Browsing by Author "Kittobbe, John (Supervisor)"

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Contribution of Public Relations to Disaster Fundraising in a Non Government Organization A case of Uganda Red Cross Society
(Uganda Management Institute, 2012-02) ADEKE, Moira; Kittobbe, John (Supervisor); Muwonge, Maxie J.(Supervisor)
Contribution of Public Relations to Disaster Fundraising in Non Government Organizations: a case of the Uganda Red Cross Society The Uganda Red Cross Society mainly depends on donations in providing humanitarian assistance during disasters and generates additional income needed for interventions through fundraising. The organization funds 63% of its budget through donations and fundraising activities. This study examined the contribution of Public Relations to disaster fund raising programs of the URCS. In order to analyze the relationship between public relations and fundraising four objectives were identified. The study sought to understand effect of donor relations on URCS fundraising programs. The contribution of employees’ relations to fundraising was also analyzed. The third objective was to examine the contribution of community relations to fundraising and finally from the results of the study a public relations strategy was proposed. The study examined the level of public relations in the light of its correlation relationships with the fundraising function in the URCS. These relationships were ascertained through structured questionnaires which were administered to donors, employees of URCS and the members selected from communities in Kampala. Face to face interviews were also conducted. Correlation tests were used to analyze the relationship between public relations and fundraising. Based on findings from the study it was concluded that although URCS had credible relations with its donors and had well motivated and committed employees it lacked appreciation of the importance of the community in mobilizing interventions whenever disaster occurred. In that regard it was recommended that URCS crafted public relations strategic policy that would promote continuous disaster fundraising programs as opposed to responding only at the time of emergency.
Critical Factors Influencing the Effectiveness of Monitoring and Evaluation System of Baylor International Paediatric HIV Care Centre- Mulago
(Uganda Management Institute, 2009-12) TUMWINE, Irene; Kittobbe, John (Supervisor); Namanya, Anaclet Mutiba (supervisor)
The study was conducted to analyse the key factors that influence the effectiveness of Monitoring and Evaluation system for Baylor International Paediatric HIV CARE Centre – Mulago as a case study. The main objectives of the study were to assess the factors influencing the effectiveness of the M & E system in BIPAI HIV Care Centre-Mulago. The study was guided by the following variables; the effect of indicators and tools used, effects of funding, human resources and stake holder’s commitment and their influence on M & E systems. The study used a cross-sectional study design on a population of 251 respondents comprising of M & E Staff/ Officers, Project Managers (M & E), civil society Leaders and Clients of BIPAI project selected using purposive, convenience and simple random sampling methods. The data were collected using questionnaires, interview and focus group discussions. Quantitative data were analysed using frequencies, graphs, and Pearson’s correlation coefficient and regressions. Qualitative data were analysed through transcribing and generation of themes from presentation in narrative form. The study empirically established that the indicators and tools used, funding, human resources and the stakeholders’ commitment had a significant relationship with the effectiveness of the monitoring and Evaluation system. Hence the study concluded that the BIPAI project had established a set of indicators and tools for M & E, had allocated adequate funds for the M&E activities, had competent human resources coupled with stake holder’s commitment which had relationship with the effectiveness of M & E systems. The study recommended that the management of BIPAI project should continuously set project indicators and tools to guide implementation of M & E activities; should ensure that there is enough funding for the implementation of the project activities and also incorporate the budget for funding of M & E activities into the project documents and also share the budgets with other partners that are implementing the M&E activities ;Stake holders and project implementers should regularly be updated and given opportunities to expand their capacity in documentation of data and information relevant to undertake critical project decisions. Further, the stakeholders especially beneficiaries should be involved in all project processes beginning with the initial project assessments ,planning for the project activities, implementation, monitoring and Evaluation so as to contribute to effective M & E systems critical for proper decision making at organisational level.
Donor Fund Management and Performance of the Rural Electrification Programme in Uganda: A Case Study of West Nile and Kisiizi Projects
(Uganda Management Institute, 2010-01) KUSIMBA, Pamela; Kittobbe, John (Supervisor); Ahimbisibwe, Michael (Work Based Supervisor)
The study focused on the effect of donor fund management on the performance of Rural Electrification programme in Uganda using Kisiizi and West Nile projects as case studies. With the liberalization of the energy sector, came privatization of projects. The interaction of Donors, Government and the Private Sector changed the dynamics in electrification. There was slow progress on delivery of electricity to rural areas and objectives of the projects were not realized, making projects ineffective in transforming rural life. The study adopted a cross sectional case study design and used both qualitative and quantitative approaches. From a population of 271 a sample of 159 elements was selected. Systematic and purposive sampling techniques were then used to select elements from the sample. The data collection methods used included questionnaire, interviewing, documentary review and observation. Quantitative data were analysed using SPSS to generate frequencies and percentages of responses and qualitative data were manually analysed. Using Pearson’s correlation coefficient, the findings indicate that resource planning has a moderate significant positive relationship at 0.261, implementation had, moderate significant positive relationship at 0.255, cost control had moderate significant positive relationship at 0.400, and political will had moderate significant positive relationship at 0.111. Lessons learnt from the study are:: all indicators of resource planning especially time should be adhered to, for the effectiveness of a project. Project implementation is a crucial phase in project management; therefore Government should play its part in Monitoring and evaluating periodically to mitigate any unforeseen circumstances. The cost control process was unique with Government and World Bank having different procedures and guidelines which the private developer was not familiar with as a new player. Political will was influential in negotiating and acquiring funds from donors but interference hindered the effectiveness of projects.
Leadership Development and Employee Commitment in the Banking Sector in Uganda: A Case Study of Bank of Africa Uganda Ltd.
(u, 2009-12) NAKANWAGI, Deniz; Kittobbe, John (Supervisor); Musaanya, Gilbert
The purpose of the study was to investigate the relationship between leadership development and employee commitment in the banking sector, using a case study of Bank of Africa Uganda Ltd. The study used a case study research design. Primary data were collected using three tools questionnaires, interview guide and observation. Secondary data were gathered through review of related literature from BOA-U HRM Manuals, published reports in the UMI library and research reports on the internet. A sample of 138 BOA-U staff were chosen. The response rate was 100%. The quantitative data were edited, coded and entered into the SPSS data analyzed, after which it was described and summarized using descriptive statistics (frequencies and percentages). To show whether there was relationship between the variables and measure the magnitude of that relationship, Pearson correlation coefficient was used. The findings revealed that there was a weak positive correlation (r = .260, p = .010) between career development and employee commitment. There was a significant correlation (r = .173, p = .002) between team building and employee commitment. There was a significant correlation (r = .189, p = .001) between communication and employee commitment. Renumeration weakened the relationships between leadership development and employee commitment. Based on the findings, it is recommended that for career development and employee commitment, management increases the sponsorship slots available for staff to study and develop their career, give subsidized study loans to staff and encourage them to go for further studies. On team building and employee commitment, management should organize functions that call for staff teamwork in order to achieve a common goal such as customer care week, staff durbar and end of year parties, when drawing the annual training programs, all staff should be involved in the needs assessment exercise, so that they are given chance to point out their training needs, also management should have particular interest in ensuring that these programs are implemented instead of just staying on paper. On communication and employee commitment: management should establish proper and effective communication channels in order to improve both upward and down ward communication. On pay and rewards and employee commitment: management should adopt a more transparent remuneration system and employee benefit system so that rewards and incentives are commensurate to staffs performance.