Activation Policies for the Poor in OIC Member States
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arrangement, credit was extended to farmers, who would then make loan repayments to Bidco in the
form of produce rather than cash. A semi-autonomous public agency, the National Agricultural
Advisory Services, is also available to farmers seeking advice on access to credit.
3.4.3 The way forward
The research carried out in Uganda identified several areas of best practice and potential solutions
to challenges faced by activation projects and policies. The reasoning for each recommendation and
the proposed approach is tailored to Uganda’s circumstances. Nonetheless, the recommendations
are worth consideration by other low income Member States to determine whether they would be
suitable for their own labour markets.
National policy objectives & delivery
The status of the Ugandan PES could be raised.
The current job search support currently provided by the PES currently has minimal impact. All
employers could be encouraged (or mandated) to advertise through the PES. This would raise the
PES’ status with employers and elevate the PES as the first rather than last port of call for jobseekers.
An enhanced registration for employers could be a chargeable service which would go some way to
financing the employment of specialist activation advisers. In order to incentivise employers to
advertise vacancies through the PES, the capacity of the PES would need to be developed. The
government could take responsibility for developing the service offered if expectations are going to
be placed on employers.
The Government could encourage more Savings and Credit Cooperatives (SACCOs).
SACCOs have been successful sources of lending. However, they have been tainted by corruption in
the past with savings embezzled and their good reputation as fair and open lenders may need to be
bolstered. Better monitoring and regulation could ensure SACCOs’ activities are transparent to their
customers.
Corporate social responsibility (CSR) practices could be coordinated.
Big companies have a culture of CSR but this is not well organised in Uganda and they are not
necessarily partnering with organisations, such as civil society organisations that can get best impact
from CSR. Employers may be more willing to provide services such as training for roles in their
industries if visible efforts were also being made by other organisations. Public-private partnerships
could be effective in encouraging participation from employers.
Individual programme design & performance
Vocational training should reflect the current and future needs of the Ugandan economy if it is to
respond effectively to Uganda Vision 2040 and Skilling Uganda.
Both documents are rightly ambitious but much of the infrastructure and finance is lacking to
implement the policy recommendations. Training and associated collaboration could be co-designed
with industry through one government led department hand in hand with the high growth economic
sectors, key businesses, training institutions and employers. This might be a Skills Development
Authority with the remit to work across ministries, harmonising their programmes and effort. A tax
rebate may encourage employers to participate.
The first Manpower Survey since 1988 is currently being piloted. Every effort should be made to
ensure the full survey is rolled out as soon as possible. This is critical if Uganda is to understand the
true requirements for skills and where the gaps and mismatches are occurring.
Public-private partnerships could also be encouraged particularly in the growth areas of Oil and
Mining to create fit for purpose (and future proofed) vocational centres. Companies may be reluctant
to provide practical skills training if the government is not also seen to be making provision, hence
why public-private partnerships could be a solution.