procurement planning and service delivery in public enterprises case study

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COLLEGE OF BUSINESS AND MANAGEMENT SCIENCES

PROCUREMENT PLANNING AND SERVICE DELIVERY IN PUBLIC

ENTERPRISES

CASE STUDY: SIRONKO TOWN COUNCIL

WOGUBE SANDE GEOFREY

07/U/5362/EXT

SUPERVISOR: MR. SATURDAY JOHN

A RESEARCH REPORT SUBMITTED TO MAKERERE UNIVERSITY

IN PARTIAL FULFIMENT OF THE REQUIREMENTS FOR THE

AWARD OF THE DEGREE OF BACHELOR OF COMMERCE OF

MAKERERE UNIVERSITY

June, 2011

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DECLARATION

I Wogube Sande Geofrey declare to the best of my ability that this report is as a result of my own

efforts and has never been submitted for any academic award to this university and any other

university or institution.

Name: Wogube Sande Geofrey

Signature: …………………………………..

Date: ………………………………….

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APPROVAL

This research was carried out under my supervision on the topic “Procurement Planning and

Service Delivery in Public Enterprises” and is now hereby ready for submission to the academic

board of Makerere University, College of Business and Management Sciences.

Name of the Supervisor: Mr. Saturday John

Signature: ………………………………

Date: ……………………………...

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DEDICATION

I dedicate this report to my beloved father Seth Gimogoi and my late mother Daphine Nagesa

who have laid for me an academic foundation that has led me to this level and lastly to all my

friends for their motivation and developmental ideas.

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ACKNOWLEDGEMENT

My sincere gratitude to;

My research supervisor, Mr. Saturday John for his expert advice, guidance, support, and for

awakening my enthusiasm for carrying out this study.

The respondents who took part in this study especially the staff from Sironko Town Council and

other respondents, I salute them for their courage, commitment and pioneering spirit.

Everyone who assisted me through this study process, in particular Ayesiga for the statistical

processing, and organizing of this report.

My classmates; Kate Komucunguzi, David Mula, Mateeka Hamidu and to all my brothers; Sam,

Reuben, Herbert, Gerald and my sisters; Mary, Esther and Betty, my aunt Esther Nambozo and

all the family members with whom we have shared great love and also helped me not to give up

because of their inspiration moments.

Above of all to the Almighty God, whose blessings allowed me the privilege of completing this

study in time. Without his compassion, generosity and love I can do nothing.

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TABLE OF CONTENTS

DECLARATION ............................................................................................................................... i

APPROVAL ..................................................................................................................................... ii

DEDICATION .................................................................................................................................iii

ACKNOWLEDGEMENT ................................................................................................................ iv

TABLE OF CONTENTS................................................................................................................... v

LIST OF TABLES ......................................................................................................................... viii

LIST OF ABBREVIATIONS ........................................................................................................... ix

ABSTRACT ...................................................................................................................................... x

CHAPTER ONE ............................................................................................................................... 1

1.0 INTRODUCTION ....................................................................................................................... 1

1.1 BACKGROUND TO THE STUDY ............................................................................................. 1

1.2 STATEMENT OF THE PROBLEM ............................................................................................ 3

1.3 PURPOSE OF THE STUDY ....................................................................................................... 4

1.4 OBJECTIVES OF THE STUDY ................................................................................................. 4

1.5 RESEARCH QUESTIONS .......................................................................................................... 4

1.6.0 SCOPE OF THE STUDY ......................................................................................................... 4

1.6.1 Conceptual Scope ..................................................................................................................... 4

1.6.2 Geographical Scope .................................................................................................................. 5

1.6.3 Time Scope ............................................................................................................................... 5

1.7 SIGNIFICANCE OF THE STUDY ............................................................................................. 5

CHAPTER TWO: ............................................................................................................................. 6

LITERATURE REVIEW .................................................................................................................. 6

2.0 INTRODUCTION ....................................................................................................................... 6

2.1.0 PROCUREMENT PLANNING ................................................................................................ 6

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2.1.1 Definition of Procurement Planning .......................................................................................... 6

2.2.0 Definition of Service Delivery .................................................................................................. 7

2.3.0 ROLES UNDER TAKEN BY THE PROCURING ENTITY..................................................... 7

2.4.0 Role of Citizens in Procurement Planning. .............................................................................. 10

2.5.0 FACTORS AFFECTING SERVICE DELIVERY ................................................................... 11

2.6.0 Indicators of Quality Service Delivery .................................................................................... 15

2.7.0 Relationship between Procurement Planning and Service Delivery .......................................... 16

CHAPTER THREE: ........................................................................................................................ 18

METHODOLOGY .......................................................................................................................... 18

3.0 Introduction ............................................................................................................................... 18

3.1.0 Research Design ..................................................................................................................... 18

3.2.0 Study Population and Sample Size .......................................................................................... 18

3.3.0 Sampling Design and Procedure .............................................................................................. 19

3.4.0 Data Sources and Types. ......................................................................................................... 19

3.5.0 Methods of Data Collection .................................................................................................... 19

3.5.1 Questionnaire Method ............................................................................................................. 19

3.5.0 Measurement of Variables ...................................................................................................... 19

3.5.0 Data Processing, Analysis and Presentation ............................................................................. 20

3.6.0 Anticipated problems to the study ........................................................................................... 20

CHAPTER FOUR: .......................................................................................................................... 21

PRESENTATION AND INTERPRETATION OF FINDINGS ........................................................ 21

4.0 Introduction ............................................................................................................................... 21

SECTION A: RESPONDENTS’ DATA .......................................................................................... 21

4.1.1 Gender of the Respondents ..................................................................................................... 21

SECTION B: ROLES UNDERTAKEN BY THE DIFFERENT STAKEHOLDERS ........................ 22

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SECTION C: FACTORS AFFECTING SERVICE DELIVERY ...................................................... 26

SECTION D: RELATIONSHIP BETWEEN PROCUREMENT PLANNING AND ........................ 30

CHAPTER FIVE ............................................................................................................................. 34

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS ................................ 34

5.0 INTRODUCTION. .................................................................................................................... 34

5.1.0 Summary of Findings .............................................................................................................. 34

5.1.1 Summary on General Findings ................................................................................................ 34

5.1.2 Summary of Findings on the roles undertaken by different stakeholders .................................. 34

5.1.3 Summary of Findings on Factor Affecting Service Delivery. ................................................... 35

5.1.5 Summary of Findings on Relationship between Procurement Planning and Service ................. 35

5.2 Conclusion ................................................................................................................................ 35

5.3 Recommendations of the Study. ................................................................................................. 36

5.4 Suggested Further Research ....................................................................................................... 36

REFERENCES................................................................................................................................ 37

APPENDIX I: INTRODUCTORY LETTER ................................................................................... 39

APPENDIX II: QUESTIONNARE .................................................................................................. 40

APPENDIX III: RESEARCH PROJECT SCHEDULE .................................................................... 44

APPENDIX IV: RESEARCH PROJECT BUDGET ........................................................................ 45

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LIST OF TABLES

Table 4.1: Showing Gender of the respondent ........................................................................................ 21

Table 4.2 Showing Respondents’ level of education............................................................................... 21

Table 4.3 Showing preparation of a multi annual work plan based on the approved budget. ................... 22

Table 4.4 Showing Each Entity in the LG Defines its Procurement Requirements .................................. 23

Table 4. 5: Showing Dividing of Requirements Allocated to a Procuring entity. ..................................... 23

Table 4.6: Showing Integration of the Diverse Decision and Activities. ................................................. 24

Table 4.7: Showing the Accounting Officer’s Role ............................................................................... 24

Table 4.8: Showing Citizens Assist the Town Council to decide on Services to be provided. .................. 25

Table 4.9: Showing Citizens also Work With NGOs, CBOs and Political Parties to Develop Proposals. . 25

Table 4. 10: Showing Evaluation of Potential Service Providers............................................................. 26

Table 4.11: Showing Corruption Hampers the Provision of Services ...................................................... 26

Table 4.12: Showing the Town Council Lacks Finances to Buy the Services. ......................................... 27

Table 4.13: Showing getting the right service provider is a challenge. ................................................... 28

Table 4.14: Showing Poor communication with communities in Sironko. .............................................. 28

Table 4.15: Showing the Town Council Faces a Challenge of Limited Skilled Personnel. ...................... 29

Table 4.16 Showing Projects are done according to or as demanded by the People. ................................ 30

Table 4. 17: Showing Procurement Planning sets in motion the Process of Acquiring Services. .............. 30

Table 4.18: Showing Procurement Planning Facilitates Efficient and Effective Service Delivery. ........... 31

Table 4.19: Showing Procurement Planning achieves Maximum Value for Expenditures on Services. ... 31

Table 4. 20: Showing Relationship between Procurement Planning and Service Delivery. ..................... 32

Table 4.21: Showing Pearson Correlation between Procurement Planning and Service Delivery. ........... 33

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LIST OF ABBREVIATIONS

AIDS Acquired Immune Deficiency Syndrome

CBOs Community Based Organizations

HIV Human Immune Deficiency Virus

LG Local Government

NGOs Non Government Organizations

NSDS National Service Delivery Survey

OECD Organization for Economic Co-operation and Development

PPDA Public Procurement and Disposal of Assets

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ABSTRACT

This research studied the effect of procurement planning on service delivery in public

enterprises, a case study of Sironko town Council. The findings of the study revealed that there is

a strong positive relationship between procurement planning and service delivery. Most of the

respondents strongly agreed with it.

Also the study undertook to examine the roles of different stakeholder in procurement planning

and the following were found out; defining procurement requirements, dividing requirements

allocated to a single procurement process into separate lots, integration of the diverse decision

and activities, ensuring availability of sufficient funds to run the plans, developing of proposals

and evaluation of potential service providers. Some factors were found to be affecting service

delivery and these included the following corruption, lack of finances, the challenge of getting

the right service provider, limited skilled personnel, also poor communication.

Data was collected using self administered questionnaires. The study used stratified and

purposive sampling techniques to draw representative samples and 50 respondents were involved

in the study.

The study also recommends the following; Corruption should be reduced by enforcing of strict

rules and giving penalties, training the recruited workers, the procurement team should carryout

research so as to find out a reliable service.

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CHAPTER ONE

1.0 INTRODUCTION

This chapter includes the following; back ground to the study, statement of the problem, purpose

of the study, objective of the study, research questions, scope of the study which includes the

conceptual scope, geographical scope and time scope and finally the significance of the study.

1.1 BACKGROUND TO THE STUDY

According to PPDA Act (2003) "procurement" means acquisition by purchase, rental, lease, hire

purchase, license, tenancy, franchise, or any other contractual means, of any type of works,

services or supplies or any combination. Van Wheel (2005) defines procurement planning as the

process of determining the procurement needs and the timing of their acquisition and funding

such that the entire operations are met as required in an efficient way. He adds that it generates

power that propels the engine of the procurement process. Thus a mistake in procurement

planning may culminate into diverse implications in the organization that may deter its progress.

In Uganda, procurement planning is part and parcel of the traditional planning already familiar in

local governments: - notably, development planning and budgeting. The mandate for planning in

local governments is derived from Regulation 62 of the Local governments (PPDA, 2006): user

department prepare an annual work plan for procurement based on the approved budget, which

shall be submitted to the procurement and disposal unit to facilitate orderly execution of annual

procurement activities. It is also states that a procurement plan should be integrated into the

annual sector expenditure program to enhance financial predictability, accounting and control

over procurement budgets. The combined work plan for the procuring and disposing entity will

include details of activities of works, services or supplies to be procured, a schedule of

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procurement requirements in order of priority, a statement of required resources supported by a

schedule of the projected funding.

Article 190 of the Ugandan constitution states that district councils shall prepare comprehensive

and integrated development plans incorporating the plans of lower level governments for

submission to the National Planning Authority and Article 194 of the constitution mandates the

central government to transfer funds in form of grants to local governments in order to

implement decentralized services.

As part of the efforts to adopt a long term and strategic view of their procurement needs and

management, most countries have resorted to turning to their annual procurement plans as a

possible 'problem-solver.' However procurement plans are hindered by corruption which diverts

decision-making and the provision of services from those who need them to those who can

afford them (Langseth, Kato, Kisubi & Pope, 1997).

According to National Service Delivery Survey (2008), the government has the obligation to

provide services to its citizens and to steer economic growth and development through the

provision of public services. The public service is the main implementing machinery for national

development programmes and specifically, the delivery of public services. It is therefore very

important for the public service to monitor and evaluate the delivery of public services and to

obtain feedback from service recipients, regarding their efficiency and effectiveness. The

National Service Delivery Survey (NSDS) has been institutionalized by Government as a key

instrument to that effect. Under the Public Service Reform Programme, surveys are conducted in

the sectors of education, health, road infrastructure, water and sanitation, agriculture and

governance among others.

In service delivery, the system of delivery must view tax payers as customers, this therefore calls

for placing “a high priority on delivery of personalized efficient customer service (Mourney

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1991).” He further noted that attitudes exhibited by service providers employees and managers

must be aimed at developing good working relations and ensuring that customers (tax

payers/citizens) are handled well while being served.

Strengthening service delivery is a key strategy to achieve the Millennium Development Goals.

This includes the delivery of interventions to reduce child mortality, maternal mortality, and the

burden to HIV/AIDS, tuberculosis and malaria. Service provision or delivery is an immediate

output of the inputs into the health sector, education sector among other sectors. Increased inputs

should lead to improved service delivery and enhanced access to services. Ensuring availability

and access to services is one of the main functions of a local government. Such services should

meet a minimum quality standard (Development Assistance Committee 2005).

1.2 STATEMENT OF THE PROBLEM

Government of Uganda has put in place provisions to ensure the realization of her long term

objective of improving the quality of life of its citizens. Substantial resources have been

committed towards improving service delivery in areas such as infrastructure development and

maintenance, rural development, human development and governance, among others. In

particular, it is noted that households do not only need income but also require adequate

community infrastructure such as schools, health facilities, clean water, roads, energy, security,

law and order etc (National Service Delivery Survey 2008). The implementation of these

interventions would be incomplete without proper procurement planning. Sironko Town Council

has not been able to adequately provide these services to the citizens and this may be attributed

to lack of proper procurement planning.

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1.3 PURPOSE OF THE STUDY

The study aimed at establishing the impact of procurement planning on service delivery in

Sironko Town Council.

1.4 OBJECTIVES OF THE STUDY

i. To examine the roles under taken by the different stakeholders during Procurement

Planning in Sironko Town Council.

ii. To establish the factors affecting service delivery in Sironko Town Council.

iii. To establish the relationship between Procurement Planning and Service Delivery.

1.5 RESEARCH QUESTIONS

i. What are the roles undertaken by the different stakeholders during Procurement Planning

in Sironko Town Council?

ii. What are the factors affecting Service Delivery in Sironko Town Council?

iii. Is there any relationship between Procurement Planning and Service Delivery?

1.6.0 SCOPE OF THE STUDY

The proportion of the research covered the conceptual scope, geographical scope, and the time

scope.

1.6.1 Conceptual Scope

The study focused on procurement planning which involved the roles undertaken during the

procurement planning process, departments involved, and factors affecting service delivery.

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1.6.2 Geographical Scope

The research was carried out in Sironko Town Council.

1.6.3 Time Scope

The study covered a period of four months that is from February to June.

1.7 SIGNIFICANCE OF THE STUDY

i. The findings of the study will specifically help the local government of Sironko Town

Council to revisit her procurement planning if they are to improve on service delivery.

ii. The study will also help policy makers to formulate ways on how to improve the service

delivery in the economy.

iii. The study will also act as a basis for further research to other researchers in field of

Public Service Delivery and procurement in Uganda

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CHAPTER TWO:

LITERATURE REVIEW

2.0 INTRODUCTION

This chapter discusses the opinions, findings from different authors, publications, magazines,

websites, and all possible sources as a basis of foundation for this research study. It is divided

into definition of the key variables and other parts are according to the research questions as seen

below;

2.1.0 PROCUREMENT PLANNING

2.1.1 Definition of Procurement Planning

According to Agaba & Shipman, (2007), procurement planning is the process used by companies

or public institutions to plan purchasing activity for a specific period of time. This is commonly

completed during the budgeting process. Each year, departments are required to budget for staff,

expenses, and purchases. This is the first step in the procurement planning process.

Economic commission of Africa (2003) defines procurement planning as the purchasing function

through which organization obtain products and services from external suppliers. A good

procurement plan will go one step further by describing the process you will go through to

appoint those suppliers contractually. Whether you are embarking on a project procurement or

organizational procurement planning exercise, the steps will be the same. First, define the items

you need to procure. Next, define the process for acquiring those items. And finally, schedule the

timeframes for delivery.

Procurement is thus one part of the commissioning process. It refers to a specific method of

purchasing services which involves tendering for a contract. Sometimes it is more appropriate for

http://www.wisegeek.com/what-is-procurement.htm

http://www.wisegeek.com/what-is-budgeting.htm

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a public body to fund a service through the provision of a grant, but then it will have less control

over the precise outcomes to be delivered.

2.2.0 Definition of Service Delivery

Oboth (2001) noted that in as far as the Local Government Act, the constitution and any other

statutes that are studied, there is no definition of the phrase (service delivery) either deliberately

or ignorantly. However he said, Service is a system or arrangement that supplies public needs.

Whereas delivery is periodical performance of a service. Therefore service delivery is a system

or arrangement of periodical performance of supplying public needs.

Helmsing (1995) in his study defines service delivery as a deliberate obligatory decision by the

elected or appointed officials to serve or deliver goods and services to the recipients.

Heskett (1987) defines service delivery as an attitudinal or dispositional sense, referring to the

internationalization of even service values and norms.

2.3.0 ROLES UNDER TAKEN BY THE PROCURING ENTITY.

There is now very limited doubt among policy makers, managers, professionals and

academicians about the role of public procurement planning in facilitating government

operations in both developed and developing countries (Goh, Lau & Neo, 1999). Public

procurement is increasingly recognized as a profession that plays a significant role in the

successful management of public resources.

According to PPDA Regulations (2006), the following should be undertaken during Procurement

Planning in local government in Uganda:

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2.3.1 Preparing a multi annual work plan

Each user department should prepare a multi-annual rolling work plan for procurement based on

the approved budget, which is submitted to the procurement and disposal unit to facilitate orderly

execution of annual procurement activities. A procurement plan is integrated into the annual and

multi-annual sector expenditure programme to enhance financial predictability, accounting and

control over procurement budgets. A procurement and disposal unit uses the combined work plan

to plan, organize, forecast and schedule the procuring and disposing entity's procurement

activities for the financial year, section 96 of the PPDA regulations (2006).

2.3.2 Defining procurement requirements for an entity

It is the role of each entity in the local government to define its procurement requirements,

identify all of the items they need to procure (Agaba & Shipman, 2007). Creating a sound

financial justification for procuring them, listing all the tasks involved in procuring their

services, scheduling those tasks by allocating timeframes and resources. Through a Procurement

Plan template, the procuring entity can quickly and easily define its procurement requirements,

the method of procurement and the timeframes for delivery (Basheka, 2008).

2.3.3 Aggregation of Requirements for the Procuring Entity.

The aggregation of requirements takes into account, the market structure for the items required,

items which are of a similar nature and which are likely to attract the same potential bidders, the

optimum size and type of contract to attract the greatest and most responsive competition or the

best prices, items which are subject to the same method of procurement and bidding conditions,

items which shall be ready for bidding at the same time, items which shall be subject to the same

conditions of contract, potential savings in time or transaction costs, the appropriate size of

contract to facilitate the application of any preference and reservation schemes, and the optimum

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number and size of contracts to facilitate management and administration of contracts by the

procuring and disposing entity.

2.3.4 Dividing Requirements Allocated to a Single Procurement Process

It is the role of the procuring entity to divide requirements allocated to a single procurement

process into separate lots if it is anticipated that the award of several separate contracts would

result in the best overall value for the procuring and disposing entity. Where a number of lots are

to be procured under the same procurement process, the solicitation documents shall clearly

state; the number of lots included in the procurement process, the nature and size of each lot, the

minimum and maximum number of lots, if any, for which a bidder may bid, the proportion of

each lot for which a bidder may bid, or whether a bid shall be for complete lot and the method of

evaluating multiple lots.

2.3.5 Integration of Diverse Decisions

(Mawhood, 1983) contends that during procurement planning, the procuring unit brings about

effective integration of the diverse decisions and activities of members on the technical planning

committee not only at a point of time but also over a period of time. It is by reference to the

framework provided by planning that members on the technical planning committee make major

decisions on local government activities, in an internally consistent manner.

2.3.6 Estimating the Value of the Works, Services or Supplies Required

In estimating the value of the works, services or supplies required and confirming the availability

of funds, a procuring entity shall ensure that the estimate is realistic and that- the estimate is

based on up-to-date information, technical advice is sought, where required, and the

confirmation of availability of funding takes into account the total acquisition cost in accordance

with regulation 227 of the PPDA Regulations (2006).

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2.3.7 Specific Role of the Accounting Officer

During procurement planning the accounting officer ensures that the public entity establishes a

procurement unit, appoints members of the tender committee, procurement committee and other,

structures in accordance with Act and the Regulations. Appointing members of the tender

committee, appointing members of tender evaluation committees, Ensuring procurement plans

are prepared, Ensuring proper documentation of procurement proceedings.

2.3.8 Ensuring availability of Sufficient Fund.

Where payment to a service provider is anticipated to last more than one financial year, it is the

role of the accounting officer to ensure that financial provision is made in the budget estimates

for the appropriate year to support the procurement during the subsequent years. The accounting

officer also ensures that sufficient funds are budgeted for framework contracts every financial

year, to cover the full cumulative cost of call off orders anticipated for each year for a framework

contract.

2.4.0 Role of Citizens in Procurement Planning.

Citizens and their organizations also have very important roles to play in the procurement

planning for their local governments and some of these are:

2.4.1 Assisting the Town Council to Accurately Decide.

Assisting the town council to accurately decide on which services are to be expanded and

improved, particularly during the planning stages and insisting that the council consults citizens

during decision-making (Basheka, 2008).

2.4.2 Developing of proposals

Chuan & Leu (2009) noted that Residents also work with Non Governmental Organizations

(NGOs), Community Based Organizations (CBOs) and political parties to develop proposals for

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the council to consider during planning. Communities can also request the town council to

appoint a committee of community representatives to monitor processes as well as to advise the

town council on priorities for service extension and improvement.

2.4.3 Evaluation of Potential Service Providers

Communities or their representatives can also play some role in the evaluation of potential

service providers, the involvement of communities in service provision and monitoring of the

performance of service providers is vital in planning. This kind of involvement of citizens

ensures that procurement planning and decision-making process reflect their needs and priorities

and lead to the types of decisions that will make an effective services delivered in an open, fair

and democratic local government (Livingstone & Charlton, 2001).

2.5.0 FACTORS AFFECTING SERVICE DELIVERY

Poor service delivery and governance remains an overwhelming challenge in most African

countries and factors attributed to be affecting local governments include the following among

other;

2.5.1 Poor Infrastructures.

In Uganda, the provision of better infrastructures has lagged being over years. There are poor

roads and inadequate electricity supply and hence Uganda still stands in need of better

infrastructures (Proceedings of National Investment Conference, 2003).

2.5.2 Corruption

Public procurement, at the local government level, is believed to be one of the principle areas

where corruption in Uganda takes place ("National Public Procurement Integrity Baseline

Survey," 2006). Corruption is disastrous to the sound functioning of any government department.

Corruption has been an intractable problem in many developing countries; especially where it

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has become systematic to the point where many in government have a stake. It diverts decision-

making and the provision of services from those who need them to those who can afford them

(Langseth, Kato, Kisubi & Pope, 1997).

Lawal (2000) further asserts that corruption has been rampant among the senior civil bureaucrats

to whom the public funds meant for developmental purposes are entrusted. Generally, wide-scale

embezzlement by officials of the grassroots has made the needed development of the grassroots a

tall dream and has rendered them financially incapable to discharge their constitutionally

assigned responsibilities hence compromising service delivery.

2.5.3 Risk of Integrity

At every stage of public procurement, there are risks of integrity. During the pre-bidding period;

starting from needs assessment, common risks include lack of adequate needs assessment,

planning and budgeting of public procurement, requirements that are not adequately or

objectively defined, an inadequate or irregular choice of the procedure and a timeframe for the

preparation of the bid that is insufficient or not consistently applied across bidders (OECD,

2007). All these concern the function of procurement planning. Should local government's

procurement system fail to manage these risks, accountability and eventual service delivery is

seriously threatened.

2.5.4 Lack of enough Finance

Despite the increase in the total amount of funds available to local government in Uganda, its

economic and financial profile is still poor as compared to the development programme it is

expected to carry out. This situation is not unconnected to the mismanagement and

embezzlement of these funds by the local councils (Bailey, 1998).

Ahmed (2005) further noted that many local governments in Uganda, however, are unable to

deliver services to residents. He said this might be because of lack of finances or lack of

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capacity to provide a good service at an affordable price. So local governments should find other

ways to ensure that the services are improved and reach the people most in need of them.

2.5.5 Challenge of getting the right service provider

In the provision of public services, it is a challenge to get the actual providers to be accountable

for quality and efficiency as well as to have the resources and management authority to do the

job well. The general feeling in the hotspots is that political leadership lacks responsiveness to

issues raised by communities, incompetent, prone to corruption and with high degree of

disregard for the communities which also compromises the delivery of services in local

governments.

2.5.6 Poor Communication with Communities

The other contributing factor is that local ward committees are not fully operational, resulting in

poor communication with communities. Ward committees have been the focus of considerable

attention by government as well civil society, with substantial investment already made in an

attempt to ensure that these structures have the necessary capacity and resources required for

them to fulfill their envisaged roles as the voices of communities (Langseth, 1997). At the same

time, questions that are often asked are how effective are these institutions; whether they are

useful conduits for community involvement in local governance; whether, as created space for

public participation, they are inherently capable of playing the critical role expected of them

towards service delivery.

2.5.7 Financial Mismanagement and Non-Compliance with Financial Legislation

The local government Act requires all local governments to “take reasonable steps to ensure that

their resources are used effectively, efficiently and economically”. Good financial management

is the key to local delivery. It is quite disturbing to note that most local governments are

generally associated with the worst form of financial management. Corruption, financial

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mismanagement and non-compliance with financial legislation are common. Consequently, this

result to poor performance thus the delivery of social services is compromised.

2.5.8 The availability and shortage of the required skills.

Parasuraman et al (1996) points that skills deficit within local governments remains a major

challenge. A significant number of local governments do not have the managerial,

administrative, financial and institutional capacity to meet the rising needs of local people. This

situation is exacerbated by the decline of municipal professional and poor linkages between local

government and tertiary education sector. As a result these local governments can not meet their

required performance standards hence impacting adversely on the delivery of services.

2.5.9 General Indiscipline

Indiscipline is rampantly perceived and well pronounced among the workers in local government

(Hernon & Whitman, 2001). They further said that senior officers who travel to their families

away from their offices on Friday return very late the following Monday or may decide to stay

back till Tuesday; and the junior members of staff who directly or indirectly observe this more

often than not are in the habit of playing truant with their jobs. Little or no commitment to duty

has become a rule rather than an exception.

2.5.10 Misplaced Priority

Hard-earned and limited resources accrued to and raised by local government are always

mismanaged. Priorities are misplaced; projects are done not according to or as demanded by the

people but regrettably in tune with the selfish end and aggrandizement of the polit ical leadership

in collaboration with the senior bureaucrats at the local government level of administration

(Johan, 2006).

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2.6.0 Indicators of Quality Service Delivery

Parasuram et al (1985) gave the indicators of service delivery to include reliability, tangibility,

responsiveness, accessibility, and empathy as discussed below:

2.6.1 Accessibility:

Failure to have access to the use of facilities will render some limited services since they are not

used optimally and yet services depends on the use of the facilities (Ssemayengo, 2005).Services

that are not accessible are regarded as being of poor quality and those that can be easily

accessible are regarded as high quality services.

2.6.2 Reliability:

This is the probability of a service failing within a specified time period. Among the common

measures of reliability are the average time to first failure, the average time between failures, and

the failure rate per unit time (Balunywa, 1998). For example if a battery is to give 1.5 volts

either in the mornings or evenings. This voltage should be 1.5 volts, if it varies, the battery will

be unreliable and considered poor by not delivering the required services (Kakuru, 2004).

2.6.3 Completeness

For a service to be perceived as service, it should contain all the features that satisfy the

customers’ expectation (kakuru, 2004). It should have all its primary operating characteristics

with all the measurable attributes so as to be ranked as high service (Balunywa, 1998).

2.6.4 Timeliness

Delay in service delivery will make the services to loose the meaning and hence a service should

be offered in time before it becomes irritating to the consumer (Ssemayengo, 2005). Services

which are delivered in time are said to of good service and those that are not delivered in time

are said to have poor service.

16

2.6.5 Conformance

This is the degree to which a service design and operating characteristics meet established

standards. Good service is therefore equated with operation within a tolerance degree (Balunywa,

1998). The question here is that can the service achieve the core purpose for which it is intended?

If the service performs as expected and intended it will be considered good service offered.

2.6.6 Safety

How safe is it to use the service? Does it protect users before, during and after use? Certain

services like roads may be a problem when being used. Some services are also not very safe

when being used as they easily cause harm to the users. Services that are not safe to use are

considered poor services and those that are safe to use are looked at as expected services

(kakuru, 2004).

2.7.0 Relationship between Procurement Planning and Service Delivery

Johan (2006) further came up with some important service delivery improvement slogans. He

said he who fails to plan for service delivery, plans to fail delivering services to the public. And

if it cannot be measured, it cannot be improved. If we only plan to comply with regulations, we

are not managers, we are robots. What we plan we must implement. What we implement, we

must monitor. We should not be afraid to ask the customer (citizens). They really do know best

what they need and what they get. It is not always the same thing.

Basheka (2004) argues that procurement planning is one of the primary functions of procurement

with a potential to contribute to the success of local government operations and improved service

delivery. It is a function that sets in motion the entire acquisition/procurement process of

acquiring services in local governments.

17

Mullins (2003) asserts that the contribution of procurement planning in facilitating an efficient

and effective service delivery in public sector organizations is generally undisputed in both

developed and developing countries. Its contribution can be at both central and local government

levels of public sector management. His findings revealed a significant positive relationship

between procurement planning and service delivery in local government procurement systems in

Uganda. These results are compared to international research findings, and suggestions are

offered for management, policy making, and future research.

Procurement Policy Manual (2009), procurement planning drives different expected results

which are different from business as usual such as: reduction in the number of overall contract

awards, understanding and managing total cost of ownership, more purchasing options (lease vs.

buy) , data-driven decision making, improved risk mitigation prior to award, more identification

of opportunities where suppliers can add value, improved relationships with suppliers which

leads to improved service delivery

Mawhood (1983) further adds that effective procurement planning is an important route towards

securing the right service to be delivered to the public, and also maximizing the level of service

provision which can be achieved within the local Supporting People. A procurement plan helps

Procuring Entities to achieve maximum value for expenditures on services to be delivered and

enables the entities to identify and address all relevant issues pertaining to a particular

procurement before they publicize their procurement notices to potential suppliers of goods,

works and services.

18

CHAPTER THREE:

METHODOLOGY

3.0 Introduction

This chapter shows a description of research design, study population, sampling design which

will include the sampling method, sampling procedure and sample size, sources of data

collection, data collection methods, data processing, analysis, and presentation, and the

limitations encountered by the researcher.

3.1.0 Research Design

The study used descriptive and analytical research designs which involve qualitative and

quantitative research so as to describe observations and examine the findings to come up with

conclusions and recommendations for implementation.

3.2.0 Study Population and Sample Size

The population studied included the staff from Sironko T own Council and residents of Sironko

Town Council who are the beneficiaries of the services provided. A sample of 50 respondents

out of the total of 100 of the study population were selected and approached by the use of simple

random sampling method and interviewed at different levels.

Table 2: Showing the Number and Type of Respondents

Category of respondents Study Population Sample size Percentage (%)

Local government officials 10 5 10.0

Budget committee members 5 3 6.0

Service providers 10 5 10.0

Beneficiaries (residents) 75 37 74.0

Total 100 50 100

Source: Primary data.

19

3.3.0 Sampling Design and Procedure

The sampling procedures used were stratified random sampling and purposive sampling where

respondents who conform to the purpose of the study were selected from different sections of the

Sironko town council. This was done in order to select respondents with the required

information.

3.4.0 Data Sources and Types.

The study used both Primary and Secondary Data. Primary data were collected by use of

questionnaires in the field while secondary data were collected from available published records

such as textbooks, journals, magazines, manuals, internet and Makerere University library

among others.

3.5.0 Methods of Data Collection

3.5.1 Questionnaire Method

The researcher used closed ended questions. They were administered to 50 respondents. This

helped to obtain the required data. The questionnaires were answered by respondents and later

collected by the researcher. Quite a lot of information in a relatively short period of time.

3.5.0 Measurement of Variables

The study used a 5-point linkert scale to measure the variables which are procurement planning

and service delivery to come up, with findings. This ranged from strongly agree to strongly

disagree (strongly agree, agree, not sure, disagree, and strongly disagree).

20

3.5.0 Data Processing, Analysis and Presentation

The data collected was processed and analyzed using Statistical Package for Social Sciences

(SPSS) in order to come up with frequencies and percentages and the relationship between the

variables was established and tested using Pearson correlation. Micro soft word and excel were

used in drawing tables so as to clearly present the findings.

3.6.0 Anticipated problems to the study

While carrying out the study the researcher faced the following problems;

Financial problems in terms of photocopying, secretarial services, transport costs were

faced. However the researcher solicited funds from brothers and friends.

The researcher also faced problems of unresponsive respondents in conducting the

research. This was dealt with by giving them ample time to fill the questionnaires during

their free time.

Time frame in which the researcher was required to produce a final report was not

enough. This was dealt with by using the project schedule accurately.

21

CHAPTER FOUR:

PRESENTATION AND INTERPRETATION OF FINDINGS

4.0 Introduction

This chapter includes the results (findings) from the study and analysis of those finding and their

discussions in relation to the objective of the study and the research questions. The findings are

presented in tables as shown below.

SECTION A: RESPONDENTS’ DATA

4.1.1 Gender of the Respondents

Table 4.1: Showing Gender of the respondent

Response Frequency Percent (%)

Male 31 62.0

Female 19 38.0

Total 50 100.0

Source: Primary Data

Table 4.1 indicates that the highest percentage of respondents that is 62% were male and only

38% were female.

Table 4.2 Showing Respondents’ level of education


Certificate 5 10.0

Diploma 9 18.0

Degree 9 18.0

Masters 2 4.0

Non of the above 25 50.0

Total 50 100.0


From the table above, the highest percentage that is 50% of the respondents had not attained any

level of education and these were found among the beneficiaries of the services provided, these

22

were followed by 18% who had attained diplomas and degrees, 10% with certificates and lastly

4% with masters these were mostly the workers in the town council. This implies that the

workers had acquired some skills to work in local government.

SECTION B: ROLES UNDERTAKEN BY THE DIFFERENT STAKEHOLDERS

Table 4.3 Showing preparation of a multi annual work plan based on the approved budget.


Strongly agree 17 34.0

Agree 33 66.0

Not sure 0 4.0

Disagree 0 0.0

Strongly disagree 0 0.0

Total 50 100.0


From the table above, 66% and 34% of the respondents agreed and strongly agreed respectively

that each user department prepares a multi annual work plan based on the approved. This implies

that each user department is responsible for preparing its work plan so that it can be integrated

into the annual and multi-annual sector expenditure programme to enhance financial

predictability, accounting and control over procurement budgets. This is also supported by

Section 96 of the PPDA regulations 2006.

23

Table 4.4 Showing Each Entity in the LG Defines its Procurement Requirements



Agree 24 48.0

Not sure 3 6.0

Disagree 1 2.0


Total 50 100.0


Table 4.4 indicates that 48% and 42% of the respondent agreed and strongly agreed respectively

that each entity in the LG defines its procurement requirements, 6% of the respondents were not

sure whether each entity in the LG defines its procurement requirements, and on 2% disagreed.

Basing on the highest percentage (48%) of the respondents the study concludes that it is the role

of each entity in the local government to define its procurement requirements so as to create a

sound financial justification for procuring them. This is also similar to findings of Agaba and

Shipman, (2007) who said that it is the role of each entity in the LG to define its procurement

requirements.

Table 4. 5: Showing Dividing of Requirements Allocated to a Procuring entity.



Agree 27 54.0

Not sure 3 6.0

Disagree 1 2.0


Total 50 100.0


From table 4.5 above, the highest percentage of the respondents that is 54% agreed that the

procuring entity is responsible for dividing requirements allocated to a single procurement

process into separate lots, these were followed by 38% who strongly agreed, 6% who were not

sure and only 2% who disagreed. Management indicated that this is done where they anticipate

24

that the award of several separate contracts would result in the best overall value for the

procuring department.

Table 4.6: Showing Integration of the Diverse Decision and Activities.



Agree 24 48.0

Not sure 0 0.0

Disagree 0 0.0


Total 50 100.0


From the table 4.6 above, 52% and 48% strongly agreed and agreed respectively that a procuring

unit brings about integration of the diverse decision and activities during procurement planning.

Mawhood (1983) said that the integration of diverse decision helps to come up with an

acceptable decision for implementation.

Table 4.7: Showing the Accounting Officer’s Role



Agree 28 56.0

Not sure 3 6.0

Disagree 1 2.0


Total 50 100.0


Table 4.7 indicates that 56% and 36% of the respondents agreed and strongly agreed respectively

that the accounting officer ensures availability of sufficient funds to run the plans and that it is

budgeted for, only 6% were not sure and only one person disagreed. This therefore shows that

the accounting officer ensures that sufficient funds are budgeted for the planned framework

contracts every financial year, to cover the full cumulative cost of call off orders anticipated for

each year for a framework contract.

25

Table 4.8: Showing Citizens Assist the Town Council to decide on Services to be provided.



Agree 23 46.0

Not sure 2 4.0

Disagree 2 4.0


Total 50 100.0


From table 4.8 above, 46% and 44% of the respondents agreed and strongly agreed respectively

that the citizens assist the town council to accurately decide on which services to expand and

provide, 4% were not sure and only 2% strongly disagreed. Basing on the highest percentage of

respondents it implies that this kind of involvement of citizens ensures that procurement

planning and decision-making process reflect their needs and priorities and lead to the types of

decisions that will make an effective services delivered in an open, fair and democratic local

government, Basheka (2008) also found that the council consults citizens during decision

making.

Table 4.9: Showing Citizens also Work With NGOs, CBOs and Political Parties to Develop

Proposals.



Agree 27 54.0

Not sure 2 4.0

Disagree 0 0.0


Total 50 100.0


Table 4.9 above indicates that 54% and 42% of the respondents agreed and strongly agreed

respectively that the citizens also work with NGOs, CBOs and political parties to develop

proposals for the council to consider during planning, and only 4% were not sure. This implies

that the town council is assisted by other organizations to monitor processes as well as to advise

26

it on priorities for service extension and improvement as stated in the proposal developed. This is

in agreement with what Chaun and Len (2009) found out, that is residents work with NGOs,

CBOs and political parties to develop proposals.

Table 4. 10: Showing Evaluation of Potential Service Providers.



Agree 21 42.0

Not sure 4 8.0

Disagree 0 0.0


Total 50 100.0


As shown in the table above, 50% and 42% of the respondents strongly agreed and agreed

respectively that citizen representatives also play a great role in the evaluation of potential

service providers and only 8% were not sure whether citizen representatives also play a great

role in the evaluation of potential service providers. This also implies that service providers are

evaluated by both the citizen representatives and town council officials during planning so as to

select the best service providers, Livingstone & Charlton, (2001).

SECTION C: FACTORS AFFECTING SERVICE DELIVERY

Table 4.11: Showing Corruption Hampers the Provision of Services



Agree 26 52.0

Not sure 0 0.0

Disagree 0 0.0


Total 50 100.0


27

As per the above table, 52% and 44% of the respondents agreed and strongly agreed respectively

that corruption hampers the provision of services since funds meant for these services are

embezzled. This shows that embezzled funds by officials render the town council financially

incapable to discharge its constitutionally assigned responsibilities hence compromising service

delivery. Lengseth et al, (1997) also found out that corruption affects the delivery of services

since money meant for them is embezzled.

Table 4.12: Showing the Town Council Lacks Finances to Buy the Services.



Agree 24 48.0

Not sure 2 4.0

Disagree 2 4.0


Total 50 100.0


Table 4.12 indicates that the highest percentage that is 48% and 42% of the respondents agreed

and strongly agreed respectively that the town council is unable to deliver services to residents

because of lack of finances to buy the services. 4% were not sure, 4% and 2% disagreed and

strongly disagreed respectively and still believe that money is there but the way it is used is the

problem. Basing on the highest percentage of respondents, this implies that the funds available

are not enough to help in buying of services hence hampering the delivery of services. Ahmed

(2005) also found out that most local governments in developing countries suffer from limited

finance to fund their projects.

28

Table 4.13: Showing getting the right service provider is a challenge.



Agree 25 50.0

Not sure 3 6.0

Disagree 1 2.0


Total 50 100.0


From the table above, 50% and 40% which are the highest percentages of respondents agreed

and strongly agreed respectively that the town council faces a challenge of getting the right

service provider with the equipments to do the job well. 6% were not whether it is a challenge

and only 2% disagreed. This therefore implies that some of the services provided are not of the

expected quality since some of the service providers do not have all the equipments to do the job

well.

Table 4.14: Showing Poor communication with communities in Sironko.



Agree 25 50.0

Not sure 3 6.0

Disagree 13 26.0


Total 50 100.0


Table 4.14 indicates that 50% and 18% of the respondents agreed and strongly agreed

respectively that poor communication with communities in Sironko has also hampered the

delivery of services in the area, these were followed by 26% who disagreed, and only 6% were

29

not sure whether poor communication is a factor hampering the delivery of services. This

therefore implies that in some departments communication is still a problem.

Table 4.15: Showing the Town Council Faces a Challenge of Limited Skilled Personnel.



Agree 18 36.0

Not sure 3 6.0

Disagree 5 10.0


Total 50 100.0


From table 4.15 above, the highest percentage of respondents that is 48% and 36% strongly

agreed and agreed respectively that the town council faces a challenge of limited skilled

personnel to meet the rising needs of local people. These were followed who disagreed and only

6% were not sure whether the town council faces a challenge of limited skilled personnel to meet

the rising needs of local people or not. Basing on the highest percentage of respondents (48%),

the study concludes that the town council can not meet their required performance standards due

to limited skilled personnel hence impacting adversely on the delivery of services. This was also

found out by Parasuraman et al (1996) that the town councils faces a challenge of limited skilled

personnel.

30

Table 4.16 Showing Projects are done according to or as demanded by the People.



Agree 5 10.0

Not sure 8 16.0

Disagree 27 54.0


Total 50 100.0


Table 4.16 above shows that 54% and 12 % of the respondents disagreed and strongly disagreed

respectively with the view that projects are done according to or as demanded by the people.

16% of the respondents were not sure, 10% and 8% of the respondents agreed and strongly

agreed respectively that projects are done according to or as demanded by the people. Basing on

the highest percentage (54%), the study concludes that some projects are not done according to

peoples demand.

SECTION D: RELATIONSHIP BETWEEN PROCUREMENT PLANNING AND

SERVICE DELIVERY

Table 4. 17: Showing Procurement Planning sets in motion the Process of Acquiring

Services.



Agree 31 62.0

Not sure 0 0.0

Disagree 0 0.0


Total 50 100.0


Table 4.17 above indicates that 62% and 38% of the respondents agreed and strongly agreed

respectively that procurement planning sets in motion the entire procurement process of

acquiring services in local government. Since procurement planning is one of the primary

31

functions of procurement process, it implies that there is need for procurement planning in order

to acquire quality services in local governments, Basheka (2004).

Table 4.18: Showing Procurement Planning Facilitates Efficient and Effective Service

Delivery.



Agree 26 52.0

Not sure 1 2.0

Disagree 0 0.0


Total 50 100.0


Table 4.18 shows that the highest percentage 52% and 46% of the respondents agree and

strongly agree respectively that Procurement planning facilitates efficient and effective service

delivery in public sector organization and only 2% were not sure about this. This implies that

with a good plan, Sironko town council can efficiently and effectively enjoy improved delivery

of services to its citizens hence improving on standards of living.

Table 4.19: Showing Procurement Planning achieves Maximum Value for Expenditures on

Services.



Agree 26 52.0

Not sure 2 4.0

Disagree 0 0.0


Total 50 100.0


From table 4.19 above, 52% and 44% of the respondents agreed and strongly agreed respectively

that Procurement planning helps to achieve the maximum value for expenditures on services to

be delivered. 4% of the respondents were not sure whether Procurement planning helps to

achieve the maximum value for expenditures on services to be delivered. Basing on the highest

32

percentage of respondents, it implies that a procurement plan enables the entities to identify and

address all relevant issues pertaining to a particular procurement before they publicize their

procurement notices to potential suppliers of goods, works and services.

Table 4. 20: Showing Relationship between Procurement Planning and Service Delivery.



Agree 19 38.0

Not sure 2 4.0

Disagree 0 0.0


Total 50 100.0


From table 4.20 above, 62% of the respondents strongly agreed that there is a relationship

between procurement planning and service delivery, these were followed by 38% who also

agreed. Therefore the study concludes that there is a relationship between procurement planning

and service delivery. This is in agreement with Johan, (2006) who came up with slogans like; “he

who fails to plan for service delivery, plans to fail delivering services to the public.”

33

Table 4.21: Showing Pearson Correlation between Procurement Planning and Service

Delivery.

Correlations

Procurement

Planning

Service

Delivery

Procurement planning Pearson Correlation

Sig. (2-tailed)

N

1.000

.

60

.715*

000

60

Service delivery Pearson Correlation

Sig. (2-tailed)

N

.715*

000

60

1.000

.

60

* Correlation is significant at the 0.05 level (1-tailed).

Using the rating level of;

0 to -+0.3= Weak Relationship

-+0.4 to -+0.6= Moderate/ Average Relationship

-+0.7 to -+0.9= Very Strong Relationship

Table 4.21 indicates that there is a very strong positive relationship between procurement

planning and service delivery at r= 0.715 and at level of significance 0.05, this implies that the

good procurement planning improves on service delivery in the society. Therefore in order to

improve on service delivery, there is need to develop a procurement plan. Mullins (2003) also

found out that there is strong positive relationship between procurement planning and service

delivery.

34

CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.0 INTRODUCTION.

This chapter summarizes all findings reported in chapter four according to questions of the study,

draws conclusions, suggests recommendations and also proposes some areas for further study.

5.1.0 Summary of Findings

5.1.1 Summary on General Findings

The study was comprised of 50 respondents of whom 62% were male and 38% were female.

Their level of education included 50% of the respondents had not attained any level of education

and these were found among the beneficiaries of the services provided, these were followed by

18% who had attained diplomas and degrees, 10% with certificates and lastly 4% with masters

these were mostly the workers in the town council. The services delivered included Garbage

collection, Security lights, Road rehabilitation and maintenance, Water provision, electrification,

new roads.

5.1.2 Summary of Findings on the roles undertaken by different stakeholders

The study found out that the following roles; each user department prepares a multi annual work

plan based on the approved budget, each entity in the LG defines its procurement requirements,

the procuring entity is responsible for dividing requirements allocated to a single procurement

process into separate lots, the procuring unit brings about integration of the diverse decision and

activities during procurement planning, the accounting officer ensures availability of sufficient

funds to run the plans and that it is budgeted for, the citizens assist the town council to accurately

35

decide on which services to expand and provide, the citizens also work with NGOs, CBOs and

political parties to develop proposals for the council to consider during planning and also Citizen

representatives play a great role in the evaluation of potential service providers.

5.1.3 Summary of Findings on Factor Affecting Service Delivery.

A number of factors were found to be affecting service delivery in Sironko town council and

these included the following among other factors; corruption, lack of finances to buy the

services, the challenge of getting the right service provider with the equipments to do the job

well. The town council also faces a challenge of limited skilled personnel to meet the rising

needs of local people, Projects are done not according to or as demanded by the people, and also

poor communication with communities in Sironko has also hampered the delivery of services in

the area.

5.1.5 Summary of Findings on Relationship between Procurement Planning and Service

Delivery.

In addition to Mullins (2003) findings that procurement planning affects service delivery, this

study also found out that there is a strong positive relationship between procurement planning

and service delivery at r= 0.715 and at level of significance 0.05. Further more the study found

out that Procurement planning sets in motion the entire procurement process of acquiring

services in local government (Table 4.17), it also facilitates efficient and effective service

delivery in public sector organization (Table 4.18).

5.2 Conclusion

In conclusion, there is a strong positive relationship between procurement planning and service

delivery at r=0.715 at level significance 0.05, this implies that a better procurement plan leads to

better delivery of services while poor planning hampers the delivery of services. Therefore

36

procurement planning is one of the primary functions of procurement with a potential to

contribute to the success of local government operations and improved service delivery.

5.3 Recommendations of the Study.

Government should increase funding for the maintenance of community and feeder roads.

Corruption should be reduced by enforcing of strict rules, giving penalties on those involved and

also increasing of salaries of the civil servant can also reduce on corruption.

Concerning limited skilled personnel, the local government should train the recruited workers so

as to equip them with the necessary skills, and also encourage them to go for further studies.

They should first provide projects which are highly demanded by the local people, this will not

only help them to know that their views are considered but also will help to improve on public

confidence in the local government.

The procurement team should carryout research so as to find out which service providers are able

and have the equipment to perform the required work in the given time possible.

5.4 Suggested Further Research

The study particularly focused on Sironko town council and therefore further research should be

carried out on other local governments.

Further research should also be carried out on the quality of services delivered for the public.

37

REFERENCES

Agaba, E & Shipman, N. (2007). "Public Procurement Reform in Developing Countries: The

Ugandan Experience." Boca Raton, FL: Academics Press.

Ahmed, J., Devarajan, S., Khemani, S., & Shah, S. (2005). Decentralization and Service

Delivery (World Bank Policy Research Paper 3603). Washington, DC: World Bank.

Bailey, P; Farmer, D; Jessop, D;& Jones, D.(1998). Purchasing Principles and Management,

eight edition. Prentice Hall. Financial Times: Great Britain

Balunywa, m. (2004). Decentralization and Service Delivery in Uganda: The Case of

Contracting out Road Construction Services in Jinja District. Kampala. Makerere

University Library.

Basheka, B. (2004). Procurement Planning and Local Governance in Uganda: A Factor

Analysis Approach. Organisation: Uganda Management institute.

Basheka, B. C. (2008). "Procurement Planning and Local Governance in Uganda: A Factor

Analysis Approach." Paper Presented at the 2008 International Research Society for

Public Management Conference, from 26-28 March 2008, in Brisbarne, Australia.

Development Assistance Committee (2005). Harmonizing Donor Practices for Effective Aid

Delivery. Vol. 3. Strengthening Procurement Capacities in Developing Countries. Paris,

France: OECD

Economic Commission of Africa (2003). Public Sector Management Reforms in Africa. Addis

Ababa, Ethiopia: Author.

Government of Uganda (2003). The Public Procurement and Disposal of Public Assets Act, 1,

2003. [Online]. Available at www.ppda.go.ug.

Helmsing, A. H. J. (1995). Local Government Central Finance. An Introduction: New York

USA.

Hernon, P. & Whitman, J. R. (2001). Delivering Satisfaction and Service Quality: a Customer-

based Approach for Libraries. Chicago: American Library Association.

IDASA (2010), The State Of Local Government And Service Delivery In South Africa: Issues,

Challenges And Solutions Local Governance Unit (LGU)

Johan, N. (2006). Planning for Service Delivery Improvement. S D R Vol. l 5 No. 2 pages 106-

109.

Kabaj, O. (2003). The Challenge of African Development. Oxford, UK: Oxford University Press.

38

Langseth, P.; Kato,D. ; Kisubi, D. ; & Pope, J.(1997). Good Governance in Africa. A Case study

from Uganda. EDI Working Papers, Economic Development Institute of the World Bank.

Lawal, S. (2000) “Local Government Administration in Nigeria: A Practical Approach”.

Ministry of Finance, Planning andEconomic Development (2006). Uganda Poverty Status

Report2005, Kampala.

National Service Delivery Survey, (2008). Ministry of Public Service: Kampala.

Oboth, M. J. (2001). Decentralization and Service Delivery: Constraints and Controversies.

Kampala: Makerere University Library.

Parasuraman, A., Berry, L. Leonard, & Zeithaml ,A. Valarie. (1996). The behavioral

Consequences of service quality. Financial Times.

Procurement Policy Manual (2009). IT Procurement Planning and Strategic Sourcing. Vaginia

Information Technologies Agency.

Sasser, W.E., Olsen, R.P. and Wyckoff, D.D. 1978. Management of Service Operations Text,

case, and Reading. Boston, NY: Allyn and Bacon, Inc., 177-179.

Sironko Town Council Three Year Development Plan,(2008). Sironko District

The Public Procurement and Disposal of Public Assets Regulations, (2006).

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Uganda Bureau of Statistics (2005). National Service Delivery Survey Report 2004, Kampala.

39

APPENDIX I: INTRODUCTORY LETTER

40

APPENDIX II: QUESTIONNARE

Dear respondents,

I am Wogube Geofrey Sande a bachelor of commerce student of Makerere University carrying

out a study on the Procurement Planning and service delivery in Sironko Town Council.

I humbly request you to spare some few minutes of your time and answer these questions below.

The study is strictly for academic purposes and will be treated with utmost confidentiality.

Your cooperation is highly appreciated.

Section A

Please tick in the boxes provided

Personal data

1. Gender or the respondents

a) Male

b) Female

2. Respondents level of education

a) Certificate

b) Diploma

c) Degree

d) Masters

e) Non of the above

41

SECTION B: ROLES UNDER TAKEN BY THE BY DIFFERENT STAKE HOLDERS.

The following abbreviations will be used:

Strongly agree (SA), Agree (A), Not Sure (NS), Disagree (D), and Strongly Disagree (SDA)

Statements SA A NS DA SDA

1. Each user department prepares a multi annual work plan

based on the approved budget.

2. Each entity in the LG defines its procurement requirements.

3. The procuring entity is responsible for dividing requirements

allocated to a single procurement process into separate lots.

4. The procuring unit brings about integration of the diverse

decision and activities during procument planning.

5. The accounting officer ensures availability of sufficient funds

to run the plans and that it is budgeted for.

6. The citizens assist the town council to accurately decide on

which services to expand and provide.

7. The citizens also work with NGOs, CBOs and political

parties to develop proposals for the council to consider

during planning.

8. Citizen Representatives also play a great role in the

evaluation of potential service providers.

42

SECTION C: FACTORS AFFECTING SERVICE DELIVERY



The following factors affect the delivery of services in Sironko Town Council;

Statements SA A NS DA SDA

1. Corruption hampers the provision of services since funds

meant for these services are embezzled.

2. In Sironko Town, the provision of better infrastructures such

as roads and electricity has lagged being over years.

3. The town council is unable to deliver services to residents

because of lack of finances to buy the services.

4. It is a challenge to get the right service provider with the

equipments to do the job well.

5. Poor communication with communities in Sironko has also

hampered the delivery of services in the area.

6. The town council faces a challenge of limited skilled

personnel to meet the rising needs of local people.

7. Priorities are misplaced because projects are done not

according to or as demanded by the people.

43

SECTION D: RELATIONSHIP BETWEEN PROCUREMENT PLANNING AND

SERVICE DELIVERY.



Questions SA A NS DA SDA

1. Procurement planning sets in motion the entire procurement

process of acquiring services in local government.

2. Procurement planning facilitates efficient and effective

service delivery in public sector organization.

3. Procurement planning helps to achieve the maximum value

for expenditures on services to be delivered.

4. There is a relationship between procurement planning and

service delivery.

THANK YOU VERY MUCH FOR YOUR COOPERATION

44

APPENDIX III: RESEARCH PROJECT SCHEDULE

Activity WEEKS

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

1 Topic selection

2 Proposal writing

3

Distribution of

questionnaires and

interview guides (data

collection)

4 Editing and coding

5 Data entry

6

Data presentation and

interpretation of findings

7

Presentation of 1st draft

dissertation

8

Correction of the draft

dissertation

9

Submission of final

report

45

APPENDIX IV: RESEARCH PROJECT BUDGET

ITEMS COST (Shs)

Transport 60.000

Lunch 30.000

Stationery 15.000

Printing 45.000

Binding 24.000

Telephone calls (air time) 5.000

Total 179.000

procurement planning and service delivery in public enterprises case study

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