DECENTRALISATION AND SERVICE DELIVERY IN MOYO DISTRICT,

NORTHERN UGANDA

BY

KISAMBIRA ASUMAN

BPA/41471/133/DU

A RESEARCH DISSERTATION SUBMITTED TO THE COLLEGE OF

HUMANITiES AND SOCIAL SCIENCES IN PARTIAL FULFILLMENT

FOR THE REQUIREMENT OF THE AWARD OF DEGREE IN

PUBLIC ADMINISTRATION OF KAMPALA

INTERNATIONAL UNIVERSITY

AUGUST, 2016

DECLARATION

This research dissertation is my original work and has not been presented for a Degree or any

other academic award in any University or Institution of learning

t~/1~ IName and Signature of Candidate

Date

APPROVAL

“1 confirm that the work in this Dissertation is carried out by the Candidate under my

supervision”

€~2wo~s\L-’-\e ~~\J~tZ L

Name and signature of supervisor

Date

DEDICATION

I dedicate this report to the Almighty Allah for everything he has done for me during my

academic career. I would like to dedicate this report to my dear father Kisambira Faisal my

dear mother Namukose Masitura and the rest of my family members for their endless support

their have given to me spiritually, financially and morally.

iv

ACKNOWLED GEMENT

I thank the Almighty Allah for strength and good health which has enabled me to come this

way and achieve the long dream of accomplishment of the degree.

I acknowledge my supportive supervisor Madam Ruth Turnwijukye for his critical and

professional support and guidance. I also would like to thank the HOD Mr. Muzale Gerald for

his support.

I do also thank my dear friends; Nicholas, Nabaasa Alex, Mackline, Atuhaire Abias, Katamba

Moses, Benjamin and the rest.

I would also like to acknowledge the top management of the Moyo District for the gracious

opportunity they offered me to carry out my study from their premises.

V

TABLE OF CONTENTS

DECLARATION

APPROVAL

DEDICATION iv

ACKNOWLEDGEMENT v

LIST OF TABLES v

LIST OF FIGURES vi

LIST OF ACRONYMS vii

CHAPTER ONE 1

INTRODUCTION 1

1.0 Introduction 1

1 .1 Background of the Study 1

1.2 Statement of the problem 3

1.3 Purpose of the study 3

1.4 Objectives of the study 3

1.5 Research questions 4

1.6 Scope of the Study 4

1.7 Significance of the Study 4

1.8 Conceptual Framework showing independent and dependent variables 6

CHAPTER TWO 7

LITERATURE REVIEW 7

2.0 Introduction 7

2.1 Decentralisation policy 7

2.2 Roles played by decentralisation in regard to service delivery 7

2.3 Challenges faced by decentralised system of service delivery 9

2.4 The relationship between decentralisation and service delivery 12

CHAPTER THREE 16

RESEARCH METHODOLOGY 16

3.1. Introduction 16

3.2. Research Design . 16

3.3 Study Population 16

3.4 Sample Size 16

3.5 Sample Techniques 17

3.6 Data Collection methods and Instruments 17

3.6.1 Data Collection Methods 17

3.6,1.1 Interviews 17

3.6.2 Data Collection Instruments 18

3.6.2.1 Interview Guide 18

3.6.2.2 SelfAdministered Questionnaire 18

3.7 Data Processing 18

3.8 Data Analysis 18

3.9 Ethical Consideration 19

CHAPTER FOUR 20

PRESENTATIONS, INTEPRETATIONS AND ANALYSIS OF DATA 20

4.0 Introduction 20

4.1 Demographic characteristics of respondents 20

4.1.1 Gender of Respondents 20

4.1.2 Age of the Respondents 21

4.1.3 Marital Status of the Respondents 22

4.1.4 Education Levels of the Respondents 23

4.2 FINDINGS ON DECENTRALISATION AND SERVICE DELIVERY IN MOYODISTRICT, NORTHERN UGANDA 24

CHAPTER FIVE 33

SUMMARY OF DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS 33

5.0 Introduction 33

5.1 Summary of the discussions 33

5.1.1 Socio-demographic characteristics 33

5.1.2 Roles played by decentralisation in regard to service delivery 34

5.1.3 Challenges faced by decentralised system of service delivery 34

5.1.4 Relationship between decentralisation and service delivery 35

III

5.2 Conclusion of the Findings .35

5.2.1 Roles played by decentralisation in regard to service delivery 35

5.2.3 Challenges faced by decentralised system of service delivery 36

5.2.4 Relationship between decentralisation and service delivery 37

5.3 Recommendations 38

5.4 Recommendation for Future Research 39

APPENDICES 43

APPENDIX A: QUESTIONNAIRE 43

APPENDIX C TIME FRAME 46

APPENDIX D: STUDY BUDGET 47

iv

LIST OF TABLES

Table 1: Showing Research Population 16

Table 2: presenting the gender distribution of the respondents who participated in the study 20

Table 3 showing age distribution of the respondents 21

Table 4 showing marital status of the respondents 22

Table 5: Educational Level of the Respondents 23

Table 6: Do you think decentralisation has improved on quality of decision making in your

community 24

Table 7: Do you agree that decentralised system had led to diversification of activities in your

district 26

Table 8: Are you aware that decentralisation makes quicker decisions 28

Table 9: Do you agree that poor coordination of decentralised system has hindered service

delivery in your community 29

Table 10: Are you aware that inconsistences and administrative expenses have been major

constraints of service delivery in your district 30

Table 11: Is there any significant relationship between decentralisation and service delivery exist

V

LIST OF FIGURES

Figure 1: Gender distribution of the respondents who participated in the study 21

Figure 2: Age distribution of the respondents 22

Figure 3: Marital status of the respondents 23

Figure 4: Educational Level of the Respondents 24

Figure 5: Do you think decentralisation has improved on quality of decision making in your

community 26

Figure 6: Do you agree that decentralised system had led to diversification of activities in your

district 27

Figure 7: Are you aware that decentralisation makes quicker decisions 28

Figure 8: Do you agree that poor coordination of decentralised system has hindered service

delivery in your community 30

Figure 9: Are you aware that inconsistences and administrative expenses have been major

constraints of service delivery in your district 31

Figure 10: Is there any significant relationship between decentralisation and service delivery

exist 32

vi

LIST OF ACRONYMS

ACAO Assistant Chief Administrative Officer

CAO Chief Administrative Officer

CBO Community Based Organization

CSO Civil Society Organization

DDHS District Director of Health Service

ELUs Environment Liaison Units

GT Graduated Tax

LAs Lead Agencies

LC Local Council

LG Local Government

LGDP Local Government Development Program

MAAIF Ministry of Agriculture, Animal Industry and Fishery

NAADS National Agricultural Advisory Services

NARO National Agricultural Research Organization

NEMA National Environmental Management Authority

NFA National Forestry Authority

NGO Non Governmental Organization

NRM National Resistance Movement

NRM Natural Resource Management

PMA Plan for Modernization of Agriculture

RC Resistance Council/committee

SMC School Management Committee

UPE Universal Primary Education

VII

CFIAPTER ONE

INTRODUCTION

1.0 Introduction

This chapter presents the background to the study, statement of the problem, the purpose of the

study, objectives of the study, research questions and assumptions, scope of the study, significance

of the study, the justification of the study and the operational definitions of terms and concepts as

applied to suit the context of the study.

1.1 Background of the Study

In the last quarter of the ~ 9~ century, countries the world over have attempted to implement

decentralization by transferring responsibilities of the state to lower tiers of government in order

to ensure service delivery as noted by Akin J, (2001). Significantly, most of these lower

government administrative units have been established to provide for administrative, fiscal and

political aspects under decentralization strategy.

In the last decade or so decentralization has especially gained prominence as an expressed goal or

as an actual programmatic pursuit in the context of or as a consequence of two prominent

movements affecting the African state. One consists of structural adjustment programs that sought

to reform the public sector starting in the 1 980s while the other is the ongoing transition toward

more democratic and competitive politics that started in the 1990s. Although the post-

independence history of governance and development in Africa is replete with expressed

commitments and even actual legal and programmatic attempts at decentralization, it has mostly

been honored in the breach. In nearly all African countries, structures of local administration exist

but are often subordinated in their legal creation, mandate, and operation to the central state,

especially the executive. Most of these structures date back to the colonial era as part of the

dimensions of the state bequeathed at independence less as units of local governance and service

delivery and more as instruments for administering the interior. As a result, up to the early 1990s,

these local level structures either ossified along with the rest of the public sector under the weight

of centralization or became conduits of the central state’s repression.

1

The history of Uganda from the colonial period has been patched by different forms of governance

(Lubanga, 1996:49). There has been emphasis on either centralized or decentralized form of

governance in Uganda, this pied from one political regime to another or even within the same

regime. The origins of the current local governance in Uganda can be explained by the history of

public administration and politics in Uganda, which date back to the colonial times. At

independence, the newly independent nation states inherited centralised systems of governance

from their former colonizers (Lubanga, 1996). However with the Structural Adjustment programs

that set in, a new wave of events unfolded. Bringing services closer to the people became the

agitation of many nations not oniy in the West, but in the developing Countries as well. Together

with the desire to bring services closer to the people is the NPM ideology of moving public

accountability closer to the people. Scholars have argued that, decentralisation under the 1997

Local Governments Act, has led to more responsive, efficient and accountable local governance

in Uganda.

While indeed decentralisation has provided great opportunities for improved water service

delivery, it has also provided some daunting challenges. Decentralised service delivery is

especially constrained by inadequate skills and institutional capacity at local government level. A

key challenge for the provision of rural water services is inadequate staff, especially in the district

water offices. In some districts there are no substantive district water officers while in others the

DWO also doubles as the district engineer.

In Moyo District, the situation is worsened by the trend of creating more new districts whereby

resources are spent on establishing new offices rather than expanding water services. In the Water

and Environment Sector Performance Report 2011, it was reported that there were 559136 people

served through the construction of 2863 water sources, which was a reduction from the 670910

people served in 2009/20 10. This was attributed to the fact that considerable investments went into

establishing new district water offices, purchasing transport and office equipment for them. The

low staffing levels in district water offices have further affected implementation of water

programmes and subsequently sector performance. This has especially been the case in newly

created districts. The SPR 2011 notes that 90% of staff in the newly created district water offices

lack the required qualifications and experience to effectively and efficiently implement water

activities under the DWSCG. But the older districts have not been spared the loss. In some districts

2

like Lira, the new districts that were curved out went along with geographical territory and

personnel, leaving the parent district constrained for staff.

1.2 Statement of the problem

Khaleghian, P (2003) argues that according to decentralization policy in Uganda, Moyo District is

expected to be effective in responding to people’s needs in regard to service delivery. This is aimed

at improving efficiency by planning decision making and planning in the hands of the direct users.

Khaleghian, P (2003) further notes that this is because the priority of policy makers in developing

countries is ensuring that vulnerable groups, particularly the poor, women of child bearing age,

and young children have access to high quality social services and thus improved Gross Domestic

Product (GDP) and longer life expectancy. However the objective of coming up with

decentralization with respect to service delivery has not been achieved. This has been contributed

by a number of factors such as corruption, poor policy monitoring and evaluation etc. In Moyo

District, the majority of the individuals are poverty stricken with poor standards of living despite

the repeated efforts by the government to implement decentralized system of system delivery.

In this response, the concerned stakeholders such as the government needs to ensure better decision

making and implementation of policies at the top level management and thus reforms public

service provision and thus leads to service delivery in Moyo District. It was due to this that the

researcher attempted to examine the effects of decentralisation on service delivery in Uganda

particularly in Moyo District.

1.3 Purpose of the study

The purpose of the study was to examine the influence of decentralisation in Uganda particularly

in Moyo District towards service delivery in Uganda.

1.4 Objectives of the study

i. To identify the roles played by decentralisation in regard to service delivery in Moyo

District

ii. To establish the challenges faced by decentralised system of service delivery in Moyo

District

3

iii, To find out the relationship between decentralisation and service delivery in Moyo District

1.5 Research questions

i. What are the roles played by decentralisation in regard to service delivery in Moyo

District?

ii. What are the challenges faced by decentralised system of service delivery in Moyo

District?

iii. What is the relationship between decentralisation and service delivery in Moyo District?

1.6 Scope of the Study

The study was carried out in Moyo District, Uganda. Moyo District was a district in Central

Uganda that encircled Kampala, Uganda’s capital city, and had become a boomburb. The district

was named after the town of Wakiso, where the district headquarters are located.

The study was carried out with a purpose of identifying the roles played by decentralisation in

regard to service delivery in Moyo District, establishing the challenges faced by decentralised

system of service delivery in Moyo District and examining the relationship between

decentralisation and service delivery in Moyo District.

The study covered a period of three months and took place from June to August 2016 because of the

nature of exercise that was undertaken in gathering, editing and processing data.

1.7 Significance of the StudyThe research has significance to the policy makers; the findings of the study will help in drawing

appropriate strategies to boost the service delivery

The study will act as a source of literature for the scholars who intended to do research on how

decentralisation influence service delivery

The study will be useful to many different kinds of people and organizations in many various ways

as follows; to the local government, the findings of the study will help in analyzing the role of

decentralisation in Moyo District well as the entire Uganda

4

The study will provide recommendations to the decentralization planners on how best they can

implement decentralization policy.

The study will be significant in order to find out how much efforts the Ministry of Local

Government is putting in place in order to satisfy the priority sectors on how best they could

implement decentralization policy.

The study will help the Sub-county to identify the challenges to the decentralization in achieving

its objectives

The research report can be used by student who would also like to research on the same topic as a

reference. The study will enable the researcher to acquire skills and techniques of conducting

research, which he will continue to use in doing other research. The study will help the researcher

to gain knowledge and practical skills in the field of decentralization policy on how to handle

challenges.

5

1.8 Conceptual Framework showing independent and dependent variables

The conceptual framework diagrammatically shows the relationship between the different variables in

the study. The independent variable was perceived as the decentralisation and dependent variable was

service delivery

The independent variable was perceived as decentralisation whereas the dependent variable was

service delivery. The independent variable focuses on improving the quality of decisions/decision

making, facilitating diversification of activities and reforming public service provision and the

dependent variable concerns effectiveness in service delivery, transparency levels, service satisfaction

and access to services. This intervened by security/stability, level of education, government policy and

tribalism. Conceptually, service delivery is associated with decentralisation, the more decentralisation

the better service delivery.

Independent variable

Impact of decentralisationDependent Variable

Service delivery

• Improve the quality of

decisions/

o Facilitates diversification

of activities

o Reforms public service

provision

o Effectiveness in

service delivery

o Transparency levels

o Service satisfaction

o Access to services

o Government policy

• NGOs support

6

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

The study reviewed literature from various scholars on the major variables of the study which

included; the roles played by decentralisation in regard to service delivery, the challenges faced

by decentralised system of service delivery and the relationship between decentralisation and

service delivery.

2.1 Decentralisation policy

Decentralization is a key policy reform that was adapted in late 1992 to promote and improve

service provision and ensure good governance in local development management as enshrined in

the Uganda constitution and in the local government act 1995 Ministry of Local Government

(2006).It is the responsibility of the government of Uganda to provide relevant and affordable

services including education to its citizens. “Education is the most powerful weapon which can be

used to change the world” (Mandela 2003). This is in line with Dakar Declaration on Education

for All (EFA) in 2000.

2.2 Roles played by decentralisation in regard to service delivery

Improved quality of decision making

Akin J, (2001) argues that decentralisation helps to improve the quality of decisions/decision-

making at the top level management in relation to service delivery. Decentralisation of authority

among other executives at all levels in the district relieves the top executive of the excessive burden

saving his valuable time, which he can devote to more important and long-term problems. This is

bound to improve the quality of his decisions regarding such problems and this helps to boost

developmental projects within the district and hence leading to increased Gross Domestic Product

(GDP) thus service delivery.

7

Diversification of activities

According to Asfaw A, (2004), decentralized system delivery facilitates diversification of

activities. It is a matter of common experience that a district with departmentation on the basis of

activities and operations. Administrators of semi-autonomous product divisions are able to utilize

their skills and experienced judgment and thus such policy creates self-sufficient units under

overall co-ordination of top level management and hence increased productivity with in the

district. This also further increases the Gross Domestic Product thus socio economic development.

Develops managerial personnel

Banting K, Corbett S (2002) note that decentralization also encourages development of managerial

personnel. This provides wide exposure to personnel or administrators and hence that gives an

opportunity to grow and to have self-development and thus the more talented and capable persons

learn and improve and qualify themselves for higher managerial positions within the district and

thus improves on the performance thus contributes to service delivery. This is because a

decentralized system of administration also allows its personnel adequate freedom to try new ideas,

methods or techniques and thus increases of levels of employment and thus achievement of service

delivery.

Improves motivation

According to Dolores Jiménezi, (2005), decentralized system of administration also improves

motivation. Research conducted by social scientists has proved that the organizational structure

itself exercises some influence on the motivation of the people working within it. An Organisation

structure which facilitates delegation, communication and participation also provides greater

motivation to its managers for higher productivity and thus leads to service delivery.

8

2.3 Challenges faced by decentralised system of service delivery

Poor coordination

Oates, WE (2001) notes that decentralized service delivery may lead to the problem of co

ordination at the level of an enterprise as the decision-making authority is not concentrated. This

may also hinder the delivery of social services at local units of the administration and thus affects

the socio economic development in larger perspective.

Inconsistencies

Shah, Anwar, (2004) mentions that decentralisation may lead to inconsistencies (i.e. absence of

uniformity) at the Organisation level. For example, uniform policies or procedures may not be

followed for the same type of work in different divisions. For instance at the local government

level, due to decentralized system of administration, there might be inconsistency in terms of

delivery of services to people and thus hinders service delivery.

Administrative expenses

According to UNDP (2010), decentralisation is also costly as it raises administrative expenses on

account of requirement of trained personnel to accept authority at lower levels. Even the services

of such highly paid manpower may not be utilised fully, particularly in small organisations. It is

therefore important to address this issue with time.

Poor Financing

One of the most critical challenges faced by local Government is their lower financial resource

base due to limited source of Local Revenue and over dependence on grants from the Central

Government. This challenge of a major importance because all activities performed by local

government requires adequate financial resources. The imperative of adequate financial resources

was recognized by the World Bank’s world Development Report (1999:117).

However, LGs also heavily depends on subventions from central Government. This dependence

of LGs on funding from the central government increased when the graduated tax which

9

contributes about 80% of the local revenue was abolished in 2005 (Green 2008).According to

Onyach-Ola (2007), the central government transfers to the LGs account to about 30% to 37% of

the national budget and constitute about 95% of the LG revenue. Central government transfers are

by and large earmarked for services for which they are given. Only a slight degree of flexibility is

allowed with restriction.

This inadequate financial capacity and financing has greatly affected service delivery and is still

continue to affect as a result of creating more districts under the decentralization as the limited

resource has to be spread to the new districts and thus reducing the central government grants to

the Local government which are still facing financial problems to finance development

programmes. Another dimension of the local government finance problem has to do with lack of

financial management skills, there is a general lack of qualified accountant and the audit system

remains weak Onyach-Olaa (2007).

Limited Human Resource Capacity

There is a general agreement the problem of inadequate human resource capacity in the Uganda

local government continue to exist. The problem highlighted by Dc Muro, Salvatici and conforti

1998 as affecting sub-Saharan African countries also exist in Uganda. These problem include

inadequate qualified and experience staffs to deliver Public service and lack of trainings

opportunities to develop professional and technical expertise. The problems noted by the study as

constraining staff recruitment and retention in the LG include, among others, low pay and salary

payment delays, which, in turn, lead to low staff morale. In Uganda, the staffing problem is

exacerbated by a shortage of equipment and materials. A study by Azfar et al. (2000), found that

only 17 percent of health facility respondents reported that all their employees had the necessary

equipment and resources to do their jobs well.

The central Government is, however, making efforts to increase the capacity of local governments

through training of administrative and support staff. The decentralization secretariat also runs

sensitization courses for new council chairs and councilors. A related problem is the insufficient

capacity of training institutions in Uganda to train qualified staff, despite a recent growth in private

universities. Having a sufficient professional and well-trained staff is essential for LGs to realize

their potential for serving their communities. However, LGs in Uganda continue to operate at less

10

than the acceptable minimal personnel structures, in some instances as low as 9 percent of the

approved personnel structure (Onyach-OIaa 2007). This has greatly affected service delivery on

most local governments and lower local Governments.

Corruption

A key ingredient of decentralization the transfer of more political and administrative power to local

leaders may also provide an avenue for abuse. This feature opens the system to corruption,

especially in awarding lucrative service contracts to friends, family, relatives, clansmen, and those

who pay kickbacks. This corruption can lead to the poor, women, the disabled, the less politically

favored and other minorities being marginalized, unless measures are explicitly put in place to

deter it. One of the key issues raised in the literature on decentralization is the relative capture of

the democratic process by special interest groups at central and local levels of government. The

Madisonian presumption holds that the lower the level of government, the greater the extent of

capture by vested interests and the less protected minorities and the poor tend to be (Bardhan and

Mookherjee 2000). Research by Bardhan and Mookheijee (2000) examined the LGs’ proneness to

capture under diverse factors. The results suggest that the extent of relative capture at local levels

may turn out to be context- and system- specific, thus justifying the need for empirical research to

identify the nature of relative capture in any given setting.

In Uganda, the constitution and the Local Government Act of March 1997 and subsequent

amendments of July 1997, June 2001, November 2001 and November 2003 require the

representation of special interest groups, such as women, youth, and disabled, on local councils.

However, evidence on the status of accountability and corruption in Uganda’s decentralized

structures remains mixed and inconclusive. On a rather positive note, a report by Kullenberg and

Porter (1998), argues that the budgeting and expenditure process has become more transparent,

though it also recognizes that institutions and legal frameworks to promote accountability are not

strong. The report concludes that “whereas malfeasance and corruption went undetected at the

central level, increased transparency in local government has greatly improved the capacity to

expose these practices and initiate corrective action.” The discussion by Kullenberg and Porter

(1998) is largely a descriptive discussion of why various issues of accountability have become

central in decentralization policy and practice. Meanwhile, a report of the World Bank’s Mission

11

to Uganda (Flanay and Watt 1999) and other studies highlight the contribution of the Ugandan

press to exposing corruption.

Poor relationship between the local politicians and the technocrats

The poor relationship between the local politician and the technical staff in the local government

has also been a major challenge to the service delivery under the decentralization policy in Uganda.

A paper presented by World Bank on curbing corruption and promoting transparency in Local

Governments in 2003 a case study of Busenyi District Local Government found out this as the

major challenge under the decentralization, the research revealed that in a bid to safeguard their

position and push their personnel interest and win majority support, the politicians in most eases

harassed the technical cadres and intimidates them. This has been a reason why even attraction

and retention of professional, competent and experienced cadres in local government very difficult.

Although the motives of decentralization differ across countries ~Naidoo 2002), the major

arguments supporting decentralization in developing countries include economic and political

gains. The economic justification for decentralization is Allocative and productive efficiency

aimed at improving public service delivery. Allocative efficiency involves better matching of

public services to local preferences, whereas productive efficiency involves increased

accountability, fewer levels of bureaucracy, and better knowledge of local costs ~Naidoo 2002).

The political justification relates to considerations of local participation, good governance but the

politician use their power and position to influence the technical in their direction especially in

tendering process and procurement and this mostly brings uncondusive and threatening work

environment which at times affects performance and service under decentralization in west Moyo

county compared to other districts in Northern Uganda.

2.4 The relationship between decentralisation and service delivery

Measures work quickly

Khaleghian, p (2003) argues that decentralisation enables to measure the work according to

standard easily and quickly. This facilitate taking up quick decision thus create a more responsive

public sector. Khaleghian, P (2003) noted that decentralisation encourages communities to find

12

solutions to their everyday problems, yielding innovative ideas, which are more attuned to local

conditions. Decentralisation provides opportunities for more people, including the under-

represented groups (like women in some countries, the poor, minorities etc.) to participate in

decisions that affect their lives.

Increased efficiency and output

Mahal A, (2000) cites that decentralisation gives emphasis on care, caution and enthusiastic

approach to the work which in turn results in increased efficiency and output. This is possible

because it involves delegation of authority and responsibility. Mahal A, (2000) further argues that

this is vital since helps to create a more responsive sector or organisation.

Effective service delivery

Oates, WE (2001) argues that decentralisation increases effectiveness in service delivery, like

reducing absenteeism among government employees, for example, in local schools and health

clinics because elected officials receive complaints from their constituents and can improve

discipline. Decentralisation provides bureaucrats with early warnings of potential disasters,

enabling quick remedial action. Decentralisation makes development projects more sustainable

and cost effective because local people are more likely to be involved in their design, execution,

and monitoring.

Reduced management burden

Shah, Anwar, (2004) notes that decentralizing takes some of the burden of daily operations off the

managment. When the owner allows others to perform such tasks as hiring new employees or

ordering supplies, this frees them up to spend more time on big-picture items, such as planning for

expansion or meeting with important clients and thus creates a more responsive public sector.

Shah, Anwar, (2004) further stresses that the morality of the employees are increased because of

delegation of authority with in the public sector, Decentralisation helps to increase employees’

morale because it involves delegation. The employees are motivated to work and thus helps to

improve on the responsiveness of the sector.

13

According to Bardhan and Mookherje (2006) the main reason to the introduction of

decentralization in Uganda has been improving service delivery through ensuring accountability

and transparency in service delivery, however whether there is a positive or negative relationship

between decentralization and service delivery is in question, while as anticipated generally

decentralization has a positive impact on greater participation and control over service delivery

and governance by the local communities, it has also negatively affected service delivery because

of the challenges such as inadequate finance, human resource capacity and corruptions that

lowered the standard and expectations of the county, many scholars argued that there is negative

relationship between decentralization and service delivery (Green 2008)

Decentralization of social services including, education, health, agricultural advisory services and

rural infrastructure (roads, water, electricity and so on,) is embedded in the larger decentralization

processes that are occurring in Northern Uganda, the maj or arguments in favour of decentralization

in developing countries is economic and political gains. The economic justification is Allocative

and productive efficiency aimed at improving public and social service delivery. Allocative

efficiency aimed at matching of public service to local preferences where as productive efficiency

involves improved accountability, fewer level of bureaucracy and good knowledge of the local

cost (~Naidoo 2000). This section analyses the effect of decentralization on rural services namely,

school, health, advisory services and rural roads infrastructure.

As noted earlier, the Local Government Act 1997 decentralized social services including

Education services. The act provides five levels of local government, district, county, sub-county,

parish and villages, the district and the sub county has political authority and significant control

over resources. District councils have autonomy over primary and secondary schools and basic

services in the provision of water health facilities and roads to this primary and secondary schools.

Each district has mandate to formulate, approve and execute its own development plans. Primary

education and schools were devolved by the district to the lower local councils (Azfar et al 2000).

1997, decentralization coincided with the introduction of the Universal Primary Education (UPE)

policy which provides for free primary education for all school age child which at first had a limit

of four children per family but was later amended to benefit all children in 2003 (Nishimura,

Yakasi, Yuichi 2008). The UPE policy aimed to expand access, enhance equity and increase

efficiency in education. And this has led to a dramatic increase in primary school enrolment with

14

the number of students in public primary school nearly doubling by mid 1997, the net enrollment

ratio of school age grows from 85% in 2000 to 92% in 2007(Ministry of Education and Sports

MOES, 2007).

In addition, it has achieved a low economic burden of education at primary level for all households

regardless of their expenditure, there has been also increase in number of schools in each district

as each district can plan for more schools under the decentralization policy. The need for active

participation of parents and communities in school governance has assumed increased importance

under the decentralization of education, it puts emphasis on local management of school, in

particular management of UPE GRANT. Local Councils at various levels are expected to monitor

the flow and use of UPE grant, at the school level the role of the school governing bodies is

stressed. The law requires each school to have a school management committee (SMC) which

takes overall responsibility of running the school. All this has strengthened accountability in

education as the community can demand for better education service from their leaders under the

decentralization policy.

15

CFIAPTER THREE

RESEARCH METI-IODOLOGY

3.1. Introduction

This chapter discussed the methods the researcher used to collect data. It focused on the Research

design, organization of the study, data collection, and data collection procedure and data analysis.

3.2. Research Design

The study applied a descriptive research design to reflect aspects of perception, feelings, experiences,

facts and emotional feelings of the study respondents in examining the decentralisation and service

delivery in Uganda particularly in West Moyo County, Moyo District, Northern Uganda. This was

because the research questions that were generated necessitate observing explanatory, descriptive and

analytical aspects of the research.

3.3 Study Population

The study population involved 58 participants where 15 district development officers, 20 County

leaders and 23 local peasants who were available.

Table 1: Showing Research Population

Type of population Population Target Sample Size

District development officers 15 14

County leaders 20 19

Local peasants 23 22

Total 58 55

3.4 Sample Size

A sample size of 55 respondents were determined through purposive and random sampling methods.

This was so because the nature of data to be generated requires different techniques for better

understanding of the research problem under investigation. Besides this the approach is also

16

commonly known for achieving higher degree of validity and reliability as well as elimination of

biases as per Amin (2005).

3.5 Sample Techniques

3.5.1 Simple Random Sampling

The local peasants were randomly selected to give each an equal chance of representation. All

respondents were assumed to have vital information on the subject matter of the research. Respondents

who were willing to participate were approached.

3.5.2 Purposive Sampling

The district development officers were purposely selected because they head the selected departments

at the district regarding service delivery and thus had knowledge about the decentralisation and service

delivery in Uganda particularly in West Moyo County, Moyo District, Northern Uganda.

3.6 Data Collection methods and Instruments

3.6.1 Data Collection Methods

3.6.1.1 Interviews

The researcher organised key informant interviews with the district development officers who

enriched the study findings. The researcher therefore had to interact with the respondents, face to face

and ask them relevant questions to the study. The method was used purposely because it provided for

a systematic flow of information due to the order of questions and it also helped in covering

information that would have been skipped in the questionnaires.

3.6.1,2 Questionnaires

Both open and close ended questionnaires were used in the collection of data and these were distributed

to the County leaders in the district to provide answers. The method was purposely selected because

it sought personal views of the respondents and thus enabled the respondents to use their knowledge

in providing a wide range of data as they would never shy away in any way.

17

3.6.2 Data Collection Instruments

3.6.2.1 Interview Guide

An interview guide is the list of questions, topics, and issues that the researcher wish to cover during

the interview. The researcher also used interview guide as an instrument to collect data. It was

important the researcher did not ask personal or illegal questions, be comfortable with silences, avoid

ambiguity, and wait for the respondent to speak.

3.6.2.2 Self-Administered Questionnaire

The researcher also used a self-administered questionnaire as tool to collect data. This is a type

of questionnaire, either in paper or electronic form, that a respondent completes on his/her own.

A questionnaire is a survey method that utilizes a standardized set of questions, which allow

respondents’ answers to be systematically compared and/or contrasted. Questionnaires must be

designed carefully, as to ensure clarity.

3.7 Data Processing

The processing of data was done after the collection of data for verification of the information that

was gathered and for attainment of completeness, accuracy and uniformity. Data editing involved

checking the information for errors, which was an added advantage because it enabled the researcher

to delete and eliminate possible errors that were traced which in the end would have manipulated the

results of the study. Data was analyzed concurrently to avoid duplication thereby guiding the entire

study for balanced and critical analysis, The researcher used hypothesis based on the questionnaire

and for other items, tabulation pie-charts and percentage and simple statistical methods were used for

data presentation, analysis and qualification.

3.8 Data Analysis

The study explained, described and presented the findings basing on the specific objectives of the

study and research questions, where data analysis was initially done through sketchy and generalized

summaries of the findings from observation and conclusions in the process of data collection. Data

analysis was done using simple statistical percentages and frequencies and thereafter were presented

in charts.

18

3.9 Ethical Consideration

The researcher carried out the study with full knowledge and authorisation of the administration of

West Moyo County, Moyo District in Northern Uganda. The researcher first of all acquired an

introductory letter from the University which he would use to eliminate suspcion.

The researcher thereafter went ahead to select respondents, and arrange for dates upon which he would

deliver questionnaires as well as pick them in addition to making appointments for interviews to be

conducted. The researcher was charged with a task of ensuring that he would assure the respondents

of their confidentiality as this was paramount to research.

19

CHAPTER FOUR

PRESENTATIONS, INTEPRETATION5 AND ANALYSIS OF DATA

4.0 Introduction

This chapter covers the presentation of the findings according to the themes of the study which

were; to identify the roles played by decentralisation in regard to service delivery in Moyo District,

to establish the challenges faced by decentralised system of service delivery in Moyo District and

to find out the relationship between decentralisation and service delivery in Moyo District

4.1 Demographic characteristics of respondents

Under this section, the researcher was interested in finding out the demographic characteristics of

the respondents. They are presented as follows:

4.1.1 Gender of Respondents

The researcher wanted to know the gender or sex distribution of the respondents and this is shown

in the following table and illustration. This section indicates the both sexes with the community.

Table 2: presenting the gender distribution of the respondents who participated in thestudy

Gender Frequency Percentage (%)

Males 35 64

Females 20 36

Total 55 100

Source: Field Research Findings (2016)

In the above table 1, the study findings revealed that the sample constituted of 55 respondents of

which 64% were males and the 38% remaining were females. This implies that men are the always

the majority involved in service delivery in relation to decentralization due to the societal beliefs

20

that men are more hardworking than women. This further implies that due to the majority of the

respondents were men.

Figure 1: Gender distribution of the respondents who participated in the study

70

60

4.1.2 Age of the Respondents

The study went on to establish the different age groups of the respondents and the findings were

as presented in table 2. The study also involved all respondents who are responsible and with

mature understanding. For example all the respondents were 20 years and above.

Table 3 showing age distribution of the respondents

Age Frequency Percentage (%)

Below 20 4 7

Between 20-3 9 23 42

Between 40-59 1 1 20

60 and above 17 31

Total 55 100

Source: Field Research Findings (2016)

The study revealed that the majority of the respondents fell in the age category below 20 with a

7% representation. Age category 20-3 9 had a total response of 42%, while 40-5 9 age group was

50

40

30

20

10

0Males Females

21

represented by 20% the 60 and above category had a total representation of 31%. This implies that

elderly people usually are less energetic to actively engage in decentralized service delivery. This

further implies that the middle aged are mostly involved since they are mature and thus are capable

to run the service delivery in relation to decentralization.

Figure 2: Age distribution of the respondents

45

40

35

30

25

20

15

10

5

4.1.3 Marital Status of the Respondents

The study further went on to establish the marital status of the respondent and the findings were

as represented in table 3. The researcher was also interested in finding out the marital status of

respondents.

Table 4 showing marital status of the respondents

Age Frequency Percentage (%)

Single 4 7

Married 33 60

Divorced 1 1 20

Widowed 7 13

Total 55 100Source: Field Research Findings (2016)

•1

0

pS

Below 20 Between 20~39 Between 40~59 60 and above

22

The study established that the majority of the respondents were married (60%). The divorced

comprised of 20%, the single were 7% whereas the widowed were only 13%. Study findings

established that, the majority were married, divorced and widowed due to their statuses, had

children to take care of and thus they engage themselves in service delivery to be able to earn a

living and support their families.

Figure 3: Marital status of the respondents

70

60

50

40

30

20

10

0

Single Married Divorced Widowed

4.1.4 Education Levels of the Respondents

The study also sought about the educational levels of the respondents and the findings were as

represented in table 4. Under this section, the researcher was interested in finding out the education

status of all respondents involved in the study. This was partly essential in order to enrich the

findings of the study since education level had a significant relationship with level the knowledge

about the decentralisation and service delivery in West Moyo County, Northern Uganda, Moyo

District.

Table 5: Educational Level of the Respondents

Education Level Frequency Percentage

Primary 30 55

Secondary level 7 13Vocational 13 24University 5 9Total 55 100

Source: Field Research Findings (2016)

23

Study findings in table 4 revealed that the most represented level of education was the primary

group which comprised of 55%, followed by vocational group (24%), while secondary level was

represented by 13% and the most represented group was that of university level which comprised

of 9%.

Figure 4: Educational Level of the Respondents

I!I

Secondary level Vocational University

This implies that most of the respondents were mainly illiterate, thus with low levels of education.

And this further indicated that a low understanding of critical issues concerning the role played by

decentralization on service delivery in Uganda.

4.2 FINDINGS ON DECENTRALISATION AND SERVICE DELIVERY IN MOYO

DISTRICT, NORTHERN UGANDA

Table 6: Do you think decentralisation has improved on quality of decision making in your

cornmunity

Frequency Percent

Yes 36 65

No 19 35

Total 55 100

Source: primary data (2016)

50

40

30

20

10

0

24

The table above shows that majority of respondents 65% agreed that decentralisation had improved

on quality of decision making in their community however the remaining 35% disagreed. This

implies that the majority of the respondents were aware of the instrumental role played by

decentralization in delivery of services to the people in the community. This also indicates that

decentralization has played key role in leading to quicker decision making hence making service

delivery more effective.

Data collected from the district development officers revealed that, decentralisation helps to

improve the quality ofdecisions/decision-making at the top level management in relation to service

delivery since decentralisation of authority among other executives at all levels in the district

relieves the top executive of the excessive burden saving his valuable time, which he can devote to

more important and long—term problems

The local peasants also suggested that, Decentralized system delivery facilitates diversUlcation of

activities. Ii is a matter ofcommon experience that a district with departmentation on the basis of

activities and operations. Administrators ofsemi-autonomous product divisions are able to utilize

their skills and experienced judgment and thus such policy creates selfsufficient units under

overall co-ordination oftop level management and hence increasedproductivity with in the district

25

Figure 5: Do you think decentralisation has improved on quality of decision making inyour community

70

50

50

40

30

20

10

0

Table 7: Do you agree that decentralized system had led to diversification of activities in your

district

Frequency Percent

Yes 22 40

No 33 60

Total 55 100

Source: Primary data (2016)

Results in the table above indicate that 4O% of the respondents agreed that decentralized system

had led to diversification of activities in the district and the remaining 60% of the respondents

disagreed. This further implies that most of the respondents did not know that decentralization

improves on diversification of activities. This indicates that there is still a lot that needs to be done

in order to sensitize the public about the benefits of decentralization in relation to the delivery of

services.

Yes No

26

Basing on the above objective the county leaders suggested that, Decentralized service delivery

may lead to the problem of co-ordination at the level of an enterprise as the decision-making

authority is not concentrated. This may also hinder the delivery ofsocial services at local units of

the administration and thus affects the socio economic development in larger perspective.

District Development officers suggested tha4 Decentralisation may lead to inconsistencies (i.e.

absence ofuni,thrmity,) at the Organisation level. For example, un~forni policies orprocedures may

not be followed far the same type of work in dU’ferent divisions. For instance, at the local

government level, due to decentralized system ofadministration, there might be inconsistency in

terms ofdelivery ofservices to people and thus hinders service delivery.

Figure 6: Do you agree that decentralized system had led to diversification of activities inyour district

70

60

50

40

30

20

10

Yes No

27

Table 8: Are you aware that decentralisation makes quicker decisions

Frequency Percent

Yes 23 42

No 32 58

Total 55 100

Source: Primary data (2016)

Results in the table above indicate that 42% of the respondents agreed that they were that

decentralisation makes quicker decisions and the remaining 58% of the respondents disagreed.

This implies most of the respondents did not know that decentralization makes quicker decisions.

This further indicates that there is need for the concerned stakeholders to sensitize masses about

importance of decentralization in community.

Figure 7: Are you aware that decentralisation makes quicker decisions

•70

60

50

40

30

20

10

0

The District Development OJjIcers interviewed revealed that; Decentralisation enables to measure the

work according to standard easily and quickly. This facilitate taking up quick decision thus create a more responsive

public sector. Khaleghian, P (2003) noted that decentralisation encourages communities to find solutions to their

everyday problems, yielding innovative ideas, which are more attuned to local conditions. Decentralisation provides

Yes No

28

opportunities for more people, including the under-represented groups (like women in some countries, the poor,

minorities etc~) to porticipote in decisions thot offect their lives.

County Leaders also interviewed revealed that; Decentralizing takes some ofthe burden ofdailyoperations off the management. When the owner allows others to perform such tasks as hiringnew employees or ordering supplies, this frees them up to spend more time on big-picture items,such as planning for expansion or meeting with important clients and thus creates a moreresponsive public sector.

Table 9: Do you agree that poor coordination of decentralised system has hindered service

delivery in your community

Frequency percent

Yes 37 67

No 18 33

Total 55 100

Source: primary data (2016)

The findings in the table above show that 67% of the respondents agreed that poor coordination of

decentralised system had hindered service delivery in their community and the remaining 33% of

the respondents did not agree with the statement. This implies that the majority of the respondents

agreed that without proper coordination of decentralized system, service delivery can be hindered

in the community.

29

Figure 8: Do you agree that poor coordination of decentralised system has hindered servicedelivery in your community

80

70

10

0

Table 10: Are you aware that inconsistences and administrative expenses have been major

constraints of service delivery in your district

Frequency Percent

Yes 30 55

No 25 45

Total 55 100

Source: Primary data (2016)

The table above indicates that 55% of the respondents suggested that they were aware that

inconsistences and administrative expenses had been major constraints of service delivery in the

district and the remaining 45% were not aware. This also implies that most of the respondents did

not know how inconsistences and administrative expenses affected delivery of services to the

people in the district.

60

50

40

30

20

No

30

Figure 9: Are you aware that inconsistences and administrative expenses have been majorconstraints of service delivery in your district

Table 11: Is there any significant relationship between

exist

decentralisation and service delivery

Frequency Percent

Yes 32 58

No 23 42

Total 55 100

Source: Primary data (2016)

The table above reveals that 58% of the respondents agreed that there is relationship between

decentralisation and service delivery and the remaining 42% of the respondents did not know. This

implies that most of the respondents agreed that decentralized system was instrumental in delivery

of services to the people.

Yes No

31

Figure 10: Is there any significant relationship between decentralisation and servicedelivery exist

~Yes ~No

32

CFIAPTER FIVE

SUMMARY OF DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS

5.0 Introduction

This chapter discusses, concludes and recommends reflecting on the study findings presented in

the previous chapter.

5.1 Summary of the discussions

5.1.1 Socio-demographic characteristics

The study findings revealed that the sample constituted of 55 respondents of which 64% were

males and the 38% remaining were females. This implies that men are the always the majority

involved in service delivery in relation to decentralization due to the societal beliefs that men are

more hardworking than women. This further implies that due to the majority of the respondents

were men.

The study findings revealed that the majority of the respondents fell in the age category below 20

with a 7% representation. Age category 20-39 had a total response of 42%, while 40-5 9 age group

was represented by 20% the 60 and above category had a total representation of 31%. This implies

that elderly people usually are less energetic to actively engage in decentralized service delivery.

This further implies that the middle aged are mostly involved since they are mature and thus are

capable to run the service delivery in relation to decentralization.

It was found out that the majority of the respondents were married (60%). The divorced comprised

of 20%, the single were 7% whereas the widowed were only 13%. Study findings established that,

the majority were married, divorced and widowed due to their statuses, had children to take care

of and thus they engage themselves in service delivery to be able to earn a living and support their

families.

33

Study findings in table 4 revealed that the most represented level of education was the primary

group which comprised of SS%, followed by vocational group (24%), while secondary level was

represented by 13% and the most represented group was that of university level which comprised

of 9%. This implies that most of the respondents were mainly illiterate, thus with low levels of

education. And this further indicated that a low understanding of critical issues concerning the role

played by decentralization on service delivery in Uganda.

5.1.2 Roles played by decentralisation in regard to service delivery

The study found out that the majority of respondents 65% agreed that decentralisation had

improved on quality of decision making in their community however the remaining 35%

disagreed. This implies that the majority of the respondents were aware of the instrumental role

played by decentralization in delivery of services to the people in the community. This also

indicates that decentralization has played key role in leading to quicker decision making hence

making service delivery more effective.

It was revealed that 40% of the respondents agreed that decentralized system had led to

diversification of activities in the district and the remaining 60% of the respondents disagreed.

This further implies that most of the respondents did not know that decentralization improves on

diversification of activities. This indicates that there is still a lot that needs to be done in order to

sensitize the public about the benefits of decentralization in relation to the delivery of services.

The study discovered that 42% of the respondents agreed that they were that decentralisation

makes quicker decisions and the remaining 58% of the respondents disagreed. This implies most

of the respondents did not know that decentralization makes quicker decisions. This further

indicates that there is need for the concerned stakeholders to sensitize masses about importance of

decentralization in community.

5.1.3 Challenges faced by decentralized system of service delivery

The findings in the table above show that 67% of the respondents agreed that poor coordination of

decentralized system had hindered service delivery in their community and the remaining 33% of

the respondents did not agree with the statement. This implies that the majority of the respondents

34

agreed that without proper coordination of decentralized system, service delivery can be hindered

in the community,

It was found out that 55% of the respondents suggested that they were aware that inconsistences

and administrative expenses had been major constraints of service delivery in the district and the

remaining 45% were not aware. This also implies that most of the respondents did not know how

inconsistences and administrative expenses affected delivery of services to the people in the

district.

5.1.4 Relationship between decentralisation and service delivery

The study findings revealed that 58% of the respondents agreed that there is relationship between

decentralisation and service delivery and the remaining 42% of the respondents did not know. This

implies that most of the respondents agreed that decentralized system was instrumental in delivery

of services to the people.

It was found out that decentralisation enables to measure the work according to standard easily

and quickly. This facilitate taking up quick decision thus create a more responsive public sector.

The study findings revealed that decentralisation encourages communities to find solutions to their

everyday problems, yielding innovative ideas, which are more attuned to local conditions.

Decentralisation provides opportunities for more people, including the under-represented groups

(like women in some countries, the poor, minorities etc.) to participate in decisions that affect their

lives.

5.2 Conclusion of the Findings

According to the study findings, the following conclusions were made;

5.2.1 Roles played by decentralisation in regard to service delivery

The study concludes that decentralisation helps to improve the quality of decisions/decision

making at the top level management in relation to service delivery. Decentralisation of authority

35

among other executives at all levels in the district relieves the top executive of the excessive burden

saving his valuable time, which he can devote to more important and long-term problems.

The study concludes that decentralized system delivery facilitates diversification of activities. It is

a matter of common experience that a district with departmentation on the basis of activities and

operations. Administrators of semi-autonomous product divisions are able to utilize their skills and

experienced judgment and thus such policy creates self-sufficient units under overall co-ordination

of top level management and hence increased productivity with in the district.

It also concludes that decentralization also encourages development of managerial personnel. This

provides wide exposure to personnel or administrators and hence that gives an opportunity to grow

and to have self-development and thus the more talented and capable persons learn and improve

and qualify themselves for higher managerial positions within the district and thus improves on

the performance thus contributes to service delivery.

The study concludes that decentralized system of administration also improves motivation.

Research conducted by social scientists has proved that the organizational structure itself exercises

some influence on the motivation of the people working within it.

5.2.3 Challenges faced by decentralized system of service delivery

It also concludes that decentralisation may lead to inconsistencies (i.e. absence of uniformity) at

the Organisation level. For example, uniform policies or procedures may not be followed for the

same type of work in different divisions. For instance, at the local government level, due to

decentralized system of administration, there might be inconsistency in terms of delivery of

services to people and thus hinders service delivery.

The study further concludes that decentralisation is also costly as it raises administrative expenses

on account of requirement of trained personnel to accept authority at lower levels. Even the

services of such highly paid manpower may not be utilised fully, particularly in small

organisations. It is therefore important to address this issue with time.

36

It concludes that one of the most critical challenges faced by local Government is their lower

financial resource base due to limited source of Local Revenue and over dependence on grants

from the Central Government. This challenge of a major importance because all activities

performed by local government requires adequate financial resources.

The study concludes that there is a general agreement the problem of inadequate human resource

capacity in the Uganda local government continue to exist. The problems noted by the study as

constraining staff recruitment and retention in the LG include, among others, low pay and salary

payment delays, which, in turn, lead to low staff morale.

5.2.4 Relationship between decentralisation anti service delivery

It concludes that decentralisation increases effectiveness in service delivery, like reducing

absenteeism among government employees, for example, in local schools and health clinics

because elected officials receive complaints from their constituents and can improve discipline.

Decentralisation provides bureaucrats with early warnings of potential disasters, enabling quick

remedial action. Decentralisation makes development projects more sustainable and cost effective

because local people are more likely to be involved in their design, execution, and monitoring.

The study findings conclude that decentralizing takes some of the burden of daily operations off

the management. When the owner allows others to perform such tasks as hiring new employees or

ordering supplies, this frees them up to spend more time on big-picture items, such as planning for

expansion or meeting with important clients and thus creates a more responsive public sector.

The study concludes that the morality of the employees are increased because of delegation of

authority with in the public sector. Decentralisation helps to increase employees’ morale because

it involves delegation. The employees are motivated to work and thus helps to improve on the

responsiveness of the sector.

37

5.3 Recommendations

The study recommends that there is need to make quick decision thus create a more responsive

public sector. This is intended to encourage communities to find solutions to their everyday

problems, yielding innovative ideas, which are more attuned to local conditions.

There is need to provide more employment opportunities for more people, including the under-

represented groups (like women in some countries, the poor, minorities etc.) to participate in

decisions that affect their lives.

More emphasis needs to be put on care, caution and enthusiastic approach to the work which in

turn results in increased efficiency and output. This is possible because it involves delegation of

authority and responsibility.

There should be effective strategies to decentralize take some of the burden of daily operations off

the management. When the owner allows others to perform such tasks as hiring new employees or

ordering supplies, this frees them up to spend more time on big-picture items, such as planning for

expansion or meeting with important clients and thus creates a more responsive public sector.

The decentralization policy may require to revise mechanisms for targeting the needy in using such

mechanisms as direct targeting (through particular individuals or households as poor so that

they receive programme benefits) or by characteristic targeting directly programmed benefits to

population groups on the basis of factors such as housing, age, disease etc.

In order for services to be more accessible to the rural majorities, it might be useful to direct more

resources towards primary-level facilities and care. By increasing and strengthening these services,

programmes could address important accessibility issues for the poor such as travel time and

cost to the nearest facility or to a facility with needed or desired services, and residence in a rural

or neglected area, where services are scarce or unavailable.

Based on concerns over quality of services as posed by a number of respondents, the needs and

interests of the intended beneficiaries the rural communities need to be taken into account, namely

the issues of main concern to facilities, such as the quality and responsiveness of services.

38

Different strategies, carefully identified, could protect the most vulnerable from medical

impoverishment. As a country in which people survive on agriculture, experience loss of income

and are threatened by food security issues, rural communities are vulnerable.

Government may opt for alternatives to the direct delivery of services by developing partnerships

with non-governmental providers. Such partnerships may require public support to deliver

services to poor and vulnerable segments of society. Non-government organizations such as

development organizations already work closely with the communities, giving them a better

opportunity in the identification of their needs and serving them in relation to these needs.

In order to innovatively address mechanisms to improve services and achieve appropriate

outcomes for the majority of the population, mobilizing community resources may be an option to

pursue alongside other strategies.

5.4 Recommendation for Future Research

The study did not exhaust all the dependent variables that influence service delivery apart from

decentralization thus the need for other researchers to conduct an exhaustive study on variables

under listed.

o Good governance and service delivery

• Public policy and service delivery

o Revenue collection and service delivery

39

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4 Ggaba Road, Kansanga* P0 BOX 20000 Kampala, UgandaJY~~ Tel: +256 (0) 382 277 030 * Fax: +256 (0) 41 - 501 974

E-mail: admin@kiu.ac.ug * Website: http://www.kiu.ac.ug— -~ ‘t ~ ‘

~iL≤~i~L~ UI I

Office of the Head ofDepartment

August 17, 2016

Dear Sir/Madam,

INTRODUCTION LETTER FOR MR. KISAMBIRA ASUMANREG. NO. BPAJ41471/133/rnJ

The above mentioned candidate is a bonafide student of Kampala International Universitypursuing a Bachelor’s Degree in Public Administration.

1—ic is currently conducting a field research for his dissertation entitled,“DECENTRALISATION AND SERVICE DELIVERY IN MOVO DISTRICT,NOflTRE2N JG~NDA.”Your organisation has been identified as a valuable source of information pertaining to hisresearch project. The purpose of this letter then is to request you to accept and avail him withthe pertinent information he may need.

Any data shared with him will be used for academic purposes only and shall he kent with utmostconfidentjaijt’i.

highly appreciated.

Studies

“Exploring the Heights”

APPENDICES

APPENDIX A: QUESTIONNAIRE

DEAR RESPONDENT

My name is Kisambira Asuman, BPA141471/1331DU, a student from Kampala International

University carrying out a study on the decentralisation and service delivery in West Moyo

County. Northern Uganda, Moyo District. I am very glad that you are my respondent for this

study. The purpose of this questionnaire was to obtain your opinionlviews to be included among

others in the study. This research is one of the requirements leading to the award of the Bachelor’s

degree in public administration. It is hence an academic research and will not be used for any

other purpose other than academic.

SECTION A: BACKGROUND INFORMATION

1. GenderMaleFemale

2. Marital StatusMarried I ISingle I I

3. Highest Educational level

Primary ______

Secondary I I

Tertiary 1

University I

4. Age.

Below 20 I IBetween 20-39 1Between 4059 I60 and above I I

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SECTION B: DECENTRALISATION AND SERVICE DELIVERY

Do you think decentralisation has improved on quality of decision making in your community?

a) Yes

b) No

Do you agree that decentralised system had led to diversification of activities in your district?

c) Yes Id)No __

Are you aware that decentralisation makes quicker decisions?

e)Yes LI~ No LI

Do you agree that poor coordination of decentralised system has hindered service delivery in your

community?

g) Yes I Ih)No I I

Are you aware that inconsistences and administrative expenses have been major constraints of

service delivery in your district?

i) Yes I Ij)No I__

Is there any significant relationship between decentralisation and service delivery exist?

k) Yes I Il)No __I

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APPENDIX B

INTERVIEW GUIDE

Uganda has pursued a policy of decentralization. What has this meant in the service delivery, in

your view?

What social services are provided in the district?

What social services are decentralized?

What are the problems encountered in the delivery of social services?

How is the decentralized system addressing these problems?

Are the delivery problems being addressed adequately? By whom?

What additional interventions to these problems would you recommend?

How has decentralization influenced the level of service delivery?

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APPENDIX C TIME FRAME

ACTIVITY

Topic formulation

Introduction writing

Literature review writing

Methodology

Typing and correction

Reviewing

Final copy formulation

1’ JulyJune

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APPENDIX D: STUDY BUDGET

The study is estimated to cost a total of Ug sh. 1950007= as shown below.

ITEM Quantity AMOUNT

Communication Air time 40,000

Transport To &fro 50,000

Meals Lunch (10) 50,000

Printing 3copies 20,000

Binding 3copies 20,000

Papers 1 ream 15000

Total 195000/=

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