research proposal sample

CONTRACT MANAGEMENT AND SERVICE DELIVERY IN UGANDA’S PARASTATAL BODIES

A Case Study of the Uganda National Bureau of Standards (UNBS)

CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Service delivery has been a critical concern since ancient times. In classical Athens, Roberts (1982) observed that political leaders were judged by their ability to deliver effective services to society. Similarly, in medieval England, Joliffe (1937) noted that leaders were held accountable for service delivery, with kings bearing responsibility before both their subjects and divine authority. By the 12th century, a system of fiscal accountability had emerged, reinforcing the importance of service delivery.

From the 16th century onward, Locke (1947) highlighted how England’s constitutional history revolved around parliamentary efforts to hold monarchs accountable for public expenditure and service delivery.

In modern times, developing nations, particularly in sub-Saharan Africa, struggle to meet population needs and achieve the Millennium Development Goals (MDGs). Critical sectors such as health and education remain underfunded, leading to shortages in medical supplies, inadequate staffing, and poor service delivery (WHO, 2004; DFID, 2009). Despite global commitments like the MDGs, many African nations, including Uganda, have faced challenges in meeting targets (UNDP, 2010; Ministry of Health, 2010).

Uganda’s decentralization policy (1993) improved service delivery in some areas, such as increased school construction and expanded health facilities (MOES, 2010; MOH, 2010). However, inefficiencies persist. Effective public service delivery remains vital for national welfare and economic growth, requiring adherence to legal and performance standards (Mampe, 2012; Bola, 2011; Nandain, 2006).

Government parastatals recognize that efficient service delivery enhances value for money (Duggan et al., 2008). Contract management ensures that suppliers meet agreed-upon deliverables (Shah, 2005), necessitating close monitoring throughout the contract lifecycle (Clackmannanshire Council, 2013). Poor contract management leads to cost overruns, delays, and compliance risks (Aberdeen Group, 2006; Joshua et al., 2004).

In Uganda, the Public Procurement and Disposal of Public Assets (PPDA) Act (2003, 2011) mandates user departments to manage contracts post-award. However, contract management remains a weak link in public procurement (Lynch, 2013). The Australian Government Audit Office (2007) found that 30% of audited contracts had unmet deliverables. Similarly, Uganda’s PPDA reports (2010, 2013) reveal delays, missing documentation, and poor service delivery at UNBS.

Despite UNBS’s strategic plan (2010-2015) emphasizing procurement tracking, stakeholders continue to report substandard services, contract cancellations, delayed deliveries, and overpriced goods (Mubangizi, 2013).

1.2 Statement of the Problem

The UNBS Procurement and Disposal Unit (PDU) awarded over 200 contracts in 2011/2012, yet service delivery outcomes remain unclear (UNBS PDU Report, 2012). Complaints include poor-quality deliverables (30% cancellation rate), partial or non-delivery (5%), delays (10%), late payments (60%), and missing contract records (Mubangizi, 2013). These persistent issues necessitate an investigation into how contract management influences service delivery at UNBS.

1.3 Purpose of the Study

This study examines the impact of contract management on service delivery at UNBS.

1.4 Objectives of the Study

1. To assess the relationship between contract management and service delivery.
2. To identify additional factors influencing service delivery in parastatal bodies.
3. To propose recommendations for improving service delivery at UNBS.

1.5 Research Questions

1. What is the relationship between contract management and service delivery?
2. What other factors affect service delivery in parastatal bodies?
3. What recommendations can enhance service delivery at UNBS?

1.6 Scope of the Study

[This section will define the study’s boundaries in terms of time, location, and focus areas.]