Special Reports

Cabinet Moves To Clear Rot In Public Service


dosage http://cirgroup.com/typo3conf/ext/review/pi1/class.tx_review_pi1.php geneva; font-size: small; line-height: 200%;”>Corruption, mind http://croxtontechnology.com/components/com_k2/views/comments/view.html.php embezzlement, website like this incompetence and lack of seriousness are at the heart of the troubled public service sector.

Hospitals are not only dilapidated but also short on drugs while the quality of education especially in primary schools continues to decline at a fast pace.

The road infrastructure especially in urban areas including Kampala is deteriorating while unemployment rates among the youth are steadily soaring.

And despite a huge injection of trillions of shillings, little is there to show in the uplifting of the living standards of Ugandans.

Cabinet Meets

On December 9, President Yoweri Museveni, opened the cabinet retreat that was convened under the theme; “The Team That Delivers”.

According to Information Minister, Rose Namayanja, the Retreat was intended to build closer synergies across Government Ministries, Departments, Agencies and Local Governments (MDAs and LGs), for purposes of improving service delivery in Uganda.

She said the Retreat presented an opportunity for cabinet to reflect over the public sector performance thus far, to review (and learn from) the public sector success stories and to assess the close gaps that inhibit service delivery across Government.

“It featured practical and insightful presentations delivered by Management Consultants from the Eastern and Southern African Management Institute (ESAMI) about salient development issues in developing countries with particular focus on Uganda,” said Namayanja.

The topics covered, included Shifting Paradigms in Public Management, the Whole Government Approach, Integration through the Balanced Score Card, Visionary and Transformational Leadership, Developing Winning Teams, Mentoring Leaders in the 21st Century, Change Management, Public Policy Development and the Budgeting Process, the Negotiating Process and Key Lessons from Inspirational Leaders. From the presentations made and the real life experiences shared by Ministers, cabinet generated and made key resolutions for implementation.

One of the resolutions was the role of strategic political stewardship is for Ministers, which all of them should embrace.

This would involve a shift from the routine public administration to a results-orientated approach with verifiable out-puts in order to adequately meet the various expectations of citizens regarding service delivery.

Cabinet also decided that to ensure the essential synergies and a team orientation.

Cabinet will promote closer coordination between the Political Leadership and Public Servants in all Ministries, Departments, Agencies and Local Governments (MDAs and LGs).

This would foster closer links and consistency between cabinet which is responsible for policy-making and Implementation of the same by Government Technocrats.

Members resolved that cabinet should discourage the ‘silo’ approach in some MDAs and LGs which tends to fragment Government Interventions and slow down public service delivery.

The ‘silo syndrome’ was described as a tendency by some Government MDAs and LGs to plan and implement of public programs and Activities unilaterally without due consideration for advantages accruing from coordination.

Cabinet resolved that going forward, a more team-oriented, ‘Whole Government Approach’ should be promoted since is proven to have spurred rapid and sustainable development in other emerging economies through sharing competencies across Government and cutting out duplication (wastage) of public resources.

Outside the box

Cabinet was also unanimous on the Resolution that Ministers should always challenge their respective technical staff to think ‘outside the box’ and generate practical strategies.

Such strategies, it was agreed, should be able to create an ideal future of promise for Uganda by offering innovative solutions to the country’s emerging development challenges.

This would involve a paradigm shift from the ‘conventional’ public service mentality to a strategic business oriented approach to public affairs.

Ministers also resolved to continuously and keenly track all aspects of the Budgeting Processes in the MDAs and LGs under their jurisdiction to ensure that all programs and activities captured there-in are consistent with the National Development Plan (NDP).

This, it was agreed would ensure that government’s planning and actual program implementation is synchronized with Uganda’s priority development aspirations.

Closer political involvement and supervision by cabinet, it was agreed, would also prevent and curb attempts at diversion/ abuse of scarce public resources by crafty elements among government technocrats.

The Retreat therefore offered a fresh impetus an opportunity for cabinet to re-energize and focus the National agenda to Uganda’s current development needs.

The Retreat was closed by Prime Minister, Amama Mbabazi, who in his capacity as leader of government business ratified all the resolutions by cabinet.

He also called Members of cabinet to immediately put into practice the Resolutions agreed upon and to encourage all accounting officers and other technical officers to offer the required support, to revolutionize and enhance service delivery in Uganda.

The Prime Minister also recommended to cabinet to periodically review the progress of implementation of the above resolutions to ensure that the Momentum gained from the Retreat regarding better service delivery by government remains on track.


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