Department of Human Resource Management

Department of Human Resource Management

The Department of Human Resource Management is one of the departments created under the Ministry of Agriculture, Animal Industry and Fisheries in 2016.

The Department is headed by a Commissioner, assisted by one Assistant Commissioner, two Principal Human Resource Officers, three Senior Human Resource Officers and two Human Resource Officers.

The Department also supervises the Agricultural Training Institutions and Coordinates activities of Support of the Institutional Development, SATIP Projects and National Farmers’ Leadership Centre.

Mandate

The department is mandated to initiate plans, programs, policies and approaches that ensure that the Ministry of Agriculture, Animal Industry and Fisheries is staffed with the requisite human resources that work towards achievement of the Ministry’s objectives.

Strategic Objective:

To support control of crop pests and diseases for improved and sustainable food security and household incomes in Uganda

Outcome:

Increased stock of competent and professional workforce attracted, motivated and retained in the Agricultural Sector

Strategic Interventions:

  • Strengthening a performance management culture in the Agricultural Sector.
  • Coordinating and supporting staff welfare
  • Implementing and maintaining an effective wage bill and payroll management system for a motivated workforce.
  • Maintaining employee relations and ensuring coordinated engagement with organized Public Service Labour Unions.
  • Technical backstopping and monitoring implementation of Human Resource Management Policies, Rules, Regulations and Systems in the Agricultural Sector.
  • Continuous training and professional development of the agricultural sector staff for increased productivity.
  • Planning, budgeting and management of payment of Pensions and gratuity.
  • Instilling a culture that promotes and encourages Work-life balance and wellness in the Agricultural sector.

Performance Indicators:

  • Percentage improvement in the workforce productivity of the Agricultural Sector.
  • Vacancy rate in the Ministry against the approved establishment.
  • Proportion of the Agricultural Sector workforce that is competent and professional.
  • Percentage reduction in the turnover rate of critical skills in the Agricultural Sector.
  • Percentage of positions for internal promotion filled through open competition.
  • Percentage of staff supported to undertake courses for continuous professional development.
  • % reduction in complaints relating to salary, pensions and gratuity payments.

FUNCTIONAL STRUCTURE FOR THE DEPARTMENT OF HUMAN RESOURCE

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OPERATIONAL STRUCTURE FOR THE DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

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PROJECTS UNDER HUMAN RESOURCE MANAGEMENT DEPARTMENT

Project Title: Support to Agricultural Training Institutions

Sector:                                      Agriculture

Project code:                          1328

Programme:                            Policy, Planning and Support Services

Implementing Department:    Human Resource Management Department

PROJECT DESCRIPTION

The project is meant to rehabilitate and retool Agricultural Training Institutions of Bukalasa Agricultural College -Luwero and Fisheries Training Institute -Entebbe, through provision of transport equipment, renovation of Infrastructural buildings, and other training facilities like laboratories; and staff residencies. It all helps to provide training equipment, as well as support policy implementation.

NDP OBJECTIVE

Strengthen Institutional Capacity of MAAIF and public Agricultural Agencies.

INTERVENTION

Revitalise and strengthen ATIs (Bukalasa College and Fisheries Training Institute), into Institutions that are responsive to knowledge and skill market in the Extension Service.

PROJECT ACTIVITIES

  1. Development and Review of curriculum and structure for the Agricultural Training Institutions (ATI'S).
  2. Procurement of transport equipment and training equipment for the ATI's and
  3. Renovation and Rehabilitation of Buildings at the ATI's.

PROJECT OUTPUTS

  1. Fully functional and practical-based curricula developed.
  2. Motor vehicles and training equipment procured to facilitate both staff and students to undertake field activities and Industrial training; and
  3. 80% of buildings and other Infrastructure in ATI's refurbished and renovated for suitability of training facilities.

PROJECT OUTCOMES

  1. Efficient and effective functional ATI'S in place;
  2. Marketable, Competitive and Skilful workforce passed out; and
  3. Improved learning environment.

Project title:  Support to Institutional Development Project

Sector:                            Agriculture

Project Code:                 076

Programme:                  Policy, Planning and Support Services

Implementing Department:    Human Resource Management Department

PROJECT DESCRIPTION

The project is for retooling and equipping MAAIF headquarters, updating MAAIF land and buildings inventory, undertaking minor renovations of MAAIF buildings and clearing of tax obligations; and as well as addressing the challenges of capacity and competence of the Agricultural sector personnel through training.

NDP OBJECTIVE

Strengthen Institutional Capacity of MAAIF and public Agricultural Agencies.

INTERVENTION

Strengthen capacity and coordination between MAAIF and its associated agencies.

PROJECT ACTIVITIES

  1. Undertake training and development for sector personnel
  2. Purchase of transport equipment
  3. MAAIF land surveyed and maintained
  4. Purchase of office furniture and fittings

PROJECT OUTPUTS

  1. Capacity and Competencies of the sector personnel enhanced
  2. Transport equipment, furniture and fixtures procured
  3. MAAIF inventory surveyed and deed plan developed.
  4. ICT equipment at MAAIF headquarters installed, serviced and maintained

PROJECT OUTCOMES

  1. Capacity and Competencies of the sector personnel enhanced;
  2. Transport equipment, furniture and fixtures procured;
  3. MAAIF inventory surveyed and deed plans developed; and
  4. ICT equipment at MAAIF headquarters installed, serviced and maintained.

THE NATIONAL FARMERS’ LEADERSHIP CENTRE

Introduction

National Farmers’ Leadership Centre is a training Centre under Ministry of Agriculture, Animal Industry and Fisheries and is located at Kapiringisa, in Kamengo Sub-county in Mpigi District, approximately 50km from Kampala on Masaka road.

The Centre was established under support by the Republic of South Korea to transfer Korea’s technology to Uganda, but most important to transfer Korea’s model of rural development to Uganda. The Saemaul Undong (New Village Movement) was based on Diligence, Self-help and Cooperation to stimulate rural economic transformation and is also founded on mind-set change training philosophy of Canaan Global Leadership Centre that focused on lifestyle and personality transformation. This enabled Korea to transform its economy from one of the poorest to one of the most powerful economic powers to dat. Uganda sought to share and implement this experience.

The NFLC was officially launched on 30th May 2016 by HE. Yoweri Kaguta Museveni of Uganda and his counterpart HE Park Geun Hye, the President of the Republic of Korea as the first Agricultural leadership Centre not only in Uganda but in Africa.

Mandate

The mandate of National Farmers” Leadership Centre is to overcome poverty through mind-set transformation of farmer leaders, civic and political leaders and other categories of leaders, through mind-set change, and advanced agricultural technology transfer.

NFLC Vision

A Centre of impeccable reputation, promoting development of farming communities through training in mind-set change, leadership and appropriate technologies”.

NFLC Mission

To empower Farmers and Leaders with agricultural knowledge and skills while inculcating the ideology of diligence, service, sacrifice, integrity and self-reliance for sustainable development”.

CORE VALUES

Patriotism: We shall serve the country with selflessness where the interests of the country are greater than those of individuals.
NFLC is guided by the following core values:

Professionalism: We shall adhere to the code of conduct, high degree of competence and best practices.

Teamwork: We shall promote co-operation among key stakeholders to improve cohesion, shared community goals and integral development.

Learning Organization: We embrace continuous improvement and learning through experiences, successes and even failures. We translate lessons learnt into improved service delivery

Diligence: We shall be committed to improving personal productivity through hard work.

Service Orientation: We shall develop and implement needs-based training Programs that are tailored to client demands

NFLC Objectives

  1. Transform mindsets and empower farmer leaders, civic and political leadership at all levels of governance.
  2. Raise leaders who understand the importance of labor and work as a diligent service in the community and on site.
  3. Raise leaders who will lead by example to others by working, serving and sacrificing first.
  4. Raise leaders with a passion and belief that "We Can Do It" ourselves.
  5. Demonstrate a self-sustainable and replicable model farm.

Core functions

The core functions of National Farmers” Leadership Centre are derived from its mandate. These are:

  1. To identify training needs tailored to client demands;
  2. To develop and deliver needs-based and practical trainings to farmers, civic and other leaders in areas of mindset transformation and agricultural technology;
  3. To transform mindsets and empower farmer leaders, civic and political leadership at all levels of governance;
  4. To raise leaders who will be role models to others by working, serving and sacrificing first;
  5. To raise leaders with a passion and belief in self-reliance, i.e. “We can do it ourselves”; and
  6. To develop and operate a self-sustaining demonstration and replicable model farm.

Instructors

NFLC is headed by a Principal and has qualified instructors responsible for training and managing crop and livestock activities. In addition to basic training and in order to improve mindset change and technical knowledge, instructors underwent specialized training in Korea which involved training on mindset change, SMU principles and agricultural technology. The trainings also included rural community transformation concepts and models. However, NFLC maintains a pool of experienced and trained specialists from Government MDAs, Private sector and experienced practicing farmers and professionals in specific disciplines so as to meet client specific training demands.

Training program

An efficient and effective operation system of training program is a very important function of NFLC since it’s a first center of its kind not only in Uganda but also in Africa focusing on mind-set change and community transformation basing on Saemaul Undong philosophy. The training programs originate from the clients’ demand; however, the principal of NFLC is obligated to create training needs for the target beneficiaries. Various programs have been developed, however, the mind-set transformation, Saemaul Undong leadership, basic agricultural technology and development lectures shall be common to all programs.

NFLC Training and Capacity Building Philosophy

NFLC is committed to building the capacity and raising pioneers throughout the country with the “can do” spirit/Saemaul Undong concept as part of national development intervention in the agriculture sector for socio economic transformation. Our trainings and capacity building philosophy encompasses the following:

  1. NFLC trainings focus on mind-set change, which is hinged on the 3- virtues of diligence, self-help and cooperation to overcome the sense of fatalism and defeatism that prevails in the rural communities, work environments and also to pave way for the country’s successful take-off.
  2. Programs developed by NFLC are needs based, and tailored depending on the clients’ demand;
  3. NFLC Trainers and instructors comprise mainly internal facilitators and external facilitators from the NFLC instructors’ pool.
  4. NFLC shall ensure that all training programs are evaluated and assessed at the level of Reaction, discussion, Learning, Behaviors and Results by the participants.
  5. NFLC is committed to developing the capacity of its trainers and facilitators to enable them innovate, design and deliver world class training in the dynamic circumstances.
  6. NFLC shall offer a follow up program for the people trained. This entails periodic check-up visits after training to monitor progress in performance within the model villages

Training Target

  • Farmers
  • Farmer Leaders
  • Youth and Women Leaders
  • Youth and women in production
  • Political and Civic leaders
  • Extension staff (Agriculture, Health, Community Development, others)
  • Any other organization desiring improved productivity and performance of their staff

USEFUL CONTACTS

Herbert Kiguli

Commissioner, Human Resource Management, MAAIF

herbert.kiguli@agriculture.go.ug

Muyaka Zakayo

    Principal, Human Resource Management, MAAIF

zac_muyaka@hotmail.com

Edison Hilman

Deputy Principal, Human Resource Management, MAAIF

edisonhil@yahoo.com