POLICY CAPACITY DEVELOPMENT FRAMEWORK FOR THE UGANDA PUBLIC SERVICE

DEPENDENCIES/ASSUMP RESPONSIBILITY TIMELINES

OBJECTIVES ACTIVITIES
TIONS

COORDINATION

Recommendations:
• Establish a forum to coordinate policy submissions involving the Cabinet Secretariat (CS), Office of the Prime Minister (OPM), and
Ministry of Finance, Planning and Economic Development (MFPED), Ministry of Public Service (MoPS)
1. Well A. Review and create / reposition a structure for A. Buy-in from Cabinet Short term
coordinated policy formulation and implementation stakeholders Secretariat (6-12
policy approach coordination with clear roles and responsibilities months)
B. Quality of policy
between central agencies (OPM, CS, MFPED,
submissions from
MoPS) and line ministries line ministries (Policy
B. Create a Cabinet Paper for approval submissions from
C. Clearly communicate the structure to central ministries are of
quality and evidence
agencies and line ministries
based)

AGENDA SETTING

Recommendations:
• Establish a tracking system on government priorities
• Clearly define the priorities early in the government’s mandate
• Create a mechanism for driving the priorities by central agencies and ministries, including coordination between relevant key
political and civil service players, external stakeholders
• Communicate the government’s priorities to the Ministers and MDAs in a timely manner (e.g. mandate letters, directives,
performance contracts)
2. Focused policy A. Maximize / Capitalize on the Government Annual A. Buy-in from MDAs OPM as lead Short term
agenda Performance Report (GAPR) to track government and other agency, (6-12
priorities in relation to the Manifesto, National stakeholders months)
Development Plan to review progress on priorities B. Timely Release of
NPA ,
 DEPENDENCIES/ASSUMP RESPONSIBILITY TIMELINES
OBJECTIVES ACTIVITIES
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B. Conduct an environmental scan of emerging issues the GAPR MoFPED Short term
(6-12
C. Review and enhance the effectiveness of existing C. Ministries adhere to
forums for PS to clearly articulate their MDA set priorities and months)
priorities and commitments and sequence forums implement them.
with the release of the GAPR (e.g. PS table/retreat)
D. Create a comprehensive policy agenda to ensure
consistent policy priorities
E. Develop a communications plan (including who,
what, when, where, how) and tools (e.g. mandate
letters, directives, performance contracts,
PowerPoint presentations) to effectively
communicate and reinforce policy priorities and
ensure consistency across government core
documents and each MDA

Horizontal Policy formulation and implementation

Recommendations:
• Identify which priorities are horizontal in nature
• Triage the Manifesto, NDP and all other agenda objectives that lend themselves to the definition of horizontal policy and pick one
or two key areas
• Pilot horizontal methods and evaluate effectiveness
• Develop a framework for engaging local institutions in cross-cutting policy development
• Develop appropriate forums for coordination and policy development (e.g. PS table)
• Conduct a detailed joint implementation planning process

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3. Improved A. Create forums where CS, OPM, MFPED determine Buy in from MDAs and OPM as the lead Short term
horizontal which policies are horizontal in nature other stakeholders. agency (6-12
policy B. Create PS tables to bring together PSs to Ministries adhere to set CS, months)
formulation and
collaborate on horizontal policy development (e.g. priorities and
implementation MoFPED, and
to clarify roles and responsibilities, create a implement them.
detailed joint implementation plan and monitoring NPA
and evaluation frameworks, report on results and
effectiveness)
C. Create mechanisms that encourage leadership to
share lessons learned with counterparts

DECISION-MAKING

Recommendations
• Develop a clearly defined policy cycle that is reflective of the government’s budgetary cycle and the policy environment
• Processes should be disciplined, consistent and be supported by internal structures
• Consider a more robust committee structure that includes permanent and ad hoc committees to strengthen and support Cabinet
decision-making
• Consider the establishment of a joint forum of senior political and public service officials (e.g. fiscal prep)
• Consider the articulation of the decisions to the ministry in a clear and concise manner (e.g. minutes)
4. Effective A. Define the government policy cycle and align to Buy in from MDAs and CS as lead Medium
decision-making budget cycle other stakeholders. agency, term (12-24
structures B. Establish committees (standing and ad hoc) in Ministries adhere to set OPM, months)
Cabinet and MDAs to support policy and budget priorities and
MoFPED, and
cycles. implement them.
NPA
C. Agree on Cabinet minutes of policy decisions with Decisions are informed
key stakeholders before presentation to Cabinet by evidence.
approval.
D. Conduct further investigation into findings of the
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report to better understand MDA decision making

structures, templates and processes (e.g. timing of
Medium
submissions) to determine a way forward on term (12-24
enhancing structures that support Cabinet Buy in from MDAs and CS as lead
months)
decision-making other stakeholders. agency,
E. Develop policy options for consideration for Ministries adhere to set OPM,
permanent and ad hoc committees to review, priorities and
MoFPED, and
assess implications, and make recommendations implement them.
on policy submissions NPA
Decisions are informed
F. Create a joint forum of senior political ministers by evidence.
and public service officials (e.g. Cabinet Secretary)
to ensure the policy initiative is consistent with the
government’s agenda and budgetary requirements
and to avoid surprises and align the political and
administrative agendas (e.g. PCC?)
G. Create a communications plan (including who,
what, when, where, how) and tools (e.g. minutes)
to communicate decisions to MDAs in a clear and
concise manner

IMPLEMENTATION, MONITORING AND EVALUATION

Recommendations:
• Ensure clear articulation of policy objectives
• Establish an accountability framework (people, structure, processes) to review priority items for implementation and ensure a
disciplined performance management system
• Create an organizational results framework for implementing, monitoring and evaluating policy results,
including clear roles and responsibilities; Build in departmental capacity assessments to monitor progress
• Determine and create core functions at the enterprise level and use innovative models such as Communities of Expertise – e.g.
Literature reviews, project management

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• Continue and enhance policy function through policy units or other integrated structural units
5. Ensure A. Create a communications plan (including who, Buy in from MDAs and OPM as lead Medium
performance what, when, where, how) and tools (e.g. minutes) other stakeholders. agency, term (12-24
and so that CS, OPM, and MFPED communicates policy months)
Ministries adhere to set CS
accountability objectives to MDAs in a coordinated, clear and
priorities and MoFPED,
for policy concise manner. implement them.
results NPA
B. Determine and create core functions at the
Decisions are informed
enterprise level and use innovative models such as by evidence.
Communities of Expertise – e.g. Literature reviews,
project management.
C. Make Policy Analysis Units separate from Planning
Units and increase the number of staff in the Policy
Analyst Units.
D. Create an organizational results framework and
performance metrics for implementing, monitoring
and evaluating policy results, including clear roles
and responsibilities; Build in departmental capacity
assessments to monitor progress.
E. Establish an accountability framework (people,
structure, processes) to review priority items for
implementation and ensure a disciplined
performance management system
F. Establish report and feedback mechanisms
depending on the nature of the policy initiative
(complexity, timeframe, program criteria) to
facilitate accountability for results and create
incentive for implementation
G. Establish a mechanism for the Cabinet Secretary to
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report quarterly on policy results to the President

POLICY CAPACITY (TALENT, SKILLS AND KNOWLEDGE) DEVELOPMENT

Recommendations:
• Apply a competency framework to the behaviors and skills required for the policy community, including soft (interpersonal) and
technical skills (research and analytical)
• Implement a performance management regime – starting with learning plans to create baseline talent
• Create mandatory learning strategy to address implementation, performance measurement and evaluation for all policy staff
• Develop a range of formal and informal learning opportunities in partnerships with Universities, external and internal leaders /
Consider developing external resources such as think tanks, relationships with academics to build research capacity
• Institute a rewards and recognition scheme
• Consider instituting succession planning
6. Qualified and A. Deliver induction session to Ministers on the role of Buy in from MDAs and MoPS as the lead Short Term
motivated the Ministers in the presence of the President or other stakeholders. agency, (6-12
policy personnel Vice President. months).
CS,
B. Deliver induction sessions on the machinery of MoFPED,
government for Ministers.
NPA, and
C. Conduct a training needs assessment for Policy
Analysts. OPM
D. Review / Create mechanisms to brief Ministers on
specific policies (e.g. Briefing notes, meetings—
mechanisms should be specific to each Minister)
and provide them with tools to communicate the
policy (e.g. Precis, One page slide, briefing
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presentation) Short Term

(6-12
E. Create forums to bring together policy analysts to Buy in from MDAs and MoPS as the lead
share best practices and experiences in policy other stakeholders. agency, months).
implementation, monitoring and evaluation
CS,
(Community of Practice)
MoFPED,
F. Support the MoPS to review/establish core
competencies for policy practitioners NPA, and
G. Support the MoPS to create performance plans for OPM
policy practitioners
H. Link with educational partners to ensure policy
courses map to required competencies
I. Support the MoPS and management to create
learning plans for policy practitioners that include
skill development in:
i. Issue identification
ii. Research and Consultation
iii. Developing options and quality Cabinet
submissions/papers
iv. Results management and monitoring and
evaluation frameworks (focus on outcomes,
not outputs)
v. Communications planning and implementation
(e.g. key messages, plain language, etc.)

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