PPDA ACT ON REDUCTION OF EMERGENCY PROCUREMENT

ACASE STUDY OF NATIONAL SOCIAL SECURITY FUND

INTRODUCTION

1.1 Background to the study

Procurement law globally seeks to guarantee value for money spent by stakeholders in the supply chain. The law recognizes and promotes the necessity for procurement standards which should be enforced through implementation practices. It also seeks to deter procurement and disposing entities from undertaking shoddy procurement and regulates the conduct of officials involved for effective and efficient procurement. Consequently, procurement law makers expect compliance as the ultimate objective, but this is often not achieved as there are irregularities arising from buyers, suppliers or both.

In most developed countries, public procurement takes place within a framework of international obligations, such as the World Trade Organization’s Agreement on Government Procurement or the Procurement Directives made under regional agreements such as the European Union or the North America Free Trade Agreement (Agaba and Shipman2008).

According to Public Procurement and Disposal of Public Assets Authority report (2007). The Government of Uganda initiated reforms in the public procurement and disposal sector in 1997, following the enactment of the 1995 constitution and the demand for improved governance and public sector management. The  reforms  were  initiated against  the backdrop  of  lack  of  accountability  and  transparency  and  absence  of  a culture  of  value for  money  procurements.  According to the PPDA report 2007, the  development  partners  recommended to government to put in place appropriate public procurement practices based  on  international  standards  which  are  fair,  transparent,  competitive  and  non-discriminatory to all potential providers of goods, services and works.

The Act empowers all local Governments that receive funds have to ensure that those funds are spent solely on the procurements which are specified through bidding contracts. The Local Government Act was put in place to operationalize the policy of decentralization adopted by the Government of Uganda (1996) which devolved powers and functions to the districts for improvements in service delivery, including procurement service delivery.

One of the provisions of the Act is that appropriate measures shall be taken to enable local government units to plan, initiate and execute policies in respect of all matters affecting people within their jurisdiction. The local governments shall oversee the performance of persons employed by government to provide service in their area and monitor the provision of services or the implementation of projects in their areas. These services include procurement and procurement auditing.

In Uganda, the procurement law is governed by the PPDA Act 2003 which was enacted and implemented to address the inadequacies of the former Central Tender Board.  The law spells out the acceptable and prohibited procurement practice, recognizing that prohibited conduct constitutes malpractices and indeed an offense. The procurement law lays down the roles, expectations and limits of procurement officers engaged in procurement. However, whereas the law is clear in these aspects, there are officers who have flouted the law by engaging in procurement practices prohibited by the law. For example, according to the Auditor General reports (2008-2010), most district local governments in Uganda have engaged in violations against the provisions of the PPDA Act (2003).

There have been persistent complaints about the implementation of the procurement law in Uganda. Various reports by government institutions like IGG, PAC and AG have disclosed that fraudulent procurements are done without following the provisions of the PPDA Act 2003. They point out specifically that evaluation and contracts committees get involved in procurements with conflict of interest.  In other cases, the PDE presents overstatements or understatements of bidder eligibility and in some cases the evaluated price of the best evaluated bid is not used as the basis for evaluating the bid.

Emergency situations arising from armed conflicts or natural disasters demand an immediate humanitarian response. Typically, thousands of human lives are at risk, infrastructure has collapsed, and state institutions are overwhelmed. The first priority isto identify and meet the affected population’s most urgent needs: food, water, shelter, sanitation, medicine, and protection. Purchase and delivery of the goods and services required involves an array of different actors, including the affected governments, donors, the United Nations (UN) and other international agencies, military personnel, private contractors, and non-governmental organizations (NGOs).

According to the IGG report, (2010), Uganda looses billions of shillings from poor procurements due to emergencies , all which can be avoided if the procurement teams become proactive, this magnitude of loss therefore calls for a change in the procurement systems necessitating the study on the influence of PPDA ACT on reduction of emergency procurement with specific reference to NSSF.

1.2 Problem statement

NSSF is a national savings scheme mandated by government through the NSSF Fund Act, cap 222 to provide social services to employees in Uganda, established by an act of parliament in 1985 (NSSF Records 2010). NSSF uses PPDA ACT for contracts to achieve benefits such as increased efficiency, cost savings, improved transparency in procurement services. Despite this benefits, it is faced with numerous procurement challenges, in the 2008 acquisition of 564 acre piece of land at 11 billion shillings NSSF was accused of procurement fraud due to failure to advertise procurement of that value, (New Vision 27 October 2008), Apart from that, the PPDA audit report 2012 also questions a number of procurement activities at NSSF including the contract for the supply of fumigation services in which it was marred by irregularities. All these irregularities happen despite the existence of PPDA ACT at NSSF; This study therefore intends to investigate PPDA ACT on reduction of emergency procurement with specific reference to NSSF Kampala (u).

1.3 Main objective

To examine the PPDA act on reduction of emergency procurement

1.3.1 Specific objectives

1. To examine the different ways of controlling emergency procurement.
2. To establish Procurement phases which are prone to emergency procurement.

• To identify different ways of eliminating emergency procurement.

1.4 Hypothesis/ research questions

1. What are the different ways of controlling emergency procurement?
2. What are the Procurement phases which are prone to emergency procurement?

• What are the different ways of eliminating emergency procurement.in Uganda?

1.5 Scope of the study

The study will concentrate on emergency procurement procedures as stipulated in the Public Procurement and Disposal Act (PPDA) which regulates public institutions on procurement for goods and services.

The study’s main point of reference will be on emergency procurement procedure, steps taken by government to reduce emergency procurement.

1.6 Significance/ justification of the study

In Uganda there is no comprehensive study done after the introduction of public procurement act to examine its effect on reduction of emergency procurement by government institutions. The researcher therefore finds it vital to make an in-depth study of the PPDA Act on reduction of emergency procurement so as to provide yet another study source which can be used by other scholars and even various agencies while carrying out further investigation of the related topics.

The researcher hopes that the findings of the study will be used by the government and other policy makers to gain insight on ways of reducing emergency procurement. Furthermore, the findings of the study will enhance the researcher’s career by increasing her experience in research work and enable her to always have a practical approach to solving problem as the procurement career path requires.

1.7 Limitation of the study

The researcher faced a problem of inadequate funds given the fact the research exercise was not sponsored by the university.

Some respondents were illiterate. Instead of administering the questionnaire and pick it when the respondents were done fill it, researcher had to read for the respondents, interpret for them and then write down their answer to the various questions.

1.8 Definition of Terms

1.8.1 Public procurement and disposal of public assets act, 2003

An act to establish the public procurement and disposal of public assets authority to formulate policies and regulate practices in respect of public procurement and disposal activities and other connected matters

1.8.2 Emergency

According toUNCHR, 1998 emergency is described as any situation in which life orwell-beingwill be threatened unless immediate and appropriate action is taken, and which demand exceptional measures.

An emergency is the exceptional and widespread threat to life, health or basic subsistence, that is beyond the coping capacity of individuals and the community(Oxfam GB, 2003).

According to the PPDA act, 2011, emergency situation means a circumstance which is urgent or unforeseeable or a situation which is not caused by dilatory conduct where—

(a) Uganda is seriously threatened by or actually confronted with a disaster, catastrophe, war or anact of God;

(b) Life or the quality of life or environment may be seriously compromised;

(c) The conditions or quality of goods, equipment, buildings or publicly owned capital goods may

seriously deteriorate unless action is urgently and necessarily taken to maintain them in their actual value or usefulness;

(d) an investment project is seriously delayed for want of minor items; or

(e) a Government programme would be delayed or seriously compromised unless a procurement is undertaken within the required time frame

1.8.3 Procurement

According to the Oxford Dictionary, Procurement is the process of obtaining supplies of something, especially for a government or an organization. It is also the process that is used to deliver construction projects in the construction industry (Ashworth and Hogg, 2000). The Procurement process embraces the following phases: initiation, preliminary design and development, detailed design, contracts and procurement, manufacture and construction, commissioning, operation and maintenance (McCaffer, 2001).

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This section presents a review of the existing literature with regards to the different ways of controlling emergency procurement, Procurement phases which are prone to emergency procurement and challenges faced by PPDA in reducing emergency procurement in Uganda.

2.2 Ways of controlling emergency procurement.

A number of solutions to emergency procurement as suggested by scholars and institutions. Some of their views are presented here below.

Ntayi (2005) has noted that procurement operations require experts to carry out public procurement at the private and public sector levels. The PPDA as the regulatory public procurement body should provide enough personnel to carry out the function.  Besides, there should be training to provide knowledge and skills of the scope and dynamics of public procurement as required by the (PPDA Act, 2003)

Procurement officers should be encouraged to maintain proper record keeping and management to provide bases for tracking fraudulent procurement. According to PAC Reports (2009-10), procurement entities should provide conducive environment that should be supported by trained skilled and professional report. The reports add that non compliant officials should be prosecuted in courts of law.

This action can be useful in identifying people, obstacles that are responsible for such ills as insider dealing or employment of non professionals in the core areas of procurement and value for money. This action should be taken by the Inspector General of Government with its full mandate to cause arrest and prosecution of offenders.

Whereas procurement is guided by the PPDA Act, the provisions of the Act are utterly ignored. Government whistle blowers should independently identify offenders and liaise with police, the media and other organs to expose non compliance through periodic reporting to ensure cautious procurement undertakings. The HR training role should be emphasized. It is believed that professionally trained people are very cautious in matters of ethic and integrity. The big number of staff involved could be doing so because they are not bound by ethical considerations. They may continue to act with impunity and therefore the need to restrain and educate them through training (IPPU, 2010).

According to (IPPU, 2010), the major obstacle to compliance should seek solutions about political influence.  Sensitization on value for money arising out of flawed procurement process should be supported by management, politicians, and civil society members so that they each can be quoted when they don’t deliver. This is actionable in law courts and would probably act as a deterrent to defaulters.

The inspectorate of government has revealed that most PEs do not have good record management system that will ensure effective and efficient performance of public procurement auditing. In most cases, the records/books are not kept any how to the extent that the auditors cannot sufficiently extract required information and therefore usually frustrated. This also means that plans for performance improvement can not be easily implemented.

According to the Global integrity report 2008, it has been noted that although there are penalties, Procurement process especially big procurement contracts tend to involve high profile politicians, who influence the process & therefore usually protect the individuals who may be implicated. The regulations are in place but not effective due to the influence assumed by procurement personnel and how they manipulate the system to attain their own ends (IGG reports, 2010).

There are challenges resulting from corruption. During the tendering process, opportunities for corruption include tailoring specifications to limit competition or favour a particular bidder, abusing confidentiality, limiting advertisement and publicity. At the contract implementation stage, cases of fraud are highly noticed and abused such as false invoicing, over billing, underperforming, and failure to meet specifications, contract changes and renegotiations (Turner, et al, 1994).

The government of Uganda in its National Strategy to fight corruption and rebuild ethics and integrity in Public Office (2004–2007) launched in July 2004, recognizes that corruption in public procurement and service delivery poses a serious obstacle to economic and social development in Uganda.

The need to fight corruption is further strengthened by the Transparency International ranking that paints a gloomy picture about Uganda. The ranking Transparency International (TI) over an eight year period through the, Corruption Perceptions Index (CPI) indicate that Uganda needs to further strengthen its effort to fight corruption. At a score of only 2.8 against a clean scale of 10, Uganda is ranked among those countries that are really in a critical situation.

2.3 Procurement phases which are prone to emergency procurement.

Procurement phases are the recommended steps that public procurement goes through in order to satisfy the legal requirements. These are, reflected in the PPDA chart which details them as Bidding process, prequalification, invitation for bids, preparation of bid documents, advertising for tenders/bids, pre-bid meetings, receipt of bids, awareness of Bid Opening, awareness of Bid evaluation, notification of contract award, and contract administration.

According to the Inspector General of Government, (2010), there is rampant misuse of contract information at the pre qualification stage.

The Public Procurement and Disposal Authority (PPDA) out lines the principles governing public procurement and disposal, emphasizing their application for effective public procurement entities (PPDA Training Manual, 2007).

Bidding process

According to Turner, et al, (1994), conflict of interest is rife at this stage where a competent bidder is eliminated at the pre-qualification stage in favour of their friend bidders. Procurement entity staff shall see the actual blank bid documents or full specifications issued to the bidders. There must be records or registers, also, of all returned bids and amendment to bids, if any. In order to establish that there was no conflict of interest in the procurement, the procurement staff must see a document to that effect, if any (PPDA Act, 2003).

Awareness of Bid Opening

Burt (2005) observes that bid opening is an important issue in procurement of which the procurement staff shall ensure that it took place.  In order to authenticate this, stakeholders must be aware of the advertisement of the bid opening and ensure that the date stated therein    was actually the date the bid was opened. There should be awareness of the invitation sent to representatives of the bidders, register of all the people who attended the bid opening and the comments and minutes of the bid opening. However, this is often not the case in that particular media is selected to the disadvantage of some bidders. For example not all bidders can access bid opening dates through the New vision.

Awareness of Bid evaluation

Bid evaluation is very critical in determining an award of contract. It is also extremely technical and sensitive because the fate of bidders is almost determined at this stage. However, bidder complaint may not be taken up or forwarded until after the contract has been awarded. Some public procurement entities do not present the best evaluated bidders (BEB) and award to them tenders. Although the BEB is not necessarily the lowest offer, the best bidders should present combinations of highest quality, appropriate delivery period, required quantity, longest guarantee and other competitive edges. Organizations should develop systems for publication of data on bids, awards and other information of public interest (Weele, 2005), but this is not the case sometimes.

Notification of contract award

According to Richard (1986), the Public Procurement staff is expected to know whether the lowest responsive bidder was awarded the contract or not and the reason for the decision. This information may not be availed to unsuccessful bidders who are then disabled about taking timely corrective action

Contract administration

At this stage, payments can be delayed where as actual work is on going. Public procurement staff have to be aware of what, how and when the contractor will be paid for the job executed or being executed. They are expected to be aware of progress report(s) on the contract by the consultant or supervision team, report(s) from the resident/internal auditors for payment(s) and whether payments were actually made in accordance to approved bill or stated contractual clauses (Harry R, 1980).

The Public Procurement & Public Disposal of Assets Act (2003) spells out the ingredients of the basic principles. According to the sources, non-discrimination and fairness obliges the organization to treat all providers fairly, honestly and evenly and not to exclude them from participation on the basis of nationality, race, tribe, religion, gender or place of origin. It is emphasized that the process should be fair and be seen to be so, that staff in the procurement units disclose any personal interests, reject gifts, assure confidentiality and accuracy of information to all at the same time and offer clear separation of responsibilities among players.

Transparent public procurement organizations deliberatively promote openness about activities and transactions carried out for public scrutiny. They avail all relevant information to all players consistently, timely, without unnecessary burdens or constraints through a readily accessible and widely covered medium, (Weele, 2005). He adds that such organizations ensure openness and clarity on procurement policy. According to Tersine, R.J. (1994), some organizations have not respected these principles.

Public entities involved in procurement should practice and encourage competition and accountability. The Local Government Commission Report (2010) reveals unfair competition in local government procurement. Erridge et al (2001) point out that competition should deliberately enable bidders to compete with one another under the same terms and conditions using a relevant procurement method with a view to maximizing value for money. They point out that such competition should be non-restrictive, give sufficient time for bidding, and use standard bidding document and make bid evaluation using the same criteria. The authors describe accountability to include promotion of information sharing among all the players indicating reasons for certain actions and providing written or spoken description of what has happened under ones trust.

To ensure effectiveness in public procurement, officials should promote economy and efficiency although this is often not the case. According to PPDA (Training Manual 2007) economy means controlling and managing public resources with a view to saving and achieving the desired outputs using the available and cheapest resources or means. Evidence of application of economy and efficiency principles is reflected in meeting the balance between government commercial regulatory and socio-economic goals and the procurement and disposal goals.

It is observed that most public procurement entities do not conduct ethical procurement business, more so with integrity, (Tersine, R.J. (1994). The author warms that unethical conduct impacts on performance of public officials and has promoted corruption or collusion with service providers. Ethically upright institutions and individuals adhere to the code of ethical conduct. They also do not use their offices for personal gain; maintain impeccable standards of integrity in procurement business, foster high standards of competence, comply with the law and offer optimum use of resources.

According to the U.S Army Logistics Management College (2006), the following malpractices are common: falsification or alterations of supporting data; failure to update cost or pricing data when past activity indicates price decreases; failure to completely disclose data known to responsible contractor personnel and distortion of overhead accounts or baseline information by transferring charges or accounts that have material impact on government contracts. Others are protracted delay in release of data to the government to preclude possible price detections; repeated denials by responsible contractor employees of the existence of historical records that are subsequently found; submitting fictitious documents and failing to disclose internal documents vendor discounts. It is also common malpractice not to disclose actual costs for follow-up documents (Turner et al, 1994).

In the event that the forgoing principles are not upheld, public procurement entities suffer a number of consequences. The Journal of Public Procurement (2006) explains the consequences to include fraud, bribery and extortion; emergency procurement, fire fighting, wastage and cost overruns. It is also characteristic of such companies to engage in collusion and corruption, infighting among the key players and disregard for confidentiality.

2.4 Ways of eliminating emergency procurement

Transparency is integral to governance. Higher transparency reduces the information asymmetry between a firm’s management and stakeholders, from mitigating the agency problem. (Richardson, P.C. 1988)

Transparency is defined as the widespread availability of relevant, reliable information, about the periodic performance, financial position, investment opportunities, governance, value and risk of publicity traded firms. Thus, transparency involves not only concepts related to reliability, that is to say representational, faithfulness and neutrality, but also understandability (Robert, 1986).

According to Burt (2005), transparency is an approach to procurement management that emphasizes as much information disclosure as possible to regulators and other stakeholders. He refers to awareness as the extent to which regulations, agreements and practices affecting procurement are followed, clear, measurable and verifiable. Also awareness is the clarity with which a regulation, policy or institution can be understood and anticipated. (Ministerial Policy Statement 2009). It is based on openness, predictability and comprehensibility, as well as intensity of sensitization through avenues like seminars and workshops.

According to World Bank report (2004), awareness is defined as the impartial and understandable use of procurement procedures for all stakeholders involved. Awareness comes with application of expected procedure and implementation of expected procurement outcomes.

The Institute of Procurement Professionals of Uganda (IPPU) notes that the degree of awareness impacts on effectiveness of public procurement system with a level playing ground as opposed to the unleveled ground that would be the subject of ignorance of the procurement law. There is associated accountability which improves service delivery in the procurement process (World Bank Report, 2oo4).  In the same report, it was noted that it increases the resource allocation to the public by appointing responsible personnel to perform specific roles.

Once contracts committee members are in the know about non involvement in conflict of interest situations, they will avoid favouring their relatives and friends participating in the bidding process. They will understand the implications of bribery, embezzlement and extortion because they are aware that they can be dismissed and prosecuted (Luber, 2002).

Awareness impacts on organizational benefits of Just in Time Deliveries, with satisfied employees and customers. Accounting officers, the contracts committees, the procurement and disposal units and user units will identify the right needs at the right time for the right prices. This then would guarantee detection in fraud as the avenues lead to value for money procurement (Michael, 1986).

According to Drury (2002) awareness of the procurement process is a sure way of getting the lowest responsive bidder. He adds that losses in money value are high for operations that inflate prices, under declare, and disregard thresholds on procurement.

Proper procurement planning

According to procurement news (2005) it was reported that were procurement planning is inadequate; it has resulted in short comings of poor procurements made. Sakire& Unit (2006) in their analysis of the public procurement procedures in Turkey singled out more specifically that the first step as an important activity of procurement planning or procurement law is determination of needs. Therefore procurement planning has to be done after knowing needs of end-user.

Law is determination of needs. And that procurement carried out under appropriate conditions and timely manner leads to efficiently use of resources. LGDP reports and guidelines (2001 to 2005) also support the above view.

Never the less procurement planning does not only involve needs determination or what to procure.

According to the PPDA ACT 2003 end user   initiate procurement and disposal requirement and forward them to the procurement and disposal unit.

According to Drury, (2000), coordination of various future activities of an organization is by preparation of plans actions for future periods this minimizes risks and increases the degree of organizational success.Drury also further says that procurement plans made by the district should be to help in organization control and facilitate communication to ensure success in achievement of the required objectives.

Cole (1997) also argues that planning can lead to improved efficiency and effectiveness in delivery of goods and serviceshe further says that planning is a deliberate attempt to design a future course of action with view to optimize the use of resources. He goes ahead to certain that an organization without a plan has planned to fail because it had not had particular route to follow.

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According to UN (2006), Good procurement planning is essential to optimize the contribution of the procurement function towards achieving the overall goals of the organization. UN (2006) asserts that good procurement planning supports: transparency, Development of Key Performance Indicators (KPIs) according to milestones and accountabilities set in the procurement plan, and use of the same to monitor performance, Effective and timely solicitation of offers, award of contracts and delivery of the goods, services and works required,  Early requisition to reduce any delays in procurement and timely delivery to project sites,  Early identification of right commodities and quantities to meet programme needs, Sourcing the right suppliers on time to avoid cutting corners under rush procurement to meet deadlines or budget expenditure, Effective supply strategy and timely programme and project implementation.

Proper coordination between end user with procurement staff

Procurement staffs decide on the contracts to take on, the tenders to award preparation of bids, advertisement of bids and also proposing appropriate procurement methods (PPDA ACT and regulations 2003).

Procurement staff also is completely aware of the market situation so they were always advice end user on the better alternatives available.

Public procurement contracts provide the mechanisms by which the national development goals of states can be attained. According to Arrow (1997), public procurement contracts are means of achieving national development objectives.

According to New vision (2011) Public procurement is often plagued with corruption, unfair practices and price collusion in view of the huge amounts of money involved and there should coordination between different departments to encourage effectiveness in the system.

According to the PPDA ACT (2003) section 34 (a) it states that end user liaise with and assists procurement and disposal unit thought the procurement or disposal process to the point of contract placement.

Basheka B.C (2009) observed that in the last five years, corruption has been placed high on the international agenda. Corruption has taken an alarming dimension in recent years at the same time spreading in geographical and growing in intensity. Illicit payments now account for approximately ten to twenty percent of international transactions.

Developing proper procurement policies.

If policies are ineffective, employees lack comprehension and it is difficult to explain to end users the why of the policies. Policies are only good if everyone understands them and can explain and defend them. Planning is deciding in advance what to do, how to do it, who will do it and when it will be done. If your employees don’t know why your business does what it does, where the business is going and how you will measure success, then it’s difficult to communicate your business value to your end users therefore good procurement policies need to be adopted and developed in order to achieve procurement effectiveness Erridge (2001).

Maintainingan effective communication with the supplier.

In order to supplier what is needed According, to Nicol w (2003), all correspondence and communications with the vendor regarding problems, proposed changes, or the implementation of the procurement decision should be effective , According to McIvor (2005), in managing outsourcing relationships, communication with the vendor is of utmost importance during the life of the contract. Knowledgeable internal staff must be available to identify problems and work with the vendor to resolve them. Vendor selection should have provided a vendor whose business/functional culture aligns with that of the organization, so that communication is fostered and developed to support the effort should be documented and kept in order to resolve disputes or identify areas of strengths and weaknesses.

Public entities involved in procurement should practice and encourage competition

and accountability.

Erridge et al (2001) point out that competition should deliberately enable bidders to compete with one another under the same terms and conditions using a relevant procurement method with a view to maximizing value for money. They point out that such competition should be non-restrictive, give sufficient time for bidding, and use standard bidding document and make bid evaluation using the same criteria. The authors describe accountability to include promotion of information sharing among all the players indicating reasons/ bases for certain actions / decisions and providing written or spoken description of what has happened under ones trust.

CHAPTER THREE

METHODOLOGY

3.1 Introduction

This chapter provides brief account of how the research will be carried out. The chapter describes among others, study area/location, sampling techniques, sample design, method of data collection, data processing and data analysis.

3.2 Research design

This study will use a descriptive study design to examine the PPDA act on reduction of emergency procurement in uganda. The study design will follow the use of inferential methods at a 5% level of significance and descriptive statistics.

3.3 Study area/ location

Kampala District is situated in the heart of Kampala. Its bordered by Mukono District in the East and Wakiso to the south, north and west. Population: the district has a total human population of close to 1.2 million. Main Town: it is a modernized city and the capital of Uganda. Area: covers an expanse of 197 sq. kilometers. Land and Vegetation: 8.6% of Kampala is open water, 0.04% forest and 8.3% wetland.

According to the provisional results of the 2014 national census, the district had a population of 1,516,210. The Uganda Bureau of Statistics estimated that the population had grown at a rate of 2.02 percent since the last national census in 2002.Kampala District is divided into five administrative divisions; Kampala Central, Kawempei, Nakawa, Makindye, and Lubaga Division

3.4 Data types and sources

The study will use both primary and secondary data. Primary data will be collected from the respondents and this will form a basis for analysis while secondary data will be obtained from the review of previous research articles and journals about the specific aspect under study

3.4 Population

According to (Mugenda, 2009) the population refers to an entire group of individuals, events or objects having a common observable characteristic. Mugenda and Mugenda (2003) defines a target population as that population to which a researcher wants to generalize the findings of a study.  Research will be carried out in the five divisions of Kampala and it will target the officers in charge of maintenance and procurement at each division headquarters.

3.5 Sample size and Sampling technique

With the use of the formula below, we can generate a sample of informed respondents about the three study objectives.

According to Mugenda&Mugenda (2003) for descriptive studies usually a sample of ten percent (10%) of the accessible population is enough.

10 x accessible population

100

= 10 x470

100

= 50

Therefore, the total target population for the research will be 50 respondents and 10 respondents will be from each division with in Kampala.

3.6 Method of data collection

The researcher will useself administered questionnaires to collect data. Key informant interviews will also be carried out in order to get in-depth data relevant to the study. The key informants will be employees in the supplies and maintainace departments with in each division in Kampala.The researcher will limit the number of questions to what she really needs to know and asking only about topics that are relevant to the participants.

3.7 Data processing and analysis

Questionnaires will be edited and coded as necessary. This will followed by data entry using Microsoft excel and then exported to Statistical Package for Social Sciences (SPSS version 12 )for analysis. Also data cleaning was done in the process of data collection, during and after data entry.

Descriptive statistics such as means, percentages and frequency distributions were used to describe data. Presentation of data was done on tables, pie charts and bar graphs.

APPENDIX I: QUESTIONNAIRE

TOPIC: PPDA ACT ON REDUCTION OF EMERGENCY PROCUREMENT

Dear respondent,

I am Nassuna Firidaus , a student of Kyambogo University pursuing a Bachelor’s degree in Procurement and Logistics Management. I am conducting a research study titled “PPDA ACT on reduction of emergency procurement” using a case study of National Social Security Fund. This questionnaire has been designed to enable the researcher collect relevant and complete information on the above topic. Therefore, all the information gathered will be strictly used for academic purposes and will be treated with maximum confidentiality.

Your cooperation and assistance will be highly appreciated.

Thank you

SECTION A: GENERAL INFORMATION

Please circle or tick the alternative of your choice in this section

1. For how long have you been working NSSF?

(a)  Less than 2 yrs                             (c) 3-5 yrs

(b) 6-10yrs                                          (d) 10 and above

2. Are you well conversant with the procurement law?

Yes                                                                      No

3. Have you ever participated in any phase of the procurement management cycle?

Yes                                                                      No

4. What is your responsibility as far as procurement cycle is concerned?

…………………………………………………………………………………………………

6. Have you ever heard of emergency procurement at NSSF?

Yes                                                                         No

7. What level of education have you attained to date?

Masters degree                   1^st degree                   Diploma

Below diploma

SECTION B: Procurement phases which are prone to fraud

      Bidding process is done to increase levels of competition

Yes                                                  No

Prequalification of bidders is carried out to obtain suppliers to be evaluated for the bidding process

Yes                                               No

Bidders are invited to encourage transparency

Yes                                                No

Bid documents are prepared to clarify specifications

Yes                                                 No

Advertising for tenders/bids is done to make suppliers aware of a procurement       opportunity

Yes                                                No

Pre-bid meetings take place to allow potential bidders seek clarification

Yes                                                No

Bids are received to compile a list of potential service providers

Yes                                                             No

Awareness of bid opening is done to encourage potential suppliers attend the opening date

Yes                                                 No

Awareness of bid evaluation is ensured to select the best lowest responsive bidder.

Yes                                                 No

Notification of contract award is done to let the successful supplier know of the contract

Yes                                                  No

Contract administration is carried out to avoid shoddy works and services

Yes                                                    No

Please write down how else emergency is committed at named phases in the procurement cycle.

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

SECTION C: Ways of controlling emergency procurement

1). Does the NSSF carry out procurement audits?

Yes                                                                  No

2). How was the performance of the NSSF.

High

Low

Very low

3). Do they implement the recommendations of this report?

Yes                                                                  No

4) Has there been a decrease or increase before and after the report was done?

Yes                                                                  No

The following table shows ways through which emergency procurement can be controlled.

SECTION D: Ways of eliminating emergency procurement

The following table shows Ways of eliminating emergency procurement Key: SA=strongly agree, A=agree, N=neutral, D=disagree, SD=strongly disagree

END OF QUESTIONNAIRE

Thank you for your effort

APPENDIX III: BUDGET ESTIMATES