THE EFFECTS OF CONFLICTS ON SERVICE DELIVERY IN BUKWO DISTRICT LOCAL GOVERNMENT

BY

                                        KYEYAGO DAVID MALEKA              

A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF THE MASTERS DEGREE IN MANAGEMENT STUDIES (PUBLIC ADMINISTRATION AND MANAGEMENT) OF UGANDA MANAGEMENT INSTITUTE.

FEBRUARY, 2009

Declaration
     I, Kyeyago David Maleka, do hereby declare that this is my original work and that it has not been produced and submitted to any other academic institution for any award.

KYEYAGO DAVID MALEKA        ………………………..       ………………………
					                                                   Signature 		                    Date:

Approval by the Supervisors

     This dissertation has been submitted with our approval as Institute Supervisors 

SYLVESTER P.K. KUGONZA 		……………………………     ………….....…………..
(Uganda Management Institute)                    	    Signature 		                Date:

DAVID NALUWAIRO 			         ………..…………………...	………………..………..
(Work Based)          					                       Signature:			           Date: 

Dedication

To my dear wife, Catherine
For her enduring
 Love

To our beloved Children, Brenda, Christine, 
Carol, Sandra, Beat, Sam, and Phiona 
For the support and 
Encouragement

To my Beloved Parents, the Late Yafesi Kisadha Maleka
And Beatrice Nantale Mpokibona,
For their love and guidance
And for sacrificing to
Pay my fees

Acknowledgements

     I wish to acknowledge the support and encouragement I received from my dear wife, Catherine, without which it would not have been possible for me to complete the Masters course.  I am grateful for her enduring love and patience throughout the course. Many times I had to divert family resources to meet my tuition and associated costs at the expense of burning family needs. 
     Special thanks go to my course supervisors, namely, Sylvester P.K. Kugonza, Senior Consultant at Uganda Management Institute and Mr. David Naluwairo, Town Clerk, Mbarara Municipal Council for the kind guidance and mentoring which culminated into the completion of an organised and successful research project. Many times, I encroached on their private time, sometimes, during awkward hours but they endured until I was done. 
     I am also indebted to the Chairman, Bukwo District Local Government, Mr. Reuben Paul Chelimo, and the entire District Council for granting me the permission to attend the Programme workshops at a time when I was needed most. 
     Finally, I wish to register my sincere appreciation to the Head, Higher Degrees Department, Uganda Management Institute, Mr Benon Basheka for his continuous encouragement, advice and counselling during the Programme workshops. My children, Brenda, Christine, Carol, Sandra, Beat, Sam, Phiona for the moral support and encouragement; my Secretary Ann for receiving and organising the completed questionnaires; my colleagues at work and Uganda Management Institute for assisting me in one way or another during the time of conducting the research. ABOVE ALL to God, the Almighty, who gave me the wisdom, the strength, the good health, the courage and resources to pursue the course.
     I take full responsibility for the views and findings in this dissertation, except where acknowledged. 

………………………………….
Kyeyago David Maleka
Table of Contents
Cover page….. ………..............................................................................................................i
Declaration
Declaration by the Supervisors
Dedication
Acknowledgements
Table of Contents
List of Figures/Illustrations
Abbreviations and Acronyms
Operational Definition of Terms and Concepts
Abstract
CHAPTER ONE
1.0 Introduction
1.1 Background to the study
1.2. Statement of the Problem
1.3. General Objective
1.4. Specific Objectives
1.5. Research Questions
1.5.2 Specific research Questions
1.6 Hypotheses
1.6.1 General Hypothesis
1.6.2 Specific hypotheses
1.7 Scope
1.7.1 Time Scope
1.7.2 Geographical Scope:
1.7.3. Content Scope
1.8 Justification for the research
1.9 Significance of the study
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
2.1 Theoretical Review
2.2 Conceptual framework
2.3 Conflicts and service delivery in perspective
2.3.1Individual conflicts and service delivery
2.3.2 Inter-group conflicts and service delivery
2.3.3 Intra group Conflicts and Service delivery
2.4. Summary
CHAPTER THREE
METHODOLOGY
3.0. Introduction
3.1 Research design
3.2 Population of study
3.3 Sample Size and Selection Strategies
Simple Random Sample
Systematic Sampling
Purposive Sampling
3.4 Data Collection Methods and Procedure
3.4.1 Primary Data collection methods
The questionnaire
Face to face Interviews
3.4.2 Secondary data
3.5 Data Collection Instruments
3.5.1 The Questionnaire
3.5.2 The Interview Guide
3.6 Pre testing of the Instruments
3.7. Validity and Reliability of the Instruments
3.8. Data Management and Analysis
3.8.1. Quantitative Data
3.8.2 Qualitative Data
3.9. Procedure of Data Collection
3.10 Limitations of the study
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS
4.0Introduction
4.1Reliability Test
4.2 Respondent’s Socio-Economic Characteristics
Gender Distribution
Age Distribution
Distribution by Marital Status
Distribution by Sub-county of residence
Distribution by highest level of educational attainment
Distribution by nature of work done
Distribution by religion
4.3A comparison of the magnitudes of the different dimensions of conflicts in BDLG and nature of service delivery
4.4 The extent to which Individual Conflict affect Service delivery in BDLG- Objective 1
4.4.1Differentials in mean perception of Individual conflicts by socio- economic characteristics
4.4.2Frequency of Individual conflicts in BDLG
4.4.3Pearson Correlation between Individual conflicts and Service Delivery
4.4.4 Linear Regression Model of the effect of Individual conflicts on Service Delivery
4.5 The Extent to which Inter Group Conflict affects Service delivery in BDLG –Objective 2
4.5.1Differentials in mean perception of Inter group conflicts by socio-economic characteristics
4.5.2Frequency of Inter group conflicts in BDLG
4.5.3Pearson Correlation between Inter group conflicts and Service Delivery
4.5.4 Linear Regression Model of the effect of Inter group conflicts on Service Delivery
4.6 The extent to which Intra group Conflict affect Service delivery in BDLG-Objective
4.6.1Differentials in mean perception of Intra group conflicts by Socio-economic Characteristics
4.6.2Frequency of Intra group conflicts in BDLG
4.6.3Pearson Correlation between Intra group conflicts and Service Delivery
4.6.4 Linear Regression Model of the effect of Intra group conflicts on Service Delivery
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.0Introduction
5.1Summary of Findings
5.2 Conclusions
General Objective of the study: To assess whether conflicts in BDLG affect service delivery
Specific objective 1: To assess the extent to which individual (inter personal) conflicts affect service in BDLG
Specific objective 2: To assess the extent to which inter group conflicts affect service delivery in BDLG
Specific objective 3: To assess the extent to which intra group conflicts affect service delivery.
5.3 Recommendations
5.3.1. General Recommendation
5.3.2. Specific Recommendations
5.4 Areas for further research
References
Appendix 1: Questionnaire
Appendix 2: Interview Guide
Appendix 3: Research Work plan and Budget
Appendix 4:Map of Uganda Showing Bukwo District
Map of Bukwo District
Appendix 5: Clearance letter from Uganda Management Institute…………………………. 92
List of Tables

Table		Page 	
Table 3.1:	Sample selection----------------------------------------------------------------------------	29	
Table 4.1:	Distribution of respondents by selected background characteristics-----------------	39	
Table 4.2:	Magnitude of conflicts---------------------------------------------------------------------	46	
Table 4.3:	Frequency of service delivery in BDLG------------------------------------------------	47	
Table 4.4:	Differential in mean perceptions of individual conflicts in BDLG-----------------	50	
Table 4.5:	Frequency of individual conflicts in BDLG--------------------------------------------	52	
Table 4.6:	Correlation between individual conflict and service delivery in BDLG-------------	54	
Table 4.7:	Regression coefficients for individual conflicts on service delivery-----------------	54	
Table 4.8:	Differentials in mean perceptions of inter-group conflicts in BDLG----------------	56	
Table 4.9:	Frequency of inter group conflict in BDLG---------------------------------------------	58	
Table 4.10:	Pearson correlation between inter group and service delivery in BDLG------------	61	
Table 4.11:	Regression coefficient for inter group conflicts on service delivery-----------------	61	
Table 4.12:	Differentials in mean perceptions of intra group conflicts in BDLG----------------	63	
Table 4.13:	Frequency of intra group conflicts in BDLG--------------------------------------------	65	
Table 4.14:	Pearson Correlation between intra group conflicts and service delivery in BDLG	68	
 Table 15:	Regression coefficient for intra group conflicts on service delivery-----------------	69	

List of Figures/Illustrations

Title 		Page 	
Figure 1.1:	Conceptual Framework-------------------------------------------------------	11	
Figure 4.1:	Gender distribution------------------------------------------------------------	40	
Figure 4.2:	Age distribution of respondents---------------------------------------------	41	
Figure 4.3:	Distribution of respondents by marital status------------------------------	42	
Figure 4.4:	Distribution of respondents by sub-county---------------------------------	43	
Figure 4.5:	Distribution of respondents by highest education attainment-----------	44	
Figure 4.6:	Distribution of respondents by occupation/profession-------------------	45	
Figure 4.7:	Distribution of respondents by religion-------------------------------------	45	

Abbreviations and Acronyms
BDLG         	BUKWO DISTRICT LOCAL GOVERNMENT 	
CAO            	CHIEF ADMINISTRATIVE OFFICER 
CFO				CHIEF FINANCE OFFICER
DEC				DISTRICT EXECUTIVE COMMITTEE
DHO				DISTRICT HEALTH OFFICER 
DLB             	DISTRICT LAND BOARD
DSC              	DISTRICT SERVICE COMMISSION
DV				DEPENDENT VARIABLE
HOD            	HEAD OF DEPARTMENT
IV					INDEPENDENT VARIABLE 
LG              	LOCAL GOVERNMENT 
LGA              	LOCAL GOVERNMENTS ACT 1997 
LGDG			LOCAL GOVERNMENT DEVELOPMENT GRANT
LGDP			LOCAL GOVERNMENT DEVELOPMENT PROGRAMME
LGPAC        	LOCAL GOVERNMENT PUBLIC ACCOUNTS COMMITTEE
LGs				LOCAL GOVERNMENTS 
MoLG           	MINISTRY OF LOCAL GOVERNMENT
NRM				NATIONAL RESISTENCE MOVEMENT
OPD              	OUT PATIENT DEPARTMENT 
PDU				PUBLIC PROCUREMENT AND DISPOSAL UNIT 
PLE				PRIMARY LEAVING EXAMINATION 
PPA				PRIORITY PROGRAM AREAS
RDC             	RESIDENT DISTRICT COMMISSIONER
SCs				SUB COUNTIES 
SD               	SERVICE DELIVERY
SPSS				STATISTICAL PACKAGE FOR SOCIAL SCIENTISTS 
UMI              	UGANDA MANAGEMENT INSTITUTE
UN                	UNITED NATIONS 

Operational Definition of Terms and Concepts
Conflict: Any serious state of disharmony between individuals and groups of people usually caused by incompatibility of goals and differences in taste, culture, religion and values.
Service Delivery: The provision of the essential services, such as education, health, roads, water and field extension services to the communities.
Group: A distinct body of a Local Government such as a District Council (DC), the District Civil Service (DCS), the District Executive Committee (DEC), Council Standing Committee (CSC), Local Government Public Accounts Committee (LGPAC) and the District Service Commission (DSC).
Individual Conflicts: Conflicts between any two individuals within an organisation based on their differences in culture, tastes, behaviour, beliefs, religion, values and perception. In the case of Bukwo, this could be, for example, between the district chairman and the Chief Administrative Officer.
Inter Group Conflicts: Conflicts between two or more groups of people in an organisation. In the case of Bukwo District, this may for example be a conflict between the council and the executive committee.
Intra Group Conflicts: Conflicts among members of the same group such as Council, District Executive Committee and/or Standing Committees in the case of a local government. 
The ministry: This is the central government ministry responsible for the technical guidance, monitoring and supervision of Local Governments.
Local Government: refers to a District, sub county or urban authority which enjoys corporate personality, with a common seal and perpetual powers to sue or be sued for any wrongs, omissions and commissions committed. 
The District: refers to an administrative setup which is composed of sub counties under its jurisdiction.
The Town Council: is an urban authority which is at the level of a sub county in a district. 
Head of Department: is the Head of a sub division of a sector in a district such as personnel, records, water, planning and finance.

Abstract
     The main purpose of this study was to assess whether conflicts in Bukwo District Local Government affect service delivery. Bukwo District is located in Eastern Uganda. The specific objectives of the study were: to assess the extent to which individual conflicts, inter group conflicts and intra group conflicts affect service delivery in Bukwo District Local Government. Research questions were raised to guide the study. Relevant data was collected using the survey research design. The target population was made up of 859 members, out of which a sample of 265 respondents was selected using simple random sampling, systematic sampling and purposive sampling. The questionnaire and Interview Guide were used as research instruments to collect the required data. Additional data was collected by reviewing  journals, council minutes, magazines, library books, manuals, workshop papers, official circulars, Acts of parliament, newspapers, as well as the internet. In order to ensure validity and reliability, the research instruments were pre tested before they were adopted for use in the field. The data was then electronically analyzed, interpreted and presented with the help of The Statistical Package for Social Scientists (SPSS 16.0). The analysis involved establishing frequencies, relaying data by way of diagrams and computing the mean, the correlation and regression coefficients to determine whether there was a relationship between conflicts and service delivery and the extent of the relationship. The results showed that all dimensions of conflict have a negative effect on service delivery. In the case of Bukwo District Local Government, however, the effect was not substantial. From the findings it was established that inter-group conflicts were the most prevalent in Bukwo district. Although the effect on service delivery was not substantial, it is recommended that the actual causes of conflicts be identified and addressed in order to minimise their effect. The district should also put in place a mechanism for resolving conflicts. 

CHAPTER ONE
INTRODUCTION
1.0 Introduction
     This study was about the effects of conflicts on service delivery (SD) in Bukwo District Local Government (BDLG). This chapter presents the background to the study, the research problem, the general objective, and the specific objectives of the study, the research questions, the hypotheses, the scope, the justification and significance of the study.  
1.1 Background to the study
      During the 1950s many countries in Asia, Latin America and Africa adopted the system of centralised development planning and administration (Rondinelli & Cheema 1983). The Governments in the developing countries at the time believed that centralised planning and resource allocation would be the most effective way of transforming and improving the quality of life of the communities. In Uganda, the system of centralised planning and governance started in 1962. The abrogation of the 1962 constitution led to significant reduction in the powers of Local Authorities (Nsibambi and Zooro 2000)
     However, by 1960, most countries in the developing world realised that centralised planning was not helping much in bringing about the desired improvement in the quality of life of the people. Poverty in those countries increased more than ever before while service delivery and living standards declined in absolute terms (Rondinelli & Cheema 1983). It became clear that the system of centralised planning and resource allocation was not very effective in bringing about the desired improvement in the social and material welfare of the communities. The much cherished equitable development was not achieved and balanced growth remained a myth in many of the developing countries. The officials in the Central Government realised that Local Governments (LGs) were in a better position to provide social services to communities given their proximity to the people they serve. Consequently, many countries in Africa, Asia and Latin America embraced decentralisation as a vehicle through which services would reach the community. Some of the countries which have adopted decentralisation policy as a vehicle for effective service delivery include: Cameroon 1979, Ghana 1962, Guinea 1982, Madagascar 1980, Mozambique 1979, Nigeria 1976, Senegal 1982, Tanzania 1982, and Zambia 1991 (Magyezi, 2004). 
     In pursuance of this philosophy of decentralisation, the National Resistance Movement (NRM) Government introduced major reforms in Uganda in 1986 in regard to the System of Governance. Local Councils (LCs) were introduced throughout the country, from villages to districts. In 1987, Government appointed a commission, under professor Mamdan to carry out a study and gather views on what was to be done to effectively implement the decentralisation policy in Uganda. Following the recommendations in his report, a policy on decentralisation was formulated in Uganda in 1992. In 1993, policy implementation started with the first batch of 13 districts. In 1994, another batch of 14 districts was also included in the decentralisation programme. This continued until all the districts in Uganda were decentralised. The Uganda Constitution Amendment of 1995 strengthened the decentralisation process in Uganda by devoting a full chapter (Chapter 11) to decentralisation. In 1997, the Parliament of The Republic of Uganda enacted the Local Governments Act 1997 (LGA 1997) whose objectives, in part, were to: 
     Amend, consolidate and streamline the existing law on local governments in line with the constitution to give effect to the decentralisation and devolution of functions, powers and services; to provide for decentralisation at all levels of local governments, to ensure good governance and democratic participation in, and control of, decision making by the people; to provide for election of local councils and for any other matters connected to the above” (LGA 1997:2).
     The Local Governments Act 1997 has since then been amended thrice (2001, 2005 and 2008) to reflect changes in the political and economic environment of the country.  The Local Government Act imposes mandatory duties on LGs. in regard to service delivery. To express the confidence and trust of Government in the policy of decentralization, Njuba (1987), the then Minister of Constitutional Affairs, at one of the workshops on decentralisation, asserted that the policy of decentralization was aimed at bringing reforms to promote citizen participation in the national development process and so integrate and invigorate local planning process and optimize resource use at the local level. The ultimate goal of the reforms was to improve service delivery by ensuring public participation in governance and decision making. 
       Decentralisation is in Uganda is based on the district as a unit. The district is obliged to provide services to the communities in its area of jurisdiction. However, for effective service delivery to be availed there is a need for team work and harmony among stakeholders including policy makers (councillors), the civil servants, and the consumers of the services (the community), the central government and the civil service organisations.  Unfortunately, this has not been achieved for most local governments in Uganda. Many local governments in Uganda are embroiled in destructive conflicts often involving the elected officials (councillors) and the appointed officials (civil servants). Conflicts also exist among the elected officials themselves and among the civil servants. While such conflicts are on the increase in LGs, service delivery, on the other hand, has stagnated and in some cases, declined. This has been the trend despite the regular financial transfers by the CG to the LGs and the enabling government policy on decentralisation. The poor performance of the Local Governments, in regard to service delivery, was reflected in ‘The Sunday Vision’ Volume No. 41 of October 14, 2007. The news paper reported that 22 districts had been penalised for poor performance following the National Assessment Exercise conducted in all LGs throughout the country by the Ministry of Local Government (MoLG). In the Health Sector, for example, Bukwo district LG was reported to have performed worst of all LGs in 2007, having attained the 80th position out of the 80 districts in the provision of health services (Annual Health Sector Performance Report, 2007). Bukwo district was also among the worst performing districts in the National Primary Leaving Examination for 2007. Meanwhile conflicts have continued to emerge in the district. For example, during the face to face interviews it was revealed that there were sharp conflicts in water department, health department and general administration. Conflicts were also reported within councillors. It is against this background that this study was conducted in BDLG.
  1.2. Statement of the Problem 
     The overall objective of the creation of districts (decentralisation) was to improve services by bringing them closer to the people, to encourage local participation in planning, control, policy making, and to improve financial accountability and democratic governance (Baryantuma 2007). This objective has not been achieved, as seen above, taking the case of Bukwo. The district performed worst in the health service delivery in 2007 having been rated the last of all the districts. (Annual Health Sector Performance Report, October 2007). The district also failed to meet the minimum conditions for accessing the Local Government Development Grant (LGDG) during the National Assessment of Local Governments in 2007 (Ministry of Local Government letter referenced LGDP/NAT/1 dated 6th January 2007). Furthermore, Bukwo district was among the 16 worst performing districts in the Primary Leaving Examinations for 2007. The problem of BDLG is the declining service delivery in the face of rising conflicts over the three years of its existence. The following are a few examples which point to the mushrooming conflicts in Bukwo district. The District Health Officer (DHO) for example, resigned over sharp conflicts and confrontation in the health department (DHO’s letter of resignation to CAO dated 12/11/2007). During the face to face interviews, respondent no. 5 reported personal conflicts among officers in the District Water Office, which made it hard for staff in the water office to work together. Other conflicts reported during interviews include: The one between the Catholic Arch Diocese of Tororo versus Bukwo District Local Government over the ownership and management of Bukwo Health Center IV (Archbishop’s letter dated 24/12/2007, referenced D/L/07) and the Kapsekek land conflict to mention but a few. This study therefore was conducted to establish whether there is a relationship between the rising conflicts in Bukwo District Local Government and the declining service delivery. In effect the study aims at answering the question “what effects do conflicts have on service delivery in BDLG?” 
1.3. General Objective
     The main Purpose of the study was to assess whether conflicts in BDLG affect service delivery. 
1.4. Specific Objectives
     The specific objectives of the study were:
(1) To assess the extent to which individual conflicts affect service delivery in BDLG.
(2) To assess the extent to which inter group conflicts affect service delivery in BDLG
(3) To assess the extent to which intra group conflicts affect service delivery in BDLG.
1.5. Research Questions 
(a) To what extent do individual (inter personal) conflicts affect service delivery in BDLG?
(b) To what extent do inter group conflicts affect service delivery in BDLG?
(c) To what extent do intra group conflicts affect service delivery in BDLG?
1.6 Hypotheses
1.6.1 General Hypothesis
     Conflicts in Bukwo District Local Government negatively affect service delivery. 
1.6.2 Specific hypotheses
(a) Individual conflicts negatively affect service delivery in BDLG
(b) Inter group conflicts negatively affect service delivery in BDLG.
(c) Intra group conflicts negatively affect service delivery in BDLG
1.7 Scope
1.7.1 Time Scope
     The study covered the period 2005 to 2008. This period was chosen because there was a marked increase in conflicts in Bukwo District. During the same period there was also a marked decline in service delivery. 
1.7.2 Geographical Scope:
     The study covered all the four sub counties in Bukwo District and Bukwo town council. Bukwo District was curved out of Kapchorwa District.  It became operational on 1st July, 2005.  The district is located on the slopes of Mt. Elgon in Eastern Uganda. It borders Kapchorwa and Nakapriprit districts to the West and North respectively, and the republic of Kenya to the east and south.  It has a total area of 525 sq kms and a Population of 65,000 people (UBOS projections 2002).  The District is made up of four sub counties namely Suam, Bukwo, Kabei and Chesower and Bukwo town council.  The dominant tribe in the district is the Sabiny and the language spoken is Kupsabiny. There are, however, other smaller tribes, such as the Bagisu and the Bapukusu.  The district is accessible by only one motorable murram road which connects Kapchorwa to Bukwo and Suam border through to Kenya. During the rainy season this road becomes impassable and the district is usually cut off from the rest of Uganda. In an effort to reach the district during such periods, the residents and visitors to the district use the alternate route through Kenya which passes through Malaba, Webuye, Kitale, Suam border to Bukwo District. The terrain of Bukwo District is predominantly mountainous with only the north eastern part being fairly flat.  Because the district is predominantly mountainous, the main means of transport is the donkey, although some trucks are sometimes used to transport people and goods from Kapchorwa to Bukwo. Until June 2007, the district had no telephone service provider. Communication then, was extremely difficult and costly as such services were only accessed from Kenya. Economic activities in the district include maize growing, wheat growing, and cattle rearing.  The District council organs are fully functional. These include the District Service Commission (DSC), the Local Government Public Accounts Committee (LGPAC), the District Land Board (DLB), and the Standing Committees.  
1.7.3. Content Scope
     This study focused on the three dimensions of conflict common in organisations namely; individual conflicts, inter group conflicts and intra group conflicts and their effect on service delivery. (Gordon et al, 1990) These dimensions are captured in conceptual framework. Individual conflicts, also known as inter personal conflicts are conflicts between any two individuals arising out of their differences in culture, tastes, values and perception. Inter group conflicts refer to conflicts among two or more groups of people. Intra group conflicts are conflicts among members of the same group. The main objective of the study was to assess whether conflicts in Bukwo District Local Government affect service delivery of the district. 
1.8 Justification for the research
     Although Fisher (2007), Gordon et al (1990), and Mullins (2007) have undertaken studies in the area of conflicts and service delivery, there is no evidence in the scholarly works reviewed, to suggest that studies were undertaken with the specific purpose of assessing the extent to which conflicts in local governments affect service delivery. Secondly Fisher (2007), Gordon et al (1990), and Mullins (2007) carried their studies under conditions different from those existing in most parts of Uganda. Fisher et al. (2007), for example, carried out a similar study in America. America is socially and economically different from Uganda.  This  particular study was carried out in a rural setting and reflects on conditions as they exist in most of the new rural districts of Uganda, for example, Budaka, Manafa, Bududa and Sironko to mention but a few. 
1.9 Significance of the study
     The study should be helpful to the stakeholders of Bukwo district in making them understand the concept of conflict, the types and causes of conflicts, and how each type of conflict impacts on service delivery. The stakeholders may also find the recommendations useful especially in regard to resolving and minimising destructive conflicts in the district. 
     The study may assist the elected officials (councillors), appointed officials (civil servants) of BDLG, Civil Society Organisations (CSOs), Central Government officials, members of the general public in  Bukwo, Donors and academia in general to appreciate the role of conflicts in organisations since conflicts are part of life. The importance of conflicts was clearly expressed by Fisher (2007) who asserts that, it is not whether you have a conflict in your life; it is what you do with the conflict that makes a difference. A conflict can be destructive, constructive or instructive. What we do with it is often a matter of choice (Fisher 2007). “A conflict becomes negative only when it continues to be ignored or when swept under the carpet” (Timor Australia Friendship Manual n.d). 
     This study will ascertain whether conflicts in Bukwo District Local Governments affect service delivery and if so, in what way and to what extent. This will assist the managers in BDLG in deciding what proportion of managerial time to allocate to resolving conflicts. This will be the researcher’s contribution to the existing body of knowledge.

CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
     This Literature Review was conducted in order to establish what was already known about the study variables, identify gaps, and ascertain the methodologies, the differences and similarities in the earlier studies. The detailed literature review enabled the researcher to identify theories which guided the study. The literature review was conducted using a variety of sources which included books, journals, periodicals, newspapers, council minutes, circulars and publications of MoLG. and Uganda Local Government Association, magazines and the Internet. 
2.1 Theoretical Review
     This study was based on Weihrich and Koontz’s theory of conflict which breaks down the concept conflict into three constituent parts. According to this theory, conflicts are of three types or dimensions namely: individual conflicts, inter group conflicts and intra group conflicts. (Weihrich and Koontz, 2005)  According to this theory, people have individual differences based on taste, culture, religion, politics etc. This leads to individual or interpersonal conflicts. Inter group conflicts arise when individual groups want to portray themselves as “better than” or “different from” other groups. Intra group conflicts arise within members of the same groups when there is competition among members to lead the group or due to a scramble for recognition or status but they may also arise as a result of differences in perception. This theory is supported by Gordon et al, (1990), who consent to the three dimensions of conflict as advanced by Weihrich and Koontz. The conceptual framework below is based on Weihrich and Koonz’s theory of conflict.  
2.2 Conceptual framework 

Individual conflicts (inter-personal conflicts)
-	Superior vs Subordinate 
-	Manager vs Manager
-	HOD vs HOD

Figure 1.1 Conceptual framework of conflicts and service delivery

-	Infrastructural dev’t 
-	School enrolment
-	Attendance at OPD
-	Clean water coverage
-	Performance of schools.

Conflicts (IV)                         		                             Service Delivery (DV) 

	

Inter Group conflicts
-	Council vs executive
-	Executive vs statutory bodies
-	Council vs statutory bodies  
-	Executive vs appointed
-	Council vs MoLG

Intra group conflicts
-Management 
 - Council
- Executive
- Standing Committees
- Statutory Bodies
- Contracts Committee

    

The conceptual framework shows the main variables of the study, that is, conflicts as the Independent Variable (IV) and service delivery as the Dependant Variable (DV).The Independent Variable has been broken down into three dimensions of conflict as they exist in BDLG namely individual conflicts, Inter Group conflicts and intra group conflicts and in accordance with the theoretical framework. (Weihrich and Koontz 2005)  Under each of these three dimensions, are their respective elements applicable to Bukwo District Local Government. 
     Similarly the DV, (Service Delivery), has been broken down as shown in the box on the right hand side of the diagram. The elements indicated in the DV relate to BDLG. These elements are based on the World Bank Group (2004) identification of service indicators.
     The appointed and elected officials in BDLG have individual differences because of the diverse cultures, beliefs, values and religion etc. Individuals have differences in the way they see things. Every one has his own unique picture or image of the ‘real world’ (Mullins, 2007). These differences often lead to individual conflicts such as those indicated in the conceptual framework. The differences sometimes transcend individual frontiers unto different groups of people in BDLG, resulting into inter group conflicts (Gordon, et al. i990). The conceptual framework shows the types of inter group conflicts in BDLG. Rivalry and competition among groups escalates the conflicts. Each group aims at portraying itself as “better than” or “different from” other groups. This often happens in the fields of sports, culture and religion and can sometimes change from healthy competition to destructive conflicts. Conflicts also arise among individuals within a particular group, for example, amongst the executive members or amongst members of BDLG council. These conflicts are referred to as intra group conflicts (Gordon, et al. 1990). It is, however, worth noting, that some of the inter group conflicts and intra group conflicts; eventually translate into individual conflicts as indicated by the arrows on the conceptual framework. 
2.3 Conflicts and service delivery in perspective
     A conflict is a social interaction involving a struggle over claims to resources, power, status, beliefs and other preferences and desires (Bisno, 1988). Fisher and Dekha (2003) defined conflict as “a relationship between two or more parties who have or think they have incompatible goals”. Gordon et al. (1990) defined conflict as an antagonism or opposition between or among persons. He adds that conflict is the result of incongruent or incompatible relationships between members of a group or dyad. It is a process that begins when one party perceives that the other party has frustrated or is about to frustrate, some concern of his/hers. It occurs between and within individuals, groups or organisations (Gordon et al. 1990). 
     There is, however, no standard definition of the term. Despite the absence of a standard definition, Robbins (2001), Mullins (2007), Mariniero and Tromley (2003), Gordon et al. (1990) agree that conflicts are a form of serious disharmony between individuals, groups or organisations involving a struggle over resources, power, status, values and beliefs.  A conflict should be distinguished from a dispute or a competition. A dispute is an argument between two people or states (Hornby, 2002). Chambers (2000) defined a dispute as a quarrel over rights or validity of a statement, or to argue about something. Rearsall and Hanks (1998) defined a dispute as a disagreement, argument or debate.  Robbins, (2001) defined a competition as a situation where one person seeks to satisfy his or her own interest regardless of the impact on other parties. Competition thus itself is a source of conflict. The researcher’s view is that disputes are usually of a short term nature while conflicts tend to persist over the long term.  
     A conflict can be internal (within oneself) or external (involving two or more individuals). Conflict, as a concept, is helpful in explaining many aspects of social life today such as social disagreements, conflicts of interests, fights between individuals, groups or organisations. In the day to day life, it is not whether you have a conflict in your life, because conflicts are always there and are part of life. It is what you do with the conflict that makes a difference (Fisher et al. 2007). Conflicts can thus be destructive, constructive or instructive. What we do with it is often a matter of choice.  Conflicts and differences are integral functions within the democratic process, democracy being a vehicle which allows differences to be visible and resolved through agreed upon and established means of public dialogue and action.
     Mariniero and Tromley (2003) assert that parties to the conflict find themselves in one (or more) of four areas of disagreement namely: facts (the present situation or problem), methods (the best way to achieve our goals), goals (how we want things to be) and values (long term goals and qualities we support).
It is usually easier to resolve differences over facts and most difficult to settle differences over values. 
     Arising from the review, it was established that conflicts may go beyond organisational frontiers. For example, in political terms, conflicts refer to sharp differences between two or more communities which may be within the same state, for example the Rwanda conflict, the Durfu conflict, the Somali conflict and the Aceh conflict (Conflict Prevention And Reconstruction, Paper 39, 2006). Such conflicts could also cover two or more states, for example, the Middle East conflict. Conflict here is used politically to refer to wars, revolutions and other struggles which may involve the use of force. (Wikipedia Free Encyclopaedia n.d.) The works of the various Scholars such as Bisno (1988), Fisher and Dekha (2003) and Omar (2001) concur that conflicts (whether organisational or political) have both a positive and a negative side on service delivery. Karim (2004) uses the terms functional and dysfunctional to refer to the positive and negative sides of conflict respectively. The positive outcomes of a conflict include: greater creativity, more work enthusiasm, better decisions, improved ideas, a tendency to search for new approaches, clarification of individual views and increased interest and creativity (Gordon et al. 1990). Additionally, Conflicts represent diverse stakeholder interest presented at the decision making table (Fisher et al, 2007). Conflicts help us to see the consequences of our views through the eyes of those who disagree. On the positive side of conflict Bisno (1988:15) argues that: 
     Conflicts result in the attainment of the necessary social changes (e.g. the attainment of more just society), the development of a sense of solidarity among members engaged in conflict; the emergency of creative ideas; the formulation of new policies, procedures and services, the reformation and renewal of organisations and their programs; and heightened enthusiasm and purpose among conflicting participants 
     Fisher and Dekha (2003) outline the benefits of a conflict as: “making people aware of problems, promoting necessary change, improving solutions, raising morals, fostering personal development, increasing self awareness, enhancing maturity and fun.”  Robbins (2001) registers the following positive outcomes of conflict: better ideas produced, people forced to search for new approaches, long standing problems brought to the surface and resolved, clarification of individual views, stimulation of interest and creativity and a chance for people to test their capacities. These positive outcomes are essential for improving service delivery of Bukwo District Local Government.
    The negative side of conflicts include physical or psychological injury; interference with reasoned problem-solving; the rapture of social relationships; the escalation of differences into hardened antagonistic positions; increased hostility and misconceptions; anxiety; anger; fear; aggression; exhaustion; and emotional stress (Bisno,1988). Conflicts in Local Authorities may cause the staff to flee the fighting; violence may damage the physical plant of Local Authorities and the human and physical infrastructure (Local Government and Conflict Toolkit, 2005). A conflict becomes negative when it continues to be ignored or when it is ‘swept’ under the carpet (The Timor Australia Friendship Manual n.d.). Coser, as cited in Bisno (1988) points out that a conflict at its worst, may end up in the elimination of the opposing party in addition to gaining control over resources, power or status. The elimination of the opposing party may seriously affect service delivery, where the person eliminated is the only one with the skills to provide the service. 
     There is no uniformity among scholars as regards the types or classification of conflicts. Mahendra and Young (2005) classify conflicts as: conflict with the boss, conflict with colleagues/peers and/or conflict with subordinates, whereas Fisher and Dekha (2003), on the other hand, give the following categorisation: no conflict (peace exists, no goal conflict), latent conflict (the conflict is hidden i.e. it is below the surface; this kind of conflict needs to be brought out before it can be adequately addressed), open conflict (deep rooted and clearly visible; to eliminate it is to address the root cause) and surface conflict  (has shallow or no roots; usually caused by misunderstanding goals and may be eliminated by improved communication)
     Katz as cited in Omar (2001) categorises conflicts in two classes namely: substantive conflict (conflicts due to differences of opinion such as work objectives, goals, targets levels of commitment, methods, procedures, and preferred approaches to various problems) and, affective conflict (conflicts due to personality factors such as values, attitude and beliefs or in an attempt to satisfy self oriented needs such as the need for dominance, power or status). Whatever the classification, the researcher’s primary interest was to assess how conflicts affect service delivery. 
     As mentioned above, Weihrich and Koontz, (2005) and Gordon et al. (2005) concur on the following classification: Conflicts between individuals (individual conflicts), conflicts between groups of people (inter group conflicts) and conflicts within a group of people (intra group conflicts). This classification formed the theoretical framework upon which this study was conducted, see conceptual framework. 
     In regard to the causes of conflicts, scholars agree that they rotate around power sharing, status, religion, ideology, goals, and resources which may lead to violence. Violence are actions, words, attitudes, structures or systems that cause physical, social or environmental damage and/or prevent people from reaching their full human potential. Broadman and Horowtz (1994), as cited in Bartol and Martin (1996) however, identified the key causes of conflicts in organisations as the incompatibility of behaviours, cognitions and/or affection among individuals.
     Bisno, (1988) introduces another form of conflict, often ignored by other scholars, namely, that of conflict of interest at the workplace and its effect on the performance of the individual worker. Conflict of interest occurs when an officer in a public office pursues his interest at the expense of the public. It entails an attempt by a public official to use his position to influence a decision in which he knows he has an interest. Conflict of interest is prevalent in many Local Governments today. It may be partially responsible for some of the inefficiencies in service delivery. It occurs among councillors, members of Boards and Commissions as well as the civil servants. Although conflict of interest was identified as one of the factors which may adversely affect service delivery in Local Governments, it was not covered in this study. This study was limited to the effects of the three dimensions of conflict shown on the conceptual framework namely, individual conflicts, inter group conflicts and intra group conflicts and their effect on service delivery of Bukwo district.  
      Most scholars approached the subject of conflicts from a political perspective, that is, conflicts were considered as armed struggles between and within communities and states. A few scholars approached it from an organisational point of view. There was equally limited literature as regards conflicts within local governments. 
     Destructive conflicts may impact negatively on service delivery. There is therefore, a need to put in place mechanisms for resolving these destructive conflicts at the earliest opportunity before they take their toll on organisational performance. A number of methods to resolve conflicts in organisations have been suggested by different authors. Bartol and Martin (1998), for example, suggests three ways in which conflicts can be reduced or resolved; first the situational factors which give rise to the conflict must be changed or removed. The manager might increase the resources available, reorganise to reduce interdependence, redesign reward systems or take steps to improve communication. Secondly, appeal to super ordinate goals which means that a manager should focus on the major goals that require the support and effort of all parties (for example, ensuring the survival of the firm and beating the high competition). Thirdly, he recommends the use of an interpersonal conflict-handling mode. This has several facets including: a) avoiding, ignoring or suppressing a conflict in the hope that it will go away, b) Accommodating, that is, allowing the desires of the other party to prevail, c) competing which involves attempting to win a conflict at the other party’s expense, d) Compromising, where each party gives up some desired outcomes in order to reach an amicable settlement, e) Collaborating, where each party strives to achieve its desired outcomes (win-win situation). 
     Robbins (2001) advances nine techniques of resolving conflicts in organisations. These include the following: 1) Problem solving; the face to face meeting of the conflicting parties for purpose of identifying the problem and solving it through open discussion. 2) Super ordinate goals; the creation of a shared goal that can not be attained without the cooperation of each of the conflicting parties. 3) Expansion of resources for the party aggrieved 4) Avoidance; the withdrawal from or suspension of the conflict. 5) Smoothing; playing down differences while emphasising common interest for the conflicting parties. 6) Compromise; each party to the conflict gives up something of value. 7) Authoritative command; management uses it formal authority to resolve the conflict and communicates its desires to the parties involved. 8) Altering the human variable; using behavioural change techniques such as human relations training to alter attitudes and behaviours that cause conflicts and, 9) Altering the structural variable; changing the formal organisation structure and the interacting pattern of conflicting factions through job redesign, transfers, and the creation of coordinating positions. Once the conflict between the aggrieved parties is resolved, there is a likelihood that service delivery will improve.  
     By way of comparison, Bartol and Martin (1998) and Robbins (2001) agree that that expansion of resources for the party aggrieved, avoiding or ignoring the conflict in the hope that it will go away, and the appeal to super ordinate goals, that is the creation of a shared goal for the parties are at the fore front in resolving conflicts. 
     Mullins (2007), Mariniero and Tromley (2003), and Gordon et al (1990), on the other hand agree that negotiation, conciliation (mediation) and arbitration are key techniques which can be used to resolve and/or forestall conflicts in organisations. Under negotiation, the mandated representatives of the conflicting groups meet in order to iron out their differences. Negotiations involve compromises on the part of both groups. At the work place, this is what happens between the union representatives and the management meet to iron out their differences. When negotiations fail or get stuck, an independent mediator may be called in to try and bring the conflicting parties together to resolve the issues in question. The mediator plays an active part in the process. He advises both groups, acts as an intermediary and suggests possible solutions. In contrast to an arbitrator, the mediator only plays an advisory role. He has no power to take binding decisions. The success of mediation is greatly dependant on the trust and confidence placed in him by the parties to the conflict. Arbitration entails getting a neutral party, agreed upon by both parties, to act as an adjudicator or judge to the dispute. The Adjudicator’s decisions unlike those of a mediator are binding to both parties. Other methods suggested for resolving conflicts include the use of an ombudsman, a public official who investigates disputes and makes a report to the concerned authorities (Bisno 1988). An alternative to the above methods is to take advantage of the litigation (courts of law). This method is, however, rather slow and bureaucratic to the disadvantage of the conflicting parties.
     Local Governments are mandated under the LGA1997 to provide services to the community.  To enable them to fulfil their mandate, they receive periodic financial transfers from the central government. They supplement central government funding by raising local revenue through local taxation, user fees, sale of licences and permits. Their priorities in service delivery are mainly in the areas of health, education, agricultural extension services, water and road works.  LGs are expected to provide qualitative services in exchange for the taxes they collect from the communities. Failure to provide the services renders tax collection difficult and often results in serious conflicts between the community and the LG. Mintein, Nathalie, and Elianen, (2005) suggest useful indicators to help measure the level of service delivery in local governments. These include school enrolment, number of first grades in schools, primary school completion rates, patients visiting the health centres, quality of health service, number of criminals (thefts and burglary) over a period of time, Number of cases handled (justice administered) in time, and production levels in agriculture. During the Annual Assessment of the performance of LGs, some of these indicators are used to measure the efficiency and effectiveness of Local Governments. LGs with poor indicators are penalised while those with good ones are rewarded. 

2.3.1Individual conflicts and service deliveryError! Reference source not found. 
     It was noted during the literature review that People have individual differences as regards their styles of communication, ambition, political or religious views and cultural background. These differences result in conflicts between individuals. Individual conflicts arise when two individuals disagree about issues, actions or goals (Gordon et al. 1990). This may affect service delivery since team work is a prerequisite for effective service delivery. For example individual members of school management committee may be torn over objective data that call for closing a school that their constituents’ children attend. The failure of the school management committee to close the school when it is necessary may set a dangerous precedent for the school. Consequently, the school management committee may fail to handle similar situations in future. This may lead to the frustration of the teachers and /or pupils leading to poor service delivery. Individuals also often conflict over their roles. Robbins (2001) defines a role as the expected pattern of behaviours associated with members occupying a particular position within a structure of the organisation. In practice the manner in which people actually behave may not be consistent with their expected pattern of behaviour. Problems of role incompatibility and role ambiguity arise from inadequate or inappropriate role definition and can be a significant source of conflict, for example, between the district chairman and the resident district commissioner. Individual conflicts may also be the result of unjust treatment, for example, in reward and punishment systems which are discriminatory. Other causes of individual conflicts are: violation of territory (people tend to be attached to their own ‘territory’ within work organisations e.g. to their area of work, or kinds of clients to be dealt with or to their own rooms, chair or parking space). Jealousy may arise over other peoples’ territory for example; size of office space, company car, allocation of an assistant or other perks. Individual conflicts may be the direct result of inconsistent demands from another person, for example, where the Chief Administrative Officer of Bukwo district is asked to submit final accounts for approval while at the same time he is asked to produce the annual budget as a priority. It may also arise where a person is asked to serve on a number of committees which are demanding in terms of time while at the same time he/she is asked to step up the production of his/her unit. All these scenarios may have an effect on the service delivery of the LG.
     There are usually signs to show that individual conflicts do exist in an organisation. For example, colleagues may not speak to each other; they may contradict or even blackmail each other. They may deliberately undermine and/or refuse to co-operate with each other. In the LGs. such conflicts are common. They include conflicts between the district chairman and the Chief Administrative Officer, the Chief Administrative Officer and a Head of department, the District Chairman and the chairman, District Service Commission and the Chief administrative officer and the Resident District Commissioner and the District Chairman to mention but a few. One of the specific objectives of this study was to assess the extent to which individual conflicts affect service delivery in BDLG.
2.3.2 Inter-group conflicts and service delivery
     Weihrich and koontz (2005) assert that, apart from individual conflicts, conflicts may also arise among different groups of people, such as the district executive and the district council, giving rise to inter group conflicts. Whenever people form groups, they tend to emphasize the things that make their group “better than” or “different from” other groups. There is rivalry and competition among groups. When the individual groups do not work together to achieve the super ordinate gaols of the organisation, the service delivery is likely to be affected negatively. Inter group conflicts are common in the field of sports, culture, and religion and at the workplace. Bartol and Martins (1998) asserts that group conflicts can arise in the following circumstances: 
(a)	Heavy dependence of one group on another- For example, the district council depends on the standing committee for finance to pass the annual budget. The finance committee may wish to discuss every detail in the budget but the district council may be interested in the early approval of the budget so that council activities are not held up for lack of an approved budget. This can be a source of conflict between the standing committee for finance and the district council.  
(b)	scarce resources; for example, where the district council feels that the executive has been unfairly allocated a substantial budget at the expense of other groups,
(c)	 Incompatibility of goals; where each group pursues its own goals. For example, the sales department may be interested in satisfying the various customer needs by availing a wide range of products but the production department may be interested in producing large quantities of the same product since it is easier for them.
     LGs may control significant budgetary or other resources that can be targeted to benefit some groups in communities or sanction others. Without ways to address and redress equity and access concerns, a variety of Local Government issues that affect communities in this way can lead to conflict ranging from mundane, such as disputes that create winners and losers in particular zoning and land use decisions, to genocide, such as the targeting of Hutu moderates and Tutsis by extremists groups in the Rwanda genocide (Local Government And Conflict Toolkit 2005).
      In Local Governments inter group conflicts often arise between the District Council and the District Executive Committee (DEC), between the DEC and the DSC, between the DEC and Council Standing Committees, between LGPAC and LG Staff. During the personal face to face interviews, it was reported by one respondent that this was the most prevalent type of conflict in the district and further that such conflicts often affected service delivery through delayed decision making.  
     On the positive side, Inter-group conflicts in organisations may help to generate creative tension, leading to more effective contributions to the original goals. Inter-group conflicts occur mainly in two forms namely; the horizontal strain (Competition between functions such as Health and Engineering) and the vertical strain (competition between hierarchical levels such as foremen and middle management or office attendants and supervisors). 
     It is easy to detect the presence of inter-group conflicts in an organisation. There are three main ways in which this can be detected; 1) cliques or factions begin to develop. These factions sometimes meet to discuss issues separately when they affect the whole organisation. 2) A group may be left out of organising an event which should include everybody. 3) Groups start using threatening slogans or symbols to show that their group is right and others are wrong (Conflict Management n.d.). One of the specific objectives of this study was to establish the extent to which inter group conflicts affect service delivery in BDLG. 
2.3.3 Intra group Conflicts and Service delivery
     The third specific objective of the study was to assess the extent to which intra group conflicts affect service delivery in BDLG. Stoner, Freeman and Gilbert (2002) define a conflict as a disagreement about allocation of scarce resources or clashes regarding goals, and values. Such a situation can occur among members of the same group, giving rise to intra group conflicts. Conflicts often arise between people in work groups in, such as council standing committees, district executive committee, district council, Bukwo district task forces and any other organisational forms of face to face groups. The conflicts arise because of the scarcity of freedom, position, and resources. Most people prefer independence. They therefore tend to be resistant to the need for interdependence and to some extent conformity within the group. At the same time people who seek for power, struggle with others for positions or status within the above groups. Rewards and recognition are often seen as inadequate and inequitably distributed and members are inclined to compete with each other. The urge to win rather than to lose, and to compete rather than to co-operate tend to intensify intra group conflicts (Organisational Conflict n.d.). In these circumstances, group meetings are conducted in a win-lose climate, individual or group interaction is conducted with a view to determining the winner or loser rather than for mutual problem solving. This trend of affairs may affect the potential of the LG to deliver services effectively and equitably.
     Intra group conflicts are not necessarily destructive. They have some positive outcomes. The presence of dissenting members within a group or organisation often results in more penetration of the group calling for a more creative solution. This is likely to improve service delivery. 
2.4. Summary 
     The literature review coered the theoretical framework, meaning of conflict, the difference between conflicts and disputes, the various forms of conflict, the causes of conflict, methods for resolving conflicts, local governments service delivery and LG service  indicators. Much of the available literature was mainly on armed conflicts. There was scanty literature on organisational conflicts. Even then, the literature was mainly relating to commercial/manufacturing concerns engaged in the production of goods. There was therefore a need to conduct an empirical study to assess the effects of conflicts on service delivery of a Local Government other than in a commercial concern. 

CHAPTER THREE
METHODOLOGY
3.0. Introduction
     This chapter presents the entire plan as to how the study was conducted. More specifically, the chapter presents the research design, the target population, the sample size and the methods used to select the sample, the methods used to collect data, the instruments used to collect data, the pre testing of the instruments, validity and reliability concerns as well as data management and analysis of results.
3.1 Research design
     Deniscombe (1998) gives a number of research designs which include: Case studies, Experimental designs, ethnographic designs and surveys to mention but a few. The researcher conducted the study using the survey research design. In selecting this design, the researcher considered both the practical and the theoretical aspects of the study. The practical aspect was based on the premise that the researcher was working in the area of study, that is, Bukwo District. The researcher was therefore, at an advantage in terms of location and time to conduct a comprehensive inquiry into the subject of study. From the theoretical aspect it was necessary to use a research design which was quantitative in nature, given that the study was aimed at establishing the relationship between conflicts and service delivery .The survey research design meets this criterion and lends itself to mathematical treatment, a feature which is critical especially during the analysis stage.  
3.2 Population of study
    The Population was composed of elected officials, appointed officials, members of Boards and Commissions, service providers, religious leaders and opinion leaders. This target population added up to 859. The elected officials made up of 12 district councillors and 36 sub county councillors, giving a total of 48 councillors. There were no councillors included from Bukwo town council since elections had not yet taken place in town council at the time of the study. The Appointed officials comprised teachers, Heads of Departments at the district, middle level cadres of staff as well as other categories of workers. The appointed officials were 647 in the study population. Members of statutory bodies were 14, out of which 5 were from the District Land Board, 5 from the Local Government Public Accounts Committee and 4 from the District Service Commission. The district had about 30 service providers at the time of the study. These, too, were included in the target population. Religious leaders were drawn from the main faith organisations recognised in Uganda including the Pentecostals. Their population, as ascertained from their leaders, was 60. The opinion leaders were identified by their sub county chiefs and the sub county chairpersons and they were 60. The total targeted population thus came up to 859, being the summation of all the various groups above.  
 3.3 Sample Size and Selection Strategies
     Applying Krejcie and Morgan’s model (as cited in Sarantakos 1993 p.149), a total population of 859 members can adequately be represented by a sample of 265 in the study. This sample was carefully selected from the different groups in 3.2 above, namely: the elected officials, the appointed officials, members of Boards and Commissions, Service Providers, religious leaders and Opinion Leaders. The final representative sample of 265 was selected using the following sampling methods:
Simple Random Sample
     Under this sampling method, each member of the target population had an equal chance of being selected to be included in the sample. Under this method, the target population was identified using numbers, which were written down on pieces of paper, folded and then mixed up in small box. The researcher then picked one paper at a time and wrote down the number of the paper picked. This process was repeated until the required sample was selected. This method was used to select a sample of 15 from a target population of 48 elected officials, to select a sample of 4 from a target population of 14 members of statutory bodies and to select a sample of 9 from a target population of 30 service providers.
Systematic Sampling
     This method was used where there was a readily available sampling frame such as the payroll for the civil servants in Bukwo district. This method entails selecting every nth item from the sampling frame. The starting point could be taken at random but the uniform interval was determined by dividing the target population by the sample required. For example, if the target population was 1000 and the sample required out the target population was 200, the uniform interval would be 5. In this case, every 5th item on the sampling frame would be included in the sample. This sampling method was used to select a sample of 199 out of a population of 647 civil servants.   ,
Purposive Sampling
     Under this sampling method, the researcher selects sample members who meet certain pre determined criteria such as, convenience to the researcher in terms of proximity, readily availability of some members of the target population and their willingness to be included in the sample and any other criteria considered relevant by the researcher. Purposive sampling, as a method for sample selection, was used to select a sample of 19 from a target population of 60 religious leaders and to select a sample of 19 from a target population of 60 opinion leaders. 
Table 3.1 below summarises the methods used to select the required sample of 265 from the target population of 859.  
Table 3.1 Sample Selection
Categories	Population	Sample	     Selection method	
elected officials	48	15	 Simple Random Sampling	
appointed officials	647	199	 Systematic Random Sampling		
Members of statutory bodies                              	14	4	Simple Random Sampling	
Service Providers	30	9	Simple Random  Sampling  	
religious leaders	60	19	Purposive Sampling	
opinion leaders	60	19	Purposive    Sampling	
Total	859	265		
Source:  Researcher.
3.4 Data Collection Methods and Procedure
     In order to ensure validity and reliability of the findings, several data collection methods were employed. The type of data to be collected dictated the methods to be used as indicated below: 
3.4.1 Primary Data collection methods 
     Primary data were collected using two main methods; the questionnaire and the face to face interview. The details regarding these methods and the justification for the choice of these methods are discussed below:
The questionnaire 
     The main method used to collect Primary data was the questionnaire. The questionnaire was used because the respondent is free to make his choices without bias from the researcher, since he or she completes the questionnaire alone. A total of 265 questionnaires were despatched to selected informants indicated in table 3.1. The respondents were asked to fill the questionnaires and return them to the nearest sub county or to hand them over to Ann, at the office of the Chief Administrative Officer, Bukwo within two weeks. The returned questionnaires were then read through and ‘cleaned’ before coding and eventually entering the data into the Statistical Package For Social Scientists, a computer program for analysing data. The Likert scale, ranging from “strongly agree” to “strongly disagree” was used on the questionnaire to assist respondents make their choices. The majority of primary data was collected using this method. The researcher achieved a response rate of over 70%, a rate regarded by Earl (2004) as being very good. Earl (2004) recommended a response rate of at least 50% as adequate for analysis and reporting, a response rate of 60% as being good; and a response rate of 70% as being very good. Consequently, there was less chance of response bias. In this way, the researcher was able to guard against Earl’s concern that “a low response rate points to a danger signal because the non respondents are likely to differ from the respondents in ways other than just their unwillingness to participate in your survey” (Earl, 2004). 
Face to face Interviews
     To supplement the data collected using the questionnaire, the researcher administered face to face interviews to key informants. Interviews were conducted throughout the four sub counties in Bukwo district and Bukwo town council. The interviewees were selected at random. The interviews enabled the researcher to correlate the responses received through interviewing with those received using the questionnaire. For example, when respondent no.9 was interviewed to find out whether he was aware of any conflicts in BDLG and how they affect service delivery, he replied that he was mainly aware of one type of conflict which was rampant, that is between councillors and civil servants. He thus responded: 
     These conflicts are there especially between councillors and civil servants. These conflicts breed pressure on the civil servants. Political Pressure threatens civil servants. When threatened, the civil servant behaves like a cow threatened by its herdsman. Whenever a cow is threatened, it becomes fearful and instantly ‘hides’ the milk. It is only after the herdsman has once again become friendly, that the cow will avail the milk to the herdsman. This is what happens whenever there are conflicts between the politician and the civil servant 
     The above response was in agreement with the data obtained using the questionnaire where it was established that inter group conflicts were the most predominant in BDLG. 
     Through interviewing, the researcher was able to take note of the respondents’ facial expressions, body language, and the non verbal cues which had not been captured under the questionnaire method.  In order to ensure the interviews were held in an orderly manner, an Interview Guide consisting of nine (9) questions was used to guide the researcher and the respondent during the interview session. The number of questions in the Interview Guide was deliberately small so that the respondent’s morale would remain high throughout the interview.
3.4.2 Secondary data 
     Secondary data were collected by reviewing documents. A number of documents were reviewed. The documents which were closely scrutinised included: journals, magazines, library books, manuals, workshop and seminar papers, official circulars from the government, Acts of Parliament, newspapers, internet documents (e-Library) and council minutes.

3.5 Data Collection Instruments
     It is considered logical to employ several data collection instruments during the same research. In accordance with this established principle of research, the researcher used both the self administered questionnaire and the Interview Guide as instruments to collect the required data. 
3.5.1 The Questionnaire
     Primary data were mainly collected using the questionnaire as a data collection instrument. The questionnaire started with a cover letter explaining the purpose of the study and potential benefits to be derived from the findings. The respondents were assured of maximum confidentiality in regard to the responses made to the questions in the questionnaire. The respondents were thus requested to provide honest and frank answers to the questions without fear or favour. The first part of the questionnaire was concerned with the demographic characteristics of the respondent. This was followed by questions on the Independent Variable broken down into its three dimensions. The questionnaire ended with questions relating to the Dependent Variable, Service Delivery (SD). The Likert scale was used throughout the questionnaire to assist respondents make their choices correctly and accurately except for the section on the demographic characteristics. 
     To ensure that the questions in the questionnaire were clear, relevant and well understood by the respondents, the questionnaire was pre-tested before being sent out. This helped to bring out the questions which were not clear and those that had multiple interpretations. The process also facilitated the elimination of redundant questions from the questionnaire. 

3.5.2 The Interview Guide
     Supplementary primary data were collected using an Interview Guide. With the help of the Guide, the researcher conducted face to face personal interviews with selected informants from all the four sub counties in Bukwo District and the town council. This gave him an opportunity to take note of the respondent’s body language, facial expressions, and non verbal cues. The researcher also seized the opportunity to repeat some questions to the respondent and to clarify on those that were not clear. From the data collected using this instrument, the researcher was able to get the average response attributable to each of the questions. This enabled the researcher to compare responses received through interviewing with those collected using the questionnaire. The Interview Guide had a set of 9 questions. 
3.6 Pre testing of the Instruments
     As mentioned above in 3.5.1, the data collection instruments were pre-tested to randomly selected informants in all the four sub counties of Bukwo District before being adopted for use in the field. The pre testing of the questionnaire was carried out on twenty five respondents, chosen at random from the sub counties and Bukwo town council. Twenty three questionnaires were returned. The responses from the returned questionnaires indicated that some questions had multiple interpretations. Such questions were deleted from the questionnaire and replaced with more clear and straight forward questions. Six respondents complained about the length (number of questions) of the original questionnaire. Consequently, the number of questions was reduced from 84, in the original questionnaire, to 69 in the revised questionnaire. Some questions were found to have been repeated while others were redundant. These, too, were deleted from the questionnaire.
     The Questions in the Interview Guide were discussed with colleagues at work at Bukwo to help improve on clarity. There were no major alterations to the interview guide. Most of the questions were clear except the two, which were subsequently modified to bring out the intended meaning. 
3.7. Validity and Reliability of the Instruments
     Validity refers to the accuracy and meaningfulness of the findings and hence the inferences made. Reliability is the consistence of the research findings. (Mugenda & Mugenda1999). To ensure validity and reliability of the research instruments, the questionnaire was pre tested as seen above. The pre-testing was done on selected respondents in the four sub counties in the district and Bukwo town council. The questions in the Interview Guide were discussed with colleagues at the workplace. The discussions yielded constructive criticisms, which enabled the researcher to revise some of the questions to bring out their intended meaning. 
     The pre-testing of the instruments to selected informants revealed a number of inadequacies especially in the Questionnaire. Consequently, the Instruments were reviewed to address the gaps and capture the information sought by the study. This enhanced the validity and reliability of the instruments. Interviews were also conducted with key informants as a further safeguard to enhance the validity and consistence of data collected. Additionally, the researcher ensured that the dimensions and elements of the study variables were well delineated as recommended by Sekaran (2003). 
3.8. Data Management and Analysis
3.8.1. Quantitative Data
    Raw data from the field were first cleaned, sorted and edited manually to remove errors. The editing involved scrutinising the returned questionnaires for errors, omissions and ambiguous classifications. This exercise was necessary to ensure accuracy, uniformity, consistence and comprehensiveness in the answers put forward by the respondents. The statistical analysis was done using the Statistical Package for Social Scientists (SPSS 16.0), to establish relationships between the variables. The SPSS 16.0 was selected for statistical analysis because it has proved effective over time in analysing large quantities of data and because of its accuracy in presenting the results in form of tables and charts. The SPSS was also found helpful in computing the mean, Correlation and regression coefficient and standard deviation, which were computed for the key variables in the study. This was necessary to determine whether there was any significant relationship between the variables and the direction of such relationship. Like in the qualitative analysis, graphs, bar charts, and pie charts were used to enhance clarity.
3.8.2 Qualitative Data
     The raw data from the field were first read through. This enabled the researcher to get familiar with the data. During the reading process, the researcher used note cards to organise the available data to expedite further analysis. It was also at this stage that the field notes were edited to ‘clean them up’ and so ensure consistence. The data was then coded, that is, broken down into distinct categories. The categories which were used to classify the data included sex, marital status, profession and sub county of respondent among others. In addition, the individual responses were listed under each question (category) to assist the researcher to establish the ‘average’ or general response to a particular question. After the categorisation of the data, it became easy for the researcher to establish the relationship between the different categories identified. The final stage was to evaluate and analyse the data to determine its adequacy, credibility, usefulness, consistency and hence to accept or reject the research Hypotheses.   

3.9. Procedure of Data Collection
     The researcher obtained an introductory letter from the Head, Higher Degrees Department at UMI. On the basis of the letter, the researcher approached the Chairperson, Bukwo District to seek formal permission to carry out the study in Bukwo District. The District chairperson was briefed on how the research was to be conducted and the likely benefits to the district as a result of conducting the research. The researcher then requested the chairperson for moral support and co-operation during the research period. As soon as the formal permission was granted to carry out the research, the researcher recruited four Research Assistants to help collect field data. The Research Assistants underwent basic training in research methods to prepare them to do an effective work in the field. Upon completing the training, they were asked to sign engagement contracts. Thereafter, each Research Assistant was sent out to a sub county (SC) to collect data. The Head of the Research Team collected data from Bukwo town council while also closely monitoring the work of the Research Assistants to ensure the exercise was running smoothly and on schedule.
3.10 Limitations of the study
     There were no methodological limitations encountered. Most of the limitations were mainly of a logistical nature. Below are the logistical limitations and how they were mitigated:
     Some parts of Bukwo district were insecure due to the presence of cattle rustlers and thugs. This made it hard for the researcher to reach such areas to collect data. In such circumstances, the researcher would wait for an opportunity when government officials would visit the area in the company of security personnel. It was difficult to access some of the respondents especially during the rainy season due to the poor condition of roads in the district. However, by their nature, the soils in the district take only a short time to dry. The researcher would therefore wait for the soils to dry and then proceed to collect the data. Time was also another limiting factor. The researcher found it convenient to do the research work during the week-ends. There were funding limitations too. The research was wholly funded by the researcher. At one time, there were no funds to pay for the transport for Research Assistants and the work had to stall for some time. Consequently, the research was carried out according to how funds were trickled in, resulting in delays. The researcher was, however, able to mobilise sufficient funds to carry out the research. Other limitations included the scarce literature on Local Government conflicts, as opposed to political/armed conflicts, and difficulties in accessing supervisors due to the long distance between the supervisors and the researcher which was over 400 kilo meters.
     Owing to the above limitations, the findings from this study may be of limited applicability to the older urban districts such as Jinja, Mbale, Wakiso, Mpigi and Kampala to mention but a few. The findings are of direct relevance to Bukwo district and, to a certain extent, to the new rural districts in eastern Uganda such as Bududa, Budaka, Manafa and Sironko. 

CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS
4.0	Introduction
     This chapter presents the analysis and interpretation of the data collected with a view to answering the research questions. The chapter, therefore, provides the basis upon which logical and meaningful conclusions can be drawn. It also provides a platform upon which to formulate appropriate recommendations for purposes of improving service delivery in BDLG. 
 4.1 Reliability Test
     Before proceeding to the detailed analysis and interpretation of the results, a reliability test was carried out to test the reliability of the data collected as well as the results. The test gave the following results: Number of cases – 162, Number of items - 69,   Alpha – 0.9227. As can be seen, the test yielded a high coefficient of Alpha, indicating that the data and results are reliable.  
4.2 Respondent’s Socio-Economic Characteristics
     An analysis of the distribution of the respondents covered in this study was done taking into account their background characteristics. The background characteristics considered in the study were age, gender, marital status, sub-county of residence, level of educational attainment, occupation/profession and religion of the respondent. The detailed analysis of these characteristics is indicated in Table 4.1 below:

Table 4.1: Distribution of respondents by selected economic-social background characteristics
Characteristic	Category	Percentage	
Gender	Female	24.9	
	Male	75.1	
Age (in years)	18 – 28	17.4	
	29 – 39	44.4	
	40 – 50	32.8	
	51 – 61	3.3	
	61 +	2.1	
Marital Status	Married	82.6	
	Single	16.2	
	Widowed	1.2	
Sub-county of origin	Bukwo	31.5	
	Bukwo Town Council	5.0	
	Chesower	13.3	
	Kabei	15.4	
	Suam	34.9	
Highest Educational attainment	P.L.E Certificate	5.8	
	U. C. E	21.6	
	U. A. C. E	12.0	
	College/Tertiary Certificate/Diploma	49.4	
	University Degree	11.2	
Occupation/profession	Civil Servant	76.3	
	Elected Leader	5.4	
	Business person	2.5	
	BDLG member of Board/Commission	1.2	
	Others	14.5	
Religious Affiliation	Catholic	15.8	
	Anglican	32.0	
	Muslim	0.8	
	Pentecostal	47.7	
	Others	3.7	
N = 241
Source: Researcher 

Gender Distribution
     Results showed that the majority (75.1%) of the respondents were male. This is attributed to the fact that in the traditional civil service in Uganda, the men form the largest portion of the work force. The civil servants formed the biggest part of the respondents (199 out of 265).

Figure 4.1: Distribution of Respondents by Gender 

		Source: Researcher
Age Distribution
     As can be seen from fig.4.2 below, the majority (77.2%) of the respondents were aged 29 - 50 years, 17.4% were aged 18 - 28 years while only 5.4% were older than 50 years. This is attributed to the fact that most of the people covered in the study were of the age falling in this age bracket as shown in Figure 4.2.

Figure 4.2: Distribution of respondents by age 

Source: Researcher

Distribution by Marital Status
     From the findings, (see Figure 4.3 below) it is evident that the majority (82.6%) of the respondents were married. This could be due to the fact that 82.6% of the respondents were older than 28 years.

Figure 4.3: Distribution of respondents by marital status

Source: Researcher
Distribution by Sub-county of residence
     Suam SC (34.9%) and Bukwo SC (31.5%) had more representation in this study (see Figure 4.4). One major reason for this bigger representation was that the two sub-counties were closer to the research secretariat compared to the other sub counties of Kabei and Chesower. The religious leaders, service providers and opinion leaders were mainly selected from these two sub counties. Bukwo Town Council had the least representation (5.0%). This was because the majority of the people in town council just come to work in town but they reside outside town, i.e. in the rural sub-counties. 

Figure 4.4: Distribution of respondents by Sub-county

	Source: Researcher 
Distribution by highest level of educational attainment
     In Bukwo district, most of the people are educated to some level with ability to read and write. This explains why the researcher did not need to prepare a different set of questionnaire for each of the categories in the sample. Generally, all the respondents were literate. About half (49.4%) of the respondents had attained a College/Tertiary certificate or diploma while 11.2% had attained a University degree. The rest (39.4%) had attained at least a P. L. E certificate 

Figure 4.5: Distribution of respondents by highest educational attainment

	Source: Researcher 
Distribution by nature of work done
     The majority (76.3%) of the respondents were civil servants. The other categories of stakeholders considered in this study were elected leaders (5.4%), business persons (2.5%), BDLG members of Board/Commission (1.2%) and other groups constituting only 14.5%.
Figure 4.6: Distribution of respondents by occupation/profession 
Source: Researcher 
Distribution by religion
     The Pentecostals (47.7%), Anglican (32.0%) and Catholics (15.8%) constituted the major religions of the respondents in this study. Muslims constituted less than 1% indicating that there are very few Muslims in Bukwo District. These findings are shown in Figure 4.7 below:
Figure 4.7: Distribution of respondents by religion

	Source: Researcher
4.3	A comparison of the magnitudes of the different dimensions of conflicts in BDLG and nature of service delivery
     The three dimensions of conflicts namely; individual conflicts, inter group conflicts and intra group conflicts were compared to determine their magnitudes in BDLG. The mean responses measured on a 5 – item Likert scale (ranging from 1, for strongly disagree to 5, for strongly agree) are summarised in Table 4.2. 
Table 4.2: Magnitudes of conflicts and service delivery
Form of conflicts	N	Mean	Standard deviation	
Individual conflicts	230	3.0375	0.7878	
Inter group conflicts	217	3.2768	0.7846	
Intra group conflicts	209	3.0795	0.7392	
Service delivery	212	3.2641	0.7060	
	Source: Researcher
     From the above table, it is evident that inter group conflicts were the most prevalent in the district (mean = 3.2768). This was also confirmed by the data obtained through the interview process. Seventy per cent of the interviewees were aware of conflicts among councillors and civil servants compared to 30% who had no knowledge about the prevalence inter group conflicts in the district or remained indifferent. Fifty five per cent the respondents were aware of conflicts between the DEC and the DSC in regard to appointments. Only 10% of the respondents interviewed were aware of conflicts within councillors. The respondents presented divergent views concerning the prevalence of individual or intra group conflicts in the district. 
	The analysis of results further showed that there was an improvement in service delivery in BDLG with a mean of 3.2641 which represents agreement by the respondents. The mean value of each aspect of service delivery in BDLG is shown in Table 4.3.
Table 4.3: Frequency of service delivery in BDLG
Items	SD	D	NC	A	SA	
More classroom have been constructed since the creation of Bukwo District	0 (0.0%)	43 (22.4%)	16 (8.2%)	78 (40.8%)	54 (28.6%)	
The district has acquired and supplied more desks to primary schools	8 (4.2%)	51 (27.1%)	12 (6.3%)	71 (37.5%)	48 (25.0%)	
Primary school enrolment in Bukwo has increased	0 (0.0%)	4 (2.0%)	8 (4.1%)	85 (44.9%)	93 (49.0%)	
More teachers’ houses have been constructed in the district 	87 (45.8%)	71 (37.5%)	4 (2.1%)	8 (4.2%)	20 (10.4%)	
More roads have been opened in the district	0 (0.0%)	23 (12.2%)	23 (12.2%)	108 (57.1%)	35 (18.3%)	
There is high staff retention in Bukwo district	37 (19.6%)	37 (19.6%)	48 (25.5%)	45 (23.5%)	22 (11.8%)	
The exiting roads in the district are being maintained	33 (17.3%)	51 (26.9%)	22 (11.5%)	73 (38.5%)	11 (5.8%)	
There has been an increase in the number of patients attending the outpatients	7 (3.8%)	29 (15.4%)	18 (9.6%)	95 (50.0%)	40 (21.2%)	
The infant mortality rate is on the decline	11 (5.8%)	15 (7.9%)	7 (3.7%)	131 (68.9%)	26 (13.7%)	
The district procurement system is operating efficiently	29 (15.4%)	55 (28.8%)	26 (13.5%)	48 (25.0%)	33 (17.3%)	
Adult mortality rate in Bukwo district is on the decline	7 (3.8%)	18 (9.6%)	22 (11.5%)	131 (69.2%)	11 (5.8%)	
The health immunization teams are doing their work efficiently	29 (3.8%)	22 (13.5%)	26 (9.6%)	106 (44.2%)	7 (3.8%)	
The number of latrines in homesteads has increased more than ever before	26 (15.4%)	63 (11.5%)	11 (13.5%)	78 (55.8%)	11 (3.8%)	
The safe water coverage is on the increase	36 (13.7%)	66 (33.3%)	18 (5.9%)	44 (41.2%)	26 (5.9%)	
The NAADS program has been effective in rendering technical advice to the farmer	26 (19.2%)	80 (34.6%)	33 (9.6%)	44 (23.1%)	7 (13.5%)	
Agricultural production per hectare has increased	77 (40.4%)	73 (38.5%)	22 (11.5%)	7 (3.8%)	11 (5.8%)	
Agricultural field staff make regular visits to farmers to advise them	62 (32.7%)	84 (44.2%)	7 (3.8%)	29 (15.4%)	7 (3.8%)	
The quality of crops harvested has improved ever since the district status was granted	29 (15.4%)	66 (34.6%)	29 (15.4%)	59 (30.8%)	7 (3.8%)	
The district public relation is good	22 (11.5%)	62 (32.7%)	22 (11.5%)	80 (42.3%)	4 (1.9%)	
	Source: Researcher
Table 4.3 above also shows that 178 (93.9%) of the respondents agreed to the statement that Primary school enrolment in Bukwo has increased, 157 (82.6%) that the infant mortality rate is on the decline, 143 (75.4%) more roads have been opened in the district, 142 (75.0%) that adult mortality rate in Bukwo district is on the decline, 135 (71.2%) that there has been an increase in the number of patients attending the outpatients, 132 (69.4%) that more classrooms have been constructed since the creation of Bukwo District, 119 (62.5%) that the district has acquired and supplied more desks to primary schools, 89 (59.6%) that the number of latrines in homesteads has increased more than ever before and 113 (48.0%) that the health immunization teams are doing their work efficiently.
	Table 4.3 above also shows that 158 (83.3%) of the respondents disagreed to the statement that more teachers’ houses have been constructed in the district, 150 (78.9%) that Agricultural production per hectare has increased, 146 (76.9%) that Agricultural field staff make regular visits to farmers to advise them, 106 (53.8%) of that the NAADS program has been effective in rendering technical advice to the farmer, 95 (50.0%) that the quality of crops harvested has improved ever since the district status was granted, 102 (47.0%) that the safe water coverage is on the increase, 84 (44.2%) that the district procurement system is operating efficiently, and 74 (39.2%) that there is high staff retention in Bukwo district.
	However, there was neither agreement nor disagreement by 84 (44.2%) of the respondents to the statement that the exiting roads in the district are being maintained and to the statement that the district public relation is good.
4.4 The extent to which Individual Conflict affect Service delivery in BDLG- Objective 1 
	To estimate the extent to which individual conflicts affect service delivery, the following statistics were computed; differentials in perception measured by average responses by socio-economic characteristics, frequencies of each aspect of individual conflicts, Pearson correlation coefficient between individual conflicts and service delivery, and linear regression model of individual conflicts on service delivery was run. 
4.4.1	Differentials in mean perception of Individual conflicts by socio- economic characteristics 
	The average response regarding the incidence of individual conflicts in the district was computed for each background characteristic. This was done to show differentials in perceived individual conflicts in the district. The results are shown in Table 4.4 below. 

Table 4.4: Differentials in mean perceptions of individual conflicts in BDLG
Characteristic	Category	Mean	Std. Error	
Gender	Male	2.9449	0.0761	
	Female	3.2059	0.1157	
Age (in years)	18 – 28	2.9247	0.1328	
	29 – 39	3.1610	0.1010	
	40 – 50	2.9164	0.1134	
	51 – 61	2.1515	0.4586	
	61 +	2.3636	0.3785	
Marital Status	Married	3.0254	0.0746	
	Single	2.8944	0.1362	
	Widowed	2.6800	0.0703	
Sub-county of origin	Bukwo	3.3140	0.1250	
	Bukwo Town Council	2.3838	0.1459	
	Chesower	2.9177	0.1411	
	Kabei	2.8558	0.1838	
	Suam	2.9461	0.1002	
Highest Educational attainment
	P.L.E Certificate	2.6860	0.2252	
	U. C. E	3.0818	0.1251	
	U. A. C. E	2.7532	0.2119	
	College/Tertiary Certificate/Diploma	3.0532	0.0947	
	University Degree	3.1070	0.1814	
Occupation/profession	Civil Servant	3.1039	0.06669	
	Elected Leader	2.6455	0.1512	
	Business person	2.3864	0.4038	
	BDLG member of Board/Commission	3.7273	0.4576	
	Others	2.8840	0.1719	
Religious Affiliation	Catholic	2.7110	0.1354	
	Anglican	2.9931	0.1166	
	Muslim	2.8636	0.1364	
	Pentecostal	3.0848	0.0979	
	Others	3.6136	0.4189	
	Source: Researcher
     The differential in perceived individual conflicts indicated in Table 4.4 is examined below: The higher the mean values, the more the perception the various groups attach to the individual conflicts in the district and vice versa. 
Gender: Female respondents (mean = 3.2059) perceived the presence of individual conflicts in the district more than their male counter parts (mean = 2.9449).  
Age: The older the respondent the less the perception of the prevalence of individual conflicts is in the district. 
Marital status: The respondents who were married had a higher perception of individual conflicts in the district than those who were either unmarried or widowed.
Sub-county of origin: The respondents in Bukwo sub - county exhibited the highest perception as regards the prevalence of individual conflicts, followed by Suam, Chesower, and Kabei.  Bukwo Town Council reported the least prevalence of individual conflicts.
Highest educational attainment: Those respondents who attained post-primary level of education exhibited the highest prevalence of individual conflicts in the district compared to those who attained primary level of education. Those with University degrees perceived a higher prevalence of individual conflicts in the district than those with non-degree qualifications.
Nature of occupation/profession: BDLG members of Boards/Commissions perceived individual conflicts in the district on a much higher scale (Agreed) than the rest of the work groups. Business persons and elected leaders generally reported the least prevalence of individual conflicts in the District. 
Religion: Generally there were no big differences in the perception of the presence of individual conflicts in the district. However, the Catholics had the lowest perception of the presence of individual conflicts in the district. The other religious affiliations reported a higher level of individual conflicts in the district than the Catholics. 
4.4.2	Frequency of Individual conflicts in BDLG
	The frequency of individual conflicts was derived to show the incidence of each aspect of individual conflict considered in this study. This enabled the researcher to determine whether there was a general agreement or disagreement by the respondents to the incidence of a particular aspect of individual conflict. The results are shown in Table 4.5 below.       
Table 4.5: Frequency of individual conflicts in BDLG
Items	SD	D	NC	A	SA	
Conflicts between CAO and HODs are common in BDLG	26 (13.7%)	67 (35.3%)	19 (9.8%)	56 (29.4%)	22 (11.8%)	
Conflicts between CAO and middle level staff are common	55 (28.8%)	69 (36.5%)	29 (15.4%)	29 (15.4%)	7 (3.8%)	
There are often conflicts between the chairman and CAO	48 (25.0%)	51 (26.9%)	36 (19.2%)	40 (21.2%)	15 (7.7%)	
At times the CAO may conflict with the RDC	74 (39.2%)	56 (29.4%)	37 (19.6%)	4 (2.0%)	19 (9.8%)	
Often there are conflicts between two HODs	26 (13.7%)	48 (25.5%)	41 (21.6%)	41 (21.6%)	33 (17.6%)	
Conflicts between two junior members of staff are common in BDLG	18 (9.6%)	62 (32.7%)	29 (15.4%)	55 (28.8%)	26 (13.5%)	
A conflict between a HOD and one of his staff is common in BDLG	0 (0.0%)	66 (34.6%)	26 (13.5%)	69 (36.5%)	29 (15.4%)	
Conflicts often arise between one councillor and another	0 (0.0%)	11 (5.8%)	18 (9.6%)	99 (51.9%)	62 (32.7%)	
Sometimes conflicts arise between a councillor and a member of the public	4 (1.9%)	11 (5.8%)	26 (13.5%)	88 (46.2%)	62 (32.7%)	
Conflicts often arise between CAO and one of the councillor	18 (9.6%)	44 (23.1%)	40 (21.2%)	77 (40.4%)	11 (5.8%)	
A member of staff in BDLG may conflict with a member of the public	4 (1.9%)	26 (13.5%)	18 (9.6%)	113 (59.6%)	29 (15.4%)	
	Source: Researcher
	The Table 4.5 shows that 161 (84.6%) of the respondents agreed to the statement that conflicts often arise between one councillor and another, 150 (78.9%) that sometimes conflicts arise between a councillor and a member of the public, 150 (78.9%) that sometimes conflicts arise between a councillor and a member of the public, 98 (51.9%) that conflict between a HOD and one of his staff is common in BDLG, 88 (46.2%) that conflicts often arise between CAO and one of the councillor, and 142 (75.0%) that a member of staff in BDLG may conflict with a member of the public. 
	Table 4.5 also above shows 130 (68.6%) of the respondents disagreed to the statement that there are times the CAO may conflict with the RDC, 124 (65.3%) that there is conflict between CAO and middle level staff are common, 99 (51.9%) that there are often conflicts between the chairman and CAO, and 93 (49.0%) that there is conflict between CAO and HODs are common in BDLG. 
	However, there was no general agreement (81, 42.3%) nor disagreement (80, 42.3%) about the statement that conflicts between two junior members of staff are common in BDLG, while 74 (39.2%) of the respondents neither agreed nor disagreed to the statement that there are conflicts between two HODs.
4.4.3	Pearson Correlation between Individual conflicts and Service Delivery
1.	The relationship (correlation) between individual conflict and service delivery in BDLG was estimated using Pearson Correlation test at a 5% level of significance. This statistic was computed to determine the nature of the relationship between individual conflict and Service delivery in the district. The results are shown in Table 4.6. A significance value less than 0.05 was interpreted to be significant showing the incidence of a strong relationship between individual conflict and service delivery.
Table 4.6: Pearson Correlation between individual conflicts and service delivery in BDLG
	 Statistics	Service delivery	Individual conflicts	
Service delivery
 
 	Pearson Correlation	1	- 0.054	
	Sig. (2-tailed)	 	0.463	
	N	190	190	
Individual conflicts
 
 	Pearson Correlation	- 0.054	1	
	Sig. (2-tailed)	0.463	 	
	N	190	190	
* Correlation is significant at the 0.05 level (2-tailed).
	    Table 4.6 above shows that individual conflicts negatively impact on service delivery in the district although the relationship is not statistically significant (r = - 0.050, p > 0.05). This implies that the more the incidence of individual conflicts in the district the poorer the service delivery. However, the result shows that the extent to which individual conflict affects service delivery in the district is not substantial.
4.4.4 Linear Regression Model of the effect of Individual conflicts on Service Delivery
     A linear regression model was used to determine the extent to which individual conflict impacted on service delivery in BDLG and the results are given in Table 4.7.
Table 4.7: Regression coefficient for individual conflicts on service delivery
Model	 	Unstandardized Coefficients	Standardized Coefficients	T	Sig.	
 
1
 	 	B	Std. Error	Beta			
	(Constant)	3.448	0.501	 	6.879	0.000	
	Service delivery	- 0.129	0.149	- 0.133	- 0.862	0.394	
Dependent Variable: individual conflict
Table 4.7 above shows the regression coefficient for individual conflicts impacting on service delivery. The regression model results for individual conflict results (B = - 0.129, p> 0.05) reveals that a one standard deviation increase in individual conflict leads to a 0.129 decrease in service delivery. However, the results are not statistically significant. This means that service delivery is affected in a negative way when there are individual conflicts but the effect is not substantial. The reverse is true where there are no individual conflicts there will be improved delivery of service although the effect will not be substantial.
4.5 The Extent to which Inter Group Conflict affects Service delivery in BDLG –Objective 2
     	To achieve the intended objective, the following statistics were computed; differentials in perception measured by average responses by socio-economic characteristics, frequencies of each aspect of inter group conflicts, Pearson correlation coefficient between inter group conflicts and service delivery, and linear regression model of inter group conflicts on service delivery was run. 
4.5.1	Differentials in mean perception of Inter group conflicts by socio-economic characteristics
	The average response regarding the incidence of inter group conflicts in the district was computed for each socio-economic characteristic. This was done to show differentials in perceived inter group conflicts in the district. The results are shown in Table 4.8. 

Table 4.8: Differentials in mean perceptions of inter group conflict in BDLG
Characteristic	Category	Mean	Std. error	
Gender	Male	3.1797	0.0723	
	Female	3.2837	0.1196	
Age (in years)	18 – 28	3.0622	0.1275	
	29 – 39	3.3429	0.0976	
	40 – 50	3.2035	0.1039	
	51 – 61	2.4706	0.1176	
	61 +	2.2353	0.5094	
Marital Status	Married	3.2481	0.0725	
	Single	3.0171	0.1120	
	Widowed	3.0600	0.0615	
Sub-county of origin	Bukwo	3.4893	0.1210	
	Bukwo Town Council	3.0588	0.1701	
	Chesower	2.9384	0.1731	
	Kabei	2.9939	0.1731	
	Suam	3.1894	0.0985	
Highest Educational attainment	P.L.E Certificate	2.9251	0.2422	
	U. C. E	3.1980	0.1345	
	U. A. C. E	2.8515	0.1771	
	College/Tertiary Certificate/Diploma	3.3307	0.0852	
	University Degree	3.1972	0.2059	
Occupation/profession	Civil Servant	3.3546	0.0673	
	Elected Leader	3.1118	0.1785	
	Business person	2.2500	0.3589	
	BDLG member of Board/Commission	3.9608	0.2047	
	Others	2.9006	0.1455	
Religious Affiliation	Catholic	3.0042	0.1471	
	Anglican	3.2064	0.1108	
	Muslim	2.8529	0.2647	
	Pentecostal	3.2711	0.0912	
	Others	3.4118	0.4785	
	Source: Researcher
Gender: Female respondents (mean = 3.2837) perceived presence of inter group conflicts in the district more than their male counter parts (mean = 3.1797).  
Age: The older the respondent the less they perceived the prevalence of inter group conflicts in the district. 
Marital status: Those respondents who were married perceived inter group conflicts in the district more (3.2481) than those who were either unmarried or widowed.
Sub-county of origin: Respondents in Bukwo sub-county perceived the highest prevalence of inter group conflicts. The other sub-counties did not have wide variations in perception of inter group conflicts.
Highest educational attainment: There were no much differences in the perception of inter group conflicts in the district, based on the level of education.
Occupation/profession: BDLG member of Board/Commission perceived inter group conflicts on a much higher scale (Agreed). Business persons generally did not perceive the prevalence of inter group conflicts in the District. 
Religion: Generally there were no major differences in perception of the prevalence of inter group conflicts. However, the Muslim had a lower perception of the presence of conflicts in the district.  
4.5.2	Frequency of Inter group conflicts in BDLG
	The frequency of inter group conflicts was derived to show the incidence of each aspect of inter group conflict considered in this study. This enabled the researcher to determine whether there was a general agreement or disagreement by the respondents to the incidence of a particular aspect of inter group conflict. The results are shown in Table 4.9 below.       
Table 4.9: Frequency of inter group conflicts in BDLG
Items	SD	D	NC	A	SA	
Conflicts between the District Council and the Executive are common in BDLG	0 (0.0%)	19 (10.2%)	23 (12.2%)	93 (49.0%)	54 (28.6%)	
Conflicts exist between the District and the District Land Board	7 (3.9%)	56 (29.4%)	78 (41.2%)	45 (23.5%)	4 (2.0%)	
Conflicts exists between the District Council and the Local Government Public Accounts Committee	8 (4.0%)	34 (18.0%)	46 (24.0%)	76 (40.0%)	27 (14.0%)	
There are conflicts between the District Council and the District Service Commission	15 (7.8%)	11 (5.9%)	4 (2.0%)	82 (43.1%)	78 (41.2%)	
The Ministry of Local Government sometimes conflicts with the District Council	15 (6.0%)	37 (19.6%)	41 (21.6%)	71 (37.3%)	26 (13.7%)	
Sometimes the District Council conflicts with the community	11 (4.0%)	15 (8.0%)	27 (14.0%)	103 (54.0%)	34 (18.0%)	
The District Council and the lower Local Governments are sometimes at conflict with each other	8 (5.9%)	46 (24.0%)	27 (14.0%)	84 (44.0%)	27 (14.0%)	
The District Council is sometimes at conflict with other institutions in the District	11 (10.0%)	7 (3.9%)	4 (2.0%)	112 (58.8%)	56 (29.4%)	
There are often conflicts between the District Council and Standing Committees	19 (5.9%)	46 (14.0%)	57 (30.0%)	46 (24.0%)	23 (12.0%)	
Conflicts exist between District Councillors and civil servants	11 (0.0%)	7 (10.0%)	19 (9.8%)	86 (45.1%)	67 (35.3%)	
There are frequent conflicts between councillors and members of the contracts committee	0 (0.0%)	27 (23.5%)	15 (8.0%)	114 (60.0%)	34 (18.0%)	
Sometimes service providers conflict with the District staff	8 (4.0%)	19 (17.6%)	38 (20.0%)	99 (52.0%)	27 (14.0%)	
There are frequent conflict between service providers and members of the contracts committee	4 (2.0%)	45 (36.0%)	41 (21.6%)	78 (41.2%)	22 (11.8%)	
Conflicts between the executive and standing committees are common in BDLG	19 (9.8%)	33 (34.6%)	48 (25.5%)	33 (17.6%)	56 (29.4%)	
There are conflicts between Standing committees and the District Service Commission	15 (8.0%)	68 (36.0%)	42 (22.0%)	27 (14.0%)	38 (20.0%)	
There are between Standing Committees and the District Land Board	11 (5.8%)	66 (34.6%)	66 (34.6%)	36 (19.2%)	11 (5.8%)	
There are conflicts between Standing Committees and the Local Government Public Account Committee	0 (0.0%)	77 (40.4%)	36 (19.2%)	66 (34.6%)	11 (5.8%)	
	Source: Researcher
Table 4.9 shows that 160 (84.3%) of the respondents agreed that there are conflicts between the District Council and the District Service Commission, 168 (88.2%) that the District Council is sometimes at conflict with other institutions in the District, 153 (80.4%) that conflicts exist between District Councillors and civil servants, 148 (78.0%) that there are frequent conflicts between councillors and members of the contracts committee, 147 (77.6%) that conflicts between the District Council and the Executive are common in BDLG, 137 (72.0%) that sometimes the District Council conflicts with the community, 126 (66.0%) that sometimes service providers conflict with the District staff, 103 (54.0%) that conflicts exists between the District Council and the Local Government Public Accounts Committee, 100 (53.0%) of the respondents agreed to the statement that there are frequent conflict between service providers and members of the contracts committee, 97 (51.0%) that the Ministry of Local Government sometimes conflicts with the District Council, 111 (58.0%) that the District Council and the lower Local Governments are sometimes at conflict with each other,  89 (47.0%) that conflicts between the executive and standing committees are common in BDLG, and 69 (36.0%) that there are often conflicts between the District Council and Standing Committees.
	Table 4.9 also shows 77 (40.4%) the respondents disagreed that there are conflicts between Standing Committees and the District Land Board, and 83 (44.0%) that there are conflicts between Standing committees and the District Service Commission.
	Table 4.9 shows that 78 (41.2%) of the respondents were not decided on the statement that conflicts exist between the District and the District Land Board, and 77 (40.4%) that there are conflicts between Standing Committees and the Local Government Public Account Committee.
4.5.3	Pearson Correlation between Inter group conflicts and Service Delivery
     The relationship (correlation) between inter group conflict and service delivery in BDLG was estimated using Pearson Correlation test at a 5% level of significance. This statistic was computed to determine the nature of the relationship between inter group conflict and Service delivery in the district. The results are shown in Table 4.10. A significance value less than 0.05 were interpreted to be significant showing the incidence of a strong relationship between inter group conflict and service delivery.

Table 4.10: Pearson Correlation between inter group conflicts and service delivery in BDLG
	 Statistics	Service delivery	Inter group conflicts	
Service delivery	Pearson Correlation	1	- 0.071	
 	Sig. (2-tailed)	 	0.351	
 	N	175	175	
Inter group conflicts	Pearson Correlation	- 0.071	1	
 	Sig. (2-tailed)	0.351	 	
 	N	175	175	
* Correlation is significant at the 0.05 level (2-tailed).
	     Table 4.10 above shows that inter group conflicts negatively impact on service delivery in the district although the relationship is not statistically significant (r = - 0.050, p > 0.05). The result implies that the more the incidence of inter group conflicts in the district the poorer the service delivery. However, the result shows that, the extent to which inter group conflicts affect service delivery in the district are not substantial. 
4.5.4 Linear Regression Model of the effect of Inter group conflicts on Service Delivery
     A linear regression model was used to determine the extent to which inter group conflicts impacted on service delivery in BDLG and the results are given in Table 4.11.
Table 4.11: Regression coefficient for inter group conflicts on service delivery
	Model	 	Unstandardized Coefficients	Standardized Coefficients	t	Sig.	
 
1
 	 	B	Std. Error	Beta			
	(Constant)	4.136	0.498	 	8.303	0.000	
	Service delivery	- 0.224	0.147	- 0.245	- 1.519	0.137	
  Dependent Variable: inter group conflicts
The Table 4.11 above shows the regression coefficient for inter group conflicts impacting on service delivery. The regression model results for inter group conflicts results (B = - 0.224, p> 0.05) reveals that a one standard deviation increase in inter group conflicts leads to a 0.224 decrease in service delivery. However, the results are not statistically significant. This means that service delivery is affected in a negative way when there are inter group conflicts but the effect is not substantial. The reverse is true where there are no inter group conflicts, there will be improved delivery of service although the effect is not substantial.
4.6 The extent to which Intra group Conflict affect Service delivery in BDLG-Objective 
	To achieve the intended objective, the following statistics were computed; differentials in perception measured by average responses by socio-economic characteristics, frequencies of each aspect of intra group conflicts, Pearson correlation coefficient between intra group conflicts and service delivery, and linear regression model of intra group conflicts on service delivery was run. 
4.6.1	Differentials in mean perception of Intra group conflicts by Socio-economic Characteristics 
	The average response regarding the prevalence of intra group conflicts in the district was computed for each socio-economic characteristic. This was done to show differentials in perceived intra group conflicts in the district. The results are shown in Table 4.12. 

Table 4.12: Differentials in mean perceptions of intra group conflicts in BDLG
Characteristic	Category	Mean	Std. Error	
Gender	Male	3.0454	0.0707	
	Female	3.1667	0.1129	
Age (in years)	18 – 28	2.9701	0.1126	
	29 – 39	3.1782	0.0974	
	40 – 50	3.0562	0.1084	
	51 – 61	2.7619	0.0825	
	61 +	2.3016	0.5175	
Marital Status	Married	3.1023	0.0702	
	Single	2.9278	0.1154	
	Widowed	2.8100	0.0618	
Sub-county of origin	Bukwo	3.3236	0.1300	
	Bukwo Town Council	2.7884	0.1268	
	Chesower	2.9864	0.1681	
	Kabei	2.9606	0.1503	
	Suam	2.9903	0.0908	
Highest Educational attainment	P.L.E Certificate	2.9654	0.2693	
	U. C. E	3.1286	0.1367	
	U. A. C. E	2.8367	0.1332	
	College/Tertiary Certificate/Diploma	3.1475	0.0878	
	University Degree	2.9580	0.1882	
Occupation/profession	Civil Servant	3.1299	0.0651	
	Elected Leader	2.8286	0.1889	
	Business person	2.5119	0.5486	
	BDLG member of Board/Commission	3.5397	0.5087	
	Others	2.9195	0.1102	
Religious Affiliation	Catholic	2.8265	0.1395	
	Anglican	3.0270	0.1112	
	Muslim	3.5714	0.0476	
	Pentecostal	3.1628	0.0859	
	Others	3.4167	0.4659	
	Source: Researcher
Gender: Female respondents (mean = 3.1667) perceived presence of intra group conflicts in the district more than their male counter parts (mean = 3.0454).  
Age: The older the respondent the less perceived was the prevalence of intra group conflicts in the district. 
Marital status: Those respondents who were married perceived intra conflicts in the district more than those who were either unmarried or widowed.
Sub-county of origin: Respondents of Bukwo sub-county had the highest perception of the prevalence of intra group conflicts, followed by Suam, Chesower, Kabei and Town Council.  Bukwo Town Council experienced the least perception of the prevalence of intra group conflicts.
Highest educational attainment: There were no much differences in the perceived intra group conflicts in the district.
Occupation/profession: BDLG member of Board/Commission perceived intra group conflicts on a much higher scale (Agreed). Business persons generally do not perceive the prevalence of intra group conflicts in the District. 
Religion: Generally there were no differences in perceived presence of intra group conflicts. However, the Catholics had a lower perception of the presence of conflicts in the district.  
4.6.2	Frequency of Intra group conflicts in BDLG
	The frequency of intra group conflicts was derived to show the incidence of each aspect of intra group conflict considered in this study. This enabled the researcher to determine whether there was a general agreement or disagreement by the respondents to the incidence of a particular aspect of intra group conflicts. The results are shown in Table 4.13 below.
Table 4.13: Frequency of intra group conflicts in BDLG
Items	SD	D	NC	A	SA	
Conflicts are common amongst staff under CAO’s office	26 (13.5%)	55 (28.8%)	48 (25.0%)	36 (19.2%)	26 (13.5%)	
Conflicts exist among some staff under the CFO’s office	18 (9.6%)	40 (21.2%)	36 (19.2%)	69 (36.5%)	26 (13.5%)	
At least two members of staff under the Works Department have conflicted	11 (5.8%)	40 (21.2%)	36 (19.2%)	80 (42.3%)	22 (11.5%)	
Some staff members in the Health Department have had serious conflicts	7 (3.8%)	29 (15.4%)	11 (5.8%)	40 (21.2%)	102 (53.8%)	
There are frequent conflicts between the Chairman of the District Service Commission and his members	40 (21.1%)	40 (21.1%)	26 (13.7%)	58 (30.5%)	26 (13.7%)	
Police Officers of Bukwo District Local Government are often in conflicts	22 (11.6%)	44 (23.2%)	59 (30.5%)	44 (23.2%)	22 (11.6%)	
The Internal Auditor is most times at conflict with other staff members	15 (7.8%)	48 (25.5%)	41 (21.6%)	67 (35.3%)	19 (9.8%)	
The CFO is at times in conflict with staff of other Departments	26 (13.5%)	26 (13.5%)	33 (17.3%)	77 (40.4%)	29 (15.4%)	
The Personnel Officer (CAO’s office) sometimes conflicts with fellow staff 	0 (0.0%)	48 (25.0%)	36 (19.2%)	59 (30.8%)	48 (25.0%)	
Secretary District Service Commission has occasional conflicts with other staff	22 (11.5%)	44 (23.1%)	59 (30.8%)	48 (25.0%)	18 (9.6%)	
The Clerk to Council often conflicts with other staff	30 (16.0%)	49 (26.0%)	53 (28.0%)	42 (22.0%)	15 (8.0%)	
Field officers at times conflicts with their fellow staff	11 (6.0%)	38 (20.0%)	30 (16.0%)	95 (50.0%)	15 (8.0%)	
The District Chairman sometimes conflicts with other members of the Executive	15 (7.7%)	11 (5.8%)	18 (9.6%)	84 (44.2%)	62 (32.7%)	
There are conflicts within the members of the Executive	4 (2.0%)	48 (25.5%)	37 (19.6%)	67 (35.3%)	33 (17.6%)	
There are often conflicts among the District Councillors	4 (2.0%)	23 (12.2%)	19 (10.2%)	93 (49.0%)	50 (26.5%)	
The Speakers sometimes conflicts with Councillors	19 (10.0%)	39 (20.5%)	47 (24.7%)	58 (30.5%)	27 (14.2%)	
Sometimes there are conflicts between Standing Committees and the Executive	8 (4.3%)	48 (25.5%)	53 (27.7%)	69 (36.2%)	12 (6.4%)	
The Chairman of the District land Board and his members are often at conflict	12 (6.4%)	89 (46.8%)	69 (36.2%)	16 (8.5%)	4 (2.1%)	
The Chairman Local Government Public Account Committee has occasional conflicts with his members	16 (8.3%)	79 (41.7%)	63 (33.3%)	16 (8.3%)	16 (8.3%)	
Conflicts are common among members of Standing Committees	28 (14.6%)	63 (33.3%)	44 (22.9%)	36 (18.8%)	20 (10.4%)	
There are internal conflicts within members of the Contracts Committee	4 (2.1%)	24 (12.8%)	20 (10.6%)	81 (42.6%)	61 (31.9%)	
	Source: Researcher
	Table 4.13 shows that 146 (76.9%) of the respondents agreed to the statement that the District Chairman sometimes conflicts with other members of the Executive, 143 (75.5%) that there are often conflicts among the District Councillors, 142 (75.0%) that some staff members in the Health Department have had serious conflicts, 142 (74.5%) that there are internal conflicts within members of the contracts committee, 110 (58.0%) that Field officers at times conflict with their fellow staff, 107 (55.8%) that the Personnel Officer (CAO’s office) sometimes conflicts with fellow staff, 106 (55.8%) that the CFO is at times in conflicts with staff of other Departments, 102 (53.8%) that at least two members of staff under the Works Department have conflicted, 100 (52.9%) that there are conflicts within members of the Executive, that 95 (50.0%) that conflicts exist among some staff under the CFO’s office, 86 (45.1%) that the Internal Auditors is most times at conflict with other staff members, 85 (44.7%) that the speaker sometimes conflicts with Councillors, 84 (44.2%) that there are frequent conflicts between the Chairman of the District Service Commission and his members, and 81 (42.6%) that sometimes there are conflicts between Standing Committees and the Executive.
	Table 4.13 shows that 101 (53.2%) of the respondents disagreed to the statement that the Chairman of the District Land Board and his members are often at conflict, 95 (50.0%) that the Chairman Local Government Public Account Committee has occasional conflicts with his members, 91 (47.9%) that conflicts are common among members of Standing Committees, 79 (42.0%) that the Clerk to Council often conflicts with other staff, and 81 (42.3%) that there are conflicts are common amongst staff under CAO’s office.
	Table 4.13 shows that 66 (34.8%) of the respondents neither agreed nor disagreed to the statement that police officers of Bukwo District Local Government are often in conflicts, and  66 (34.6%) of the respondents neither agreed nor disagreed to the statement that secretary District Service Commission has occasional conflicts with other staff.
4.6.3	Pearson Correlation between Intra group conflicts and Service Delivery
     The relationship (correlation) between intra group conflicts and service delivery in BDLG was estimated using Pearson Correlation test at a 5% level of significance. This statistic was computed to determine the nature of the relationship between intra group conflicts and Service delivery in the district. The results are shown in Table 4.14. A significance value less than 0.05 was interpreted to be significant showing the incidence of a strong relationship between intra group conflicts and service delivery.

Table 4.14: Pearson Correlation between intra group conflicts and service delivery in BDLG
	 Statistics	Service delivery	Intra group conflicts	
Service delivery	Pearson Correlation	1	- 0.050	
 	Sig. (2-tailed)	 	0.506	
 	N	180	180	
Intra group conflicts	Pearson Correlation	-0.050	1	
 	Sig. (2-tailed)	0.016	 	
 	N	180	180	
* Correlation is significant at the 0.05 level (2-tailed).
	      Table 4.14 above shows that intra group conflicts negatively impact on service delivery in the district although the relationship is not statistically significant (r = - 0.050, p > 0.05). This implies that the more the incidence of intra group conflicts in the district the poorer the service delivery. However, the result shows that the extent to which intra group conflicts affect service delivery in the district is not substantial.
4.6.4 Linear Regression Model of the effect of Intra group conflicts on Service Delivery
     A linear regression model was used to determine the extent to which intra group conflicts impacted on service delivery in BDLG and the results are given in Table 15.  

Table 15: Regression coefficient for intra group conflicts on service delivery
Model	 	Unstandardized Coefficients	Standardized Coefficients	t	Sig.	
 
1
 	 	B	Std. Error	Beta			
	(Constant)	3.744	0.554	 	6.754	0.000	
	Service delivery	- 0.158	0.164	- 0.154	- 0.959	0.343	
  Dependent Variable: intra group conflicts
The Table 4.15 above shows the regression coefficient for intra group conflicts impacting on service delivery. The regression model results for intra group conflict results (B  = - 0.158, p> 0.05) reveals that a one standard deviation increase in intra group conflicts leads to a 0.058 decrease in service delivery. However, the results are not statistically significant. This means that service delivery is affected in a negative way when there intra group conflicts. The reverse is true where there are no intra group conflicts there will be improved delivery of service.

CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.0	Introduction
     This chapter presents the findings of the study, the conclusions and the recommendations (suggestions) to the stakeholders of BDLG. The conclusions and recommendations were drawn, taking into account the general and specific objectives of the study as well as the research hypotheses which were formulated at the beginning of the study. It will be recalled that the main objective of this study was to assess whether conflicts in BDLG affect service delivery. 
5.1	Summary of Findings
The construction of frequency tables for the different aspects of service delivery enabled the researcher to identify those services which were most affected. The services most affected were; the construction of teachers’ houses which declined, the agricultural production per hectare which also declined, Agricultural field officers’ visits to farmers which were irregular and the NAADS program which was ineffective in rendering technical advice to the farmers.
     The individual conflicts had a negative effect on service delivery as shown by correlation and Linear Regression analysis. Frequency analysis showed that the most prevalent forms of individual conflicts (in descending order) were; between one councillor and another, between a councillor and a member of the public, and between a HOD and one of his staff.  There were divergent views on the incidence of individual and intra group conflicts in the district. During an interview session to find out about the prevalence of conflicts in Bukwo District Local Government, one of the respondents stated that:
     The only instance I know of was the misunderstanding between the District chairman and his vice which led to the firing of the latter by the former. A section of the community was not happy about this and the district will experience some difficulties in carrying out its programmes in the constituency where this man (the former vice chairman) comes from. 
	The inter group conflicts, like the individual conflicts had a negative effect on service delivery as shown by correlation and Linear Regression analysis. A comparison of the magnitudes of the different dimensions of conflict in BDLG revealed that inter group conflicts were the most prevalent in the district. Frequency analysis showed that the most prevalent forms of inter group conflicts (in descending order) were; between the District Council and the District Service Commission,  between District Council and other institutions in the district, between District Councillors and civil servants, between District councillors and members of the contracts committee, between the District Council and the Executive, between the District Council and the community, between service providers and the district staff, between the District Council and the Local Government Public Accounts Committee, between service providers and members of the contracts committee, and between the Ministry of Local Government and the District Council. The high prevalence of inter group conflicts in BDLG was also confirmed by the responses received during the face to face interviews where 70% of the respondents were aware of conflicts between District councillors and civil servants, compared to 30% who either did not know about the prevalence of this kind of conflict or remained indifferent. For example, when one of the respondents was asked whether he was aware of any form of conflict in BDLG and whether such conflict affects service delivery in the district, he replied as follows 
     These conflicts are there especially between councillors and civil servants. These conflicts breed pressure on the civil servants. Political Pressure threatens civil servants. When threatened, the civil servant behaves like a cow threatened by its herdsman. Whenever a cow is threatened, it becomes fearful and instantly ‘hides’ the milk. It is only after the herdsman has once again become friendly, that the cow will avail the milk to the herdsman. This is what happens whenever there are conflicts between the politician and the civil servant. 

Another respondent observed that: 
There are often conflicts between the politicians and the civil servants, especially members of the contracts committee, over the awarding of contracts. Politicians want to make quick money by taking on supply contracts in violation of the procurement laws. The excuse given is that they are elected for a fixed term and have to make some money before they quit. The civil servants resist this, resulting in sharp conflicts between the two. In the process there are sometimes delays in the award of contracts and consequently late completion of projects
     Intra group conflicts like the individual and inter group conflicts, discussed above, had a negative effect on service delivery as shown by correlation and Linear Regression analysis. Frequency analysis showed that the most prevalent forms of intra group conflicts (in descending order) were; amongst the District Councillors, amongst staff members in the Health department, amongst members of the contracts committee, amongst field officers and their fellow staff, amongst the personnel officer (CAO’s office) and fellow staff, amongst the CFO and staff of other departments, amongst members of staff under the Works department, and amongst members of the Executive.
      It was also observed from the analysis that the negative effect of the various dimensions of conflict on service delivery was not substantial. Further more it was established that some key services like education, the provision of clean and safe water, health services, agricultural services and road works were mainly regulated by the Central Government which prioritises them over others. Government does everything possible to ensure these services are provided to the communities at any cost. The Government does this through regular transfers of grants to local governments and by closely monitoring their use. Consequently, the provision of these services is the responsibility of the central government and does not depend so much on the level of conflicts in the district. Such services are categorised by the central government as Priority Programme Areas (PPAs) for which Government will leave no stone unturned in ensuring their provision to the communities.
Finally, it was observed that, although conflicts have a positive side, the negative aspects of conflicts outweigh the positive aspects, so that an organisation is better off when conflicts are minimised. 
5.2 Conclusions
     A comparison of the magnitudes of the different dimensions of conflict in BDLG revealed that inter group conflicts were the most prevalent in the district. The results generally showed that there was a negative relationship (correlation) between any form of conflicts (individual conflicts, inter group conflicts and intra group conflicts) and service delivery but such relationship was not statistically significant for each of the three dimensions of conflict. These results meant that the more the incidence of any form of conflict, the less the chances that of the district to deliver services and vice versa. In other words, any form of conflict in the district has a negative effect on the service delivery. However, the extent to which service delivery is affected is not substantial. 
               The study thus provided answers to the research questions, thereby meeting the study objectives as indicated below:
General Objective of the study: To assess whether conflicts in BDLG affect service delivery
    From the analysis and interpretation in chapter four, it was established that conflicts generally have a negative effect service delivery. This was derived from the correlation and regression analysis in chapter four, which exhibited a negative relationship between each dimension of conflict and service delivery. This means that the more the district experienced conflicts, the less were its chances to deliver services to the community and vice versa. The correlation and regression analysis provided sufficient evidence to accept the general hypothesis that conflicts impacted negatively on service delivery, although the impact was not substantial.
Specific objective 1: To assess the extent to which individual (inter personal) conflicts affect service in BDLG
     The results revealed that individual conflicts negatively affected service delivery in Bukwo District Local Government. This means that the more the district experienced individual conflicts, the less were its chances to deliver services to communities in the district and vice versa. It was, however, observed that the effect of individual conflicts on service delivery was not substantial. 
Specific objective 2: To assess the extent to which inter group conflicts affect service delivery in BDLG
     From the analysis of findings inter group conflicts in BDLG had a negative effect on service delivery. This means that the more the district experienced inter group conflicts, the less were its chances to deliver services to communities in the district and vice versa. It was, however, observed that the effect of inter group conflicts on service delivery was not substantial. 
Specific objective 3: To assess the extent to which intra group conflicts affect service delivery.
      The results showed that intra group conflicts in Bukwo District Local Government had a negative effect on service delivery. This means that the more the district experienced intra group conflicts, the less were its chances to deliver services to communities in the district and vice versa. It was, however, observed that the effect of intra group conflicts on service delivery was not substantial. 
     From the analysis of correlation and regression, there was evidence to accept not only the general hypothesis but also the three specific hypotheses. 
5.3 Recommendations
5.3.1. General Recommendation
     The actual causes of the conflicts leading to poor service delivery should be identified and addressed. This will assist to minimise conflicts in the BDLG.
5.3.2. Specific Recommendations
     (a) The causes of individual conflicts between one councillor and another, between a councillor and a member of the public, and between a HOD and one of his staff need to be identified and addressed. This will help reduce the level of individual conflicts in Bukwo District Local Government.
(b) Inter group conflicts were found to be the most prevalent in the district. Consequently, these types of conflicts call for special attention to identify their causes and to urgently address them. This will go along way in mitigating the negative impact of inter group conflicts on service delivery. There is need for a close watch on the following inter group conflicts: between the District council and the District Service Commission,  between District council and other institutions in the district, between District councillors and civil servants, between District councillors and members of the contracts committee, between the District Council and the Executive, between the District council and the community, between service providers and the District staff, between the District council and the Local Government Public Accounts Committee, between service providers and members of the contracts committee, and between the Ministry of Local Government and the District Council.
 (c ) The causes of intra group conflicts should also be identified and addressed, since intra group conflicts also impact negatively on service delivery. Specific attention needs to be paid to the following intra group conflicts: amongst the District Councillors, amongst staff members in the Health department, amongst members of the contracts committee, amongst field officers and their fellow staff, amongst the personnel officer (CAO’s office) and fellow staff, amongst the CFO and staff of other departments, amongst members of staff under the Works department, and amongst members of the Executive.
(d) The District should put in place a well developed mechanism for resolving conflicts. The available methods include Mediation, Arbitration, Conciliation, Avoidance and Withdrawal. When a respondent was asked what should be done to resolve conflicts in BDLG, she answered: 
     The Clan Elders here in Sebei play a big role in resolving disputes. They have done a wonderful job in the past especially in settling matters pertaining to land, social relations, clan conflicts etc. They should be of much help in this regard. 
The researcher recommends that this method be further explored as it may be a cheaper way of resolving conflicts.
(e) The political leadership and the HODs should be trained in counselling skills to enable them to help counsel disgruntled members of staff.
(f) Destructive Conflicts should be dealt with in their early stages before they reach crisis proportions. Conflicts are more difficult to resolve once they are in advanced stages i.e. when they become open conflicts.
 (g) The conflicting parties should be assisted, as much as possible, to reach an amicable settlement on their own instead of being compelled to accept a settlement by a third party. A lasting settlement is achieved when the conflicting parties own the settlement.
 (h) The Legal Framework, that is, the Constitution, the LGA1997, the regulations and bye-laws should provide for mechanisms for resolving Local Government conflicts. During the interview sessions, it was discovered that much as the respondents were aware of the border conflict between Kapchorwa and Bukwo they did not know how such a conflict would be resolved.
 (i) The civil Servants should avoid participating in politics. Participation in politics erodes the independence of the civil servant yet s(he) is supposed to serve every member of the public regardless of political affiliation. 
 (j) The level of communication should be increased across departments and the political leadership for the sake of promoting transparency among stakeholders of the District. This will reduce communication gaps which often lead to conflicts.
 (k) The limited resources available to the district should be equitably shared out between the district and sub counties. Resource allocation was identified as on of the biggest causes of conflicts in BDLG. 
5.4 Areas for further research
      This study concentrated mainly on organisational conflicts (namely individual, inter group and intra group conflicts) and their effect on service delivery in Bukwo District Local Government. A key area of study worth exploring is to assess the effects of armed conflicts on the performance of organisations in northern Uganda. Another potential area of study is to assess the effect of conflict of interest on the service delivery of local governments. Equally exciting may be the study to find out the most effective method for resolving conflicts in organisations.  
 
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Appendix 1: Questionnaire
Dear Répondent:
This questionnaire is designed to study the effect of conflicts on the service delivery in Bukwo District Local Government. The findings will assist the District and other stakeholders design appropriate strategies to deliver better services.  Because you are a key stakeholder in Bukwo District, I request you to provide responses to the questions honestly and frankly.  There is no need to disclose your name.  All answers provided will be treated with utmost confidentiality and used only for the purpose of this study.
After you have filled the questionnaire, kindly hand it over to the sub-county Chief of the nearest sub-county of Bukwo District or directly to Ann in the office of the Chief Administrative Officer, Bukwo DLG.
I thank you in advance for your co-operation.

DAVID KYEYAGO MALEKA
Researcher. 

SECTION A- BACKGROUND INFORMATION
Please circle the number of your most appropriate answer.
1.	Your Age in Years:				
1.   18 – 28,       2.    29 – 39,     3.    40 – 50,        4.   51 – 61,   5.   Over 61
2.  Your Gender:   1.   Male     2.   Female
3.  Marital status:   1. Married     2.   Single     3.  Widowed     
4.    Divorced/separated     5.  Other (specify)......................
4    Your sub-county:      				
1.    Suam	2.    Bukwo    	  3.    Kabei        4.  Chesower	  5.    Bukwo Town Council
5. Your Highest Education:			 
1.    PLE Certificate       2.   “O”level Certificate      3.    “A” level Certificate    
4.    College/Tertiary certificate/Diploma      5.    University Degree 		.  

6. Profession/Occupation:						
1.    Civil Servant     2.   Elected leader     3.   Business person     4.   BDLG member of 
Board/ Commission     5.   Other(specify)	 
7.  Your Religion:
	1.    Catholic     2.   Anglican   3.  Muslim     4.   Pentecostal   5.   Other(specify) 		

SECTION B- CONFLICTS
Please Tick the number of your answer in the space provided.
Strongly agree		Agree		Neutral		Disagree   	strongly disagree
	                    5		               4		            3		            2			          1
(CAO = Chief Administrative Officer, HOD = Head of Department, RDC = Resident District Commissioner, BDLG= Bukwo District Local Government).
NO.	INDIVIDUAL CONFLICTS:
	5	4	3
	2	1	
1.	Conflicts between CAO and HODs are common in BDLG.	5	4	3	2	1	
2.	Conflicts between CAO and middle level staff (Not HODs) are common	5	4	3	2	1	
3.	There are often conflicts between the chairman and CAO.	5	4	3	2	1	
4.	At times the CAO may conflict with the RDC. 	5	4	3	2	1	
5.	Often there are conflicts between two HODs	5	4	3	2	1	
6.	Conflicts between two junior members of staff are common in BDLG.	5	4	3	2	1	
7.	A conflict between a HOD and one of his staff is common in BDLG.	5	4	3	2	1	
8.	Conflicts often arise between one councillor and another	5	4	3	2	1	
9.	Sometimes conflicts arise between a councillor and a member of the public. 	5	4	3	2	1	
10.	Conflicts often arise between CAO and one of the Councillors.	5	4	3	2	1	
11.	A member of staff in BDLG may conflict with a member of the public.	5	4	3	2	1	

NO	INTER GROUP CONFLICTS:	5	4	3	2	1	
12.	Conflicts between the District Council and the Executive are common in BDLG.	5	4	3	2	1	
13.	Conflicts exist between the District Council and the District Land Board.	5	4	3	2	1	
14.	Conflicts exist between the District Council and the Local Government Public Accounts Committee.	5	4	3	2	1	
15.	There are conflicts between the District Council and the District Service Commission.	5	4	3	2	1	
16.	The Ministry Of Local Government sometimes conflicts with the District Council.	5	4	3	2	1	
17.	Sometimes the District Council conflicts with the community.	5	4	3	2	1	
18.	The District Council and the lower Local Governments are sometimes at conflict with each other.	5	4	3	2	1	
19.	The District Council is sometimes at conflict with other institutions in the District.	5	4	3	2	1	
20.	There are often conflicts between the District Council and Standing Committees.	5	4	3	2	1	
21.	Conflicts exist between District Councillors and civil Servants.	5	4	3	2	1	
22.	There are frequent conflicts between councillors and members of the contracts committee.	5	4	3	2	1	
23.	Sometimes service providers conflict with the district staff.	5	4	3	2	1	
24.	There are frequent conflicts between service providers and members of the contracts committee.	5	4	3	2	1	
25.	Conflicts between the executive and standing committees are common in BDLG.	5	4	3	2	1	
26.	There are conflicts between standing committees and the District Service Commission. 	5	4	3	2	1	
27	There are conflicts between Standing Committees and the District Land Board	5	4	3	2	1	
28.	There are conflicts between Standing Committees and the Local Government Public Accounts Committee.	5	4	3	2	1	
	INTRA-GROUP CONFLICTS						
29.	Conflicts are common amongst staff under CAO’s office.	5	4	3	2	1	
30.	Conflicts exist among some staff under the CFO’s office.	5	4	3	2	1	
31.	At least two members of staff under the Works Department have conflicted.	5	4	3	2	1	
32.	Some staff members in the Health Department have had serious conflicts.	5	4	3	2	1	
33.	There are frequent conflicts between the Chairman of the District Service Commission and his members.	5	4	3	2	1	
34.	Police Officers of Bukwo District Local Government are often in conflicts.	5	4	3	2	1	
35.	The Internal Auditor is most times at conflict with other staff members.	5	4	3	2	1	
36.	The CFO is at times in conflicts with staff of other Departments.	5	4	3	2	1	
37.	The Personnel Officer (CAO’s office) sometimes conflicts with fellow staff.	5	4	3	2	1	
38	Secretary District Service Commission has occasional conflicts with other staff	5	4	3	2	1	
39	The Clerk to Council often conflicts with other staff	5	4	3	2	1	
40	Field officers at times conflict with their fellow staff	5	4	3	2	1	
41	The District Chairman sometimes conflicts with other members of the Executive	5	4	3	2	1	
42	There are conflicts within the Members of the Executive 	5	4	3	2	1	
43	There are often conflicts among the District Councillors	5	4	3	2	1	
44	The Speaker sometimes conflicts with Councillors 	5	4	3	2	1	
45	Sometimes there are conflicts between Standing Committees and the Executive	5	4	3	2	1	
46	The Chairman of the District Land Board and his members are often at conflict	5	4	3	2	1	
47	The Chairman Local Government Public Accounts Committee has occasional conflicts with his members	5	4	3	2	1	
48	Conflicts are common among members of Standing Committees	5	4	3	2	1	
49	There are internal conflicts within members of the Contracts Committee	5	4	3	2	1	

SECTION C- SERVICE DELIVERY
Strongly agree		Agree		Neutral		Disagree	        Strongly disagree
50	More classrooms have been constructed since the creation of Bukwo District	5	4	3	2	1	
51.	The District has acquired and supplied more desks to primary schools.	5	4	3	2	1	
52.	Primary school enrolment in Bukwo District had increased.	5	4	3	2	1	
53.	More teachers’ houses have been constructed in the district.	5	4	3	2	1	
54.	More roads have been opened in the district 	5	4	3	2	1	
55.	There is high staff retention in Bukwo district	5	4	3	2	1	
56.	The existing roads in the District are being maintained.	5	4	3	2	1	
57.	There has been an increase in the number of patients attending the Out-Patient Department (OPD) at the Health Units.	5	4	3	2	1	
58	The infant mortality rate (children below one year dying) is on the decline in the district	5	4	3	2	1	
           5			        4		          3		           2		                   1
59.	The District Procurement system is operating efficiently	5	4	3	2	1	
60.	Adult mortality rate (number of adults dying) in Bukwo District is on the decline.	5	4	3	2	1	
61	The health immunization teams in the District are doing their work efficiently.	5	4	3	2	1	
62	The number of latrines in homesteads has increased more than ever before.	5	4	3	2	1	
63	The safe water coverage in the District has increased.	5	4	3	2	1	
64	The NAADS Program has been effective in rendering technical advice to the farmer	5	4	3	2	1	
65	Agricultural production per hectare has increased.	5	4	3	2	1	
66	Agricultural field staff make regular visits to farmers to advise them	5	4	3	2	1	
67.	Veterinary Officers make regular visits to farmers to farmers to advise them	5	4	3	2	1	
68	The quality of crops harvested has improved ever since the District status was granted.	5	4	3	2	1	
69	The District public relations is good	5	4	3	2	1	

Appendix 2: Interview Guide
1.	Are there conflicts among stakeholders in Bukwo District Local Government? (i.e. among Counsellors, Civil servants, etc).
2.	Do you know any conflict between Bukwo District Local Government and any other outside party?
3.	Which of these conflicts has been the most serious i.e. life threatening?
4.	Have these conflicts affected service delivery in this district?
5.	In which way has service delivery been affected?
6.	In your view, is there anything positive about conflicts?
7.	How should we resolve the existing conflicts in Bukwo District Local Government?
8.	Does Bukwo as a district have more conflicts than the mother District Kapchorwa?
9.	Any other information you want to tell me about Bukwo District Local Government?

THANK YOU FOR RESPONDING TO THE QUESTIONS.

Appendix 3: Research Work plan and Budget
	Activity:	Cost (shs):	Time Frame:	
1	Writing research proposal		August, September,October,2007	
	Transport	150,000		
	Materials	350,000		
	Typing	100,000		
	Printing	250,000		
	Binding	150,000		
2	Submission of Research Proposal		November & Dec. 2007	
	Transport	200,000		
	Accommodation	200,000		
	Meals	100,000		
3	Meetings with Supervisors		January  through August 2008	
	Transport	500,000		
	Accommodation	300,000		
	Meals	200,000		
4	Data collection		February, March 2008	
	Transport	1,000,000		
	Meals	500,000		
	Accommodation	500,000		
5	Data Analysis	200,000	April 2008	
6	Reporting	400,000	May 2008	
7	Submission of Research Report	400,000	June  2008	
	TOTAL                                  SHS	5,500,000		

Appendix 4: Map of Uganda Showing Bukwo District			          Map of Bukwo District

Key:  ………. District boundary
          _______country boundary