DECENTRALISATION AND SERVICE DELIVERY IN MOYO DISTRICT ...
Transcript of DECENTRALISATION AND SERVICE DELIVERY IN MOYO DISTRICT ...
DECENTRALISATION AND SERVICE DELIVERY IN MOYO DISTRICT,
NORTHERN UGANDA
BY
KISAMBIRA ASUMAN
BPA/41471/133/DU
A RESEARCH DISSERTATION SUBMITTED TO THE COLLEGE OF
HUMANITiES AND SOCIAL SCIENCES IN PARTIAL FULFILLMENT
FOR THE REQUIREMENT OF THE AWARD OF DEGREE IN
PUBLIC ADMINISTRATION OF KAMPALA
INTERNATIONAL UNIVERSITY
AUGUST, 2016
DECLARATION
This research dissertation is my original work and has not been presented for a Degree or any
other academic award in any University or Institution of learning
t~/1~ IName and Signature of Candidate
Date
APPROVAL
“1 confirm that the work in this Dissertation is carried out by the Candidate under my
supervision”
€~2wo~s\L-’-\e ~~\J~tZ L
Name and signature of supervisor
Date
DEDICATION
I dedicate this report to the Almighty Allah for everything he has done for me during my
academic career. I would like to dedicate this report to my dear father Kisambira Faisal my
dear mother Namukose Masitura and the rest of my family members for their endless support
their have given to me spiritually, financially and morally.
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ACKNOWLED GEMENT
I thank the Almighty Allah for strength and good health which has enabled me to come this
way and achieve the long dream of accomplishment of the degree.
I acknowledge my supportive supervisor Madam Ruth Turnwijukye for his critical and
professional support and guidance. I also would like to thank the HOD Mr. Muzale Gerald for
his support.
I do also thank my dear friends; Nicholas, Nabaasa Alex, Mackline, Atuhaire Abias, Katamba
Moses, Benjamin and the rest.
I would also like to acknowledge the top management of the Moyo District for the gracious
opportunity they offered me to carry out my study from their premises.
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TABLE OF CONTENTS
DECLARATION
APPROVAL
DEDICATION iv
ACKNOWLEDGEMENT v
LIST OF TABLES v
LIST OF FIGURES vi
LIST OF ACRONYMS vii
CHAPTER ONE 1
INTRODUCTION 1
1.0 Introduction 1
1 .1 Background of the Study 1
1.2 Statement of the problem 3
1.3 Purpose of the study 3
1.4 Objectives of the study 3
1.5 Research questions 4
1.6 Scope of the Study 4
1.7 Significance of the Study 4
1.8 Conceptual Framework showing independent and dependent variables 6
CHAPTER TWO 7
LITERATURE REVIEW 7
2.0 Introduction 7
2.1 Decentralisation policy 7
2.2 Roles played by decentralisation in regard to service delivery 7
2.3 Challenges faced by decentralised system of service delivery 9
2.4 The relationship between decentralisation and service delivery 12
CHAPTER THREE 16
RESEARCH METHODOLOGY 16
3.1. Introduction 16
3.2. Research Design . 16
3.3 Study Population 16
3.4 Sample Size 16
3.5 Sample Techniques 17
3.6 Data Collection methods and Instruments 17
3.6.1 Data Collection Methods 17
3.6,1.1 Interviews 17
3.6.2 Data Collection Instruments 18
3.6.2.1 Interview Guide 18
3.6.2.2 SelfAdministered Questionnaire 18
3.7 Data Processing 18
3.8 Data Analysis 18
3.9 Ethical Consideration 19
CHAPTER FOUR 20
PRESENTATIONS, INTEPRETATIONS AND ANALYSIS OF DATA 20
4.0 Introduction 20
4.1 Demographic characteristics of respondents 20
4.1.1 Gender of Respondents 20
4.1.2 Age of the Respondents 21
4.1.3 Marital Status of the Respondents 22
4.1.4 Education Levels of the Respondents 23
4.2 FINDINGS ON DECENTRALISATION AND SERVICE DELIVERY IN MOYODISTRICT, NORTHERN UGANDA 24
CHAPTER FIVE 33
SUMMARY OF DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS 33
5.0 Introduction 33
5.1 Summary of the discussions 33
5.1.1 Socio-demographic characteristics 33
5.1.2 Roles played by decentralisation in regard to service delivery 34
5.1.3 Challenges faced by decentralised system of service delivery 34
5.1.4 Relationship between decentralisation and service delivery 35
III
5.2 Conclusion of the Findings .35
5.2.1 Roles played by decentralisation in regard to service delivery 35
5.2.3 Challenges faced by decentralised system of service delivery 36
5.2.4 Relationship between decentralisation and service delivery 37
5.3 Recommendations 38
5.4 Recommendation for Future Research 39
APPENDICES 43
APPENDIX A: QUESTIONNAIRE 43
APPENDIX C TIME FRAME 46
APPENDIX D: STUDY BUDGET 47
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LIST OF TABLES
Table 1: Showing Research Population 16
Table 2: presenting the gender distribution of the respondents who participated in the study 20
Table 3 showing age distribution of the respondents 21
Table 4 showing marital status of the respondents 22
Table 5: Educational Level of the Respondents 23
Table 6: Do you think decentralisation has improved on quality of decision making in your
community 24
Table 7: Do you agree that decentralised system had led to diversification of activities in your
district 26
Table 8: Are you aware that decentralisation makes quicker decisions 28
Table 9: Do you agree that poor coordination of decentralised system has hindered service
delivery in your community 29
Table 10: Are you aware that inconsistences and administrative expenses have been major
constraints of service delivery in your district 30
Table 11: Is there any significant relationship between decentralisation and service delivery exist
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LIST OF FIGURES
Figure 1: Gender distribution of the respondents who participated in the study 21
Figure 2: Age distribution of the respondents 22
Figure 3: Marital status of the respondents 23
Figure 4: Educational Level of the Respondents 24
Figure 5: Do you think decentralisation has improved on quality of decision making in your
community 26
Figure 6: Do you agree that decentralised system had led to diversification of activities in your
district 27
Figure 7: Are you aware that decentralisation makes quicker decisions 28
Figure 8: Do you agree that poor coordination of decentralised system has hindered service
delivery in your community 30
Figure 9: Are you aware that inconsistences and administrative expenses have been major
constraints of service delivery in your district 31
Figure 10: Is there any significant relationship between decentralisation and service delivery
exist 32
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LIST OF ACRONYMS
ACAO Assistant Chief Administrative Officer
CAO Chief Administrative Officer
CBO Community Based Organization
CSO Civil Society Organization
DDHS District Director of Health Service
ELUs Environment Liaison Units
GT Graduated Tax
LAs Lead Agencies
LC Local Council
LG Local Government
LGDP Local Government Development Program
MAAIF Ministry of Agriculture, Animal Industry and Fishery
NAADS National Agricultural Advisory Services
NARO National Agricultural Research Organization
NEMA National Environmental Management Authority
NFA National Forestry Authority
NGO Non Governmental Organization
NRM National Resistance Movement
NRM Natural Resource Management
PMA Plan for Modernization of Agriculture
RC Resistance Council/committee
SMC School Management Committee
UPE Universal Primary Education
VII
CFIAPTER ONE
INTRODUCTION
1.0 Introduction
This chapter presents the background to the study, statement of the problem, the purpose of the
study, objectives of the study, research questions and assumptions, scope of the study, significance
of the study, the justification of the study and the operational definitions of terms and concepts as
applied to suit the context of the study.
1.1 Background of the Study
In the last quarter of the ~ 9~ century, countries the world over have attempted to implement
decentralization by transferring responsibilities of the state to lower tiers of government in order
to ensure service delivery as noted by Akin J, (2001). Significantly, most of these lower
government administrative units have been established to provide for administrative, fiscal and
political aspects under decentralization strategy.
In the last decade or so decentralization has especially gained prominence as an expressed goal or
as an actual programmatic pursuit in the context of or as a consequence of two prominent
movements affecting the African state. One consists of structural adjustment programs that sought
to reform the public sector starting in the 1 980s while the other is the ongoing transition toward
more democratic and competitive politics that started in the 1990s. Although the post-
independence history of governance and development in Africa is replete with expressed
commitments and even actual legal and programmatic attempts at decentralization, it has mostly
been honored in the breach. In nearly all African countries, structures of local administration exist
but are often subordinated in their legal creation, mandate, and operation to the central state,
especially the executive. Most of these structures date back to the colonial era as part of the
dimensions of the state bequeathed at independence less as units of local governance and service
delivery and more as instruments for administering the interior. As a result, up to the early 1990s,
these local level structures either ossified along with the rest of the public sector under the weight
of centralization or became conduits of the central state’s repression.
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The history of Uganda from the colonial period has been patched by different forms of governance
(Lubanga, 1996:49). There has been emphasis on either centralized or decentralized form of
governance in Uganda, this pied from one political regime to another or even within the same
regime. The origins of the current local governance in Uganda can be explained by the history of
public administration and politics in Uganda, which date back to the colonial times. At
independence, the newly independent nation states inherited centralised systems of governance
from their former colonizers (Lubanga, 1996). However with the Structural Adjustment programs
that set in, a new wave of events unfolded. Bringing services closer to the people became the
agitation of many nations not oniy in the West, but in the developing Countries as well. Together
with the desire to bring services closer to the people is the NPM ideology of moving public
accountability closer to the people. Scholars have argued that, decentralisation under the 1997
Local Governments Act, has led to more responsive, efficient and accountable local governance
in Uganda.
While indeed decentralisation has provided great opportunities for improved water service
delivery, it has also provided some daunting challenges. Decentralised service delivery is
especially constrained by inadequate skills and institutional capacity at local government level. A
key challenge for the provision of rural water services is inadequate staff, especially in the district
water offices. In some districts there are no substantive district water officers while in others the
DWO also doubles as the district engineer.
In Moyo District, the situation is worsened by the trend of creating more new districts whereby
resources are spent on establishing new offices rather than expanding water services. In the Water
and Environment Sector Performance Report 2011, it was reported that there were 559136 people
served through the construction of 2863 water sources, which was a reduction from the 670910
people served in 2009/20 10. This was attributed to the fact that considerable investments went into
establishing new district water offices, purchasing transport and office equipment for them. The
low staffing levels in district water offices have further affected implementation of water
programmes and subsequently sector performance. This has especially been the case in newly
created districts. The SPR 2011 notes that 90% of staff in the newly created district water offices
lack the required qualifications and experience to effectively and efficiently implement water
activities under the DWSCG. But the older districts have not been spared the loss. In some districts
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like Lira, the new districts that were curved out went along with geographical territory and
personnel, leaving the parent district constrained for staff.
1.2 Statement of the problem
Khaleghian, P (2003) argues that according to decentralization policy in Uganda, Moyo District is
expected to be effective in responding to people’s needs in regard to service delivery. This is aimed
at improving efficiency by planning decision making and planning in the hands of the direct users.
Khaleghian, P (2003) further notes that this is because the priority of policy makers in developing
countries is ensuring that vulnerable groups, particularly the poor, women of child bearing age,
and young children have access to high quality social services and thus improved Gross Domestic
Product (GDP) and longer life expectancy. However the objective of coming up with
decentralization with respect to service delivery has not been achieved. This has been contributed
by a number of factors such as corruption, poor policy monitoring and evaluation etc. In Moyo
District, the majority of the individuals are poverty stricken with poor standards of living despite
the repeated efforts by the government to implement decentralized system of system delivery.
In this response, the concerned stakeholders such as the government needs to ensure better decision
making and implementation of policies at the top level management and thus reforms public
service provision and thus leads to service delivery in Moyo District. It was due to this that the
researcher attempted to examine the effects of decentralisation on service delivery in Uganda
particularly in Moyo District.
1.3 Purpose of the study
The purpose of the study was to examine the influence of decentralisation in Uganda particularly
in Moyo District towards service delivery in Uganda.
1.4 Objectives of the study
i. To identify the roles played by decentralisation in regard to service delivery in Moyo
District
ii. To establish the challenges faced by decentralised system of service delivery in Moyo
District
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iii, To find out the relationship between decentralisation and service delivery in Moyo District
1.5 Research questions
i. What are the roles played by decentralisation in regard to service delivery in Moyo
District?
ii. What are the challenges faced by decentralised system of service delivery in Moyo
District?
iii. What is the relationship between decentralisation and service delivery in Moyo District?
1.6 Scope of the Study
The study was carried out in Moyo District, Uganda. Moyo District was a district in Central
Uganda that encircled Kampala, Uganda’s capital city, and had become a boomburb. The district
was named after the town of Wakiso, where the district headquarters are located.
The study was carried out with a purpose of identifying the roles played by decentralisation in
regard to service delivery in Moyo District, establishing the challenges faced by decentralised
system of service delivery in Moyo District and examining the relationship between
decentralisation and service delivery in Moyo District.
The study covered a period of three months and took place from June to August 2016 because of the
nature of exercise that was undertaken in gathering, editing and processing data.
1.7 Significance of the StudyThe research has significance to the policy makers; the findings of the study will help in drawing
appropriate strategies to boost the service delivery
The study will act as a source of literature for the scholars who intended to do research on how
decentralisation influence service delivery
The study will be useful to many different kinds of people and organizations in many various ways
as follows; to the local government, the findings of the study will help in analyzing the role of
decentralisation in Moyo District well as the entire Uganda
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The study will provide recommendations to the decentralization planners on how best they can
implement decentralization policy.
The study will be significant in order to find out how much efforts the Ministry of Local
Government is putting in place in order to satisfy the priority sectors on how best they could
implement decentralization policy.
The study will help the Sub-county to identify the challenges to the decentralization in achieving
its objectives
The research report can be used by student who would also like to research on the same topic as a
reference. The study will enable the researcher to acquire skills and techniques of conducting
research, which he will continue to use in doing other research. The study will help the researcher
to gain knowledge and practical skills in the field of decentralization policy on how to handle
challenges.
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1.8 Conceptual Framework showing independent and dependent variables
The conceptual framework diagrammatically shows the relationship between the different variables in
the study. The independent variable was perceived as the decentralisation and dependent variable was
service delivery
The independent variable was perceived as decentralisation whereas the dependent variable was
service delivery. The independent variable focuses on improving the quality of decisions/decision
making, facilitating diversification of activities and reforming public service provision and the
dependent variable concerns effectiveness in service delivery, transparency levels, service satisfaction
and access to services. This intervened by security/stability, level of education, government policy and
tribalism. Conceptually, service delivery is associated with decentralisation, the more decentralisation
the better service delivery.
Independent variable
Impact of decentralisationDependent Variable
Service delivery
• Improve the quality of
decisions/
o Facilitates diversification
of activities
o Reforms public service
provision
o Effectiveness in
service delivery
o Transparency levels
o Service satisfaction
o Access to services
o Government policy
• NGOs support
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CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
The study reviewed literature from various scholars on the major variables of the study which
included; the roles played by decentralisation in regard to service delivery, the challenges faced
by decentralised system of service delivery and the relationship between decentralisation and
service delivery.
2.1 Decentralisation policy
Decentralization is a key policy reform that was adapted in late 1992 to promote and improve
service provision and ensure good governance in local development management as enshrined in
the Uganda constitution and in the local government act 1995 Ministry of Local Government
(2006).It is the responsibility of the government of Uganda to provide relevant and affordable
services including education to its citizens. “Education is the most powerful weapon which can be
used to change the world” (Mandela 2003). This is in line with Dakar Declaration on Education
for All (EFA) in 2000.
2.2 Roles played by decentralisation in regard to service delivery
Improved quality of decision making
Akin J, (2001) argues that decentralisation helps to improve the quality of decisions/decision-
making at the top level management in relation to service delivery. Decentralisation of authority
among other executives at all levels in the district relieves the top executive of the excessive burden
saving his valuable time, which he can devote to more important and long-term problems. This is
bound to improve the quality of his decisions regarding such problems and this helps to boost
developmental projects within the district and hence leading to increased Gross Domestic Product
(GDP) thus service delivery.
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Diversification of activities
According to Asfaw A, (2004), decentralized system delivery facilitates diversification of
activities. It is a matter of common experience that a district with departmentation on the basis of
activities and operations. Administrators of semi-autonomous product divisions are able to utilize
their skills and experienced judgment and thus such policy creates self-sufficient units under
overall co-ordination of top level management and hence increased productivity with in the
district. This also further increases the Gross Domestic Product thus socio economic development.
Develops managerial personnel
Banting K, Corbett S (2002) note that decentralization also encourages development of managerial
personnel. This provides wide exposure to personnel or administrators and hence that gives an
opportunity to grow and to have self-development and thus the more talented and capable persons
learn and improve and qualify themselves for higher managerial positions within the district and
thus improves on the performance thus contributes to service delivery. This is because a
decentralized system of administration also allows its personnel adequate freedom to try new ideas,
methods or techniques and thus increases of levels of employment and thus achievement of service
delivery.
Improves motivation
According to Dolores Jiménezi, (2005), decentralized system of administration also improves
motivation. Research conducted by social scientists has proved that the organizational structure
itself exercises some influence on the motivation of the people working within it. An Organisation
structure which facilitates delegation, communication and participation also provides greater
motivation to its managers for higher productivity and thus leads to service delivery.
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2.3 Challenges faced by decentralised system of service delivery
Poor coordination
Oates, WE (2001) notes that decentralized service delivery may lead to the problem of co
ordination at the level of an enterprise as the decision-making authority is not concentrated. This
may also hinder the delivery of social services at local units of the administration and thus affects
the socio economic development in larger perspective.
Inconsistencies
Shah, Anwar, (2004) mentions that decentralisation may lead to inconsistencies (i.e. absence of
uniformity) at the Organisation level. For example, uniform policies or procedures may not be
followed for the same type of work in different divisions. For instance at the local government
level, due to decentralized system of administration, there might be inconsistency in terms of
delivery of services to people and thus hinders service delivery.
Administrative expenses
According to UNDP (2010), decentralisation is also costly as it raises administrative expenses on
account of requirement of trained personnel to accept authority at lower levels. Even the services
of such highly paid manpower may not be utilised fully, particularly in small organisations. It is
therefore important to address this issue with time.
Poor Financing
One of the most critical challenges faced by local Government is their lower financial resource
base due to limited source of Local Revenue and over dependence on grants from the Central
Government. This challenge of a major importance because all activities performed by local
government requires adequate financial resources. The imperative of adequate financial resources
was recognized by the World Bank’s world Development Report (1999:117).
However, LGs also heavily depends on subventions from central Government. This dependence
of LGs on funding from the central government increased when the graduated tax which
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contributes about 80% of the local revenue was abolished in 2005 (Green 2008).According to
Onyach-Ola (2007), the central government transfers to the LGs account to about 30% to 37% of
the national budget and constitute about 95% of the LG revenue. Central government transfers are
by and large earmarked for services for which they are given. Only a slight degree of flexibility is
allowed with restriction.
This inadequate financial capacity and financing has greatly affected service delivery and is still
continue to affect as a result of creating more districts under the decentralization as the limited
resource has to be spread to the new districts and thus reducing the central government grants to
the Local government which are still facing financial problems to finance development
programmes. Another dimension of the local government finance problem has to do with lack of
financial management skills, there is a general lack of qualified accountant and the audit system
remains weak Onyach-Olaa (2007).
Limited Human Resource Capacity
There is a general agreement the problem of inadequate human resource capacity in the Uganda
local government continue to exist. The problem highlighted by Dc Muro, Salvatici and conforti
1998 as affecting sub-Saharan African countries also exist in Uganda. These problem include
inadequate qualified and experience staffs to deliver Public service and lack of trainings
opportunities to develop professional and technical expertise. The problems noted by the study as
constraining staff recruitment and retention in the LG include, among others, low pay and salary
payment delays, which, in turn, lead to low staff morale. In Uganda, the staffing problem is
exacerbated by a shortage of equipment and materials. A study by Azfar et al. (2000), found that
only 17 percent of health facility respondents reported that all their employees had the necessary
equipment and resources to do their jobs well.
The central Government is, however, making efforts to increase the capacity of local governments
through training of administrative and support staff. The decentralization secretariat also runs
sensitization courses for new council chairs and councilors. A related problem is the insufficient
capacity of training institutions in Uganda to train qualified staff, despite a recent growth in private
universities. Having a sufficient professional and well-trained staff is essential for LGs to realize
their potential for serving their communities. However, LGs in Uganda continue to operate at less
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than the acceptable minimal personnel structures, in some instances as low as 9 percent of the
approved personnel structure (Onyach-OIaa 2007). This has greatly affected service delivery on
most local governments and lower local Governments.
Corruption
A key ingredient of decentralization the transfer of more political and administrative power to local
leaders may also provide an avenue for abuse. This feature opens the system to corruption,
especially in awarding lucrative service contracts to friends, family, relatives, clansmen, and those
who pay kickbacks. This corruption can lead to the poor, women, the disabled, the less politically
favored and other minorities being marginalized, unless measures are explicitly put in place to
deter it. One of the key issues raised in the literature on decentralization is the relative capture of
the democratic process by special interest groups at central and local levels of government. The
Madisonian presumption holds that the lower the level of government, the greater the extent of
capture by vested interests and the less protected minorities and the poor tend to be (Bardhan and
Mookherjee 2000). Research by Bardhan and Mookheijee (2000) examined the LGs’ proneness to
capture under diverse factors. The results suggest that the extent of relative capture at local levels
may turn out to be context- and system- specific, thus justifying the need for empirical research to
identify the nature of relative capture in any given setting.
In Uganda, the constitution and the Local Government Act of March 1997 and subsequent
amendments of July 1997, June 2001, November 2001 and November 2003 require the
representation of special interest groups, such as women, youth, and disabled, on local councils.
However, evidence on the status of accountability and corruption in Uganda’s decentralized
structures remains mixed and inconclusive. On a rather positive note, a report by Kullenberg and
Porter (1998), argues that the budgeting and expenditure process has become more transparent,
though it also recognizes that institutions and legal frameworks to promote accountability are not
strong. The report concludes that “whereas malfeasance and corruption went undetected at the
central level, increased transparency in local government has greatly improved the capacity to
expose these practices and initiate corrective action.” The discussion by Kullenberg and Porter
(1998) is largely a descriptive discussion of why various issues of accountability have become
central in decentralization policy and practice. Meanwhile, a report of the World Bank’s Mission
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to Uganda (Flanay and Watt 1999) and other studies highlight the contribution of the Ugandan
press to exposing corruption.
Poor relationship between the local politicians and the technocrats
The poor relationship between the local politician and the technical staff in the local government
has also been a major challenge to the service delivery under the decentralization policy in Uganda.
A paper presented by World Bank on curbing corruption and promoting transparency in Local
Governments in 2003 a case study of Busenyi District Local Government found out this as the
major challenge under the decentralization, the research revealed that in a bid to safeguard their
position and push their personnel interest and win majority support, the politicians in most eases
harassed the technical cadres and intimidates them. This has been a reason why even attraction
and retention of professional, competent and experienced cadres in local government very difficult.
Although the motives of decentralization differ across countries ~Naidoo 2002), the major
arguments supporting decentralization in developing countries include economic and political
gains. The economic justification for decentralization is Allocative and productive efficiency
aimed at improving public service delivery. Allocative efficiency involves better matching of
public services to local preferences, whereas productive efficiency involves increased
accountability, fewer levels of bureaucracy, and better knowledge of local costs ~Naidoo 2002).
The political justification relates to considerations of local participation, good governance but the
politician use their power and position to influence the technical in their direction especially in
tendering process and procurement and this mostly brings uncondusive and threatening work
environment which at times affects performance and service under decentralization in west Moyo
county compared to other districts in Northern Uganda.
2.4 The relationship between decentralisation and service delivery
Measures work quickly
Khaleghian, p (2003) argues that decentralisation enables to measure the work according to
standard easily and quickly. This facilitate taking up quick decision thus create a more responsive
public sector. Khaleghian, P (2003) noted that decentralisation encourages communities to find
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solutions to their everyday problems, yielding innovative ideas, which are more attuned to local
conditions. Decentralisation provides opportunities for more people, including the under-
represented groups (like women in some countries, the poor, minorities etc.) to participate in
decisions that affect their lives.
Increased efficiency and output
Mahal A, (2000) cites that decentralisation gives emphasis on care, caution and enthusiastic
approach to the work which in turn results in increased efficiency and output. This is possible
because it involves delegation of authority and responsibility. Mahal A, (2000) further argues that
this is vital since helps to create a more responsive sector or organisation.
Effective service delivery
Oates, WE (2001) argues that decentralisation increases effectiveness in service delivery, like
reducing absenteeism among government employees, for example, in local schools and health
clinics because elected officials receive complaints from their constituents and can improve
discipline. Decentralisation provides bureaucrats with early warnings of potential disasters,
enabling quick remedial action. Decentralisation makes development projects more sustainable
and cost effective because local people are more likely to be involved in their design, execution,
and monitoring.
Reduced management burden
Shah, Anwar, (2004) notes that decentralizing takes some of the burden of daily operations off the
managment. When the owner allows others to perform such tasks as hiring new employees or
ordering supplies, this frees them up to spend more time on big-picture items, such as planning for
expansion or meeting with important clients and thus creates a more responsive public sector.
Shah, Anwar, (2004) further stresses that the morality of the employees are increased because of
delegation of authority with in the public sector, Decentralisation helps to increase employees’
morale because it involves delegation. The employees are motivated to work and thus helps to
improve on the responsiveness of the sector.
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According to Bardhan and Mookherje (2006) the main reason to the introduction of
decentralization in Uganda has been improving service delivery through ensuring accountability
and transparency in service delivery, however whether there is a positive or negative relationship
between decentralization and service delivery is in question, while as anticipated generally
decentralization has a positive impact on greater participation and control over service delivery
and governance by the local communities, it has also negatively affected service delivery because
of the challenges such as inadequate finance, human resource capacity and corruptions that
lowered the standard and expectations of the county, many scholars argued that there is negative
relationship between decentralization and service delivery (Green 2008)
Decentralization of social services including, education, health, agricultural advisory services and
rural infrastructure (roads, water, electricity and so on,) is embedded in the larger decentralization
processes that are occurring in Northern Uganda, the maj or arguments in favour of decentralization
in developing countries is economic and political gains. The economic justification is Allocative
and productive efficiency aimed at improving public and social service delivery. Allocative
efficiency aimed at matching of public service to local preferences where as productive efficiency
involves improved accountability, fewer level of bureaucracy and good knowledge of the local
cost (~Naidoo 2000). This section analyses the effect of decentralization on rural services namely,
school, health, advisory services and rural roads infrastructure.
As noted earlier, the Local Government Act 1997 decentralized social services including
Education services. The act provides five levels of local government, district, county, sub-county,
parish and villages, the district and the sub county has political authority and significant control
over resources. District councils have autonomy over primary and secondary schools and basic
services in the provision of water health facilities and roads to this primary and secondary schools.
Each district has mandate to formulate, approve and execute its own development plans. Primary
education and schools were devolved by the district to the lower local councils (Azfar et al 2000).
1997, decentralization coincided with the introduction of the Universal Primary Education (UPE)
policy which provides for free primary education for all school age child which at first had a limit
of four children per family but was later amended to benefit all children in 2003 (Nishimura,
Yakasi, Yuichi 2008). The UPE policy aimed to expand access, enhance equity and increase
efficiency in education. And this has led to a dramatic increase in primary school enrolment with
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the number of students in public primary school nearly doubling by mid 1997, the net enrollment
ratio of school age grows from 85% in 2000 to 92% in 2007(Ministry of Education and Sports
MOES, 2007).
In addition, it has achieved a low economic burden of education at primary level for all households
regardless of their expenditure, there has been also increase in number of schools in each district
as each district can plan for more schools under the decentralization policy. The need for active
participation of parents and communities in school governance has assumed increased importance
under the decentralization of education, it puts emphasis on local management of school, in
particular management of UPE GRANT. Local Councils at various levels are expected to monitor
the flow and use of UPE grant, at the school level the role of the school governing bodies is
stressed. The law requires each school to have a school management committee (SMC) which
takes overall responsibility of running the school. All this has strengthened accountability in
education as the community can demand for better education service from their leaders under the
decentralization policy.
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CFIAPTER THREE
RESEARCH METI-IODOLOGY
3.1. Introduction
This chapter discussed the methods the researcher used to collect data. It focused on the Research
design, organization of the study, data collection, and data collection procedure and data analysis.
3.2. Research Design
The study applied a descriptive research design to reflect aspects of perception, feelings, experiences,
facts and emotional feelings of the study respondents in examining the decentralisation and service
delivery in Uganda particularly in West Moyo County, Moyo District, Northern Uganda. This was
because the research questions that were generated necessitate observing explanatory, descriptive and
analytical aspects of the research.
3.3 Study Population
The study population involved 58 participants where 15 district development officers, 20 County
leaders and 23 local peasants who were available.
Table 1: Showing Research Population
Type of population Population Target Sample Size
District development officers 15 14
County leaders 20 19
Local peasants 23 22
Total 58 55
3.4 Sample Size
A sample size of 55 respondents were determined through purposive and random sampling methods.
This was so because the nature of data to be generated requires different techniques for better
understanding of the research problem under investigation. Besides this the approach is also
16
commonly known for achieving higher degree of validity and reliability as well as elimination of
biases as per Amin (2005).
3.5 Sample Techniques
3.5.1 Simple Random Sampling
The local peasants were randomly selected to give each an equal chance of representation. All
respondents were assumed to have vital information on the subject matter of the research. Respondents
who were willing to participate were approached.
3.5.2 Purposive Sampling
The district development officers were purposely selected because they head the selected departments
at the district regarding service delivery and thus had knowledge about the decentralisation and service
delivery in Uganda particularly in West Moyo County, Moyo District, Northern Uganda.
3.6 Data Collection methods and Instruments
3.6.1 Data Collection Methods
3.6.1.1 Interviews
The researcher organised key informant interviews with the district development officers who
enriched the study findings. The researcher therefore had to interact with the respondents, face to face
and ask them relevant questions to the study. The method was used purposely because it provided for
a systematic flow of information due to the order of questions and it also helped in covering
information that would have been skipped in the questionnaires.
3.6.1,2 Questionnaires
Both open and close ended questionnaires were used in the collection of data and these were distributed
to the County leaders in the district to provide answers. The method was purposely selected because
it sought personal views of the respondents and thus enabled the respondents to use their knowledge
in providing a wide range of data as they would never shy away in any way.
17
3.6.2 Data Collection Instruments
3.6.2.1 Interview Guide
An interview guide is the list of questions, topics, and issues that the researcher wish to cover during
the interview. The researcher also used interview guide as an instrument to collect data. It was
important the researcher did not ask personal or illegal questions, be comfortable with silences, avoid
ambiguity, and wait for the respondent to speak.
3.6.2.2 Self-Administered Questionnaire
The researcher also used a self-administered questionnaire as tool to collect data. This is a type
of questionnaire, either in paper or electronic form, that a respondent completes on his/her own.
A questionnaire is a survey method that utilizes a standardized set of questions, which allow
respondents’ answers to be systematically compared and/or contrasted. Questionnaires must be
designed carefully, as to ensure clarity.
3.7 Data Processing
The processing of data was done after the collection of data for verification of the information that
was gathered and for attainment of completeness, accuracy and uniformity. Data editing involved
checking the information for errors, which was an added advantage because it enabled the researcher
to delete and eliminate possible errors that were traced which in the end would have manipulated the
results of the study. Data was analyzed concurrently to avoid duplication thereby guiding the entire
study for balanced and critical analysis, The researcher used hypothesis based on the questionnaire
and for other items, tabulation pie-charts and percentage and simple statistical methods were used for
data presentation, analysis and qualification.
3.8 Data Analysis
The study explained, described and presented the findings basing on the specific objectives of the
study and research questions, where data analysis was initially done through sketchy and generalized
summaries of the findings from observation and conclusions in the process of data collection. Data
analysis was done using simple statistical percentages and frequencies and thereafter were presented
in charts.
18
3.9 Ethical Consideration
The researcher carried out the study with full knowledge and authorisation of the administration of
West Moyo County, Moyo District in Northern Uganda. The researcher first of all acquired an
introductory letter from the University which he would use to eliminate suspcion.
The researcher thereafter went ahead to select respondents, and arrange for dates upon which he would
deliver questionnaires as well as pick them in addition to making appointments for interviews to be
conducted. The researcher was charged with a task of ensuring that he would assure the respondents
of their confidentiality as this was paramount to research.
19
CHAPTER FOUR
PRESENTATIONS, INTEPRETATION5 AND ANALYSIS OF DATA
4.0 Introduction
This chapter covers the presentation of the findings according to the themes of the study which
were; to identify the roles played by decentralisation in regard to service delivery in Moyo District,
to establish the challenges faced by decentralised system of service delivery in Moyo District and
to find out the relationship between decentralisation and service delivery in Moyo District
4.1 Demographic characteristics of respondents
Under this section, the researcher was interested in finding out the demographic characteristics of
the respondents. They are presented as follows:
4.1.1 Gender of Respondents
The researcher wanted to know the gender or sex distribution of the respondents and this is shown
in the following table and illustration. This section indicates the both sexes with the community.
Table 2: presenting the gender distribution of the respondents who participated in thestudy
Gender Frequency Percentage (%)
Males 35 64
Females 20 36
Total 55 100
Source: Field Research Findings (2016)
In the above table 1, the study findings revealed that the sample constituted of 55 respondents of
which 64% were males and the 38% remaining were females. This implies that men are the always
the majority involved in service delivery in relation to decentralization due to the societal beliefs
20
that men are more hardworking than women. This further implies that due to the majority of the
respondents were men.
Figure 1: Gender distribution of the respondents who participated in the study
70
60
4.1.2 Age of the Respondents
The study went on to establish the different age groups of the respondents and the findings were
as presented in table 2. The study also involved all respondents who are responsible and with
mature understanding. For example all the respondents were 20 years and above.
Table 3 showing age distribution of the respondents
Age Frequency Percentage (%)
Below 20 4 7
Between 20-3 9 23 42
Between 40-59 1 1 20
60 and above 17 31
Total 55 100
Source: Field Research Findings (2016)
The study revealed that the majority of the respondents fell in the age category below 20 with a
7% representation. Age category 20-3 9 had a total response of 42%, while 40-5 9 age group was
50
40
30
20
10
0Males Females
21
represented by 20% the 60 and above category had a total representation of 31%. This implies that
elderly people usually are less energetic to actively engage in decentralized service delivery. This
further implies that the middle aged are mostly involved since they are mature and thus are capable
to run the service delivery in relation to decentralization.
Figure 2: Age distribution of the respondents
45
40
35
30
25
20
15
10
5
4.1.3 Marital Status of the Respondents
The study further went on to establish the marital status of the respondent and the findings were
as represented in table 3. The researcher was also interested in finding out the marital status of
respondents.
Table 4 showing marital status of the respondents
Age Frequency Percentage (%)
Single 4 7
Married 33 60
Divorced 1 1 20
Widowed 7 13
Total 55 100Source: Field Research Findings (2016)
•1
0
pS
Below 20 Between 20~39 Between 40~59 60 and above
22
The study established that the majority of the respondents were married (60%). The divorced
comprised of 20%, the single were 7% whereas the widowed were only 13%. Study findings
established that, the majority were married, divorced and widowed due to their statuses, had
children to take care of and thus they engage themselves in service delivery to be able to earn a
living and support their families.
Figure 3: Marital status of the respondents
70
60
50
40
30
20
10
0
Single Married Divorced Widowed
4.1.4 Education Levels of the Respondents
The study also sought about the educational levels of the respondents and the findings were as
represented in table 4. Under this section, the researcher was interested in finding out the education
status of all respondents involved in the study. This was partly essential in order to enrich the
findings of the study since education level had a significant relationship with level the knowledge
about the decentralisation and service delivery in West Moyo County, Northern Uganda, Moyo
District.
Table 5: Educational Level of the Respondents
Education Level Frequency Percentage
Primary 30 55
Secondary level 7 13Vocational 13 24University 5 9Total 55 100
Source: Field Research Findings (2016)
23
Study findings in table 4 revealed that the most represented level of education was the primary
group which comprised of 55%, followed by vocational group (24%), while secondary level was
represented by 13% and the most represented group was that of university level which comprised
of 9%.
Figure 4: Educational Level of the Respondents
I!I
Secondary level Vocational University
This implies that most of the respondents were mainly illiterate, thus with low levels of education.
And this further indicated that a low understanding of critical issues concerning the role played by
decentralization on service delivery in Uganda.
4.2 FINDINGS ON DECENTRALISATION AND SERVICE DELIVERY IN MOYO
DISTRICT, NORTHERN UGANDA
Table 6: Do you think decentralisation has improved on quality of decision making in your
cornmunity
Frequency Percent
Yes 36 65
No 19 35
Total 55 100
Source: primary data (2016)
50
40
30
20
10
0
24
The table above shows that majority of respondents 65% agreed that decentralisation had improved
on quality of decision making in their community however the remaining 35% disagreed. This
implies that the majority of the respondents were aware of the instrumental role played by
decentralization in delivery of services to the people in the community. This also indicates that
decentralization has played key role in leading to quicker decision making hence making service
delivery more effective.
Data collected from the district development officers revealed that, decentralisation helps to
improve the quality ofdecisions/decision-making at the top level management in relation to service
delivery since decentralisation of authority among other executives at all levels in the district
relieves the top executive of the excessive burden saving his valuable time, which he can devote to
more important and long—term problems
The local peasants also suggested that, Decentralized system delivery facilitates diversUlcation of
activities. Ii is a matter ofcommon experience that a district with departmentation on the basis of
activities and operations. Administrators ofsemi-autonomous product divisions are able to utilize
their skills and experienced judgment and thus such policy creates selfsufficient units under
overall co-ordination oftop level management and hence increasedproductivity with in the district
25
Figure 5: Do you think decentralisation has improved on quality of decision making inyour community
70
50
50
40
30
20
10
0
Table 7: Do you agree that decentralized system had led to diversification of activities in your
district
Frequency Percent
Yes 22 40
No 33 60
Total 55 100
Source: Primary data (2016)
Results in the table above indicate that 4O% of the respondents agreed that decentralized system
had led to diversification of activities in the district and the remaining 60% of the respondents
disagreed. This further implies that most of the respondents did not know that decentralization
improves on diversification of activities. This indicates that there is still a lot that needs to be done
in order to sensitize the public about the benefits of decentralization in relation to the delivery of
services.
Yes No
26
Basing on the above objective the county leaders suggested that, Decentralized service delivery
may lead to the problem of co-ordination at the level of an enterprise as the decision-making
authority is not concentrated. This may also hinder the delivery ofsocial services at local units of
the administration and thus affects the socio economic development in larger perspective.
District Development officers suggested tha4 Decentralisation may lead to inconsistencies (i.e.
absence ofuni,thrmity,) at the Organisation level. For example, un~forni policies orprocedures may
not be followed far the same type of work in dU’ferent divisions. For instance, at the local
government level, due to decentralized system ofadministration, there might be inconsistency in
terms ofdelivery ofservices to people and thus hinders service delivery.
Figure 6: Do you agree that decentralized system had led to diversification of activities inyour district
70
60
50
40
30
20
10
Yes No
27
Table 8: Are you aware that decentralisation makes quicker decisions
Frequency Percent
Yes 23 42
No 32 58
Total 55 100
Source: Primary data (2016)
Results in the table above indicate that 42% of the respondents agreed that they were that
decentralisation makes quicker decisions and the remaining 58% of the respondents disagreed.
This implies most of the respondents did not know that decentralization makes quicker decisions.
This further indicates that there is need for the concerned stakeholders to sensitize masses about
importance of decentralization in community.
Figure 7: Are you aware that decentralisation makes quicker decisions
•70
60
50
40
30
20
10
0
The District Development OJjIcers interviewed revealed that; Decentralisation enables to measure the
work according to standard easily and quickly. This facilitate taking up quick decision thus create a more responsive
public sector. Khaleghian, P (2003) noted that decentralisation encourages communities to find solutions to their
everyday problems, yielding innovative ideas, which are more attuned to local conditions. Decentralisation provides
Yes No
28
opportunities for more people, including the under-represented groups (like women in some countries, the poor,
minorities etc~) to porticipote in decisions thot offect their lives.
County Leaders also interviewed revealed that; Decentralizing takes some ofthe burden ofdailyoperations off the management. When the owner allows others to perform such tasks as hiringnew employees or ordering supplies, this frees them up to spend more time on big-picture items,such as planning for expansion or meeting with important clients and thus creates a moreresponsive public sector.
Table 9: Do you agree that poor coordination of decentralised system has hindered service
delivery in your community
Frequency percent
Yes 37 67
No 18 33
Total 55 100
Source: primary data (2016)
The findings in the table above show that 67% of the respondents agreed that poor coordination of
decentralised system had hindered service delivery in their community and the remaining 33% of
the respondents did not agree with the statement. This implies that the majority of the respondents
agreed that without proper coordination of decentralized system, service delivery can be hindered
in the community.
29
Figure 8: Do you agree that poor coordination of decentralised system has hindered servicedelivery in your community
80
70
10
0
Table 10: Are you aware that inconsistences and administrative expenses have been major
constraints of service delivery in your district
Frequency Percent
Yes 30 55
No 25 45
Total 55 100
Source: Primary data (2016)
The table above indicates that 55% of the respondents suggested that they were aware that
inconsistences and administrative expenses had been major constraints of service delivery in the
district and the remaining 45% were not aware. This also implies that most of the respondents did
not know how inconsistences and administrative expenses affected delivery of services to the
people in the district.
60
50
40
30
20
No
30
Figure 9: Are you aware that inconsistences and administrative expenses have been majorconstraints of service delivery in your district
Table 11: Is there any significant relationship between
exist
decentralisation and service delivery
Frequency Percent
Yes 32 58
No 23 42
Total 55 100
Source: Primary data (2016)
The table above reveals that 58% of the respondents agreed that there is relationship between
decentralisation and service delivery and the remaining 42% of the respondents did not know. This
implies that most of the respondents agreed that decentralized system was instrumental in delivery
of services to the people.
Yes No
31
Figure 10: Is there any significant relationship between decentralisation and servicedelivery exist
~Yes ~No
32
CFIAPTER FIVE
SUMMARY OF DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS
5.0 Introduction
This chapter discusses, concludes and recommends reflecting on the study findings presented in
the previous chapter.
5.1 Summary of the discussions
5.1.1 Socio-demographic characteristics
The study findings revealed that the sample constituted of 55 respondents of which 64% were
males and the 38% remaining were females. This implies that men are the always the majority
involved in service delivery in relation to decentralization due to the societal beliefs that men are
more hardworking than women. This further implies that due to the majority of the respondents
were men.
The study findings revealed that the majority of the respondents fell in the age category below 20
with a 7% representation. Age category 20-39 had a total response of 42%, while 40-5 9 age group
was represented by 20% the 60 and above category had a total representation of 31%. This implies
that elderly people usually are less energetic to actively engage in decentralized service delivery.
This further implies that the middle aged are mostly involved since they are mature and thus are
capable to run the service delivery in relation to decentralization.
It was found out that the majority of the respondents were married (60%). The divorced comprised
of 20%, the single were 7% whereas the widowed were only 13%. Study findings established that,
the majority were married, divorced and widowed due to their statuses, had children to take care
of and thus they engage themselves in service delivery to be able to earn a living and support their
families.
33
Study findings in table 4 revealed that the most represented level of education was the primary
group which comprised of SS%, followed by vocational group (24%), while secondary level was
represented by 13% and the most represented group was that of university level which comprised
of 9%. This implies that most of the respondents were mainly illiterate, thus with low levels of
education. And this further indicated that a low understanding of critical issues concerning the role
played by decentralization on service delivery in Uganda.
5.1.2 Roles played by decentralisation in regard to service delivery
The study found out that the majority of respondents 65% agreed that decentralisation had
improved on quality of decision making in their community however the remaining 35%
disagreed. This implies that the majority of the respondents were aware of the instrumental role
played by decentralization in delivery of services to the people in the community. This also
indicates that decentralization has played key role in leading to quicker decision making hence
making service delivery more effective.
It was revealed that 40% of the respondents agreed that decentralized system had led to
diversification of activities in the district and the remaining 60% of the respondents disagreed.
This further implies that most of the respondents did not know that decentralization improves on
diversification of activities. This indicates that there is still a lot that needs to be done in order to
sensitize the public about the benefits of decentralization in relation to the delivery of services.
The study discovered that 42% of the respondents agreed that they were that decentralisation
makes quicker decisions and the remaining 58% of the respondents disagreed. This implies most
of the respondents did not know that decentralization makes quicker decisions. This further
indicates that there is need for the concerned stakeholders to sensitize masses about importance of
decentralization in community.
5.1.3 Challenges faced by decentralized system of service delivery
The findings in the table above show that 67% of the respondents agreed that poor coordination of
decentralized system had hindered service delivery in their community and the remaining 33% of
the respondents did not agree with the statement. This implies that the majority of the respondents
34
agreed that without proper coordination of decentralized system, service delivery can be hindered
in the community,
It was found out that 55% of the respondents suggested that they were aware that inconsistences
and administrative expenses had been major constraints of service delivery in the district and the
remaining 45% were not aware. This also implies that most of the respondents did not know how
inconsistences and administrative expenses affected delivery of services to the people in the
district.
5.1.4 Relationship between decentralisation and service delivery
The study findings revealed that 58% of the respondents agreed that there is relationship between
decentralisation and service delivery and the remaining 42% of the respondents did not know. This
implies that most of the respondents agreed that decentralized system was instrumental in delivery
of services to the people.
It was found out that decentralisation enables to measure the work according to standard easily
and quickly. This facilitate taking up quick decision thus create a more responsive public sector.
The study findings revealed that decentralisation encourages communities to find solutions to their
everyday problems, yielding innovative ideas, which are more attuned to local conditions.
Decentralisation provides opportunities for more people, including the under-represented groups
(like women in some countries, the poor, minorities etc.) to participate in decisions that affect their
lives.
5.2 Conclusion of the Findings
According to the study findings, the following conclusions were made;
5.2.1 Roles played by decentralisation in regard to service delivery
The study concludes that decentralisation helps to improve the quality of decisions/decision
making at the top level management in relation to service delivery. Decentralisation of authority
35
among other executives at all levels in the district relieves the top executive of the excessive burden
saving his valuable time, which he can devote to more important and long-term problems.
The study concludes that decentralized system delivery facilitates diversification of activities. It is
a matter of common experience that a district with departmentation on the basis of activities and
operations. Administrators of semi-autonomous product divisions are able to utilize their skills and
experienced judgment and thus such policy creates self-sufficient units under overall co-ordination
of top level management and hence increased productivity with in the district.
It also concludes that decentralization also encourages development of managerial personnel. This
provides wide exposure to personnel or administrators and hence that gives an opportunity to grow
and to have self-development and thus the more talented and capable persons learn and improve
and qualify themselves for higher managerial positions within the district and thus improves on
the performance thus contributes to service delivery.
The study concludes that decentralized system of administration also improves motivation.
Research conducted by social scientists has proved that the organizational structure itself exercises
some influence on the motivation of the people working within it.
5.2.3 Challenges faced by decentralized system of service delivery
It also concludes that decentralisation may lead to inconsistencies (i.e. absence of uniformity) at
the Organisation level. For example, uniform policies or procedures may not be followed for the
same type of work in different divisions. For instance, at the local government level, due to
decentralized system of administration, there might be inconsistency in terms of delivery of
services to people and thus hinders service delivery.
The study further concludes that decentralisation is also costly as it raises administrative expenses
on account of requirement of trained personnel to accept authority at lower levels. Even the
services of such highly paid manpower may not be utilised fully, particularly in small
organisations. It is therefore important to address this issue with time.
36
It concludes that one of the most critical challenges faced by local Government is their lower
financial resource base due to limited source of Local Revenue and over dependence on grants
from the Central Government. This challenge of a major importance because all activities
performed by local government requires adequate financial resources.
The study concludes that there is a general agreement the problem of inadequate human resource
capacity in the Uganda local government continue to exist. The problems noted by the study as
constraining staff recruitment and retention in the LG include, among others, low pay and salary
payment delays, which, in turn, lead to low staff morale.
5.2.4 Relationship between decentralisation anti service delivery
It concludes that decentralisation increases effectiveness in service delivery, like reducing
absenteeism among government employees, for example, in local schools and health clinics
because elected officials receive complaints from their constituents and can improve discipline.
Decentralisation provides bureaucrats with early warnings of potential disasters, enabling quick
remedial action. Decentralisation makes development projects more sustainable and cost effective
because local people are more likely to be involved in their design, execution, and monitoring.
The study findings conclude that decentralizing takes some of the burden of daily operations off
the management. When the owner allows others to perform such tasks as hiring new employees or
ordering supplies, this frees them up to spend more time on big-picture items, such as planning for
expansion or meeting with important clients and thus creates a more responsive public sector.
The study concludes that the morality of the employees are increased because of delegation of
authority with in the public sector. Decentralisation helps to increase employees’ morale because
it involves delegation. The employees are motivated to work and thus helps to improve on the
responsiveness of the sector.
37
5.3 Recommendations
The study recommends that there is need to make quick decision thus create a more responsive
public sector. This is intended to encourage communities to find solutions to their everyday
problems, yielding innovative ideas, which are more attuned to local conditions.
There is need to provide more employment opportunities for more people, including the under-
represented groups (like women in some countries, the poor, minorities etc.) to participate in
decisions that affect their lives.
More emphasis needs to be put on care, caution and enthusiastic approach to the work which in
turn results in increased efficiency and output. This is possible because it involves delegation of
authority and responsibility.
There should be effective strategies to decentralize take some of the burden of daily operations off
the management. When the owner allows others to perform such tasks as hiring new employees or
ordering supplies, this frees them up to spend more time on big-picture items, such as planning for
expansion or meeting with important clients and thus creates a more responsive public sector.
The decentralization policy may require to revise mechanisms for targeting the needy in using such
mechanisms as direct targeting (through particular individuals or households as poor so that
they receive programme benefits) or by characteristic targeting directly programmed benefits to
population groups on the basis of factors such as housing, age, disease etc.
In order for services to be more accessible to the rural majorities, it might be useful to direct more
resources towards primary-level facilities and care. By increasing and strengthening these services,
programmes could address important accessibility issues for the poor such as travel time and
cost to the nearest facility or to a facility with needed or desired services, and residence in a rural
or neglected area, where services are scarce or unavailable.
Based on concerns over quality of services as posed by a number of respondents, the needs and
interests of the intended beneficiaries the rural communities need to be taken into account, namely
the issues of main concern to facilities, such as the quality and responsiveness of services.
38
Different strategies, carefully identified, could protect the most vulnerable from medical
impoverishment. As a country in which people survive on agriculture, experience loss of income
and are threatened by food security issues, rural communities are vulnerable.
Government may opt for alternatives to the direct delivery of services by developing partnerships
with non-governmental providers. Such partnerships may require public support to deliver
services to poor and vulnerable segments of society. Non-government organizations such as
development organizations already work closely with the communities, giving them a better
opportunity in the identification of their needs and serving them in relation to these needs.
In order to innovatively address mechanisms to improve services and achieve appropriate
outcomes for the majority of the population, mobilizing community resources may be an option to
pursue alongside other strategies.
5.4 Recommendation for Future Research
The study did not exhaust all the dependent variables that influence service delivery apart from
decentralization thus the need for other researchers to conduct an exhaustive study on variables
under listed.
o Good governance and service delivery
• Public policy and service delivery
o Revenue collection and service delivery
39
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3353. World Bank, Washington, D.C.
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4 Ggaba Road, Kansanga* P0 BOX 20000 Kampala, UgandaJY~~ Tel: +256 (0) 382 277 030 * Fax: +256 (0) 41 - 501 974
E-mail: [email protected] * Website: http://www.kiu.ac.ug— -~ ‘t ~ ‘
~iL≤~i~L~ UI I
Office of the Head ofDepartment
August 17, 2016
Dear Sir/Madam,
INTRODUCTION LETTER FOR MR. KISAMBIRA ASUMANREG. NO. BPAJ41471/133/rnJ
The above mentioned candidate is a bonafide student of Kampala International Universitypursuing a Bachelor’s Degree in Public Administration.
1—ic is currently conducting a field research for his dissertation entitled,“DECENTRALISATION AND SERVICE DELIVERY IN MOVO DISTRICT,NOflTRE2N JG~NDA.”Your organisation has been identified as a valuable source of information pertaining to hisresearch project. The purpose of this letter then is to request you to accept and avail him withthe pertinent information he may need.
Any data shared with him will be used for academic purposes only and shall he kent with utmostconfidentjaijt’i.
highly appreciated.
Studies
“Exploring the Heights”
APPENDICES
APPENDIX A: QUESTIONNAIRE
DEAR RESPONDENT
My name is Kisambira Asuman, BPA141471/1331DU, a student from Kampala International
University carrying out a study on the decentralisation and service delivery in West Moyo
County. Northern Uganda, Moyo District. I am very glad that you are my respondent for this
study. The purpose of this questionnaire was to obtain your opinionlviews to be included among
others in the study. This research is one of the requirements leading to the award of the Bachelor’s
degree in public administration. It is hence an academic research and will not be used for any
other purpose other than academic.
SECTION A: BACKGROUND INFORMATION
1. GenderMaleFemale
2. Marital StatusMarried I ISingle I I
3. Highest Educational level
Primary ______
Secondary I I
Tertiary 1
University I
4. Age.
Below 20 I IBetween 20-39 1Between 4059 I60 and above I I
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SECTION B: DECENTRALISATION AND SERVICE DELIVERY
Do you think decentralisation has improved on quality of decision making in your community?
a) Yes
b) No
Do you agree that decentralised system had led to diversification of activities in your district?
c) Yes Id)No __
Are you aware that decentralisation makes quicker decisions?
e)Yes LI~ No LI
Do you agree that poor coordination of decentralised system has hindered service delivery in your
community?
g) Yes I Ih)No I I
Are you aware that inconsistences and administrative expenses have been major constraints of
service delivery in your district?
i) Yes I Ij)No I__
Is there any significant relationship between decentralisation and service delivery exist?
k) Yes I Il)No __I
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APPENDIX B
INTERVIEW GUIDE
Uganda has pursued a policy of decentralization. What has this meant in the service delivery, in
your view?
What social services are provided in the district?
What social services are decentralized?
What are the problems encountered in the delivery of social services?
How is the decentralized system addressing these problems?
Are the delivery problems being addressed adequately? By whom?
What additional interventions to these problems would you recommend?
How has decentralization influenced the level of service delivery?
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APPENDIX C TIME FRAME
ACTIVITY
Topic formulation
Introduction writing
Literature review writing
Methodology
Typing and correction
Reviewing
Final copy formulation
1’ JulyJune
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APPENDIX D: STUDY BUDGET
The study is estimated to cost a total of Ug sh. 1950007= as shown below.
ITEM Quantity AMOUNT
Communication Air time 40,000
Transport To &fro 50,000
Meals Lunch (10) 50,000
Printing 3copies 20,000
Binding 3copies 20,000
Papers 1 ream 15000
Total 195000/=
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