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TENDERING PROCESS AND SERVICE DELIVERY IN THE UGANDAN LOCAL
GOVERNMENT: A CASE STUDY OF BUYENDE
DISTRICT, EASTERN.
NTEBAALEX
BSP/38277/123/DU
A RESEARCH REPORT SUBMITTED TO THE COLLEGE OF ECONOMICS AND
MANAGEMENT IN PARTIAL FULLFILMENT OF THE REQUIREMENTS
FOR THE AW ARD OF BACHELOR'S DEGREE IN SUPPLIES AND
PROCUREMENT MANAGEMENT OF
KAMP ALA INTERNATIONAL
UNIVERSITY
JUNE, 2015
DECLARATION
I do hereby declare that "Research entitled Tendering process and service delivery m local
government: a case study of Buyende district." is entirely my own original work, except where
acknowledged, and that is has not been submitted before to any other university or institution of
higher learning for the award of a degree
... r7~J3» 1n ~ .J.: ................. . IJ.~ ... . -------~ -------------·- _Q_q_: __ Q_G. : __ ~ IS
Student sign Date
APPROVAL
This is to certify that the research of has been under my supervision and is now ready for
submission to the college of economics and management for the award of the degree of supplies
and procm-ement management.
······~ ·-··· · ···· ···•· "'·' ··" ········· ....................... .... ·······
Ms. Kyotuhire Lyn Date
SUPERVISOR
ii
DEDICATION
I dedicate this book to my family members most especially Father Pr. Kyagwe Peter and Mother
Robin for the effort put through my education and life. May the almighty God bless you for your
enormous contributions.
iii
.: ..
ACKNOWLEDGMENT
I wish to extend my gratitude to all who have been influential in the completion of this study.
Am indebted to my supervisor Ms. Ms. Kyotuhire Lyn who inspired me to continue with the
subject herein and made suggestions to this work
I would also like to thank the management who have contributed generously to some of the data
herein not forgetting all the respondents.
To my brothers Mwesigwa Dan, Nteba Geofrey, Batende Fronek, Mukisa Job and sisters
Asimwe Dhefine am blessed with their moral, financial and spiritual support that has encouraged
me all through, friends Wambou Muteus Mathew and Batemye Atoh and all the people that have
supported me throughout my study at Kampala International University most especially my
brothers
Lastly to who have made everything possible.
IV
TABLE OF CONTENTS
DECLARATION ........... ........... .. .................................................. .......... .. ......... .. ............................ .i
APPROVAL .............................. ... ............ ................ .......................................... ... .................. ........ ii
DEDICATION ...... ................................... ................ .. .............. .. .............. ................ ....... : .............. iii
ACKNOWLEDGMENT ... ....... ......... ..... .... ........... ....................... .... ........... .. ..... ................... ......... iv
CHAPTER ONE ..... .......... ............ ...... .. ............. ...... .............. .. .............. ... .............. .. .......... ... .......... 1
PROBLEM AND ITS SCOPE ............................................................................. ..... ............... .... .. . I
1.0 Introduction ........... ........................ .............. ................................. ......................................... I
1.1 Background of the study ............................................... ............ .... .. ... ..... ...... ......................... 1
1.2 State1nent of the problem .............................................. ...... ............ : ································· ·· ···3
1.3 Purpose of the study ....................... ................... .......... ........................ ....................... ........... 3
1.4 Objectives of the study ...................... .... .................................. ... ............................. ............. 3
1.5 Research Questions .. .............................. ...................... .. .......... .... ..................... ..................... 3
1.6 Scope of the study .............................. ............... ....................... .......... ....... ............... ....... ....... 4
1.6.1 Content scope ..... ................ .............. ... ................................. .. ............................ ...... ......... . 4
1.6.2 Geographical scope .. ........ ................. .. ............................ ...................... .............................. 4
1.6.3 Ti1ne scope ...... ............................................ ............ ....................... ............... .................... .. 4
1.7 Significance of the study ............................................. ...... .................................................... 4
1.8 Conceptual framework .. .............................. .... ............................ .. .............. .......................... 5
CHAPTER TWO ......... ................ ............................... ...... ............................................ .......... ......... 7
LITERATURE REVIEW ....................................................... ...................................... ................... 7
2.0 Introduction .... ............ .. ................ .............. .................. ................ .. ... : ..... ... .. ..... ........................ 7
2.2 Challenges encountered in the tendering process ................................... .. .......................... ....... 7
2.3 Mechanisms for improving tendering process for enhanced service delivery .. ........ .. ............ I 0
2.4 Contributions of tendering process on service delivery in Uganda ...... ..... .............................. 13
CHAPTER TREE ... ............................ ................. ........................ ........... ........ ............................... 15
METHODOLOGY ........... .. ......................... .... ................. ................ ...... ....................................... 15
3.0 Introduction ...... ........... .. ...................................................... .. ..... ........ : .................................... 15
3.1 Research Design ........ .. ........... ... .................................... ....... .................................. ..... ............ 15
3.2 Research Population ... ................................ ...................... ....................... ................................ 15
3.2.1 Sample Size ............... ..................... .............. ..................................... ................................... 15
3.2.2 Sa1npling Procedure ... ........... .. ............. .. ............................................................ ................... 16
3.3 Data collection Methods ......................... .. ..... ................. .. .............. ...... ................................... 16
V
3.3.1 Questionnaire method .......... ........................ ..... ....... ............................. ................ .. .............. 16
3.3.2 Interview method ........................... .. ........... ................... ....... ...... ........................................ .. 17
3.4 Sources of data ..... ....... ..... ................... ... ... .. ... .... ...................................................................... 17
3.4.1 Primary Data ... .. ......... ...... .... .. ... ...... .................................................................. .................... 17
3.4.2 Secondary Data ...................... ....................................................... ... , .......... ... ......... ........ ..... . 17
3.5 Data quality control ................ ............... ................................................... ...... ..... ....... ........ .. ... 17
3.5.1 Data Validity ..................... ... ............................................................................. ....... ............. 17
3.5.2 Reliability of the instruments ................ ........... ....... ............... ... ........................ .......... ......... 18
3.6 Data Processing and Analysis .................................................................. ......... .... .... ........ ....... 18
3.7 L imitations to the study .... .. ...... ........... ..................................................... ...... ... .. ........ ....... ..... 18
3.8 Ethical Procedures ............. ............ ........... ............................. ........... ............. .... .... ................. . 18
CHAPTER FOUR ............... .. ... ....... ............... ... ............ ... ........................... ........................ ... ....... 20
PRESENTATION, INTERPRETATION AND ANALYSIS OF FINDINGS .... ........ ................. 20
4.0 Introduction .............. ....... .. ...................................... .......................... ...... ......... ................... 20
4.1 Profile of respondents ... ............... ... ....................... .......... .... ........ ................. .... ........ ........... 20
4.1 Gender Categorization of respondents ................................................... .. ........................... 20
4 .2 Age Categories of respondents ......... ................... ................. ........ .. : ... .......................... ...... . 2 1
4.3 Academic Qual ification of Respondents ....................... .............. ...... ......... ... ... .... .............. . 2 1
4.4 Role Of Tendering Process In Service Delivery ... ................... ..... ...... .. ....... .. ..... ...... .......... 22
4.4. 2 Role of Tendering Process on Service Delivery .. ............................................................ 23
4.5 Challenges E ncountered In The Tendering Process During The Provision Of Services .... 26
4.6 Mechanisms To Control The Challenges Encountered In Tendering .... .............................. 30
CHAPTER FIVE ..... ...... ........ ......... ...... .. .......... ...... .......... ............ ........... : .. ........ .... ............... ....... . 33
5.0 Introduction ... ............... .. ....... ..................................................... ........ ......... ...... ...................... 33
5.1 Surnmary Of The Findings .. ... ............................................................ ..................................... 33
5.2 Conclusions ... ............. .............................. ... ........................ ........................... .......... ............... 34
5.3 Recommendations ........... ....... ...... .......... ..................................................... ............................ 35
5.4 Areas For Further Research ...... ...... .......................... ...... ....... .... .............................................. 36
REFER.ENC ES ........... ........... ....... ................. .......... ....... ........ .... ........... ..... .... ........... ........ ............ 37
APPENDICES ..... ...... ......... ......... ....................... ........ ..... .... ......... .... ...... ........... .. ......... ....... .... ...... 40
Questionnaire for employees of Buyende district (Procurement and procurement related) ........ .40
Appendix: i Research Budget ....... ...... ... ............ ...... ...... ..... .. ........... .. ............ .... .... .. .. ................... .44
Append ix ii: T ime Frame ................ ...... .......... .................. .... .... .. ........................ .... .......... .... .... .... 45
vi
CHAPTER ONE
PROBLEM AND ITS SCOPE
1.0 Introduction
This chapter looks at the background of the study, statement of the problem, purpose of the
study, specific objectives, and research questions, scope of the study and significance of the
study.
1.1 Background of the study
Historically the government of Uganda initiated reforms in the public procurement and disposal
sector in 1997, following the enactment of the 1995 constitution and the introduction. of reforms
within the structural adjustment programs. Prior to this, public procurement was governed by the
1977 Public Finance (Tender Board) Regulations under the Public Finance Act of 1964. The
system was centralized and had been in operation for over thirty years. The size of government
had grown considerably and the centralized procurement system was characterized by several
shortcomings, which included: Heavy clogging of tender requests and attendant bureaucratic
delays; Inefficiency; Corruption; and Lack of accountability and transparency.
Conceptually, tendering is the process of making an offer, bid or proposal, or expressing interest
in response to an invitation or request for tender (Wittig, 2003). Organizations will seek other
businesses to respond to a particular need, such as the supply of goods and services, and will
select an offer or tender that meets their needs and provides the best value for money. Tender
request documents; also referred to as invitations to tender, Requests _for Tender, Requests for
Proposal outline what is required, that is, what the requesting organization's needs are. These
documents also outline the particular requirements, criteria, and instructions tha:: are to be
fo llowed.
The tendering process m Uganda, involves key aspects of sources for the organizational
requirements. Comprehensively the process takes into acco unt the requirement identification,
determining procurement method, Procurement planning and strategy development, Procurement
requisition processing, Solicitation documents preparation and publication Pre-bid/proposal
meeting and site visit, bid/proposal submission and opening, bid/proposal evaluation contract
award recommendation, Contract negotiations, contract award and contract management in
organizations. Tendering process play an important role in ensuring service delivery in the
country. With the aspects of value for money as a driver to procurement and so tendering, the
aspects well coordinated can enhance service delivery to the tax payers through infrastructural
development, such as roads, hospitals, employment and the rest. These raise the urgent need for a
research so as to ensure service delivery through tendering visa vis other factors .
Service delivery is a system or arrangement of periodical performance of supplying public needs.
Helmsing ( 1995) in his study defines service delivery as a deliberate obligatory decision by the
elected or appointed officials to serve or deliver goods and services to the recipients. Heskett
( 1987) defines service delivery as an attitudinal or dispositional sense, referring to the
internationalization of even service values and norms.
A service delivery framework is a set of principles, standards, policies and constraints used to
guide the design, development, deployment, operation and retirement of services delivered by a
service provider with a view to offering a consistent service experience to a specific user
community in a specific business context.
According to National Service Delivery Survey (2008), the government has the ooligation to
provide services to its citizens and to steer economic growth and development through the
provision of public services. The public service is the main implementing machinery for national
development programs and specifically, the delivery of public services. It is therefore very
important for the public service to monitor and evaluate the delivery of public services and to
obtain feedback from service recipients, regarding their efficiency and effectiveness. The
National Service Delivery Survey (NSDS) has been institutionalized by Government as a key
instrument to that effect. Under the Public Service Reform Program, surveys are conducted in the
sectors of education, health, road infrastructure, water and sanitation, agriculture and governance
among others.
The state of service delivery in Uganda is poor in all most all the regions that constitute the
country. The country receives and manages services through the tendering process known as the
request for quotation among other tendering methods. Service delivery in the country especially
in eastern Uganda is generally poor sometimes associated with poor mechanisms of tendering
such as corruption, unserious bidders and poor service providers that either delay or provide
2
shoddy works to the communities. The procurement report (PPDA report 2010) fotmd out that
the services through tendering in the eastern part of Uganda are poor. The report highly explains
the poor state of health services, educational services and the general road infrastructcres.
1.2 Statement of the problem
The tendering process in Uganda is operated under the public procurement and disposal of assets
authority act (PPDA act 2003), Its objectives are to ensure the application of fairness,
competitiveness, transparency, on-discrimination and value for money and 1-.armonizing
procurement and disposal policies, the tendering system and practices of the central government
,local government and disposal system in Uganda. The aim is to ensure efficient service delivery
to citizens despite the laws governing the operation of the tendering in Uganda, Many districts in
Uganda are poorly operating in regard to the tendering, and this has hindered the ·delivery of
social services such as educational improvement, health services and road infrastructure. It is on
this basis that the researcher intends to conduct a study in Buyende district local government to
establish the status quo for improved service delivery in Uganda.
1.3 Purpose of the study
The purpose of the study was to conduct an investigation on the impact of tendering process on
service delivery in local government
1.4 Objectives of the study
1) To establish the challenges encountered in the tendering process during the provision of
services.
2) To establish the mechanisms for improving tendering process for enhanced service
delivery
3) To assess the contributions of the tendering process on service delivery.
1.5 Research Questions
I) What are the challenges encountered in the tendering process during the provision of
services.
2) Which mechanisms can be adopted for improving tendering process for enharced service
delivery
3) What is the contributions of tendering process in service delivery provisions
3
1.6 Scope of the study
1.6.1 Content scope
The study was to examine the impact of tendering on service delivery. Tendering is the
independent variable and service delivery is the dependent variable. The researcher chose the
topic because it was a key avenue through which procurement provides service de! ivery to the
citizens.
1.6.2 Geographical scope
The study was carried out in Buyende district local government in eastern Uganda because of its
accessibility by the researcher and the fact that it holds substantial information on the -subject
1.6.3 Time scope
The research was carried out for a period of 4 months and the focus is from January to May
2015. The time was chosen because of less academic activity at the university and the fact that it
will enable data collection.
l. 7 Significance of the study
Some of the aspects addressed herein were important in availing answers to questions of how to
maximally exploit the opportunity of accessibility in the tendering process in order to attain
maximum yield for reinvestment especially value for money and service delivery.
These study findings was serve as reference points for future tendering and procurement process
researchers by providing some literature information (literature review) about o1her factors
affecting the service delivery.
The research provided information regarding to tendering and mechanisms for their effective
improvement in Uganda. The research explored other parameters that can enhance service
delivery in Uganda visa vie procurement.
The research resulted into the award of bachelors of supplies and procurement management of
Kampala international university. Upon its submission to the univers ity authorities
4
1.8 Conceptual framework.
This is a graphical/diagrammatical representation of variables; it shows how the variables are
linked to each other and identifies the variables within their measurable units.
Figure i : Conceptual frame work showing the relationship between tendering process and
service delivery
Independent variable dependent variable
Tendering process Service delivery
I ·~ t • Request for proposals • Road network
• Sole tendering • Sufficient health services
• restricted tendering • Quality services
• competitive • Easy decision makihg
• open tendering • Improved justice
• Coo~dinated leadership
- ..
Intervening v ~riables
• Capital
• People s commitment
• Culture
• Government policy
Source: Researcher devised (2015)
The framework above present information that portrays the linkage b~tween tendering process
and service delivery in Uganda. The independent variable in this case presents information
Request for proposals, sole tendering, restricted tendering, competitive and open tendering which
depicts the prevalence of the tendering process in an organization, the prevalence Jf which is
enhances service delivery in Uganda. The contributions of the process present information that
facilitates the provision of services in an organization. Therefore sufficient and quality services
5
such as road network, sufficient health services, quality services, easy decision making,
improved justice and coordinated leadership. The prevalence of the services deliver~d Q1ay also
be affected by capital, People s commitment, culture; government policy and training
professional whose contribution to the tendering process immensely affect the service delivery.
6
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This section shows all the literature that was used in the study. This helped the researcher in data
compilation and making the analysis in the research report. In this literature review, several
materials for example textbooks, magazines, pamphlets news papers and the imernet were
consulted.
2.2 Challenges encountered in the tendering process
Davilla A., Gupta M. and Palmer R.J. (2002), Private sector participation in public procurement,
particularly goods and services, is very minimal. Local traders, suppliers, wnsultants,
contractors, architects and engineers have not built enough capacity to participate in tenders
advertised internationally and locally pa11icularly when the values are large. Local suppliers and
contractors often do not have the capacity to raise credit, bid bonds and securities from local
banks and insurance companies, in pat1 due to the high rates of interest charged.
Suppliers who would like to participate in public procurement find the procurement procedures
irrational and cumbersome. They are sometimes excluded when the procurement is too big and
they are apprehensive of unfamiliar procedures. They are not well informed c,f how the
procurement process functions, which renders the process, open to abuse. The private sector
does not believe the public procurement process can move without a "push". The private sector,
however, would embrace clear, easy-to-follow guidelines if this minimizes costs and facilitates
business. Cheung, C.F, W.M Wang and Victor Lo (2004),
There are indications that over and under-invoicing in imports and local procurement are
common practices. This is attributed to mainly inside dealings. However, long time lags and
delays on the part of government to pay suppliers are some of the causes for over-invoicing.
Under invoicing is due to uncertainties relating to a supplier's chances of winning a tendeJ bid ..
Financial Framework: Most banks in the country have international connections. They are able
to issue letters of credit, bid bonds and other guarantees for compliance with tenders. The credit
worthiness of the banks is guaranteed in that the Bank of Uganda supervises and ensures that
7
only credit worthy and professionally managed banks are licensed to operate in the country. High
interest rates (e.g. 18% - 25%) appear to be a hindrance for national suppliers to access credit.
Similarly, some national bidders find the I 0% requirement for bid bond too high, and they end
up not participating in tenders advertised locally.
Many corporate board members in Africa, especially of state-owned companies, have limited
understanding of their roles, and are usually open to manipulation by management, chairmen, or
principal shareholders. Some are outright incompetent. Non-executive directors in Africa need to
play any meaningful role in the ensuring compliance. However many simply act as rubber
stamps for decisions taken outside the board (Charles & Oludele, 2003). In this perspective,
compliance arises from a dynamic equilibrium between the various powers of the state and
understanding what their roles are (Fisher 2004).
Public Procurement and Disposal Authority (PPDA) lacks capacity in staffing and other key
areas to carry out its functions. Some capacity issues are in terms of systems and processes
which could improve the monitoring of procurement processes within the country. Again the
lack of regional presence of Public Procurement and Disposal Authority (PPDA) makes it
difficult for service providers to make their complaints in time. (2nd Public Procurement
Integrity Survey, 2008)
Capacity building and the development of professionalism in purchasing is a long-term process
and consequently improvements in professional practice will only be gradual. The establishment
of a national professional body with effective control over the conduct of practitioners will take
some time to achieve. Meantime, the shortage of proficient practitioners and weak professional
regulation will remain. (Agaba, Shipman 2007)
Another factor is due to instutionalisation and According to Guy (2000), there are six dimensions .
though which we can judge the level of institutionalization of any structure and its ability to
adapt to change, including: autonomy, complexity, coherence, congruence and exclusivity.
Implementation of organizational activities depends on the relationships between and within
organizations. One way to explain this relationships and its effect on implementation of
organizational activities is the principal-agency theory holds that shirking is likely to Dccur when
there is some disagreement between policy makers and the bureaucracy·
8
Conflict of interest is another problem that is weakening the government. Kanyanc (2005 :62)
asserts that conflict of interest arises when the private interests of a government official clash or
even coincide with public interests. Such tension raises an ethical dilemma when the private
interest is sufficient to influence or appear to influence the exercise of official duties. It is the
responsibility of all public officers to ensure the integrity and impartiality of the procurement
process. Conflict-of-interest situations may arise in cases where a public officer exercises his
authority, influences decisions and actions or gains access to valuable information, perhaps but
not necessarily restricted or confidential. Conflict of interest may also atise from participation by
consulting firms or contractors in government procurement. All parties involved in ~ rocurement
must be alert to situations which may lead to actual, potential or perceived conflict of interest
and ensure that sufficient safeguards are in place to avoid such situations from ari~ing. Public
officers involved in government procurement, including in particular the chairperson and
members of bid-specification, bid-evaluation and bid-adjudication committees, tender opening
officials and consultants must avoid conflicts arising between their official duties and their
private interests.
Cover quoting refers to the manipulation of the three-quote procurement system by a
departmental official, acting in collusion with a supplier, whereby multiple quotations are
submitted as if they were independent quotes. Cover quoting cannot happen in ignorance or be
occasioned by negligence. It is pre-meditated and intentional. The official involved in the
procurement process would contact one supplier and request that supplier to submit multiple
quotations, under the guise of different entities. When received, the officer would process or
present these as independent quotations. As this involves dishonesty by the officia l, it usually
goes hand in hand with a corrupt reward. The supplier would, on request of the i:rocurement
officer, or alternatively at his own suggestion, submit multiple quotes using names and
letterheads of actual and fictitious entities that he controls or has manufactured. This enables him
to artificially inflate prices, as he is assured that one of his three quotes is the lowest, regardless
of how expensive it may be. As the supplier controls all three quotations the competitive nature
is eliminated, including the natural checks and balances, which keep prices reasonable. As the
supplier can now achieve bigger profits, he can afford to share these proceeds with the official
Who allowed the practice.
9
Fronting is one common thorn tormenting the public procurement fraternity. Thompson
(1995: 192) defines fronting as the side that is seen first or that goes first or as the outward
appearance of a person or a person that is used as a cover for some questionable activity. In this
respect fronting is a practice that takes place at many levels in our personal and social lives, and
in some respects we may even be unconscious of our demeanours. Fronting is when black people
are listed as directors of companies, but do not take part in the decision-making process or
ownership of the business. They are simply the black faces of companies that want ~o present a
facade that suggests that the business supports
The researcher observed a lot of people masquerading as contractors, who have no resources to
start projects and therefore have to cede their tenders either to big white owned ccmpanies or
material suppliers. These people then take over the execution of the projects. These "contractors"
take a lump sum and go and sit at home or buy luxury cars. In the end they have not participated
in the project execution. There was no skill transfer in the managing of a construction project and
they do not invest in their own company assets, which they will use in the next project or hire out
to other contractors. The cycle is repeated over and over again and in the end there will be no
new black contractors created through government affirmative procurerpent practices
2.3 Mechanisms for improving tendering process for enhanced service delivery
Carter Rosalyn Y.and Grimm Rick (2001 ). For the tendering arrangements to operate
successfully, the participating procuring entities must have ownership and commitment to the
process. This can best be achieved by their involvement in all contracting activities: from
production of specifications through to contract award and performance monitoring. In practice
for each contract, only one entity will be responsible for letting the contract. This will usually but
not necessarily be the largest purchaser. Whoever undertakes the process must agree on the
contracting decisions with the other participants. For the framework arrangements an estimated
quantity of requirements to be purchased during the contract period must be made known to the
renderers. Also, there should be a facility for the contract/arrangerrient to provid~ choice of
product or service if this is required by individual procuring entities. The process w:11 not work
well if standards are dictated to individual purchasers. Variable prices for different purchase
quantities, different geographical locations and different service levels may be ,~stablished.
10
However, for this arrangement to work there must be a c lear commitment to use the contracts by
the participating entities.
Ensure Professional Input Into The Contracting Process, Procuring entities should train and
develop professionally qualified staff for public sector procurement. To do this, it will be
necessary to: Maximise the use of existing resources, possibly by developing a specialised multi
disciplinary contracting team that could provide professional advice and assistance to individual
purchasing entities for major contracts. The responsibility for the contracting process, the
contract award and the contract performance would remain with the procuring ent it:1. It would
be a central function to co-ordinate this process. Employ external consultants to advise and assist
with the contracting process. The selection of consultants for this work would be undertaken by
means of competitive tenders in accordance with the procurement legislation. Help in this
process would be available from the central advisory function. Help individual procu::ing entities
undertake this process, it is recommended that the central policy unit issue guidance on best
practice in "contracting for consultants Balasubramanian P and Tewarx Ashish Kum1!,r(2005).
Promote Effective Domestic And International Competition by Qualified Suppliers, To obtain
best value, quality and service it is good procurement policy to encourage the most ::ompetitive
and able suppliers to tender for your contracts. To achieve this objective, the NPPU and
procuring entities must emphasis: Procedures which are fair, non discriminatory and transparent;
Compliance by the purchaser with their obligations under the contract including the ' 'terms of
payment"; Standard conditions of contract; Requirements w hich are clear-- using performance
and international specifications where possible; Rationalization of needs and aggregation of
demand to facilitate economic manufacture; Use of framework and call off contracts; Use of long
term contracts "two or three years" to encourage investment; Good working re lationships and
trust between purchasers and suppliers. Mode l guidelines fo r devel<?ping good relationships.
Croom S. and R. Johnstone(2004),
There is also a question mark over the likely effect of Competitive Dialogue on the length of
Preferred Bidder periods. The implication was that far more had to be agreed while the
competit ive process is ongoing, with the commercial deal largely fleshed out by Preferred Bidder
appointment. But, any temptation to regard this as a solution must be· tempered by the report's
1 1
findings on what has caused delays in the past. For instance, the report points to examples of
contractors ignoring the contents of Preferred Bidder letters; delays ca~sed by the need to secure
planning permission; and the need to reconsider affordability. It also emphasizes the importance
of public sector experience. One particularly experienced PPP Unit of a city council took 15
months from appointment of a Preferred Bidder to close its first PFI deal, but has successfully
kept the Preferred Bidder period down to under six months for the four deals pro~ured since
then. Experience enabled a better understanding of when and how to use external. advisers, a
better understanding of how to define the project specifications, and greater commercial
awareness leading to more focused negotiations.
The report found that, partly as a result of high bid costs and lengthy tendering periods, the
private sector has become more selective in developing bids for projects. It is now common for
contractors to set an annual budget for how much they are prepared to spend on bidding fo r
projects. High bid costs reduce the number of projects for which they are prepared to bid in any
particular year. Lengthy tendering periods mean that bid teams are tied up for longer.
It will be important for the Government to monitor whether the impact of lengthier competitive
phases, and the attendant uncertainty for bidders over who wi ll win the contract , results in
greater bidder selectivity. This risk has already prompted suggestions that the p11blic sector
should narrow the field down to just two bids from very early on in the process, sc as to li mit
costs, and in the longer term there may be pressure to contribute towards the costs _incurred by
losing bidders.
These risks make it all the more important that the tendering process is improved. vlost of the
projects examined in the repo1t had reached Financial Close by the time of the publication last
year of the Treasury report 'Strengthenjng Long-Term Pa1tnerships', which re-affirmed the need
for projects to be better developed before going to the market, promised the stren~ hening of
PFUs and committed to greater scrutiny of projects in procurement. And in January this year, the
Treasury published 'Transforming Government Procurement', which proposed cha;:iges to the
Government Procurement Service, aiming to facilitate the effective rec:ycling of existing skills in
sector.
12
Will these measures make a difference? The answer is that they should, but, much depends on
how they are implemented across the public sector. 'Meeting the Investment Challenge
(Treasw-y, 2003)', also dealt with many of the same issues, including the developmenl of projects
before they were brought to the market, the recycling of complex procw-ement expertise and the
sharing of Best Practice across the public sector. In part, the prevalence of these and other issues
testifies to the difficulties involved. The hope though is that the momentum generated by the
NAO report, with accompanying recommendations (see box) such as the agreement of sector
specific target tendering times, will act as a catalyst for finally getting to grips with some of these
issues and lead to a genuine reduction in tendering times.
Finally, there are the public interest groups, largely the Non-Governmental Organizations, which
perform a dual role of remote monitoring of procurement performance by Procuring Entities and
a direct advocacy role for the adoption of best practices in public procurement. An efficient and
effective system must develop institutional inter-linkages between all interested parties and
structured mechanisms for periodic exchange of information on different aspect 0f systemic
performance in order to continuously infuse the system with best practices. The PRJU is working
assiduously to put structures in place to take advantage of the synergies such cooperation will
invariably offer.
2.4 Contributions of tendering process on service delivery in Uganda
Johan (2006) further came up with some important service delivery improvement :,logans. He
said he who fails to plan for service delivery, plans to fail delivering services to the public. And
if it cannot be measured, it cannot be improved. If we only plan to comply with regulations, we
are not managers, we are robots. What we plan we must implement. What we implement, we
must monitor. We should not be afraid to ask the customer (citizens). They really do know best
what they need and what they get. It is not always the same thing.
Procurement Policy Manual (2009), tendering drives different expected results which are
different from business as usual such as: reduction in the number of overall contract awards,
understanding and managing total cost of ownership, more purchasing options (lease vs. buy) ,
data-driven decision making, improved risk mitigation prior to award, more identification of
13
oppo1iunities where suppliers can add value, improved relationships with suppliers which leads
to improved service delivery
Conformance is the degree to which a service design and operating characteristics meet
established standards. Good service is therefore equated with operation within a tolerance degree
(Balunywa, 1998). The question here is that can the service achieve the core purpose for which it
is intended? If the service performs as expected and intended it will be considered good service
offered.
Timeliness. Delay in service delivery will make the services to loose the meaning r.nd hence a
service should be offered in time before it becomes irritating to the consumer (Ssemayengo,
2005). Services which are delivered in time are said to of good service and those that are not
delivered in time are said to have poor service. Tendering is what can ensure that timeliness is
followed hence improved service delivery to the citizens.
14
CHAPTER TREE
METHODOLOGY
3.0 Introduction
This chapter presents the plan and tools that was used in the study, design population, sample
size, sampling strategies, research instruments, validity and reliability, data gathering procedure,
data analysis and limitation of the study.
3.1 Research Design
The researcher used a descriptive comparative research design that involved the use of both
qualitative and quantitative research designs to conduct the whole study. Qualitative research
design seeks to locate the study in scholarly debates in tendering process and service delivery.
Quantitative research design was also used to compare service delivery and tendering process
because the findings of the study are both numerical and non-numerical (respondents options and
views about the study variables) and have to be quantified for easy interpretation a:1d description
accompanied.
3.2 Research Population
According to Diamantopoulos et al., (2000), a population is the totality of an entiti~s in which
the researcher had an interest, meant it was the collection of individuals, objects c,r events in
which the researcher wants to make inferences. The target population of the study was the
selected employees of Buyende district especially those who interact with procurement. This
category included contracts committee 5, evaluation committee 4 procurement and disposal unit
3 and management 16 and user department 40 plus 32 service providers and selected citizens
with Knowledge on tendering. It was from this population of l 00 that the samp!e size was
selected and this enhanced data collection and effective representation.
3.2.1 Sample Size
From the estimated population of 100, a sample size was determined to provide information.
n= N
l+Nx(e)2
15
Where
n = sample size
N = population size
e= level of significance 0.05
For this study:
n= 100
1 + I 00(0.05)2
100
1 + I 00(0.0025)
100
)+0.25
n= 80
100
1.25
3.2.2 Sampling Procedure
The research used stratified random sampling to select the respondents .This was so, because the
study population mentioned above was of different characteristics so stratifying the population
hence enhanced equal representation from the different departments, after this simple random
sampling was used to select the required sample size.
3.3 Data collection Methods
3.3.1 Questionnaire method
The researcher designed a set of questions and made a questionnaire. This was comprehensive
enough to cover the extent of the problem and all aspects of the study variable basing on the
objectives of the study chapter one (1.4). The questions contained in the questionnaire which
were both open and close ended that enabled the respondents express their v iews ar.d opinions.
Some of the questionnaires was delivered to the respondents by the researcher and others was
16
personally administered by the researcher, thus self- administered and researcher administered
questionnaire respectively was used to obtain primary data.
3.3.2 Interview method
This was done through oral conversations in order to get information. To increase the response
rate the researcher used interview method to obtain primary data. The interviews 'v\ere formal/
semi structured or structured involving a pre-designed interview guide.
3.4 Sources of data
In this study two types of data was used by the researcher, primary data and secondary. In
recognition to this, the researcher collected data that was relevant to the research problem.
Primary data is that data collected afresh and for the first time, have not been processed. While
the secondary data is one which have been already collected by someone else for other purposes
and can be used to compile data or raw data.
3.4.1 Primary Data
Observation, focus group discussion, questionnaires and interview was common research tools
used to collect data. This aimed at collecting primary data from the respondents of Buyende
district local government.
3.4.2 Secondary Data
The secondary data obtained through minutes of meetings in procurement related aspects, project
plan journals. In this study the researcher used documents and other records that were already
published to access information.
3.5 Data quality control
3.5.1 Data Validity
Data validity was checked by the researcher comparing the written information in the reports
concerning supply chain information management and its correlation with perfotmance. This was
together with choosing a clear sample population that gives a representation of the entire
population.
The tool validity was checked and confirmed using re-test method, three weeks la~er between
the first and second application and using Cronbach Alpha for the internal coordination, the
17
value for re-test will be a content validity index(CVJ.) judges were used to establish a validity
for each item. Where by judges were selected to judge each item. The inter judge coefficient
validity will be computed to be CVI= (number of judges declared item valid) (total r.o of judges
to arrive at an average acceptable for the study using the research instrument
3.5.2 Reliability of the instruments
To establish the reliability of the instruments, the researcher administered pilot studir.s or pretest
and use of data control tools to the various officials; computation was done by the use of
Microsoft excel. This was so for the case of questionnaire research instrument. The data was
analyzed and fed accordingly. After data collection the researcher conducted a check of the
information by subjecting secondary questionnaire guides in form of pre- examination so as to
identify the correlation in the information given.
3.6 Data Processing and Analysis
Once the researcher obtained the necessary data from the field. The researcher an3.Jyzed, and
interpret it in relation to the objectives of the study. The researcher presented the findings in
form of tables, graphs and pie charts. Analysis and presentation of the findings in this way
enhanced the understanding of the interface made thereby improving reliability and validity.
3.7 Limitations to the study
The researcher takes prediction of the following limitation
I. Financial constraints, difficult for the researcher to raise enough funds for the research
study. This was solved by the researcher acquiring money from his savings.
2. Difficulty to access respondents. This was solved by designing a questionnair:- to suit
3.8 Ethical Procedures
The researcher chose a topic and supervi sor at the University, upon approval of a research topic
by the supervisor; the researcher attained a letter of introduction from Kampala international
university college of applied economics and management Sciences. The researcher begun on
data collection process. The researcher made the questionnaires commensurate to the number of
respondents, and then personally deliver the questionnaires to Buyende district local government.
The researcher ensured honesty and confidentiality in data collection including respecting the
rights respondents , thus free will and not compulsion After all questionnaires are back, the
18
researcher organized the work by summarizing all responses . Data was fed into the computer
using Microsoft excel. After computation, the researcher prepared the final reports for
submission to the department of procurement, marketing and hospitality under the College of
Economics and Management Sciences in Kampala International University.
19
CHAPTER FOUR
PRESENTATION, INTERPRETATION AND ANALYSIS OF FINDINGS
4.0 Introduction
Data presentation, interpretation and analysis has been done under the guidance of the research
objectives set in chapter one. The interpretation also seeks to answer the research questions that
were raised. Presentation and interpretation of data in this chapter has been done with the aid of
quantitative and qualitative methods for quantitative methods involved the use of tables, graphs,
percentages and personal analysis and interpretation presented in essay form.
4.1 Profile of respondents
4.1 Gender Categorization of respondents
Table 1: Showing respondents categorization
Respondents F1·equency
Male 50
Female 30
Total 80
Source: Primary data, 2015
Percentage
64
36
100
Results from Table ( 1) show that the majority of respondents are male that is 25 respondents
representing 64% of the total respondents and 15 respondents are female representing 36% of the
respondents. This implies that both genders were involved in data collection.
20
4.2 Age Categories of respondents
Table 2: Showing age categorization of respondents
Age category Frequency Percentage
18 -25 14 17.5
26 - 35 30 37.5 ·
36-45 24 30
45+ 12 15
Total 80 100
Source: Primary Data, 2015
Results in table 2 present findi ngs on the age of respondents, 26 -35 was the majority age group
with 37.5% of respondents fo llowed by 36 -45 with 30%, next were 18-25 with 17.5% and
finally 45 above with 15% of the total respondents, From the above analysis, it can be construed
that the majority of the respondents are mature people and therefore they have an active memory.
It is possible that the mature nature of respondents present a mature tendering for service
delivery in Buyende district.
4.3 Academic Qualification of Respondents
Table 3: Academic qualifications of the respondents
Academic qualifications Frequency Percentage
Certificate 16 20
Diploma 14 17.5
Degree 26 32.5
Masters 16 20
Others 8 10
Total 40 100
Source: Primary data, 2015
2 1
Results in Table (3) present that the majority of the respondents were degree holders representing
32.5% masters and certificate were next with 20% each followed by diploma with 17 .5% and
finally others with 4(10%). This implies that the respondents are well educated and therefore the
information obtained from them can be relied upon for decision making.
4.4 Role Of Tendering Process In Service Delivery
The initial objective under this study set to identify the role of tendering process on the delivery
of services in Buyende district. The responses were attained on the likert scale measure of I :5
presented and interpreted as below.
Table 4: Showing prevalence of effect of tendering on service delivery
Response Frequency Percentage
Yes 50 65.2
No 20 25.0
Not sure 10 12.5
Total 80 100
Source: primary data, 2015
Results in Table ( 4) indicate that majority 62.5 % of respondents agreed that the tendering
process affect service delivery, 25% disagreed and 12.5% were not sure, implying that perhaps
tendering is complemented by other factors in delivering services.
22
4.4. 2 Role of Tendering Process on Service Delivery
Table 5: Showing the response to the effects of tendering on service delivery
Roles of tendering Strongly Agree Disagree Strongly Total
Agree Disagree
F % F % f % F % F %
Enhanced level of 40 50 10 12.5 18 22.5 t2 15 80 100
accountability
Reduction of 36 45 10 12.5 26 27.5 4 5 80 100
wastage and
appropriate allocation of
services
--
Checked service quality 32 40 12 15 22 27.5 6 7.5 80 100
Provision of quality 30 37.5 10 12.5 20 25 10 25 80 100
services
Timely delivery and 60 75 8 10 8 10 4 5 8(1 100
accessibility
Improved compliance 40 50 48 30 10 20 0 0 8C 100
23
Effective resource 28 35 20 25 28 45 4 5 80 100
utilization
Source: primary Data, 2015
Results in Table (5) present findings on the responses about the role of tendering on service
delivery in Buyende district, 50% of the respondents who strongly agreed, 12.5% agreed, 22.5%
disagreed and 15% strongly disagreed with enhanced level of accountability due to tendering.
Reduction of wastage and appropriate allocation of services had 45% of the respondents who
strongly agreed, 12.5% agreed, 27.5 % disagreed and 5% strongly disagreed.
Checked service quality had 40% of the respondents who strongly agreed, 15% agreed, 27.5 %
disagreed and 7.5% strongly disagreed
35% of the respondents who strongly agreed 12.5% agreed, 25% disagreed and 25% strongly
di sagreed with Provision of quality services through tendering.
Timely delivery and accessibility had 75% of the respondents who strongly agreed, I 0% agreed,
I 0% disagreed and 5% strongly disagreed.
Improved compliance had 50% of the respondents who strongly agreed, 30% agreed, 20%
disagreed and none strongly disagreed
Effective resource utilization had 35% of the respondents who strongly agreed 25% agreed, 45%
disagreed and 5% strongly disagreed.
This implies that tendering process in Buyende district contributes to service delivery. It means
that there is need fo r improving the tendering process for the purpose of enhancing se:·vices to
the local citizens in Buyende district.
24
1igure i: A chart showing the total number of respondents who strongly agreed and agreed
he role of tendering delivering services in Buyende district
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
,ource: Primary data, 2015
'rom the figure (i), it can be seen that as regards the role of tendering in service delivery.
lCCOrding to the respondents who strongly agreed and agreed timely delivery and accessibility
ad the highest (85%), followed by improved compliance with 80% and finally enhanced level
f accountability with 63%. Others in the descending order were effective resource utilization,
:Xiuction of wastage, checked service delivery and provisions among others.
25
4.5 Challenges encountered in the tendering Process during the Provision of Services
To the second objective that was intended to establish the challenges that can be encountered in
the tendering process during service provision in Buyende district.
Table 6: Responses to the prevalence of challenges to the tendering process in Uganda
Response Frequency Percentage
Yes 70 87.5
No 4 10
Not sure 2 2.5
Total 80 100
-
Source Primary data, 2015
Results tabulated in Table (6) above present a majority 87.5 responses towards the presence of
challenges in tendering and delivery of services in Buyende district. 10% and 2.5% disagreed
and were not sure respectively. This is an indication of dire need for the state of service delivery
in Buyende district.
26
Table 7: Showing response the challenges encountered in the tendering process during the
provision of services in Buyende district.
Challenges Strongly Agree Disagree Strongly Total
Agree Disagree
..
F % f % F % F % F %
Poor and unskilled 32 40 24 30 28 30 4 5 80 100
suppliers
Fraud and extortion 40 50 20 25 14 17.5 6 7.5 80 100
Limited compliance 28 35 36 45 12 15 4 5 80 100
from providers
Limited funding 40 50 24 30 19 10 8 10 40 100
Collusion of bids 28 35 24 30 12 13 20 25 80 100
Corruption 26 32.5 20 25 24 30 10 12.5 80 100
Conflict of interest 20 25 34 42.5 14 17.5 12 15 80 100
Source: Primary Data, 2015
27
Results in table (7) present that that the changes facing tendering and service delivery in
Buyende district include Poor and unskilled suppliers 40% of the respondents who strongly
agreed, 30% agreed, and 5% strongly disagreed, and 30% respondents disagreed.
50% of the respondents strongly agreed in respect to 'Fraud and extortion, 25% agreed, 7.5% of
the respondents strongly disagreed and 17.5% disagreed.
Limited compliance from providers 'had 35% of the respondents who strongly agreed, 45%
agreed, 15% of the respondents disagreed, and 5% strongly disagreed.
50% of the respondents strongly agreed with limited funding, 30% agreed, 10% disagreed and
10% of respondents
Collusion of bids on by 35% respondents who strongly agreed, 30% agreed, 13% respondents
disagreed and 25% strongly disagreed
Conflict of interest had 25% who strongly agreed, 42.5% agreed, 17.5% disagreed and 15%
strongly disagreed.
The challenges of tendering process in Buyende district mentioned above denote an existing
situation in terms of the constraints hindering the tendering process. The presentation implies
that there are challenges to tendering which limit service delivery.
28
i'igure ii: A chart showing the total number of respondents who strongly agreed and
.greed with the challenges encountered in the tendering process during the provision of
ervices in Buyende district expressed in percentages.
,ource: Primary Data (2014)
rom figure (ii) above chart it can be concluded that the challenges encountered in the tendering
rocess during the provision of services in Buyende district were crucial with collusion of bids
nd limited suppliers having the majority of the respondents who strongly agreed and agreed by
0% on average as per those who strongly agreed and agreed.
29
4.6 Mechanisms to Control the challenges encountered in tendering·
The third objective sought to establish the mechanisms to control the challenges encountered in
tendering.
Table (8): Showing the responses to the mechanisms to control the challenges encountered
in tendering in Buyende district.
Control mechanisms Strongly Agree Disagree Strongly Total
Agree Disagree
F % F % F % F % F %
Capacity building to 40 50 22 27.5 8 10 10 12.5 80 100
enhance both suppliers
and buyers
Use of laws to punish 32 40 26 32.5 20 25 2 25 80 100
the corrupt
Staffing of 30 37.5 28 35 22 27.5 0 0 80 100
procurement
department
Develop management 40 50 22 27.5 28 22.5 0 0 80 100
information system and
advertising tenders
publically
Ensure professional in 20 25 36 45 12 15 12 15 80 100
put in contracting
Ethical behavior to 36 45 16 20 16 19.7 12 15 80 100
avoid corruption
..
30
strengthen operation of 40 50 IO 12.5 20 25 20 25 80 100
regulation and
procedure
Monitoring and 24 30 20 25 20 25 16 20 80 100
auditing supplier
compliance
Source: Primary Data, 2015
In reference to the table above that explicitly expresses the mechanisms to control challenges
encountered in tendering in Buyende district,50 % of the respondents strongly 2.greed with
capacity building to enhance both suppliers and buyers, 27.5% agreed, 12.5% strongly disagreed
and 1 0% of the respondents disagreed.
Use of laws to punish the corrupt had 40% of the respondents who strongly disagreed, 32.5%
agreed 25% of the respondents disagreed and 2.5% of the respondents strongly disagreed.
Staffing of procurement depa11ment had 37.5% of the respondents who strongly agreed, 35%
agreed, 27 .5% of the respondents disagreed and none strongly disagreed.
50% of the respondents strongly agreed, 27.5% Agreed, 22.5% disagreed and none of the
respondents strongly disagreed to develop management information system and advertising
tenders publically as one of the mechanism encountered in tendering in Buyende district.
Ensure professional in put in contracting had 25% of the respondents who strongly agTeed, 45%
agreed, 15% disagreed and 15% strongly disagreed.
Ethical behavior to avoid corruption had 45% who strongly agre_ed, 20% agreed;· 19.7%
disagreed and 15% strongly agreed
Strengthen operation of regulation and procedure had 50% who strongly agreed, 12.5% agreed,
25% disagreed and 25% strongly agreed
Monitoring and auditing supplier compliance had 30% who strongly agreed, 25% agreed, 25%
disagreed and 20% strongly agreed.
3 1
The study on this objective was intended to .establish mechanisms for controlling the challenge
encountered in tendering process in Buyende district. The responses on the mechanisms imply
that applying the mechanisms will improve the tendering process for service delivery.
32
CHAPTER FIVE
SUMMARY OF THE FINBDINGS, CONCLUSION, RECOMMENDATIONS
AND AREAS FOR FURTHER RESEARCH.
5.0 Introduction
This chapter looks at the summary, conclusion of the research findings, consid{:rs possible
recommendations and suggests areas for further research.
5.1 Summary of the Findings
The study was about tendering process and service delivery in Buyende local government in
eastern Uganda. The researcher set the objectives from which the questionnaire wa5 drafted to
him in collecting data. The objectives were to; to assess the contributions of the tendering
process on service delivery, establish the challenges encountered in the tendering process during
the provision of services and to establish the mechanisms for improving tendering process for
enhanced service delivery in Buyende District.
Basing on the researchers of objective which thought to assess the contributions of the tendering
process on service delivery, the researcher asked the question to wheth~r there was a role played
by tendering process to ensure service delivery and was indicated that majority 62.5 % of
respondents agreed that the tendering process affect service delivery, 25% of the total
respondents disagreed and 12.5% were not sure, implying that perhaps tendering is
complemented by other factors in delivering services.
As the per the role of tendering process on service delivery in Buyende district, the researcher
gave the respondents the chance to tick appropriately based on their level of understanding and
how each point could play a role on service delivery. On this perspective, 50% of the
respondents who strongly agreed, 12.5% agreed 7.5% were not sure, 5% disagreed and 15%
strongly disagreed with enhanced level of accountability due to tendering but majority
respondents who strongly agreed were in support that tendering process plays a majo1: role in
ensuring timely delivery and accessibility and this was strongly agreed by 75% of the total
respondents. In line with those who strongly agreed and agreed, also timely delivery and
accessibility had the highest (85%), fo llowed by improved compliance with 80% and finally
33
enhanced level of accountability with 63%. Others in the descending order were effective
resource utilization, reduction of wastage, checked service delivery and provisions among others.
The second objective which was intended to establish the challenges encountered in the
tendering process during the provision of services, the researcher was in the first case interested
in knowing whether there were the challenges encountered and on this point, majority 87.5%
responses towards the presence of challenges in tendering and delivery of services in Buyende
district. 10% and 2.5% disagreed and were not sure respectively. These researche..-s' findings
indicated that the situation in Buyende district required serious attention to overcome such
challenges.
On the same objective, the researcher gave them the option to answer to best of their knowledge
where 50% of the respondents strongly agreed with limited funding, 30% agreed, 5% disagreed
and 5% of the respondents were not sure not sure and 10% of respondents. The researcher
concluded that the challenges encountered in the tendering process during the provision of
services in Buyende district were crucial with collusion of bids and limited supplier~ having the
majority of the respondents who strongly agreed and agreed by 80% on average as per those who
strongly agreed and agreed.
The researcher's objective which was intended to establish the mechanisms for improving
tendering process for enhanced service delivery in Buyende District, 50 % of the !"espondents
strongly agreed with capacity building to enhance both suppliers and buyers, 27.5% agreed 7.5%
were not sure, 12.5% strongly disagreed and 2.5% of the respondents disagreed and .use of laws
to punish the corrupt had 40% of the respondents who strongly disagreed and others responded
to staffing of procurement depaitment, develop management information system and advertising
tenders publically, ensuring professional in put in contracting, instilling ethical behaviors to
avoid corruption, strengthening operation of regulation and procedure and others were also
responded to by more than 60% of the total respondents.
5.2 Conclusions
The researcher concludes that there is a relationship between tendering process ;rnd service
delivery based on views obtained from the respondents of Buyende local government in eastern
Uganda. The researcher found that there were challenges encountered and responde.1ts% of the
34
respondents strongly agreed with limited funding, and other challenges such as Poor and
unskilled suppliers, fraud and extortion, fraud and extortion, collusion of bids but these could be
solved by implementing the mechanisms as were suggested by the researcher and agreed to by
the respondents. The roles played by tendering process on service delivery were found to be
eminent. These included timely delivery and accessibility had 75% of the respondents who
strongly agreed, 10% agreed and other roles were found to be stimulated by tendering process.
Therefore, Buyende district local government just requires implementing proper strategies m
order to improve its capacity to deliver services that suite stakeholders interests.
5.3 Recommendations
Buyende district should ensure that tendering arrangements can operate successfully and the
participating procuring entities must have ownership and commitment to the process so as to
produce positive results. The procurement department of the district should be inv,Jlved in all
contracting activities from the initial stage to the point when it is accomplished.
The government should ensure that procurement officers are well trained and are professionally
qualified staff for public sector procurement. This will help to maximize the use of existing
1:esources, possibly by developing a specialized multi-disciplinary contracting teatT. that could
provide professional advice and assistance to individual purchasing entities for major contracts.
This will also help to solve the problem of fraud and extortion which had 75% of the total
respondents who strongly agreed and agreed.
Development of ma·nagement information system and advertising tenders publically which had
77.5% of the total respondents who strongly agreed and agreed were the majority and th is was
found to be necessary for better service delivery in Buyende district.
The public service commission should increase its capacity m staffing especially the
procurement department that was deemed to be a key area where corruption can easi ly be dealt
with and other key areas to carry out its functions that may help to improve service delivery.
Some capacity issues are in terms of systems and processes which could improve the mo_nitoring
of procurement processes within the district.
35
5.4 Areas for Further Research
The following need to be conducted as areas of further researcher to supplement on the study
findings.
• Tendering and organizational performance
• Bid evaluation and tendering process
• Tendering and accountability of purchasing entities
36
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39
APPENDICES
Questionnaire for employees of Buyende district (Procurement and procurement related)
Dear respondent,
I am a student of Kampala International University conducting a research on Tendedng process
and service delivery in Buyende district local government eastern Uganda, as part of the
requirement for the award of Bachelors degree of supplies and procurement management.
Your response to the questions below wi ll be treated with utmost confidentiality and all
information be used for only this purpose.
PART A: Respondents Bio-data
1. Gender
Male Female
2. Age
18-25 C:=J 25-35 C:=J 35-5 50 and above D
3. Level of Education
Certificate level c=J Diploma c=i Degree c=i Masters c=i Others c=i
40
PART B: The role of tendering process in service delivery
4. Does tendering have an effect on service delivery in your district?
Yes D
No D
If yes, does it affects service delivery through the following ways?
( I-Strongly Agree, 2-Agree, 3-Disagree, 4-Strongly disagree)
Tick the appropriate box.
Role of tendering process in service delivery 1 2 3 4
Improved compliance
Timely delivery and accessibility
Provision of quality services
Reduction of wastage and appropriate allocation of services
Smooth or un interrupted operation
Checked service quality
Enhanced level of accountability
Effective resource utilization
If there is any other ways in which tendering process contribute service delivery in Buyende
district, please mention them.
41
PART B: Challenges encountered in the tendering process during the provision of services
5. Are there challenges to the tendering process in Buyende district lo~al government
Yes D No D
If yes is the following are the challenges faced
(1-Strongly Agree, 2-Agree, 3-Disagree, 4-Strongly disagree)
Tick the appropriate box.
Challenges 1 2 3 4
Corruption '
Conflict of interest i
Collusion of bids I
!
Fraud and extortion I
I
Limited compliance from providers
Limited funding
Poor and unskilled suppliers
'
Ifthere are other challenges encountered in tendering, please mention them.
42
PART C: Mechanisms for improving tendering process for enhanced service delivery
6. What are some of the mechanisms to control the challenges encountered in tendering
l. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree
Control mechanisms 1 2 3 4
Capacity building to enhance both suppliers and buyers
Use of laws to punish the corrupt
Staffing of procurement department -
Develop management information system
Ensure professional in put in contracting
Ethical behavior to avoid corruption
strengthen operation of regulation and procedure
Monitoring and auditing supplier compliance
Advertise tenders publically
Use of national standards to avoid counterfeits
ifthere are any other ways to control the challenges faced in tendering, please mention them
43
Appendix: i Research Budget ·-
ITEM QTY UNIT COST AMOUNT
Transport 100,000=
Questionnaires development 50,000=
·-printing and binding 600pages 200 120,000=
Motivation and refreshment 100,000=
Miscellaneous 20,000 30,000=
TOTAL 400,000 /= ·-
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Appendix ii: Time Frame
DURATION (months)
ACTIVITIES Earl MAR Mid MAR Late MAR MAR APR
2015 2015 2015 2015 2015
Pilot and Study
analysis
proposal
design
-proposal
development II
Proposal
submission for
approval
Final
Dissertation
and submission 11
ll
45
