Introduction Evidence has shown that development of Local Government areas can only be achieved through Public-Private Partnerships (PPPs). This is because Public-Private Partnerships for local governments have been found to be successful way of providing effective services to the public and also development of Infrastructures. PPP is the private sector investment in public infrastructures and services. Hisplus Systems Limited is therefore proposing a workshop on strategies for the formation and expansion of PPP. This workshop will focus on appropriate types of PPP that could be formed and role of public-private partnerships (PPPs) in all the Local Governments. Generating revenues for Local Governments Creation and Maintenance of Local Government Infrastructures and services Services are made available and affordable to the General Public Rural – Urban migration reduced Creating more job opportunities for the indigenes Reduces social vices Content Roles of Private-Public Partnership in Local Government area Development Types of Private-Public Partnership that can be established in different areas state Local Governments. Funding for PPP Registering companies for PPP Providing Infrastructures for PPP Providing Services Using Government assistance How to generate revenue in PPP Advanced Leadership Programme is designed to enhance the personal power of Civil Service leaders to create and foster dynamic working environments and to lead change effectively across increasingly complex systems. It provides a more in depth developmental opportunity for established directors.

1. Strategies for Formation of Successful Public - Private Partnership (PPP)
Introduction
Evidence has shown that development of Local Government areas can
only be achieved through Public-Private Partnerships (PPPs). This is
because Public-Private Partnerships for local governments have been
found to be successful way of providing effective services to the public
and also development of Infrastructures. PPP is the private sector
investment in public infrastructures and services.
Hisplus Systems Limited is therefore proposing a workshop on
strategies for the formation and expansion of PPP.
This workshop will focus on appropriate types of PPP that could be
formed and role of public-private partnerships (PPPs) in all the Local
Governments.

2. Workshop Scope
The workshop will focus on public-private partnerships in the following areas
Agriculture
• Agriculture
Recreation
centers
• Recreation centers
Education • Education
Health • Health
Water
• Water
Sanitation • Sanitation
Employme
nt
• Employment Generation
Generation
Public
Utilities
• Public Utilities
Manufactur
ing
industries
• Manufacturing industries
Telecomm
unication
• Telecommunication
Entertainm
ent
Industry
• Entertainment Industry
Tourism
• Tourism
Other
Services
• Other Services

3. Objectives
Exploring various areas where PPP will be effective
To Look into areas where PPP can be established
Making PPP generate revenue for both parties
Using PPP as an employment generation scheme
Benefits
Generating revenues for Local Governments
Creation and Maintenance of Local Government
Infrastructures and services
Services are made available and affordable to the
General Public
Rural – Urban migration reduced
Creating more job opportunities for the indigenes
Reduces social vices

4. Content
•Roles of Private-Public Partnership in Local Government area Development
•Types of Private-Public Partnership that can be established in different areas state
Local Governments.
•Funding for PPP
•Registering companies for PPP
•Providing Infrastructures for PPP
•Providing Services
•Using Government assistance
•How to generate revenue in PPP
Who Should Attend
•Representatives from each of the Local Government
•5 Representatives each from organized private sector
•1 Representative each from Organizations that are interested in PPP
•Representatives of Banks
•Representatives of Micro Financed Banks
•1 Representative from each of the Ministries
•Neighborhood Associations
•Others

5. Avenues for Internally Generated Revenue for Local
Governments
Introduction
Internally Generated Revenue – The running and developing of
Local Governments can not be sustained only with the
subvention from Government but can be complemented with
Internally Generated Revenue (IGR) from various activities,
services, and businesses.
But only with implementation of appropriate policies could IGR be
successful.
Hisplus Systems Limited is therefore proposing a workshop on
strategies to discover internally generated revenue using
appropriate methods and formulation for Local Governments.
This workshop will focus on types of Internally Generated
Revenue (IGR) and discovering more avenues for IGR.

6. Workshop Scope
The workshop will focus on IGR in the following areas
Agriculture
Recreation centers
Education
Water
Sanitation
Employment Generation
Public Utilities
Telecommunication and Technology
Entertainment Industry
Tourism

7. Objectives
Exploring various areas where IGR could be
implemented
Banks participation in IGR
Policy formulation and implementation in IGR
IGR and private sector participation
To garner resources for IGR
Benefits.
Increasing Government Revenues
Provision of basic infrastructure that are hitherto
unavailable.
Create more employment for teeming youth
Creation and Maintenance of Local Government
Infrastructures and services
More attention is placed on developmental needs
Rural – Urban migration reduced

8. Content
Roles of Private, Banks, and Government in IGR
Opening and Expanding Channels for Internally Generated Revenue
Types of Internally Generated Revenues
Fines Licenses Taxes Permits Bills
IGR Policies
Companies for IGR
Providing Infrastructures and Services for IGR
Using Government assistance
Fraud detection and prevention in IGR
Who Should Attend
Representatives from each of the Local Governments
Representatives each from organized private sector
Representatives of Banks
Representatives of Micro Financed Banks
Representative from each of the Ministries
Others

9. Training on Advanced Leadership Training Programme
Introduction
Advanced Leadership Programme is designed to enhance the personal
power of Civil Service leaders to create and foster dynamic working
environments and to lead change effectively across increasingly
complex systems.
It provides a more in depth developmental opportunity for established
directors.
At the heart of this programme are the human relationships
that encourage the creativity, innovation and commitment that
make delivery possible. It’s designed to help leaders
understand the connections across systems and consider
where to focus their attention to ensure the right action is
taken.

10. Contents
Self-leadership – defining the leader you want to be, demonstrating visible leadership and using
yourself as an intervention
Leadership – power and influencing, becoming aware of the choices leaders face and how these
are exercised
Building well-being, confidence, resilience and courage
Leaders as developers, facilitators and coaches – encouraging a different working approach to
create an empowering environment that delivers
Working in action learning sets on real leadership issues
Leading change across systems and operating in a complex environment to achieve delivery
Leading culture change
Engagement skills and practicing these within a real case study.

11. Leadership Development for Women
Introduction
This programme focuses on women’s role in public service and is designed for female managers in
strategic roles (including women in the Fast Stream) who are already successful but considering
their next move on the career path and who want to stand back, take stock and reflect.
This leadership programme addresses, the specific challenges that women face in a senior
leadership role, such as influencing an organization’s culture, raising visibility and developing
political astuteness. You’ll learn which leadership styles are most effective and how to develop a
style that reflects your personality, beliefs and values. The programme tries to change the way you
regard yourself as a leader and provides the insights and tools needed to help you deal with
leadership challenges and to succeed in senior roles.
Completing this programme will help women to:
.
 Describe leadership theory and models of business and service
strategy
 Improve your focus and consider your particular leadership challenges
so that you can contribute fully as a leader in your establishment and
be a good role model for others
 Understand how prominent women leaders have made a difference in
their organisations
 Identify what you need to change or develop in order to adopt an
appropriate strategy for leading in your organisation
 Produce an action plan for maximizing your leadership contribution
 Build a support strategy/network to sustain your ongoing development.

12. Seminar on Prevention and Resolution of Conflict for Traditional Institutions
"Unmanaged conflict is the largest reducible cost in organizations today,
and the least recognized." — Dan Dana (quoted 1988, 2008)
Overview
“In the life cycle of every conflict, there is a point
when it's large enough to be recognized,
but small enough to be resolved."
Every up-to-date Traditional ruler or organizational leader knows that the controlling, coercive
management style of yesteryear no longer works. Demographic and economic changes now
require that Leaders and Rulers not only negotiate with their staff, but help them negotiate with
each other. Sadly, many management development programs fail to show Leaders exactly how
to mediate between indigenes, politicians, neighbors, masses, and employees.
.
Current trends toward downsizing, flatter hierarchies, teams, quality, and multiple
responsibilities are intensifying the interdependency between conflicting parties. Most
Local councils and organizations inadequately equip their staff to effectively negotiate
work relationships in these challenging times.

13. Learning objectives
Determine WHEN problems
Negotiate agreements to can best be solved by
PREVENT RECURRENCE Managerial Mediation
Perform the three PRIMARY Prepare the best CONTEXT
TASKS of the manager-as- for a mediation meeting
mediator
Who Should
Attend
Representatives of all Local Governments
Representatives of all Traditional Institutions
Government Ministries
Local Councils
Others

14. Topic outline
The Traditional Ruler, Leader and Manager-as-mediator — a better way to handle communication problems
and personality clashes
Consequences of conflict — measuring the naira and developmental cost of conflict in the state government.
Types of conflict — boss-employee, politician-god father, employee-boss, and employee-employee and others
When managerial mediation works — and when it won't
Preliminary meetings with subjects and employees — the surprising purpose of "getting the facts"
Managing the context — mostly common sense, but vitally important and often overlooked
The three tasks of the a leader-as-mediator — made simple and practical
Contracting for agreement — making deals that stick
Video demonstration — how to mediate as a traditional ruler, leader, manager or team leader
Practice by learners — constructive, guided feedback to build practical skills

15. Dealing with Difficult People Training Seminar
Introduction
Concrete techniques for dealing with difficult people in the community, workplace and at
home: Never again fall victim to those who love to make life miserable for the rest of us. This
training provides specific strategies for getting ... - adversaries to cooperate - Bullies to back
off - Wallflowers to open up - Chronic complainers to quiet down Knowing how to deal with
difficult people at work will allow participants to approach your job and life with more
enjoyment and your neighbors with greater confidence. Cooperation, collaboration, and
compromise will improve - and that makes for a more productive and efficient workplace for
everyone.
Course details

16. Dealing with Difficult People Training Seminar cont’d
How to deal with a person who practices one-upmanship
When to go to a third party for help in dealing with a problem person Know how to communicate with difficult
people
What to do when someone - even a boss - starts yelling
What to do when someone takes credit for your idea
How to determine if a difficult relationship is worth salvaging, and what to do if it isn't
The best way to get someone to stop holding a grudge
Handling the person who says one thing to you but the opposite to someone else
When and how to go over someone's head to a superior
Dealing with touchy people who take things personally
How to get your boss to quit procrastinating and make a decision Be less of a target for difficult people
How to cope with excuse-makers and blamers
What to do immediately when someone threatens you
3 tactics that prevent you from being manipulated by others
Hot buttons: how to keep people from pushing yours
"The boss's favorite": how to cope with the person who's perfect in the boss's eyes - but doesn't really do a fair
share of the work Bring out the best in even the most difficult people
How to handle a coworker who is too competitive
How to handle someone who wants to get "too personal"
What to do when people make promises you suspect they won't keep
How to give an aggressive person an alternative to direct conflict
The special body positions to use in dealing with specific kinds of difficult people (your body language can be
even more powerful than what you say)
Special for managers: how to deal with employees who don't keep commitments ... have a negative attitude ...
or are closed-minded