TENDERING PRACTICES AND QUALITY OF BUILDING WORKS IN UGANDA: A CASE OF ARUA DISTRICT

BY

RICHARD ANGUYO
14/MMSPSCM/34/096

A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS AND MANAGEMENT SCIENCE IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD 
OF THE DEGREE OF MASTER OF MANAGEMENT STUDIES (PROCUREMENT AND SUPPLY CHAIN MANAGEMENT) OF UGANDA MANAGEMENT INSTITUTE, KAMPALA

JANUARY, 2017

DECLARATION
I, Richard Anguyo, declare that this is my original work; and has not been presented to any University or Institution for an award of a degree or any other award. Where other people’s work has been referred to, due acknowledgement has been made. 

Signature: __________________________ Date: _________________________________

	
APPROVAL
This dissertation entitled: “Tendering Practices and Quality of Building Works in Uganda: A Case of Arua District” has been conducted and submitted for approval under our guidance as Uganda Management Institute supervisors.

Signature: ______________________________Date:_____________________________ 
Dr.  Proscovia Namubiru Ssentamu

Signature: ______________________________Date:_____________________________ 
Mrs. Pross Nagitta Oluka

DEDICATION
This book is dedicated to my wife Baifa, my late uncle Yuda and my children Humphrey, Jerry, Nicole and Javan.  

ACKNOWLEDGEMENT
I would like to express my gratitude to the management and staff of Uganda Management Institute for providing me with an ideal and enabling study environment and for selfless efforts and sacrifices made towards ensuring that I achieve true ‘value’ during the entire period of my study at the Institute.
In a special way, I would like to thank my supervisors; Dr. Proscovia Namubiru Ssentamu and Mrs. Pross Nagitta Oluka for their consistent guidance and encouragement during the entire period of study. 
I also wish to express my appreciation to the management and staff of Arua District Local Government for having granted me permission to carry out this study in the organization. I would like to specifically thank all those who responded to my questionnaires and accepted to be interviewed for the purpose of this research.
I would also like to acknowledge the contribution of my research assistants Mr. Abdul Ijosiga Wahid and Mr. Norbert Bandale and all the other friends who helped in one way or the other, to ensure that the study was a success.
Most importantly, I would like to thank the Lord God Almighty for the support and protection during this study; to Him be all the Glory!

TABLE OF CONTENTS
DECLARATION
DEDICATION
ACKNOWLEDGEMENT
TABLE OF CONTENTS
LIST OF FIGURES
LIST OF TABLES
LIST OF ABBREVIATIONS
ABSTRACT
CHAPTER ONEINTRODUCTION
1. 1 Introduction
1. 2 Background to the study
1. 2.1 Historical background
1. 2.2 Theoretical background
1. 2.3 Conceptual background
1. 2.4 Contextual background
1. 3 Problem statement
1. 4 Purpose of the study
1. 5 Objectives of the study
1. 6 Research questions
1. 7 Hypotheses of the study
1. 8 Conceptual framework
1. 9 Significance of the study
1. 10 Justification of the study
1. 11 Scope of the study
1. 12 Operational definitions
CHAPTER TWOLITERATURE REVIEW
2. 1 Introduction
2. 2 Theoretical review
2. 3 Tender planning and Quality of building works
2. 4 Source selection and Quality of building works
2. 5 Contract administration and Quality of building works
2. 6 Quality of Building Works
2. 7 Summary of reviewed literature
CHAPTER THREEMETHODOLOGY
3. 1 Introduction
3.2 Research design
3.3 Study population
3. 4 Determination of the sample size
3. 5 Sampling techniques and procedure
3.6 Data collection methods
3. 6.1 Questionnaire surveys
3. 6.2 Interviewing
3. 6.3. Document review method
3. 7 Data collection instruments
3. 7.1 Questionnaire
3.7.2 Interview guide
3. 7.3. Document review guide
3. 8 Validity and reliability
3. 8.1 Validity
3. 8.2 Reliability
3. 9 Procedure of data collection
3. 10 Data analysis
3. 10.1 Quantitative data analysis
3. 10.2 Qualitative data analysis
3. 11 Measurement of variables
3. 12 Ethical considerations
CHAPTER FOURPRESENTATION, ANALYSIS AND INTERPRETATION OF STUDY RESULTS
4. 1 Introduction
4. 2 Response rate
4. 3 Presentation of the demographic characteristics of the respondents
4. 3.2 Sex of respondents
4. 3.3 Level of education of the respondents
4. 4. Tender planning and quality of building works
4. 4.1. Correlation results for tender planning and quality of building works
4. 4.2 Regression results for tender planning and quality of building works
4. 4.3 Test of Hypothesis
4.5 Source Selection and Quality of building works
4. 5.1 Specification of requirements
4. 5.2 Methods of selection
4. 5.3 Contract award and placement
4. 5.4 Correlation results for source selection and quality of building works
4. 5.5 Regression results for source selection and quality of building works
4. 5.6 Test of hypothesis
4. 6 Contract administration and Quality of building works
4. 6.1 Performance supervision
4.6.2 Payment procedures
4.6.3 Monitoring and evaluation of contractors
4. 6.4. Correlation results for contract administration and quality of building works
4.6.5 Regression results for contract administration and quality of building works
4.6.6 Test of hypothesis
4. 7 Multivariate regression results (tendering practices and quality of building works)
4. 8. Quality of Building Works
CHAPTER FIVESUMMARY, DISCUSSION, CONCLUSION & RECOMMENDATIONS
5. 1 Introduction
5. 2 Summary of major findings
5. 2.1 Tender planning and quality of building works
5. 2.2 Source selection and quality of building works
5. 2.3 Contract administration and quality of building works
5. 3 Discussion
5. 3.1 Tender planning and quality of building Works
5. 3.2 Source selection and quality of building works
5. 3.3 Contract administration and quality of building works
5.4Conclusions
5. 4.1 Tender planning and quality of building works
5. 4.2 Source selection and quality of building works
5. 4.3 Contract administration and quality of building works
5. 5 Recommendations
5. 5.1 Tender planning and quality of building work
5. 5.2 Source selection and quality of building works
5. 5.3 Contract administration and quality of building works
5. 6 Areas for further research
REFERENCES
Appendix I: Questionnaire
Appendix II: Interview Guide
Appendix III: Document Review Check-list
Appendix IV: Krejcie & Morgan Mathematical Table 

LIST OF FIGURES
Figure 1: The relationship between tendering practices and quality of building works in Arua District
Figure 2: Showing the sex of respondents

LIST OF TABLES
Table 1: Comparison between the sample and the procurements in Arua District for FY 2012/13
Table 2: Summary of performance of Arua District as per procurements conducted in FY 2012/13
Table 3: Sample size and selection frame
Table 4: Summary of reliability test results
Table 5: Showing the age of the respondents
Table 6: Showing the respondents education level
Table 7: Showing the length of stay in ADLG
Table 8: Summary of responses on tender planning
Table 9: Showing correlation results for tender planning
Table 10: Showing the regression results for tender planning
Table 11: Showing a summary of responses on specification of requirements
Table 12: Showing a summary responses on methods of selection
Table 13: Showing a summary of responses on contract award and placement
Table 14: Showing the correlation results for source selection
Table 15: Showing the regression results for source selection
Table 16: Showing a summary of responses on performance supervision
Table 17: Showing a summary of responses on payment procedure
Table 18: Showing a summary of responses on M&E of contractors
Table 19: Showing correlation results for contract administration
Table 20: Showing regression results for contract administration
Table 21: The multivariate regression results for tendering practices
Table 22: Showing Descriptive Statistics on Quality of Building works

LIST OF ABBREVIATIONS
ADLG				Arua District Local Government
AMC				Arua Municipal Council
BOQ				Bill of Quantity
CAO				Chief Administrative Officer
DA				Disagree
DEC				District Executive Committee
DV				Dependent Variable
EFT				Electronic Funds Transfer
EU				European Union
FY				Financial Year
GDP				Gross Domestic Product
GOU				Government of Uganda
HLG				Higher Local Government
ISO				International Standards of Organization
IV				Independent Variable
LC				Local Council
NR				Not Relevant
PART				Principal Agent Relationship Theory
PDE				Procuring and Disposing Entities
PDU				Procurement and Disposal Unit
PPDA				Public Procurement and Disposal of Public Assets Act
IPPI				Policy aspirations in relation to Procurement iof Innovation
PPMS				Procurement Performance Measurement System
SA				Strongly Agree
SD				Strongly Disagree
SOW				Scope of Works
SPSS				Statistical Package for Social Sciences
TPC				Technical Planning Committee
UD				Undecided
US				United States
VR				Very Relevant

ABSTRACT
This study investigated the relationship between tendering practices and quality of building works in Arua District. It was prompted by seemingly poor quality of building works despite several procurement reforms. Specifically, the study intended to; establish the relationship between tender planning and quality of building works, determine the effect of source selection on quality of building works and explore how contract administration influences quality of building works. A cross-sectional survey design was used to undertake the study. The study population consisted of district civil servants and political leaders. The sample size of 92 was determined through purposive and simple random sampling. Data was collected using questionnaire survey, interview and documentary review methods. Both descriptive and inferential statistical analyses were used for quantitative data while content analysis was done for qualitative data. The study found a significant relationship between tender planning and quality of building works with a coefficient of .233*. The study also found a significant effect of source selection on quality of building works, with a coefficient of .490** and finally, contract administration registered a significant correlation of (.570**) with quality of building works.  The study concludes that improved determination of requirements, timing and establishment of estimates/budget for works lead to better quality of building works. The study further concludes that improved specification of requirements, use of appropriate methods of source selection and contract award and placement lead to improved quality of building works. Lastly, it was established that improved project supervision, payment procedures and monitoring and evaluation of contractors improve quality of building works. The researcher therefore recommends that all tender plans need to be implemented in adherence to the PPDA Regulations; contracts should be signed and completed in time and finally, payments to contractors need to be done promptly. Further studies could also be carried on the role of contracts committees in the procurement management process.

CHAPTER ONE
INTRODUCTION
1. 1 Introduction
Public housing projects are faced with numerous challenges in terms of quality of buildings being churned out and in many instances, quality is either not being considered or it is compromised, particularly in developing countries such as ours (Adenuga & Olumide, 2013). Heravitorbati, et al (2011) also argue that incompatible tendering procedures as one of the reasons for quality problems in building works. This study investigated the relationship between tendering practices and quality of building works in Arua District, Uganda. Chapter one covers the background to the study, the statement of the problem, the purpose of the study, the objectives, the research questions and hypotheses, the conceptual framework, the scope of the study, the significance, justification and operational definition of terms and concepts.

1. 2 Background to the study
This section covers the historical background, theoretical background, conceptual background, and contextual background of the study, using the four dimensional approach as suggested by Amin (2005).
1. 2.1 Historical background
Public Procurement was first introduced as an industrial policy instrument about 30 years ago (Geroski, 1990; Rothwell 1984).  Currently, public procurement is increasingly regarded as an important feasible instrument furthering the goals of innovation policy (Uyarra & Flanagan, 2010).  Policy aspirations in relation to procurement of innovation (PPI) have been backed by the recommendations of a number of inquiries, reports and policy documents especially by European Union (EU) Countries (Edler, Ruhland & Hafner, 2005; Stern Hellman, Rignders – Nagle, Terrell & Astrom, 2011). The history of contracting can be traced to some of the oldest written records in history, providing a prolific set of documents such as the Ten Commandments in the Bible, the Magna Carta, the Geneva Convention, marriage (Chalkley, 2011 as cited by The ITAM Review, 2013). Contracting during the industrial revolution was hardly existent since most firms produced in-house. However, public procurement in the European Union (EU) involves awarding of contracts for public works and purchase of goods and services by the public authorities of the EU and its member states.

Government procurement represents 13.5 per cent of EU Gross Domestic Product (GDP) as at 2007 (Bovis & Christopher, 2007) and has been the subject of increasing European regulation since the 1970s because of its importance in the European single market. According to Bovis (2007, p 61), 61 government procurements presented the weakest link in the common market because the implementation of EU laws by member states was far from uniform and sometimes weak. In 2002, for instance only 16 per cent of government calls to tender were published.

Historically, in the United States (US) public works are a broad category of infrastructure projects, financed and constructed by the government, for recreational, employment, health and safety uses in the greater community.  They include public buildings (Municipal buildings, Schools, Hospitals), transport infrastructure (roads, railroads, bridges, pipelines, canals, ports, airports, public spaces (public squares, parks, beaches) public services (water supply, sewage, electrical grid, dams) and other, usually long term, physical assets and facilities (Bovis, 2007). 
The Government of Uganda initiated procurement reforms in 1997 which resulted into enactment of the Public Procurement and Disposal of Public Assets (PPDA) Act, 2003. Although the  PPDA Act (2003) was to cover both Central and Local Governments, only the Central Government was under the Act up to 2006 when the Local Government Act Cap 243 section 91 – 94 were amended to harmonize the Higher Local Government (HLG) procurement institutional arrangement, regulations and procedures with those of the PPDA  Act, 2003. The PPDA Act was enacted among other objectives to create competition, economy and efficiency as well as value for money in attaining quality service delivery through construction of classroom blocks, roads, bridges and health facilities, because service delivery has a direct impact to human development (Wangwe,  2010). However, available evidence in Arua District seemed to point at a gap in achieving the objectives which had been intended in the first place, prompting the researcher to conduct this study.  

1. 2.2 Theoretical background
This study was mainly hinged on the Agency theory, also known as the Principal-Agent Relationship Theory (PART), advanced by Alchian and Demsetz (1972). The theory proposes a social interaction, in which one actor, the agent, carries out actions that are intended to fulfill the interest of another actor, the principal. The origin of the transaction is usually the fact that one actor, the principal, say government (Arua District) in this case X, wants to accomplish a certain goal/a service but lacking some of the skills, capacities or resources necessary to do so, finds another actor with those features, say agent (Tenderer) Y, and obtains her services in return for remuneration (Soudry, 2007).

In respect of the terms stated in a contract, the service provider/tenderer (agent) Y becomes government’s (Arua District’s) X’s agent. The agent/principal relationship has peculiar characteristics that deter the principal from achieving his goals unless appropriate measures are taken. The PART guided the researcher to establish the extent to which the tenderer was effectively handling the building works in the interest of the principal who is the district for this matter. 

The study was further guided by the Theory of Constraints, advanced by Jacob and McClelland, (2001). According to the theory, most projects are difficult to administer/manage because of either uncertainty or involvement of three different and opposing commitments of due date (time), budget (cost) and scope (quality). This scenario often leads to too much rework activity, promised lead times becoming undesired, disagreements over prioritization and resource commitment, project overlaps, duplication of problems, abandonment of projects without reaping planned benefits, failure to seize important opportunities, etc. In an effort to meet the three often elusive project commitments of date (time), budget (cost) and scope (quality), the theory provides a solution by giving a comprehensive tool set that addresses: the nature of project planning, project scheduling, resource behavior, project visibility and control and finally multiple project synchronization. A blend of these two theories adequately guided the researcher in the study of tendering practices and quality of building works in Arua District.

1. 2.3 Conceptual background
The researcher considered the main concepts of tendering practices and quality of building works in this study. Lysons & Gillingham (2003) define tendering as a purchasing procedure whereby potential suppliers are invited to make a firm and un-equivocal offer of the price and terms which, on acceptance, shall be the basis of the subsequent contract. In public procurement, procedures are usually codified within standing orders which usually prescribe a cash limit (threshold) above which tenders must be invited, the forms of contract to be used and to whom and under what circumstances responsibility may be delegated, e.g. to senior officers. In general the procedure for competitive tendering involves issue of public advertisement, full and identical specifications to prospective bidders/contractors, public bid opening sessions, evaluation of offers based on stated methodology contained in the solicitation document, non-consideration of late bids and declaration of contract award decisions.

Technical compliance selection is an evaluation methodology commonly used to obtain the lowest priced bid which is substantially responsive. A substantially compliant and responsive bid is one that conforms to all the instructions, requirements, terms and conditions of the bid documents without material deviation or omission. A bid which is not substantially compliant and responsive to the bid document is rejected by the procuring and disposing entity. 

In this study, quality was considered in relation to infrastructure development. International Standards of Organization (ISO) 8402 defines quality as the totality of features and characteristics of a product or service that bears on the ability to satisfy stated or implied needs. Crosby (1980) further defines quality as conformity to requirements not goodness.  He also stresses that the definition of quality can never take any sense unless it is based exactly on what the customer wants i.e. a product is a quality product only when it conforms to the customer’s  requirements. 

1. 2.4 Contextual background
One of the mandates of Arua District Local Government (ADLG) is to manage all procurement and disposal activities in the district, (Regulation 25 (1) (a) of the Local Governments (PPDA) Regulations 2006.  The PPDA Procurement Audit Report for Financial Year 2012/2013 highlighted thirteen (13) cases where there was no evidence of invitation of shortlisted bidders or acknowledgement of receipt of solicitation documents issued by Arua District as required by regulation 66 (4) of the Local Governments (PPDA) Regulations 2006. The report further revealed that the entity did not use complete standard contract documents. It was also discovered that 40 per cent of the contracts worth Uganda Shillings 279,729,883 were not completed; the contracts had expired and some sites abandoned.  Contracts worth Uganda Shilling 567,682,980 out of Uganda Shillings 2,266,012,016 of forty (40) sampled procurements were categorized as high risk as illustrated in Table 1, showing comparison between sampled procurements against total procurements undertaken in Arua District in the Financial Year 2012/2013.
Table 1: Comparison between the sample and the procurements in Arua District for FY 2012/13
	Population	Sample	
Procurement Method	No.	Value (UGX)	No.	% of population	Value (UGX)	% Population	
Open National Bidding	30	2,270,478,190	20	67%	1,917,325,963	84%	
Selective Bidding	62	874,515,353	20	32%	348,686,053	40%	
Sub Total	92	3,144,993,543	40	43%	2,266,012,016	72%	
Source:  Procurement plan for Arua District Local Government for Financial Year 2012/13

Table 2 presents a summary of performance of Arua District against procurements conducted in Financial Year 2012/2013.
Table 2: Summary of performance of Arua District as per procurements conducted in FY 2012/13
Level of Risk	No.	% No.	Weighted Average Index (No.)	Value	% Value	Weighted Average (No.)	
High risk	8	20%	12%	567,682,980	25%	15%	
Medium Risk	18	44%	14%	988,940,576	44%	13%	
Low Risk	5	13%	1%	83,027,960	4%	0%	
Satisfactory	9	23%	0%	626,351,500	27%	0%	
Total	40	100%	27%	2,266,012,016	100%	28%	
Source: PPDA Procurement Audit report of Arua District Local Government for Financial Year 2012/13
Table 1 and 2 further illustrate a comparison between sampled and planned procurements conducted.  The performance may negatively implicate quality of service delivery in the District. The researcher studied Arua District’s persistent moderately satisfactory performance in service delivery, especially through building works, which possibly could be as a result of poor tendering practices. 

In 2009, PPDA with support from World Bank developed a procurement performance measurement system (PPMS) to facilitate assessment of the effectiveness, efficiency and transparency of the public procurement and disposal systems.  All Procuring and Disposing Entities (PDEs) are required to record their procurement and disposal activities into the PPMS, a data base that serves as an internal management control tool and facilitates the preparation of reports to various stakeholders. However, during the FY 2011/12 many PDEs had not complied with the request of entering data in regard to their procurement and disposal activities. Results of the Financial Year 2013/14 compliance check for Arua DLG show that the entity had overall performance of 54 per cent for all categories of procurement structures; procurement planning, solicitation and bidding procedures, evaluation procedures, contract placement, award and management, reporting performance of contracts committee, record keeping and efficiency of the procurement function. Results further showed that all areas scored 80 per cent to100 per cent, apart from procurement planning which scored 40 per cent, record keeping at 12.5 per cent and efficiency of procurement function in the entity at 40 per cent. The compliance check highlighted critical areas of procurement planning, contract placement, award and management and efficiency of procurement function that required improvement in the entity. There was need therefore to examine these areas to establish where they fall short to ensure greater efficiency of the procurement management process.    

1. 3 Problem statement
Increasingly, the Government of Uganda (GOU) has instituted public procurement reforms to offer high levels of transparency, accountability, economy, efficiency and value for money in delivering quality services in the country. However, despite the procurement reforms, quality of building works in Arua District during the period of study seemed wanting, probably due to improper tendering practices. Critical facilities in the health, education, production, water and road sectors remained uncompleted with some contracts having expired. In several instances, the works went beyond the contract time and specifications were not being followed by some contractors. Moreover, re-works had become the order of the day, while some structures were swept away by the rain. In cases where the contracts were completed, the quality of building works presented signs of shoddiness, hence no value for money (Auditor General’s Report on Arua District Accounts for 2006/2007 – 2013/2014 and PPDA Audit Reports for FY 2006/2007, 2010/2011 and 2012/2013). These assessments could be attributed to gaps in the tender planning, source selection and contract administration in the tendering process. If the tendering process for development works which takes about 17 per cent of the total budget of Arua District (2013/2014) is not properly managed, Government of Uganda in general is likely to continue losing colossal amounts of money in the development sector, without an equivalent level of actual service delivery. This, if unabated, might have negative social and economic consequences not only on the people of Arua District but also on Ugandans as a whole.

1. 4 Purpose of the study
The purpose of this study was to investigate the relationship between tendering practices and quality of building works in Arua District.

1. 5 Objectives of the study
The study was guided by the following specific objectives:-
1.	To establish the relationship between tender planning and quality of building works in Arua District.
2.	To determine the effect of source selection on the quality of building works in Arua District.
3.	To explore the influence of contract administration on the quality of building works in Arua District.

1. 6 Research questions
The study answered the following questions:-
1.	What is the relationship between tender planning and quality of building works in Arua District?
2.	To what extent does source selection affect quality of building works in Arua District?
3.	To what extent does contract administration influence quality of building works in Arua District?

1. 7 Hypotheses of the study
The study tested the following hypotheses:-
1.	There is a relationship between tender planning and quality of building works in Arua District.
2.	Source selection affects quality of building works in Arua District.
3.	Contract administration influences quality of building works in Arua District.

1. 8 Conceptual framework
The conceptual framework for this study shows the hypothesized relationship between tendering practices and quality of building works in Arua District as indicated in Figure 1 below.
Independent Variable (IV)			
Tendering Practices				

Tender Planning
o	Determining requirements
o	Determining time of acquisition
o	Establishing estimates/budget for products

Source Selection
o	Specification of requirements 
o	Method of selection
o	Contract award and placement

Contract Administration
o	Conduct performance supervision
o	Payment procedure
o	Monitoring and evaluation of Contracts

Quality of Works
o	Compliance with SOW/BOQ
o	Completion within budget and time
o	Free of defects/Value for money

Dependent Variable (DV)

Figure 1: The relationship between tendering practices and quality of building works in Arua District

Source: Adapted from Chan & Chan (2004) and modified by the researcher
Source: Adapted from Chan & Chan (2004) and modified by the researcher.
In figure 1 above, tendering practices were conceptualised as; tender planning, source selection and contract administration. Tender planning was operationalized as; determining requirements, determining time of acquisition and establishing estimates/budget for products. The hypothesized relationship shows that tender planning predicts quality of building works. Source selection was operationalized as; specification of requirements, methods of selection and contract award and placement. The framework shows the presumed relationship between source selection and quality of building works in Uganda. Lastly, contract administration was operationalized as; conducting performance supervision, payment procedures and monitoring and evaluation of contractors. It showed that contract administration influences quality of building works.
 
On the other hand, Quality of Works, the dependent variable of the study, was conceptualised as; compliance with SOW/BOQ, Completion within budgets and times and producing work that  is indicative of value for money. The conceptual framework therefore, assumed that if there is effective tender planning, source selection is properly done, and the resulting contract is well administered, quality of building works would be satisfactory, while the reverse was also assumed to be true.

1. 9 Significance of the study
This study may be of significance to many stakeholders such as Arua District Local Government, contractors, PPDA, academia and researchers in similar areas. The study further highlights effects of tendering practices on quality of building works in Arua District.  The study might also establish competencies of procurement managers and administrators of Arua District Local Government and guide all stakeholders mentioned in a way to fill any gaps identified, by proposing appropriate mitigation measures through policy formulation and putting in place strategic plan against possible unsatisfactory quality of building works in the District. Lastly, the study is also likely to enlighten various procurement practitioners on the consumer’s perception of quality of service delivery in infrastructural development sector and in effect improve the tendering practices in Uganda.

1. 10 Justification of the study
Available literature showed that while a number of studies had been conducted in line with Public Procurement in Uganda such as Kanzira (2012), Welikhe (2013), no study had been conducted on tendering practices and quality of building works, with specific focus on Arua District Local Government. Moreover, Arua District Local Government, as indicated by several reports of the Auditor General, was faced with a serious challenge of quality of building works, which were characterised by shoddiness, going beyond the contract time while a number of others remained uncompleted long after the contract period had elapsed. It was assumed that this study would contribute to the existing body of knowledge in the field of procurement and tendering and quality of service delivery. The findings and recommendations of this study may influence policy makers to make policies on the basis of empirical data, which may result in better policies that may improve service delivery, hence improved quality services. The findings and recommendations may also be useful for management practice because about 70 percent of the public fund in Uganda is spent on development projects through tendering. If the tendering practices are not properly adhered to, the Government of Uganda stands to lose colossal sums of money which may impact negatively on the socio-economic conditions of the country’s tax payers. It is against this background that the researcher undertook this study.

1. 11 Scope of the study
Content scope: The study explored the tendering practices of tender planning; source selection and contract administration on one hand (Independent variable) and the quality of building works on the other hand (dependent variable).

Geographical scope:	The geographical scope of the study was limited to Arua District Local Government. Arua District is located 535km Northwest of Kampala, the Capital city of Uganda. The intention of the researcher was to generalize the findings later on.

Time scope: The time scope of the study was limited to the period of 2013 – 2014, during which Arua District Local Government Audit reports highlighted several irregularities in her tendering processes and practices. 

1. 12Operational definitions
Competition:  This is where an entity ensures that there is competition among bidders under the same terms and conditions to ensure value for money.
Economy and efficiency:  This is where value for money is the optimum combination of whole life costs and total quality appropriate to meet the requirements of an entity.
Procurement:  This is the acquisition by purchase, rental, lease, higher purchase, license, tenancy, franchise or any other contractual means of any type of works, services or supplies or any combination.
Quality work: This means constructions that meet employer’s scope of works/specifications/bill of quantities, achieved within agreed time period, cost and free of defects of any nature.
Supplies:  These are any goods, materials, products, equipment or objects of any kind and description in solid, liquid or gaseous form or in the form of electricity.
Transparency:  This means that any procurement process under taken must be open to the public, decisions taken and reasons for them made accessible to the public at appropriate time.
Works: This is any work associated with the construction, reconstruction, demolition, repair or renovation of a building or structure on the surface or underground on and under water and includes preparation, excavation, erection, assembly, installation, testing and commissioning of any plant, equipment or materials.

CHAPTER TWO
LITERATURE REVIEW
2. 1 Introduction
This chapter explored the related literature about tendering practices and quality of building works in Uganda drawing various contrasts and similarities. The review focuses on the theoretical review in which the study was rooted, while the rest of the review is presented according to the three objects and themes of the study.

2. 2 Theoretical review
This study was underpinned by Agency theory also known as the Principal-Agent Relationship Theory (PART) (Alchian & Demsetz, 1972). The theory assumes an interaction in which the agent conducts activities in the interest of the principal. The origin of the transaction between the agent and principal, in this case, Arua District, is when the principal wants to accomplish a service but lacking some of the skills, capacities or resources necessary to execute it and therefore has to find an agent - another actor with those features. The principal obtains her services in return for remuneration to the agent (Soudry, 2007). 

However, according to the theory, the principal (ADLG) is deterred from achieving his goals unless appropriate measures are taken to ensure that the agent (tenderer) effectively handles the said activities (building works in this case), in the interest of the principal. According to Alchian and Demsetz (1972), agency theory lays emphasis on governance of a firm’s activities by the role of contracts to explain voluntary exchange; explaining how best to organize relationships in which one party (the principal/district) determines the requirements which another party (the agent/tenderer) performs to deliver the quality required. This view is further emphasized by Oluka and Basheka (2012), who assert that when a procurement contract is well defined and planned, the principal (district) and agent (tenderer) find it easy to meet needs of each other in an efficient way, thereby resulting into timely execution of services. 

2. 3 Tender planning and Quality of building works
PPDA Act 2003 as amended defines tender/procurement planning as a rational process of identifying entity’s needs, quantifying and providing estimated costs to the identified needs based on approved budget. Lyons (2000) defines tender/procurement planning as an approach of deciding possible alternative strategies that can enable an organization to achieve its mission and objectives at corporate, business and functional/operational level.  The strategy adopted then is that which maximizes competitive advantage and minimizes competitive disadvantage. The scholar further defines tender planning as a process by which corporate/business strategies are expressed in functional/operational mission statements and objectives are implemented through organizational structures. 

According to Basheka (2008), procurement/tender planning is the primary function that sets the stage for subsequent procurement activities.  It “fuels and then ignites” the engine of the tender process.  A mistake in procurement planning therefore has wide implications for local governance, measured from the indicator of quality works.  Procurement/tender planning is a legal requirement in Uganda. Basheka (2008) further concurs with Section 34 (2) of the Public Procurement and Disposal of Public Assets Act 2003 as amended 2014 and the Local Governments (PDDA) regulation 62 of 2006 that requires user departments (UD) to prepare a work plan for procurement based on the approved budget and submit it to PDU for aggregation and execution. In a number of cases, people do assume that planning tender/procurement is a onetime event but that is not the case.

Basheka (ibid) defines procurement (tender) planning as a process of determining the procurement needs of an entity and the timing of their acquisition and their funding such that the entity’s operations are met as required in an efficient way. As a function, procurement/tender planning endeavors to answer the following questions: What do you want to procure? When do you want to procure/tender it? When are you to use the tendered items? Where will you procure them from? When will resources be available? Which method of procurement will you use?  How will timely tenders or failure affect the user of the item(s) and the PDE? How can you be more efficient in the tender process?  Who will be involved in that tender?

Thai (2004) contends that to remain competitive, companies are constantly faced with challenges to reduce time-to-market, improve product quality and slash production costs and lead times.  These challenges cannot be effectively met merely by changes within specific organizations or organizational units, and also manage the procurement planning within the organization that cuts across functional units and activities by extending the value chain/supply chain management concepts.  This idea is supported by Kumaraswamy, Ekambaram and Humphrey (2000) and considers the welfare of any business entity in the supply chain as directly dependenton the performance of the others, along with their willingness and ability to co-ordinate which can be considered as the essence of supply chain management.

Evenett and Hoekman (2005) asserted that procurement planning enables the identification of major investment expenditures which in turn facilitates budgetary decision-making.  It is difficult to imagine how a state can deliver substantial improvements in the wellbeing for its citizens without a public expenditure system that includes effective public procurement policies.  If there is no budget or cost expectation for a product or service, then it is impossible to determine whether any tender/procurement activity has exceeded, equaled or fallen short of that expectation.  In addition, if a budget or expectation has been set, then the procurement professional or team tasked with the management of the expectation needs to understand it and understand the method by which it will be measured.  Failure to be involved and understand this goal setting process leads to an inability to devise a methodology for achieving it, which in turn leads to lack of focus for forth coming activities and ultimately little chance of achieving control on costs. Adequate guidelines and communication channels through various contractual arrangements are important to control the process so that the project goals of budget, schedule and quality can be achieved (Jigsawsearch.com, 2006).

For the successful execution of a project, effective planning is essential and involves successful scheduling, budgeting, availability of materials and logistics, among others. Basheka (2008) argues that proper planning for the 34 percent huge state expenditure on Local Government in Uganda is an essential element of good procurement.  The scholar then contends that to secure goods and services at competitive prices requires accurate planning and embedding core procurement planning practices in all Local Government procurement systems. 

The reviewed literature in this section has shown the centrality of procurement planning and that it must be rigorously shared among the stakeholders in order to realise its contribution to the quality of building works. The literature also showed that mistakes in procurement planning can be carried forward and consequently affect the entire process of procurement/tendering. It is worth noting that when it comes to tendering, many organisations have some sort of planning, but the issue is whether the kind of planning conducted is sufficient and effective so as to translate into quality of works. Moreover, the literature did not address itself on specific tenders, therefore creating a gap as to whether the views of the different scholars might be applicable to quality of building works, more so in Arua District, therefore prompting the need for this study.

2. 4 Source selection and Quality of building works
Source selection refers to the process of receiving bids or proposals and applying the proposal/evaluation criteria to select a supplier or bidder. Source selection process includes contract negotiations between the buyer and the seller in an attempt to come to agreement on all aspects of the contract to include cost, schedule, performance terms and conditions, quality and anything else related to the contract effort (Oluka, 2012). 

Similarly, Lysons and Farrington (2006) define sourcing as a process of identifying, selecting and developing suppliers, adding that sourcing involves pre-contract activities of identification of an entity’s needs, procurement planning, conducting market analysis, evaluation/selection of providers, receiving and evaluating offers and awarding contracts or creating contractual relationships. When considering procurement of goods, services and works, the procurer is faced with many challenges.  First, she has to choose what exactly should be procured or tendered and how to transmit her needs to the potential providers. Second a contact must be laid out that includes contractual obligations and methods of compensation.  Third the procurer needs to decide how to award the procurement contract between the potential providers.  Finally, the award mechanism should result in the selection of a qualified and desirable provider and in the implementation of a cost-effective final product. 

According to Bajari and Tadelis (2001), competitive tendering is widely recognized as an effective procurement mechanism and is commonly advocated for several reasons. Most notably it is viewed as a procedure that stimulates and promotes competition. The two therefore argue that advertisement of works through open competitive tendering attracts potential suppliers from many venues with varying competences.  Furthermore, in the face of competition from many potential suppliers each one has strong incentives not to inflate his price.

Open competitive mechanisms are known for their transparency, making it easier to prevent corruption both in the public and private sectors where procurement managers may have incentives to rig the system in return for bribes and other benefits.  Laffont and Tirole (1993) argue that the central problem in procurement is not that suppliers know so much more than procurers at the onset of a project, but that instead both procurers and suppliers share uncertainty about many important design changes that occur after the contract is signed and production begins.

William (2006) echoed that purchasers have an ultimate responsibility of establishing and maintaining good supplier relationships.  The type of relationship is often related to the length of a contract between buyer and seller.   This viewpoint stressed a stable relationship with relatively few reliable suppliers who provide high – quality supplies, maintain precise delivery schedules and remain flexible to changes in product specification and delivery schedules.  William (ibid) further argues that among the duties of purchasing are, identifying sources of supply, negotiating contracts, maintaining a data base of suppliers, obtaining goods and services that meet and exceed operations requirements in a timely and cost – efficient manner and managing suppliers.

Williamson & Oliver (1985) expressed the idea that low powered incentives are good to accommodate adaptations and further argues that low powered incentives have well known adaptability advantages. Relatedly Hendrink, (2007) argues that performance criteria are directed to compliance to specifications at the lowest possible price. It means that much attention be given to the price and quality of the product and logistic processes. Hendrink (ibid) suggests that cost, quality and delivery performance are the three most important criteria needed to be considered for supplier selection purposes. It is therefore argued that it is extremely difficult for any contractor to excel in all of these dimensions of performance unless choices are made in prioritizing supplier selection/evaluation criteria. 

The reviewed literature highlights the fact that for the selection criteria to be effective, a number of aspects need to be put into consideration, short of which, quality works may be merely an illusion. However, the literature also brings out the concern of some organisations focusing on the ‘hard’ elements, such as price/cost at the expense of ‘soft’ criteria, such as management compatibility between the source and procuring entity. It is this gap that the study sought to bridge, by establishing the kind of source selection being conducted in Arua DLG and whether it had a bearing on quality of building works in the district.

2. 5 Contract administration and Quality of building works
Kelman (1994) defines contract administration as a set of activities performed by government officials after a contract has been awarded to determine how well government (client) and the contractor perform to meet the requirements of the contract.  A number of literature reviewed seem to fault the client’s team for quality shortfalls in building works.  Mansfield, Ugwu and Doran (1994) argue that the problem of untimely financing and delayed payment for completed works, poor contract administration, change in site conditions and shortages in materials are the most important causes of delays and cost over runs in public works in Nigeria, hence affecting quality and ultimate service delivery to the tax payers.  

Extensive study on the impact of competitive tendering in the provision of passenger train operations (Alexandersson, 2009; Brenck and Peter, 2007; Smith and Wheat, 2009; Smith &Wheat, 2012) reveal that there is little or no evidence on the cost impact of competitive tendering in rail maintenance in Britain. 

Chan and Kumaraswamy (1997) identify some common and significant factors affecting both building and civil engineering projects as poor site management and supervision, low speed of decision making involving project teams; client initiated variations, other variations of works and inadequate contractor experience therefore, affecting the overall quality of works. Love and Smith (1999) equally raise concern about the absence of quality focus throughout the supply chain in the construction, often resulting in rework which invariably takes the form of changes, errors, omissions and as a result adversely affecting the quality of building works.  

In the same breath, Thai (2004); Lysons and Farrington (2006) assert that contract administration focuses on achievement of the three goals of product quality, delivery on time and within the budget. This idea is further supported by Xiao and Proverbs (2002), who assert that contractor performance has long been defined in terms of cost, time and quality, and therefore is critical to the success of any construction work since it is contractors who convert designs into reality.  The scholars argue that improved contractor performance leads to enhanced client satisfaction, and hence an improvement in the contractor’s reputation and competitiveness in the market.  The authors further argue that the client’s long term interests lie in the quality of work, insisting work performed must conform to scope of  works/specifications, established for the project.  They however, caution against low-cost, speedy construction being achieved at the expense of quality of the building facilities.  

From the literature review under contract administration and its effect on quality of building works, it clearly emerged that contractors’ failures and shortfalls can negatively affect the quality of building works. The researcher therefore found out that while tendering practices were seemingly healthy, some results on the ground showed the contrary since associated delays in source selection, payment, shoddiness and none adherence to specifications and governing laws affected quality of building works.

2. 6 Quality of Building Works
According to Juran (1974) quality is “fitness for use”, implying quality of design, quality of conformance, availability and adequate field service.  Enterprise – pm (2013) defines the scope (quality) of a project as a clear, specific statement of what has been agreed to be performed in a particular project, whereas cost of a project is what needs to be applied and assigned to a project in terms of money and effort (resources) in order to make things happen.  It further defines time of a project to complete each and every component or task. 

Several authors have attributed poor quality of building works to contractor’s failures and shortfalls. Studies under taken by Ogunlana et al (1996) in Thailand and Kaming et al (1997) in Indonesia also agree with this claim, blaming most project delays on contractors. Majd and McCaffer (1998) conducted a literature survey on causes of project delays and found that in 50 percent of the delays categorized as inexcusable delays, contractors were held responsible. Other writers reviewed have identified weaknesses on both sides of the project cycle. 

Similarly, Alinaitwe (2007) links poor quality of construction works in Uganda to poor contract administration, arguing that lack of regular site meetings between client and contractor leads to clients’ failure to track progress of works thereby contributing highly to substandard works and variation of prices. Alinaitwe (ibid) further attributes delay of projects to delays interim payments to a contractor by the employer.  He therefore submits that delayed payments to contractors often demoralize the contractor, hence reduction in speed of site activities, further contributing to poor quality.
 
In a related view, William (2006) suggests that the main factors an organisation takes into account to determine supplier selection include quality, flexibility, location, price, financial stability, lead time and on-time delivery. Kannan and Keah (2003), however raise the concern that while price, quality, delivery, reliability and service are typical determinants of supplier selection, the specific criteria used and their relative importance are highly dependent on the type of purchase being made and the circumstances surrounding the purchase. From this view, lit can be inferred that quality of building works, that is, compliance to scope of works/bill of quantity, completion of works within budget and time and delivery of projects that are free of defects is greatly determined by the kind of contractor.
 
2. 7 Summary of reviewed literature
The literature has shown that tender planning is the primary function that sets the stage for subsequent procurement activities. As such any mistake in procurement planning has wide implications to the quality of building works.  Related literature has also shown that price and quality of the product and logistic processes are some of the main elements when sourcing suppliers; clearly demonstrates that unless source selection is carefully done, it may be extremely difficult to realize quality. Lastly, it was discovered from the literature review that contract administration in Uganda and elsewhere is faced with numerous challenges, which affect quality of building works. Although the above studies highlight the importance of tendering practices on quality of building works, most of the literature has contextual and methodological gaps which needed to be addressed, hence the need for this study.

CHAPTER THREE
METHODOLOGY
3. 1 Introduction
This chapter highlights the various steps that were taken to execute the study. The chapter presents details of the research design, study population, method of determining sample size, sampling techniques and procedure, data collection methods, data collection instruments, quality control mechanisms, procedure of data collection analysis and measurement of variables.

3.2 Research design
The researcher used a cross sectional survey design for this study because it enabled collection of data over a short period of time, as supported by Amin (2005).  A triangulation of quantitative and qualitative research techniques was adopted so as to exploit the synergies offered by use of different methodologies (Barifaijo, Basheka & Oonyu, 2010) and embrace consistency of findings through use of different instruments tested to complement each other as cited by Sekaran (2003).  This research design enabled the researcher to carry out an investigation on the relationship between tendering practices and quality of building works in Arua District.

3.3 Study population
The study population comprised of 114 subjects and these included; Arua District Chairperson (1), District councilors (24), Chief Administrative Officer, CAO (1), members of Technical Planning Committee, TPC (23) and staff from related departments such as Works and Technical Services (12), Finance and Planning (8), Production and Marketing (10), Internal Audit (4), Procurement and Disposal Unit, PDU (2), Contracts Committee (4) and Local Council, LC III Chairpersons (25) (Arua District Staff and Council Establishment, 2014).

3. 4 Determination of the sample size
The sample size was determined using a statistical table by Krejcie & Morgan (1970) because it is easy and simple to use (See appendix IV). To determine the sample size, the researcher checked the study population and the corresponding sample size. The District Chairman and the CAO were selected using purposive sampling technique, while the rest of the respondents were selected using simple random sampling technique using the draw method. The sample size was determined as illustrated in Table 3.
Table 3: Sample size and selection frame
Target Population Category	Study Population (N)	Sample Sizes (S)	Sampling Technique	Data collection instrument	
District Chairperson 	01	01	Purposive
	Interview guide	
CAO	01	01		Interview guide	
District Councilors	24	19	

Simple random sampling	Questionnaire	
Members of TPC	23	17		Questionnaire	
Works and Technical Services	12	09		Questionnaire	
Finance Planning and Audit	12	09		Questionnaire	
Production and Marketing	10	09		Questionnaire	
PDU and Contracts Committee	06	05		Questionnaire	
Local Council III Chairpersons	25	19		Questionnaire	
Total:	114	89			
Source: Arua District Staff and Council Establishment (2014) and Krejcie& Morgan (1970)

3. 5 Sampling techniques and procedure
This study employed purposive and simple random sampling techniques to select the required sample. Purposive sampling technique was   relevant for this study because it ensured selection of useful cases since it gave opportunity for the researcher to actively select the most productive sample to answer the research questions. Elements were handpicked because they were either informative or had the required characteristics.  Through simple random sampling technique, the respondents were subjected to an equal chance of choice to participate in this study.

3.6 Data collection methods
Three methods were used by the researcher to collect data, namely questionnaire surveys, face-to-face interviewing and document review method.
3. 6.1 Questionnaire surveys
According to Peil (1995), questionnaire surveys are large scale surveys involving well            educated people.  The purpose of using this data collection method is that the targeted          respondents are educated people who often prefer privacy and anonymity.  Milne (1999)           adds that responses are standardized and hence more objective.  The scholar identified some     disadvantages such as the possibility of participants forgetting important issues due to occurrence of  the questionnaire surveys after the event and difficulty of handling misinterpretation of  some questions by participants (for closed-ended questionnaires).  Milne (1999) also suggests respective mitigation measures as involvement of knowledgeable people and piloting questions on other people with similar characteristics.  The researcher used this method for collecting data from members of TPC, DEC other councilors and staff from related departments. The different stakeholders who were selected to participate in the study either had work-based information which in addition to questionnaires and interviews, constituted a primary data collection method or they generated and worked with data.

3. 6.2 Interviewing
The study employed interview method. Interviewing is person-to-person interaction between/among two or more people with specific purposes (Kumar, 2005). Using face-to-face interviews for collecting information is preferred when social cues of the interviewee (such as voice, intonation, body language) are very important information sources for the interviewer, when the interviewer has enough budget and time for travelling or when the interviewees live near the interviewer and standardization of the interview situation is important (Opdenakker, 2006).  

Some shortfalls of interviewing method include requirements for training and practice for the interview, time and confidentiality for the exercise.  The interviewer also has a potential to influence, cue, bias or distort the interviewee's responses (Hidayah, 2011).  The researcher employed this method because it has the ability to clarify questions and even explore further into some issues being studied.  The method was used for data collection from the District Chairperson, Chief Administrative Officer. The researcher hired a research assistant to handle the sampled officials.

3. 6.3. Document review method
According to Sekaran (2003), document review method in research involves collection of information from various documents related to the research area. This method involves delivering information by carefully studying written documents, or visual information from sources called documents. Literature written by different authors on the topic of study and their findings as well were reviewed. 

3. 7 Data collection instruments
The researcher used questionnaires, interview guides and a documentary review guide / checklist as the tools for data collection.  This was in agreement with the nature of data required, time available and objectives of the study. The researcher concentrated on views, perceptions, feelings or attitudes of selected respondents. Bell (1993), Toliatus and Compton (1998) as cited by Oso and Onen (2009) opine that the kind of information required can best be collected through questionnaires, interview guide and document review checklist.

3. 7.1 Questionnaire	
The researcher used all closed-ended aspects of the study variables on Arua District (See appendix I). Section A of the questionnaire covered demographics while sections B, C and D had closed-ended questions. A Likert scale as laid out by Amin (2005) was designed with categories of response continuum stating strongly agree (SA) 5, agree (A) 4, undecided (UD) 3, disagree (D) 2 and strongly disagree (SD) 1. The research instrument was distributed to respondents and were given time to respond to the questions.  In all cases, the questionnaire instrument was self-administered.

3.7.2 Interview guide
This instrument was used to conduct interviews with individuals who were believed to have important information for detailed understanding of the subject matter. The guide was used to obtain data from the District Chairperson and Chief Administrative Officer and contained open-ended questions (See appendix II). Face-to-face interviews were conducted and recorded with full permission of the interviewees. Upon securing an appointment with the interviewees, the researcher proceeded to administer the interviews, using a semi-structured interview guide. Respondents were urged to give as much depth as they could and the various responses were recorded during the interview process. 
3. 7.3. Document review guide
In this case, a number of field documents were reviewed as primary sources of data, particularly concerning tendering practices and quality of building works. These included; District quarterly reports, annual reports, minutes and Audit reports, journal articles, theses, government reports, among others. Most of these documents were obtained from public libraries and Arua DLG, while others were Public Procurement service manuals and guidelines (See Appendix III).

3. 8 Validity and reliability
These two terminologies emphasize data quality control.
3. 8.1 Validity
The validity of the research instruments was tested using expert judgment (Amin, 2005). Expert judgment is where the researcher gives the research instrument to a panel of experts for content validity analysis. In the case of this study the researcher gave the questionnaire, interview guide and document review checklist to two consultants in Uganda Management Institute (UMI) to evaluate the relevance of each of the objectives of the study and rate each item on a scale of very relevant, VR (2) and not relevant, NR (1). Validity was then determined using content validity index (CVI), which is defined as items rated relevant by both judges divided by the total number of items in the questionnaire. This is mathematically expressed as CVI=n/N, where n is the average number of items rated relevant and N is the total number of items in the questionnaire.
The CVI was computed as thus;
CVI		= Number of items declared valid by judges
                           Total number of items on the questionnaire
Judge 1:

CVI		=	124         = 0.96
			129
Judge 2:	

CVI			= 123		= 0.95
		               129
Therefore, average of the validity content index was:
CVI			= 0.96 + 0.95	= 0.96
		                        2
The overall CVI obtained was 0.96 which was good enough for the researcher to go ahead with data collection. Amin (2005) considers an instrument valid if its CVI is greater than 0.7. The consultants’ comments were used to improve the final version of the research instruments. 

3. 8.2 Reliability
Reliability of an instrument is the ability of the instrument to collect the same data consistently under similar conditions (Amin, 2005). The reliability of the questionnaire instrument was tested using pre-testing method. The researcher administered the questionnaire instrument to ten respondents of Arua District who were not in the actual study sample. The data was entered and subjected to computerized data analysis using SPSS for windows programme. Emerging results are shown in table 4 below.
Table 4: Summary of reliability test results
Aspects of variables	Questionnaire 
Items	Cronbach's Alpha coefficient (Value)	
Tender Planning	19	0.894	
Source Selection - Specification of requirements	08	0.802	
Source Selection - Methods of selection	05	0.677	
Source Selection - Contract award and placement	10	0.839	
Contract Administration - Performance supervision	10	0.962	
Contract Administration - Payment procedures	06	0.850	
Contract Administration - Monitoring and Evaluation of contractors	08	0.875	
Compliance with SOW/BOQ	07	0.925	
Completion within time and budget 	11	0.916	
Free of defects/value for money	10	0.759	
			
Source: Primary data
Reliability test was run to ascertain Cronbach’s Alpha value. The questionnaire instrument was deemed reliable and used in this study with calculated alpha value that beat the minimum threshold of 0.7, as suggested by Amin (2005).

3. 9 Procedure of data collection
The researcher developed and completed a proposal within the first seven months of the programme under the guidance of the two supervisors.  Thereafter, permission was sought from the leadership of Arua District Local Government to proceed with the study.  The research instruments were then pre-tested, a success of which allowed the researcher to proceed to collect data.  The researcher distributed the questionnaire to the respondents in hard copies as preferred by respondents and administered face-to-face interviews through trained research assistant and reviewed documents such as quarterly procurement reports, annual budget and work plans, audit reports, and minutes, etcetera. Collected data was then assembled, analyzed and presented accordingly.

3. 10 Data analysis
Data was analyzed both quantitatively and qualitatively. 
3. 10.1 Quantitative data analysis
Sekaran (2003) guides that the first step in data presentation is data coding, involving assignment of a number to the participants' responses so as to have them entered into a data base.  First, coding sheets were used to transcribe this data from the questionnaire, followed by the data being keyed in. This method avoids flicking through all questionnaires for each item, thus minimizing confusion, especially when the questions are many and the number of questionnaires is quite large.  Following this stage, questionnaire items were coded in respect to the study variables they relate to.  The items were then entered into the Statistical Package for Social Sciences (SPSS) for appropriate transformation. 
Data was then summarized using descriptive statistics so that the researcher would meaningfully describe a distribution of scores of measurements using few indices or statistics (Mugenda & Mugenda, 2003).  Descriptive statistics involved computation of frequencies, percentages, means and standard deviations to determine the respondents' views on each of the study variables whereas the Pearson's correlation technique was used to determine the relationship and dependence between variables while inferential statistics involved correlation and regression analysis. Results were then summarized and tabulated to allow analysis and interpretation.
3. 10.2 Qualitative data analysis
Content analysis was used to edit the qualitative data from interviews and document review and then organized into shorter meaningful statements.  This analysis was aimed at collecting information on the themes in question from the responses.  Responses were then analyzed with the purpose of identifying common trends of agreement or disagreement on the issues being discussed (Amin, 2005) and were then used to corroborate the quantitative data.
	
3. 11 Measurement of variables
Different variables can be measured at different levels (Bell, 1997).  There were variables measured at nominal, ordinal and interval ratio levels depending on the items in the instrument. Nominal scale was largely used to measure the demographic characteristics of the respondents. In this regard, each respondent was requested to tick or circle his/her age group, sex, and highest level of education, tenure in the organization, department and category of employment. The ordinal scale was used to measure respondents’ perceptions of tendering practices and quality of building works using a five point likert scale of Strongly Agree (5), Agree (4), Not sure (3) and Disagree (2), Strongly Disagree (1). The researcher measured tendering practices (independent variable) in three major aspects of tender planning, source selection and contract administration. The researcher further measured tender planning as determination of requirements, time of acquisition and establishing estimates/budget for works meanwhile the researcher further measured the aspect of source selection as specification of requirements, methods of selection and contract award and placement. The aspect of contract administration was measured as conducting performance supervision, establishing payment procedures and monitoring and evaluation of contractors. The researcher however, measured quality of building works (dependent variable) as compliance to SOW/BOQ, completion of works within time and budget and free of defects (Chan & Chan, 2004).

3. 12 Ethical considerations
A number of ethical considerations exist and are honored by the researcher during the study. Plagiarism, a practice of taking or claiming ownership of one’s work was avoided by ensuring proper citation and references. Secondly, the consent of the respondents was sought where a consent note highlighting that the study was purely academic was used to accompany the instruments. Third, all respondents’ information was treated with utmost confidentiality and privacy was observed and anonymity was ensured, whereby individual interview respondents were assigned codes as D1 and D2. Respondents were also urged to reply honestly and told the reasons and benefits of the information collected. 

CHAPTER FOUR
PRESENTATION, ANALYSIS AND INTERPRETATION OF STUDY RESULTS

4. 1 Introduction
The study examined the effect of tendering practices on the quality of building works in Uganda, with specific focus on Arua District Local Government. This chapter is a presentation of the research findings, analyses and interpretation of the findings based on the study objectives.

4. 2 Response rate
Out of a sample of 89 respondents, a total of 74 respondents fully participated in the study, a response rate of 83.1% (74/89 x 100). This was considered adequate for the study because Amin (2005) also suggests that a response rate of 70% is adequate for a study.

4. 3 Presentation of the demographic characteristics of the respondents
Background data was collected in order to explain the context in which the study was conducted. The background characteristics of the respondents included; age, sex, level of education, length of stay in the organization, distribution according to departments and category of employment. The corresponding results are presented and analyzed to show the frequency counts and the respective percentages.

4. 3.1 Age distribution of the respondents
Table 5 showing age distribution of the respondents 
Table 5: Showing the age of the respondents
Age of respondents	Frequency (n)	Percent (%)	
20-30 years
31-40 years
41-50 years
Above 50 years
Total	19
22
26
7
74	25.7
29.7
35.1
9.5
100.0	
Source: Primary data 
The study found out that most respondents were in the age categories of 41-50 years 26(35.1%), 31-40 years 22(29.7%) and 20-30 years 19(25.7%), compared to those in the age categories of above 50 years 7(9.5%). The statistics suggest that staff of the above age groups engage in a number of tendering practices intended to improve the quality of building works within Arua District. The implication of the results is that most councilors, civil servants and contractors in Arua District are the middle aged and youthful, an energetic group of workers that is required to execute their assigned duties and realize quality of building works. 

4. 3.2 Sex of respondents

Figure 2: Showing the sex of respondents
The study found out that of the 74 respondents who participated in the study, 42(57.8%) were male respondents and formed the majority compared with 32 (41.9%) who were females. The findings suggest that the personnel who constitute the tendering committees that make procuring decisions to ensure that quality of building works is achieved are male and female. The implication is that there is a fair distribution of staff in respect to gender composition and therefore likely to positively impact on service delivery.
4. 3.3 Level of education of the respondents
Table 6: Showing the respondents education level
Education level of respondents	Frequency(n)	Percent (%)	
Certificate
Diploma
Bachelor’s  Degree
Master’s Degree
Total	12
19
33
10
74	16.2
25.7
44.6
13.5
100.0	
Source: Primary data
Table 6 above shows that majority 33(44.6%) of the respondents had bachelor’s degrees in comparison to 19(25.7%) with diplomas, 12(16.2%) holding certificates and 10(13.5%) with master’s degrees. Overall, the above scenario showed that most councilors, civil servants and contractors who participate in the tendering practices that ensure quality of building works within Arua District have requisite academic qualifications to make informed decisions.

4. 3.4 Length of stay in the organization
Table 7: Showing the length of stay in ADLG
Length of stay 	Frequency (n)	Percent (%)	
Below five years
6-10 years
11-15 years
Above 15 years
Total	16
28
17
13
74	21.6
37.8
23.0
17.6
100.0	
Source: Primary data
It can be observed from the table above that there were more 28(37.8%) respondents who had worked in the organization for 6-10 years, followed by 11-15 years17(23%), below five years 16(21.6%) and 13(17.6%) in the category above 15 years. The above suggests that overall, Arua district local government has experienced councilors, civil servants and contractors whose experience can be of help in ensuring better tendering practices that can improve the quality of building works within Arua District.

4. 4. Tender planning and quality of building works
Data on tender planning was collected using 19 questionnaire items and 04 semi-structured interview items; it was analysed using descriptive and inferential statistics. The results are presented as frequencies and percentages, mean and standard deviation, correlation and regression statistics. 

Table 8: Summary of responses on tender planning
Tender Planning
	Percentage Responses (%)	
Mean	
SD	
	SA
(5)	A
(4)	UD
(3)	D
(2)	SD
(1)			
Arua DLG prepares an annual  budget	74.3%
(55)	25.7%
(19)	0%
(0)	0%
(0)	0%
(0)	4.74	.440	
Arua DLG Prepares an annual tender plan	55.4%
(41)	43.2%
(32)	1.4%
(1)	0%
(0)	0%
(0)	4.54	.528	
Tender planning determines procurement requirements 	50.0%
(37)	39.2%
(29)	9.5%
(7)	1.4%
(1)	0%
(0)	4.36	.769	
Tender planning contains time lines for procurement items	41.9%
(31)	47.3%
(35)	9.5%
(7)	1.4%
(1)	0%
(0)	4.30	.697	
Tender plan is prepared and approved on time	32.4%
(34)	39.2%
(29)	8.1%
(6)	13.5%
(10)	6.8%
(5)	3.77	1.234	
Tender planning helps identify major investment expenditure	40.5%
(30)	45.9%
(34)	9.5%
(7)	4.1%
(3)	0%
(0)	4.23	.786	
Tender planning covers estimation of costs/budget of all items	43.2%
(32)	55.4%
(41)	1.4%
(1)	0%
(0)	0%
(0)	4.42	.524	
Procurement and Disposal unit participates in tender planning	47.3%
(35)	52.7%
(39)	0%
(0)	0%
(0)	0%
(0)	4.47	.503	
Tender plan for construction works is based on specifications	40.5%
(30)	36.5%
(27)	12.2%
(9)	5.4%
(4)	5.4%
(4)	4.01	1.116	
Arua DLG (PDE) forecasts its future needs	29.7%
(22)	47.3%
(35)	13.5%
(10)	6.8%
(5)	2.7%
(2)	3.95	.978	
User requirements are incorporated into the district tender plan	35.1%
(26)	45.9%
(34)	13.5%
(10)	5.4%
(4)	0%
(0)	4.11	.837	
All procurement personnel have training in tender planning	32.4%
(24)	41.9%
(31)	16.2%
(12)	8.1%
(6)	1.4%
(1)	3.96	.971	
All tender plans are implemented in adherence to PPDA Regulations	35.1%
(26)	32.4%
(24)	10.8%
(8)	12.2%
(9)	9.5%
(7)	3.72	1.319	
Arua DLG has a procurement manual in place 	44.6%
(33)	47.3%
(35)	8.1%
(6)	0%
(0)	0%
(0)	4.36	.632	
Tender plans are implemented based on the procurement manual.	40.5%
(30)	31.1%
(23)	12.2%
(9)	9.5%
(7)	6.8%
(5)	3.89	1.234	
Tender plans are regularly reviewed 	25.7%
(19)	37.8%
(28)	17.6%
(13)	13.5%
(10)	5.4%
(4)	3.65	1.164	
The tendered items are contained in the annual tender plan	29.7%
(22)	45.9%
(34)	16.2%
(12)	5.4%
(4)	2.7%
(2)	3.95	.964	
Arua DLG strictly follows planned tender periods	20.3%
(15)	29.7%
(22)	16.2%
(12)	24.3%
(18)	9.5%
(7)	3.27	1.296	
Technical staff only participate in determining tender requirements	17.6%
(13)	39.2%
(29)	16.2%
(12)	14.9%
(11)	12.2%
(9)	3.35
	1.276	
Source: Primary data
Key: SA=strongly agree, A= Agreed, UD=undecided, D=disagree and SD=strongly disagree.
For ease of interpretation and analysis, SA and A represent agreed scores; UD scores are not grouped while D and SD scores represent disagreed scores. Furthermore, mean >3.00= agreed and mean <3.00=disagreed. Lastly, stdev>1 = divergences and < 1 = commonalities.
An analysis of findings as presented in Table 10 revealed that all respondents agreed that Arua DLG prepared its annual budget. Similarly, mean of 4.54 and standard deviation of .528 agreed that Arua DLG had prepared the annual tender plans. The findings suggest that for Arua DLG to realize a smooth tendering process and quality of works the district needed to fulfill its mandate of preparing annual budgets and work plans with key activities and estimated costs. The implication of the above is that any tendering activities in Arua DLG are deliberate and upon thorough preparation. 

Further, majority 66(89.2%) of the respondents with a mean of 4.36, standard deviation of .769 agreed that tender planning determined procurement requirements; 7(9.5%) respondents were undecided and 1(1.4%) disagreed. The obtained statistics therefore suggested that determining requirements, time of acquisition and estimates or budget for products was a pre- requisite for any procurement activities undertaken in Arua DLG. 

More opinions obtained about tender planning revealed that66(82.9%) respondents agreed that tender planning contained timelines for procurement items compared with 7(9.5%) respondents who were undecided and 1(1.4%) respondents who disagreed. In addition, respondents were asked on whether tender plans were prepared and approved in time, most respondents 63(71.6%) agreed, though about 15(20.3%) respondents disagreed and 6(8.1%) respondents were undecided. This trend of results would suggest that all planned tenders/activities are within the budget and implemented in time. Secondly, it can be noted that Arua DLG staff prepared tender plans and approved them in accordance with a defined time leading to quality of building works much as delays were encountered. 

A proportion of respondents, 64(86.4%) of the respondents agreed that tender planning helped the district to identify investment expenditure as opposed to 10(13.6%) who were undecided and disagreed respectively. The above findings mean that through tender planning, Arua DLG was able to allocate resources to key priority areas which helped realize better quality of building works results. 

When asked about, that tender planning involved estimation of costs /budget of all items to be tendered, a majority 74(98.6%) respondents agreed compared with 1(1.4%) who was undecided. The result meant that product information and market prices had been elicited and therefore used for the better tender planning and realization of quality of building works. 

All results obtained, mean score of 4.47, std. dev. of .503 or 74(100%) revealed that the ADLG procurement and disposal unit participated in tender planning. The result meant that district PDU was exclusively engaged in undertaking decisions throughout the tender planning process which would translate in the successful implementation of the tender plans hence quality of building works.

Furthermore, respondents were asked whether tender plans for construction works were based on laid down specifications where majority 57(77%) were in agreement, 8(10.8%) disagreed and 9(12.2%) were undecided. The above findings suggested that, to realize quality of building works meant that the PDU Arua DLG had to stick to the predefined or laid down specifications as a guide for the contractors and tenderers.
When asked whether Arua DLG (PDE) forecast its future needs, most 47(77%) respondents were in agreement much as 10(13.5%) respondents were undecided and 7(9.5%) respondents disagreed. The above situation showed that during every financial year, Arua DLG (PDE) was able to predict and make projections (products and prices among others) in its procurement activities which meant that quality of building works could be realized whenever tenders were awarded to successful bidders. 

On whether requirements by user departments were incorporated in to the district tender plan, majority 60(81%) of the respondents were in agreement. Only 18(18.9%) of the respondents were either undecided or disagreed respectively. The result meant that user department as procurement initiators had documented and forwarded their requirements that were considered for incorporation in the final budget and therefore made submissions of their requirement before the district tender plan which is a consolidated plan was made. 

The study further found out that, 55(74.3%) respondents affirmed the view that some procurement personnel had trained in tender planning, although 7(9.5%) disagreed and 12(16.2%) were undecided. The results above suggests that procurement staff skills, competence, knowledge and abilities among others had been enhanced through training which meant that the tendering practices were embraced and resulted in quality of building works in the district. 

When the respondents were asked whether all tender plans were implemented in adherence to PPDA requirements, a mean score of 3.72 was obtained with 50(67.5%) respondents who agreed as opposed to 16(21.6%) who objected and 8(10.8%) who were unsure.  Based on the results obtained, it is noted that ADLG accounting officer, PDU committee members and procurement staff, among other stakeholders observed and followed the PPDA rules and guidelines and requirements in all tender plans which would better the quality of building works. On the other hand, some of the respondents felt that some regulations were violated or compromised. 

There was a majority 66(91.9%) agreement that Arua DLG had a procurement manual in place nonetheless 6(8.1%) respondents were undecided. Similarly, the study also established that tender plans were implemented in accordance with Arua District Procurement manual as revealed by the 53(71.6%) agreed score, 12(16.2%) disagreed and 9(12.2%) were undecided.  The findings revealed that Arua DLG officials use the procurement manual which is a procurement guiding document while conducting its procurement and disposal activities. It is further noted that, Arua DLG used its manual as a working document to avoid any legal consequences that would arise in the tendering processes. 

On whether tender plans were reviewed regularly by Arua DLG, most 47(62.5%) respondents were in agreement, 14(18.9%) disagreed and 13(17.6%) were undecided.  The results suggested that Arua DLG regularly assessed the performance of its tender plans and made amendments for better tendering process which ensured quality of building works and hence value for money. 

Additionally, respondents were asked whether Arua DLG had ensured that tender items were contained in the annual tender plans where majority 56(75.6%) respondents agreed, 12(16.2%) respondents were undecided and 6(8.1%) respondents were in disagreement. The findings meant that a number of tender items with their respective pricing formed the annual tender plans. It was further noted that a number of works that are tendered are in accordance to the annual plan and therefore the quality of building works finally executed. 

Furthermore, about whether Arua DLG strictly followed planned tender periods, most respondents reflected with a mean score of 3.27, 37(50%) agreed to the statement much as 25(33.8%)respondents disagreed and 12(16.2%)respondents were undecided.  It can be drawn from the above that to a greater extent Arua DLG strictly follows planned work plans that contained tender periods and key activities to execute in the realization of quality of building works but to some extent building works were not executed based on schedules. 

Lastly, on whether the technical staff only participated in determining tender requirements, most 42(56.8%) respondents were in agreement, 20(27%) disagreed and 12(16.2%) were undecided which meant that specific staff with technical knowledge were required in as far as quality of building work was concerned were brought on board to aid the in all the stages of the tendering process. 

Summary of qualitative responses on tender planning
In order to corroborate the quantitative results, the researcher conducted interviews with some key officials at the district. The qualitative results did not differ much from the opinions expressed through the questionnaire items. For instance, interview respondent D1 testified as follows: “Annual budgets of districts including Arua District are prepared and act as a control tool not only for procurement management but also for the overall management of the district”. The view from D1 serves to explain that the tendering practices in Arua DLG follow proper planning procedures, such as preparation of budgets.

Respondent D2 testified as follows: “The issue of tender planning in an organization is key to execution of procurements; that is without a plan, procurements initiation will be affected grossly”. The response from D2 emphasised that there was good knowledge and awareness about the importance of tender planning for effective execution of the intended activities. Moreover, the response also showed that tender planning determines the different procurement requirements and is therefore at the centre of any effective procurement.  

About preparation of tender plans, D2 responded as follows: 
“Tender plans are prepared and approved by the contracts committee by start of every Financial Year. Tender planning has been instrumental in helping Arua district to determine the capital expenditure that it needs or is likely to be engaged in. This has seen the better of works” 
The response clearly illustrates that there was timely preparation of tender plans, which can aid timely execution of an entire procurement engagement as well as forecasting the necessary requirements for a given tender. 

D2 further testified as follows: 
“ADLG operates a five year development plan which is reviewed annually. Largely ADLG complies with the PPDA Act and Regulations in undertaking its planned procurements. Adherence to laid down specifications has made the district avoid shoddy works in most of its buildings such as classroom blocks, maternity wards and staff houses.” 
The view shared by D2 demonstrates that Arua DLG pays attention to tender planning and this has helped to ensure that in majority of instances, the quality of building works is of a desirable standard.

From the researcher’s own analysis of the qualitative results, it was clear that Arua DLG takes tender planning as a priority and there are efforts to ensure that the tender planning exercise is done in accordance with the set guidelines. The qualitative results further verified the results of the descriptive statistics, confirming that the District pays adequate attention to planning. 

4. 4.1. Correlation results for tender planning and quality of building works
The Pearson’s correlation coefficient analysis was run to establish the direction and strength of the relationship between tender planning and quality of building works in ADLG. The findings are provided in Table 9.
Table 9: Showing correlation results for tender planning
	Quality of Building works	
Tender Planning	Pearson Correlation
Sig. (2-tailed)
N	.233*
.000
74	
*. Correlation is significant at the 0.01level (2-tailed).
Table 9 shows correlation results between tender planning and quality of building works. The Pearson’s correlation coefficient value of .233* (p<.001, 99%) revealed a significant positive relationship between tender planning and quality of building works which suggests that determining requirements, time of acquisition and estimating or budgeting for such products would improve the quality of building works in Arua District.

4. 4.2 Regression results for tender planning and quality of building works
Furthermore, in order to establish the variance of tender planning on quality of building works, a regression analysis was done and results that were obtained are presented as follows:

Table 10: Showing the regression results for tender planning
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate	
1	.233a	.054	.041	.364	
a. Predictors: (Constant), tender planning
Results in table 10 show regression results for tender planning and quality of building works with R at .233, R2 at .054; adjusted R2 at .041 and error of the estimate at .364. The findings revealed that tender planning explained a 4.1% variance in quality of building works (adjusted R Square) while other factors not considered for the study constituted 95.9%.

4. 4.3 Test of Hypothesis
On the basis of the findings of the study, the hypothesis that;  ‘There is a positive relationship between tender planning and quality of building works in Arua District’ was validated and upheld. 

4.5 Source Selection and Quality of building works
Questions were set about the effect of source selection on the quality of building works in Arua District. Source selection was constructed to include: 08 question items on specification of requirements, 05 on method of selection and 10 on contract award and placement and 03 semi-structured interview items. It was analysed using descriptive and inferential statistics. 

4. 5.1 Specification of requirements
The findings obtained from the questionnaire on specifications of requirements are summarized in Table 11.

Table 11: Showing a summary of responses on specification of requirements
Source Selection – Specification of requirements 	Percentage Responses (%)	
Mean	
SD	
	SA
(5)	A
(4)	UD
(3)	D
(2)	SD
(1)			
Specifications describe minimum requirements	39.2%
(29)	44.6%
(33)	10.8%
(8)	4.1%
(3)	1.4%
(1)	4.16	.876	
Specifications are according to nature of requirements	37.8%
(28)	47.3%
(35)	9.5%
(7)	5.4%
(4)	0%
(0)	4.18	.817	
Contractors adhere to all specifications	13.5%
(10)	27.0%
(20)	18.9%
(14)	27.0%
(20)	13.5%
(10)	3.00	1.282	
Specifications identify quality and operational characteristics 	33.8%
(25)	48.6%
(36)	9.5%
(7)	5.4%
(4)	2.7%
(2)	4.05	.949	
Specifications require the ability of the end user to accurately and concisely describe the product 	36.5%
(27)	43.2%
(32)	13.5%
(10)	4.1%
(3)	2.7%
(2)	4.07
	.956	
Specifications are clearly understandable 	25.7%
(19)	36.5%
(27)	12.2%
(9)	16.2%
(12)	9.5%
(7)	3.53	1.295	
Standard specifications are included in all bidding documents	43.2%
(32)	44.6%
(33)	8.1%
(6)	4.1%
(3)	0%
(0)	4.27	.782	
In complex procurements, specifications are agreed upon by the PDU and the user	31.1%
(23)	44.6%
(33)	24.3%
(18)	0%
(0)	0%
(0)	4.07	.746	
Sources:  Primary data
Key: SA=strongly agree, A= Agreed, UD=undecided, D=disagree and SD=strongly disagree.
SA and A= Agreed scores, UD =ungrouped scores, D and SD = disagreed scores; mean >3.00= agreed, <3.00=disagreed. Lastly, stdev>1 = divergences and < 1 = commonalities.
Results of the analysis in table 11 show that specifications described minimum requirements as revealed by majority 62(83.8%) of the respondents; 4(5.5%) of the respondents disagreed and 8(10.8%) were undecided. Similarly, as to whether specifications were in accordance with the nature of requirements, majority 61(85.1%) respondents were in agreement while 4(5.4%) objected and 7(9.5%) were undecided. The findings suggest that specifications were very important in describing to the contractors what was required in order to ensure good quality of building works.  Furthermore, it was noted that, Arua DLG ensured that firms fully understood what was expected of them based on specifications, where specification issued were done in accordance with the nature of requirements including not confusing the contractors. 
There was no clear position of the respondents on whether contractors adhered to all specifications as 30(40.5%) were in agreement and disagreement respectively, while 14(18.9%) were undecided. The above therefore suggests that as a means of conforming to the procuring laws and regulations, it can be noted that some of the contractors adhered to all specifications while others seemed not to be adhering to all specifications in Arua DLG. 
The mean (=4.05) and standard deviation (.949) revealed agreement to the statement that specifications identified quality and operational characteristics however, 6(8.1%) respondents disagreed and 7(9.5%) were undecided. Similarly, on whether specifications required the ability of the end user to accurately and concisely describe the product or service required, majority 57(79.7%) respondents agreed as opposed to 5(6.8%) respondent who disagreed and 10(13.5%) respondents who were undecided. The result suggests that all specifications that were made available by ADLG reflected value money hence conforming to required product/service standards which would ensure quality of building works within Arua District. Furthermore, it is noted that Arua DLG expects contractors to accurately and concisely describe the product or service required. 

In addition, findings obtained revealed that 46(62.2%) respondents agreed that specifications were clearly understandable compared with 19(25.7%) who disagreed and 9(12.2%) who were undecided. More still, 65(87.8%) respondents agreed that standard specifications were included in all bidding documents, while 3(4.1%) disagreed and 6(8.1%) were undecided. The findings meant that contractors who served Arua DLG on building works were fully aware of the acceptable specifications although fairly a good portion of respondents indicated that contractors seemed not to understand some of the specifications.

Lastly, when asked whether in complex procurements, specifications were agreed upon by the PDU and the users, majority 56(75.7%) respondents agreed, 18(24.3%) were undecided and none of the respondents disagreed. It can be observed from the above that Arua DLG vested powers in its PDU, successful contractors and end users to share, exchange and reach comprise before on certain specifications in complex procurements which translated in the quality of building works. 

4. 5.2 Methods of selection
The findings obtained from the questionnaire on methods of selection are summarized in Table 12.
Table 12: Showing a summary responses on methods of selection
Source Selection - Methods of Selection
	Percentage Responses	
Mean	
SD	
	SA
(5)	A
(4)	UD
(3)	D
(2)	SD
(1)			
Standard tender documents are used in all tender methods	33.8%
(25)	41.9%
(31)	16.2%
(12)	4.1%
(3)	4.1%
(3)	3.92	1.020	
The tendering methods are set according to thresholds set by the regulation and guidelines	36.5%
(27)	39.2%
(29)	20.3%
(15)	4.1%
(3)	0%
(0)	4.09	0.856	
Minimum bidding method is observed in all tenders	33.8%
(25)	41.9%
(31)	16.2%
(12)	2.7%
(2)	5.4%
(4)	3.96	1.053	
The tender processes are open and transparent	21.6%
(16)	23.0%
(17)	21.6%
(16)	17.6%
(13)	16.2%
(12)	3.16	1.385	
The public is involved in the tender process	29.7%
(22)	41.9%
(31)	8.1%
(6)	12.2%
(9)	8.1%
(6)	3.73	1.242	
Source: Primary data
Key: SA=strongly agree, A= Agreed, UD=undecided, D=disagree and SD=strongly disagree.
SA and A= Agreed scores, UD = ungrouped scores, D and SD= disagreed scores; Mean >3.00= agreed, <3.00=disagreed; stdev>1 = divergences and < 1 = commonalities.

Out of 74 respondents, majority 56(75.7%) with a mean of 3.92 agreed, 6(8.2%) disagreed and 12(16.2%) respondents were undecided to the statement that standard tender documents were used in all tender methods. On whether the tendering methods were set according to thresholds set by the regulations and the guidelines, majority (75.7%) of the respondents were in agreement, 20.3% were undecided and 4.1% disagreed. The above findings suggested that for a successful procurement process, a number of documentation had to be provided between procuring parties and therefore like any other LG, Arua DLG used standard tender documents to realize a smooth tendering process. 

Furthermore, it can be argued that Arua district operates a standard tendering process in line with the thresholds set to ensure that the quality of building works is met including compliance with SOW/BOQ, completion within budget and times as well as free of defects. 
Additionally, the mean (3.96) and standard deviation (1.053) scores were obtained thus a revelation that the minimum bidding method was observed in all tenders. The result meant that prevailing bidding methods were adhered to and observed by all procurement beneficiaries. 

Concerning whether the tender processes were open and transparent, 33(44.6%) respondents agreed, 25(33.8%) disagreed and 16(21.6%) were undecided. The above findings suggested that right procedures, rules and regulations were closely followed, which ensured transparency and openness in the tendering process, though pockets of inadequate transparency were common in the tendering process. Lastly, majority 53(71.6%) respondents agreed that the public was involved in the tender process as opposed to 15(20.3%) respondents disagreed and 6(8.1%) respondents were undecided. Based on the findings, it can be observed that open bidding was encouraged among interested bidders, and indication of openness in tender process which is necessary in order to ensure quality of building works is met.  

4. 5.3 Contract award and placement	
The findings on contract award and placement as were obtained from the questionnaire are summarized in Table 13
Table 13: Showing a summary of responses on contract award and placement
Source Selection- Contract award and placement	Percentage Responses (%)	
Mean	
SD	
	SA
(5)	A
(4)	UD
(3)	D
(2)	SD
(1)			
Contracts are awarded to the best evaluated responsive bidder	29.7%
(22)	29.7%
(22)	10.8%
(8)	16.2%
(12)	13.5%
(10)	3.46	1.416	
There is transparency in the  procurement process in awarding contracts	23.0%
(17)	29.7%
(22)	14.9%
(11)	24.3%
(18)	8.1%
(6)	3.35	1.297	
There is transparency in the evaluation process preceding award of contract	27.0%
(20)	28.4%
(21)	16.2%
(12)	17.6%
(13)	10.8%
(8)	3.43	1.346	
Award of contract is communicated to both successful and unsuccessful bidders	39.2%
(29)	32.4%
(24)	8.1%
(6)	10.8%
(8)	9.5%
(7)	3.81	1.321	
There is a formal reporting system for complaints or deficiencies	31.1%
(23)	39.2%
(29)	23.0%
(17)	5.4%
(4)	1.4%
(1)	3.93	.941	
Contracts describe the delivery terms and any penalties	41.9%
(13)	44.6%
(33)	12.2%
(9)	1.4%
(1)	-
	4.27	.727	
The contracts specify breach notification process and steps to cure the breach i.e. dispute resolution	35.1%
(26)	51.4%
(38)	10.8%
(8)	2.7%
(2)	-	4.19	.734	
Contracts are signed and completed on time	24.3%
(18)	24.3%
(18)	10.5%
(8)	28.4%
(21)	12.2%
(9)	3.20	1.44	
Contract implementation plan is clearly shown	33.8%
(25)	51.4%
(38)	12.2%
(9)	1.4%
(1)	1.4%
(1)	4.15	.788	
Contracts are awarded in compliance with regulations and guidelines	23.0%
(17)	35.1%
(26)	9.5%
(7)	18.9%
(14)	13.5%
(10)	3.35	1.379	
Source: Primary data
Key: SA=strongly agree, A= Agreed, UD=undecided, D=disagree and SD=strongly disagree.
For purposes of analysis and ease of interpretation of results, SA and A represent Agreed scores; UD scores are not grouped while D and SD scores represent disagreed scores. Furthermore, mean >3.00= agreed and mean <3.00=disagreed. Lastly, stdev>1 = divergences and < 1 = commonalities.
Analysis of data from the table 13 reveals that majority 44(59.4%) respondents agreed that contracts were awarded to the best evaluated responsive bidder. However, 22(29.7%) respondents disagreed and 8(10.8%) were undecided. Furthermore, 39(52.7%) respondents agreed there was transparency in the procurement process in awarding contracts, 24(32.4%) respondents disagreed and 11(14.9%) respondents were undecided. The findings revealed that successful as well as prequalified bidders were awarded contracts to execute work for the district which meant that best evaluated responsive bidders were considered for the execution of quality building works in Arua DLG, an indication of transparency. On the other hand, acts of suspicion were common which sometimes did not result in the best evaluated responsive bidders being awarded contracts.

The respondents were asked whether there was transparency in the evaluation process that preceded award of contracts. Results show that more (55.4%) respondents were in agreement, although 21(28.4%) respondents disagreed and 12(16.2%) were undecided. The result meant that procuring entailed series or sequence of processes that were followed. 

Majority of the respondents 53 (71.6%); mean = 3.81 agreed that awards of the contracts were communicated to both successful and unsuccessful bidders, compared with 15(20.3%) respondents who disagreed and 6(8.1%) who were undecided. It was noted that notices of the entire procuring process were printed and pinned on notice boards and information portal for the district indicating communication of award of contracts to both successful and unsuccessful bidders much as some respondents feel unsuccessful bidders are not communicated to as reflected by respondents who disagreed. 

When asked whether there was a formal reporting system for complaints or deficiencies, most 52(70.3%) of the respondents were in agreement though 17(23.0%) respondents were undecided and 5(6.8%) respondents disagreed. In addition, it was noted that Arua DLG used a feedback box to elicit any compliments, used formal letters and emails among others, to express their dissatisfaction on procuring complaints or deficiencies. 

The mean (4.27), stddev (.727) revealed that majority 4(86.5%) respondents agreed to the question that contracts described the delivery terms and any penalties as opposed to 9(12.2%)respondents were undecided and only 1(1.4%) respondent disagreed. Furthermore, most 64 (86.5%) respondents were in agreement that the contracts specified breach notification process and steps to cure the breach compared with 8(10.8%) respondents who were undecided and 2(2.7%) who disagreed. The quantified findings suggest that all procurement contracts have varying TORs and key clauses that bidders and procuring entity should stick hence realizing quality of building works. 

On whether contracts were signed and completed in time, 36(48.6%) of the respondents agreed but 30(40.5%) respondents disagreed, while 8(10.8%) respondents were undecided. The above suggests that all contract parties including contracts are required to endorse or append their signatures on each page as a sign of mutual agreement to execute an assigned task within a predefined time scope. This helped in the realizing of quality of building works in terms of compliance with SOW/BOQ, completion within budget and times as well as free of defects in Arua DLG.
Additionally, about whether contract implementation plan was clearly shown, majority 63(85.2%) of the respondents were in agreement; 2(2.8%) respondents disagreed and 9(12.2%) were undecided, which meant that Arua DLG had designed how key activities were distributed in accordance with defined time scopes. Secondly, it can be argued that the district always deployed a number of task forces to oversee progress of such contractors.

Lastly, respondents were also asked whether contracts were awarded in compliance with regulations and guidelines. Analysis of data revealed most respondents 43(58.1%) agreeing while 24(32.4%) disagreed and 7(9.5%) were undecided. The findings suggest that prevailing procurement guidelines and regulations were adhered to while undertaking any procuring decisions. The implication of the finding is that while to a great extent contracts were awarded in compliance with the regulations and guidelines in Arua DLG, there were instances where some procuring regulations and guidelines were violated, hence a discrepancy in realizing compliance with SOW/BOQ, failure to complete within budget and registering defects in some cases. 

Summary of qualitative responses on source selection
The researcher conducted interviews with some key informants, so as to triangulate the results. Views from the key informants are presented as follows:
D1 shared thus: 
“Arua DLG through its PDU has always ensured that good quality bids from the public were received of which conformed to the standard specifications, sometimes we have experienced entities providing specifications that were not clear yet they are awarded with contracts. These contracts have caused confusion and miss bidding, hence gaps in tendering practices”. 
The response from D1shows that despite some shortfalls in the source selection process, there are some checks and balances to ensure that the selection is done in accordance to the set criteria.
D2 shared as follows:
 “There is no proper evaluation which can be conducted without defined specifications for a product or required service. Besides, good evaluation is based on specifications of requirements. It is the responsibility of user departments to describe the product they want not contractor; it is true PDU and users jointly agree on specification of complex procurements to allow smooth implementation of such procurements. Many district contractors sometimes tend not to adhere to well-articulated specifications in the tender documents and have continued to complain when not awarded contracts. In procurement, standard bidding documents are instrumental in ensuring a transparent procurement process. These have been produced by PPDA to guide all entities in the procurement process”.
The view shared by D2 shows that the district endeavours to clearly spell out the specifications whenever they are sourcing for a contractor, especially following with the guidelines provided by PPDA. 

Responding to the issue of how source selection is done in Arua DLG, D2 further stressed as follows: 
“Various methods of procurement are applicable to planned procurement so long as estimated cost for such procurement falls within the threshold contained in the PPDA guideline. Contracts are transparently awarded to best evaluated bidders who meet the minimum requirements laid down in the solicitation document issued to all interested bidders; they usually follow the law and therefore award contracts to the best evaluated bidders”.
 The response further showed that there is adherence to the PPDA as it gives the legal framework for selection of contractors. However, it was also noted that the process of source selection was not without shortfalls, as D1 further emphasised: 
“Sometimes evaluators collude with contractors to defeat the normal process of evaluation though most of the times, best evaluated bid notices are communicated to all bidders whether successful or not, in accordance with PPDA regulations. He added; “At the district, autonomous committees are established to query the progress of contractors including building based on a plan”. 
This response shows that despite the shortcomings, there are mechanisms at the district to ensure that such anomalies are averted. 

Overall, the qualitative results were in harmony with the quantitative findings as presented in the earlier descriptive statistics. The qualitative data emphasized the effort put on source selection, further showing that without paying keen attention to ensure that the right source is selected, quality of building works may be compromised. The qualitative data also showed that while there may be some shortcomings related to source selection, there measures to safeguard and ensure that the process is largely compliant to the regulations. 

4. 5.4 Correlation results for source selection and quality of building works
The Pearson’s correlation coefficient analysis was run to establish the direction and strength of the relationship between source selection and quality of building works. The findings are provided in Table 14.
Table 14: Showing the correlation results for source selection
	Quality of Building works	
Source Selection	Pearson Correlation
Sig. (2-tailed)
N	.490**
.000
74	
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Primary data
Table 14 shows correlation results between source selection and quality of building works. The Pearson’s correlation coefficient value of .490** (p<.001, .000 at 99%) revealed a significant positive relationship between source selection and quality of building works which suggests that  considering specification of requirements, method of selection, contract award and placement of products and services would result in better quality of building works.

4. 5.5 Regression results for source selection and quality of building works
Furthermore, in order to establish the variance of source selection on quality of building works, a regression analysis was done and results that were obtained are presented as follows:
Table 15: Showing the regression results for source selection
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate	
1	.490a	.240	.230	.327	
a. Predictors: (Constant), source selection	
Source: Primary data
Results in table 15 show regression results for source selection and quality of building works with R at .490, R2 at .240, adjusted R2 at .230 and error of the estimated at .327. The findings revealed that source selection explained a 23% variance in quality of building works while other factors not considered for the study constituted 77%. Its implication would be that the better selection procedures by selecting contractors of high capacity would determine or better the quality of building works.

4. 5.6 Test of hypothesis
The study established a positive effect of source selection on the quality of building works. Therefore, the hypothesis that; ‘Source selection affects quality of building works in Arua District’ was upheld, while the null hypothesis was rejected.

4. 6 Contract administration and Quality of building works
Contract administration was constructed to include: performance supervision, payment procedures and monitor and evaluation of contractors and findings are summarized under the three key themes below. 

4. 6.1 Performance supervision
Findings on performance supervision as one of the indicators of contract administration as were obtained from the questionnaire are summarized in Table 16
Table 16: Showing a summary of responses on performance supervision
Contract Administration – Performance Supervision	Percentage Responses
(%)	
Mean	
SD	
	SA
(5)	A
(4)	UD
(3)	D
(2)	SD
(1)			
Performance of contracts is carried out to ensure quality of works 	39.2%
(29)	56.8%
(42)	4.1%
(3)	0%
(0)	0%
(0)	4.35	.560	
Contract performance supervision is essential part of contract administration	41.9%
(31)	41.9%
(31)	4.1%
(3)	9.5%
(7)	2.7%
(2)	4.11	1.041	
Contracts are supervised to ensure progress of the contract	27.0%
(20)	60.8%
(45)	4.1%
(3)	8.1%
(6)	0%
(0)	3.78	1.101	
There is contract supervision plan in place	24.3%
(18)	51.4%
(38)	24.3%
(18)	0%
(0)	0%
(0)	4.00	.702	
Contract managers are always appointed and they perform their duties	20.3%
(15)	32.4%
(24)	14.9%
(11)	24.3%
(18)	8.1%
(6)	3.32	1.273	
Contract supervisors/managers correctly and timely report any departures of contract terms and amendments	21.6%
(16)	24.3%
(18)	29.7%
(22)	18.9%
(14)	5.4%
(4)	3.38	1.179	
Contract managers maintain record and register on performance of contracts	27.0%
(20)	43.2%
(32)	16.2%
(12)	8.1%
(6)	5.4%
(4)	3.78	1.101	
Change orders, amendments, or claims for additional costs are analyzed and duly approved	27.0%
(20)	41.9%
(31)	23.0%
(17)	5.4%
(4)	2.7%
(2)	3.85	.975	
There is inspection of the labour and equipment of the contractor	20.3%
(15)	43.2%
(32)	20.3%
(15)	12.2%
(9)	4.1%
(3)	3.64	1.067	
Auditing of performance of contractors or sub-contractors takes place	24.3%
(18)	43.2%
(32)	20.3%
(15)	10.8%
(8)	1.4%
(1)	3.78	.983	
Key: SA=strongly agree, A= Agreed, UD=undecided, D=disagree and SD=strongly disagree.
For purposes of analysis and interpretation, SA and A represent Agreed scores; UD scores are not grouped while D and SD scores represent disagreed scores. Furthermore, mean >3.00= agreed and mean <3.00=disagreed. Lastly, stdev>1 = divergences and < 1 = commonalities.
From the Table 16, the observed mean response to whether performance of contracts was carried out to ensure quality of works was (4.35) and therefore majority 71(95.9%) of the respondents agreed, compared with 3(4.1%) who were undecided. More still, 82(83.8%) respondents agreed that contract performance supervision was an essential part of contract administration, 3(4.1%) respondents were undecided and (12.1%)respondents disagreed respectively which meant that Arua DLG took an extra mile to assess performance of contracts in terms of progress (work completion) to ensure quality of building works. Secondly, it is noted that for contract administration to be successfully executed, performance supervision needs to be done. 

On whether contracts were supervised to ensure progress of the contract, majority 65(87.8%) of the respondents agreed while 6(8.1%) disagreed and 3(4.1%) were undecided. When the respondents were asked whether there was contract supervision plan in place, majority 56(75.7%) respondents agreed and minority 18(24.3%) respondents were undecided.  These numeric findings revealed that ADLG has teams that play different roles in ensuring the completion of key project activities by way of supervision. It is further noted that a supervision schedule was in place for designated team members who were in charge of overseeing the successful supervision of activities within the district. 

The respondents were asked to indicate whether contract managers were always appointed and they performed their duties, with results revealing that 39(52.7%) were in agreement, 11(14.9%) were undecided and 24(32.4%) disagreed. The above suggest that contract managers were formally appointed on merit and assigned roles to perform however, other respondents deviated from the majority by revealing that much as most contract managers were appointed to perform their duties, some failed to accomplish such duties. Failure of the contract managers would translate into substandard work. 

There was a weak mean score of 3.38 in support of contract supervisors/ managers correctly and timely reported any departures of contract terms and amendments; this was supported with 34(45.9%) further showing that less than 50% of the respondents affirmed the statement. On the other hand, 22(29.7%) respondents were undecided as 18(24.3%) respondents disagreed.  In addition, 52(70.2%) respondents revealed that contract managers kept records and registers on the performance of contracts as opposed to 10(13.5%) who disagreed and 12(16.2%) who were undecided.  The above scenario depicted formal communication (reporting) as instrumental to realizing quality of building works and it was often done by designated team members to show position of work in terms departures of contract terms and amendments. Secondly, it is observed that record keeping was instrumental in revealing the progress of building work as evidence of work executed. 

When the respondents were asked whether change orders, amendments or claims for additional costs were analyzed and dully approved, majority51(68.9%) were in agreement, 17(23%) were undecided and 6(8.1%) disagreed.  The findings revealed that in cases of performance discrepancies on building works, contract managers/supervisors analyzed and dully approve any change orders, amendments or claims for additional costs in Arua DLG and therefore funds would be allocated.  Results further revealed that 47(63.5%) respondents were of the view that there was inspection of labour and equipment of the contractors, compared with 15(20.3%) who were unsure and 12(16.3%) respondents who disagreed. It was further established that a technical team (PDU committee members) was in place to ensure the physical site visit to establish whether adequate resources (labour and equipment) were available to support the execution of quality building works. 
Lastly, 50(67.5%) respondents were in agreement, though 15(20.3%) respondents were undecided and 9(12.2%) respondents objected the fact that auditing of the performance of the contractors took place. This meant that a number of performance controls were operational and in place, including spot checks, site visits and accountability among others, to ensure that contractors were on track to ensure value for money. 

4.6.2 Payment procedures
Payment producers was the second indicator for contract administration, measured using six questions whose responses are summarized in Table 17.
Table 17: Showing a summary of responses on payment procedure
Contract Administration – Payment Procedure	Percentage responses
(%)	
Mean	
SD	
	SA
(5)	A
(4)	UD
(3)	D
(2)	SD
(1)			
User departments correctly certify invoices for payment in line with awarded contracts	28.4%
(21)	28.4%
(21)	17.6%
(13)	17.6%
(13)	8.1%
(6)	3.51	1.295	
Payments to contractors is done promptly	12.2%
(9)	27.0%
(20)	18.9%
(14)	32.4%
(24)	9.5%
(7)	3.00	1.216	
All invoices (payments) to contractors are cleared in less than 30days	10.8%
(8)	25.7%
(19)	21.6%
(16)	29.7%
(22)	12.2%
(9)	2.93	1.220	
Interim certificates are prepared for completed sections of work done before payments are made	29.7%
(22)	48.6%
(36)	8.1%
(6)	9.5%
(7)	4.1%
(3)	3.91	1.062	
Inspection reports are prepared for every payment certificate to be honored 	35.1%
(26)	40.5%
(30)	12.2%
(9)	9.5%
(7)	2.7%
(2)	3.96	1.053	
Payments for work done are done through the bank	28.4%
(21)	36.5%
(27)	21.6%
(16)	10.8%
(8)	2.7%
(2)	3.77	1.067	
Source:  Primary data
Key: SA=strongly agree, A= Agreed, UD=undecided, D=disagree and SD=strongly disagree.
SA and A= Agreed scores, UD = ungrouped scores, D and SD= disagreed scores; mean >3.00= agreed, <3.00=disagreed; stdev>1 = divergences and < 1 = commonalities.
An analysis of data revealed that most 42(56.8%) respondents held the view that user departments correctly certify invoices for payment in line with awarded contracts.  However, 19(25.7%) respondents disagreed and 13(17.6%) were undecided. On whether payments to contractors were done promptly, 31(41.9%) respondents disagreed compared to 29(39.2%) respondents who affirmed the statement, while 14(18.9%) were undecided.   The result meant that LGFAR regulations were time and again adhered to; this was done to ensure the correct accounting practices and thus suggests that financial documentation including invoices needed to be correctly in line with awarded contracts before payment would be made.  In addition, issues of prolonged or sometimes delayed payments to the contractors were evident. 

In response to whether invoices/ payments to contractors were cleared in less than 30 days or more, a mean score of 2.93 was obtained; 31(41.9%) respondents were in disagreement, 16(21.6%) were undecided and 31(35.7%) agreed. It was further established that the quantitative results were a reflection of the financial struggles ADLG experiences, since funds still remain inadequate to cater for the timely clearing all the invoices/ payments to contractors. Such a trend of affairs negatively affects the quality of building works. 

Concerning whether interim certificates are prepared for completed sections of work done before payments were made, the following responses were obtained; majority 58(78.3%) respondents were in agreement, 10(13.5%) disagreed and 6(8.1%) were undecided. Similarly, majority 56(75.6%) of the respondents were of the view that inspection reports were prepared for every payment certificate to be honored compared with 9(12.2%) that both disagreed and were undecided, respectively.  The above findings revealed that it was after the completion of agreed works that an interim certificate was processed which suggests that to realize better quality of building works within the district, Arua DLG had no option other than pay the contractors as per their contract terms. Lastly, when asked whether payments for work done were made through the bank, most (64.9%) respondents were in agreement, though 16(21.6%) were unsure and 10(13.5%) disagreed.  The result suggests that ADLG finance department adhered to the prevailing rules and regulations. It was also established that payment were either by EFT or written cheques and funds released to the contracts through the bank. It further implies that civil servants, councilors and contractors were unaware of the mode of contract payments in Arua DLG. 
4.6.3 Monitoring and evaluation of contractors
The third and final indicator for contract administration was M&E of contractor which was measured using eight questions and summarized responses are provided in Table 18.
Table 18: Showing a summary of responses on M&E of contractors
Contract Administration – Monitoring and evaluation of contractors	Percentage Responses
(%)	
Mean	
SD	
	SA
(5)	A
(4)	UD
(3)	D
(2)	SD
(1)			
Arua DLG makes follow ups/monitors and evaluates performance of contractors	28.4%
(21)	48.6%
(36)	8.1%
(6)	13.5%
(10)	1.4%
(1)	3.89	1.015	
Contract monitoring and evaluation is essential part of contract administration	48.6%
(36)	37.8%
(28)	2.7%
(2)	10.8%
(8)	0%
(0)	4.24	.948	
Contracts are monitored to ensure progress of the contract	43.2%
(32)	43.2%
(32)	6.8%
(5)	4.1%
(3)	2.7%
(2)	4.20	.936	
Procedures exist in monitoring and evaluation of contractors	43.2%
(32)	45.9%
(34)	10.8%
(8)	0%
(0)	0%
(0)	4.32	.664	
Contractors evaluated to have breached contract terms and conditions are blacklisted	35.1%
(26)	52.7%
(39)	5.4%
(4)	6.8%
(5)	0%
(0)	4.16	.811	
Contracts are monitored in order to address defaults/defects	39.2%
(29)	56.8%
(42)	2.7%
(2)	1.4%
(1)	0%
(0)	4.34	.603	
Contractors evaluated to have performed quality works get rewarded with fresh works	39.2%
(29)	48.6%
(36)	8.1%
(6)	4.1%
(2)	0%
(0)	4.23	.768	
Uncompleted contracts within a financial year are rolled over to the coming year	36.5%
(27)	44.6%
(33)	5.4%
(4)	12.2%
(9)	1.4%
(1)	4.03	1.020	
Source:  Primary data
Key: SA=strongly agree, A= Agreed, UD=undecided, D=disagree and SD=strongly disagree.
For easy analysis and interpretation, SA and A represent Agreed scores; UD scores are not grouped while D and SD scores represent disagreed scores. Furthermore, mean >3.00= agreed and mean <3.00=disagreed. Lastly, stdev>1 = divergences and < 1 = commonalities.
On the question whether Arua DLG made follow-ups/monitored and evaluated performance of contractors, majority 57(77%) of the respondents agreed, 11(14.9%) disagreed and 6(8.1%) were not sure.  In addition, majority 64(86.4%) respondents supported with a mean score of 4.24 and stddev= .948 reveal that majority respondents agreed that contract monitoring and evaluation was an essential part of contract administration, 2(2.7%) were undecided and 8(10.8%) disagreed. The result suggests that monitoring and evaluation by district officials to determine the progress of works or performance are instrumental in realizing better building results. 
In addition, on whether contracts were monitored to ensure progresses of the awarded contracts, a mean score of 4.20 was registered. In addition, 64(86.4%) respondents affirmed the statement, \while 5(6.8%) were either undecided or disagreed. The result meant that the district technical team, besides other beneficiaries closely checked building works to ensure that contracts were operating as intended. 
Furthermore, majority 66(89.1%) of the respondents affirmed the view that procedures existed in monitoring and evaluation of contractors, while 8(10.8%) were undecided. Additionally, 65(87.8%) respondents agreed that contractors evaluated to have breached the terms and conditions of contract were recommended for blacklisting, though 4(5.4%) were undecided and 5(6.8%) disagreed. The findings could be linked to the fact that all parties work together to achieve the objectives of the contract by following the set procedures. More so, there were stern measures to deal with contractors who attempt to violate the terms and conditions in the contract by blacklisting their contracts. 
Overwhelming majority 71(96%) of the respondents was in agreement that contracts were monitored in order to address defaults/defects while 2(2.7%) were undecided and 1(1.4%) disagreed. Additionally, the study found out that contractors evaluated to have performed quality works got rewarded with fresh works as revealed by the 65(87.8%) agreed score, though 6(8.1%) and2(4.1%) respondents were undecided or disagreed, respectively. This meant that Arua DLG monitored contracts to ensure that quality works were executed as per contract so as to address the likely building work discrepancies that could result in public outcry. 
Lastly, when asked whether uncompleted contracts within a FY were rolled over to the coming year, most 60(81.1%) respondents agreed, although 10(13.5%) disagreed and 4(5.4%) were undecided. The result meant that any pending or incomplete work in any project for one reason or another was pushed to another financial year hence Arua DLG ensures that once a contract is started it must be completed.

Summary of qualitative responses on contract administration 
Views of the key informants were sought, in order to enrich the quantitative data. Responses are presented as follows:
D1 shared as follows: 
“Constant supervision is the life blood of effective contract performance since defects can be detected and a snag list can be generated to be addressed. The success of contracts depends on the appointment of competent contract managers. Arua DLG has competent team of supervisors who are committed in doing their work”.  
The response serves to show that Arua DLG attaches much attention to monitoring and evaluation of contracts, so as to ensure that quality work is delivered.

D2 also testified as follows: 
“Maintaining records and registers at site helps to track and follow up instructions issued to contractors. Good record keeping has helped the district in a number of occasions in answering audit queries regarding progress of building works. Besides, I have an effective audit team that ensures value for money for all our developmental projects”. 
From this response, it is quite evident that proper record keeping and conducting audit queries as some of the measures taken to ensure that the contractors deliver as expected.
D1 further emphasised as follows: “It is the responsibility of the district selected team to inspect, among other functions and establish whether labour and equipment of the contractors are in good health to support good quality and timely completion of work”. Such measures can help to ensure that the building works are of the required standard.

On the issue of timely payment of the contractors, D2 shared as follows: 
“Arua DLG ensures that all payments for any contract related activities are sanctioned and accounted for …Much as LPOs are used and certain clauses endorsed on the agreement, at times the district is forced to allocate funds to other priority areas rather than on development issues. This has made payments to some of our contractors delay for that matter…”
 From this response, it can be deduced that while there is effective monitoring in place, in some instances the payment to the contractors may delay, due to some other pressing priorities in the district. The implication of such delays is that they may affect the timeliness and quality of works in one way or another.

Commenting on contract management in Arua DLG, D2 testified as follows: 
“Contract management (M&E) within the district is done to ensure that all parties to the contract fully meet their respective obligations as efficiently and effectively as possible as required from the contract and providing value for public funds. Arua DLG attaches value to monitoring and evaluation of contracts performance and therefore dispatches a team of technical and PDU staff to check on the extent of the works. Arua DLG, specifically its engineering, planning and finance department headed by the accounting officer have made sure that contract works are done by contractors who do perform quality building works hence value for public funds and accountability”.  
The response shows that as a way of strengthening the M&E function, Arua DLG keenly engages the technical people in construction and the finance handlers, in order to ensure that before making any payments, the contracted work meets the specifications in the contract and offers value for money.

On the whole, the qualitative responses showed that Arua DLG prioritises matters of contract administration and ensures that technical people are left to manage their technical work, though with adequate monitoring prior to verification of payments. This ensures compliance to guidelines and contributes to quality of building works.

4. 6.4. Correlation results for contract administration and quality of building works
The Pearson’s correlation coefficient analysis was run to establish the direction and strength of the relationship between contract administration and quality of building works. The findings are provided in Table 19 
Table 19: Showing correlation results for contract administration
	Quality of Building works	
Contract administration	Pearson Correlation
Sig. (2-tailed)
N	.570**
.000
74	
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Primary data
Table 19 shows correlation results between contract administration and quality of building works. The Pearson’s correlation coefficient value of .570** (p<.001, .000 at 99%) revealed that a significant positive relationship between contract administration and quality of building works which suggests that conducting performance supervision, ensuring payment procedure, monitoring and evaluation of contracts would result in better quality of building works.
4.6.5 Regression results for contract administration and quality of building works
Furthermore, in order to establish the variance that contract administration had on quality of building works, a regression analysis was done and results are presented as follows:

Table 20: Showing regression results for contract administration
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate	
1	.570a	.325	.316	.308	
a. Predictors: (Constant), contract administration	
Source: Primary data
From the table 20 shows regression results for source selection and quality of building works with R at .570, R2 at .325, adjusted R2 at .316 and error of the estimated at .308. The findings revealed that contract administration explained a 31.6% variance in quality of building works while other factors not considered for the study constituted 68.4%. The implication of the result is that good contract administration and management would contribute towards better quality of building works. 
4.6.6 Test of hypothesis
The study established a positive effect of contract administration on the quality of building works and therefore, the hypothesis that ‘Contract administration influences quality of building works in Arua District’ was upheld.

4. 7 Multivariate regression results (tendering practices and quality of building works)
The multivariate regression was considered so as to ascertain the variance of tendering practices on the quality of building works in Arua DLG. The results obtained are presented in the Table 21.

Table 21: The multivariate regression results for tendering practices
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
	
1	.628a	.394	.368	.296	
a. predictors: (constant), tender planning, source selection, contract administration 
Table 21 presents the multivariate regression results for tendering practices and quality of building works in Arua DLG. The combined R score of the variables as .628, R2 as .394, adjusted R2 as .368 and standard estimate of error as .296. The adjusted R2 score of .368 revealed a 36.8% variance that a combination of tendering practices (planning, source selection, and contract administration) had on the quality of building works while the rest of the 63.2% could be linked to other factors not considered for this study. 

4. 8. Quality of Building Works
Quality of Building Works was conceptualised as: Compliance with SOW/BOQ, completion within budget and time and buildings which are free of defects. Emerging results are presented in table 21, showing the minimum and maximum responses against each statement, the mean and standard deviation. It should be noted that mean responses of 4 and above showed majority agreement, 3 showed majority respondents being uncertain, 2 and below showed that most of the respondents disagreed to the given statement.

Table 22: Showing Descriptive Statistics on Quality of Building works
	Min.	Max.	Mean	Std. Dev.	
Arua District Verifies that work conforms to specifications and scope of works	1	5	4.16	.811	
Procured works are of good quality match the scope of works and bill of quantities	1	5	3.07	1.398	
Arua DLG recognises the importance of quality buildings 	2	5	4.23	.693	
Arua DLG builds according to the consumer requirements	1	5	3.69	1.122	
The clients/community are happy with quality of buildings  	1	5	3.16	1.324	
Construction materials are of good quality	1	5	3.24	1.259	
Quality is determined by the cost of item	1	5	3.07	1.427	
Projects are completed in time 	1	5	2.86	1.358	
Funds are available to purchase the required materials 	1	5	2.91	1.357	
Projects are completed on budget	1	5	3.20	1.365	
Auditing performance of the contractors or sub-contractors takes place	1	5	3.36	1.309	

Results in table 22 show that majority of the respondents (mean =4.16, std. dev. =.811) affirmed the view that Arua District verifies that work conforms to specifications and scope of works. Relatedly, majority (mean =4.23, std. dev. =.693) consented to the view that Arua DLG recognises the importance of quality buildings. These responses imply that the district administration is not only aware of the implications of having building works conform to standards, but also go an extra mile to verify the building works, against the specifications in the contract. 

As to whether the procured works are of good quality match the scope of works and bill of quantities, majority respondents as indicated through the mean response of 3.07 and std. dev. Of 1.398 indicated uncertainty, which could be a pointer to some gaps between the BOQs and scope of work. Similarly, mean scores of 2.91 and 2.86 showed that a significant number of respondents held the view that funds were not always available to purchase the required materials and that projects are sometimes not completed on time, respectively. Such views show that in several instances, while all other checks and balances may be done, limited funding and failure to complete projects on time may compromise the quality of building works.  

CHAPTER FIVE
SUMMARY, DISCUSSION, CONCLUSION AND RECOMMENDATIONS

5. 1 Introduction
The study examined the relationship between tendering practices and the quality of building works in Arua District Local Government. This chapter entails the summary of major findings, discussion of the findings, conclusions drawn and recommendations made, based on the objectives. The chapter further adds the areas for further research.

5. 2 Summary of major findings
This section presents a summary of the key study findings, in line with the specific objectives of the study.

5. 2.1 Tender planning and quality of building works
The study found out that a mild but statistically significant positive relationship (.233*, p<.001) existed between tender planning and quality of building works. In addition, tender planning had a 4.1% variance on the quality of building works, an indication that procurement planning has a bearing on quality of building works. It was further highlighted through the qualitative results that tender planning was considered as key to execution of procurement since it helps to determine the capital expenditure that might be required.  

5. 2.2 Source selection and quality of building works
The study results showed  that source selection  had a significant positive relationship (490**, p<.001, .000) with the quality of building works; this suggested that adhering to specific contractor selection requirements and methods, contract award and placement of products and services, there would be an improvement in the quality of building works in ADLG. Additionally, results of the regression analysis showed that source selection explained a 23% variance in quality of building works. It was thus noted that a good evaluation should be based on the specifications of requirements so as to yield quality bids; this would result into quality improvement in terms of building works. 

5. 2.3 Contract administration and quality of building works
Results of the Pearson correlation analysis indicated that Contract administration and quality of building works were positively related, as reflected by .570** (p<.001, .000). The findings also suggested that contract administration explained a 31.6% variance in quality of building works. Notably, aspects like contract supervision, audit verifications, among other contract administrative mechanisms can help to detect defects, support good quality and timely completion of work; this can help to ensure quality building works. 

5. 3 Discussion
In this sub-section, a discussion of the study results is given, presented objective by objective. The chapter also draws from the earlier literature to draw comparisons and contrast.
5. 3.1 Tender planning and quality of building Works
The first study objective was to find out the effect of tender planning on the quality of building works in Arua district.  The study found out that there was a significant positive relationship between tender planning and quality of building works. It was also revealed through the findings that Arua DLG prepared Annual Budgets, since all the respondents (100%) supported the statement.  This means that Arua DLG fulfills its mandate of preparing Annual Budgets and Work Plans as deemed by government policy. The above is in line with the PPDA Act 2003 as amended which considers tender/procurement planning as a rational process of identifying entity’s needs, quantifying and providing estimated costs to the identified needs based on approved budget. Notably still, majority of the respondents affirmed the view that Arua DLG prepared Annual tender plans, indicating deliberate efforts in tendering practices, through ensuring thorough planning and preparation prior to award of contracts. The results therefore suggest that tender planning is a pre- requisite for any procurement activities undertaken in Arua DLG. 

The study findings are in line with Basheka (2008) who underscores the importance of procurement/tender planning as a primary function that sets the stage for subsequent procurement activities, ‘fueling’ and ‘igniting’ the engine of the tender process.  It should be noted that a mistake in procurement planning has wide implications for local governance, measured from the indicator of quality works.  

The study further established that ADLG adhered to time lines for procurement during tender planning. It is worth noting that it is in the tender plan that the schedule for the procurement of items is stipulated. This finding was in line with the Local Governments (PPDA) Regulation 62 of 2006, which stipulates that through Procurement (tender) planning the procurement needs of an entity and the timing of their acquisition as well as their funding are all determined, such that the entity’s operations are met as required in an efficient way. The guidelines also add that tender planning answers the question: How will timely tenders or failure affect the user of the item(s) and the PDE? 

Results further showed that there was timely preparation and approval of tender plans. This concurs with Thai (2004) who contends that to remain competitive, companies are constantly faced with challenges to reduce time-to-market, improve product quality and slash production costs and lead times; this requires proper timing of the different activities.  Relatedly, majority of the respondents held the view that tender planning helped to identify investment expenditure. The finding meant that through tender planning, Arua DLG is able to allocate its financial resources better. The finding reflects the view held by Evenett and Hoekman (2005) that procurement planning enables the identification of major investment expenditures which in turn facilitates budgetary decision-making.  

Findings of this study showed that tender planning in ADLG involved estimation of costs/budget of all items to be tendered. In line with the study findings, Evenett and Hoekman (2005) opine that if there was no budget or cost expectation for a product or service, then it is impossible to determine whether any tender/procurement activity has exceeded, equaled or fallen short of that expectation.

Results also showed that it is the mandate of the procurement and disposal unit to ensure that there is a successful planning process to ensure a successful implementation of the tender plans. This is in conformity with the view that if a budget or expectation has been set, then the procurement professional or team tasked with the management of the expectation needs to understand it and understand the method by which it will be measured (Evenett and Hoekman, 2005).

Findings pointed at some shortfalls in following tender periods, an indication that there were several instances where Arua DLG did not strictly follow planned tender periods. The above findings is in contrast with Pheng (2007) who advocates that project time management entails adequate planning to predict when a project will end.  The scholar further contends that project cost management involves the process of calculating the costs of the identified resources needed to complete the project taking into account the possible fluctuations, conditions and other causes of variances that could affect the total cost of the estimate.

5. 3.2 Source selection and quality of building works
The second objective of the study was to examine how source selection affected the quality of building works in Arua district. Findings showed that in most of the cases, specifications were clearly understandable, standard specifications were included in all bidding documents and standard tender documents were used in all tender methods.  Besides, specifications described minimum requirements with the majority of the respondents observing that specifications are very important in describing to the contractors what is required in order to ensure good quality of building works. This finding is consistent with a study conducted by Oluka and Basheka (2012), who assert that when a procurement contract is well defined and planned; the principal (district) and agent (tenderer) find it easy to meet needs of each other in an efficient way thereby resulting into timely execution of services.

Moreover, results showed that the minimum bidding method was observed in all tenders, the tender processes were not all that transparent and to a great extent, the public was involved in the tender process.  Further, though more respondents were in agreement, the following views were highly contested; contracts were awarded to the best evaluated responsive bidder, there was transparency in the procurement process in awarding contracts and there was transparency in the evaluation process preceding awards of contracts.  More so, award of contracts was communicated to both successful and unsuccessful bidders though not all contracts were signed and completed on time. Besides, not all contracts were awarded in compliance with regulations and guidelines. 
It was also found out that the specifications were in accordance to the nature of requirements. This finding is in tandem with the PPDA Act 2003 where it is noted that a substantially compliant and responsive bid is one that conforms to all the instructions, requirements, terms and conditions of the bid documents without material deviation or omission.

Still it was found out that there was no clear position of the respondents on whether contractors adhered to all specifications suggesting that as some contractors adhered to all specifications, others did not adhere to all specifications in Arua DLG. This finding is in agreement with the study conducted by Siyanbola et al. (2013) which showed that contractors did not always make use of the information contained in the maintenance manual of the building if it existed at all. 

More so, the study also established that specifications identified the quality and operational characteristics as revealed, implying that Arua DLG makes specifications so as to identify quality and operational characteristics to the contractors. This finding is consistent with Hendrink, (2007) who argued that performance criteria are directed to compliance to specifications at the lowest possible price, which means that much attention should be given to the price and quality of the product and logistic processes.

Results further showed that most contractors of Arua DLG understood the specifications although a fairly significant number were of the view that felt some of the contractors did not understand some of the specifications. This finding is in agreement with finding by Laffont and Tirole (1993) who argue that the central problem in procurement is not that suppliers know so much more than procurers at the onset of a project, but that instead both procurers and suppliers share uncertainty about many important design changes that occur after the contract is signed and production begins.

It was found out that standard tender documents were used in all tender methods, suggesting that Arua DLG uses standard tender documents to ensure smooth tendering process. This finding is consistent with a study conducted by Bennett and Grice, (1990) where it was found out that the efficient procurement of a building project through the choice of the most appropriate procurement selection strategy is a major determinant of project success, a failure to select an appropriate procurement approach is widely cited as being the primary cause of project dissatisfaction. 

Results further showed that minimum bidding method were observed in all tenders, implying that Arua DLG ensures that the bidding method used can attract many bidders to choose from. This finding is in tandem with Gordon (1994) who suggested that observing and selecting an appropriate procurement method could reduce construction project costs by an average of 5%. Relatedly, Naoum, (1994); Luu et al., (2005) also suggested that observing an appropriate procurement system may enhance the probability of project success.

The findings are further in harmony with those of Bajari and Tadelis (2001) who asserted that Open competitive mechanisms are known for their transparency, making it easier to prevent corruption both in the public and private sectors where procurement managers may have incentives to rig the system in return for bribes and other benefits.

It was established through the findings that the public was involved in the tender process and that Arua DLG ensures the tender process is open to the public since they (public) is a main stakeholder in the tender process. This was in line with a study by Bajari and Tadelis (2001) who acknowledged that competitive tendering is an effective procurement mechanism which can stimulate and promote competition. The two therefore argue that advertisement of works through open competitive tendering attracts potential suppliers from many venues with varying competences.

Notably still, results showed that though there were efforts to ensure that contracts in Arua DLG were awarded to the best evaluated responsive bidder, there was suspicion from some respondents that sometimes the contracts were not necessarily awarded to the best evaluated responsive bidders. This finding agrees with that of Lysons and Farrington (2006) who suggested that the procurer needs to decide how to award the procurement contract between the potential providers and that the award mechanism should result in the selection of a qualified and desirable provider and in the implementation of a cost-effective final product.
It was noted that overall, Arua DLG communicates award of contracts to both successful and unsuccessful bidders, though some respondents held the view that unsuccessful bidders were not always communicated to. In line with the finding, Yanping, (2005) observed that it is more important to identify and inform all the considered contractors and unconsidered contractors of the contract award process so as to ensure  performance success and  completion of projects. Still another study by Oppong (2013) asserted that all bidders need be informed either through at least two public announcements in the official newspapers, or through private invitation in the case of limited bidding. 

Lastly, results of this study showed that contracts in Arua DLG were signed and completed in time. This finding is in line with that of RICS, (2000) where it was observed that timely completion of contracts may have a positive impact on the outcomes of the works and result in: lowering construction cost, increased quality of delivered works, shortening of the work realization time, higher number of qualified and competent workers, increased safety and lower number of accidents.

5. 3.3 Contract administration and quality of building works
The third study objective was to examine the effect of contract administration on the quality of building works in Arua district.  It emerged from the results that assessment of performance of contracts was carried out to ensure quality of works. This finding is consistent with study conducted by World Bank, (2004) in Gaza Strip where it was found out that the performance of construction projects had fallen below expectations majorly because of weaknesses in performance assessment and failure to establish a coherent institutional and policy framework for performance assessment.

It was also found out that contracts were supervised to ensure progress of the contract. This finding was supported by Chan and Kumaraswamy (1997) who identified poor site management and supervision, low speed of decision making involving project teams and inadequate contractor experience as major factors that affected overall quality of works.
Relatedly, the study found out that there were contract supervision plans in place so as to ensure successful supervision. This finding was in tandem with that of Samson and Lema (2002) who observed that Key Performance Indicators are very important in order to deliver value to stakeholders because they allow for tracing which processes and capabilities must be competitive and distinctive, and which merely need to be improved or maintained.

The study further found out that contract managers were always appointed and they performed their duties, though there were some dissenting views, indicating that some contract managers failed to perform their duties to the required expectations. This finding is in agreement with another study conducted by Kim et al (2008) who stated that construction projects performance is affected by more complex and internal risks such as management failure.

Notably still, there was accurate and timely reporting of any departures from contract terms and amendments by the contract supervisors/ managers. This finding is in tandem with Thomas (2002) who noted that documenting and archiving performance data could be useful for future reference, such as for settling disputes on claims, and in maintenance and repair works.

Further, the study found out that most user departments correctly certified invoices for payment in line with awarded contracts, though there were still some that did not adhere to that. Moreover, results showed that in most cases, there were delays in paying the contractors in Arua DLG. This view was supported by a study by Mansfield, Ugwu and Doran (1994) who argue that the problem of untimely financing and delayed payment for completed works, poor contract administration, change in site conditions and shortages in materials were the most important causes of delays and cost over runs in public works in Nigeria, hence affecting quality and ultimate service delivery.

It was noted from the results that most respondents indicated that invoices/ payments to contractors were not cleared in less than 30 days as was shared by majority (41.9%) of the respondents.  The finding depicts that there are delays in clearing all the invoices/ payments to contractors in Arua DLG. In relation, it was revealed that interim certificates were prepared for completed sections of work done before payments were made. In the same breath, Alinaitwe (2007) attributed delay of projects to delays in interim payments to a contractor by the employer, adding that delayed payments to contractors often demoralize the contractor, hence reduction in speed of site activities.

The study found out that Arua DLG made follow-ups/monitored and evaluated performance of contractors.  In relation, results also showed that Arua DLG considered monitoring and evaluation to be an essential element of contract administration if quality building works are to be realised. The findings are consistent with Iyer and Jha (2005) who concluded that the project performance is influenced by; project manager's coordinating and leadership skill; monitoring and feedback by the participants; and decision making. In addition, Samson and Lema (2002) also observed that effective and efficient management of contractors' organizational performance requires commitment to effective performance measurement in order to evaluate, control, and improve performance. 

5. 4 Conclusions
This section gives the conclusions that were derived from the study findings and the resultant discussion of findings. The conclusions are given in line with the study objectives.
5. 4.1 Tender planning and quality of building works
The researcher concluded that without the tendering process, procurement requirements cannot be determined for an entity.  Secondly, Arua DLG can register success in building works only if it pays more attention to preparation of annual tender plans, prepared and approved procurement plans in time, by laying down specifications and adhering to PPDA regulations.
5. 4.2 Source selection and quality of building works
From the study findings, it is concluded that good source selection is a pre-requisite for good quality of building works. As such, all necessary bidding documents and proper methods of selection that ensure transparency, minimum bidding and public involvement would translate in quality of building works. Relatedly, it was learnt that good contract awards and placement are done through awarding contracts to the best evaluated and responsive bidder and formal reporting systems.

5. 4.3 Contract administration and quality of building works
Basing on the findings, the researcher concluded that efficient contract administration ensures good quality of building works. Therefore, performance supervision of the contractors by contract managers using contract supervision plans, practicing good payment procedures for instance proper certification of invoices, prompt payment of contractors, preparing interim certificates before payments, M&E of contracts would improve the quality of building works.

5. 5 Recommendations
In the following subsections, recommendations drawn from the findings, discussion and conclusion are given in line with the study objectives. 

5. 5.1 Tender planning and quality of building work
On the basis of the findings obtained, the following are recommended for the improvement of quality of construction works in Arua District Local Government. The researcher recommends the need for district authorities through its PDU, finance and planning units to ensure that all tender plans are implemented in adherence to PPDA regulations since some of the respondents observed that PPDA requirements were sometimes flouted. Secondly, Arua District authority and its PDU, Planning and Finance department need to ensure that the procurement guidelines and regulations are strictly followed and planned tender periods monitored so as to ensure that quality work is done. As such, in order to ensure compliance, political leaders who are charged with the oversight role should take keen interest in procurement planning for Arua DLG; this will ensure more accountability from the technical staff.

5. 5.2 Source selection and quality of building works
The study recommends that ADLG Council should work with its PDU to sensitize contractors on the importance of adhering to all specifications if quality work is to be done. In so doing, Arua DLG should organise training sessions with the contractors, facilitated by members from PPDA. In addition, further sensitization is needed so that the contractors clearly understand the contract specifications; this is likely to close any source selection discrepancies where they might arise.

Furthermore, Arua DLG authority must ensure that the tendering process is made more open specifically to the public and totally transparent, if quality work is to be registered. Lastly, to ensure good time management as an important aspect of procurement process, Arua DLG and its PDU should consider having all contracts endorsed or signed and completed in time by setting and adhering to the set timelines and putting in place punitive measures for non adherence.  There is need for Arua district authority to ensure that contracts are awarded in compliance with PPDA regulations and guidelines.

5. 5.3 Contract administration and quality of building works
The researcher recommends that ADLG leadership should put in place mechanisms to make sure that its engineering department works closely with contract managers to realise timely reporting of any departures from contract terms and amendments. This will address the issue of any attempted delays.

Arua DLG authority should liaise with the district Finance department so as to ensure that payment to contractors is done promptly such that they can concentrate and do quality work.  In addition, the user departments should endeavour to correctly certify invoices for the payment in line with the awarded contracts to avoid confusing the contractors.

5. 6 Areas for further research
The following are areas identified for further studies;
1.	There is need to carry out further research on the role of contracts committees in the procurement management process.
2.	Further research can also be done on the challenges of procurement management in Arua District.

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Appendix I: Questionnaire

SECTION A: DEMOGRAPHICS

Dear Respondent, my name is Anguyo Richard.
I am a student of Uganda Management Institute, conducting a study on tendering practices and quality of building works in Arua District Local Government. This study is being carried out in partial fulfillment of requirements for the award of Master’s Degree in Management Studies (Procurement and Supply Chain Management). You are kindly requested to spare a few minutes to answer the questions in this questionnaire. Your responses will be purely for academic purposes and will be treated with utmost confidentiality.
Writing your name on this questionnaire is absolutely optional.
Please answer the questions by ticking or circling the alternative that is the most correct in your opinion. I am greatly privileged to have you as one of my respondents during this study. 
Thank you. 

Background Information
Tick or Circle appropriately
1.	Age: (a) 20-30 □  (b) 31-40  □	(c) 41-50 □	(d) above 50  □

2.	Sex: (a) Male  □  (b) Female  □

3.	Highest level of education:
(a)	Certificate  □	(b) Ordinary Diploma  □	(c) Bachelors Degree  □ 
(d) Masters Degree □ (e) PhD □
4.	How long have you been in the Organization?
(a)	Below five years		□
(b)	6-10 years			□
(c)	11-15 years		□
(d)	Above 15 years		□

5.	Category of Employment
a)	District employee (Political)			□
b)	District employee (Civil)				□
c)	Contractor						□
SECTION B: INDEPENDENT VARIABLE – TENDERING PRACTICES
In this section you are kindly requested to fill the questionnaire using the scale below to indicate the best option that reflects your opinion on each statement. 
Scale: 5 = Strongly Agree (SA); 	4 = Agree (A); 3= Undecided (UD); 2= Disagree (DA); 1= Strongly Disagree (SD).

Tender Planning
	
(5)	
(4)	
(3)	
(2)	
(1)	
Arua DLG prepares an annual  budget						
Arua DLG Prepares an annual tender plan						
Tender planning determines procurement requirements 						
Tender planning contains time lines for procurement items						
Tender plan is prepared and approved on time						
Tender planning helps identify major investment expenditure						
Tender planning involves estimation of costs/budget of all items to be tendered						
Procurement and Disposal unit participates in tender planning						
Tender plan for construction works is based on laid down specifications						
Arua DLG (PDE) forecasts its future needs						
Requirements by user departments are incorporated into the district tender plan						
All procurement personnel have training in tender planning						
All tender plans are implemented in adherence to PPDA Regulations						
Arua DLG has a procurement manual in place 						
Tender plans are implemented in accordance with the Arua DLG procurement manual.						
Tender plans are reviewed regularly by ADLG						
Arua DLG always ensures that tendered items are contained in the Annual tender plan						
Arua DLG strictly follows planned tender periods						
Technical staff only participate in determining tender requirements						
Source Selection – Specification of requirements						
Specifications describe minimum requirements						
Specifications are according to nature of requirements						
Contractors adhere to all specifications						
Specifications identify quality and operational characteristics 						
Specifications require the ability of the end user to accurately and concisely describe the product or service required						
Specifications are clearly understandable 						
Standard specifications are included in all bidding documents						
In complex procurements, specifications are agreed upon by the PDU and the user						
						
The tendering methods are set according to thresholds set by the regulation and guidelines						
Minimum bidding method is observed in all tenders						
The tender processes are open and transparent						
The public is involved in the tender process						

Source Selection- Contract award and placement
	 (5)	
(4)	 (3)	 (2)	 (1)	
Contracts are awarded to the best evaluated responsive bidder						
There is transparency in the  procurement process in awarding contracts						
There is transparency in the evaluation process preceding award of contract						
Award of contract is communicated to both successful and unsuccessful bidders						
There is a formal reporting system for complaints or deficiencies						
Contracts describe the delivery terms and any penalties						
The contracts specify breach notification process and steps to cure the breach i.e. dispute resolution						
Contracts are signed and completed on time						
Contract implementation plan is clearly shown						
Contracts are awarded in compliance with regulations and guidelines						

Contract Administration – Performance Supervision	 (5)	 (4)	 (3)	 (2)	 (1)	
Performance of contracts is carried out to ensure quality of works 						
Contract performance supervision is essential part of contract administration						
Contracts are supervised to ensure progress of the contract						
There is contract supervision plan in place						
Contract managers are always appointed and they perform their duties						
Contract supervisors/managers correctly and timely report any departures of contract terms and amendments						
Contract managers maintain record and register on performance of contracts						
Change orders, amendments, or claims for additional costs are analyzed and duly approved						
There is inspection of the labour and equipment of the contractor						
Auditing of performance of contractors takes place						
Contract Administration – Payment Procedure						
User departments correctly certify invoices for payment in line with awarded contracts						
Payments to contractors is done promptly						
All invoices (payments) to contractors are cleared in less than 30days						
Interim certificates are prepared for completed sections of work done before payments are made						
Inspection reports are prepared for every payment certificate to be honored 						
Payments for work done are done through the bank						
Contract Administration – Monitoring and evaluation of contractors						
Arua DLG makes follow ups/monitors and evaluates performance of contractors						
Contract monitoring and evaluation is essential part of contract administration						
Contracts are monitored to ensure progress of the contract						
Procedures exist in monitoring and evaluation of contractors						
Contractors evaluated to have breached the terms and conditions of a contract is recommended for blacklisting						
Contracts are monitored in order to address defaults/defects						
Contractors evaluated to have performed quality works get rewarded with fresh works						
Uncompleted contracts within a financial year are rolled over to the coming year						
SECTION C: DEPENDENT VARIABLE- QUALITY OF BUILDING WORKS
	 (5)	 (4)	 (3)	 (2)	 (1)	
Arua District Verifies that work conforms to specifications and scope of works						
Procured works are of good quality match the scope of works and bill of quantities						
Arua DLG recognises the importance of quality buildings 						
Arua DLG builds according to the consumer requirements						
The clients/community are happy with quality of buildings  						
Construction materials are of good quality						
Quality is determined by the cost of item						
Projects are completed in time 						
Funds are available to purchase the required materials 						
Projects are completed on budget						
Auditing performance of the contractors or sub-contractors takes place						

Appendix II: Interview Guide
In your opinion, how is competitive tendering handled in Arua District Local Government?
- TENDER PLANNING
•	Determination of requirements
•	Determination of time frame for acquisition
•	Establishing estimates/budget for products
How does this relate to quality of building works in the district?
In your opinion, how does source selection affect quality of building works in Arua District Local Government?
- SPECIFICATION OF REQUIREMENTS
- METHODS OF SELECTION
CONTRACT AWARD AND PLACEMENT 
How does this affect quality of building works?
In your opinion, are there mechanisms in place to handle contract administration in Arua District Local Government?
-PERFORMANCE SUPERVISION
-PAYMENT PROCEDURES
-MONITORING AND EVALUATION OF CONTRACTORS
How does this arrangement influence quality of building works in the district?
Appendix III: Document Review Check-list
1.	Arua District Annual Budget and Work plan for FY 2013/14 and 2012/13.
2.	Annual Procurement Plan for FY 2014/15, 2013/14 and 2012/13.
3.	PPDA Audit Reports for FY 2013/14, 2012/13 and 2006/2007.
4.	Auditor General’s Report for FY 2014/15, 2013/14 and 2012/13.
5.	Quarterly Procurement Reports for 2014/15, 2013/14 and 2012/13.
6.	Contract management reports
7.	Evaluation reports for various building works
8.	Contracts Committee Minutes
9.	Technical Planning Committee (TPC) Minutes
10.	List of Pre-qualified providers for FY 2013/14 2012/13 and 2011/12.

Appendix IV: Krejcie & Morgan Mathematical Table 1970

N	S	N	S	N	S	N	S	N	S	
10	10	100	80	280	162	800	260	2800	338	
15	14	110	86	290	165	850	265	3000	341	
20	19	120	92	300	169	900	269	3500	246	
25	24	130	97	320	175	950	274	4000	351	
30	28	140	103	340	181	1000	278	4500	351	
35	32	150	108	360	186	1100	285	5000	357	
40	36	160	113	380	181	1200	291	6000	361	
45	40	180	118	400	196	1300	297	7000	364	
50	44	190	123	420	201	1400	302	8000	367	
55	48	200	127	440	205	1500	306	9000	368	
60	52	210	132	460	210	1600	310	10000	373	
65	56	220	136	480	214	1700	313	15000	375	
70	59	230	140	500	217	1800	317	20000	377	
75	63	240	144	550	225	1900	320	30000	379	
80	66	250	148	600	234	2000	322	40000	380	
85	70	260	152	650	242	2200	327	50000	381	
90	73	270	155	700	248	2400	331	75000	382	
95	76	270	159	750	256	2600	335	100000	384