ACCOUNTABILITY AND QUALITY OF SERVICE DELIVERY IN PUBLIC

ORGANIZATIONS

A CASE STUDY OF UGANDA NATIONAL ROADS AUTHORITY

(KAMPALA DISTRICT)

NANYANZI JANE

REG.NO.07/U/13550/ext

SUPERVISOR:

MR. NZIBONERA ERIC

A RESEARCH REPORT SUBMITTED TO THE COLLEGE OF BUSINESS AND

MANAGEMENT SCIENCE IN PARTIAL FULFILMENT FOR THE AWARD

OF THE DEGREE OF BACHELOR OF COMMERCE

OF MAKERERE UNIVERSITY

JUNE, 2011

DECLARATION

I NANYANZI JANE do here by declare that the information given in this report is as a

result of my own effort and has never been submitted at any level in this university or any

other institution of higher learning for the award of certificate, Diploma or Degree. The

information used here is there fore personal unless otherwise where stated

Signed…………………………………………

Date…………………………. NANYANZI JANE (Author)

ii

APPROVAL

I certify that Miss Nanyanzi Jane carried out this research under my supervision and is

submitted with my approval to Makerere University for the award of a Bachelor of

Commerce Degree.

SIGNATURE………………………………………………………….

MR. NZIBONERA ERIC

SUPERVISOR

DATE …………………………………………………………………………….

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DEDICATION

This report is dedicated to Father God Almighty for his goodness and mercy that has

followed me all the days while pursuing my studies, my parents and mentors Mr. and

Mrs. Ssempa Samuel, Mr. and Mrs. Kabanda Herman, Mr. and Mrs. Kamoga Fred and

Mr. and Mrs. Ntege JohnBosco who basically made me certain that I got ahead to start of

my future, my brothers and sisters, my course mates Doreen, Susan, Ronald, Fatumah,

Winnie, and Diana for the passion they have had towards my success in my academic

excellence.

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ACKNOWLEDGEMENT

Compiling this report was not the simplest of the tasks, and I alone would not have come

up with this piece of work without any assistance. It is on this note that I wish to

acknowledge and thank God and the various persons who helped me compile this report

as well as having guided me to a successful completion of my course.

I wish to extend my sincere appreciation to my supervisor Mr. Nzibonera Eric for his

efforts, time and guidance offered to me in compiling this report.

My special thanks go to my long time friends, guardians, mentors and role models, Mr.

and Mrs.Kabanda Herman, Mr. and Mrs. Kamoga Fred, Mr. and Mrs. Kamulegeya

Faustine, Mr. and Mrs. Ntege JohnBosco, Mr. and Mrs. Ddungu Peter for the moral and

financial support accorded to me throughout this course and the management of Uganda

National Roads Authority for having provided this study environment for this report.

I would also wish to thank all my colleagues Doreen, Susan, Fatumah, Ssempala,

Ssemuwemba, Michael, Diana, Stella, Winnie, Fred among others for the extensive

comments and contributions rendered in compiling this report.

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TABLE OF CONTENTS

ContentsDECLARATION........................................................................................................................... ii

APPROVAL................................................................................................................................. iii

DEDICATION.............................................................................................................................. iii

ACKNOWLEDGEMENT.............................................................................................................v

TABLE OF CONTENTS..............................................................................................................vi

LIST OF TABLES.........................................................................................................................x

LIST OF FIGURES...................................................................................................................... xi

LIST OF ACRONYMS................................................................................................................xii

ABSTRACT................................................................................................................................ xiv

CHAPTER ONE..........................................................................................................................1

1.0. Introduction............................................................................................................................ 1

1.1. Background of the study.........................................................................................................1

1.2 Problem statement....................................................................................................................2

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........................................................................................................3

1.6.1 Subject scope........................................................................................................................ 3

1.6.2. Geographical scope..............................................................................................................4

1.7. Significance of the study.........................................................................................................4

CHAPTER TWO: LITERATURE REVIEW..........................................................................5

2.0 Introduction............................................................................................................................. 5

2.1 Meaning of accountability.......................................................................................................5

2.1.1 Accountability tools..............................................................................................................7

2.1.2 Characteristics of accountability...........................................................................................7

2.1.3 She still quotes the characteristics of people who do not want to be held accountable as;.................................................................................................................................................. 8

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2.1.4 Types of accountability.........................................................................................................8

e) Public/private overlap....................................................................................................10

2.1.5 Why accountabilities?.........................................................................................................10

2.1.6 Dysfunctions of public accountability.................................................................................12

2.1.7 Management of public accountability.................................................................................13

2.1.8 Roles of public accountability.............................................................................................15

2.2 Service delivery..................................................................................................................... 16

2.2.1 Service Quality................................................................................................................... 17

2.2.2 Determinants of service quality..........................................................................................17

2.2.3 Clients’ satisfaction:............................................................................................................18

2.2.4 Characteristics of services:..................................................................................................18

2.2.5 Services delivered by public organizations.........................................................................18

2.2.6 There seven principles that can help the public leaders deliver quality services to their citizens with a view of democracy and accountability so these include the following;..................................................................................................................................................... 19

2.3 Relationship between accountability and quality of service delivery.....................................20

CHAPTER THREE; METHODOLOGY................................................................................23

3.0 Introduction........................................................................................................................... 23

3.1 Research Design.................................................................................................................... 23

3.2 Study population....................................................................................................................23

3.3 Sampling Design....................................................................................................................23

3.4 Sample Size........................................................................................................................... 23

3.5 Study Variables......................................................................................................................24

3.6 Data source............................................................................................................................ 24

3.7 Data collection instruments....................................................................................................24

3.7.1 Questionnaire......................................................................................................................24

3.7.2 Interview schedule..............................................................................................................25

3.8 Data processing and analysis.................................................................................................25

3.9 Limitation of the study...........................................................................................................25

CHAPTER FOUR..................................................................................................................... 26

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PRESENTATION, INTERPRETATION AND ANALYSIS..................................................26

4.0 Introduction.......................................................................................................................26

4.1 Gender distribution of respondents...................................................................................26

4.1.2 Findings on Age of respondents..........................................................................................27

4.1.3 Marital status of the respondents...................................................................................27

4.1.4 Findings on the education level of the respondents.............................................................28

4.2 Research question one: The level of accountability in the organisation (UNRA).............28

4.2.2 Measures put in place to hold those responsible to blame.............................................29

4.2.3 Strong information systems are put in place identifying whoever is to be held accountable.................................................................................................................................. 30

4.2.4: Funds collected by the organization are always accounted for and given to the departments which are entitled to give an account of each penny spent......................................30

4.2.5: The organization committee is entitled to give an account on how public funds have been spent within Kampala district not only to the people of Kampala but to the public at large.............................................................................................................................. 31

4.2.6: The main objective of accountability is the need to provide services which are in line with funds allocated to the organization................................................................................31

4.2.7: The main sources of funds in UNRA are public taxes and donations................................32

4.2.8: There is need for segregation of duties to make people know how much is accountable to them.....................................................................................................................33

4.3: Research questions two: The quality of services delivered by the organization in Kampala district...........................................................................................................................33

4.3.1: The organization provides quality services to Kampala district.........................................33

4.3.2: The road network around Kampala district is up to the standards of a capital city............34

4.3.3: The organization is working hand in hand with other bodies responsible soas to provide Kampala district with the best services given the fact that it’s the capital city of Uganda.........................................................................................................................................35

4.3.4: The monitoring and evaluation department ensures that all roads constructed around Kampala district are up to the standards of a capital city.................................................36

4.3.5: The accounts department also puts it into consideration that services delivered have a positive correlation with the funds spent through going out to the field....................................36

4.3.6: Different strategies are put in place to ensure that loopholes are eliminated in Kampala district...........................................................................................................................37

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4.3.7: The organization is ready and willing to listen to the complaints of the people around Kampala district so as to enable it deliver appropriate services.......................................37

4.3.8: There is an improvement in the quality of services delivered around Kampala district as a result of UNRA’s existence......................................................................................38

4.4: Research Question three: the relationship between accountability and quality of service delivery............................................................................................................................39

4.4.2: Proper allocation of funds has led to efficient provision of services..................................40

4.4.3: The organization carries out accountability reviews after examining the services delivered...................................................................................................................................... 40

CHAPTER FIVE.......................................................................................................................42

DISCUSSION OF FINDINGS, CONCLUSION AND RECOMMENDATIONS.................42

5.0 Introduction........................................................................................................................... 42

5.1: Summary of major findings..................................................................................................42

5.1.1: Findings on the effectiveness of accountability in UNRA.................................................42

5.1.2: Findings on the quality of services delivered in the organization......................................43

5.1.3: Findings on the relationship between accountability and quality of services in public organizations.....................................................................................................................44

5.2: CONCLUSION...................................................................................................................45

5.3: RECOMMENDATIONS...................................................................................................45

5.4: AREAS OF FURTHER RESEARCH...............................................................................46

APPENDIX 1..............................................................................................................................47

QUESTIONNAIRE................................................................................................................... 47

REFERENCES.......................................................................................................................... 54

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LIST OF TABLES

Table 1: Showing the gender composition of the respondents (N=50).........................................26

Table 2: showing age of the respondents.......................................................................................27

Table 3: Marital status of the respondents.....................................................................................27

Table 4: showing level of education..............................................................................................28

Table 5: showing whether there are proper accountability policies put in place to facilitate

the delivery of quality services......................................................................................................29

Table 6: showing whether measures are put in place to help hold those responsible to

blame..............................................................................................................................................29

Table 7: showing whether there are strong information systems.................................................30

Table 8: showing whether funds collected by the organization are always accounted for

and given to the departments which are entitled to give an account of each penny spent............30

Table 9: showing whether the organization committee is entitled to give an account on

how public funds have been spent with in Kampala district not only to the people of

Kampala city but to the whole public............................................................................................31

Table 10: showing whether the main objective of accountability is the need to provide

services which are in line with funds allocated to the organization..............................................32

Table 11: showing whether the main sources of funds in UNRA are public taxes and

donation.........................................................................................................................................32

Table 12: showing whether there is need for segregation of duties to make people know

how much is accountable to them..................................................................................................33

Table 13: showing whether the organization provides quality services to Kampala district

.......................................................................................................................................................34

Table 14: showing whether the road network around Kampala district is up to the

standards of a capital city..............................................................................................................34

Table 15: showing whether the organization is working hand in hand with other bodies

responsible so as to provide Kampala district with the best services given the fact that its

capital city of Uganda....................................................................................................................35

Table 16: showing whether the monitoring and evaluation department ensures that all

roads constructed around Kampala district are up to the standards of capital city........................36

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Table 17: showing whether the accounts department also puts it into consideration that

services delivered have appositive correlation with the funds spent through going out to

the field..........................................................................................................................................36

Table 18: showing whether different strategies are being put in place to ensure that

loopholes are being eliminated in Kampala district......................................................................37

Table 19: showing whether the organization is ready and willing to listen to the

complaints of the people around Kampala district so as to enable it deliver appropriate

services..........................................................................................................................................38

Table 20: showing whether there is an improvement in the quality of services delivered

around Kampala district as a result of UNRA's existence.............................................................38

Table 21: showing whether the presence of proper accountability policies has improved

on the quality of services delivered around Kampala district........................................................39

Table 22: showing whether proper allocation of funds by UNRA has led to efficient

provision of services......................................................................................................................40

Table 23: showing whether the organization carries out accountability reviews after

examining the services delivered...................................................................................................41

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LIST OF FIGURES

Figure 1: showing the nature of Some of Kampala City roads......................................................35

Figure 2: showing some improvements made by UNRA..............................................................39

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LIST OF ACRONYMS

SPSS: Statistical Package for Social Sciences.

EGPA: European Group of Public Administration.

UNRA: Uganda National Roads Authority

KCCA: Kampala City Council Authority.

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ABSTRACTThe study was carried out in Uganda National Roads Authority (UNRA) on

accountability and quality of service delivery basing on three main objectives that

included examining the effectiveness of accountability in UNRA, assessing the quality of

services delivered in Kampala District and explaining the relationship between

accountability and quality of service delivery in UNRA .The study took a representative

sample of 50 respondents. Stratified sampling and simple random sampling designs

were used to select the respondents from the population that included administrators,

engineers, internal audit staff, accountants, training staff and other people aware of the

operations of UNRA in Kampala district. Data was collected using both primary and

secondary sources. Primary data was collected using observation method and

questionnaires while secondary data was gathered from the organization’s minutes of the

budget meetings, periodic financial reports, journals, textbooks and the internet. Data was

edited and sorted in order to come up with meaningful information that was then

analyzed using frequency tables and SPSS computer package that was used to establish

the relationship between accountability and quality of service delivery.

Findings from the study revealed that the organization has tried its best to put in place

good accountability policies through use of strong information systems and also being

able to hold those accountable to blame. However, services delivered were revealed to be

less than the required standards of a capital city but there was an indication that as time

goes on an improvement will be realized in the capital city since it was confirmed that

there was an improvement though not yet realized amongst some people.

Recommendations have been suggested by the researcher on how to improve on the

quality of services delivered and these included putting more emphasis on roads being

constructed in the capital city and working hand in hand with other bodies responsible

such as KCCA in order to realize better roads within Kampala district, continuous

training and literacy education on how to improve on service quality in terms of road

construction, more emphasis on plans made for roads constructed and tight supervision

should be put in place to what’s being delivered.

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CHAPTER ONE

1.0. Introduction

1.1. Background of the studyAccording to Thurston, A&Cain, p (1998), in the past quarter-century throughout the

democratic world, a movement has developed to hold governments publically

accountable. If governments are to be held accountable and if the public are to have

legally enforceable rights to access to government information, then that information

must be accurately and securely preserved to ensure that there is evidence of what has

been done. Without reliable authentic documentary evidence, the government cannot

demonstrate to society that it has used state resources responsibly and that it has fulfilled

its mandate to the people. Economic crime cannot be protected.

According to Kikonyogo (1999), accountability is being able to provide an explanation or

justification, and accept responsibility for events or transaction and one’s own action in

relation to these events or transactions.

According to Frost (2000), Accountability is a liability for ensuring that an obligation to

perform a responsibility is fulfilled.

Kotler, (1988) argues that a service is an act or performance that one party can offer to

another, which is essentially intangible and does not result in ownership of anything.

Service delivery on the other hand, is extent to which the organization has ability to

convey useful labour that does not result in tangible product.

Balunywa, (1998) clearly states that a service is mostly important to today’s business

and have played a great role of increasing efficiency in distribution to ease availability,

and performance that provide a good health where ever is required

This demonstrates the growing need for general improved records management in order

to have proper accountability within public organizations which will boast service

delivery. More still, the necessity to properly record, store and manage financial records

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is even more crucial to show transparency by however is held accountable in delivering a

given public service.

Accountability is an approach that has been widely used to not only solve this problem

but also expected to bring large productivity gains in providing services to the public with

greater transparency and trustworthiness among the employees.

Accountability involves use of accounting packages. These perform several duties which

clarify that people held accountable fulfill their obligations. These include general ledger,

financial reporting, budget reporting, accounts payable, cash receipts, bank reconciliation

to mention a few. These are usually held for purposes of revealing how services delivered

have been directly correlated with what has been reflected in the books of account.

Therefore, the study focuses on whether the roads handled by UNRA around Kampala

district are up to the standards of a capital city. An example of these roads according to

the head corporate communications UNRA include Kampala (Kibuye)

Entebbe,Nsambya, Munyonyo, Kampala (Kubiri)-Gayaza, Kampala (Kubiri)-kawempe,

Kampala (Nakawa)-Mukono,Kampala Northern By pass and a few other roads in

Makindye and Kyambogo. So with the examples given it’s still emphasized that UNRA is

among the bodies in Uganda that get the highest amounts of money on the Uganda

budget hence it has forced the researcher to investigate on whether there is proper

accountability for the funds and whether the quality of services delivered in terms of road

construction are in line with the funds released.

1.2 Problem statement.Uganda National Roads Authority as one of the bodies which are ideally governed by the

Republic of Uganda has come up with several ways to improve on service delivery for

instance review of its budgets in workshops and increasing of employee salaries to

motivate them but still research has shown that many roads constructed around Kampala

District are not up to the standards of a capital city. Though there other main reasons for

instance strikes around the city which disorganize the construction work, lack of enough

corporation by the public, lack of enough space for the construction work ,among others.

(New Vision 2010-2011)

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However much, such factors are given as an excuse for construction delays around

Kampala District the probable cause which is ever neglected is poor accountability which

was recently more clarified by the president of Uganda in the Daily Monitor in

March20,2011, “instead of using the funds to build roads, they spend them on

purchasing vehicles, fuel, and maintenance”, which view contributes to some of the

reasons to why service delivery is still poor in Kampala District as compared to other

village areas where UNRA also operates. Hence this has resulted in uncountable

loopholes around the city centre and a variety of mar ram roads in the city centre that’s

out of 3400 roads only 1100 are tarmac.

1.3. Purpose of the study.The study aimed at investigating the relationship between accountability and quality of

services delivered in Kampala District by Uganda National Roads Authority.

1.4. Objectives of the study.i. To examine the effectiveness of accountability in Kampala District by UNRA.

ii. To assess the quality of services delivered by UNRA in Kampala District.

iii. To explain the relationship between accountability and service delivery in

Kampala District.

1.5. Research questions.i. How effective is the level of accountability by UNRA in Kampala District?

ii. How is the quality of services delivered in Kampala by UNRA?

iii. What is the relationship between accountability and quality of service delivery in

Kampala District by UNRA?

1.6 SCOPE OF THE STUDY.

1.6.1 Subject scope.The study covered two major parts of accountability that’s budget monitoring and use of

public funds plus two major parts of service delivery that’s road construction and repair

of loopholes in Kampala District.

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1.6.2. Geographical scope.The study focused on Kampala district roads under the supervision of UNRA which is

located in central Uganda.

1.7. Significance of the study.The study aims at making the following contributions.

i. Economic planners and policy makers working with UNRA in Kampala central

will be in position to benefit from this research because there has been limited

information on why there delays in road constructions and repair of roads in

Kampala district

ii. The study findings are expected to enhance further on the performance of UNRA

in terms of road construction and repairs in Kampala District.

iii. The study will also serve as a reference material for further research in the fields

of accountability and quality of service delivery in public organizations.

iv. The study will help the researcher attain more knowledge on how public

organizations are held accountable for the quality of services delivered.

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CHAPTER TWO: LITERATURE REVIEW

2.0 Introduction

This chapter gives what other scholars have observed on the accountability and quality of

service delivery and the relationship between accountability and quality of service

delivery.

2.1 Meaning of accountability

The word accountability is derived from the word to account which takes us to the word

accounting which is defined as;

The art and science of recording and classifying financial transactions in the books,

summarising and communicating financial information through production of financial

statements /reports and interpretation of operating results portrayed in financial

statements/reports to facilitate decision making.( Omunuk, 1999)

According to Omunuk (1999), accountability is explaining and defending or justifying

actions and the effects or results of those actions. For instance people in responsibility

including political leaders are required to account to their constituents. All those who

have been entrusted with safe custody of others’ resources are usually required to give an

account or submit accountability to the owners of the resources.

Ashgate and Aldershot, (2006) cited that accountability as a term related to governance,

has been difficult to define, It is frequently described as an account-giving relationship

between individuals, for example "A is accountable to B when A is obliged to inform B

about A’s (past or future) actions and decisions, to justify them, and to suffer punishment

in the case of eventual misconduct”. They still argue that accountability cannot exist

without proper accounting practices, in other words absence of accounting means absence

of accountability.

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Arnold Hodder, (1998) argues that accountability is a concept in ethics and governance

with several meanings. It is often used synonymously with such concepts as

responsibility, answerability, blameworthiness, liability, and other terms associated with

the expectation of account-giving. As an aspect of governance, it has been central to

discussions related to problems in the public sector, non-profit and private (corporate)

worlds. In leadership roles, accountability is the acknowledgment and assumption of

responsibility for actions, products, decisions, and policies including the administration,

governance, and implementation within the scope of the role or employment position and

encompassing the obligation to report, explain and be answerable for resulting

consequences.

Accountability is a state of being accountable; liability to be called on to render an

account; accountableness (Brainy Quotes, 2001-2011)

According to Schilling (2009), accountability means more than just doing your job. It

includes an obligation to make things better, to pursue excellence and to do things in

ways that further the goals of the organisation. For instance if outmoded or wasteful tasks

are part of your job description, it’s your responsibility to do something about it.

Accountability is the responsibility of either an individual or department to perform a

specific function in accounting. An auditor reviewing a company’s financial statement is

responsible and legally liable for any misstatements or instances of fraud. Accountability

forces an accountant to be careful and knowledgeable in their professional practices, as

even negligence can cause them to be legally responsible. (Quick dictionary .com, 2011)

Stewart, (1998) cited that accountability rests on both giving an account and on being to

account. All government departments have to be efficient because they have to ensure

value for tax payer’s money. Efficiency encompasses the qualitative and value laden

expectations of the society. Still he argues that accountability is the fundamental pre-

requisite for preventing the abuse of power and for ensuring that power is directed

towards the achievement of efficiency responsiveness and transparency, open transparent

6

and accountable government is an imperative pre-requisite for community oriented public

service delivery because without it, convert unethical behaviour will result.

According to Schilling (2009), accountability has tools and characteristics and these

are analysed as follows.

2.1.1 Accountability tools

Listen; careful, attentive listening helps you gather up to date, accurate information,

identify problem situations and promote collaboration.

Question; seek out information and ideas request clarification when you don’t

understand something.

Invite and offer feed back; find out what associates things about your ideas and

performance. Give honest, constructive feed back to others

Be assertive when necessary; confront situations and people in assertive style that is

straight forward and truthful without being threatening or overly aggressive. Ask for what

you need to do your job effectively. Like information, support and assistance and don’t

be afraid to say no.

2.1.2 Characteristics of accountability

Being accountable is one of the fastest ways to earn respect, trust and promotions. More

importantly it puts you in control of your life responding accountably to life’s challenges

gives you the power to change things. So people who are accountable in organisations

should have the following characteristics;

i. Communicate regularly and accurately within their organisations

ii. If they don’t understand something, they seek out information.

iii. They own their own problems and circumstances.

iv. When they make a mistake they admit it.

v. They are proactive, often taking the initiative.

7

vi. They ask for things they need to do their jobs.

vii. They analyse their activities and ask “how is this contributing to

organisational objectives"?

viii. They analyse their activities and ask “what more can they do”?

ix. They stand and deliver when it’s time to report their actions.

x. They welcome feedback.

xi. They model accountability for the people they work with and supervise.

xii. They readily confront unaccountable behaviour in others.

2.1.3 She still quotes the characteristics of people who do not want to be held accountable as;

“They are into excuses, blaming others, putting things off, doing the minimum,

acting confused and playing helpless. They pretend ignorant hiding behind doors,

computer, paper works, jargons, and other people. They say things like “I didn’t

know”, “I wasn’t there”, “I don’t have time”, “It’s not my job”, “that’s just the

way I am”, “nobody told me”, “it isn’t really hurting anyone” and am just

following orders”. Un accountable people are quick to complain and slow to act.

In organisations lack of accountability is a highly contagious disease.

2.1.4 Types of accountability

These have been identified by different authors and they include the following. O.P.

Dwivedi, and Joseph G. Jabbra list 8 types of accountability, namely: moral,

administrative, political, managerial, market, legal/judicial, constituency relation,

and professional Leadership accountability cross cuts many of these distinctions

systems that first developed in ancient is,

a) Political accountability,

Political accountability is the accountability of the government, civil servants and

politicians to the public and to legislative bodies such as a congress or a parliament.

In a few cases, recall elections can be used to revoke the office of an elected official.

Generally, however, voters do not have any direct way of holding elected representatives

8

to account during the term for which they have been elected. Additionally, some officials

and legislators may be appointed rather than elected. Constitution, or statute, can

empower a legislative body to hold their own members, the government, and government

bodies to account. This can be through holding an internal or independent inquiry.

Inquiries are usually held in response to an allegation of misconduct or corruption. The

powers, procedures and sanctions vary from country to country. The legislature may have

the power to impeach the individual, remove them, or suspend them from office for a

period of time. The accused person might also decide to resign before trial, impeachment

for instance in the United States has been used both for elected representatives and other

civil offices, such as district court judges.

In parliamentary systems, the government relies on the support or parliament, which

gives parliament power to hold the government to account. For example, some

parliaments can pass a vote of no confidence in the government.

b) Ethical accountability,

Is the practice of improving overall personal and organizational performance by

developing and promoting responsible tools and professional expertise, and by

advocating an effective enabling environment for people and organizations to embrace a

culture of sustainable development. Ethical accountability may include the individual, as

well as small and large businesses, not-for-profit organizations, research institutions and

academics, and government. One scholarly paper has posited that "it is unethical to plan

an action for social change without excavating the knowledge and wisdom of the people

who are responsible for implementing the plans of action and the people whose lives will

be affected

c) Market accountability

Under voices for decentralization and privatization of the government, services provided

are nowadays more “customer-driven” and should aim to provide convenience and

various choices to citizens; with this perspective, there are comparisons and competition

between public and private services and this, ideally, improves quality of service. As

mentioned by Bruce Stone, the standard of assessment for accountability is therefore

9

“responsiveness of service providers to a body of ‘sovereign’ customers and produce

quality service. Outsourcing service is one means to adopt market accountability.

Government can choose among a shortlist of companies for outsourced service; within

the contracting period, government can hold the company by rewriting contracts or by

choosing another company.

d) Constituency relations accountability

Within this perspective, a particular agency or the government is accountable if voices

from agencies, groups or institutions, which is outside the public sector and representing

citizens’ interests in a particular constituency or field, are heard. Moreover, the

government is obliged to empower members of agencies with political rights to run for

elections and be elected or, appoint them into the public sector as a way to hold the

government representative and ensure voices from all constituencies are included in

policy-making.

e) Public/private overlap

With the increase over the last several decades in public service provision by private

entities, especially in Britain and the United States, some have called for increased

political accountability mechanisms to be applied to otherwise non-political entities.

Legal scholar Anne Davies, for instance, argues that the line between public institutions

and private entities like corporations is becoming blurred in certain areas of public

service provision in some countries for instance in the United Kingdom and that this can

compromise political accountability in those areas. She and others argue that some

administrative law reforms are necessary to address this accountability gap. With respect

to the public/private overlap in the United States, public concern over the contracting out

of government including military services and the resulting accountability gap has been

highlighted recently following the shooting incident involving the Black water security

firm in Iraq hence this creates a need for that type of accountability in the public due to

the gap explained above. All the above types have been analyzed by R A Chapman &

M Hunt (2006)

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2.1.5 Why accountabilities?

Public accountability is not just the hallmark of democratic governance; it is also a need

for democratic governance. Modern representative democracies can be analyzed as a

series of principal–agent relations. Citizens, the primary principals in democracy, transfer

their sovereignty to political representatives who, in turn at least in parliamentary system

conquer their trust in a cabinet. Cabinet ministers delegate or mandate most of their

powers to the thousands of civil servants at the ministry, which in its turn, transfers many

powers to more or less independent agencies and public bodies. The agencies and civil

servants at the end of the line spend billions of taxpayers’ money; use their discretionary

powers to grant permits and benefits, they execute public policies and lock people up.

The Worst and foremost function of public accountability, as an institutional

arrangement, therefore is Democratic control. Each of these principals in the chain of

delegation wants to control the exercise of the transferred powers by holding the agents to

account. At the end of the line of accountability relations stand the citizens who judge the

performance of the government and can sanction their political representatives.

i. It enhances the integrity of public governance.

The public character of account giving is a safeguard against corruption,

nepotism, abuse of power, and other forms of inappropriate behaviour.

Rose-Ackerman, (1999) cites that the assumption is that public account giving

will deter public managers from secretly misusing their delegated powers and will

provide overseers, be they journalists, interest groups, members of Parliament,

officials, controllers, with essential information to trace administrative abuse.

ii. Improve performance.

Public accountability is meant to foster individual or institutional learning Aucoin

and Heintzman, (2000) cite that accountability is not only about control, it is also

about Prevention. Norms are (re)produced, internalized, and, where necessary,

adjusted through accountability. The manager who is held to account is told about

11

the standards he must hold to and about the fact that in the future he may gain

(and, in that case, more strictly) be called to account.

Together, these three functions provide a fourth function of public accountability:

iii. To maintain or enhance the legitimacy of public governance

Governments in western societies face an increasingly critical public. The

exercise of public authority is not taken for granted. Public accountability, in the

sense of transparency, responsiveness, and answerability, is meant to assure the

public confidence in government and to bridge the gap between citizens and

representatives and between governed and government (Aucoin and Heintzman

2000)

Public accountability also creates the opportunity for penitence, reparation, and

forgiveness and can thus provide social or political closure (Harlow 2002)

2.1.6 Dysfunctions of public accountability

Public accountability may be a good thing, but we certainly can have too much of it.

Many scholars have pointed to what could be called the accountability dilemma (Behn,

2001) or the accountability paradox (Dubnick, 2003)

There exists an inherent and permanent tension between accountability and effective

performance (Halachmi, 2002). Each of these functions of public accountability

arrangements can easily turn into dysfunctions if public accountability is too zealously

pursued.

i. It results into democratic control rule obsession

Too rigorous democratic control will squeeze the entrepreneurship out of public

managers and will turn agencies into rule-obsessed bureaucracies. And, as Mark

Zegans observed, ‘‘rule-obsessed organizations turn the timid into cowards and the

bold into outlaws.’’ (Behn 2001)

ii. Integrity Proceduralism

Too much emphasis on integrity and corruption control will lead to a Proceduralism

that seriously hampers the efficiency and effectiveness of public organizations

(Anechiarico and Jacobs, 1996).

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iii. Improvement Rigidity

Too much emphasis on accountability and transparency can lead to suboptimal and

inefficient decisions instead of improved performance (McLaughlin and Riesman

1986).

In situations in which resources are scarce, a large measure of accountability can lead

to an inefficient distribution of those resources. Adelberg and Batson, (1978)

concluded that a small measure of accountability can lead to a more efficient use of

funds.

iv. Legitimacy Politics of scandal

Literature, come to the conclusion that only special types of accountability relations elicit

open-minded and critical thinking: ‘‘Self-critical and eventful thinking is most likely to

be activated when decision makers learn prior to forming any opinions that they will be

accountable to an audience (a) whose views are unknown,(b) who is interested in

accuracy, (c) who is interested in processes rather than specific outcomes, (d) who is

reasonably well informed, and (e) who has a legitimate reasons for inquiring into the

reasons behind participants’ judgments’’(Lerner and Tetlock 1999). Accountability to an

audience exclusively interested in outcomes rather than in decision processes, or to an

audience who favours a specific outcome, tends to seriously decrease the complexity and

quality of decision-making and to amplify cognitive biases. If accountability is pursued

too harshly, public managers may therefore learn the wrong thing, they learn to avoid risk

taking, to pass the buck, and to shield themselves against potential mistakes and criticism

(Behn 2001).Therefore with the following dysfunctions of public accountability which

comes as a result of excess accountability it brings about a question on,

2.1.7 Management of public accountability

Public accountability may be the complement of public management; it certainly is the

predicament of public managers. For public managers public accountability has become

an important, if not omnipresent, fact of life. Although reporting has always been an

important element of the managerial tasks with the ‘‘R’’ in Gulick and Urwick’s

PODSCORB acronym (Planning, Organizing, Staying, Directing, Coordinating,

Reporting, Budgeting) it is not an exaggeration to say that nowadays much of the daily

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work of public managers consists of managing processes of account giving hence

creating a need for good public accountability management which can be done in the

following ways;

i. Through use of the increasing political role of the media

With their bias for incidents and personal tragedies, has increased the importance,

but also the volatility of political accountability. Public managers have to be

constantly alert to the media because the agenda of the media determines in large

part the agenda of their political principals. Increasingly too they may find

themselves to be the subject of media attention and political scrutiny (Sinclair,

1996)

ii. Through the litigation and audit explosions which necessitate them to be

alert to legal, financial, and administrative accountabilities.

They may be faced with lawsuits and may have to coach some members who

represent their agency in court or consult with lawyers about legal defences and

litigation strategies. They have to work their way through rituals of verification,

compliance visits, and auditing operations.

iii. The shift to horizontal accountability gives rise to new accountability

relations.

Panels of citizens and customers are emerging as new forums of accountability, interest

groups demand to be treated as relevant stakeholders, and in the background the danger

of negative publicity is always looming. Although some of this accountability

management is largely symbolic or ritualistic, most public managers cannot afford to

neglect or ignore it.

However, most of these shifts do also offer opportunities for public managers to influence

the public agenda to the benefit of their own organization or clientele. They can put these

shifts to strategic use by designing their own benchmarks, by setting up their own

accountability forums, and by strategically publishing about their successes and positive

assessments.( Annual Conference of the European Group of Public Administration

(EGPA),2003)..

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2.1.8 Roles of public accountability

The following have been laid down by different authors as the roles of accountability.

Helps to hold one to blame

Public managers may shrug their shoulders at the sociological variety of public

accountabilities and the accompanying obligations and relations. For them, they all have

one thing in common: being held accountable means being in trouble.

Behn, (2001) argues that they recognize that if someone is holding them accountable,

two things can happen: When they do something good, nothing happens. But when they

screw up, all hell can break loose. Hood (2002) also argues that, those whom we want to

hold accountable have a clear understanding of what accountability means:

Accountability means punishment.’’ Politicians and public managers, therefore, can get

involved in extensive ‘‘blame games,’’ that involve presentational, policy, or agency

strategies to minimize or avoid blame in case of failures therefore, they should maximise

credit for successes.

Helps to create social relations

Public accountability’’ is not just another political catchword, it also refers to

institutionalized practices of account giving. Accountability refers to a specific set of

social relations that can be studied empirically. This raises taxonomical issues: when does

a social relation qualify as ‘‘public accountability’’?

Accountability can be defined as a social relationship in which an actor feels an

obligation to explain and to justify his or her conduct to some significant other (Dayand

Klein 1987). Hence this gives an opportunity to the public to notice who the actor is

therefore enforcing good account giving by the personals concerned as a means of good

governance.

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2.2 Service delivery

This refers to the provision of services that is fair, constant and dependable at a minimum

cost and tailored to the priorities and needs of the public. According to Kotler (1988), a

service is any act or performance that one party can offer to another that is essentially

intangible and does not result in ownership of anything. He also says that service delivery

is the ability of the organization to convey useful labor that does not result in a tangible

product. The production of services may or may not relate to the product as they are

highly variable and their performance depends on who provided them, when and where

they are provided.

According to Balunywa (1998), Services are becoming a very important compact of trade

as services like banking, insurance, medical care, construction of roads, have played a big

role in increasing efficiency in distribution adding to the ease of security and providing

good health whenever is needed. This shows that commerce is able to grow and develop

on a large scale.

According to Suchman (1967), like all aspects of control, the ascertainment of the

quality and quantity of service delivery is an ongoing process. However this depends on

the activity being measured. There is criterion for evaluating service delivery and

attempts to establish control over wasteful, unnecessary and excessive spending in order

to secure economy, efficiency and effectiveness of operation.

Service can be categorized into infrastructure services and social services. Infrastructure

such as substructure or underlying foundation especially the basic installation and

facilities on the continuance and growth on a community etc. Infrastructure services

include, water drainage water supply, sewerage and sanitation, housing, road construction

and others.

According to Webster, A social service is any service or activity designed to promote the

welfare of the community and the individual. Social services include; schools and

education services, health and medical services, community centers’ and others.

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2.2.1 Service Quality

Various experts have defined quality as ‘fitness for use’ conformance to requirements,

freedom from variation, and so on. The American Society of Quality control defines

quality as the totality of features and characteristics of a product or service that bears its

ability to satisfy stated or implies needs. Whatever definition used the focus should be on

meeting customer’s requirements.

Indeed Kotler, (1999) observes that there is an intimate connection between service

quality and customer satisfaction. However, customer’s satisfaction is often not fulfilled

because of gaps in the delivery of services.

Berry (1985) established five gaps that cause unsuccessful delivery of quality services in

most organizations. These include;

Gap between customer expectation perception, gap between management perception and

service quality specification, gap between quality service specification and service

delivery and external communications.

Organization attitudes and practices should be added as additional constraints in the

service delivery. In order to close these gaps, service providers need to understand the

factors that determine service quality.

2.2.2 Determinants of service quality

According to Parasuraman et al, (1985), there are five identifiable determinants of

service quality. These are presented in order of importance; the ability to perform the

promised services dependably and accurately; the willingness to help customer and to

provide prompt service; assurance, the knowledge and courtesy of employees and their

ability to convey trust and confidence; empathy, the provision of caring, individualized

attention to customer.

These critical aspects of service delivery are often lacking in most organizations (Nostrd,

1994). Thus leading to dissatisfaction in the organization service.

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2.2.3 Clients’ satisfaction:

Satisfaction is a person’s feeling of pleasure or disappointment resulting from comparing

a product’s or service perceived performance in relation to his/her expectation. Kotler

(1999) argues that satisfaction is a function of perceived performance and expectations. It

is his assessment that if performance falls short of expectation, the customer is

dissatisfied.

2.2.4 Characteristics of services:

Variability, services are said to be variable because they largely depend on who provides

the services, where and when they are provided.

Perish ability, services are said to be perishable because if a particular service is not

received as planned then it is referred to as the one missed and the client will get another

since it cannot be stored.

Simultaneous, services do not move it is the person in need of service that moves to the

service provider for a service, and patients also go to the hospitals for treatment or to be

checked not the other way round.

Intangibility, services cannot be touched as it’s for a product Inseparable, services

cannot be separated from the person providing them, in other words; they are produced

and consumed at the same time. All the above characteristics are clearly stated and

analyzed by (Kotler1988)

2.2.5 Services delivered by public organizations.

Public services is a term usually used to mean services provided to its citizens, either

directly through the public sector or by financing private provision of services. The term

is associated with a social consensus (usually expressed through democratic elections)

that certain services should be available to all, regardless of income even where public

services are neither publically provided nor publically influenced, for social and political

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reasons they are usually subject to the regulation beyond that applying to most economic

sector.

Public services are tend to be those considered as so essential to modern life that for

moral reasons their universal provision should be guaranteed, and they may be associated

with fundamental human rights (such as the right to water). An example of a service

which is not generally considered an essential public service is hair dressing. The

volunteer Fire department and ambulance corporation are institutions with the mission of

servicing the community. A service is helping others with a specific need or want. Here

services range from a doctor curing an illness, to a repair man, to a food pantry, all of

these services is essential to people’s lives. In modern developed countries the term

public services often includes services like;

Broadcasting, education, electricity, fire service, gas, health care, military, public

information and archiving such as libraries, social services, environmental protection,

police service, public transportation, social housing, telecommunication, town planning,

waste management, water service.(creative commons attribution,2011).

2.2.6 There seven principles that can help the public leaders deliver quality services to their citizens with a view of democracy and accountability so these include the following;

i. Consulting users and customers of public services .They should be consulted

about the level and quality of the services they receive and where ever possible to

be given a choice about the services that are offered.

ii. Service standards users and customers of public services should be told what level

and quality of service will receive so that they are aware of what to expect.

iii. Courtesy users and consumers of public services should be treated with courtesy

and consideration.

iv. Information users and consumers of public services should expect full, accurate

information about services they are entitled to receive.

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v. Openness and transparency, the public should expect to be told how national

department and provincial administrations are run and how much they cost and

who is in charge.

vi. Responsiveness users and consumers of public services should expect that, when

the promised standard of service is not delivered, they will be offered an apology,

a full explanation and a speedy and effective remedy and that any complaint will

produce a sympathetic positive response.

vii. Value for money, the public should expect that public services will be provided as

economically and efficiently as possible.

All the above principles have been analyzed by South Africa Government

Communications. (GCIS 2008)

2.3 Relationship between accountability and quality of service delivery

For services to be provided in an organized manner accountability should be taken as a

pre-requisite in any public organization. According to different authors there is apositive

correlation between accountability and quality of service delivery hence without proper

accountability, the quality of services delivered can also be poor.

Deininger and Mpuga, (2004) cited that does a great accountability improve the quality

of service delivery? And their view to this question was as laid down;

It is now widely realized that in many developing countries, the low quality of public

services and governance can limit the scope of poverty reduction and growth. Empirical

micro-level evidence on the scope of improved accountability to help reduce corruption

and improve the quality with which critical public services are provided is however

limited. Using large data set from Uganda to address this issue we find that household

knowledge on how to report inappropriate behavior by bureaucrats and unsatisfactory

quality of services does help to not only reduce the incidence of corruption but it is also

associated with significant improvement in service quality.

Joshi, A (2008) argues on how accountability mechanism improves service delivery, and

he argues it out as follows; He suggests that the organization of state institutions

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influences who engages in collective action and around what issues. Collective action is

essential for the poor if direct accountability is to work. Successful cases of social

accountability are often the result of alliances that cut across class and public private

divides.

He adds that horizontal channels of accountability (legislatures and institutional checks

and balances) have largely failed to oversee the work of service providers. Greater

emphasis is being placed on direct accountability between citizens and providers.

According to OECD (2003), its common that there are always two main tasks embracing

any government in office, these tasks are service delivery and policy making in which

individuals are held accountable to different tasks.

According to Ali (2006), service delivery is particularly important as it will determine the

efficiency of any one government which in turn reveals accountability and transparency

in serving the nation. As such service delivery particularly in the public sector has always

been important issues in many countries for instance Malaysia.

According to Schilling (2009), in case an accountable person fails to communicate

accurately and regularly it can lead to the delivery of poor services because there will be

a delay in communication and also in accurate services will be delivered.

Still she quotes that unaccountable people are quick to complain and slow to act, “lack of

accountability is a highly contagious disease” so without it services delivery is always

expected to be poor since nobody is willing to be held accountable.

She still quotes that accountability is one of the fastest ways to earn respect, trust and

promotions. More importantly it puts you in control of your life responding accountably

to life’s challenges and gives you the power to change things hence it enables personals

in organizations to deliver quality services so as to win the public’s trust and favor.

From the views of different authors and researchers, accountability and quality of service

delivery have been seen as positively correlated variables hence one author argued that

some countries are poor due to the fact that many people involved in the provision of

public services do not want to be held accountable. From the views of Schilling (2009),

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from a direct argument of her view that lack of accountability is a highly contagious

disease and this is right, since accountability affects all services delivered by all

organizations. Accountability is also one of the ways in which any public organization

like UNRA can reveal good governance since it can help to eliminate barriers like legal,

financial and social cultural as well as highlighting services that are supposed to be

handled by each and every person in the organization.

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CHAPTER THREE; METHODOLOGY

3.0 Introduction

This looks at the research design, study population, sample design and sample size during

data collection.

It also describes the methods and instruments of data collection, processing and analysis

as well as limitations expected when conducting the research.

3.1 Research Design

The study used cross sectional and analytical research design so as to come up with a

well analyzed and interpreted data. It involved both quantitative and qualitative

techniques of research and this was described based on the opinions and the attributes of

the respondents.

3.2 Study population.

The study covered several administrators, engineers, internal audit staff, accountants,

training staff and other people who have learnt more about the operations of UNRA in

Kampala district .This made up a total of 100 people which helped the researcher to make

up a sample.

3.3 Sampling Design

This study mainly used simple random sampling, and stratified sampling designs to

evaluate the effect of accountability on service delivery in Kampala district.

3.4 Sample Size

A sample size of 50 people from the population was selected using stratified and random

sampling in order to get enough information. This sample included 8 administrators, 10

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training staffs, 5 Engineers, 2 auditors, 5 accountants and 20people who have learnt of

the operations of the organization. Then random sampling gave equal chances for all

respondents to be selected for the study.

3.5 Study Variables

The independent variable was accountability where as the dependent variable was quality

of service delivery .The study looked at how accountability affects the quality of service

delivery in UNRA.

3.6 Data source

It was collected from two sources, primary and secondary source. For primary source,

the researcher collected first hand information from the field using specific research

designs matched with the research questions and through interview schedule that was

applied by the researcher.

Secondary source, this is data that was collected by other researchers or other persons

but appropriate for this particular study. It included minutes of the budget meeting,

periodic financial reports at the end of the term or year in the organization, journals and

text books and electronic research which was of a very great benefit as related to this

research. For instance the UNRA web was used and it was of a great help since it’s so

easy to visit with all information open on the internet.

3.7 Data collection instruments

The following tools were applied in collecting data from respondents,

3.7.1 Questionnaire

List of questions are to be asked to respondent in collecting data. This is a set of

questions sent to the respondents to provide data for hypothesis testing. The questionnaire

had open-ended questions and closed ended questions with a linkert scale so that it could

be easier for respondents to answer them.

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3.7.2 Interview schedule

This involved face to face interaction between the researcher and the respondent. Every

individual to be interviewed used the interview instruments and these were selected from

the study as another instrument that was used in collecting data. This is a physical

interaction between the researcher and the respondent.

3.8 Data processing and analysis

This will involve preparing data, editing, analyzing, and summarizing, coding data.

Questionnaires will be arranged and used to get primary data and it will be analyzed for

clear presentation.

3.9 Limitation of the study

Time available: time to carry out research was not enough for the researcher to exhaust

and explore all the sources of data. Time was not enough considering the fact that the

researcher had to sit final exams and do research at the same time.

Limited financial resources: the study was so much costly yet the resources at hand

were inadequate.

Excessive bureaucracy: it was not easy to gather information from UNRA because of

high level of bureaucracy. It took the researcher weeks to be allowed to carry out research

because that was the organization procedure.

Confidentiality: UNRA was not in line to provide all the necessary information to the

researcher because it seemed confidential to the organization and it was at risk to give it

out. For instance information on how funds are being used by the organization.

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CHAPTER FOUR

PRESENTATION, INTERPRETATION AND ANALYSIS

4.0 Introduction

This chapter provides detailed analysis of data findings and their interpretations. These

findings were obtained from primary and secondary sources. The data was analyzed

manually using tallies and calculating percentages using SPSS computer package. A

descriptive analysis and recording of responses thematically was made on the relationship

between the two variables. This data consists of frequency tables and percentages, and

photo pictures taken from several roads operated by Uganda National Roads Authority.

4.1 Gender distribution of respondents

The researcher went on to find out about the gender composition of the respondents and

below is the findings.

Table 1: Showing the gender composition of the respondents (N=50)

Frequency Percent Valid Percent Cumulative PercentMale 30 60.0 60.0 60.0Female 20 40.0 40.0 100.0Total 50 100.0 100.0Source: primary data, question 1

From table 1 above, it was evident that most respondents were male (60%). Fewer

respondents were females (40%). This implies that more male respondents were willing

to answer questionnaires than females and the organization employs more men than

women since most of its work needs a lot of hard work

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4.1.2 Findings on Age of respondents

Table 2: showing age of the respondents

Response Frequency Percent Valid Percent

Cumulative Percent

18-30 25 50.0 50.0 50.031-40 17 34.0 34.0 84.041-50 6 12.0 12.0 96.0More than 50 2 4.0 4.0 100.0Total 50 100.0 100.0Source: primary data question 2

From table 2 above, most of the respondents were noted to be in the ages between 18-30

(50%). These are followed by those in the age range of 31-40 (34%). These were

followed by those in the age range of 41-50 (12%) and only 4% of all the respondents

were known to be above 50 years of age implying that the organization employs more

young people than the old ones who have the ability to implement changes that are up to

the standards of the organization.

4.1.3 Marital status of the respondents

The study ascertained the marital status of the respondents and the findings are given

below.

Table 3: Marital status of the respondents

Response Frequency Percent Valid Percent Cumulative PercentMarried 22 44.0 44.0 44.0Single 26 52.0 52.0 96.0Others 2 4.0 4.0 100.0Total 50 100.0 100.0Source: primary data Question 3

From table 3 above, 44% of the respondents are married, 52% of the respondents are

single and 4% are engaged. This implies that the majority of the employees are single and

most of their time is devoted to the organization’s work since they do not have a lot of

responsibilities at home. Secondly, the mere fact that the second big proportion are

27

married, it implies that the organization employs responsible citizens who are capable of

managing families as well as organizational responsibilities.

4.1.4 Findings on the education level of the respondents

The study ascertained the education level of the respondents and this helped us to know

whether the management is sufficient enough to make sound decisions. Below are the

findings.

Table 4: showing level of education

Response Frequency Percent Valid Percent Cumulative PercentCertificate 6 12.0 12.0 12.0Diploma 7 14.0 14.0 26.0Degree 25 50.0 50.0 76.0Masters 9 18.0 18.0 94.0PHD 3 6.0 6.0 100.0Total 50 100.0 100.0Source: primary data question 4

From table 4 above, 50% of the respondents are degree holders, 18% are Masters’

holders, 14% are diploma holders 6% are PHD holders and only 12% are certificate

holders. This implies that majority of the organization employees are well qualified and

are in position to deliver quality services to the organization as well as the country at

large.

4.2 Research question one: The level of accountability in the organization (UNRA)

This research was carried out in order to ascertain the effectiveness of the level of

accountability in the organization and also to find out how it is being enforced within the

organization. Various questions were asked to the respondents and were analyzed as

follows;

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Table 5: showing whether there are proper accountability policies put in place to facilitate the delivery of quality services

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 25 50.0 50.0 50.0Agree 21 42.0 42.0 92.0Disagree 4 8.0 8.0 100.0Total 50 100.0 100.0Source: primary data question 5

From table 5 above, the accountability policies put across to facilitate in the delivery of

quality services are considered to be effective since most of the respondents strongly

agreed with the statement (50%) and a considerable number still agreed with it (42 %)

and only 8% disagreed implying that the organization accounts for each and everything in

provision of its services.

4.2.2 Measures put in place to hold those responsible to blame

Research on whether these measures do exist in the organization.

Table 6: showing whether measures are put in place to help hold those responsible to blame

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 4 8.0 8.0 8.0Agree 34 68.0 68.0 76.0Disagree 4 8.0 8.0 84.0Strongly Disagree 4 8.0 8.0 92.0Not Sure 4 8.0 8.0 100.0Total 50 100.0 100.0Source: primary data, question 6

From table 6 above, it can be seen that the measures do exist and its a clear view that

there strictly encouraged because a big percentage of the respondents did agree with the

statement that’s 68% agreed, 8% strongly agreed where as 8% disagreed and 8% strongly

disagreed as well as 8% who were not sure.

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4.2.3 Strong information systems are put in place identifying whoever is to be held accountable.

In an effort to ascertain whether there are strong information systems which can do help

to hold those held accountable, respondents were asked and below are the findings which

are analyzed as follows.

Table 7: showing whether there are strong information systems.

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 23 46.0 46.0 46.0Agree 25 50.0 50.0 96.0Disagree 2 4.0 4.0 100.0Total 50 100.0 100.0Source: primary data, question 7

From table 7 above, 50% of the respondents agreed with the statement, 46% strongly

agreed and only 4% disagreed implying that though there some disagreements from a true

source still it’s a matter of fact that the organization has a strong information system. This

was more clarified from the organization’s ability to update all its system with the new e-

technological advances.

4.2.4: Funds collected by the organization are always accounted for and given to the departments which are entitled to give an account of each penny spent.

This was put across to ascertain whether funds collected are well accounted for and given

to the rightful departments who are held accountable in case funds are being misused.

Respondents were asked and below are the findings.

Table 8: showing whether funds collected by the organization are always accounted for and given to the departments which are entitled to give an account of each penny spent

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 14 28.0 28.0 28.0Agree 29 58.0 58.0 86.0Disagree 5 10.0 10.0 96.0Strongly Disagree 2 4.0 4.0 100.0Total 50 100.0 100.0Source: primary data, question 8

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From table 8 above,58% agreed, 28% strongly agreed, 10% disagreed as well as 4%who

strongly disagreed implying that from the proportion of those who agreed the researcher

concluded that the organization accounts for each and every penny spent.

4.2.5: The organization committee is entitled to give an account on how public funds have been spent within Kampala district not only to the people of Kampala but to the public at large.

This was put across to ascertain whether the organization proves to the public that it’s

transparent and accountable to them.

Table 9: showing whether the organization committee is entitled to give an account on how public funds have been spent with in Kampala district not only to the people of Kampala city but to the whole public

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 23 46.0 46.0 46.0Agree 22 44.0 44.0 90.0Disagree 3 6.0 6.0 96.0Strongly Disagree 2 4.0 4.0 100.0Total 50 100.0 100.0Source: primary data, question 9

From table 9 above, 46% strongly agreed, 44% agreed, 6% disagreed as well as 2% who

strongly disagreed implying that the organization takes this as an obligation to show how

much its accountable to the public.

4.2.6: The main objective of accountability is the need to provide services which are in line with funds allocated to the organization.

In a struggle to ascertain whether the organization employees do understand the main

objective of accountability this task was extended to the respondents and their views were

as follows.

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Table 10: showing whether the main objective of accountability is the need to provide services which are in line with funds allocated to the organization

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 19 38.0 38.0 38.0Agree 27 54.0 54.0 92.0Disagree 4 8.0 8.0 100.0Total 50 100.0 100.0Source: primary data, question 10

From table 10 above, 54% of the respondents agreed, 38% strongly agreed as well as 8%

who disagreed implying that a big proportion of the organization employees know the

main reason to why they should be held accountable to their activities hence they provide

services in line with what is allocated to their departments.

4.2.7: The main sources of funds in UNRA are public taxes and donations.

This was put across to ascertain where the organization gets the biggest proportion of its

funds in order to create the main reason to why it should be held accountable to its

activities by the people of Kampala district and the public at large and the results were as

follows.

Table 11: showing whether the main sources of funds in UNRA are public taxes and donation

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 17 34.0 34.0 34.0Agree 29 58.0 58.0 92.0Strongly Disagree 2 4.0 4.0 96.0Not Sure 2 4.0 4.0 100.0Total 50 100.0 100.0Source: primary data, question 11

From table 11 above, the biggest proportion of the respondents agreed with the statement

(58%), 34% strongly agreed and a similar proportion of disagreements was observed

which totaled to 8% implying that the organization mostly gets its funds from public

taxes hence its each and every citizen’s right to hold the organization accountable incase

there is a misappropriation of public funds.

32

4.2.8: There is need for segregation of duties to make people know how much is accountable to them.

This was put across to ascertain how important segregation of duties is to the level of

accountability in an organization. The results were as follows.

Table 12: showing whether there is need for segregation of duties to make people know how much is accountable to them

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 21 42.0 42.0 42.0Agree 24 48.0 48.0 90.0Disagree 2 4.0 4.0 94.0Strongly Disagree 1 2.0 2.0 96.0Not Sure 2 4.0 4.0 100.0Total 50 100.0 100.0Source: primary data, question 12

From table 12 above, 48% agreed, 42% strongly agreed, 4% disagreed, 2% strongly

disagreed, and 4% were not sure implying that with a few negative responses its evident

that segregation of duties plays a big role in the organization’s accountability reviews.

4.3: Research questions two: The quality of services delivered by the organization in Kampala district.

The researcher further made research on the quality of services delivered by the

organization. The researcher intended to find out factors that do affect the quality of

services delivered and how much people of Kampala district are satisfied with them.

4.3.1: The organization provides quality services to Kampala district.

This was put across in an effort to ascertain the quality of services delivered by the

organization in Kampala district and this only looked at the roads handled by the

organization in Kampala district.

33

Table 13: showing whether the organization provides quality services to Kampala district

Frequency Percent Valid Percent Cumulative PercentStrongly Agree 5 10.0 10.0 10.0Agree 14 28.0 28.0 38.0Disagree 22 44.0 44.0 82.0Strongly Disagree 9 18.0 18.0 100.0Total 50 100.0 100.0Source: primary data, question 13

From table 13 above, its quite disappointing that the biggest percentage of respondents

disagreed with the statement that’s 44% and only 28% agreed as well as 18% who

strongly disagreed and only 10% strongly agreed with the statement implying that the

organization is still faced with a big task of making Kampala city roads reach the

standards of a capital city.

4.3.2: The road network around Kampala district is up to the standards of a capital city.

In an effort to ascertain how the organization views Kampala district roads the researcher

went ahead to find out there views and were the results as follows.

Table 14: showing whether the road network around Kampala district is up to the standards of a capital city Frequency Percent Valid Percent Cumulative PercentStrongly Agree 3 6.0 6.0 6.0Agree 7 14.0 14.0 20.0Disagree 24 48.0 48.0 68.0Strongly Disagree 16 32.0 32.0 100.0Total 50 100.0 100.0Source: primary data, question 14

From table 14 above, still the results are disappointing with the biggest proportion of

respondents disagreeing with the statement that’s 48%disagreed and 32% strongly

disagreed as well as 14% who agreed and 6% strongly agreed, though there are some

positive responses from a direct view of the researcher, there is a conclusion that

Kampala district roads are not up to the standards of a capital city implying that the

organization has got a lot of work to be fulfilled in Kampala district as the capital city of

Uganda.

34

Figure 1: showing the nature of Some of Kampala City roads

Primary

source, author’s observation of one of Kampala city roads.

4.3.3: The organization is working hand in hand with other bodies responsible so as to provide Kampala district with the best services given the fact that it’s the capital city of Uganda.This was put across in an effort to ascertain how good UNRA is to other bodies that

provide the same services in Kampala district such as KCCA and the results were as

follows.

Table 15: showing whether the organization is working hand in hand with other bodies responsible so as to provide Kampala district with the best services given the fact that its capital city of Uganda

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 7 14.0 14.0 14.0Agree 30 60.0 60.0 74.0Disagree 6 12.0 12.0 86.0Strongly Disagree 7 14.0 14.0 100.0Total 50 100.0 100.0Source: primary data, question 15

35

From table 15 above, 60% agreed, 14% strongly agreed, 14% strongly disagreed and 12%

disagreed implying that the organization is willingly working with other bodies to

improve on the quality of services delivered.

4.3.4: The monitoring and evaluation department ensures that all roads constructed around Kampala district are up to the standards of a capital city.This was in an effort to ascertain the importance of the evaluation department as concerns

to the quality of services delivered in the capital city of Uganda.

Table 16: showing whether the monitoring and evaluation department ensures that all roads constructed around Kampala district are up to the standards of capital city

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 2 4.0 4.0 4.0Agree 36 72.0 72.0 76.0Disagree 6 12.0 12.0 88.0Strongly Disagree 4 8.0 8.0 96.0Not Sure 2 4.0 4.0 100.0Total 50 100.0 100.0Source: primary data, question 16

From table 16 above,72% of the respondents agreed with the statement, 14% strongly

agreed, 4% disagreed as well as 10% who were not sure implying that the department

ensures that the quality of services delivered by the organization in the city are up to the

standards of a capital city.

4.3.5: The accounts department also puts it into consideration that services delivered have a positive correlation with the funds spent through going out to the field.

This was in an effort to ascertain whether funds given to the organization are in line with

services delivered. Different responses were got and these are as follows.

Table 17: showing whether the accounts department also puts it into consideration that services delivered have appositive correlation with the funds spent through going out to the field

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 7 14.0 14.0 14.0

36

Agree 36 72.0 72.0 86.0Disagree 1 2.0 2.0 88.0Strongly Disagree 1 2.0 2.0 90.0Not Sure 5 10.0 10.0 100.0Total 50 100.0 100.0Source: primary data, question 17

From table 17 above, 72% of the respondents agreed, 14% strongly agreed, a total of 4%

disagreed and 10% were not sure implying that the accounts department takes it as an

obligation to show transparency and accountability of public funds through going out to

the field.

4.3.6: Different strategies are put in place to ensure that loopholes are eliminated in Kampala district.

This was in an effort to ascertain whether strategies are in place and if so, have they been

implemented so as to improve on the quality of services in the capital city.

Table 18: showing whether different strategies are being put in place to ensure that loopholes are being eliminated in Kampala district

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 5 10.0 10.0 10.0Agree 27 54.0 54.0 64.0Disagree 12 24.0 24.0 88.0Strongly Disagree 3 6.0 6.0 94.0Not Sure 3 6.0 6.0 100.0Total 50 100.0 100.0Source: primary data, question 18

From table 18 above, 54% agreed, 24% disagreed, 10% strongly agreed and 12% by total

disagreed implying that though quite a big proportion disagreed with the statement, still a

conclusion can be made that strategies are available as the researcher went a head to

observe on the road network.

37

4.3.7: The organization is ready and willing to listen to the complaints of the people around Kampala district so as to enable it deliver appropriate services.

This was put across to ascertain whether the organization is ready and willing to change

the quality of services delivered as based on the complaints of the people.

Table 19: showing whether the organization is ready and willing to listen to the complaints of the people around Kampala district so as to enable it deliver appropriate services

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 5 10.0 10.0 10.0Agree 33 66.0 66.0 76.0Disagree 8 16.0 16.0 92.0Strongly Disagree 2 4.0 4.0 96.0Not Sure 2 4.0 4.0 100.0Total 50 100.0 100.0Source: primary data, question 19

From table 19 above, 66% agreed, 16% disagreed, 10% strongly agreed, 4% strongly

disagreed and 4% were not sure implying that from the evidence of percentages got its a

clear view that the organization is willing to listen to the complaints so as to improve on

the quality of services delivered.

4.3.8: There is an improvement in the quality of services delivered around Kampala district as a result of UNRA’s existence.This was brought forward to ascertain whether UNRA has come up with improvements

in the quality of services delivered around Kampala district.

Table 20: showing whether there is an improvement in the quality of services delivered around Kampala district as a result of UNRA's existence

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 4 8.0 8.0 8.0Agree 31 62.0 62.0 70.0Disagree 12 24.0 24.0 94.0Strongly Disagree 3 6.0 6.0 100.0Total 50 100.0 100.0

38

Source: primary data, question 20

From table 20 above, it can be viewed that a total of 68% agreed with the statement and

only 30% disagreed implying that the improvement have created tremendous changes

within the road network of Kampala district. A clear example can be seen as the Kampala

By Pass project and Gayaza-Zirobwe project.

Figure 2: showing some improvements made by UNRA

Source: Primary data, author’s observation of Kampala Gayaza- zirobwe road.

4.4: Research Question three: the relationship between accountability and quality of service delivery.The research study sought to establish the relationship between accountability and quality

of services delivered by the organization. To achieve this, well organized questionnaires

were set for the respondents and their response was analyzed as showed below.

4.4.1: The presence of proper accountability policies has improved on the quality of

services delivered around Kampala district.

With an aim to find out on how proper accountability policies have improved on the

quality of services delivered around the district the following were the findings.

39

Table 21: showing whether the presence of proper accountability policies has improved on the quality of services delivered around Kampala district

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 7 14.0 14.0 14.0Agree 27 54.0 54.0 68.0Disagree 11 22.0 22.0 90.0Strongly Disagree 4 8.0 8.0 98.0Not Sure 1 2.0 2.0 100.0Total 50 100.0 100.0Source: primary data, question 21

From table 21 above, 54% agreed, 22% disagreed, 14% strongly agreed, 8% strongly

disagreed and 2% were not sure implying that proper accountability policies are one of

the reasons that have guided UNRA in the provision of its services.

4.4.2: Proper allocation of funds has led to efficient provision of services.This was in an effort to ascertain whether funds’ allocation in the organization is in line

with services delivered and these were the findings.

Table 22: showing whether proper allocation of funds by UNRA has led to efficient provision of services

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 3 6.0 6.0 6.0Agree 28 56.0 56.0 62.0Disagree 17 34.0 34.0 96.0Strongly Disagree 2 4.0 4.0 100.0Total 50 100.0 100.0Source: primary data, question 22

From table 22 above,56% of the respondents agreed that proper allocation of funds in the

organization has led to efficient provision of services and 22% disagreed where as 6%

strongly agreed and 4% strongly disagreed implying that proper allocation of funds has

been one of the factors behind the provision of quality services in the organization.

40

4.4.3: The organization carries out accountability reviews after examining the services delivered.In an effort to examine the relationship between accountability and service delivery the

researcher went ahead to measure the extent to which respondents would agree with the

above statement and the following were the results.

Table 23: showing whether the organization carries out accountability reviews after examining the services delivered

Response Frequency Percent Valid Percent Cumulative PercentStrongly Agree 12 24.0 24.0 24.0Agree 25 50.0 50.0 74.0Disagree 7 14.0 14.0 88.0Strongly Disagree 3 6.0 6.0 94.0Not Sure 3 6.0 6.0 100.0Total 50 100.0 100.0Source: primary data, question 23

From table 23 above, 50% of the respondents agreed with the statement that the

organization carries out accountability reviews after examining the quality of services

delivered, 24% strongly agreed, 14% disagreed, 6% strongly disagreed whereas 6% were

not sure implying that accountability has appositive relationship with the quality of

services delivered and reviews are taken as a necessary pre-requisite in the organization.

41

Corre la tions

1 .8 3 1**. .0 0 0

50 50.83 1 ** 1.00 0 .

50 50

Pe a rs o n Co rre la tionSig . (2 -ta i le d )NPe a rs o n Co rre la tionSig . (2 -ta i le d )N

Ac c o un ta b i l i ty

Se rv i c e De l i v e ry

Ac c oun ta b i l i tySe rv i c eDe l i v e ry

Corre la tio n i s s ign i fi c an t a t th e 0 .01 lev e l (2 -ta i l e d ).**.

From the table above findings revealed that there is a strong positive and significant

relationship between accountability and service delivery at Pearson correlation

coefficient r= 0.831 and a Pvalue of 0.01.

CHAPTER FIVE

DISCUSSION OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.0 Introduction.In the proceeding section of the study, the researcher dealt with the effect of

accountability on the quality of services delivered by UNRA in Kampala District. In this

chapter, the researcher summarizes the findings of the study .The summary and

conclusions were based on the objectives of the study which were stated in chapter one

and the study has three specific objectives which are as follows.

1. To examine the effectiveness of accountability in UNRA.

2. To assess the quality of services delivered in Kampala District.

42

3. To explain the relationship between accountability and quality of service delivery in

UNRA

5.1: Summary of major findings.

5.1.1: Findings on the effectiveness of accountability in UNRA.Based on research findings it was revealed that the organization has got good

accountability policies which help in the delivery of services and this was more clarified

by the presence of a strong information systems that are exposed to each and every body

in the organization through the organization policy of updating all its important

information on the UNRA web (secondary source).

Still findings revealed more on the views of Schilling, (2009) this explained in details on

the characteristics of accountability such as communicating regularly and accurately

within the organization of which the organization members fulfill this and also does it to

people outside the organization through listening to their complaints.

The organization endeavors to prevent evils that could have resulted from not holding its

subjects accountable to their activities through putting in place measures that do help to

hold some individuals to blame and segregation of duties which throws more light on the

views of Aucoin and Heintzman (2000), accountability is not only about control, its also

about prevention.

5.1.2: Findings on the quality of services delivered in the organization.Based on the understanding of quality services by different authors it was revealed that

the organization is struggling to provide services that do fit the people of Kampala

district. Through research it was revealed that services delivered in Kampala district are

not up to the standards of a capital city hence the organization has a role to fulfill its

obligation in the delivery of quality services.

The organization has not forgotten to consult users and customers of its services hence its

one of the reasons to why its has been proven fair in its service delivery as compared to

other public organization and this has been done through the organizations open web

43

added with a face book page which have also been so much beneficial to the researcher

during her research project.

Through findings it was revealed that different strategies are in place to eliminate

loopholes with in Kampala but its not a clear view in accordance to what was observed

by the researcher of which many roads are so poor within the city centre which work

needs UNRA to intervene though KCCA is concerned but it needs assistance since it has

only one grader which is not enough for the whole of Kampala city.

The researcher also observed that Kotler (1999)’s observation is true as related to service

quality in Kampala district that’s there is an intimate connection between service quality

and customer satisfaction, however customer’s satisfaction is not fulfilled because of the

gaps in the delivery of services that’s due to those gaps, its one of the reasons to why the

organization has not proven that its able to provide quality services to the people of

Kampala district.

The researcher looked at the seven principles and whether they are fulfilled with in the

organization and one of them is responsiveness users and consumers of public services

should expect that when the promised standards of service is not delivered, they will be

offered an apology, full explanation and a speedy and effective remedy and that any

complaints will produce a sympathetic positive response (GCIS 2008) which was found

to be limited in the organization through asking whether the organization listens and puts

into consideration the complaints of the people hence a reasonable number of respondents

disagreed with the statement.

5.1.3: Findings on the relationship between accountability and quality of services in public organizations.The major question asked at this stage was the extent to which UNRA’s accountability

policies do affect the quality of services delivered. Research findings indicate that there

indeed apositive relationship between the two variables discussed. According to

Pearson’s correlation it was seen at 83.1% which is 0.831 implying that the relationship

cannot be doubted. Most respondents strongly agreed that indeed accountability affects

the quality of services delivered. This was also noted by Deininger and Mpuga (2000),

44

who answered an important question that does great accountability improve the quality of

service delivery?

Secondly, the respondents noted that the organization carries out accountability reviews

after examining the quality of services delivered which view throws more light on OECD

( 2003)’s, view that there are two main tasks embracing any government in office and

these tasks are service delivery and policy making in which individuals are held

accountable to different tasks.

The relationship also noted by Ali (2006), is also seen in the strategies that the

organization has put across to provide quality services in Kampala district. This is more

noticed under the organization’s struggle to hold its parties accountable to their activities.

The general trends of the study are indicative that the provision of quality services is an

indicator that there are proper accountability policies in an organization. Schilling,

(2009) argues that accountability is one of the fastest ways to earn respect, trust and

promotion and more importantly it puts you in control of your life responding

accountably to life’s challenges and gives you the power to change things hence it

enables personals in organizations to deliver quality services so as to win the public’s

trust and favour which view also takes us to the fact that lack of accountability is a highly

contagious disease in an organization.

5.2: CONCLUSIONFrom the foregoing summary of findings we may conclude that accountability has

significantly and positively affected the quality of services delivered in the organization.

This means that lack of accountability leads to poor service delivery. The general

conclusion regarding to accountability and quality of services delivered takes us to the

findings in question 21 which indicate that the two variables can reveal how one of them

is either weak or strong for instance if accountability policies are favourable services

delivered will also be of quality.

Unfortunately the organization was proved by the researcher that its just fair in its

response to accountability policies due to the mere fact that 22% of the respondents

45

disagreed with the statement implying that though the organization still claims to be

having a strong accountability base there is need for hard work to improve on the quality

of its services in Kampala district since the residents within Kampala are not happy with

their services. This will help to reduce on loopholes and help it widen the roads being

constructed around Kampala district to a level of a capital city standard.

5.3: RECOMMENDATIONSThe researcher recommends the organization to carryout the following to boost on its

accountability in order to enhance the quality of services delivered around Kampala

district.

1. The organization should teach its subjects more on why it’s important to have them

accountable to their activities and that its not for just blame issues so as it can make

them know that lack of accountability is a highly contagious disease in an

organization.

2. If UNRA is to attain respect and trust among Kampala residents as related to the

quality of services provided, it should focus more on the plans made for the roads

constructed and put tight supervision to what’s being delivered.

3. Bearing in mind that UNRA is looked at as anew body that came up to improve on

the quality of roads in the country, it should put more emphasis on the roads being

constructed in the capital city even though KCCA should also play its part but UNRA

should work hand in hand with it to see that Kampala city roads look better than their

right now and to make it a better Kampala in terms of roads.

4. Continuous training and literacy education should be improved from a big number of

degree holders to masters in order to enlighten them more on the delivery of quality

services and accountability.

5.4: AREAS OF FURTHER RESEARCH1. Further research should be conducted on budgetary control and quality of service

delivery in UNRA.

2. Further study should aim to establish the effect of accountability and service delivery

that’s trenches constructed should one of the parts of study.

46

3. Further study should aim to establish the effect of accountability and time spent on

major constructions within the organization.

APPENDIX 1

QUESTIONNAIREDear Respondent

This questionnaire is intended to facilitate the study on accountability and quality of

service delivery, a case study of Uganda National Roads Authority in Kampala

district. The study is for academic purposes and is carried out as partial requirement of

the Award of a Bachelor of Commerce degree of Makerere University. You are kindly

requested to fill the gaps and spaces below with the appropriate answers. The information

obtained here will be treated strictly confidential and will be used for academic purposes

only.

Thank you so much for your valuable time

47

Yours sincerely

Nanyanzi Jane

Date of Interview…………………………

48

SECTION A: BACKGROUND INFORMATION

In this section tick in the box provided

1. Gender

a). Male

b). Female

2. Age

a). 18-30

b). 31-40

c). 41-50

d). More than 50

3. Marital Status

a).Married

b). Single

c). Divorced

d).Others (specify) ……………………………………………………………….

4. State your highest level of education

a). Certificate

b). Diploma

c). degree

d) Masters

e) Others specify……………………………………………………………………….

49

SECTION B: ACCOUNTABILITY

5. There are proper accountability policies which are put in place to facilitate in the delivery

of quality services. (Tick appropriate box)

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

6) Measures are put in place to help hold those responsible to blame. a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

7) Strong information systems should be put in place identifying however is to be held accountable.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

8) Funds collected by the organization are always accounted for and given to the departments

which are entitled to give an account of each penny spent.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

50

9) The Organization committee is entitled to give an account on how public funds have been

spent with in Kampala district not only to the people of Kampala city but to the whole public.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

10) The main objective of accountability is the need to provide services which are in line with

funds allocated to the organization.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

11) The main sources of funds in UNRA are public taxes and donation.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

12) There is need for segregation of duties to make people know how much is accountable to

them.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

51

SECTION C: SERVICE DELIVERY

13) The Organization provides quality services to Kampala district

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

14) The road network around Kampala district is up to the standards of a capital city.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

15) The Organization is working hand in hand with other bodies responsible so as to provide

Kampala district with the best services given the fact that it’s the capital city of Uganda.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

16) The monitoring and evaluation department ensures that all roads constructed around

Kampala district are up to the standards of a capital city.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

52

17) The accounts department also puts it into consideration that services delivered have

appositive correlation with the funds spent through going out to the field.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

18) Different strategies are being put in place to ensure that loopholes are being eliminated in

Kampala district.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

19) The organization is ready and willing to listen to the complaints of the people around

Kampala district so as to enable it deliver appropriate services.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

20) There is an improvement in the quality of services delivered around Kampala district as a

result of UNRA’S existence.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

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SECTION D:

THE RELATIONSHIP BETWEEN ACCOUNTABILITY AND QUALITY OF

SERVICES DELIVERED.

21) The presence of proper accountability policies has improved on the quality of services

delivered around Kampala district.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

22) Proper allocation of funds by UNRA has led to efficient provision of services.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

23) The Organization carries out accountability reviews after examining the services delivered.

a) Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not sure

THANK YOU

54

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