Upload
others
View
3
Download
0
Embed Size (px)
Citation preview
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
V
ii
iii
viii
ix
1
1
1
3
4
4
4
5
5
5
6
6
8
8
8
8
9
10
11
12
13
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
vi
13
14
15
15
16
16
17
18
18
18
18
18
19
20
20
20
20
20
21
21
21
22
23
23
23
23
30
32
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).
vii
60
68
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
viii
I I
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.
3
I I I I
, , ,,, ,, "" '" ,,_,,, """'"'"' ,,,, "" /~ / ~~ ,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
6
I II,
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.
9
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
I I I
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.
11
· 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
12
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.
13
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.
14
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.
15
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
53
,, , ~ ' ,,
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
54
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.
Voss, C.A.etal., (2004), "Benchmarking and operational performance"
International Journal of operations and production management Vol.17
No.10, pp 1046-58
Watermeyer, R.B. (2004b).Transparency within the South African Public
Procurement System: Research paper prepared for IWOGDA 11 Project
· Wing, T.Kennard, (2004), "Assessing the effectiveness of capacity building
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
· 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.
69
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 ....... ................................ .
70
-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
-- --------
.... , -r,;,-'· . t. ~t
i .r.. t ~ ••
' ~·.~
.., .:
'. -~··· ~' .
t
.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 [email protected] .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
#~' .,
J
======-==========:, ' -. -====--J bplc;Jrr,g lh&Hetl,J-- ~ .. . _ ___...
72