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Background and Context

The contexts, the concepts and the management of public services are changing significantly as globalization affectshits governments and governance.

In this turbulent context, the importance of developing visionary and innovative, results-oriented leadership capacity in the public sector has been re-affirmed by African Governments themselves at various Platforms and Forums. Almost two decades after the winds of democratization swept over the African continent in the early 1990s, there is an emergent paradigm shift that argues for a departure from conventional leadership capacity development initiatives offered by African training institutions towards more innovative and responsive Executive Development Programs.

It is against this background that there is recognition on the part of all stakeholders which affirms that senior executives in both the public and private sectors are faced by a complex range of responsibilities and challenges. However, Management Development Programs currently offered by African training institutions suffer limitations in their scope, compounded by mandates which focus largely on the Civil Service/Public sector. In addition dwindling financial grants from Central government have further constrained the operational capacities of these institutions.

There is therefore a pressing need for new and invigorated types of capacity building institutions which can offer new, innovative and results oriented programs that are responsive to the needs and challenges faced by both public and private sector Executives and Managers.

In pursuance of this need, a number of activities were carried out by the African Training and Research Center in Administration for Development (CAFRAD), the United Nations Department of Economic and Social Affairs (UNDESA) through its Division of Public Administration and Development Management (DPADM) and their partners. A joint initial UNDESA/DPADM/International Association of Schools and Institutes of Administration (IASIA) Expert Group meeting was held in Turin, Italy in 2002 focusing on the topic of; ‘New Challenges for Senior Leadership for Improved Public Management in a Globalizing World’

Leadership capacity development was then reaffirmed as a key priority in the New Partnership for Africa’s Development (NEPAD)’s Public Administration and Governance Program (2003-2005). It should also be recalled that the 4th Pan African Conference of Ministers of Ministers of Public Services, organized by CAFRAD with the financial assistance of UNDESA/DPADM at Stellenbosch, South Africa, in May 2003, confirmed leadership capacity strengthening as a priority area.

It would be appropriate to insert some reference here re the establishment of AMDIN in response to the Stellenbosch Declaration and the African Governance and Public Administration Programme of the Minister’s Conference, specifically responding to the issues of strengthening public sector capacity development initiatives. I can propose a paragraph should you agree with the suggestion.

In pursuing realization of the Stellenbosch Declaration, CAFRAD with the financial and technical support of UNDESA/DPADM and in collaboration with the Ministry of Public Service of the Republic of Uganda/ Uganda Management Institute (UMI), organized a regional seminar focusing on, ‘Public Sector Leadership Capacity Development for Good Governance in Africa’. The Seminar was held in Kampala, Uganda, in January 2004 with the overall objective of sensitizing High-Level public sector leaders of the continent on the importance of leadership to enhance their skills. Subsequently UNDESA and IASIA constituted an International Task Force on Standards of Excellence in Public Administration Education and training. Through meetings, surveys, and use of consultants, the Taskforce has completed its report containing a set of Standards of Excellence in Public Administration Education and training which can be utilized as an instrument for capacity assessment and a reference for capacity building of institutions that are4 engaged in public administration Education and training. The report will be introduced to the participants in the Forum.

It is therefore in light of the foregoing, that CAFRAD, UNDESA/DPADM, African Management Development Institutes Network (AMDIN), and the International Association of Schools and Institutes of Administration (IASIA) in collaboration with Uganda Management Institute (UMI), under the High Patronage of the Ministry of Public Services of the Republic of Uganda, will join efforts within the context of the IASIA Conference to be held in Kampala on the theme of "enhancing efficiency, effectiveness and equity in Public Service delivery: challenges, opportunities, and good practices" organize the one-day Forum on "Managing and Leading Tomorrow: Toward New Approaches, Standards and Programs for Executive Development in African Countries" to enable relevant stakeholders to exchange views brainstorm on new types of Executive Development Programs. It is envisaged that these evolving programs will equip African public sector managers with the necessary skills, entrepreneurial capacities, competencies, character traits of political impartiality, moral uprightness, endurance of spirit, perseverance, coherence of vision, clarity of purpose etc to promote creative private-public sector synergies resulting in enhanced efficiencies, effectiveness and equity in public service delivery. The forum will also discuss how to strengthen the capacities of Public Administration Education andT training Institutes -- by what ever names called -- to enable them to fulfill their capacity developmentbuilding responsibilities and functions.

Henceforth, an onerous task lies with the Heads of African training institutions to energize their institutions to develop reservoirs of new knowledge, skills and ideas, which governments that enjoy democratically determined legitimacy can harness and productively utilize to drive socio-economic development on the continent. It is in the context of addressing this challenge that Heads of African training institutions should demonstrate professional excellence as well as moving their institutions forward for the benefit of the next generation as well as the present. The goal is to work for the better quality of life for citizens through more responsive government and governance.