CAPACITY BUILDING AND IMPROVEMENT OF PROCUREMENT IN WAKISO DISTRICT LOCAL

GOVERNMENT, KAMPALA, UGANDA

A Thesis Dissertation submitted To The

College of Higher Degrees And Research

Kampala International University

Kampala,

In A partial Fulfillment of the

Requirements For The Degree Master of Business

Administration In Procurement

BY

NASIKOMBE RASHIDA

MBA/19463/113/DU

JULY 2013

DECLARATION A .:,,

"This thesis dissertation is original work and has not been presented for a degree

or any other academic award in any university or institution of learning"

Name and Signature of Candidate

Date

DECLARATION B

"We confirm that the work reported in this thesis dissertation was carried out by

the candidate under MY supervision

Name and Signature of the supervisor

Date

ii

ACKNOWLEDGEMENT

·1 take the opportunity to express my sincere and appreciation to God the

Almighty . I wish to extend my sincere appreciation and recognition to my

supervisor Mr. Henry .0. Barasa for his excellent guidance during this project.

· I wish to acknowledge my guardian, Hajji Hassan Bassajabalaba ,my beloved

mother Zamura bassaja .ram deeply indebted to my entire family members who

collectively have been significant during my entire course of study, for their

faithful financial and moral support and endurance during my trying moments . I

say thank you very much and may Allah bless you.

iii

BD:

BEB:

CC:

EC:

KPI:

KCD:

MoLG:

OECD:

PDE:

PDU:

PPDA:

SBD:

SD:

LIST OF ACRONYMS

Bidding document

Best Evaluation Bidder

Contract Committee

Evaluation committee

Key performance indicators

Wakiso district local government

Ministry of Local government

Organization for Economic Co operation and Development

procuring and disposing entities

procurement and disposal unit

public procurement and disposal of public Assets and authority

standard Bidding Document

Solicitation Document

iv

TABLE OF CONTENTS

DECLARATION A

DECLARATION B

ACKNOWLEDGEMENT

LIST OF TABLES

ABSTRACT

CHAPTER ONE

THE PROBLEM AND ITS SCOPE

Introduction

Statement of the problem

The purpose of the study

Research Objectives

Research questions

Scope

Geographical Scope

Content scope

Significance of the Study

Key terms

CHAPTER TWO

REVIEW OF RELATED LITERATURE

Concepts, Opinions, Ideas from Authors /Experts

Capacity building

Procurement improvement

Efficiency as a measure of performance

Effectiveness as a measure of performance

Training and Procurement improvement

Retooling and procurement improvement

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Challenges of Capacity building

Benchmarking

Training

Outsourcing

Secondment

Retooling

Gaps in the related studies

CHAPTER THREE

METHODOLOGY

Research Design

Research population

Sample Size

Sampling technique

Research Instruments

Data Gathering Procedures

Before the administration of the questionnaires

During the administration of the questionnaires

Research variables and their measurement

Reliability and Validity

Data Analysis

Ethical considerations

Limitations in the study

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

Introduction

Demographic Characteristics of the Respondents

Challenges to Capacity Building

Capacity Building Strategies

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Level of Procurement improvement in Wakiso district, Uganda 34

CHAPTER FIVE 41

DISCUSSIONOF FINDINGS, SUMMARY CONCLUSION AND 41

RECOMMENDATIONS 41

Introduction: 41

Discussion of Findings 41

Summary of the Findings: 47

Conclusion: 49

Recommendations 50

REFERENCES 52

APPENDIX 1 A TRANSMITTAL LETTER 56

APPENDIX I B TRANSMITTAL LETTER FOR THE RESPONDENTS 57

APPENDIX 11 CLEARANCE FROM ETHICS COMMITTEE 58

APPENDIX III INFORMED CONSENT 59

APPENDIX lVA FACE SHEET: DEMOGRAPHIC CHARACTERISTICS OF THE

RESPONDENTS

APPENDIX VI - CURICULLUM VITAE (CV).

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LIST OF TABLES

Table 1 Category of respondents 19

Table 2 Showing the Cross Sectional tabulation of Gender and 23 Qualification of Respondents

Table 3 Showing the Cross Sectional Tabulation of Gender and Tenure of 25 service

Table 4 Showing the Cross tabulation of Gender and Committee 26 membership

Table SA : Descriptive Analysis on Training 26

Table SB : Descriptive Analysis on Retooling 28

Table 6 Descriptive Analysis on capacity Building challenges 31

Table 7 Descriptive analysis on existing capacity building strategies 33

Table 8A: Descriptive Analysis of Effectiveness in Procurement 35 improvement

Table 8B: Efficiency in Procurement improvement 37

Table 9 : Correlation Analysis between Capacity Building and Procurement 39

improvement in Wakiso District Local Government in Uganda

Table 10: Linear Regression Analysis between Capacity Building and 40 Procurement improvement in Wakiso District Local Government in Uganda

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ABSTRACT

The study focused on how capacity building can lead to improved procurement

in local Government of Wakiso district local government . It was prompted by

reports of increasing low levels of compliance, shoddy work, poorly managed

contracts and failure by entities to follow the prescribed procurement procedures

provided for in Local Government (PPDA) Act, Regulations 2006 and Local

Government guidelines 2008. The objectives were to determine the level of

capacity building in Wakiso district local government, to identify the challenges of

capacity building in Wakiso district local government, to determine the level of

. capacity building strategies in Wakiso district local government, to determine the

level of procurement improvement in Wakiso district local government, to

establish whether there is a relationship between capacity and procurement

improvement in Wakiso district local government. A cross sectional study design

was used, Views about how capacity leads to improved procurement

improvement in Wakiso district local government were collected from 78

respondents and secondary data was also used to supplement the views. The

finding indicates that capacity building in ter'ms of training and retooling greatly

contributes to improved procurement improvement . However there is need for

Local Government to observe the PPDA Act, Regulations and guidelines for

. compliance purpose and to ensure efficiency and effectiveness in the

procurement process.

ix

CHAPTER ONE

THE PROBLEM AND· ITS SCOPE

Introduction

Over the past twelve years the procurement system in Uganda and the

Local Governments in particular has undergone several reforms. The objective of

the reforms is to improve procurement improvement in all the Public entities.

This requires improvement in capacity building if the Procuring and Disposing

Entities (PDE) are to realize the expected levels of performance in the activities

and processes involved in procurement of goods, works and services. Public

Procurement and Disposal of Public Assets Authority (PPDA) was mandated to

carry out procurement and disposal Capacity of Public Entities under the PPDA

Act 2003.

Capacity building involves adjusting policies and regulations, institutional

reforms, modification of work procedures and mechanism of coordination,

· improvement of human resources, skills and qualifications, change of value

system and attitudes, so that the needs of the organization are fulfilled (Jakarta,

2001)

Capacity building is the development of an organization's core skills and

capabilities, in order to improve the organization's effectiveness and

sustainability, facilitated through the provision of support activities, including

training, and specific technical assistance (Rainer, 2004). All PDEs have key

stakeholders who include the Accounting officer, the Procurement and Disposal

Unit POU), the user departments, the Contracts Committees, the suppliers and

· the evaluation committee which is adhoc (PPDA Act 2003).These different

stakeholders requires certain competences to effectively perform their different

tasks in the procurement process.

The tasks involved before and during the performance of procurement activities

include: procurement planning, initiation of procurement needs, designing of

1

statements of requirements, preparation of the bidding documents, bidding,

evaluation of offers, contract design and management (PPDA Act, 2003).These

tasks are very technical (Kashiwagi, 2002) i:lnd the officers in the PDU should

have the required competences to manage the tasks.

Chandan, (1995) defines Performance

as the organizations ability to attain its goals by using resources in an efficient

and effective manner .The standard of performance in a PDU considers the

acquisition of the entities requirements efficiently, in a timely manner,· and in

accordance with the procurement Laws and Regulations. Garratt (2003)

considers these vital to the individual and organizational performance. The

performance of PDUs is of concern since procurement usually counts for a high

proportion of total budgetary expenditure for example 40% for Malawi, 70%

Uganda compared with a global average of 12% to 20 %( Procurement News

March 2009).

· Procurement involves numerous activities that are continuously changing in

intensity, duration and quality, thus producing variations in performance,

efficiency and effectiveness of the purchasing departments work (Knudsen,

2004) .Effective performance can be enhanced through focusing on capacity

building initiatives.

Wakiso district local government is one of the PDEs with high volumes of

procurement, which necessitates adequate' staff to handle the procurement

activities .. The PDU is staffed with a Principal Procurement Officer, a Senior

Procurement Officer and a Procurement Officer. These officers are qualified with

. Bachelor degrees in Procurement and Logistics Management. In addition the

Principal Procurement Officer attained professional qualifications in procurement

and has a master' s degree majoring in finance and accounting. Though this

structure seems relatively adequate, PPDA Compliance Report 2008 shows that

2

staff had no adequate training in procurement and disposal issues, and no

training (short term or long-term) has taken place in the last two years. Yet, to

be efficient and effective in procurement, staffs require adequate and relevant

training and skills (Procurement News, March 2009)

Regionally this capacity building is pprocurement is also being addressed by the

various East African Countries through their respect pubic procurement and

disposal of Assets Act i.e. Kenya, Tanzania, Rwanda and Burundi. At continenetal

level. This issue of capacity building is also being addressed by all secretariats in

its Human Resource development Agenda. Internationally all countries within

the different continent have reported procurement scandals and frauds touching

on the global facility to manage the functions of procurement and disposal of

assets in a professional manner. There is need for global capacity building.

Statement of the problem

Wakiso district local government s' procurement improvement is poor

with compliance levels of 47% (PPDA appliance assessment report 2008).There

. are inadequacies in the implementation of procurement plans leading to delays in

the provision of goods, services and works (Wakiso district local government

quarterly reports). Due to the use of inappropriate procurement procedures, and

lack of contract management skills, losses, have been incurred, contracts

investigated and terminated, shoddy work reported and general 'failure to follow

the Procurement Law and guidelines. Could this situation of failure to meet the

expected performance of Wakiso district local government be attributed to the

inadequate capacity of the Procurement and Disposal Unit and the users to

effectively manage the tasks involved in the procurement process contract

committee to make appropriate decisions and the suppliers to effectively respond

. to biding process. This study intends to bring out the problems affecting the lack

of capacity and make recommendations for the capacity building.

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, , ,,, ,, "" '" ,,_,,, """'"'"' ,,,, "" /~ / ~~ ,0 V C .;~·=~

The purpose of the study

The purpose of the study was to examine how capacity building could

improve the procurement improvement of Wakiso district local government and

differences in improving procurement improvement and capacity building.

Research Objectives

1. To determine the level of capacity building in Wakiso district local

government

2. To identify the challenges of capacity building in Wakiso district local

government

3. To determine the level of capacity building strategies in Wakiso district

local government.

4. To determine the level of procurement improvement in Wakiso district

local government.

5. To establish whether there is a relationship between capacity and

procurement improvement in Wakiso d,istrict local government

Research questions

This study intended to provide solutions to the following questions

1. What is the level of capacity building in Wakiso district local government?

2. What are the challenges of capacity building in Wakiso district local

government?

3. What is the level of capacity building strategies in Wakiso district local

government?

4. What is the levels of procurement improvement of Wakiso district local

government?

6. Is there a relationship between capacity and procurement improvement in

Wakiso district local government?

4

· Research Hypothesis

HO: There is no relationship between capacity and procurement improvement in

Wakiso district local government

Scope

Geographical Scope

The study centered on Wakiso distirct Local government headquarters,

since all the Procurement and Disposal activities go through the PDU that has

offices at the headquarters. Much as Wakiso district local government has five

divisions that handle micro procurements, these micro procurements are not

significant as to be considered in the assessment of procurement improvement.

Content scope

The study focused on how Capacity building interventions can improve

the procurement and disposal performance of Wakiso district local government.

Capacity building was studied in terms of training and retooling. Training covered

the core competences required for effective procurement improvement and these

include: Procurement planning, designing of Statements of requirements,

preparation of the bidding documents, bidding procedures, evaluation of offers,

and contract management. While Retooling focused on the provision of

· equipment such as computers, filing cabinets, internet connectivity and furniture.

Procurement improvement was studied in terms of efficiency and effectiveness.

This focused on the tasks involved in the procurement process and their out

puts. Some of the outputs include procurement of goods and services in a timely

manner as per the procurement plan, adequate documentation for all the

procurements handled, cost savings made due to competitive procurement

procedures, cost of contracts in relation to the administration costs, the number

of complaints held as a result of unfairness in the bidding process, contracts

5

terminated due shoddy work reported and the number of uncompleted contracts

. in relation to contracts awarded.

Significance of the Study

It is hoped that the study is useful in the following ways:

To provide information to the policy makers on how they can enhance the

performance of procurement and Disposal units and other stakeholders in the

Local Governments.

To provide information to government and the general public about the

performance of Local Governments in the procurement function.

Act as a source of information to the development partners and other agencies

involved in capacity building on the most appropriate forms of capacity building

required to improve the performance of procurement and disposal units in the

Local Governments

To provide government and other stakeholders with information on the capacity

building challenges facing Local Governments

To establish and provide the general public with information on the effect of

capacity building on procurement improvement.

· Key terms

Demographic characteristics of the respondents are attributes looked for in

this study in terms of gender, age, qualifications, number of years working

experience, number of qualified workers.

Procurement improvement is based on the acquisition of the right product at

the right time in the right quantities from the right source, and of the right

quality. In public procurement, the acquisition process has procedures, Laws and

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Regulation that need to be observed by those responsible for the procurement

operations .

. Capacity building refers to increasing the ability of an organization to fulfill its

mission through the development of necessary competences and provision of

facilities (wing, 2004), other scholars define capacity building as the process

whereby an organization or community equips itself to undertake the necessary

functions of governance and service provision in a sustainable way. The process

of capacity building should be aimed at both increasing access to resources and

changing the power relationships between the parties involved. Capacity building

is not only confined to officials and technicians, but must also include the general

awareness of all the stakeholders (Len, 1996).

Capacity building is the need for adjusting policies and regulations, institutional

reforms, modification of work procedures and mechanism of coordination,

improvement of human resources, skills and qualifications, change of value

system and attitudes, so that the needs of the organization are fulfilled (Jakarta,

2001)

Capacity Building is the creation of an enabling environment with appropriate

policy and legal frameworks, institutional development, human resources

development, strengthening of managerial systems and accountability.

7

CHAPTER TWO

REVIEW OF RELATED'LITERATURE

Concepts, Opinions, Ideas from Authors /Experts

Capacity building

Capacity building refers to increasing the ability of an organization to

fulfill its mission through the development of necessary competences and

provision of facilities (wing, 2004) .Other scholars define capacity building as the

process whereby an organization or community equips itself to undertake the

necessary functions of governance and service provision in a sustainable way.

The process of capacity building should be aimed at both increasing access to

resources and changing the power relationships between the parties involved.

Capacity building is not only constrained to officials and technicians, but must

· also include the general awareness of all the stakeholders (Len, 1996).

Capacity building is the need for adjusting policies and regulations, institutional

reforms, modification of work procedures and mechanism of coordination,

improvement of human resources, skills and qualifications, change of value

system and attitudes, so that the needs of the organization are fulfilled (Jakarta,

2001)

Capacity Building is the creation of an enabling environment with appropriate

policy and legal frameworks, institutional development, human resources

development, strengthening of managerial systems and accountability. It also

· recognizes that capacity building is a continuous process in which all

stakeholders participate (IINDP, 1998)

According to Hilderbrand, (2002) "Capacity" is not the same as "capacity

building", rather the absence of capacity necessitates capacity building; effective

capacity building must be preceded by an assessment of existing capacity.

8

Capacity building leads to the development of an organization's core skills and

capabilities, in order to build the organization's effectiveness and sustainability,

facilitated through the provision of technical ,support activities, including training

,specific technical assistance and resource networking (Rainer,2004).AII these

aspects of capacity building are relevant in attaining the ultimate goal of capacity

development.

Procurement improvement

Procurement improvement can be measured in terms of outputs

(Straight, 1995) and in terms of outcomes (Cole, 2006), the outcomes reflect the

impact of the procurement activity, which are long term in nature. Outputs differ

from outcomes as they represent activities, services or functions provided to

support the accomplishment of organizational goals (Straight, 1995).These

measures are used in order to; ensure that 'procurement directly contributes to

the fulfillment of the council's corporate objectives to demonstrate the value

added, especially after the introduction of the new reforms in procurement;

ensure ethical trading; better planning and the utilization of scarce financial and

human resources; and among others, fulfill the audit obligations (Cole,2006)

According to Hemsworth and Cristobal, (2005) procurement improvement is

based on the acquisition of the right product at the right time in the right

quantities from the right source, and of the right quality. In public procurement,

the acquisition process has procedures, Laws and Regulation that need to be

observed by those responsible for the procurement operations.

Procurement involves numerous activities that are continuously changing in

intensity, duration and quality, thus producing variations in performance,

. efficiency and effectiveness of the purchasing departments' work (Knudsen,

1999).These variations in performance differs with the organizations depending

on the capacity of staff managing the procurement processes.

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The key elements that should be investigated in procurement improvement

measurement are resources, procedures and outputs (Knudsen, 1 999), the

resources are the funds the entity commits for all procurements; procedures are

the information flows and reporting lines in the procurement process and the

outputs are the objectives of the department and these can be assessed to

determine the level of performance. The procurement function requires

rationality to ensure value for money in the acquisition process and this justifies

. the measurement of the effectiveness of the process (Arun, 2005)

Efficiency as a measure of performance

Efficiency measures how successfully the inputs have been transformed

into outputs (Neely, 2005), the reduction of purchasing costs has been

recognized as one of the most significant purposes in procurement. Since

procurement constitutes about 70% of government expenditure budgets, there is

need for cost savings if procurement is to add value to the organization

(Procurement news, March 2009), the procurement function has processes under

the procurement law, so there is need for process efficiency capabilities since it

is the concern of the procurement department (Ordanini, 2008), the Local

Government amendment Act and Local Government (PPDA) Regulations 2006

provide for the appropriate procurement procedures and processes that create

value for money in the procurement process.

The Performance of a PDU may also be measured based on the number of

contracts awarded in a particular financial year compared to the planned

procurements (Vonderembse, 2005) ho½'.ever, (Kestenbaum etal., 1995)

contends that this measure of performance could also result in a tendency to

issue incomplete or poor quality contract awards in order to increase the number

of awards.

In order for the PDEs to perform efficiently, Kestenbaum, (1995) observed that

the administrative costs for the contracting activities should be a small part of

10

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the award amount and suggested 1 % to 2% as a benchmark i.e. the costs of the

resources to budget for, plan, announce, award and administer a contracts

operation should not exceed 2% of the total award value of the contracts. For all

contracts awarded, there is need to assess the level of spend involved in contract

management.

Effectiveness as a measure of performance

Effectiveness measures how successfully the system achieves its desired

outputs (Neely, 2005), the focus should be based on the prices of products

· purchased; quality and procedures used. Procurement under the Public sector is

regulated by the PPDA Act and Regulations 2003, standard procedures and

guidelines. Kyooma, (2006) sighted (Aniekwu &Okpala 1987), and concluded

that efficient procurement procedures lead to suitable contracts of supplies or

works.

The tasks involved before and during the performance of procurement activities

include:

procurement planning, initiation of procurement needs, designing of statements

of requirements, preparation of the bidding documents, bidding, evaluation of

offers, contract award, signing of contracts and contract management (PPDA Act

2003).Procurement improvement will therefore be measured on how these tasks

are performed

The percentage of deliveries overdue from contactors and the percentage of

completed contracts that have been closed are other measures of effectiveness

of a contracting office.

A benchmark for the overdue contracts should not exceed 20% (Kestenbaum &

Straight, 1995) and for the later, all completed contracts are closed promptly so

that the remaining hinds can revert to the government for use in other

programs.

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· Training and Procurement improvement

Training is a major component of capacity building Okumu, (2000) it

involves training of human resources and providing minimum logistical support.

According to Bennell, (1999) training is aimed at preparing trainees for a

performance of a task by instruction sometimes in a classroom or workshop

setting. Training activities are sometimes provided by the donors directly,

through direct contractual and financial relations with institutions providing the

training or through government agencies.

Harold, (2002) defines training as a learning process that involves the acquisition

. of knowledge, sharpening of skills, concepts, and rules or changing of attitudes

and behaviors to enhance performance of employees. While Gary, (2003)

referred to training as the method used to give new or present employees the

skills they need to perform their jobs. Performance of activities requires skills in

managing the tasks involved, and training is one way such skills are acquired.

Deborah, (2003) contends that new employees, or graduates from universities

have the knowledge and abilities but do not have the skills, and in most cases do

not know what to do. She concludes that such people must be taught what to do

and must also be developed so as to enable them have job satisfaction and

perform better; referring to this as "training and development.

Coaching is a method of training. It is regarded as a primary method of transfer

of knowledge from one person to another, usually from a superior such as

manager to a inordinate (Lyons, 2004), this may involve a new employee sitting

beside acknowledgeable person and being shown what to do. Coaching is

concerned with creating conditions so that people can perform to the best of

their abilities (Gander, 2006)

The purpose of coaching is clearly defined as improving performance of an

individual (Phillips, 2004), the learning process occurs in the office or place of

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work so that the actual work is the vehicle for the learning experience. The focus

. is on the learner learning rather than the coach teaching.

Retooling and procurement improvement

Retooling refers to specific types of site specific assistance rendered in

terms of computer hardware and software installation and support for problem

solving. Lack of some of this equipment has a negative impact on performance

(UNDP, 2004).PPDA Reports indicate that lack of equipment is one of the major

causes of non-compliance of PDEs in terms of procurement planning, use of

standard bidding documents and quarterly reports. This has been a contributory

factor to the low compliance levels in PDEs; at well below 50% (PPDA

Compliance assessment report 2008). Retooling initiatives were started by PPDA

with the sole purpose of equipping the Procurement and Disposal Units with the

necessary tools to facilitate the effective implementation of procurement

activities and procedures as required by the Law in order to improve

performance. The mostly required equipment includes computers and printers for

secretarial services, photocopiers, and cabinets for storage of procurement

records.

Challenges of Capacity building

Poor purchasing performance is not entirely due to absence of capacity

building, but there are many players that affect the impact of capacity building in

· improving procurement improvement . One of the causes could be labor turnover

where highly trained staff are transferred or leave civil service for better paying

opportunities. This is in line with Wing, (2004) who observed that Capacity

building interventions that focus on training or creating shared experiences

among members of a team lose their effectiveness when the staff that was

trained leaves for another job. This creates a manpower gap with no other staff

with the equivalent competences.

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Capacity building may well be carried out but there are many capacity building

efforts to · create policies, procedures, job descriptions or hard skills that have

zero influence on what the employees actually do (wing , 2004)Incase this

· occurs, it is likely to have zero influence on the performance of the recipients. On

the other hand (Lysons, 2004) contends that much as the training may be

relevant, it is easy to measure the external change other than the

transformational changes in perception or the degree to which the newly

espoused principles have been internalized. This is in line with the findings that

some officers reportedly perform poorly, but this is not because they do not

know what to do (Procurement news, March ?009)

Politicians. are key stakeholders in procurement (Philips, 2004). At national,

supra- national and international levels, public procurement sits within legislative,

. administrative and

Benchmarking

Benchmarking is defined as the search for industry best practices that

lead to superior performance (Voss et al., 2004) consequently, for the purposes

of this research, benchmarking in procurement is defined as the formal process

of gathering and analyzing information on processes, records, reports and

performance of other organizations (competitors and non-competitors) in order

to improve the organizations own purchasing process and performance (Gilmour,

2005). Studies carried out indicate that managers that invest resources in

establishing a formal procedure to benchmark the purchasing process and

purchasing performance achieve high levels of purchasing performance than

firms with lower levels of investment.

Voss et al., (2004) observed that benchmarking could be used as a tool to

identify more advanced purchasing practices; to set challenging purchasing

performance goals; and to acquire a better understanding of the organizations

strengths and weaknesses relative to competitors.

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Gilmour (1999) asserts that benchmarking in the purchasing function can take

place several supply chain management are·as such as information technology,

supplier searches, make or buy decisions, progress reporting and customer

supplier relationships.

Training

Training as defined by Harold & Keeps (2002), is a learning process that

involves the acquisition of knowledge, sharpening of skills, concepts, and rules or

changing of attitudes and behaviors to enhance performance of employees. To

effectively perform activities there is need for acquisition of knowledge and skills,

which can be attained through training. This was supported by Atenyi 2002, who

observed that training creates change in. the individuals, which ultimately

improves their individual performance. Research reveals that, to ensure effective

performance in the purchasing function there is need for the officers to have the

skills (Odongo C, 2000), In his studies, Odon go further sighted (Snells.A &

Wexely K.N 1999) and concluded that organizational performance is a result of

an effective human resource. There is need for organizations to have an effective

human resource so as to improve on performance and this can be realized

through training.

Outsourcing

Outsourcing is the transfer of non core activities of an organization to a

specialized provider (Lyons, 2004), outsourcing has become an important part of

many organizations' procurement service delivery, and has led to enormous cost

savings. Some 36% of organizations and 27% of respondents questioned

· confirmed that outsourcing increased their procurement improvement

(Procurement News, June 2009), this strategy will help entities with no adequate

competences to outsource part of the procurement function while developing

internal capacities. This is in line with the PPDA Act and Regulations 81 of PPDA

regulation 2003, which provides for third party agents as experts through which,

all or part of the procurement function can be outsourced.

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The supervision of outsourced activities may lead to desired performance and the

persons involved gain unique skills that may be applied incase the activity is

brought back in-house.

Secondment

Secondment is where an employee temporarily changes jobs within

. the same company or transfer to another organization for an agreed period of

time between 3 to 24 months (Bain, 2005) Secondment may be designed for

performance improvement (Marion, 2005) and benefits all the parties involved.

They are an excellent way of offering employees professional development and

career opportunities. This can be made possible between organizations that have

skills gaps and those that have an effective human resource, so as to enable

knowledge transfer.

Professional placements give employees the opportunity of acquiring new skills

whilst continuing their employment with the same organization. Secondment

often acquire valuable experience while on placement and generally gain a

broader outlook (Bain 2005) Employees that have taken secondment acquire

transferable skills and knowledge that they can put into practice once they return

to their original position.

Retooling

Retooling refers to specific types of site specific assistance rendered in

terms of computers hardware and software installation and support for problem

solving (UNDP, 2004).Procurement is a process of acquisition of goods, services

and works .This process has inputs and outputs. Output aspects are measured,

in terms of efficiency, effectiveness, timeliness and delays in delivery of

· procurement requirements (Kestenbaum & Straight 2002). To ensure that the

desired out puts are realized, the process requires equipment such as computers,

transport, furniture, communication systems internet and the others. The

16

provision of these tools is to equip the staff to ensure they perform· to the

expected standards.

Gaps in the related studies

Regular training of procurement staff either at induction stage or as they progress in their employment.

17

CHAPTER TH REE

METHODOLOGY

Research Design

The researcher used a cross sectional study using both descriptive and

analytical research designs. The descriptive research design was used in

explaining the different components of capacity building while the analytical

research design was used to establish how capacity building can improve

procurement improvement in Wakiso district local government .

Research population

The study population was seventy eight (78) stakeholders as

participants. There are six Directorates or departments which are the main users.

The researcher targeted the directors, principle and officers from the different

departments since they are the main stakeholders in the procurement process.

Much as Wakiso district local government has five divisions which are also user

departments, these are not part of the study since they only handle micro

procurements and have no PDUs. The study 'based at the headquarter since the

respondents here are involved in the procurement activities and manage the

Wakiso district local government Procurement budget. The 5 members of the

. Contracts Committee are also part of the study since they are responsible for

approval of all the procurements done, and these divisions are also represented

on this membership.

Sample Size

The sample size was 65 from the headquarters; these include the Directors,

Principals, and Officers in the directorates, user departments and POU staff in

addition to the Contracts Committee members. The solven's formula was used to

calculate the sample size whereby n= N( )2 l + Ne

18

Table 5: Category of respondents

Directorates/Departments Directors/ Principals Officers Totals

Finance 2 12 14

Administration 3 15 18

Education Department 2 8 10

Social services 1 7 8

Culture 2 9 11

Human resource 2 10 12

Contracts Committee 5

Totals 78

Sampling technique

The number of participants involved in the study was small, there was a need to

involve all of them. The researcher therefore used Census.

Sources of Data

Data was collected from both primary and secondary sources. The primary

source of data was the respondents from Wakiso district local government

headquarters, which include the contracts committee members in Wakiso district

· local government , the PDU members and the user departments. The secondary

source was council minutes, records files, development plans, PPDA Reports,

LGDP Assessment reports, other Wakiso district local government . based

secondary data.

19

Research Instruments

Data collection methods or tools that were used include questionnaires,

· observation and examination of record files kept in the PDU. The questionnaires

were distributed to the respondents and collected after they had been filled.

Data Gathering Procedures

Before the administration of the questionnaires

1. An introduction letter was obtained from the school of post graduate

studies and Research for the Researcher to solicit approval to conduct the

study.

2. When approved, the researcher secured a list of qualified respondents

from the school authorities in charge and select through systematic

random sampling from this list to arrive at the minimum sample size.

3. Respondents were explained about the study and were requested to sign

the consent form.

4. Reproduce more than enough questionnaires for distribution

5. Select research assistant who would assist in the data collection, brief and

orient them in order to be consistent in administering the questionnaires.

During the administration of the questionnaires

1. The respondents were requested to answer completely and not to

leave any part of the questionnaire unanswered.

2. The researcher and the assistant emphasized retrieval of the

questionnaires within five days

3. On retrieval, all returned questionnaires were checked if all are

answered.

Research variables and their measurement

The independent variable in the study is capacity building .Capacity

building focused on training and retooling as the constructs for capacity

20

enhancement. The dependent variable on the other hand is performance

improvement. Performance was measured in terms of efficiency and

effectiveness of the activities involved in the procurement process. All the study

variables were measured on a five likert scale, ranging from strongly disagree to

strongly agree.

Reliability and Validity

Validity of an instrument that was used in this study was consistent with the

definition provided by Miles and Huberman (J 994), as the "extent to which the

items in the instrument measure what they are set out to measure." The validity

of the instruments was established by pre-testing them with a sample of actual

respondents in the field.

Reliability, according to Miles and Huberman (1994), has to do with the extent to

which the items in an instrument generate consistent responses over several

trials with different audiences in the same setting or circumstances". The

reliability of the instruments and data were established following a pre-test

procedure with a sample of respondents before their use with actual research

respondents.

Data Analysis

The data was coded, edited and analyzed usjng the statistical package for Social

Sciences (SPSS) to determine the mean, median and frequency.

Ethical considerations

1. Solicit permission through a written request to the concerned officials of

Wakiso district local government .

2. Acknowledge the Authors quoted in this study.

3. Presented the findings in generalized manner.

21

Limitations in the study

The researcher encountered the following constraints during the study.

1 .Some respondents hesitated to give their views on some issues for they

misinterpreted the purpose of the study as being focused on getting to know the

culprits that contribute to poor performance. Some documents could not be

availed to the researcher by officers in the PDU citing unavailability and

confidentiality. However the researcher overcomes the constraint by availing an

introductory letter from Kampala international university acknowledging that the

information is for academic purpose.

1. It took longer for the researcher to get back the questionnaires from the

respondents since most of the officers were always busy. The researcher

overcome this by getting contacts for most of the respondents and would

call and make appointments before collecting the answered

questionnaires.

22

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

Introduction

This chapter contains the presentation of results and their interpretations. The

research objectives were: to determine the level of capacity building strategies in

Wakiso district local government, to identify the challenges of capacity building in

. Wakiso district local government, to determine the level of capacity building

strategies in Wakiso district local government, to determine the level of

procurement improvement in Wakiso district local government and to establish

whether there is a relationship between capacity and procurement improvement

in Wakiso district local government

Demographic Characteristics of the Respondents

The results that follow show the samp!e characteristics. Cross sectional

tabulation was used for presentation and analysis of the effect on sample

characteristics .

. Table 6: Showing the Cross Sectional tabulation of Gender and Qualification of Respondents

Education( Oualification) GENDER Total Male Female Percentage %

Bachelor 19 13 32 45.7

Post Graduate Level 9 10 19 27.1

Master Level 6 3 10 14.3

Total 42 28 70

Percentage c% 60% 40% 100%

Source: Field Data (2013)

23

Table 2: above, indicates that out of 70 respondents (42 Male and 28 Female)

45.7% were Bachelor holders, 19 were male and 13 were Female, 27.1% hold a

post Graduate Level, 14.3% were professional holders, of which 6 male and 3

female, and 14.3% were master level holders of whom 8 were male and 2

female.

Gender and Tenure of Service

Data on gender and Tenure of service of respondents was presented by cross

. sectional tabulation.

Table 7: Showing the Cross Sectional Tabulation of Gender and Tenure of service

Tenure of Service GENDER Total

Male Female Percentage

Below one year 1 1 2 2.9%

Below one year 1 1 2 2.9%

1-3 22 14 36 51.4%

4 to 5 years 9 3 12 28.6%

Total 42 28 70 100%

Source: Field Data (2013)

According to Table 3 above; out of 70 resp9ndents, 42 were male and only 28

female. Among the respondents, only 2 had served for less than a year, the

majority has served for 1 to 3 years (51.4%); 17% (10 Male and 10 Female)

have served between 3 to 5 years; 28.6% (9 Male and 3 Female) have served

for more than 5 years.

24

Gender and Committee Membership.

Cross tabulation was used to analyze the data of gender and Committee

membership of the respondents. The findings are shown in table below.

Table 8: Showing the Cross tabulation of Gender and Committee membership

COMMITTEE GENDER Total

Membership

Male Female Percentage%

Contract Committee 5

3 2 7.4 2 7

Budaet Committee 5 10 6 4 10 14.29

Source: Field Data 2013

Table 4 above indicates that of 70 respondents; (40 male and 30 female), 7.4%

are members of the Contracts Committee, 22.6% are members of Logistic

Committee, 10% are Contract committee members and 45. 7 1 % are from other

committees in Wakiso district local government, Training Contribution towards

Procurement improvement

Level of capacity building in Wakiso District Local District, Uganda

The first objective of the study was to determine the level of capacity building in

Wakiso District Local District, Uganda. This was divided into two parts that

include training and retooling. Training had 5 items where respondents were

asked to rate how training improve procurement. The four Likert scale was used

where, 1 = strongly disagree, 2 = disagree, ,3 = Agree and 4 = strongly agree.

On the other hand, the part of retooling had 14 items also rated at a five Likert

scale 1 = strongly disagree, 2 = disagree, 3 = Neutral, 4 = Agree and S = strongly agree. The results are shown in tables SA and SB below;

25

Table SA: Descriptive Analysis on Training

Items

Training of employees makes them perform better.

Our organisation usually trains new employees

Training has improved the work ethics of our staff

We have been sensitized under procurement law .

. Training workshops are organized to improve on our roles and responsibilities

Average

Source: Field data (2013)

Interpretation Key

Means

3.42

3.16

3.04

3.03

3.01

3.132

Mean Range

3.26-4.00

2.51-3.25

1.76-2.50

Description

Strongly Agree

Agree

Disagree

. 1.00-1.75 Strongly Disagree

S.D

1.004

1.29

0.99

0.97

1.34

Interpretation

Very High

High

High

High

High

High

Interpretation

Very High

High

Moderate

Low

Rank

1

2

3

4

5

From the table above, the highest rated item was "Training of employees makes

them perform better" with (mean = 3.42) and standard deviation (SD = 1.004),

interpreted as very high. This means that the respondent believe that training

improves their performance. The second rated item was about whether the

organisations usually trains new employee~. This had a mean of (3.16) and

standard deviation (SD = 1.29), interpreted as high, and also showing a 1.29

26

away from the mean. This indicate that employers train the new employee. This

may be because they anticipate good performance after training.

· The third rated item was "Training has improved the work ethics of our staff"

with (mean = 3.04), interpreted as high. Its standard deviation was (SD = 0.99),

indicating less that 1 deviation from the mean. Almost all respondent's modes

were the same.

The fourth item was "We have been sensitized under procurement law" with

mean (3.03), interpreted as high and with standard deviation (SD = 0.97) which

shows less than one unit deviation from the mean. The last rated item was

"Training workshops are organized to improve on our roles and responsibilities"

with (mean = 3.01) interpreted as high.

Generally, the rate of training was high with (mean = 3.132). this means that

local government in Wakiso District puts some effort toward equipping the

employee.

27

.~•····-·········

Table SB: Descriptive Analysis on Retooling

ITEMS Mean S. Deviation Interpretation Rank

Internet assets are required in 4.44 555 Very high 1

procurement activities · Future is provided to all our staff 4.30 768 Very high 2

We are provided with printers to do 4.29 950 High 3

our daily work We are provided with internet 4.23 641 High 4

services at our workplaces We are provided with all the 4.16 911 High 5

information we need to make decisions We are provided with transport to 4.14 785 High 6

monitor the work of contractors We are provided with computers to 4.13 612 High 7

perform our duties

Bid boxes are provided to receive 4.04 624 High 8

bid from providers We are provided with a notes board 4.01 940 High 9

to display important information

Wakiso district local government 3.93 709 High 10

provides internet technology to manage procurements and supplies

Absence of furniture affects the way 3.87 1.076 High 11

we work

We have adequate storage faculties 3.73 977 High 12

for documents and supplies

We share important information with 3.71 1.131 High 13

other staff and customers. We are provided with printers and 3.49 1.018 High 14

photocopiers for our daily work Average 4.034 High OVERALL AVERAGE 3.58 High

Source: Field Data 2013

28

According to table SB above, Wakiso district local government provides staff with

computers (4.13); printers (4.29); photocopiers (3.49) and furniture (4.30)

.These tools are very relevant for the performance of procurement activities as

they positively contribute to the key out puts of the procurement process. From

needs identification, preparation of the statement of requirements, preparing the

· BD, advertisement up to contract signing and the management of contracts,

there are a number of activities that involve secretarial work. Without such

equipment, the Entity may be compelled to use private or public secretarial

bureaus and this may spill out confidential information there by affecting the

quality of procurement procedures.

The table also shows that 4.44 mean of the total respondents agreed that

technology through use of internet services· are very necessary for performing

the procurement activities effectively. In addition a mean 3.93 of respondents

agreed that Wakiso district local government provided internet services to staff .

. This implies that the user department and the PDU can easily access information

on providers, specifications and also benchmark on procurement best practices.

The internet has a lot of information that can facilitate self-learning, where staff

can enrich their knowledge and skills to improve on their performance. Provision

of a procurement notice board as agreed by respondents (4.01) facilitates

sharing of information on the progress of procurement activities with the public

for purposes of transparency; which is a virtue in the procurement arena.

Bid boxes are used to keep bids submitted to the entity by the providers. It is

meant to keep bidders offers confidential until they are opened publically. Wakiso

district local government however provides bid boxes for this purpose as shown

by a mean of 4.04

Generally, retooling had the (mean = 4.034), interpreted as high. This means

that employees in local government in Wakiso district have access to equipments

such as computers and other soft wares.

29

Overall, the level of capacity building was high, with (mean = 3.58), interpreted

as high. This means that local government in Wakiso district offer capacity

building in terms of trainings through workshops, indications and on job training

and also offer required equipment in terms of computers and other soft wares as

it revealed from the results

Challenges to Capacity Building

The second objective was to examine the challenges of capacity building in

Wakiso district local government. In order to examine the existing challenges of

capacity building in Wakiso district local government, the researcher analyzed the

respondent's ratings on the items concerning these challenges. The descriptive

statistics are shown in the table 6 below in form of means and standard

deviations.

30

Table 6: Descriptive Analysis on capacity Building challenges

Items Mean s. Deviation Interpretation Rank Limited political support for 4.40 710 Very high 1 procurement reforms has affected procurement capacitv buildinq, The training activities are 4.17 963 High 2

not useful. to our dailv work Limited computerization and 3.97 1.090 High 3

a facilitation affects capacity . building Interference from technical 3.96 1.042 High 4 officers affects ca pa city buildino. Limited top management 3.96 494 High 5 commitment affects capacity buildinq. We do not need training to 3.79 1.350 High 6

imorove on oerformance Limited funds affects the 3.73 931 High 7

level of capacity building

Politi ca I interference has 3.71 950 High 8

affected procurement caoacitv buildino .

. Corruption has affected 3.67 944 High 9

procurement capacity buildinq Average 3,929

Source: Field Data, 2013

31

Table 6 indicates that a mean of 4.40 of the respondents agreed that limited

political support for procurement reforms has affected capacity building in

Wakiso district local government where proposals for training on the

procurement law are not taken up with keen interest. Corruption has affected

procurement capacity building where a mean of (3.67) of the respondents

agreed that corruption has seriously affected capacity building programs in

Wakiso district local government. This could i'mply that some programs that were

intended to build the capacity of employees were frustrated and the funds

diverted to other activities. There is lack of top management support for capacity

. building in Wakiso district local government as shown by a mean 3.96 of the

respondents. Little attention is given to effective capacity building programs for

staff and this explains why only 0.004% of the total budget (2008/2009) was

allocated to capacity building.

Capacity Building Strategies

The third objective was to suggest capacity building strategies that would

improve procurement in Wakiso district local government. In order to suggest

strategies, the researcher analyzed the respondents' ratings of the items in the

questionnaire as shown in table 7 below in terms of means and standard

deviations.

32

. Table 7: Descriptive analysis on existing capacity building strategies

Items Mean s. Interpretation Rank Deviation

We need internet in order to 4.49 583 Very high 1 improve on Performance We need to use consultants to 4.37 745 Very high 2

improve on the way we do our work We need sensitization 4.24 432 Very High 3

workshops to improve on performance. We need to benchmark with 4.16 1.002 High 4

other local governments to improve or performance

. We need training to improve 4.11 603 High 5

on our performance We need transport in order to 4.11 671 High 6

improve on performance We need to share experiences 4.00 851 High 7 in order to improve on our performance We need to visit other 3.99 1.028 High 8 orqanisations to learn new skills We need to do the same 3.61 1.289 High 8 things but different in order to perform better Averaqe 4.12 Hiqh Source: Field Data, 2013

33

Table 7 illustrates that capacity building strategies are inadequate to improve

procurement improvement as there is need for sensitization workshop to

improve on performance (4.24), inadequate sharing of experience with other

local governments on procurement process (4.00), There is need to install

effective information technology like computers and internet services to improve

on procurement improvement as indicated by a mean of (4.49), Wakiso district

local government needs to start using consultants in executing certain

procedures in the procurement process so as to come up with best practices and

where knowledge and skills are passed over to the employees as shown by a

mean (4.37). Some of the areas where consultants can be used include the

evaluation of bids, preparation of statement of requirements and contract

. management. Also there is inadequate benchmarking with other local

government in procurement practices as shown in table 7 where (4.16) as

average mean of respondents agreed that there is need to benchmark with other

local government procuring and disposing entities so as to improve on

procurement improvement. Wakiso district local government also needs to train

its personnel so as to improve on procurement improvement as shown by a

mean of 4.11 of the respondents.

Level of Procurement improvement in Wakiso district, Uganda

The fourth objective of the study was to determine the level of Procurement

improvement in Wakiso district, Uganda. This was measured in form using two

construct that is effectiveness and efficiency. Effectiveness had 13 item rated on

a five Likert scale. And efficiency had 9 items as well rated on a four Likert scale.

The results from descriptive analysis using means are shown in tables 8A and 8B

below;

34

Table SA: Descriptive Analysis of Effectiveness in Procurement improvement

ITEMS Mean Std. Deviation Interpretation

. Goods purchased usually meet the 4.36 56 Very high

needs of the users. Goods orders are received within 4.33 47 Very high

the delivery dates Wakiso district local government has 4.30 54 Very high

a shortlist of providers to rely on for most of the procurements The evaluation criteria is made 4.27 94 High

known to all potential providers

Notice of best evaluated bidder usually 4.09' 92 High

placed on the public notice board. Wakiso district local government 4.04 75 High

makes public advertisement through . the press.

Goods received usually conform to 4.01 52 High

the specifications.

Users provided description of what 3.97 86 High

they need before procurement is done.

The procurement office provides 3.93 96 High

reliable information on the time it will take to process the requisition. Contracts are usually awarded to the 3.90 96 High

best evaluated bidder (BEB)

Items to be procured are initiated by 3.86 98 High

the users. · Vendors supply less than what is 3.49 1. 06 High

ordered for

Competition is used In the acquisition 3.21 41 Moderate

of goods. Average 3.981 High

Source: Field Data 2013

35

Rank 1

2

3

4

5

6

7

8

9

10

11 '

12

13

Table 8 indicates that Wakiso district local government was effective in the

performance of procurement activities since the requirements procured met the

needs of the users as shown by a mean of 4.36. The entity has a prequalified list

of providers, as indicated by a mean of 4.30.the shortlist enables the entity to

. acquire goods, services and works without advertising openly, depending on the

value of the requirement. The list of providers is obtained through a competitive

process and maintained for a period of one year.

The needs are initiated by the users by filling LG PP form 1 as indicated by a

mean of (3.86).The users also come up with clear specifications as shown by a

mean of 3.97 .When the users are involved in determining specifications they

tend to clearly spell out what they requir~, and when this is done, it limits

incidences of infighting in the entity

Findings show a mean of 4.01 where respondents indicated that the goods

. received conformed to specifications and a mean of 4.17 where services were

rendered in accordance with the terms of reference .This is probably because the

users are given the mandate to specify what they need as shown above. All the

requirements are procured as required by the Procurement law as shown by a

mean of 4.04 where respondents indicated that District advertises through the

press. This practice enhanced transparency, ensures competitiveness, which

probably lead to economy and efficiency in the acquisition process and therefore

value for money.

Findings from table 8 above shows that some providers complain about the

. award decisions by the entity as shown by a mean 4.39.Some of these

complaints are genuine whereas others are falsified especially where rivalry

exists among the providers. The PPDA law provides for a complaints mechanism

both at Entity level and by PPDA. The law provides that all providers not satisfied

with the decisions resulting from a concluded procurement process write to the

Accounting officer (AO). Where they AO fail to respond of where they are not

36

satisfied with the response, they apply for Administrative review by the Authority

(PPDA Act 2003).

Findings also indicate that some contract awards are influenced by external

parties as shown by a mean of 4.33. Influence of the procurement process is

unethical and against the principles of public procurement and disposal. Where

· external influence occurs, competition is deterred resulting in failure to get value

for money.

Table SB: Efficiency in Procurement improvement

Items Mean S. Deviation Interpretation Contracts executed are completed 4.44 1.33 Very high before final payment is made.

The procurement process is usually 4.22 0.79 High expedited according to the time schedule to avoid excessive costs. The procurement process is usually 4.01 0.99 High aimed at obtaining value for money

· We minimize costs by buying from 3.97 1.09 High the cheapest source.

The cost price of requirement is 3.93 1.67 High usually low

Contracts are normally executed at 3.90 0.99 High the contract price

Users of such supplies usually find 3.3 0.86 High them satisfaction.

Goods supplied by providers normally 3.2 0.98 Moderate match with the set standards. All purchases are inspected to 2.4 1.34 Low satisfy the quality and conformance to specifications before acceptance.

Average 3.71 High OVERALL AVERAGE 3.845 HIGH

Source: Field Data, 2013

37

Rank 1

2

3

4

5

6

7

8

9

From table SB, the results indicates that the item "Contracts executed are

completed before final payment is made" was rated the highest with (mean =

4.44), interpreted as high. Its standard deviation was (SD = 1.33). This result

means that those that get contact, the local. government pays them after fining

the jobs. This may reduce losses as some contractors may fail to finish even

when they were paid. This increases the motivation for contractors to finish their

contacts.

The last rated item under this was "All purchases are inspected to satisfy the

quality and conformance to specifications before acceptance" with mean of (2.4),

interpreted as low. This shows lack of inspections during purchases which may

increase corruption and poor quality purchases.

Generally, the level of efficiency was high with (mean = 3.71). Overall the level

of procurement improvement was high with (mean = 3.845), interpreted as high.

This mean that, the level of efficiency and effectiveness are high in Local

Government in Wakiso district.

. Relationship between Capacity Building and Procurement

Improvement in Wakiso District Local Government in Uganda

The objective fifth of the study was to investigate whether there is a relationship

between Capacity Building and Procurement improvement in Wakiso District

Local Government in Uganda. In order to achieve this the researcher correlated

the means of Capacity Building and Procurement improvement using the

Pearson's Linear Correlation Coefficient (PLCC, r) at 0.05 level of significance.

She further carried out a bivariate regression analysis to find out the effect of

capacity building on Procurement improvement in Wakiso District Local

Government in Uganda. The results are shown in the tables 9A and 9B below:

38

Table 9: Correlation Analysis between Capacity Building and

Procurement improvement in Wakiso District Local Government in

Uganda

Variables correlated r - value Sig. Interpretation Decision on Ho

Capacity Building and Relationship Rejected

Vs 0.194 0.017 exists

Procurement improvement

Source: Field data (2013)

Results in Table 9 indicated a positive significant relationship (r = 0.19) between

Capacity Building and Procurement improvement in Wakiso District Local

Government in Uganda, since the sig. value (0.017) was less than 0.05, (0.017 <

0.05) which is the maximum level of significance required to declare a significant

relationship. This implies that improvement in Capacity Building leads to

improvement in Procurement improvement. , Therefore basing on these results

the null hypothesis that there is no relationship between capacity building and

Procurement improvement in Wakiso District Local Government in Uganda was

rejected.

39

Table 10: Linear Regression Analysis between Capacity Building and

Procurement improvement in Wakiso District local Government

in Uganda

variable regressed Adj - F - Sig. Interpretation

R2 value

Capacity Building and 0.031 5.785 0.017 Significant

Procurement

improvement

Coefficients Beta T Sig. Interpretation

Constant 2.208 7.453 0.000 Significant

. Capacity Building (x) .225 2.405 0.017 Significant

Source: Primary Data 2013

Legend:

Y (Procurement improvement) = Constant + b(Capacity Building)

Procurement improvement = 2.208 + 0.225(Capacity Building)

Decision on Ho

Reject Ho

Decision

Reject H0

Reject H0

The Linear regression results in table 18 al:iove indicate that Capacity Building

has a significant effect on Procurement improvement (F=5.785, sig =0.017<

0.05). The results indicate that Capacity Building accounts for 3.1 % of the

. variations in Procurement improvement (Adjusted R2 =0.031). The coefficients

section of this table indicates the extent to which the explanatory variable

(Capacity Building) explains the explained variable (Procurement improvement)

and this is indicated by Beta values. From table 4.5, if the explanatory variable

which is Capacity Building increase by one unit it implies that the explained

variable (Procurement improvement) increases by 0.225. If the explanatory

variable is zero, the explained is 2.208.

40

CHAPTER FIVE

DISCUSSIONOF FINDINGS, SUMMARY CONCLUSION AND

RECOMMENDATIONS

Introduction:

This chapter discusses the research findings presented and interpreted in chapter

four. Conclusions, recommendations and suggested areas for further research

are also presented herein.

Discussion of Findings

Training in Relation to Procurement improvement.

The findings indicate that Wakiso district local government has inadequately

. trained its employees in procurement planning, how to initiate procurement

requisitions, preparation of statement of requirements, preparation of bidding

documents, contracts supervision and management and other procurement

procedures .When this kind of training in basic skills is appropriately conducted it

is bound to enhance the performance of employees in the procurement process

.This was supported by the literature of Harrods,(2002) who argued that training

in basic skills is essential in enhancing performance. Much as training has been

undertaken as per the findings, this does not relate to the reported anomalies on

procurements undertaken by Wakiso district local government .It is evident that

many other factors are bound to affect performance of employees not

· necessarily due to lack of training. This is also supported with the argument that

anomalies in the procurement process arise not because the individuals

concerned do not know what to do (Procurement news, March 2009).

Training alone may not enhance performance of individuals. The Content of the

training and the training methodology matter a lot; the attitude of the

individuals, working environment, team work, the culture of the organization and

level of motivation could be some other factors. This is in line with Harold (2006)

who emphasized that training in basic skills and concepts is important; but to

enhance performance there should be change in attitudes and the behaviors of

41

employees. Okumu (2001), in his analysis on the human resource performance,

mentioned the aspect of logistical and financial support as a compliment on

. performance. The nature of training could be a factor in itself. Procurement

requires development of practical skills due to the challenges involved in the day

to day activities. When the training does not develop particular competences in

the individual, it's then bound to create less impact on the performance (CNA

report on PDEs in Central Government Entities 2008-by PILA Consultants)

Retooling in Relation to Procurement improvement.

The findings indicate that Wakiso distriGt local government needs more

equipment such as Computers, furniture, technological assets; photocopiers to

enable them improve on the performance of procurement activities as some

respondents agreed that they do not have enough equipment in their offices.

This is in conformity with PPDA Compliance Assessment Report 2008, which

indicated lack of equipment as being one of the major causes of noncompliance

of PDEs in terms of performance.

As noted above, Wakiso district local government lacks all the relevant

equipment required to enhance its performance including information

technology. This is supported by Meta et al1 (2000) in his analysis of strategic

capabilities and internet resources in procurement, noted that information

technology resources alone cannot directly affect the performance of a firm, but

may have an effect when combined with other distinctive capabilities. However,

· in addition to other capabilities there is need for Wakiso district local

government to acquire relevant equipment so as to enhance performance of

staff. Studies carried out by Davila, (2003) reveal that the most relevant

advantages of using the internet in procurement seem to include reducing

administrative costs, shortening order fulfillment cycle time, lowering inventory

levels, and reducing the price paid for goods.

42

The findings also indicate that, as a form· of retooling, Wakiso district local

government provides transport to facilitate contract management activities

which is an important aspect of performance. However, from the there were

. reports of poorly managed contracts in building construction and the road

sectors and also contracts that were not supervised at all. This implies that

Wakiso district local government either has inadequate transport facilities to

facilitate contract management activities which require the acquisition of more

vehicles. It is also possible that the vehicles are available to enable the contract

supervisors and other relevant teams to supervise and monitor contracts during

implementation but such provisions are abused and the vehicles are used for

other personal activities other than the officia'I duties.

The findings indicate that Wakiso district local government has to improve on

communication mechanisms to enable systematic flow of information to the

general Public and specifically the bidders. The respondents indicated that

Wakiso district local government advertises bid opportunities and places notices

on the procurement notice board but does not publish notices on the PPDA

website, yet it is a compliance requirement. The procurement law requires that

best evaluated bidder notices be displayed on the procurement notice board and

the PPDA website, within five days of the contracts committee award decision

Therefore Wakiso district local government .should use both solt methods like

digital advertisement, internet web sites and hard method such as daily

newspapers, magazines, notice boards and share all important information to all

stakeholders.

Effectiveness and Efficiency in Procurement improvement.

The findings indicate that the required procurement procedures were followed in

the execution of procurement activities. Following the right procedures and

without conflict of interest may lead to economy and efficiency in the acquisition

process. This is in line with Hayward, (2002) who contends that a transparent

procurement process is essential to attracting bids that provide the optimum

43

-··-···•·.·~=~

' combination of whole- life cost and quality, and Watermeyer, (2004) who noted

that loss of economy and efficiency in procurement undermines the primary

procurement objectives. This is clearly spelt out in the Local Government (PPDA)

Regulations which emphasize that for PDEs to effectively have goods, services

and works procured, they should demonstrate a high degree of transparency,

competitiveness and integrity during the procurement process .Undoubtedly,

when the right procurement procedures are followed, the quantity and quality of

goods services and works are delivered as agreed upon in the contract.

However, the findings also indicate that some goods and services received from

the providers do not conform to the specifications and goods supplied do not

meet the needs of the users. This could be attributed to lack of contract

management mechanisms in Wakiso district local government .Poor contract

performance practice is in relation to Nambiar, (2004) who asserted that for

contracts to be viewed as successful, contract deliverables should match with

· quality expectations that were agreed upon by the contracting parties. The

statement of requirements should indeed be adhered to since it is what end

users are interested in and therefore paid for. On the other hand, 71.4% of the

total respondents agreed that corruption made employees to accept goods below

the agreed standards, and rewarding contracts to suppliers who are not reliable

due to conflict of interest. Some contracts could have been awarded to the same

civil servants working with the local gov~rnment. When this occurs, such

contracts are never supervised, and full payment may even be made before the

contract is completed .

. Findings also indicate that there were no variations in contracts issued and the

goods, services and works were procured from the cheapest source, and

delivered at the right time .This is good practice and is supported by Barclay,

(2005) and Veneziano (2005) who contend that a contract is successful if the

product is delivered at the right time, and provides the client with a high level of

satisfaction.Truely, contract deliverables can only be appreciated if they are

44

'"~

. ' made within the agreed contract price because this is when the end users realize

that their needs have been economically and efficiently met. Much as the

findings show that there were no variations t? contracts issued, this could not be

taken as gospel truth. It is possible that most of the respondents were the actual

victims who were involved in some fraudulent variations and lied on this item,

while others may not have got it right on the aspect of variations. Variations are

· acceptable in case they are approved by the contracts committee and by PPDA

when sought. However, some of the variations are created to defraud the entity

by either the providers or the contract management staff or both.

Findings also indicate that contracts awards were highly influenced by external

parties. Politicians and technical staff have a way of influencing procurement

decisions and this has often led to shoddy work and escalated costs of contracts.

This was supported by Kashiwagi, (2002) ·who noted that where conflict of

interest occurs, there is often low quality work, adversarial working conditions, a

high incidence of contractor-change orders, claims, litigation and increased

project management costs.

Challenges to Capacity Building

The findings indicate that some of the training programs undertaken are not

useful for the day to day performance of procurement activities. This is in line

with Wing, 2002 who observed that there are many capacity building efforts to

create policies, procedures, job descriptions or hard skills that have zero

influence on what employees actually do. It is true that some training programs

are undertaken by consultants who do not have any practical exposure, and such

training sessions are so theoretical thereby not passing over any practical skills

to the recipients.

Findings also indicate that Wakiso district local government lacks adequate

resources for capacity building. Wakiso district local government has one of the

biggest budgets among the government entities yet little attention is given to

45

· '~iI;acity building. This is true as only 0.004% of the total budget for 2008/2009

was apportioned for capacity building activities. Considering this percentage, not

all of it was effectively utilized for capacity building activities. Most of the training

that Wakiso district local government staff received was conducted by PPDA

free of charge under the Belgian Technical Cooperation during 2008 (PPDA

Annual ,report 2008/2009).

Findings also indicate lack of political will and top management support for

· capacity building. The political arm in Wakiso district local government has a big

influence in the procurements that are undertaken. The politicians look at the

PPDA law with a lot of disgust given the bureaucracy involved and would do

anything possible to avoid the provisions of the PPDA law. In the same spirit,

they do not positively support any procurement capacity building programs. It

was observed that most of the construction projects were fraudulently

undertaken through Corruption. According to Ackerman, (2002) corruption in

Public procurement makes the officials in charge purchase goods or services

from the best briber, instead of choosing the best price-quality combination.

. Strategies to Improve on Capacity Building

Findings indicate that training is an ideal capacity building strategy .According to

the findings 96.2% agreed that they need sensitization workshops to improve on

procurement improvement implying that there is shortage of competence and

skills in the performance of procurement activities.

Findings also indicate that benchmarking is a good capacity building strategy.

This is supported by Triantafillou, (2007) who observed that as a practice within

the public sector, benchmarking implies a systematic measurement of and

comparison of the activities of individuals and organizations with a view to

. improving their efficiency and quality. This allows respective officers to visit

better performing PDEs, organizations and approach individuals who practice in

the field of procurement and benchmark on best practices. Benchmarking

46

enables and motivates one to determine how well one's current practices

compare to others practices, experience best practice in action, . locate

performance gaps ,prioritize opportunities and areas for improvement and

improve current levels to world class standards (Palaneesewaran and

Kumuraswamy,2005).

Retooling is a good capacity building strategy. From the findings, and as

observed by the researcher there are indications that Wakiso district local

government lacks adequate equipment such as computers internet, furniture

. and transport and communication to effectively perform procurement activities.

Outsourcing of the procurement function is one strategy that can improve on the

performance of entities such that internal competences are built overtime by

learning from the outsourced firm. This was supported by the (PPDA Act, 2003)

that provides for outsourcing of part of or the whole procurement process where

the entity lacks competences.

Summary of the Findings:

. The summary was in line with the study objectives as follows;

To determine the level of improvement of Wakiso district local

government.

The findings showed that there was a positive relationship between training and

procurement improvement where 3.4% of the respondents agreed that training

made employees perform better.

To determine the level of capacity bu,ilding in Wakiso district local

government.

Findings indicate that retooling leads to improved procurement improvement.

This can be shown from the rankings on the different aspects of retooling and

their impact on procurement improvement. Technology ranked number one with

47

--~- ;1'

· 97.1 %, transport ranked second with 90%, information facilities with 81.2% and

equipment with 74.3%.It is true that all these facilities are necessary for better

performance as the scores are all above average.

To identify the challenges of capacity building in Wakiso district local

government .

The findings indicate that Wakiso district local government has limited funds to

effectively carry out procurement capacity· building as indicated by 80% of

respondents; Absence of political will 97%, limited top management support

89.7; corruption 77.1 % and many others. The staffs of Wakiso district local

. government especially in the PDU have been trained and have the ideal

qualifications to enhance better performance. These have been totally influenced

by the culture in the organization that has little respect for the law and all they

seek is to benefit from every aspect directly.

To identify the capacity building strategies that will improve

procurement improvement in Wakiso district local government

The findings indicate that training the training activities are not useful in the

daily work they perform as shown by 91.4% of the respondents. This has an

implication that there is need to carry out a needs assessment and use the right

methodology to ensure that trainings carried out are relevant and useful in

performance of daily work.

Retooling is another strategy that is likely to improve on purchasing performance

in Wakiso district local government. Findings indicate that Wakiso district local

government lacks adequate equipment ranging from computers, internet

connections, furniture, and storage, to transport facilities as observed by the

researcher.

Concerning whether there was a relationship between capacity building and

Procurement improvement in Wakiso District Local Government in Uganda, the

48

- ·--····. ························

,. ·· researcher found out that there was a positive relationship with (r = 0.194). Also

the results indicated that capacity building explains Procurement improvement in

Wakiso District Local Government in Uganda by 3.1 %. This means that

improvement in capacity building lead to improvement in Procurement

improvement in Wakiso District Local Government in Uganda. Therefore, if the

local government is to improve procurement improvement, one of the main

priorities should be capacity building.

Conclusion:

Benchmarking is a necessary strategy as indicated by 83.4% where respondent

showed the desire to visit other organizations and bench mark on best practices

· From the scholarly literature reviewed, it should be noted that whereas some

scholars present differently on how capacity building improves procurement

improvement, there is a general consensus that better procurement

improvement depends on the degree of quality of procurement procedures that

is ultimately enhanced through training, retooling and guidance from the PPDA

Act, Regulations and guidelines. It is therefore imperative that for local

Governments to appropriately engage in the,procurement of goods services and

works, they need to observe the provisions of the PPDA law, improve on the

quality of procurement procedures, and undertake training in the skill based

competences to ensure efficiency and effectiveness in their procurement

processes. In addition there is need to desist from corruption tendencies,

improve on competiveness in the procurement process and acquire the

necessary tools required in the performance of procurement activities.

Basing on the relationship results, there is a positive relationship between

capacity building and Procurement improvement in Wakiso District Local

Government in Uganda. This therefore defies the hypothesis of no relationship

between these variables.

49

Recommendations

With reference to findings revealed by the study, the following are suggested

recommendations and strategies that Wakiso district local government can apply

to improve capacity building and procurement improvement.

• The study recommends that, it is crucial for Wakiso district local

government to have Top management support to develop and build the

capacity in the procurement department by allocating enough financial

resources to facilitate adequate and relevant training programs.

• The study recommends that to improve the capacity building and

procurement improvement, Wakiso district local government needs to

ensure independence in role performance and eradicate corruption and

influence peddling that is existent in the procurement process in order to

ensure efficiency and value for money.

• The study recommends that there is need to train, sensitize and educate

the stakeholders including the providers about the bidding procedures,

preparation of the standard bidding document, the evaluation process and

contract management.

• The study recommends that Wakiso ,district local government needs to

retool its procurement department by acquiring enough computers,

furniture, and other necessary office equipment.

• Hands-on training properly conducted for the technical staff involved in

procurement could create much more impact than the trainings carried

out in a workshop setting. This should be done for small groups of

participants between 10 to 20 staff at a time with great exposure to

practical scenarios, review of documents and use of current case studies.

Much as training of employees is essential, it should be embodied with

changing of attitudes and maintenance of high levels of integrity and

so

honesty if Wakiso district local government is to realize high levels of

performance.

• The government should empower all stakeholders in line with procuring

and disposing of government entities so as to benefit more when

disposing off its assets. This can be done on district level where the

procurement officers can be trained in line with this endevour.

Areas for further Research:

i. A comparative study on the procurement improvement of the Local

Government Entities, central government' entities and the private sector

organizations

ii. Impact of Political influence on the contract awards in local governments

iii. Effect of corruption on procurement improvement

iv. Impact of procurement planning on the efficiency and effectiveness of the

procurement process

v. Budgetary allocation and procurement improvement of public Entities

51

REFERENCES

Ackerman, S.R. (2002) Corruption and Government. Causes, consequences and

Reform. Cambridge University Press, Cambridge

Antwi, K.B. (2008). "Challenges in building the Capacity of human Resource

Development in decentralized Local Governments" Journal of management

reviews Vol. 31 No. 7 PP 504-517

Arun, K. & Ozdamar, L. (2005) "Procurement measurement system in the health

Industry", International journal of health care quality assurance, Vol.18 No

2, pp152-166

Bennell, P. (1991). "Learning to change skills Development among the

economically excluded in developing countries" An IL. O paper on training

for the informal sector, Geneva

Bain, A. (2005), "emergent feedback system" international Journal on

management Reforms, Vol. 14 No 1, pp89-111

Chandan, J., (1995), management: Theory and Practice. Vikas Publishing House,

PVT, New Delhi, India

Cole, K. (2006). "Procurement improvement measurement" London centre of

excellence Vol 3.0

Davila,A. ,Gupta. ,Palma,R.(2003) "moving procurement systems to the internet:

the adoption and use of e-procurement technology", European

Management Journal ,Vol 21 No 1, pp.l 1-23

DFID (Department for International Development 2008): Economy and Political

Summary

52

• ' Forker, L.B., Mendez, D. & Hershauer, J.C. (2000), "Total quality Management in

the Supply chain: What is its impact on performance", International

Journal of production Research, Vol.35 No.6, pp 68 1-701

Gander, S.L. (2006),"beyond mere competency", journal on performance

improvement, Vol. 45, No 4.pp38-44

· Gilmour, (2005) "Benchmarking supply chain operations", International Journal

of Physical disfribution and Logistics management, Vol.5 No.4, pp309-42

Hayward, S. S .(2002). local Government Quality and Performance, Zone5/B5,

Eland House, Bressended Place,London SWlE 5DU

Hilderbrand, E.Mary. (2002). "Capacity Building for Poverty Reduction"

Reflections of Evaluations of the UN system Efforts .Harvard University,

Cambridge, MA

Jakarta. (2001). "Capacity Building to support decentralization" A National

Framework Republic of Indonesia

Kashiwagi, D. & Richard, E.B., (2002). "Selecting the best contractor to get

Performance: on time, on Budget, meeting quality expectations" Journal

of Facilities Management Vol.1 No. 2 PP 103-116

Knudsen, P., (2004). "Procurement improvement measurement system"

Licentiate dissertation, Department of Design sciences, Lund University,

Lund

Linell, D. (2003), "Evaluation of Capacity Building lessons from the field" Alliance

for Non-profit Management, Washington DC Local Government (PPDA) Act

and Regulations 2006

Lyons, P (2008) "performance improvement method" Journal of European

industrial Training Vol. 32 No.6 pp472-489

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,, , ~ ' ,,

Lyons, P. (2004). "constructing management performance scripts using case­

based Modeling", Journal of managerial Psychology, Vol. 19 No.7, pp.676-

94

Lyons, P. (2005). , "Enhancing human resour~e competitiveness using skill

charting" Journal of European industrial training, Vol.27 No. 8, pp398-404

Murray, J.Gordon. (2007). "Improving the validity of public procurement

research" Journal of Public Sector Management Vol. 22 No 2, pp 9 1-94

Nambiar, S. (2004).Transparency in Government Procurement. A Malaysian

Focus. A research paper prepared for IWOGDA 11 Project

Neely, A. (2005), "The performance measurement revolution", International

Journal of Operations & production management, Vol.19 No 2pp. 205-228

Okumu, I. (2001). "Building Capacity of MFis ·in Uganda" The real Challenges the

Microfinance Banker Vol, 1, Issue 2.Kampala.Pages 17-20

Ordanini, A. & Rubera, G. (2008) "International Journal of Operation and

production" Vol. 28 No. 1 Management, Emerald publishing ltd

Phillips, R. (2004). Journal of management Development Review, Vol.7 No 5, pp

19-22

Procurement News, March 2009 1 Vol. 3 issue No. 8

Public Procurement and Disposal of public Assets act 2003

Public procurement and disposal of Public Assets compliance report 2008

Rainer & Rohdewohld, (2004). "Building Capacity to support Decentralisation

'The case of Indonesia

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Straight, R.L. §I. Martin, I. Kestenbaum, (1995), journal of Public Productivity and

Management Review, Volume 19 No 2 M&E Sharp Inc

Triantafihlou, P. (2007), "Benchmarking in the Public Sector: a critical conceptual

framework" Public Administration Journal, Vol.85 No 3,pp829-846

UNDP, (1998)., "Capacity Assessment and Development in systems and Strategic

Context" technical advisory paper No 3

Vonderembse, M., Tracey,M. ,Tan,C.L. & Bardi,E.J.(2005),"Current purchasing

practices and JIT: some of the effects on inbound Logistics",

International Journal of physical distribution and Logistics Management

Vol.25 No 3, pp33-48.

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No.10, pp 1046-58

Watermeyer, R.B. (2004b).Transparency within the South African Public

Procurement System: Research paper prepared for IWOGDA 11 Project

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initiatives: Seven issues for the field" non-profit quarterly; Vol 33; 1

55

APPENDIX 1 A

TRANSMITTAL LETTER

OFFICE OF THE DEPUTY VICE CHANCELLOR (DVC)

COLLEGE OF HIGHER DEGREES AND RESEARCH (CHDR)

Dear Sir /Madam,

RE: INTRODUCTION LETTER FOR Ms. Nasikombe Rashida

REG. MBA/19463/113/DU, TO CONDUCT RESEARCH IN YOUR

INSTITUTION

The above mentioned candidate is a bonafide student of Kampala International

University pursuing a masters degree in business administration in supplies

and procurement management she is currently conducting a field research

for her dissertation entitled capacity building and improvement of procurement in

wakiso district local government, Uganda.

Your institution has been identified as a valuable source of information pertaining

to his research project. The purpose of this letter then is to request you to avail

her with the pertinent information she may need.

Any data shared with her will be used for academic purposes only and shall be

kept with utmost confidentiality.

Any assistance rendered to her will be highly, appreciated.

Yours truly,

Novembrieta R. Sumi!, Ph.D.

Deputy Vice Chancellor, SPGSR

56

. "

APPENDIX I B

TRANSMITTAL LETTER FOR THE RESPONDENTS

Dear Sir/ Madam,

Greetings;

I am a student of Kampala International University. Part of the requirements for

the award is a dissertation. My study is entitled, capacity building and

improvement of procurement in Wakiso district local government Kampala,

Uganda. Within this context, may I request you to participate in this study by

answering the questionnaires. Kindly do not leave any option unanswered. Any

data you will provide shall be for academic purposes only and no information of

such kind shall be disclosed to others.

May I retrieve the questionnaire within five days (5)?

Thank you very much in advance.

Yours faithfully,

Nasikombe Rashida

57

APPENDIX 11

CLEARANCE FROM ETHICS COMMITTEE

· Date -------Candidate's Data

Name __________ _ __ _

Reg _ _ _ _____ _____ _

Course - - - - - --- - --- - -Tit I e of Study _ _ ___ _ _ _ ___ _ _

Ethical Review Checklist

The study reviewed considered the following:

__ Physical Safety of Human Subjects

__ Psychological Safety

__ -Emotional Security

__ Privacy

__ Written Request for Author of Standardized Instrument

_ _ Coding of Questionnaires/Anonymity/Confidentiality

__ Permission to Conduct the Study

Informed Consent --

__ Citations/ Authors Recognized

Results of Ethical Review

_ _ Approved

__ Conditional (to provide the Ethics Committee with corrections)

_ _ Disapproved/ Resubmit Proposal

Ethics Committee (Name and Signature)

Chairperson ____ _ ___ _ _

Members _______ _ _ _

58

i\. ··:~:: ~ ' -.. -1 -✓ "\

APPENDIX III

INFORMED CONSENT

I am giving my consent to be part of the research study of Ms NANSIKOMBE

· RASHIDA. that will focus on procurement improvement and capacity building.

I shall be assured of privacy, anonymity and confidentiality and that I will be

given the option to refuse participation and right to withdraw my participation

anytime.

I have been informed that the research is voluntary and that the results will be

given to me if I ask for it.

Initials: ----------Date _________ _

59

-'

APPENDIX 1VA

FACE SHEET: DEMOGRAPHIC CHARACTERISTICS OF THE

RESPONDENTS

Gender (please Tick): ____ _ (1) Male

(2) Female

Age: ____ _

Qualifications Under Education Discipline (Please Specify):

(1) Certificate. __________ _

(2) Diploma __________ _

(3) Bachelors __________ _

(4) Masters __________ _

(5) Ph.D. ________ _

Other qualifications other than education discipline

Number of Years Teaching Experience (Please Tick):

____ (1) Less than/Below one year

____ (2) 1- 2yrs

____ (3) 3-4yrs

____ (4) 5-6yrs

____ (5) 7 years and above

60

. ·•· ~ .. .,;

\~ .....

QUESTIONAIRE

SECTION B: TRAINING

In the subsequent sections, circle or tick the letters that best describes your

opinions on each of the statements. The least score is strongly disagree (SD)

while the highest score is strongly agree (SA).If you strongly disagree, circle SD,

· where you disagree, circle B, incase you agree circle A, where you strongly agree

mark SA and when in doubt, mark not sure .The scores for each remark shall be:

5 Strongly Agree, 4 Agree, 3 =Not sure, 2= Disagree,1 Strongly disagree .

SECTION B

1. Training of employees makes them SA A NS D SD

perform better

2. Our organisation usually trains new SA A NS D SD

employees

3. Training has improved the work SA A NS D SD

ethics of our staff

4. We have been sensitized on the SA A NS D SD

procurement law

5. Training workshops are organised to SA A NS D SD

improve our skills

6. We have been trained to improve on SA A NS D SD

our roles and

res po nsi bi I ities in the procurement

process

7. We have sensitized on the general SA A NS D SD

principles of public procurement

8. We have been trained on the skills of SA A NS D SD

61

record keeping

9. We have been trained on the SA A NS D SD

procurement planning process

10 We have been trained on how to SA A NS D SD

prepare statement of requirements for

works, supplies, services.

11 We have been trained in the SA A NS D SD

procurement procedures in public

procurement

12 Sensitization workshops enable the SA A NS D SD

sharing of information with other

local government

13 We have been trained on the SA A NS D SD

preparation standards bidding

documents A

14 We have been trained Aon how to SA A NS D SD

determine the best bidder for contract

award.

15 We have been trained on how to SA A NS D SD

supervise and manage contracts of

providers

16 We have been trained to technical SA A NS D SD

and managerial skills to use internet

purchasing.

1 We have been trained in technical and SA A NS D SD

7 managerial skills to use internet

assets.

62

SECTION C: RETOOLING

1 We are provided with computers to SA A NS D SD

8 perform our duties

1 We are provided with printers to do SA A NS D SD

9 our d?Jily work

2 We are provided with printers and SA A NS D SD

0 photocopiers for our

daily work

2 We are provided with internet SA A NS D SD

1 services at our workplaces

2 Future is provided to all our staff SA A NS D SD

2

2 Absence of furniture affects the way SA A NS D SD

3 we work

. 2 We have adequate storage faculties SA A NS D SD

4 for documents and

supplies

2 Wakiso district local government SA A NS D SD

5 provides internet technology to

manage procurements and supplies

2 Internet assets are required in SA A NS D

6 procurement activities

We are provided with transport to SA A NS D SD

2 monitor the work of contractors

· 7

63

. '

· 2 We are provided with all the SA A NS D SD

8 information we need to

make decisions

2 We share important information SA A NS D SD

9 with other staff and

customers.

3 We are provided with a notice board s~ A NS D SD

0 to display important information .

3 Bid boxes are provide to receive bid SA A NS D SD

1 from providers

SECTION D: PROCURMENT IMPROVEMENT

32 Wakiso district local government has SA A NS D SD

a shortlist of providers to rely on

for most of the procumbent

33 Items to be procured t are initiated SA A NS D SD

by users

3 Wakiso district local government SA A NS D SD 4

makes pubic advertisements through

the press.

35 Users provide descriptions of what SA A NS D SD

they need before procurement is

done

36 The procurement office provides SA A NS D SD

reliable information on the time it

will take to process the requisition.

37 Goods received usually conform to SA A NS D SD

64

the specification

38 Goods purchased usually meet the SA A NS D SD

needs of the users.

39 Vendors supply less than what is SA A NS D SD

ordered for

40 Competition is used in the acquisition SA A NS D SD

of goods.

41 The evaluation criteria is made to al.I SA A NS D SD

potential providers

42 Contracts are usually awarded to the SA A NS D SD

best evaluated bidder (BEB)

43 Notice of best evaluated bidder is SA A NS D SD

usually placed on the public notice

board.

44 Services procured are usually SA A NS D SD

rendered to accordance with the

terms of reference.

45 We have been trained Aon how to SA A NS D SD

determine the best bidder for contract

award.

44 Works procured are normally executed SA A NS D SD

within the agreed time.

45 Providers complain about contracts SA A NS D SD

award declaration .

46 Contracts award are influenced by SA A NS D SD

external parties.

65

{ii) Efficiency in procurement improvement

54 Costs are normally reduced by SA A NS D SD

purchased from cheap.

55 The procurement process is SA A NS D SD

usually expedited according to the

time schedule to avoid excessive

costs.

56 The procurement process is buying SA A NS D SD

from the cheapest source

57 We minimize costs by buying from SA A NS D SD

the cheapest .

58 The cost price of the requirements is SA A NS D SD

usually the one in the quotations.

59 Works executed are normally executed SA A NS D SD

at the contract price.

60 Goods supplied by providers normally SA A NS D SD

match with the set standards.

61 Users of such supplies usually find SA A NS D SD

them satisfactory.

62 Goods are inspected to satisfy equality SA A NS D SD

and confirmation to specifications

before acceptance.

66

.. ..

Section E

63 The training activities are not useful to

our daily work.

64 We do not need training to improve on

performance

65 Corruption has affected procurement

capacity building

66 Political interference has affected

procurement capacity building.

67 Limited political support for

procurement reforms has affected

capacity building.

68 Lack of funds affects the level of

capacity building

69 Limited computerization and facilitation

affects capacity building

70 Interference from technical officers

affects capacity building

71 Limited top management commitment

affects capacity building

67

SA A NS D SD

SA A NS D SD

SA A NS D SD

SA A NS D SD

SA A NS D SD

SA A NS D SD

SA A NS D - SD

SA A NS D SD

SA A NS D SD

APPENDIX VI - CURICULLUM VITAE (CV).

B1O DATA:

SURNAME

OTHER NAMES

· SEX

DATE OF BIRTH

NATIONALITY

: RASHIDA

: NASIKOMBE

: FEMALE

: 19/11/ 19987

: UGANDAN

MARITAL STATUS : SINGLE

COUNTRY : UGANDA

: KAMPALA DISTRICT

ADDRESS

TEL

EIMAIL

: P.O. BOX 2000 KAMPALA, UGANDA

: 0753694343

: zamuninah@yahoo.com

· EDUCATIONAL BACKGROUND

YEAR SCHOOL/INSTITUTION

2008-2011 Kampala International

University

2006-2006 Standard High School Zzana

2002-2005 Standard High School Zzana

1995-2001 Basajjabalaba primary

Bushenyi

WORKING EXPERIENCE

Period March 2011

Position Purchasing Manager

68

AWARD

Bachelors of business ·

administration in supplies

and procurement

management

UACE

UCE

PLE

Company Bwebajja Royal Estates

·ti, RESPONSIBILITIES

❖ Buying materials

ACHIEVEMENTS ❖ Money handling Skills ❖ Dealing with many people

SUMMARY PROFILE

A self reliant individual with ability up anew idea and concepts quickly, organ work with little pressure in a busy environment. Willing to take any responsibilities and assignments, regardless of the change. Good communication and interpersonal skills Computer knowledge

BEHAVIORAL SKILLS

• Self motivated and hard work to achieve intentions • Very good time management with excellent ability to complete tasks on

time • Team player with the ability to work under minimum or no supervision. • Good communication skills

A high level of adaptability, reliability, honesty, flexibility enthusiasm, good human relation skills leadership initiative and work survival among relevant skills.

INTRESTS / HOBBIES

i. Making Research ii. Making friendship iii. Adventure

I am a serious, hard working confident and social lady with ability to accomplish tasks put before me with little ideas put up in the organization.

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REFEREES.

Bwebaja Royal Estates . . , .. Manager

~"' .M . A S ~tsJ'-,, ,. r·;,_ u senyonga '·iel:Q1j72354167

·fl.. .

Supervisor Yakoub Ssebandeke

. Tel: 0715119371

I declare, that the information given above is genuine and true to the best of my knowledge and values.

Signature .................................................. . Date ....... ................................ .

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-el: 0392-723334 I H A H Y c;OHHl!.SPD NDl!NC Z' VI"

3 ~ Pl.EASE QUOTE

CR 220/1

...

THE REPUBLIC □F UGANDA

Office of the Chief Administrative Officer P.D . .BDX .7..?J.B

KAMPALA. Emai\·.waki'Sod\c@~almo.co.uk Date: 13/06/2013

WAKIS□ DISTRICT LOCAL G□VERNMENT The Head of Department,

Economics and Management Science,

Kampala International University,

P. 0 BOX 20000,

KAMPALA.

RE: MS. NASIKOMBE RASHIDA

The above is a student of your University undertaking a Master of Arts Degree in

Business Administration majoring in Supplies and Procurement Management.

She r~quested to conduct her research from this Organisation and was granted the

opportunity to do so.

She was able to interact with Members of the Procurement and Disposal Unit like the

Principal Procurement Officer, the Senior Procurement Officer and a few members of

the C0ntracts and Evaluation Committee. She is yet to complete all the concerned

members that constitute her target group.

I am convinced that the information received and interactions made with members will

enable her generate information required for her study.

D cl Kigenyi=-ruir

CHIEF ADMINISTRATIVE OFFICER

71

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.i.. i.~f G gaba Road - Kansanga · ~-- P.O. B ox 20000. Kampa!~. Uganoa

U KAMPALA ·-;·' Te l : +25 6 - 4 14 - 266813 / +256. 772. ::;225,i

INTERNATIONAL Fax: +256 - 41 4 - 501 974 UNIVERSITY E-mail: adm in@kiu.ac .ug _ Webs ite : www.kiu.ac.ug

~ OFFICE OF THE HEAD OF ~EPARTMENT, ECONOMICS AND " MANAGEMENT SCIENCES ~-•

/ . .ft COLLEGE OF HIGHER DEGREES .AND RESEARCH (CHOR) f '-'f:

IJaL..:. 25'" M ,t)-.2 \l I .,

...

~ 4,,,

RE: REQUEST NASIKOMBE RASHIDA MBA/19463/113/DU TO CONDUCT RESEARCH IN YOUR ORGANIZATION

T he above mentioned is a bonafide student of Kampala International University pursuing Master in Business Administration (Supply a nd Procurement) .

Sh e is currently conducting a research e ntitled " Improving Procurement Performance of Procuring and Disposing Entities Through Capacity

Building."

Your orga n ization has been ide ntified as a valuable source of information pertaining to her research project. The purpose of this letter is to requesl you to

avail her with pertinent Information she may need.

Any information sllared with her from your o rganizat ion sh all be trezitcd with

utmost confide n t ia li ty.

Any assistance rendered to her will be highly appreciated .

Youcs tculy~ z -5r0'v '/ . > "Tl ' ' D~-.sftnga Ram'a<:1,tian

H ad' of Department, · E ' nomics and Management Sciences, (CHDR)

< ·

... , ~ . ·· • • Or~o.T-Gaite Principal-CH OR

#~' .,

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