Report of the Second DPMF Meeting of the African ...€¦ · Report of the Second DPMF Meeting of...

AFRICAN MANAGEMENT DEVELOPMENT INSTITUTES NETWORK (AMDIN)

Report of the Second DPMF Meeting of the African Management Development Institutes Network (AMDIN)

Held in Addis Ababa on 4th December, 2003 (Organized by DPMF and held at the UNECA in Addis Ababa, Ethiopia on the 4th of

December 2003) Compiled by Taye Assefa and Abdurahman Ame.

Report of the Second DPMF Meeting of the African Management Development Institutes Network (AMDIN), held

in Addis Ababa on 4th December, 2003

Table of Contents Preface.................................................................................................................................... 4 List of Acronyms Used ............................................................................................................ 5 Introduction ............................................................................................................................. 6 Workshop Report .................................................................................................................... 7

2.1 Opening Address .......................................................................................................... 7

2.2 Strategic Plan Issues .................................................................................................... 7

2.3 AMDIN Activities ........................................................................................................... 8

2.4 Partnerships.................................................................................................................. 9

2.5 Guidelines for Curriculum Review, Research and Consultancy.................................... 9

Major Outcomes of the Workshop ........................................................................................ 10 3.1 Strategic Plan.............................................................................................................. 11

3.1.1 Points of Agreement............................................................................................. 11

3.1.2 Core and Supportive Activities ............................................................................. 12

3.1.3 Governance of the Network ................................................................................. 13

3.2 AMDIN's Relations with Continental and Regional Initiatives ..................................... 13

Annex 1: Draft Strategic Framework for the Establishment of a Network of African Management Development Institutes ................................................................................... 16

1. Background ................................................................................................................ 16

2. Introduction ................................................................................................................ 17

3. Rationale for an African MDI Network (AMDIN) ......................................................... 18

4. Value Added of the Network ...................................................................................... 19

5. Framework for Operationalisation .............................................................................. 22

5.1 Governance of the Network .................................................................................... 23

5.2 Phased Implementation .......................................................................................... 23

5.3 Network Linkages.................................................................................................... 24

Annex 2: Relationship of AMDIN with the Governance and Public Administration Programmes by Dr. Salim Latib ............................................................................................ 25

1. Introduction ................................................................................................................... 25

2. Programme Management ............................................................................................. 25

3. Programme Implementation.......................................................................................... 27

3.1 Institutional Capability Development ....................................................................... 28 of 45



3.2 Knowledge Exchange and Policy Learning............................................................. 29

3.4 Innovation and Partnership Support........................................................................ 31

4. Conclusion .................................................................................................................... 32

Annex 3: Minutes of the Meeting of the Task Force of AMDIN, 3rd December 2003 ........... 33 Annex 4: Minutes of the First Meeting of the AMDIN IEC, December 5th 2003 ................... 34 Annex 5: Programme of the Meeting of the Task Force of the Second Workshop of AMDIN, Wednesday 3rd December 2004 .......................................................................................... 36 Annex 6: Programme of the Second Workshop of AMDIN, 4th of December 2003.............. 37 Annex 7: List of Workshop Participants ................................................................................ 38

Botswana ...................................................................................................................... 38

Ethiopia ......................................................................................................................... 38

Kenya ............................................................................................................................ 40

Malawi ........................................................................................................................... 40

South Africa................................................................................................................... 41

Tanzania ....................................................................................................................... 42

Uganda.......................................................................................................................... 43

Zambia .......................................................................................................................... 43

Zimbabwe...................................................................................................................... 43

DPMF Secretariat.......................................................................................................... 44

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Preface The Development Policy Management Forum (DPMF) organized the Second

Workshop of the African Management Development Institutes Network (AMDIN) on

the 4 th of December 2003 in Addis Ababa. The overall objective of the workshop

was to review the activities of the Network, established in December 2002, and to

decide on the way forward. The workshop was attended by a total of 19 participants

from Botswana, Ethiopia, Kenya, Malawi, Tanzania, South Africa, Uganda, Zambia

and Zimbabwe.

The major outcome of the workshop was the decision that AMDIN's activities will be

overseen by an Interim Executive Committee (IEC) consisting of the Kenya Institute

of Administration (KIA), the Zimbabwe Institute of Public Affairs and Management

(ZIPAM) and the Administrative Staff College of Nigeria (ASCON). The IEC, set up

for one year, was to: (i) draft the constitution of AMDIN and present it for approval to

the General Assembly; and (ii) assist DPMF in fund-raising and coordination of the

Network's activities. Moreover, the workshop participants agreed that DPMF, as the

host of the Network, will continue to coordinate the activities of the Network,

including its popularization.

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List of Acronyms Used AAPAM African Association for Public Administration and Management

African Development Management Institutes' Network ADMIN African Management Development Institute AMDI African Management Development Institutes' Network AMDIN Administrative Staff College of Nigeria ASCON The African Training and Research Centre in Administration for Development

CAFRAD

Center of Specialization in Public Administration and Management

CESPAM

Centre for Public Service Innovation CPSI Civil Service Reform Program (Ethiopia) CSRP Development Policy Management Forum DPMF Development Policy Management Network DPMN Ethiopian Civil Service College ECSC East and South African Management Institute ESAMI Federal Civil Service Commission (Ethiopia) FCSC The Ghana Institute of Management and Public Administration GIMPA Interim Executive Committee IEC The International Association of Schools and Institutes of Administration

IIASA

Kenya Institute of Administration KIA Management Development Institute MDI Malawi Institute of Management MIM The New Partnership for Africa's Development NEPAD National Institute of Public Administration NIPA Network of Institutes and Schools of Public Administration in Central and Eastern Europe

NISPACEE

Organization for Economic Cooperation and Development OECD Organisation des Fonctionaires Publics d'Administration OFPA Public Administration Institute PAI The South African Management Development Institute SAMDI Strengths Weaknesses Opportunities and Threats SWOT Tanzania Public Service College TPSC Ugandan Management Institute UMI United Nations Division for Economic and Social Affairs UNDESA Zimbabwe Institute of Public Administration and Management ZIPAM

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Introduction The Development Policy Management Forum (DPMF) organized the Second

Workshop of African Management Development Institutes (MDIs) on the 4 th of

December 2003, in Addis Ababa. The overall objective of the workshop was to

review the activities of the Network since it was established in December 2002 and

to decide on the way forward. The workshop was attended by a total of 19

participants from Botswana, Ethiopia, Kenya, Malawi, Tanzania, South Africa,

Uganda, Zambia and Zimbabwe.

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Workshop Report

2.1 Opening Address

In his opening address, Professor Abdalla Bujra, Executive Director of DPMF,

welcomed all the participants to the workshop. He informed them of the outcome of

the first meeting of Management Development Institutes (MDIs)/ Public

Administration Institutes (PAIs) held on 6 th - 7 th December 2002 and progress

made in implementing the decisions of the workshop. The Workshop participants

had agreed to launch an African Development Management Institutes' Network

(ADMIN) and to form a four person taskforce. Prof. Bujra noted that the Task Force

held a meeting on the 3 rd of December 2003 to discuss progress in implementing

decisions taken during the First Workshop and to review the agenda of the second

workshop of the Network.

Following this opening address, Dr. Patrick Yalokwu, representing Dr. Haile Michael

Aberra, President of the Ethiopian Civil Service College (ECSC) and chairperson of

the Task Force, briefly presented the main points of the Strategic Plan drafted by the

Task Force. At the end of his presentation, the floor was opened for discussion and

participants forwarded comments and suggestions.

2.2 Strategic Plan Issues

The discussion that followed the opening address and statement raised the following

issues:

• The need to incorporate the network's vision and mission in development and

poverty reduction strategies;

• The inclusion, in the strategic plan document of vision and mission statements

(See 3.1 for exact statements);

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• The realization that the value of products and services of MDIs would only be

enhanced through a partnership between MDIs and their clients since MDIs'

effectiveness could not be determined by themselves alone;

• The need for involving all stakeholders in the design of the strategic plan;

• The need to develop modalities for taking account of the needs and

aspirations of other stakeholders;

• The recognition that the draft strategic plan is a living document, subject to

further changes and enrichment, as more MDIs join the network;

• The suggestion, made by one participant, to incorporate a SWOT analysis in

the Strategic plan, including some indication of how individual MDIs are

working and how these can be related with other regional and international

institutions;

• The suggestion, by another participant, to incorporate in the strategic plan

framework, the Networks' potentials in terms of enhancing the capacities of

individual MDIs to face the challenges of globalisation. While the document

outlines the challenges faced by MDIs, it does not clearly state available

opportunities and this should be corrected in the future;

• The Network's objectives should also be spelt out as distinct as from the

rationale for the Network.

2.3 AMDIN Activities

Activities of the Network can be distinguished as Core and Support Activities. Core

activities include: (i) Research and Consultancy, and (ii) Curriculum Review and

Training. Support Activities include: (i) the organization of an annual conference of

MDIs, and of a Directors' Forum as a side event; (ii) the preparation of a directory of

MDIs (for which participants were urged to send all relevant information about

institutions they were affiliated to; (iii) the launch and administration of the Network's

website and links with other websites; (iv) facilitation of staff exchange and

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information sharing; (v) facilitation of training and research partnerships; (vi)

assessment and quality support; (vii) acting as a collective voice and lobbying; and

(viii) producing publications, such as a newsletter and journal. It was decided that

these latter two activities would be waived at the initial stage.

2.4 Partnerships

Regarding partnership and collaboration between MDIs, participants indicated that:

• The training programmes of the majority of MDIs are traditional ones,

patterned after the Western World. Not much has been done in the field of

good governance, democratization and conflict management in an African

context.

• African MDIs have been expanding their programmes and many have been

engaged in curriculum review to meet the changing demands of liberalized

market economies in the new millennium. However, the value and quality of

their products (graduates, as well as certificate and degree holders) are being

questioned by various stakeholders.

• To cope with an increasingly competitive environment and to meet the

challenges facing them, several MDIs have begun to build partnerships. For

example, ASCON has established viable working relationships with the

Ethiopian Civil Service College (ECSC), especially with regard to the training

of civil servants.

2.5 Guidelines for Curriculum Review, Research and Consultancy

Given the consensus reached for reviewing the curriculums of MDIs, Mr. Soobrayan,

Executive Director of the South African Management Development Institute (SAMDI)

suggested guidelines for preparing the TOR for Curriculum review and argued that to

be prepared according to these guidelines, papers should address, but not be limited

to the following: of 45



• A brief description of the current training and research programs of MDIs;

• A brief assessment of whether existing MDI training and research programs

are meeting the challenges of current political and socio-economic reforms in

Africa;

• The extent to which training and research programs incorporate courses on

democracy, good governance and conflict resolution;

• The strategies used by MDIs to link training and research programs to social,

political and economic realities;

• Reviewing the pedagogy: how to teach and length of teaching periods;

• Identifying gaps in the existing curriculum that act as constraints to meeting

the challenges of a dynamic world.

Mr. Soobrayan also suggested guidelines for reviewing the status of research and

Consultancy in MDIs, including:

• Review of current research activities and q uality of research conducted,

especially in terms of content and relevance to end-users, as well as the use

of appropriate language in the dissemination of research findings;

• The kinds of institutional support made available to researchers to foster

sustained research;

• The existing capacity for research in individual and collective institutions;

• The degree of utilization of research outputs;

• A framework for the research to be undertaken.

Major Outcomes of the Workshop

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3.1 Strategic Plan

3.1.1 Points of Agreement

After extensive discussion on the contents of the strategic plan, the Workshop

participants agreed on the following:

a. To refer to the Network as the African Management Development

Institutes' Network to be identified with the acronym AMDIN.

b. To amend the Draft Strategic by including the following vision and mission

statements:

• Vision statement: "For MDIs to be centers of excellence capable of

responding to African development challenges and global

engagements".

• Mission statement: "To create for African MDIs a platform that

articulates their collective voice and that promotes mutual partnership

and collaboration with a view to developing leadership and

management capacity in response to the needs of the African people

and their governments" .

c. The Plan shall not make any discrimination between the traditional

government MDIs and the private sector, as well as University-based MDIs, in

its membership drive, even at the formative stage.

d. The budget for the Network should be dropped out of the document.

e. While the document outlines the challenges faced by MDIs, it does not clearly

indicate the opportunities available which should be clearly stated in future.

The objectives of the Network should also be spelt out as distinct from its

rationale.

f. The activities that the Network will engage in should be differentiated and

grouped as Core and Supportive Activities.

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3.1.2 Core and Supportive Activities

Core Activities: These include two sets of activities, namely (i) Research and

consultancy, and (ii) Curriculum Review and Training. The participants assigned

three Network members to develop the Core Activities, these including

representatives from the Ethiopian Civil Service College (ECSC), the South African

Management Development Institute (SAMDI), and the Ghana Institute of

Management and Public Administration (GIMPA). While the ECSC is to be the lead

institution for Curriculum Development, SAMDI is to be the lead institution for

developing the Research and Consultancy Activities of the Network. All three

institutions will consult each other and work out mechanisms for sharing specific

responsibilities when developing Core Activities assigned to them. They will also

report their findings and recommendations to the General Assembly in December

2004.

Support Activities: It was emphasized that the Strategic Plan should be considered

as a dynamic and living document to be continually enriched with feedback from

MDIs before being finally adopted by the General Assembly. Opportunities should be

provided to accommodate the interests and inputs of stakeholders and MDIs. To

facilitate this process of enrichment, it was decided that the full document should be

posted on the website of AMDIN and also published in a special issue of the DPMN

Bulletin.

Network's Website: DPMF was mandated to design and host the website of AMDIN.

The design of the website would be standardized with meaningful and better

arranged icons, a representative logo for the Network, the use of African colors for

icons, the inclusion of additional icons to provide information on the background of

AMDIN, links to the website of MDIs, etc. Members were urged to send suggestions

for the design of the logo within a month and also to identify the application program

(pdf, html, etc.) to be used for formatting/composing information they send

electronically for posting on the website.

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3.1.3 Governance of the Network

The participants agreed that the highest decision-making body of AMDIN shall be the

General Assembly. The first meeting of the Assembly will be held in December 2004.

This meeting will include all MDIs that participated in the previous two workshops, as

well as additional ones interested in joining the Network. The DPMF was confirmed

as the host of the Network and will continue to coordinate the activities of the

Network, including raising funds for and popularizing the Network.

The participants also decided that AMDIN's activities will be overseen by an

Executive Committee, which will be elected by the General Assembly next year.

Meanwhile, the following MDIs have been elected to serve as members of the IEC

which shall have a one year term: KIA, ZIPAM and ASCON. The Interim Committee

will be responsible for drafting the constitution of AMDIN and presenting it for

approval by the General Assembly; and assisting DPMF in fund-raising and

coordination of AMDIN's activities.

It was decided that the membership fees will be fixed by the General Assembly in

2004.

3.2 AMDIN's Relations with Continental and Regional Initiatives

The Afternoon Session started with Dr. Latib presenting a paper illustrating the

relationship of AMDIN with the Governance and Public Administration Programme.

Dr. Latib said that the African Ministers of Public Service adopted the ‘Stellenbosch

Declaration' and the capacity development programme on ‘Governance and Public

Administration' on the 7 th of May 2003, at Stellenbosch, in South Africa. In the

‘Stellenbosch Declaration', the Ministers of Public Service approved the structure

and broad orientation of the capacity development programme and declared that the

programme needs to be implemented as a an element of the overall NEPAD

programme.

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He also noted that the DPMF had, over the past two years, facilitated dialogue

among MDIs in the continent. Building on this, the DPMF committed itself to

convening a meeting of MDIs to establish a mutually supportive network of MDIs.

The office of the Chairperson assisted in drafting the concept note for establishing

the network. DPMF's organization of a workshop of MDIs is timely in this regard. It is

anticipated that the ‘network' will form a core foundation for the support to MDIs and

will be core to implementing this output area in the Ministers' programme.

Dr. Latib also reflected on the relationship of AMDIN with Continental and Regional

Initiatives such as the Pan-African Conference of Ministers of Public Services. He

indicated that in the Windhoek Declaration, the importance of MDIs was already

recognized by the African Ministers of Public Services. It was felt that it was not

difficult for AMDIN to win the full recognition of continental initiatives such as the

Pan-African Conference of Ministers of Civil/Public Services. He further noted that

the Program on Public Sector Leadership Development for Good Governance which

is planned to kick-start with the Kampala workshop of 27-30 January 2004, and the

meeting of the Committee of Ministers of the Pan-African Conference in Kampala,

provide a welcome opportunity for linking up.

It was agreed that Ethiopia and South Africa should represent the Network at both

meetings in Kampala and ensure that AMDIN's perspective is reflected at these fora.

To this end, a short paper reflecting the principles and visions of AMDIN would be

prepared and presented by AMDIN's representatives at the Kampala workshop.

Dr. Salim Latib was asked to approach the chairperson of the Committee of

Ministers, as well as the organizers of the workshop, i.e. CAFRAD and UNDESA,

both to secure an invitation for AMDIN and to facilitate the inclusion of AMDIN's

presentation at a strategic point in the agenda.

It was noted that the Commonwealth Secretariat was organizing a similar workshop

on leadership development and that some of the participating MDIs, such as NIPA

and TPSC, would be attending this workshop. Therefore, the representatives of both

MDIs were requested to speak on behalf of AMDIN at the Commonwealth workshop.

Mr. Answell W. Saka of NIPA promised to mention the AMDIN workshop in his

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presentation to the Commonwealth workshop and to relay the outcome of the

workshop to DPMF so that this could be incorporated in AMDIN's presentation at the

Kampala workshop.

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Annex 1: Draft Strategic Framework for the Establishment of a Network of African Management Development Institutes

1. Background

The Development Policy Management Forum (DPMF) initiated a workshop of African

MDIs in December 2002. The workshop intended to provide MDIs with a forum for

exchange of perspectives and views on programmes. It was also to serve as a

platform for enhancing further exchange. The December workshop revealed that

African MDIs often confront similar problems and challenges, as well as

opportunities for information exchange and collective processes.

At the 3rd Pan-African Conference of Ministers of Public Services the importance of

MDIs and the need to support them was recognized. In line with this, the Windhoek

declaration “(r) reaffirmed the crucial role played by the national public administration

schools and institutes and the need to develop and strengthen their ability to prepare

the public servants of the future to deal with the challenges of globalisation.” This

commitment was taken forward at the 4th Pan-African Conference of Ministers of

Public Service where a continental partnership programme on Governance and

Public Administration, to be championed and implemented within the fold of the

NEPAD was agreed upon. The broad programme document included a provision for

the development of supportive interventions directed at MDIs, to be led by the

DPMF.

This overall proposal seeks to operationalise the commitment of the Ministers of

Public Services and the agreement of Directors of MDIs to establish a ‘network', as a

platform for mutual support. The proposal provides an overall strategic framework for

the operationalisation of the network and for its further expansion over a period of

two to three years. The mandate for developing the proposal directly emanated from

the meeting of MDIs held in December 2002.

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2. Introduction

The establishment and evolution of MDIs in Africa was a direct response to the

institutional requirements of governments across the continent. Whilst the MDIs

models adopted and re-adapted varied from country to country, many MDIs shared a

similar history and a similar set of challenges and problems. Many were established

by national governments and were often modeled after Western countries through

post–colonial linkages with comparable institutions in previously colonizing countries.

In some instances, regional institutions were established to benefit from scale and

also promote the establishment of centers of excellence (ESAMI, CESPAM, OFPA,

CAFRAD). Within the diversity and the continuous evolution of MDIs, including those

established within Universities, the ongoing reflections and dialogue reveal certain

common threads.

• Leadership transition challenges: Many MDIs have, over their short histories,

confronted a high turnover of senior leadership. Whilst there are a number of

reasons for such turnover, the reality is that this trend often impacts on the

ongoing operations of the MDIs. In the absence of a supportive network, such

transition often becomes very difficult for newly appointed directors and MDI

staff who have to operate in very turbulent institutional contexts.

• Financial sustainability : As with leadership transition, MDIs have often been

subject to radical changes in their resource base and funding environment.

Over the past decade, many MDIs have been subject to policy changes

seeking to drive them towards more market orientation and, at the same time,

ensure that they proactively deliver programmes to an under-resourced public

sector clientelle. Confronting such challenges, MDIs have and are beginning

to recognize, the benefits of cross-border and cross-institutional partnerships.

• Reputation and capabilities: In the context of resource and capability

turbulence, it has been difficult for many MDIs to retain and/or establish a

reputation of excellence. In the current global context with enhanced

communication networks, many MDIs are finding it difficult to establish and

retain a reputation as providers of choice. Even with the best of capacities,

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historical turbulences mitigate against the ability of many MDIs to sustain a

reputation outside complex local, regional and international networks and

partnerships.

• Institutional sustainability and staff turnover: Whilst seeking to adapt to a

changing global context, many MDIs have found it very difficult to sustain and

grow institutionally and change at the same time. This difficulty is partly rooted

in high staff turnover and constant collapse of institutional memory. In such a

context, networks provide an immense resource and can serve to ensure both

institutional sustainability and memory.

• Competition and Marketisation: Many MDIs are subject to increased

competition from privately established and foreign MDIs. Whilst such

competition might contribute to enhancing efficiency, it has forced many to

move away from investment to public sector training.

In addition to these broad patterns of evolution amongst MDIs, it is evident that many

have responded to the globalisation process by building partnerships and seeking

opportunities for value based relationships. The search for opportunities and a

framework (network) that could enhance opportunities is partly driven by the

globalisation of knowledge/learning. This is occurring in a context of general re-

assertion of the role of the state, growth in regionalism and the clustering of

capabilities. Within the immediate policy environment of many MDIs, there is growing

recognition of the limits of private sector-MDI competition and, at the same time, a

commitment to finding new and more complex models and partnerships for

sustainability. A core pattern in this process is a growing recognition and

commitment towards the need for a regional network of MDIs.

3. Rationale for an African MDI Network (AMDIN)

The benefits of a strong African network are mainly rooted in its potentials for

resource leverage and knowledge exchange. Other comparable regional networks

have demonstrated such potential. In particular, the Eastern European (NISPACEE)

network and the Global network (IASIA) have demonstrated the benefits that can be of 45



derived from a network of MDIs. In recognition of this, the Asian and Pacific Schools

and Institutes are in the process of establishing a network (Miami, September 2003).

Whilst the specific benefits to individual MDIs will be rooted in the specific activities

and services of the ‘network', the overall rationale for the establishment of an African

Network of MDIs are broadly captured in three areas:

1. Resource leverage and exchange: The framework of a network provides

opportunities for resource leverage through active partnerships and exchange

of resources (knowledge, capabilities, finance, etc). In particular, a network of

MDIs provides a platform for sharing personnel, expertise and grasping

opportunities through collective processes.

2. Knowledge, Exchange and Development: MDIs develop curricula, research

and training materials that can be used by other MDIs. A supportive network

allows for the wide exchange of materials and provides a base for the

collective development of materials and programmes. As many MDIs are

involved in government policy support, this would also serve to strengthen the

overall policy capabilities of governments across the African continent.

3. Institutional Development Support: MDIs confront similar challenges and

problems. The framework of a network provides an opportunity to enhance

exchange on institutional development issues and could serve as a basis for

establishing a collective continental voice on specific continental structures

and initiatives.

In the main, the concept of ‘network' is driven by a realization that the diverse

experiences of MDIs and their existing challenges provide an immense opportunity

and a vehicle for building the collective, as a basis for strengthening individual MDIs.

4. Value Added of the Network

There are a number of specific ‘value adding areas' that may emanate from the

establishment of a Network of African MDIs. Many of these will evolve as the

network is established and grows. In constructing the value-adding areas, the

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network will also be able to draw on the vast experiences of other similar networks

and from the experience of the International Association of Schools and Institutes of

Administration (IASIA).

The specific activities that the network would engage in would be determined and re-

determined on an ongoing basis. Many of the activities will depend on available

resources. It is also anticipated that the activities will be phased over a period of

time, as the network membership is consolidated and begins operations. The

following is directed at broadly capturing the possible activities and services that the

network could engage in and the specific value-adding areas to MDIs:

• Annual Conference of MDIs: Providing space to MDI officials to reflect on

current trends and future possibilities. Such a conference will also provide an

opportunity for MDIs to build value-based partnerships for effective

programme delivery.

• Directors' Forum: This would provide space for Directors to exchange views

on the overall management and institutional development of MDIs. In addition

to being a useful forum for learning, it is anticipated that such a forum could

serve as a framework for ‘peer-review' and support.

• Side Event at IASIA: As many MDIs attend the annual IASIA conference, it is

anticipated that the ‘network' could facilitate a side event that specifically

targets African MDIs, at each of the annual IASIA conferences.

• Newsletter (e-news): The network could provide a platform for exchanging

views on topical events and news, on matters of importance to MDIs. This

could include news on new programmes, innovations among MDIs,

opportunities, appointments, etc.

• Directory of MDIs : The network could serve as a vehicle for preparing a

‘directory' of MDIs across the continent –including information on mission,

vision, objectives, broad programme areas and relevant contact details. This

will facilitate greater exchange between the MDIs and encourage the

emergence of partnership programmes.

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• Curriculum and Case Exchange Facility: The network could serve as a

clearing-house for case studies, curriculum and related materials for MDIs

and other institutions. This may be organized under specific topics and could

serve as a basis for information exchange between different MDIs.

• Facilitate Training and Research Partnerships : The network could serve as a

useful vehicle for programme delivery through a partnership of MDIs. In this

case, the network could tender for projects in countries where there are no

MDIs and where there are regional and continental training opportunities.

Where appropriate, the network could serve as a platform for initiating

research projects that would be of interest to members.

• Facilitating Staff Exchange: The network could create a framework and serve

as a vehicle for short and long-run staff exchange programmes. The network

could also serve as a basis for communicating training and research

opportunities to MDI staff.

• Assessment and Quality Support: The network could also provide a platform

and framework for assessment and quality support work requested by

individual MDIs. Overtime, the network could engage in a partnership to

construct an independent ranking of MDIs across the continent.

• Journal and Special Issue Publications : There is currently no specific all-

Africa journal on management development issues. Whilst there are Journals

that focus on institutional and developmental issues, none are devoted to

issues that specifically interest individuals involved in management

development. In this respect, the network could, over-time, serve as a vehicle

for establishing a management development journal. In the short-run, this

could be encouraged by negotiating special issue publications, with existing

continental journals.

• Collective voice and lobbying: The network could enhance the voice of MDIs

at the global, continental and sub-regional level. In addition, it could serve as

a framework for lobbying continental structures, donors and other

stakeholders on the critical challenges and opportunities afforded by MDIs. of 45



• Policy Communities : As many MDIs are directly involved in shaping

government policies and practices, the network could facilitate the

establishment of policy communities within areas of critical challenge and

need (i.e. regional integration, good governance, ethics, etc).

There are a number of other service and activity areas that may be added to the

broad range of network possibilities. However, the manner in which these are

introduced and operationalised will depend on resource capability realities and the

guidance of MDIs across the continent.

The following diagram provides a broad summary of the potential services and

activities of the network.

5. Framework for Operationalisation

The framework seeks to provide an overall direction on how the network would be

established and operationalised. It is broadly anticipated that the process will be

phased over a three-year period. The plan seeks to outline the framework for the

overall governance of the network, the phased implementation process, the

resourcing (financial, human, etc) and the initial linkages that need to be constructed.

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5.1 Governance of the Network

Details of the governance framework will be captured in a separate document to be

presented to the founding MDIs for approval. In the main, the network will be

governed through the active participation of MDI members. Membership will be

determined in a phased manner through the payment of membership fees for the

sustenance of network operations. Members will elect an executive committee of

members for a two-year period. The overall responsible official will be a member of

the Executive Committee which will be the highest decision-making body of the

network. The Executive Committee will meet twice a year and one of its meetings will

coincide with the Annual Conference of MDIs. Members of the Executive Committee

should all ideally be heads of individual MDIs and the Committee should be broadly

representative of the AU regions. Whilst in the initial and formative stages, the

network would focus on attracting traditional government MDIs, the focus will rapidly

shift towards attracting other private sector and University based MDIs.

5.2 Phased Implementation

The phasing of the services and activities of the network will be driven by the reality

that it would take some time for the network to mobilize resources and required

capacities. The initial phase of network establishment would focus on building a

membership base and organizing the annual conference of MDIs. The second phase

would focus on the further establishment of frameworks and implementation plans

for further activities, and the last phase would focus on establishing all of the

activities and broadening the membership base.

The overall phasing of activities is broadly captured in the following chart:

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At its formation, the network would formally request that the DPMF host it and

continue the process of championing its evolution. The founding members would

need to commit themselves to contribute to ongoing network activities and provide

financial support for its operationalisation through specific grants (where appropriate)

and direct payment of fees. Whilst the network will be operationalised at the

continental level, a central and focused effort should be made on constructing sub-

regional networks and relationships within the overall continental framework. This

would be a crucial element of the network's work and would assist in developing

regional centers of excellence.

5.3 Network Linkages

As further engagements with global and continental partners are essential for the

establishment and growth of networks, a collective network ensures that the

perspectives of African MDIs can be expressed in relevant global, regional and sub-

regional organizations. In addition, the network can work actively at establishing

linkages with similar networks, in particular the IASIA. As a ‘legal entity' the network

will also be able to mobilize resources for its activities and engage donors to support

its operationalisation.

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Annex 2: Relationship of AMDIN with the Governance and Public Administration Programmes by Dr. Salim Latib

1. Introduction

The African Ministers of Public Services adopted the ‘Stellenbosch Declaration' and

the capacity development programme on ‘Governance and Public Administration' on

the 7th of May 2003, at Stellenbosch, in South Africa. In the ‘Stellenbosch

Declaration', the Ministers of Public Services approved the structure and broad

orientation of the capacity development programme and declared that the

programme needed to be implemented as an element of the overall NEPAD

programme.

2. Programme Management

The overall responsibility for championing the programme and supporting its

implementation resides with the African Ministers of Public Services, as represented

by the Committee of Ministers and the Chairperson of the Committee of Ministers.

The responsibility for detailed implementation resides with the African partner

institutions and committed global partner institutions. In support of the overall

process, the Office of the Chairperson of the 4 th Pan-African Conference of

Ministers focuses its attention on the following value–adding activities:

a. Ensuring overall governance and accountability of the programme;

b. Building relationships and partnerships that facilitate programme delivery;

c. Leveraging resources for the programme and for specific projects within the

ambit of the programme;

d. Providing political and intellectual leadership and guidance over programme

implementation.

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In line with the above, the office of the Chairperson has, over the past few months,

focused much of its attention on championing the programme within the structures of

the NEPAD. Over this initial period, a central milestone has been the presentation of

the programme of the 4 th Pan-African Ministers of Public Services at the Heads of

State and Government Implementation Committee Meeting of NEPAD in Maputo,

Mozambique (July 2003). One result of this meeting was the incorporation of the

Ministers' programme, as an essential component of the overall NEPAD programme.

The ‘Stellenbosch Declaration' specifically requires that the programme and future

conferences of Ministers be incorporated into the African Union (AU). In response to

this, and in keeping with the Ministers' wishes, the programme of the Ministers of

Public Services is reflected in point 22 (Assembly/AU/Decl. 5(II)) of the AU

‘Declaration on the implementation of the New Partnership for Africa's Development

(NEPAD)'. This conclusion has also been communicated to the AU Commission and

it is anticipated that detailed discussions will be held on the incorporation of the

programme into the AU and that the 5 th Pan-African Conference of Ministers of

Public Services will be held under the auspices of the AU.

In keeping with the governance and accountability responsibilities, the Chairperson

of the Committee of Ministers has endeavoured to communicate progress to the

committee of Ministers. In the absence of direct programme management resources,

it has been difficult to convene a meeting of the Committee and of the partner

institutions. To address this shortfall, the Office of the Ministers will endeavour to

increase the frequency of communication and will, to the extent possible, provide

detailed reports to the Committee of Ministers. Where possible, reports will also be

forwarded to all Ministers of Public Services.

Programme implementation has benefited immensely from the proactive work of the

continental partner institutions. In particular, CAFRAD has taken a lead in taking

forward various aspects of the programme and has demonstrated willingness to

proactively champion programme delivery. Of particular importance has been the

contribution of the UNDESA. Whilst the central focus of the Office of the Chairperson

has been on mobilising resources, where possible, specific and further delivery

partnerships have been encouraged. As part of this, the OECD has agreed to

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support the programme and will, as per its commitments, provide delivery guidance

based on the OECD's experience in the area of programme coverage.

In the area of resource mobilisation, the focus of the Office of the Ministers has been

on securing a core donor within the fold of NEPAD. To this end, the European Union

(EU) has agreed to make available an initial grant of EURO 2 Million. A funding

proposal that captures the various aspects of the approved programme is being

finalised and will serve as a basis for channeling resources for programme

implementation. In view of this initial commitment, it is anticipated others donors will

begin to contribute to the delivery of the programme. Initial engagements have been

made with the Germans, British and the Dutch. The momentum will increase as soon

as initial contributions are secured and the implementation process is speeded up.

To ensure that the programme is marketed in the continent and globally, the Office of

the Chairperson is in the process of producing and publishing the outcomes of the 4

th Pan-African Conference of Ministers of Public Services. This publication will be

available by the end of December 2003. In addition, videos of all the conference

proceedings are being copied to DVD. Based on the costs of producing the DVDs,

these will be made available for purchase, at a nominal production fee. The

Chairperson of the Committee of Ministers has also actively marketed the

programme in all global and continental engagements.

3. Programme Implementation

The programme and its implementation have been divided into four specific areas of

intervention. Within each of these areas, the overall responsibility for championing

the details of the intervention were allocated to established African institutions. This,

with the understanding that the institutions will draw on their own resources for

implementation and will be supported by partner institutions, donors and Ministers of

Public Services from across the continent.

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3.1 Institutional Capability Development

During the period of the report, partner institutions have been active in three specific

areas of engagement: i) e-Governance, ii) Leadership Development, and iii) Public

Administration Training and Support Institutions. In addition, the Office of the Minister

has actively engaged with partner institutions to assist in shaping the nature of

interventions in all the outputs listed under this focus area. It is anticipated that these

will evolve as resources are made available and after an initial meeting of partners.

In line with its commitments, CAFRAD, with support from UNDESA convened a

workshop of experts, in October 2003, to develop a detailed programme of action on

‘e-governance'. Experts and stakeholders from the continent and across the globe

attended the workshop. The workshop was directed at generating an action plan on

capacity development interventions for the utilisation of information and

communication technologies (ICT) for governance and service delivery. The

outcomes of the meeting will be communicated to the Chairperson and the

Committee of Ministers.

The Development Policy Management Forum (DPMF) has over the past two years

facilitated dialogue amongst Management Development Institutes (MDIs) in the

continent. Building on this, the DPMF committed itself to convening a meeting of

MDIs to establish a mutually supportive network of MDIs. The Office of the

Chairperson has assisted in drafting the concept note for establishing the network

and DPMF's workshop of MDIs is timely in this regard. It is anticipated that the

‘network' will form a core foundation for the support to MDIs and will be central to

implementing this output in the Ministers' programme.

In the area of ‘Public Sector Leadership Development', CAFRAD has been working

closely with DPMF, to facilitate the delivery of an initial planning workshop for MDIs

and Human Resource Managers from across the continent. The workshop, planned

for the end of January 2004 (Uganda) will focus on generating key strategies for

leadership development in the continent. The workshop will build on the presentation

of UNDESA at the 4 th Pan-African Conference of Ministers and will seek to take

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forward the concluding discussions that emanated from the session on ‘Leadership

Development'.

The Office of the Chairperson has been exploring a variety of possibilities and

partnerships to ensure implementation of all of the other identified areas. To this end,

the Office has been exploring possible partnerships to take forward the themes of

‘Ethics and Corruption' and ‘Centres of Government'. The Office has been working

with partners to fully explore interventions that would be relevant in this area and that

could be taken forward within the ambits of the Ministers' programme. These and

other ideas or implementation concepts will be communicated to the Ministers and

other stakeholders as they become available.

3.2 Knowledge Exchange and Policy Learning

It is anticipated that progress in this area will gain momentum as resources become

available and as relevant policy related seminars are identified and organised.

Central to developments in this area is providing support to existing publications of

partner institutions. Whilst the Office of the Chairperson has engaged actively with

DPMF on its publications, greater effort needs to be placed on supporting CAFRAD

and AAPAM publications. The Office is also in the process of securing a list of all

Public Administration Journals in the continent. This, with a view of enhancing their

distribution and access to them from across the continent.

In keeping with the overall objective of this area of focus, the Office has been

working with partners on generating a policy publication on ‘Performance

Management'. In this respect, AAPAM, CAFRAD and CESPAM have all organised

seminars or workshops on Performance Management and hence have accumulated

a variety of practical documents on experiences across the continent. The office will

be working with these organisations to generate a practical policy document on the

implementation of Performance Management. It is anticipated that such a document

would provide a summary of experiences.

The area of ‘Public Sector Leadership Development' has emerged as a critical area

of focus and engagement across the continent. In light of the planned Uganda of 45



workshop, it was anticipated that it would be necessary to enhance dialogue by

producing a pre-Uganda publication that would be directed at enhancing dialogue

and debate on Public Sector Leadership Development. To this end, DPMF, with

support from the partners, has agreed to publish, in its bulletin, the papers that

emanated from the 4th Pan-African Conference of Ministers. It is expected that the

publication would be available as soon as possible.

The Office of the Chairperson of the Committee of Ministers has been working

closely with officials of the Chinese Government, on possible support to the

Ministers' programme. In keeping with the overall orientation of the China-Africa

Forum, there is broad agreement to support a seminar on the ‘Management of

Access Capacity in the Public Sector'. It is expected that this seminar will take place

after April 2004. A key component of such a seminar would be to generate a policy

document that facilitates wider distribution of experiences shared at the seminar.

In addition to the above activities, the Office of the Chairperson will work closely with

the relevant continental organisations to encourage the documentation and

distribution of country and case experiences in Public Sector Reform. In this respect,

the Office of the Chairperson is working closely with the DPMF on raising resources

for a comprehensive study of Public Sector Reform across a selection of African

countries. This, in addition to exploring a variety of options for enhancing knowledge

exchange and learning across the continent.

Data Collection and Exchange

The broad parameter of a ‘database' on the overall structure and shape of

governance and public administration systems across the continent was presented

at the 4 th Pan-African Conference of Ministers. In addition, the Centre for Public

Service Innovation (CPSI) and CAFRAD have separately collected basic data on

country specific experiences and systems of public administration. The overall

intention of these efforts has been to establish an accessible database on

governance and public administration. Based on this initial effort, it has become

necessary to explore the shape of the next stage of this project and to establish a

partnership that could assist in further collection and collation of data for the

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generation of comparative reports. A proposal on the way forward will be presented

to Ministers as soon as this initial exploratory phase is completed.

Central to the implementation of the Ministers programme is the establishment of a

portal on Governance and Public Administration in the continent. In this respect, the

Office of the Chairperson established a website for the Ministers' conference. The

overall intention of the initial effort was to establish the site as a basis for creating a

substantive portal on Governance and Public Administration. Since the proposed

portal would not seek to compete with existing portals and websites, it has become

necessary to explore the future of the site and establish the parameters of a

continental portal with existing African institutions and global partners. The existing

African partners have substantive websites and continue to place relevant

programmatic information on these sites. A recent addition to the website is the

website of AAPAM. Following further exploration with partners and NEPAD, a

proposal will be placed before the Ministers on the shape and overall direction of the

portal.

3.4 Innovation and Partnership Support

The Ministers programme has identified as a priority, support to innovation projects

and the establishment of a system for innovation awards. The Office of the

Chairperson has been exploring with CPSI the establishment of a project that would

seek to generate innovation projects that enhance regional and continental

integration in Governance and Public Administration. It is anticipated that such a

project would form the foundation for exploring one or two projects that would be

supported prior to the 5th Pan-African Conference of Ministers of Public Services.

The overall shape and direction of this project will be presented to the Ministers as

soon as the projects move beyond the initial exploratory stage.

The African Ministers have consistently called for a process of recognising innovative

projects and experiences from across the continent. In line with this, the programme

identifies the establishment of a system of innovation awards, with the first such

awards to be done at the 5th Pan-African Conference of Ministers of Public Services.

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With this in mind, the Centre for Public Service Innovation is working on developing a

simple system for innovation awards and the overall framework will be presented for

approval by the Committee of Ministers at the end of January 2004. In addition, the

Office of the Chairperson will be working with CPSI to find specific sponsors for the

agreed awards. Thus, to ensure that the award system is incentive driven and is fully

implemented on the occasion of the 5 th Pan-African Conference of Ministers of

Public Services.

4. Conclusion

As is demonstrated in this report, the implementation of the Ministers' programme is

progressing, but requires further support from global partners and participating

countries. To this end, it is necessary to explore potentials for further participation of

African Ministers and their departments in the implementation process. Of particular

importance in this respect, is the mobilization of additional partners and assistance

for the conceptualisation and delivery of projects and activities that fall within the

ambits of the Ministers' programme.

A central challenge for the programme is sustaining the momentum that was

established at the 4th Pan-African Conference of Ministers of Public Services. This

process requires active exchange and communication between all Ministers in the

continent and actively marketing the programme with donors and potential global

partners. The Office of the Chairperson remains open for advice and guidance on

opportunities and possibilities that would assist in programme implementation. Whilst

the Chairperson has interacted with the NEPAD Secretariat, it is critical that all

Ministers engage with NEPAD and the AU to ensure that the programme remains a

priority supportive intervention in the continent and that it adds value to country

specific governance and public administration change and development policies and

practices.

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Annex 3: Minutes of the Meeting of the Task Force of AMDIN, 3rd December 2003 The Task Force members in attendance were:

1. Dr. Salim Latib, Senior Manager, Governance and Public Administration in

Africa Programme, Department of Public Service and Administration (South

Africa)

2. Mr. Bobby Soobrayan, Director General, South African Management

Development Institute (SAMDI)

3. Ato Solomon Fisseha, Associate Vice President, Ethiopian Civil Service

College (ECSC)

4. Dr. Patrick Yalokwu, Ethiopian Civil Service College (ECSC)

5. Prof. Abdalla Bujra, Executive Director of DPMF

6. Dr. Taye Assefa, Research and Publications Coordinator, DPMF

7. Mr. Abdurahman Ame, Research Assistant, DPMF

8. Ms. Martha Bakwesegha, Research Intern, DPMF

The Task Force Meeting discussed the progress report presented by Dr. Haile

Michael Aberra, President of the ECSC. Ato Solomon Fisseha, Associate Vice

President at the ECSC, read the presentation on Dr. Haile Michael's behalf. He

focused on the implementation of the First AMDIN workshop agreements. The task

force members also discussed the agenda for the main workshop and how to

facilitate more systematic deliberations at the workshop.

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Annex 4: Minutes of the First Meeting of the AMDIN IEC, December 5th 2003 The first meeting of the AMDIN, IEC was held at the DMPF Office on the 5 th of

December 2003. Dr. Callistus D. Ndlovu, Dr. Salim Latib, Dr. Patrick Yalokwu, Mr.

Phillip Oduogi Mionwa and Prof. Abdalla Bujra attended the meeting.

The meeting went over the decisions made during the Second AMDIN workshop and

shared ideas on how to implement these.

The meeting started with Prof. Bujra welcoming the members of the Interim

Executive Committee to the DPMF and to their first business meeting. Following this,

the members of the Committee elected Mr. Ndlovu as the IEC's chairperson.

Prof. Bujra then summarized the main decisions reached by the participants of the

Second AMDIN Workshop held on the 4 th of December 2003, at the Global Hotel, in

Addis Ababa. Highlights of these decisions were as follows:

• The Executive Committee gave DPMF the mandate to communicate on its

behalf with outside bodies;

• It was agreed that Ethiopia and South Africa should represent the AMDIN at

the Kampala Seminar on Public Sector Leadership Capacity Development for

Good Governance in Africa;

• It was agreed that Mr. Bobby Soobrayan would prepare a paper reflecting the

views of the AMDIN on leadership to be presented at the Kampala seminar;

• It was also agreed that Dr. Patrick Yalokwu would write a short paper

reviewing cooperation among the DMIs and present this to the DPMF which

will circulate it among network members for comments;

• DPMF will inform ASCON of its appointment as a member of the IEC of

AMDIN;

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• It was also agreed that Dr. Salim Latib will take the initiative in preparing a

draft constitution to be discussed by the IEC, prior to being presented to the

AMDIN General Assembly, in December 2004;

• The participants stressed that African DMIs should be familiarized with

Network ideas and invited to participate;

• In view of the limitation of resources, it was agreed that DPMF would not be in

a position to call a meeting of the IEC before December 2004. Until then, any

business of the Committee would have to be conducted by fax and/or e-mail.

Also, communications with the Committee's chairperson will be copied to the

other two members of the Committee.

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Annex 5: Programme of the Meeting of the Task Force of the Second Workshop of AMDIN, Wednesday 3rd December 2004 Morning

9:00 – 9:15 Opening Statement

Prof. Abdalla Bujra

9:15 – 9:30 Task Force Progress Report

Chair:Dr. Haile Michael Aberra

9:30 – 10:30 Presentation and Discussion of AMDIN Strategic Plan

10:30-11:00 Coffee Break

11:00-11:30 AMDIN Web template

11:30-12:30 Relationship of AMDIN with the Governance and Public

Administration Programme by Dr. Salim Latib

12:30-13:00 Formulating the Second AMDIN Workshop's

recommendations to “the Kampala Seminar on Public Sector

Leadership Capacity Development for Good Governance in

Africa”

13:00 Lunch

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Annex 6: Programme of the Second Workshop of AMDIN, 4th of December 2003 Morning

8:30 – 9:00 Registration Chair: Dr. Callistus D. Ndlovu

9:00 – 9:15 Opening Statement

Prof. Abdalla Bujra

9:15 – 9:30 Task Force Progress Report

Dr. Haile Michael Aberra

9:30 - 10:30 Presentation and Discussion of AMDIN Strategic Plan

10:30 - 11:00 Coffee Break

11:00 - 12:30 Continuation of the Discussion of ADMIN

13:00 - 14:30 Lunch Break

Afternoon

Chair: Dr. Parmosiuka Bobby Soobrayan

14:30 – 15:30 AMDIN Web template

15:30 - 16:00 Relationship of ADMIN with the Governance and Public

Administration Programme. Dr. Salim Latib

16:00 - 16:30 Coffee Break

16:30 - 17:15 Workshop Recommendations to Kampala Seminar on

“Public Sector Leadership Capacity Development for Good

Governance in Africa”

17:15-18:00 The Way Forward and Closing Session

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Annex 7: List of Workshop Participants

Botswana

Dr. Mogopodi Lekorwe

Director

CESPAM

P.O.Box 70015

Gaborone

Tel:+267-355 2739

Fax:+267-317 0706

Email:[email protected]

Ethiopia

Prof. Patrick Yalokwu

ECSC

P.O.Box 5648

Addis Ababa

Tel: 251-1-463315

Email:[email protected]/ [email protected]

Mr. Atakilte Assefa

FCSC P.O. Box 3240

Addis Ababa

Tel: 251-1-562976

Fax: 251-1-553902

E-mail:[email protected]

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Mr. Shoa Jemal Mohammed

Lecturer

ECSC

P.O.Box 5648

Addis Ababa

Tel: 251-1-463724

Fax: 251-1-463016

Email: [email protected]

Mr. Dereje Getahun Terfie

Lecturer ECSC

P.O.Box 2791/5648

Addis Ababa

Tel: 251-01-463175

Fax: 251-1-463016


Mr. Kumlachew Aberra

Director

CSRP

Ministry of Capacity Building

P.O.Box 5517,

Addis Ababa

Tel: 251-1-550102

Fax: 251-1-575605


Mr. Solomon Fisseha of 45



Vice President, Business and Development

ECSC

P.O.Box 4656

Addis Ababa

Tel: 462348

Fax:463016


Kenya

Mr. Hudson Bigogo

Secretary General

AAPAM

P.O.Box 48677 00100

Nairobi

Tel: 254-020-2730505

Mr. Philip Mionwa Oduogi

Senior Principal Lecturer

KIA

P.O.Box 23030

Nairobi

Tel: 254-020-582311

Fax: 254-020-582306

Malawi

Mr. Benson Kandoole

Executive Director

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MIM

P.O.Box 30801

Lilongwe

Tel: 265-1-710866

Fax: 265-1-710609


South Africa

Dr. Salim Latib

Senior Manager

International and African Affairs Department of Public Service and Administration

P.O.Box Private BAG X916 Pretoria 0001

Tel: +27 12 314 7389

Fax: +27 12 314 7442


Mr. Matome Mathole

Executive Manager Marketing

SAMDI

P.O.Box Private BAG X 759

Pretoria

Tel: +27-012 3147230;

Fax:+27-012 3147505


Mrs. Tshidi Masutha

Chief Executive Manager Public Service and Administration

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SAMDI

P.O.Box PIB X 759

Pretoria

Tel: 08 351 20 375 (m) 012 314 7542 (land)

Fax: 027-012 3147 097


Mr. Parmosiuka Bobby Soobrayan

Director General S.A.

Management OGV Institute

P.O.Box Private BAG X759

Pretoria

Tel:+27 (0)12 3147024

Fax:+27 (0) 12 3283685


Tanzania

Dr. Richard M. Kavura

Chief Executive

TPSC

P.O.Box 2574

Dar es salaam

Tel: 255-22 213547/9

Fax: 255-22 2131849


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Uganda

Mr. Deo Bbosa Lukonji

Registrar and Secretary

UMI

P.O.Box 20131

Kampala

Tel: 256-41 259722

Fax: 2556-41 259581


Zambia

Mr. Answell W. Saka

Executive Director

NIPA

P.O.Box 31990

Lusaka

Tel: 260-01-222480

Fax: 260-0-227213


Zimbabwe

Mr. Callistus Dingiswayo Ndlovu

Director General

ZIPAM

P.O.Box 126

Norton, Harare

Tel: 263-62 2348

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Fax: 263-62 3580/2250

Email:[email protected]/ [email protected]

DPMF Secretariat

Prof. Abdalla Bujra

DPMF Executive Director

P.O.Box 3001

Addis Ababa

Tel: 251 1 515410


Dr. Taye Assefa

Research and Publications Coordinator

P.O.Box 3001

Addis Ababa

Tel: 251 1 443489


Mrs. Martha Kebede

Administrative Assistant

P.O.Box 3001

Addis Ababa

Tel: 251 1 515410


Ms. Martha Bakwesegha

Research Intern

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mailto:[email protected]





P.O.Box 3001

Addis Ababa

Tel: 251 1 515410


Mr. Abdurahman Ame

Research Assistant

P.O.Box 3001

Addis Ababa

Tel: 251 1 515410


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