIRS

72 BUTEME NANYAMA ANNET TORORO DISTRICT LOCAL GOVERNMENT

73 BUZEKI SHARIFAH MINISTRY OF PUBLIC SERVICE

74 BWENGYE MICHAEL UICT

75 BWIRE SIMON MINISTRY OF PUBLIC SERVICE

76 BYAMUNGU ELIAS BUSHENYI DISTRICT LOCAL GOVERNMENT

77 CAROLINE BADARU MUNI UNIVERSITY

78 CATARINA F. MAHUMANE WORKERS MOVEMENT TRAINING CENTRE –

SWAZILAND

79 CATHERINE BITARAKWATE

MUSINGWIIRE

MINISTRY OF PUBLIC SERVICE

80 CATHERINE CLAIRE MWALE MINISTRY OF PUBLIC SERVICE

81 CHARLES DAN NAMONYO MINISTRY OF PUBLIC SERVICE

82 CHARLES ISABIRYE INTRAHEALTH

84 CHARLOTTE KIMULI UGANDA BUREAU OF STATISTICS

85 CHODA EDWARD KOLE DISTRICT LOCAL GOVERNMENT

86 CHRISTINE BAKO ENABEL

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CONFERENCE


87 CHRISTINE IMMACULATE

APIO

LIRA MUNICIPAL COUNCIL

88 CHRISTINE NANYOMBI

MUBIRU

MAKERERE UNIVERSITY BUSINESS SCHOOL

89 CISSY MBABAZI MULAGO NATIONAL REFERAL HOSPITAL

90 CISSY NABWAMI KIRA MUNICIPAL COUNCIL

91 DADA CAROLYNE AGNES KOBOKO MUNICIPAL COUNCIL

94 DEBORU FLORENCE MARACHA DISTRICT LOCAL GOVERNMENT

95 DERRICK BISHERURWA MINISTRY OF LOCAL GOVERNMENT

96 DIDAS TUMUHAIRWE OFFICE OF THE AUDITOR GENERAL AG

97 DORCUS MUREEKE BISHOP STUART UNIVERSITY

98 DOREEN A. NABAMBA UGANDA REVENUE AUTHORITY

99 DR NAMASOPO SOPHIE KABALE REGIONAL REFERAL HOSPITAL

100 DR. KABAGABE JOLLY

BYARUGABA

MAKERERE UNIVERSITY BUSINESS SCHOOL

101 DR. KAMATE ISMAEL UCLG-AFRICA

102 DR. LAILA EL BARADEI THE AMERICAN UNIVERSITY-CAIRO

103 DR. NAJAT ZARROUK UCLG-AFRICA

104 DR. NKURUNZINZA EDWARD JINJA REGIONAL REFERAL HOSPITAL

105 DR. PAUL GAL ATEM UNIVERSITY OF JUBA

106 DR. S. OPIO OKIROR MINISTRY OF HEALTH

108 DR. SUSAN WANDERA INTRAHEALTH

109 DR. TUGUMISIRIZE

FLORENCE

FORTPORTAL REGIONAL REFERAL

HOSPITAL

110 ECHOKIT JOHN CHARLE SERERE DISTRICT LOCAL GOVERNMENT

111 EDGAR MBAHAMIZA UGANDA BUREAU OF STATISTICS

112 EDITH BUTURO MINISTRY OF DEFENCE AND VETERAN

AFFAIRS

113 EDITH GWOKYALYA USAWA NAMAELEWANO

115 EITU SAMUEL MINISTRY OF PUBLIC SERVICE

35




116 ELIAS MPARANA MINISTRY OF DEFENCE AND VETERAN

AFFAIRS

117 ELIJAH BYENSI MINISTRY OF WORKS AND TRANSPORT

118 ELIZABETH MUSHABE SMS - ONE

119 EMOLU AMBROSE EDUCATION SERVICE COMMISSION

120 ENG. BRIFREY MALIWA

MUCHUU

UCLG-AFRICA

122 ENYIMU WILLIAM EACAA - SOROTI

123 EPEL FAUSTINE KAMPALA CAPITAL CITY AUTHORITY

124 EPUWATA RICHARD TITUS TORORO DISTRICT LOCAL GOVERNMENT

125 ERIC H.E. DRANIMIA HEALTH SERVICE COMMISSION

126 EVA NAZZIWA LUBOWA NATIONAL SOCIAL SECURITY FUND

127 EVACE KATWESIGE UGANDA RAILWAYS CORPORATION

129 FENARD KATATUMBA NATIONAL ENVIRONMENT AUTHORITY

130 FLAVIA NABWIRE MBALE DISTRICT LOCAL GOVERNMENT

131 FLORENCE T. MUHWEZI MINISTRY OF PUBLIC SERVICE

132 FRANCIS AISU HEALTH SERVICE COMMISSION

133 FRANCIS GINNETON EMITU MINISTRY OF FINANCE, PLANNING AND

ECONOMIC DEVELOPMENT

135 FRANCHOISE RIISA KAUZYA AFRH

136 FRED OJOK ONGOM MINISTRY OF PUBLIC SERVICE

137 FRED R.N. WAPAKHABULO UGANDA BUREAU OF STATISTICS

138 GANDA ESTHER KAKULA MINISTRY OF LANDS HOUSING AND URBAN

DEVELOPMENT

139 BRIG. GEORGE IGUMBA MINISTRY OF DEFENCE AND VETERAN

AFFAIRS

140 GERTRUDE NANSUKUSA NANSANA MUNICIPAL COUNCIL

141 GODFREY BAGWA MINISTRY OF EAST AFRICA COMMUNITY

AFFAIRS

142 GORETTI SENDYONA COMMON WEALTH SECRETARIAT

143 GRACE FRANCIS MESHY TANZANIA REVENUE AUTHORITY

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CONFERENCE


144 GRACE K. BAGUMA NCDC

145 GRACE KALENDA SEMPALA HEALTH SERVICE COMMISSION

146 GUMALO UKUR YATANI GENDER COMMISSION-KENYA

147 HALIMAH NALUYINA MINISTRY OF PUBLIC SERVICE

148 HELLEN KYOMUHANGI PPS

149 HERBERT KIGULI MINISTRY OF EDUCATION AND SPORTS

150 HIGENYI J. NUER KAYUNGA DISTRICT LOCAL GOVERNMENT

151 HON. BABA MEDAN KONYI MLPSHR - SOUTH SUDAN

152 HOPE AKANKWASA UGANDA BLOOD TRANSFUSION SERVICES

153 HOPE BYARUHANGA MINISTRY OF ENERGY AND MINERAL

DEVELOPMENT

154 IBANDA SAMALI MINISTRY OF ENERGY AND MINERAL

DEVELOPMENT

155 IBANGO ROBERT KASESE MUNICIPAL COUNCIL

156 IDIATU FREDA IRENE MINISTRY OF AGRICULTURE ANIMAL

INDUSTRY AND FISHERIES

157 IJOSIGA ABDUL WAHID MUNI UNIVERSITY

158 ISABELLA AHAISIBWE MINISTRY OF LOCAL GOVT

159 ISABELLA NAKALEMA MINISTRY OF HEALTH

160 ITUM BONEYK KIMINA CGLU/TECHNET

161 IVAN KORETA MINISTRY OF FOREIGN AFFAIRS

162 J.J. SSONKO MINISTRY OF PUBLIC SERVICE

164 JACQUELINE SANDRA ONGOM NAGURU HOSPITAL

165 JACQUILINE NAGADDYA MINISTRY OF PUBLIC SERVICE

166 JAGENU ALEX MINISTRY OF DEFENCE AND VETERAN

AFFAIRS

167 JAMES KINTU MINISTRY OF FOREIGN AFFAIRS

168 JAMES LUYINDA MINISTRY OF PUBLIC SERVICE

169 JAMES OJOK LOCAL GOVERNMENT FINANCE

COMMISSION

170 JAMES WASAGANI MINISTRY OF PUBLIC SERVICE

37




171 JANE MANIA NPC

172 JANE NTUNDE PDA - EAST AFRICA

173 JANET APAYI OKUMU JUDICIAL SERVICE COMMISSION

174 JANET RASHIDA NAKIZITO MINISTRY OF WATER AND ENVIRONMENT

175 JAPINY DOUGLAS PIUS MINISTRY OF JUSTICE AND

CONSTITUTIONAL AFFAIRS

176 JENNIFER B. KAGGWA UGANDA NATIONAL ROADS AUTHORITY

177 JEREMIAH SIBANDE UCLG - AFRICA

178 JESSICA OMUNDO AAPAM

179 JOAN KAAMPE WASSWA UGANDA HUMAN RIGHTS COMMISSIO

180 JOAN NANTEZA MINISTRY OF LOCAL GOVT

181 JOAN NATWENDA Uganda Prisons Service

182 JOHN HABIYAREMYE NATIONAL CURRICULLUM DEVELOPMENT

CENTRE

184 JOSEPH KASAIJA DFCU BANK

185 JOSEPH TINGO OPENJA MINISTRY OF TRADE INDUSTRY AND

COOPERATIVES

186 JOSEPHINE MUWONGE MINISTRY OF PUBLIC SERVICE

187 JOSEPHINE OPULOT APOLOT MAKERERE UNIVERSITY KAMPALA

188 JOSEPHINE WASIKE ONYA MINISTRY OF WORKS AND TRANSPORT

190 JOYCE AKELLO STANDARD GUAGE RAILWAY

191 JUDE T. AMURIAT OFFICE OF THE AUDITOR GENERAL

192 JUDITH KANSIIME BANK OF UGANDA

193 JUSTIN JADA JOSEPH MOLPSHRD

194 KABUKOLE GREGORY MAGR.DB

196 KAGABA ELLEN KYEGEGWA TOWN COUNCIL

197 KAGOYA ZAINABU PHRO

198 KAHANDI E. NELSON MINISTRY OF FINANCE, PLANNING AND


199 KAIJA RUHWEZA SAMUEL KYENJOJO DISTRICT LOCAL GOVERNMENT

38



CONFERENCE


200 KAKAI OLIVE EDUCATION SERVICE COMMISSION

201 KALEMA RICHARD KANUNGU DISTRICT LOCAL GOVERNMENT

202 KAMPIRE BERNADETTE MINISTRY OF TRADE INDUSTRY AND

COOPERATIVES

203 KASOZI KIZITO MINISTRY OF EDUCATION

204 KATIRIDHA DENIS MOROTO REGIONAL REFERRAL HOSPITAL

205 KAYINZA HILDA CATHERINE DIRECTORATE OF PUBLIC PROSECUTIONS

206 KEMIGISHA RACHEAL JUDICIAL SERVICE COMMISSION

207 KENNETH ATIM MINISTRY OF PUBLIC SERVICE

209 KESANDE ANNAH MINISTRY OF PUBLIC SERVICE

210 KIBANVU GREGORY JHN SERVICES

211 KIIZA LILIAN VIOLA STATE HOUSE

212 KIKULWE GODFREY EDUCATION SERVICE COMMISSION

213 KINAALWA MARTHA MINISTRY OF FOREIGN AFFAIRS

214 KOBUSINGE ANNET BUNYANGANBO DISTRICT LOCAL

GOVERNMENT

215 KUMAKECH OLUBA CHARLES BUKEDEA DISTRICT LOCAL GOVERNMENT

216 KURUHIIRA GODFREY M.A UCLG-AFRICA

217 KUSASIRA EDITH MINISTRY OF PUBLIC SERVICE

218 KYOMUGISHA HARRIET MINISTRY OF GENDER LABOUR & SOCIAL

DEVELOPMENT

219 LAKOT BEATRICE EACAA (MOWT)

220 LEOFRIDA OYELLA MINISTRY OF SCIENCE TECOHNOLOGY &

INNOVATION

221 LERU ANDREW AMURIA DISTRICT LOCAL GOVERNMENT

222 LILAHLOANE MINISTRY OF

HEALTHAPI

MINISTRY OF GENDER,YOUTH, SPORTS &

RECREATION

223 LILLIAN TEBERE OFFICE OF THE PRIME MINISTER -NUYDC

224 LIZZIE NAMULINDA UGANDA POLICE

225 LORNA ALLEN ASIMA HRO

226 LOMONGIN JOSEPH MARACHA DISTRICT LOCAL GOVERNMENT

39




227 LOYCE IMAILUK AMOIT BUKEDEA DISTRICT LOCAL GOVERNMENT

228 LUBERENGA JOSEPH MINISTRY OF PUBLIC SERVICE

229 LULE HARUNA INTRAHEALTH

231 LUYINDA JAMES MINISTRY OF PUBLIC SERVICE

232 MAALI SAMUEL JMC

233 MABONGA MIKE WAMBI MINISTRY OF DEFENCE AND VETERAN

AFFAIRS

234 MAGARA STEPHEN TDLG

235 MAGUMBA ERIA KOLE DISTRICT LOCAL GOVERNMENT

236 MALOWA DAVIS MINISTRY OF TRADE INDUSTRY AND

COOPERATIVES

237 MARGARET NANZIRI MINISTRY OF INTERNAL AFFAIRS

238 MARIA KAFEEN NAMUGGA UGANDA MANAGEMENT INSTITUTE

239 MARIAM NAGADYA MINISTRY OF WATER AND OWE

240 MARK SSEREMBA MINISTRY OF FOREIGN AFFAIRS

241 MARTHA NAKIRANDA MINISTRY OF SCIENCE TECOHNOLOGY &

INNOVATION

242 MARY DODDIE NAKIGUDDE UGANDA BLOOD TRANSFUSSION SERVICES

243 MARY G. NANSAMBA FREEBALANCE

244 MARY NAKAYIZA MINISTRY OF LANDS HOUSING AND URBAN

DEVELOPMENT

245 MARY ADONO ARUTU MINISTRY OF PUBLIC SERVICE

246 MASAMBA JACKLINE

RUKYAMUZI

MBARARA MUNICIPAL COUNCIL

247 MASTURAH CHEMISTO INTRAHEALTH

248 MATOVU CHARLES MINISTRY OF FOREIGN AFFAIRS

249 MAUREEN KEGURO Centre for Project Management

250 MBABAZI MOREEN MINISTRY OF PUBLIC SERVICE

251 MBATYA PHILLIP AYAZIKU MINISTRY OF FOREIGN AFFAIRS

252 MBOOGE ISA SERERE DISTRICT LOCAL GOVERNMENT

253 MCDONNEL ASANTE OSATO OFFICE OF THE PRESIDENT-GHANA

40



CONFERENCE


254 MELCHOIR BYAMHANGA MBARARA UNIVERSITY

255 MERCIA MAKGATI SEFAKO MAKGATI HEALTH SCIENCES

256 MICHAEL BWISHO UMEME

257 MIRIAM BUKIRWA MINISTRY OF WATER AND ENVIRONMENT

258 MIRIAM NAMBUYA WAMIBU DIRECTORATE OF PUBLIC PROSECUTIONS

259 MIRIAM NAYIGA MUBENDE REGIONAL REFERAL HOSPITAL

260 MITIKU ADARE ASSEFA AMBO UNIVERSITY

261 MUGABE JAMES KYENJONJO DISTRICT LOCAL GOVERNMENT

262 MUGARURA TUSIIME ADAM MINISTRY OF PUBLIC SERVICE

263 MUGUME ELDARD UGANDA POLICE FORCE

264 MUGUWA FRED W. MINISTRY OF SCIENCE TECOHNOLOGY &

INNOVATION

265 MUHUMUZA CHARLES UGANDA POLICE FORCE

266 MUKIIBI MOSES MINISTRY OF PUBLIC SERVICE

267 MUKIIBI NASSER KAPELEBYONG DISTRICT LOCAL

GOVERNMENT

268 MUKILI COSMAS MARACHA DISTRICT LOCAL GOVERNMENT

269 MUKOKA YUSUF MINISTRY OF EDUCATION AND SPORTS

270 MUNGUACIEL PETER ANGALA ZOMBO DISTRICT LOCAL GOVERNMENT

271 MUNOLI RICHARD KAKUMIRO DISTRICT LOCAL GOVERNMENT

272 MUSAMALI WILLIAM JUDICIAL SERVICE COMMISSION

273 MUSIIME C. HOPE BLG

274 MUSINGUZI K. ALEX PPDA APPEALS TRIBUNAL

275 MUSISI JOEL TORORO DISTRICT LOCAL GOVERNMENT

276 MUZAKI SUSAN WAMAIL MULAGO NATIONAL REFERAL HOSPITAL

277 MWEMBE ANNET INSPECTOR GENERAL OF GOVERNMENT

278 MWENYANGO DEBORAH

KAUMA

HRO

279 NABIA HAROUN BLAISE S.P.H

280 NABUDE CHARITY MINISTRY OF PUBLIC SERVICE

41




281 NAKAMBUGU JOYCE UGANDA LAND COMMISSION

282 NAKASINDE SARAH UGANDA BUREAU OF STATISTICS

283 NAKAZZI SOPHIE MINISTRY OF PUBLIC SERVICE

284 NAKIRYOWA ROSETTIE MINISTRY OF HEALTH

285 NAMAGGA DOROTHY UGANDA LAND COMMISSION

286 NAMANGHE ESTHER MINISTRY OF PUBLIC SERVICE

287 NAMARA BARBRA MINISTRY OF HEALTH

288 NAMIREMBE JJUUKO RACHEL STANDARD GUAGE RAILWAY

289 NAMISANGO ESTHER BUIKWE DISTRICT LOCAL GOVERNMENT

290 NAMUKASA AISHA POLICE

291 NAMULONDO JOAN MINISTRY OF EDUCATION AND SPORTS

292 NAMWIRYA ERINA

CATHERINE


293 NANCY CHIIRA AAPAM

294 NANDUDU NORAH PUBLIC SERVICE COMMISSION

295 NANDUTU PHYLLIS LIZZIE BULAMBULI DISTRICT LOCAL GOVERNMENT

297 NANJEGO WASIKE MARY HEALTH SERVICE COMMISSION

298 NANKUNDA JACKIE CHINA UGANDA FRIENDSHIP HOSPITAL -

NAGURU

299 NANKYA AGNES JINJA REGIONAL REFERAL HOSPITAL

300 NANSIKOMBI VICTORIA MINISTRY OF LANDS, HOUSING AND URBAN

DEVELOPMENT

301 NANZIRI LYDIA LINDAH MINISTRY OF FINANCE, PLANNING AND


302 NASSANGA PHILOMENO MINISTRY OF EDUCATION AND SPORTS

304 NDABARUSHIMANA ALEXIS ENA/BURUNDI

305 NGABIRE LYDIA MINISTRY OF LOCAL GOVT

306 NICHOLAS GABOI EDUCATION SERVICE COMMISSION

307 NKATA BRIAN MAKERERE UNIVERSITY KAMPAL

308 NNATTEMBO MARGARET MINISTRY OF HEALTH

42



CONFERENCE


309 NOEL KABWECHERE MOROTO REGIONAL REFERAL HOSPITAL

310 NOUR EDDINE ABDELKHALEK NILE CESASLEU.CO

311 NUWAGABA MUNYENYA R. MINISTRY OF GENDER LABOUR & SOCIAL

DEVELOPMENT

312 NYANGWESO DENIS EQUAL OPPORTUNITIES COMMISSION

313 NYENDE JUMA M. UCLG-AFRICA

314 NYINOMUJUNI NANCY MINISTRY OF FINANCE, PLANNING AND


315 NYOKATRE PRIMO UGANDA PRISONS SERVICE

316 NYONYERA BETTES UIICT

317 NZOYISABA CLAVER HRNT

319 OCHEN JACKSON OKOTH KOTIDO DISTRICT LOCAL GOVERNMENT

320 OCOLA ALFRED ZOMBO DISTRICT LOCAL GOVERNMENT

321 ODEKE FRANCIS PAUL HOIMA REGIONAL REFERAL HOSPITAL

322 ODETTE RAMSINGH SMU-SOUTH AFRICA

324 OFAMBA PETER ADONYO SERERE DISTRICT LOCAL GOVERNMENT

325 OJOK THOMAS MINISTRY OF PUBLIC SERVICE

326 OJULUN JOREME MINISTRY OF PUBLIC SERVICE (CSCU)

327 OKELLO PONS WALTER LIRA DISTRICT LOCAL GOVERNMENT

328 OKENY HARRIET CHARITY LAMWO DISTRICT LOCAL GOVERNMENT

329 OKOK ABEL ARYA MINISTRY OF JUSTICE AND

CONSTITUTIONAL AFFAIRS

330 OKUKU MALOBA AUGUSTINE OFFICE OF THE PRESIDENT

331 OLIVIA MBEIZA MINISTRY OF PUBLIC SERVICE

332 OLUM SAMSON MINISTRY OF HEALTH

333 OLZELLA J.O. ANTHONY TORORO DISTRICT LOCAL GOVERNMENT

334 ONZY MUSSA ISMAL ZOMBO DISTRICT LOCAL GOVERNMENT

335 OPOLOT RONALD MINISTRY OF PUBLIC SERVICE

336 ORIOKOT HERBERT MINISTRY OF PUBLIC SERVICE

43




337 ORIOKOT SIMON PETER MINISTRY OF ENERGY AND MINERAL

DEVELOPMENT

338 OTEDE BENON UGANDA POLICE FORCE

340 OVONA HENRY MINISTRY OF EDUCATION

341 OWINO RICHARD PIUS FORTPORTAL REGIONAL REFERAL

HOSPITAL

342 PANDE JOSHUA BARON OFFICE OF THE PRIME MINISTER

343 PATRICK MUHEREZA UGANDA PRISONS AUTHORITY

344 PATRICK OKELLO MINISTRY OF LOCAL GOVT

345 PEARL BUSINGYE UMEME

346 PERES KUNYA NATIONAL IDENTIFICATION REGISTRATION

AAUTHORITY

347 PETER KIRUNDA NYINDE MINISTRY OF PUBLIC SERVICE

348 PETER MAWERERE JINJA MUNICIPAL COUNCIL

349 PEZRE BUSINGYE M. UMEME

350 PLO LUMUMBA Kenya

351 POOL HELLEN N. UGANDA BUREAU OF STATISTICS

352 PRIVARI BEHANGANE MAKERERE UNIVERSITY FOR SCIENCE AND

TECHNOLOGY

353 PROF. JOHNSON BADE

FALADE

UCLG-AFRIC

355 PRUDENCE AYEBAZIBWE

RWANGOGA

MINISTRY OF FINANCE, PLANNING AND


356 RACHEAL MIREMBE LUKOMA UMEME

357 REBECCA K. MUGUME MINISTRY OF DEFENCE AND VETERAN

AFFAIRS

358 RESHMA BUKHORY-

BAHADOOR

ULCG-AFRICA

359 RICHARD ENYOMU PUBLIC SERVICE COMMISSION

360 RICHARD KALEMA KANUNGU DISTRICT LOCAL GOVERNMENT

361 RICHARD M. ODONGO PUBLIC SERVICE COMMISSION -TANZANIA

362 RICHARD MUGISHA MAKERERE UNIVERSITY KAMPALA

44



CONFERENCE


364 RITA OSEI OFFICE OF THE PRESIDENT-GHANA

365 RONALD KIBERU STATEHOUSE

366 RONALD TURYAMUBONA EACAA – MINISTRY OF WORKS AND

TRANSPORT

367 RONNIE KIWUMURO

MBABAALI

MINISTRY OF PUBLIC SERVICE –CIVIL

SERVICE COMMISION

368 ROSHEN NABATEREGGA

NZARUBARA


369 SALOME NYAMUNGU MINISTRY OF PUBLIC SERVICE

370 SAMUEL OMONDING UMEME

371 SARAH A. NYAMWENGE UGANDA REVENUE AUTHORITY

372 SAVIA MUGWANYA MINISTRY OF PUBLIC SERVICE

373 SEBANENYA ISAAC MINISTRY OF PUBLIC SERVICE

374 SEBASTIAN BIGABWENKYA UGANDA MANAGEMENT INSTITUTE

375 SENFUKA MATTHIAS HEALTH SERVICE COMMISSION

376 SHAIBU ALLY MWAZEMA ESM-ZANZIBAR TANZANIA

377 SHAMSA MUNGOMA NITA-U

378 SIMON NANTAMU INTRAHEALTH

379 SOPHIE NAKAZZI MINISTRY OF PUBLIC SERVICE

380 SSENYANGE GODFREY NATIONAL PLANNING AUTHORITY

381 SSP CHEMONGES SEIKO UGANDA POLICE

382 STEFERI H. MICHAEL K.M.UNIVERSITY

383 STELLA AARAKI .T. MINISTRY OF EDUCATION AND SPORTS

384 STEPHEN KOMUNDA SAJJA FORTPORTAL REGIONAL REFERAL

HOSPITAL

385 STEPHEN MWESIGYE PROACT INTERNATIONAL

386 SUSAN N. MATAKA UMEME

387 SUSAN MUHUMUZA NYATIA UGANDA RETIREMENT BENEFITS

REGULATORY AUTHORITY

388 TABU JASPER TORORO

390 TIBEINEMBABAZI ELIAB UGANDA POLICE

45




391 TIVANE ALBERTINA CGLU/MOZAMBIQUE

393 TOM W. BURUKU GHANA CONSULATE

394 TUGUMISIRIZE ALICE UGANDA HUMAN RIGHTS COMMISSION

396 TUMWEKWASE BRAIM MINISTRY OF HEALTH

397 TUMWIJUKYE MOSES MINISTRY OF DEFENCE

398 TUSHABE ASSUMPTA UGANDA WILDLIFE AUTHORITY

399 TUTUBI DEO JOHN

MANGAZENI

MINISTRY OF LANDS&HUMAN

SETTLEEMENT

400 TWEBANZE B UNDP

401 TWESIGYE PATRICK MBARARA UNIVERSITY

402 UMA CHARLES KOTIDO DISTRICT LOCAL GOVERNMENT

403 VICTORIA KIM UNDESA

404 VINCENT OKETCHO INTRAHEALTH

405 WAFULA ESTHER UGANDA MANAGEMENT INSTITUTE

406 WAIDHA LILLIAN KIGENYI MINISTRY OF PUBLIC SERVICE

407 WANDA STELLA HEALTH SERVICE COMMISSION

408 WATULO DAVID W. MINISTRY OF PUBLIC SERVICE

409 WESLEY AINE WAZALENDO

410 WILLIAM J. NGUNDA PUBLIC SERVICE MANAGEMENT TZ

411 WINNIE BRELLY AKITENG SOROTI UNIVERSITY

412 WOTALI AGNES MINISTRY OF EDUCATION AND SPORTS

413 YONA OKOTH G. MINISTRY OF ICT & NATIONAL GUIDANCE

414 ZALWANGO BETTY MINISTRY OF DEFENCE AND VETERAN

AFFAIRS

415 ZEPHYR TANZANI KIBENGE UGANDA AIDS COMMISSION

416 ZIRABA CHARLES MINISTRY OF FINANCE, PLANNING AND


46



CONFERENCE

5TH APS-HRMnet Capacity Building Conference

Kampala Serena Hotel Conference Centre

Theme “Human Capital: Sustainable Future for

Africa – Agenda 2030 and 2063”

7:00pm – 6:00pm Registration open:International Conference Centre, Kampala

Serena Hotel

DAY ONE - MONDAY 27TH AUGUST 2018

7:00 – 8:30am Registration open:

Networking Breakfast and connecting with Exhibitors

8:30 – 10:00am Opening Ceremony Remarks by

• President UPS-HRMNet-Mr. MW Mabonga

• President APS-HRMNet Mr. George D. Yambesi

• Representative of UN-Dr.JohnKauzya

• Permanent Secretary, Ministry of Public Service, Mrs.

Catherine Bitarakwate Musingwiire

• Mr. John Mitala, The Head of Public Service and Secretary

to Cabinet, Uganda.

• Minister of Public Service,Uganda

• Hon. Wilson Muruli Mukasa

Keynote address

• Hon. Prisca Mbaguta Sezi, Former Minister of State for

Public Service and MatronAPS-HRMnet

Opening of the Conference

• The Right Hon. Prime Minister of the Republic of Uganda,

Dr. Ruhakana Rugunda

Group Photo

10:00-10:30am Health Break: Refreshment, Networking and con

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