Our Background

Uganda Co-operative College is the only Institution offering Co-operative development and management related studies in the country. It started at Nzamizi in 1954, transferred to Bukalasa in 1963 and moved to the present campus – Kigumba in 1974.

The college’s main campus is at Kigumba in Kigumba sub-county, Kiryandongo District, Western Uganda, 200km on Kampala – Gulu highway. The college has another campus at Tororo DFI - in Tororo District, Eastern Uganda.

The college has regional centres in Arua, Gulu, Mbale, Mbarara, Kabale, Hoima and at Kampala, Maganjo (UCSCU)

Uganda Co-operative College is a Tertiary Institution owned and funded by the Government of Uganda. It has a Governing Council appointed by the Minister of Education and Sports. The head of the Institution is the Principal.

The College’s Vision is “To be a centre for excellence   in   co-operative   and   private sector development training”.

To contribute to the efficient management, sustainable development of the co- operative movement and the private sector by providing skilled manpower, enlightened membership through research, education and training”.

LFC Programme Design.
The LFC programme is designed to be offered in four weeks staggered in a 5-day ‘module’, code – named “Arena”. The four ‘Arenas’ make p the complete course “Leadership For Change in Cooperative” (LFC)

The LFC Programme is intended to systematically develop capacities of cooperative  leaders  and  individual members of member-based organizations in:
1. Visionary    Thinking    and    Strategic Planning. Arena I
2. Personal Growth. (Arena II)
3. Entrepreneurial Developme (Arena III)
4. Managing Change and  Organizational Development (OD). (Arena IV).

The subject matter (content) for the development   of   capacities   under   each arena is put together along with the adult education methods and techniques for delivering it. The contents for each Arena is portioned into activities (sessions) that would be covered in five days.

What Arena I is all about
This arena covers Visionary Leadership and Strategic Planning and its intended to:

  • Develop  new  skills  and  mindsets that  help  leaders  to  think  outside the box.
  • Enable  leaders  and  others  clarify their own individual visions and missions with a view to inspiring others do the same.
  • Enable leaders use strategic thinking questions in mapping out strategic directions for themselves as individuals and for their organizations.

What Arena II is all about
This arena is on Personal growth (self- confidence   building).   The   journey   of leadership is first taking a look at oneself and building the necessary self-confidence to be able to take on self, a team and then an organization. Through introspective and interactive methodologies, it is aimed at:

  • To strengthen the various mental abilities needed for thinking creatively.
  • Provide participants with tools for self analysis, introspection and learning.
  • Foster mastery in the use of Transactional Analysis (TA) and giving and receiving feedback using the JOHARI window model.  through exercises

Through simulation exercises and role plays, this arena ensures mastery of the concepts  and demonstrates  how they can be leveraged to enhance participants’ self-confidence and capabilities for personal growth.

What Arena III is all about

This arena is on Entrepreneurship Development it dispels the myth that entrepreneurship   is   only   to   do   with business by also examining other types including  social entrepreneurship. It clarifies the differences between business skills and an entrepreneurial mindset and continues to discuss factors that trigger entrepreneurship. The arena on entrepreneurship development is intended to:

  • Define    entrepreneurship    in    its broadest terms.
  • Assist    participants    assess    their personal entrepreneurial competences and readiness.
  • Generate  individual  business  ideas using a template showing four possible sources
  • Turn any one of the generated ideas into a business plan complete with a cash flow statement, statement of comprehensive income (profit and loss), balance sheet and implementation strategies.

What Arena IV is all about
This   is   Arena   on   ‘managing   change’ discusses the various aspects of change including man as  a victim and cause of change, the pervasiveness and paradoxical nature of change as well as the speed of change. Participants are availed with opportunities to identify drivers of change, signals of change and the impact of various changes on individual clients and on their organizations.

The module underscores how the changes people  undergo  as  individuals  and  theirgrowth needs are, in many ways, similar to those   through   which   organizations   go giving  rise  to  the  need  for  using  the Human Body Organization (HBO) as a benchmark for Organizational Development (OD).

The overall aims of this arena are to:

  • Explore   the   complex   nature   of change, its drivers, signals, speed and impact on individuals, organizations and society.
  • Equip    cooperative    leaders    and managers with the necessary tools for helping them cope efficiently and effectively with challenges imposed by change.
  • Benchmark OD interventions against Human Body Organization principles

Training Methodology

The  strength  and  usefulness  of the  LFC training has been and continues to be in the well-tested insights and methodologies for ‘embedded learning’ i.e. ‘learn while doing’ as opposed to ‘learn then do’.  Use of lecturettes,  case studies, group work, role plays, demonstrations, brainstorming, discussions, structured exercises, inter- arena assignments and testimonies have been and ought to continue to be the hallmarks of the training methodologies used in delivering  the programme content.