RESOURCE MOBILISATION AND SERVICE DELIVERY IN NGORA

DISTRICT LOCAL GOVERNMENT

BY

EPODOI HELLEN APORU

122-035063-27615

A PROPORSAL REPORT SUBMITTED TO THE FACULTY OF PUBLIC

ADMINISTRATION AND MANAGEMENT IN PARTIAL FULFILLMENT

OF THE REQUIREMENTS FOR THE AWARD OF MASTERS IN

PUBLIC ADMINISTRATION AND MANAGEMENT

OF ISLAMIC UNIVERSITY IN UGANDA.

MAY, 2023
 DECLARATION

I, EPODOI HELLEN APORU, declare that this research proposal on “Resource Mobilization
and service delivery in Local Governments of Uganda: A Case Study of Ngora District Local
Government” has been solely prepared by myself and has never been presented at any academic
institution for any award.

Sign.........................................................................

EPODOI HELLEN APORU 122-035063-27615

Date........................................................................
 APPROVAL

This research proposal titled “resource mobilization and service delivery” has been done under
my supervision and is now ready for submission.

Sign.....................................................................

DR. AINA-OBE SHAMSUDDIN BOLATITO

Date....................................................................
 DEDICATION

This work is dedicated to my beloved husband Bernard Francis Aporu and our children who
allowed me to deprive them of time in pursuit of my studies when they needed much of my
attention, time and funding.
 LIST OF TABLES

Table 1: sample size distribution …………………………………………………….………….21

 LIST OF FIGURES

Figure 1: Conceptual frame work ……………………………………………………………….9

 LIST OF ABBREVIATIONS

RM : Resource Mobilization

PPP : Private Public Partnerships

CAO : Chief Administrative Officer

CFO : Chief Financial Officer

PDM : Parish Development Model

NGOs : Non-Government Organizations

CBOs : Community Based Organizations

IV : Independent Variable

DV : Dependent variable
 OPERATIONAL KEY TERMS

Resources A stock or supply of money, materials, staff, and other assets that can be drawn on
by a person or organization in order to function effectively

Resource mobilization

Resource mobilization is the process of getting resources from the resource

provider, using different mechanisms, to implement an organization’s
predetermined goals.

Accountability

Accountability is the acceptance of responsibility for one’s actions. It implies a

willingness to be transparent, allowing others to observe and evaluate ones
performance.

Decentralization

Refers to the transfer of control of an activity or organization to several local

offices rather than one single one

Service delivery

Ability to have contact with public to give support to meet community needs

Local government

The administration of a particular county or district with representatives elected

by those who live there

Community A group of people living within a geographical area

Population Total number of people living within an area

Poverty Not being able to meet the basic needs of life

 CHAPTER ONE

INTRODUCTION
1.0 Introduction

This study will investigate the influence of resource mobilization on service delivery in Ngora
District Local Government. This chapter consists of; the study background, problem statement,
purpose of the study, objectives of the study, research questions, scope of the study, significance
of the study, conceptual frame work, organization of the study and definition of key terms and
concepts.

1.1 Background to the study

The study will be conducted in Ngora District Local Government. This is one of the districts in
Eastern Uganda which was curved out from Kumi District on 1 st July 2010. It is bordered by
Soroti District to the Northwest, Katakwi District to the northeast, Kumi District to the east,
Pallisa District to the south, and Serere district to the west. The district headquarters are located
approximately23 kilometres (14 miles) by road, west of Kumi. The coordinates of the district
are: 01 30N, 33 48E

Resources are a stock or supply of money, materials, staff, and other assets that can be drawn on
by a person or organization in order to function effectively, they s are the driving forces of any
organization. While mobilizing resources, strategies for resource mobilization must be well
developed in order to achieve the intended results (Lestler, 2007). Resource identification can be
defined as the process of enumerating, enlisting and assessing the availability and utilization
thereof) Buechler (2009). These strategies ideally depend on the organization’s vision and
mission statement; structure; governance; and policy (Cole, 2009). The underlying principle in
resource identification is to acknowledge the fact that the greatest resource a community has is
its people. This means that every community has its unique assets upon which its future is built.
Communities should therefore strive to discover, rediscover and realign their potential to develop
their resources (Cuthbert, 2011).

Meanwhile resource mobilization is the process of getting resources from the resource provider,
using different mechanisms, to implement an organization’s predetermined goals. Seltzer (2014)
refers resource mobilization as process to acquire resources that are inherent to maintain
sustainability of the organization from various sources of provider through different mechanisms.

Resource mobilization (RM) involves all that which has to be done in order to get in possession
of recently discovered resources in an organization and also increasing the amounts of
organization resources by using the available ones in a clear and transparent manner. Batti
(2014) acknowledges resource mobilization as one of the basic components which makes an
organization stronger. Regrettably competition for the resources provided by the donors is so
high and the organizations ability to get possession of resources relies on the level of competition
in the field on how well it is able to compete with others in the same field and also how well it
can find out new source of resources in the environment. Despite the fact that some organizations
have been considered to be fortunate due to their ability to outsource new and additional
resources to run their current operations, their future funding still faces uncertainty. Majority of
organizations are not sure whether the donors may pull out from funding their projects.
Sometimes donors may not be able to provide resources especially when business deteriorates.
The discussed circumstances spell uncertainty over funding by donors which makes it very
difficult for Organizations to operate their projects as required. If a plan or strategy for RM is
developed, it may lead to creative ways in using the organizations’ own assets that are locally
available in order to support the organization Sera and Susan (2007). Several streams of funding
may increase the flexibility and independence to implement programs and reduce over
dependence on donor or foreign funding. Due to rise in competition for grant resources, coming
up with ways or options for other resources and mobilizing several streams of resources can help
an organization to run its programs without resource challenges. Resource mobilization and
scheduling are considered key for successful project management and sustainability Ngiri
(2012). Allocating resources which are limited depends on the priorities upon every project
activities. (Meridith, Mantel, Sutton, & Shaffer, 2008) state that for a case with a constraint on
the number of resources, the objective is to create the most efficient schedule possible-
minimizing project duration and maximizing the use of the resources available. Resources can
either make or break a project; they have therefore to be used efficiently and effectively. The
main reason behind this is that the resources are hard to obtain, expensive or even at times both.
RM can have a major influence on project sustainability. There is always increasing competition
on the environment on which resources are mobilized. This occurs mostly due to the rise of
development actors, coupled with scarcity of resources resulting from the recent global economic
crisis. RM therefore requires a mix of knowledge and skills since it has lots of challenges. RM is
an important component to project or programme delivery. The unpredictable continuity of
project funding by the donors makes an organization to leave a project to self-existence,
therefore making it hard to carryout and maintain its activities to make its services better than
they were before (Batti, 2014). Depending on one source of financing is a major mistake that
most local organizations make. This makes an organization to struggle to look for new resources
in case the previous source terminates its funding, making its programs to be terminated.
Resource mobilization involves the following; acquiring financial resources, acquisition of
physical resources, community involvement and participation, accountability and transparency,
financial accounting, mapping human resources, and management. Physical resources consist of
items that take space, have value, and are used in operation of the organization. Service-based
organization use physical resources to facilitate service, such as having a space to work, tools
that are needed for the service, and resources used to support the service (Schofield, 2013).
Financial resource acquisition in an organization may be a key to sustainability of the
organization. Several streams of funding can increase organizations freedom of control and
readiness to implement programs and reduce dependence on external or foreign funding.
Because of increasing competition for resources which are scarce, there is a need to think, and
develop alternate ways for new and several financing systems to assist the organization
administer its operations. There are several aspects that one has to consider before thinking of
mobilizing resources. The organization has to find out activities it can carry out locally before
seeking sources that are external for funding the project. Proper management of financial
resources is one of the factors that can lead to very long survival of the project. Community
involvement in the operations and running the organization projects may have a great
significance on long lifespan of the projects. This is because it takes into account the literal
involvement of the people within the locality of the organization as participants who take up
active roles and also equal ownership of members who have interest and also the intrinsic
experience to ensure the project is successful. Bamberger and Cheema (2010) acknowledge that,
community awareness, involvement and participation in project planning and implementation is
a critical tool in project sustainability. Non-financial resources include; talents, capacities and
skills. When resources are mapped, it can help organizations or institutions consider substitute
and effective resources for the proposed project. Discovering the organizations skills of the
members of community, can make it possible for the organization to use one of their own to
carry out activities give services to the organization rather than paying external professional to
provide the same service. This makes it possible to put emphasis on the assets that the
community has and can help to engage the community to invest in their own future which can
create hope and control by localizing the fundraisings.

Resource mobilization strategies does not only mean use of money but it extensiveness denotes
the process that achieves the mission of the organization through the mobilization of knowledge
in human, use of skills, equipment and services Chiter (2012). It also involves seeking new
sources of resource mobilization, right and maximum use of the available resources.

In the United States of America for example, resource mobilization includes two concepts: the
first is that non-financial resource important, second is that certain resources can be generated by
the organization rather than accessed from other sources. According to Kiiru (2010) resource
mobilization offers people the chance to give. It is not an end in itself but rather the process
whereby resources are transferred from those who are able to give to those who have the need to
receive

Cuthbert (2011) points out some of the key elements that strengthen resource mobilization
efforts and these include; having a clear sense and commitment to the organization’s vision and
mission, effective management and leadership that ensures among others that there is
accountability and transparency in the organization, solid reputation, credibility and positive
image, the ability to attract, create and sustain new resources while discharging services to their
clients/ community.

Organizations should make adequate preparations for resource mobilization strategies to be

effective and to ensure they are maximizing all opportunities. According to Dillon (2007), he
noted that developing resource mobilization plans and tightly integrating them with their
organizational strategic and communication plan enhanced the performance of their
organizations. Organizations that are well-managed and convey their key messages effectively to
their target audiences, are more successful in raising resources, and this, in turn, contribute to the
organization’s continued growth.
Edward and Hulme (2007) noted that a resource mobilization plan must follow closely the
vision, mission, and goals of the organization and be aligned with specific objectives for raising
those resources. Most Non-Governmental Organization in Australia closely link the strategic
plan of their organizations to the management team who must be fully involved in the resource
mobilization planning, and resource mobilization utilization.

A resource mobilization workshop held in Mongolia (2009) showed money as one of the key
resources that any organization needs in order to be able to function and carry out its work well.
Where an organization cannot raise adequate resources, it means it cannot fulfill its mission, and
that it is up to the leadership to ensure in some way or another that those resources are available.
Consequently, much attention should be given to establishing a secure and sustainable resource
mobilization base as to the design and delivery of effective services.

Broadening the resource mobilization strategies in African countries has been found to greatly
enhance the sustainability of any organization Edwards and Hulme (2008). The challenge that
has remained is how other similar organizations can generate and mobilize their own resources,
survive and thrive in the face and midst of an increasingly competitive, difficult and harsh socio-
economic environment, in Egypt for instance, the whole system of giving has been based on
concept of charity that elevates the donor and downgrades the recipient. The giver is the gracious
benefactor, and the receiver is the unfortunate victim of circumstances. He argues that, this is not
the Christian way to look at stewardship, more so in the West, where more than 60% of all
giving comes from individuals. Feuerstein (2006) commended that resource mobilization is a
people business.

A study by Fowler (2004) on resource mobilization strategies in Zambia showed that resource
mobilization strategies should be able to identify a range of financial and nonfinancial resources
of the organization. Non-financial resources include skills, talents and capacities. There is need
for more training in resource mobilization and financial management to enable Community
Based Organizations, NGOs and national ministries to grow.

States Agency for International Development in 2004 and 2008 showed that multilateral and
bilateral agencies are now more focused on large-scale, sector-wide funding, awarding bigger
grants to fewer organizations, with less money available for medium to small groups. In
Tanzania, Mala (2009) in his study on the role CBOs in improving livelihoods of local
communities further observed that new CBOs and other organizations, full of energy and
enthusiasm are continually being formed to meet many of the needs that organizations are
addressing, the exits ‘competitors’ are each struggling to show that they are ‘the best. According
to Lester (2007) resource mobilization is essential for a healthy organization/institution.
Availability of resources provides continuity and stability to the organization and its work.

Giving Uganda as an example, mechanisms of resource mobilization are the medium through
which organizations receive resources and the government has made efforts to support the
various CBOs operating in different parts of the country with the main aim of making them
sustainable through resource mobilization. Besides, NGOs and other stakeholders have
relentlessly offered their support in all aspects for such CBOs. Argot (2010) observed that there
are mechanisms that can be used to develop and expand relations with the resource providers
such as NGOs, Government, Private Sector, Community or any Organization.

1.2 Statement of the Problem

Despite the many initiatives made by NGOs, CBOs, community and the government, resource
mobilization remains a challenge in the District. Apparently as far as the current researcher is
concerned, the available literature reviews limited studies that have been conducted in the area
“to investigate the influence of resource mobilization on service delivery.”

The problem of resource mobilization is of a greater magnitude owing to the fact that some
CBOs and NGOs, have collapsed and others stagnated due the inability to properly mobilize and
utilize their resources while some local governments have failed to provide the necessary
services to their people. The problem becomes worse when the resources available for service
delivery are miss used forexample in Ngora district where the top administrators including the
CFO, CAO, planner, and the district development officer among others were accused of stealing
over 242 million shillings availed to the district as PDM. Therefore, there is need to effectively
strategize on resource utilization and mobilization NGOs and Ngora district Local Government
in particular and emphasize on the need to embrace strategies that better their performances,
operations and services to the communities they serve (Muteti, 2011).
Argote (2010) acknowledges that all organizations whether CBOs, NGOs or local governments
in the 21st century must be prepared to maximize their resource mobilization strategies and
improve their performance and service delivery at the same time ensure sustainability of their
organizations. Upon on this knowledge, three questions need to be answered. First, how does
resource mobilization influence service delivery? Second, what are the sources of resources?
And lastly what are the challenges faced in resource mobilization? It is therefore crucial in
respect to answering these questions that the researcher is prompted to investigate the influence
resource mobilization in service delivery.

1.3 Purpose of the study

The purpose of this study is to investigate the influence of resource mobilization in service
delivery in Ngora District Local government.

1.4 Objectives of the study

The study intends to achieve the following specific objectives:-

i. To investigate the influence of resource mobilization on service delivery in Ngora

District Local Government.
ii. To find out the sources of resources and their influence in service delivery in Ngora
District Local Government.
iii. To assess the challenges of resource mobilization in Ngora District Local Government.
1.5 Research questions
i. How does resource mobilization affect/influence service delivery in Ngora District Local
Government?
ii. What are the sources of resources in Ngora district Local Government?
iii. What are the challenges faced in resource mobilization in Ngora District Local
Government?
1.6 Scope of the study

This section guides on the areas that the study will cover in terms of content, time and
geographical categories as elaborated below.
 1.6.1 Content scope

Context wise, this study will concentrate on resource mobilization and service delivery,
particularly in three major aspects; the influence of resource mobilization on service delivery, the
sources of resources and challenges in resource mobilization.

1.6.2 Geographical scope

The study will be conducted in Ngora District Local Government. This is one of the districts in
Eastern Uganda which was curved out from Kumi District on 1 st July 2010. It is bordered by
Soroti District to the Northwest, Katakwi District to the northeast, Kumi District to the east,
Pallisa District to the south, and Serere district to the west. The district headquarters are located
approximately23 kilometres (14 miles) by road, west of Kumi. The coordinates of the district
are: 01 30N, 33 48E

Time scope

The research findings will be drawn from the Ngora District Local government activities, which
took place from the time of its inception in 2010 to date, which will be a period of 13 years. The
rationale being that enough data on resource mobilization and service delivery will be got to
enable the researcher reach reasonable conclusions.

1.7 Significance of the study

At policy level, the study findings will help financial and human resource planners to formulate
mechanisms and strategies suitable for increasing both financial and human resources and ensure
that proper accountability is achieved for better service delivery. The findings will also guide
government departments and agencies to set policies that help accounting officers to account for
financial resources entrusted in their hands. At operational level, the study findings will help
local government administration to ascertain and implement governing principles needed in
mobilizing the necessary resources for service delivery. This will ensure quality and timely
service delivery in the district. The study will help to enable local government to compare the
mobilized resources with the budget estimates to achieve efficient resource utilization for
sustainable development and service delivery. For academic purposes, the findings will help
future academicians in delving deeply on the concepts of resource mobilization and service
delivery. This study will provide relevant literature and methodologies for investigating related
challenges.

1.8 Conceptual frame work

Resource Mobilization Service Delivery

(IV) (DV)
Local revenue Schools
Central grants Health centres
Fundraising Roads
Proposal writing Creation of employment
Scientific publications opportunities

Intervening variables
Political interference
Corruption
Lack of clear accountability
Frequent change of staff
Selfish individual interests

Figure 1: Conceptual frame work

Source: Researcher

This conceptual frame work spells the relationship between resource mobilization and service
delivery amidst intervening variables. The independent variable, which is resource mobilization,
is conceptualized in terms of revenue sources and governing principles of resource mobilization.
This conceptual frame work is drawn on assumption that unless the intervening variables are
controlled, the relationship between the independent variable and dependent variable will be
interfered with. The intervening variables include: political practices such as corruption, bribery,
frequent transfer of staff, selfish interests that all hinder immediate implementation of contracts
thus leaving finances unutilized and services undelivered.
 CHAPTER TWO

LITERATURE REVIEW
2.1 Introduction

In order to review literature, text books, journals, magazines, newspapers and e-learning
materials will be reviewed in relation to resource mobilization strategies and service delivery in
Ngora district local government.

The literature review in this study will establish knowledge gaps and develop a theoretical and
conceptual framework to guide the study and also give summary of literature review.

2.2 Influence of resource mobilization on service delivery

The state of Uganda Population Report (2012), states that when the population growth rate
increases, government is forced to look for resources to cater for that. This brings related
services forexample Uganda being the country with the highest youth population, government is
forced to build more schools, create more employment opportunities and by so doing, delivering
services to the citizens. Forexample by 1959, Uganda had only one university but today, Uganda
boasts of over 30 universities. It is because of the increased population that the number of
universities has increased.

Poverty level also is one driving factor for resource mobilization, thereof leading to service
delivery. According to the state of Uganda population report (2012), despite Uganda’s success in
reducing poverty, more than 7.5 million Ugandans still live in poverty, surviving on income
below the minimum that is required to meet their basic needs. The incidence of poverty remains
higher in rural areas than in urban areas. The rural areas with 85% of the population constitute
94.4% of national poverty. These results suggest that the majority of the poor are in rural areas,
about 7.1 million out of 7.5 million poor Ugandans. The incidence of poverty remains highest in
the Northern region and least in the central region. On average, poverty incidence in northern
region (46.2%) remains higher than the national average (24.5%) (NHS Report 2009/2010). This
incidence has made government of Uganda to source resource to try to deliver services to the
people of northern Ugandan including NSSF, Youth livelihood among others only that these
efforts sometimes are hampered by corrupt officials.

The decentralization policy in Uganda has been reasonably entrenched as a system and process
of local governance. Its contributions to improving service delivery, promoting welfare growth
and enhancing overall improvement in the quality of life of the rural population have been
nationally and internationally applauded.

The government has put more resources to local authorities through the decentralized
development budget into the social services sector, such as primary health care, primary
education, family planning, nutrition, water supply and sanitation, to address the issue of poverty
in general

Thompson (2010) added that it is important to send regular project updates to stakeholders and
invite them to visit the office, project site, events, website and its stakeholders in order to see the
impact of the organization’s work. The more familiar they are with the work of the organization,
the more likely they are to support the organization’s efforts when asked. This leads to better
relationship between the organization and the donors thereby availing the necessary resources
needed for service delivery.

Bad governance characterized by illicit financial flows, weak institutions and poor regulatory
environment often demoralizes the donors, once demoralized, there is a likelihood of reducing or
finally withdrawing funds consequently depriving people from getting the services they have
been getting from such organizations which the said donors have been funding (UNECA 2014)
Corruption, notably, is an important determinant of illicit financial flows as the funds are often
earned through illegal means that involve corruption (Goredema, 2011). On the other hand, illicit
financial flows also enable bad governance reduce the resources necessary for the government to
provide social services and increase accountability.

Millan (2011) argued that corruption among the accounting officers within the district is the
primary inception of financial greed which leads to selfish interests on allocation and misuse of
funds. This hampers resource mobilization and service delivery in local government in
developing countries.
2.3 Sources of resources and their influence on service delivery

Chitere (2012) states that the means in which an organization acquires the resources it needs and
the sources of those resources determine what the organization is and what it can be.

Feuerstein (2006) observed that in order for an organization to survive, it must understand the
importance of identifying resources, particularly local resources. The sources of resources and
resource mobilization strategies can help sensitize the organization to the local community, and
can lead to insight and inspiration. Identifying and mobilizing resources can reinforce and
strengthen an organization and lead it toward sustainability. Generally, sources of resources that
reflect low vulnerability, low sensitivity, low criticality, high consistency, substantial autonomy,
and high compatibility are more desirable as they enable the NGO to be more agile and adaptive.

Mala (2009) also reveals that in Switzerland for instance, the first major strategic decision that
NGOs make in soliciting for resources is to focus on human resources, material resources or
financial resources. Since NGOs are usually dependent on external funding, the mobilization of
financial resources tends to dominate but mobilizing volunteer and community resources is also
a strategy that keeps an NGO close to its community-based roots. In mobilizing financial
resources, an organization faces two immediate decisions namely: the organization to generate
its own financial resources which leaves it in greater control and the threat to autonomy is
reduced. Having autonomy also means less vulnerability to outsiders, less sensitivity, and the
ability to replace critical resources because the organization can decide where to put the surplus
it produces.
Cole (2009) states that the other relatively unexplored area of source of resource mobilization is
for Non-Governmental Organizations to actively pursue non-financial resources. Non-monetary
contributions such as volunteer work from Community Based Organizations and linkages with
other organizations should be explored and fully utilized. Often these options receive little
attention in resource mobilization because they do not increase the organization’s income.
However, they are important options that have many advantages and provide other positive
benefits. In addition to reducing costs, nonfinancial sources of resources can build networks,
enhance information, create links to power holders, and enhance public awareness and
organizational credibility. The key resources cited by the foresaid scholars concern NGOs and
are observations made from highly developed countries and regions compared to the local area
targeted by the current study.

Resource availability is all the means that an organization should acquire to implement its action
plan. It goes beyond fund raising. It entails obtaining various resources from a multitude of
partners, by different means. Thus resource mobilization could be seen as a combination between
resources: elements necessary for the running of an organization, mechanisms or means which
make it possible to obtain resources directly from partners, persons and/or institutions providing
resources (McCarthy & Zald, 2007).

The issue of resource availability is very competitive especially for the developing countries.
There are numerous organizations out there which are competing for funding from a limited
number of donors, who regularly receive requests for support. The use of marketing and selling
techniques to generate income will need new skills, approaches and comprehensive resource
mobilization strategies. Looking for and developing a strong resource mobilization strategy is
not an easy task (Simiyu, 2004).

Resource availability mechanisms are the methods used to obtain resources from partners
identified beforehand Tice (2012). Communication, sensitization and scientific publications are
among other essential mechanisms to be adopted by organizations or institutions for resource
mobilization. These three elements make it possible to arouse the interest of the target public and
partners. The identification of resource mobilization mechanisms enables the networks
diversifies its approaches beyond drafting of requests. These mechanisms depend largely on the
context and subsequently different from one country to another.

Norton (2006) confirms that effectively mobilizing local resources requires creativity,
persistence and flexibility. Schwartz (2010) brings out various techniques that were employed in
Nepal to avail the required resources. These include: holding regular communication meetings
with representatives of local government, businesses, institutions, other NGOs, media and other
social leaders or by attending their meetings and informing them about the organization’s
activities and objectives. Thompson (2010) also added that it is important to send regular project
updates to these stakeholders and invite them to visit the office, project site, events, website and
its stakeholders in order to see the impact of the organization’s work. The more familiar they are
with the work of the organization, the more likely they are to support the organization’s efforts
when asked.

While studying the contribution of NGOs to the development income generating activities
Akumu (2011) noted that there is need for the organization or group to mobilize local resources,
and coordinate contributions from different sources. Organizations should develop plans to
implement, monitor, and evaluate efforts of their work. Mulwa (2012) reinstates that there is
need for current staff and members to be trained, hire or recruit additional staff, or find partner
organizations whose areas of expertise complement that of the organization. Regardless of local
circumstances, the local community values the work being done; it will find ways to support it.
The most important thing is to recognize that there are many ways to sustain and improve the
work without large financial contributions.

No matter how poor, almost every community has services, goods, or expertise that can
contribute to local projects and keep the local community and selected local resources updated
about the implementation and development of the activity or program, whether they provided
support or not De Beer and Swanepool (2008). They should be given the opportunity to reflect
on the impact of their work. It is very important to develop simple and attractive promotional
materials about the organizations’ activities with information on how others can support the
efforts.

Involvement of media as a partner in the promotion of community successes is a good resource

mobilization strategy. Organizations should be cost-effective. This could be done by looking for
ways to keep costs low and limit administrative costs to make resources go farther Soko (2009).
Organizations should also seek for resources that complement what is already being done. Build
local skills by implement cost-effective training programs, for example, previously trained
volunteers can provide training to other volunteers, who can then train still more volunteers.
Keeping records and being transparent, maintain documents to help others access information
about the contributions the organizations have obtained, encourage additional contributions.

Warui (2009) added that expressing gratitude to all supporters at the end of an activity or project
motivates stakeholders to give more. Mobilizing resources for a longer-term program requires
updates and acknowledgement of local contributors and partners on a regular basis, not only at
the end of a multi-year program.

The literature reviewed on resource mobilization strategies is from regions with different
climatic conditions, different levels of technological and economic advancement which may
differ from other regions with different circumstances hence deeming it fit to assess the resource
mobilization strategies employed to enhance the performance of the district.

Adequate funds for project can be obtained from various sources. Chan (2010) mentions external
sources of project financing to include venture capital, bank loans, syndicated loans, and arm’s
length capital markets. Internal sources are stakeholders’ contributions, retained earnings from
sales of project products and services as well as shareholders’ equity. Chan (2010) points that,
projects aimed to serve public may receive subsidies and loans from government.

Ernest and Young (2009) describes a Private Public Partnership (PPP) as finance sources model
used to adequately finance long term projects which serves public social services such as road
projects, railway projects, water supply projects and electricity projects. Under conventional
procurement model, Ernest and Young (2009) further suggests PPP as the best approach for
financing a public sector related projects as it optimizes risk allocation where it is financed by
non-resource forfeiting of installments model.

2.4 challenges of resource mobilization

Bad governance is both a cause and consequence of illicit financial flows. On one hand, bad
governance enables illicit financial flows. Weak institutions and poor regulatory environments
create an enabling environment for the outflow of illicit capital (UNECA, 2014). This makes
most of the donor countries to either reduce or completely withdraw their funding.

Corruption, notably, is an important determinant of illicit financial flows as the funds are often
earned through illegal means that involve corruption (Goredema, 2011). On the other hand, illicit
financial flows also enable bad governance reduce the resources necessary for the government to
provide social services and increase accountability.

Muhakanizi (2016) asserts that poor mechanisms of local revenue collections are the leading
causes of poor performance in local governments which can be measured by poor service
delivery. Performance of most local governments ‘revenue collection is always below the set
budget projections, thus necessitates attention to examining factors affecting local revenue
generation in local government districts.

Weak budgetary controls as stated by Neely (2009) and Kaziba (2015) adversely affect financial
accountability and resource mobilization in public sector. Neely’s finding maintained twelve
cited weaknesses of budgetary control systems which pose a challenge on financial
accountability, resource mobilization, utilization and service delivery. These weaknesses
included: restraining of responsiveness and acting as barriers to change; budgets are rarely
strategically focused and often contradictory; they add little value especially given the time
required to prepare them; they concentrate on cost reduction and not value addition; they
strengthen vertical command and control; they do not reflect emerging network structure that
organizations are adopting; they encourage gaming and perverse behaviours; they reinforce
departmental barriers rather than encourage knowledge sharing; and also make people feel
undervalued which heavily hinders effective financial accountability.

Failure to follow set up budgets as planning and control tools as claimed by Prendergast (2008)
and Millchap (2012) imposes problems on achievement of set objectives which pose a challenge
on financial accountability. More so, budgets fail due to reasons like: budgets used as pressure
tools; central decision making process; lack of job security and accounting officers’ lack of
training induce adverse effects to organizations and thus, affect financial accountability. This
study does not show how budgeting can accelerate resource mobilization though it accelerates
accountability.

Boquist (2010) postulated that selfish individual interests on allocation of funds in public sector
like local governments in developing countries adversely affect resource mobilization,
accountability and service delivery. Selfish interests lead to greed and scramble for resources
amongst officers in charge. This lures the financial accounting officer to formulate cliques to
support the failing system which adversely affect financial accountability.

Millan (2011) argued that corruption among the accounting officers and top administrators
within the district is the primary inception of financial greed which leads to selfish interests on
allocation and misuse of funds. This has hampered resource mobilization in local government in
developing countries.

The turnover rate of administrators in local governments adversely affects resource mobilization
Okello (2011). In Uganda, the turnover rates for accounting officers, top administrators such as
CAOs, CFOs and others are very low. The majority stay and serve in one department for long
period of time, leading to bias due to high familiarity to the environment or department or an
area. This dilutes their competences and hampers financial accountability, transparency and
service delivery. Top accounting officers like Chief Administrative Officer (CAO), Chief
Financial Officer (CFO) in the districts are rarely reshuffled and the reshuffles done are majorly
based on matters pertaining fraud and incompetence which adversely affect financial
accountability.

In a contradicting study, Fozzard (2012) postulated that high turnover rate of accounting officers
does adversely affect service delivery and the management of publicresources. This decreases
accountability, as a new director general cannot give proper account of a department’s activities
in the previous period when appearing before the Legislature. When asked questions by
parliamentary committees, many directors general simply use their tenure in office as an excuse.
It is also obvious that changes instituted are less likely to be sustained when there is a change in
leadership within local government.

Hellon et al. (2012) argued that prioritizing staff transfers on technical know who than know how
to handle the tasks led to deployment of incompetent staff who failed to meet the set objectives.
High turnover rate jeopardizes accountability and good governance, and it is also a challenge for
legislative bodies which is partly attributed to fraud.

Welhet (2009) states that fraudulent legal process in the appointment of Accounting Officers in
local government led to poor financial accountability. Public Service in Uganda is mandated to
appoint accounting officer although senior top accounting officers like Ministry permanent
secretary, commissioners, Judges, Governor Bank of Uganda amongst others are directly
appointed by the President and vetted in Parliament. The CAOs/ CFOs who are accounting
officers of the district were also recentralized, yet they are accountable for every shilling spent in
their Districts. This implies they are more accountable to central Government than the people in
the district or district council whose decisions affect them directly. They are often called to
appear before parliamentary committees to clarify any uncertainty pertaining to public finance or
any administrative matter and some are summoned to the Anti-corruption Court to answer
question in line with financial accountability.

Inadequate funding of local government sector hampers effective and efficient resource
mobilization and utilization Drucker (2011). In Uganda, funding is a challenge due to deficit
budget; this is usually through creation of many districts which persistently increase
administrative costs on national budget with the small limited country’s resource envelope
generated from meagre local revenues and Appropriations in Aid (AIA).

Charles (2007) also argued that inadequate funding in public sector disrupts the sector’s budgets
which hamper financial accountability. This has hindered the financial accountability in local
government in Uganda. Chacha (2009) states that low salaries to public officers induce them to
misallocate resources to suit their personnel private interest specially to match with the standards
of living for survival largely hamper financial accountability in public sector consequently
leading to poor resource mobilization and poor service delivery. Low payment to public servants
denies them time for concentration on quality services delivery as every accounting officer plans
for fraud to supplement meagre pay, hence hampering service delivery.
 CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter is mainly composed of an overview of the methods used during the research
process. These include; research design, sample size and its determination, sampling procedure,
data collection methods, data analysis and interpretation.

3.1 Research design

The study employed descriptive design to be able to bring out the state of Financial Resource
Mobilization and accountability. Kelinger (1969) points out that descriptive studies are not only
restricted to fact findings but may often result in the formulation of important principles of
knowledge and solution to the significant problems. Therefore, this design helped to classify,
analyse, compare and interpret the data. Russel (2011) states that when both quantitative and
qualitative approaches of research are employed, they often yield detailed results; therefore this
study will employ both approaches. The qualitative approaches helped to get non-numerical
data, while the quantitative approaches were used to capture numerical data on revenues and
expenditure done by local governments. The researcher conducted focused interviews and
administered questionnaires to a sample of respondent(s) (Orodho, 2003) A correlation design
was applied to enable the researcher assess the degree of the relationship that exists between two
or more variables

3.2 Study population

The study will be conducted in Ngora District Local Government in the four greater sub-
counties/ town councils of Ngora District and at the District Headquarters and the study
population will comprise of the following categories; political leaders; these mainly being the
district councilors including L.C.V (13), sub-county chiefs/Town Clerks (4), human resource
officers (2), CAOs (2,) district planners (2), finance department (4), sub-county or Town
Council staff (40) and lastly the district staff will constitute (40) members for the study the
categories will be selected because they are stakeholders who are knowledgeable on resource
mobilization and service delivery and also they are the ones held accountable for resources
utilization.

3.3 Sample size determination

A sample is a representative of the whole, (Kothari 2005). For this study as seen from the study
population above, this study will have a sample size of 100 members.

3.4 Sampling techniques

According to Odong (2005), a sample is a part of the whole population carefully selected to
represent the target population. In order to generalize the findings from the research study, the
sampling techniques to be adopted and employed must satisfy the basic law of probability and
assure the research gets almost the full representation of the total population within an acceptable
margin of error (Bell 1993).

Therefore, for this study, the researcher will employ basically two sampling techniques;
purposive and simple random sampling

Table 3.4.1 showing sample size and sampling techniques

S/N Category of population Sample size Sampling techniques

1 Political leaders 13 Purposive sampling
2 SAS/Town Clerks 4 Purposive sampling
3 Human resource officers 2 Purposive sampling
4 CAOS 2 Purposive sampling
5 District planners 2 Purposive sampling
6 Finance officers 4 Purposive sampling
7 Sub-county/Town Council staff 40 Simple random sampling
8 District staff 33 Simple random sampling
TOTAL 100
Source: Researcher

The researcher employed both simple random sampling and purposive sampling techniques to
select the accessible participants.
3.4.1 Simple random sampling

Simple random sampling is a probability sampling technique in which all the units in the study
population are given an opportunity to take part in the study. This technique will be used because
it gives unbiased selection of participants, which increases dependability, accuracy and inference
of the results. This technique will be used to select Sub-county and district staff.

3.4.2 Purposive sampling

The researcher will use purposive sampling to select participants from senior officers such as
finance officers, CAOS, human resource officers and Town Clerks because of the specific and
sensitive information needed to inform the current study. Purposive sampling is a sampling
technique in which the researcher selects participants based on his own criteria. The selection
approach is biased as it leaves out some individuals for reasons best known to the researcher.
However, purposive sampling has the advantage of selecting only the participants whom the
researcher considers to have the required information.

3.5 Sources of data

To collect the necessary data for this study, two sources of data will be used and these will
include;

3.5.1 Primary source

Primary data will be collected from original sources using questionnaires and focused interviews
Primary source especially interviews enable the researcher to get facial expression, directly ask
questions which assist in interpretation of responses.

3.5.2 Secondary source

Secondary data will be collected from sources that have already been compiled by other
researchers in the process called documentary review. Secondary data will help to underpin the
findings of the study and ascertain the existing gaps to be addressed.
3.6 Data collection methods
3.6.1 Research questionnaire

This method involves preparing, typing, printing and sending printed documents of questions to
persons who are thought to have the required information. Amin (2005) defines a questionnaire
as a carefully designed instrument for gathering data in relation to the objectives of the study.
The researcher will prepare a structured questionnaire with closed-ended questions. Closed-
ended questionnaires will be used to limit ambiguous answers and to narrow the scope of
responses to the wanted conceptualized variables and also because a questionnaire is cheap when
served to many people at the same time as respondents can fill it at their own time.

3.6.2 Interviews

This involves a list of thematic questions that the researcher deems important for collecting the
required data during an interview (Osborne, 2008). This method of interviews involves an
interaction between the researcher and key informants. This study will use personal focused
interviews where the interaction will be face-to-face. The researcher will use structured
interview-guide containing open-ended questions because these allow broad explanatory
questions on resource mobilization and accountability. This method will help the researcher to
obtain detailed information on the different aspects of resource mobilization and service
delivery. Mugenda and Mugenda also reveal that an interview guide is advantageous as it obtains
in-depth data which may not be possible to get when using self-administered questionnaires

3.6.3 Documentary review

Written documents, articles and journals by different authors will be internalized to be able to get
scholarly views on the topic “resource mobilization and service delivery.” Documentary review
is advantageous for it will help to confirm other scholars view about the chosen variables. This
instrument also will help to draw right conclusions for it will be easy to make comparisons. The
researcher will visit documents like district income and expenditure estimates, resource
mobilization journals for Ngora District Local Government among other articles.
3.7 Data quality control
3.7.1 Data validity

Ranjit Kumar (2014) defines validity as the appropriateness and accuracy and quality of the
procedures adopted in finding answers to research questions. Thatcher (2010) also understands
validity as an extent to which a measuring instrument measures what it is intended to. To ensure
that the instruments will be valid, the study will employ a pre-data collection test using expert
judgment method (Amin, 2005). The researcher will present the research instrument to the
University research supervisor who will exercise expert opinion on the different items of the
instrument. Only outcomes with ideal minimum index will be retained (Walz, Strick Land &
Lenz, 2005). This will be done to help to identify ambiguous questions in the instrument and to
align them to suit the identified objectives for the research study.

3.7.2 Reliability

Reliability refers to stability, consistency and accuracy of the research instrument. The greater
the testability and the consistency of research instruments, the greater the reliability (Ranjit
Kumar 2014). A reliability test will be conducted to authenticate the reliability of the
questionnaire which will be the most used instrument during this study. To ensure reliability, a
pre-test will be done on 30 of the respondents who will not be part of the final study as
recommended by Mugenda and Mugenda (1999).

3.8 Data presentation and interpretation

The researcher will present categorical data on tables, pie-charts and graphs to bring out the
variations in the different categories of data. Data will be coded, edited, validated and entered
into the computer system for analysis. Validation will be helpful in ensuring accuracy and
consistency of data before analysis.

3.9 Data analysis

Study findings got from the collected data will be sorted and grouped into meaningful variables.
The researcher will evaluate and analyze the adequacy of the respondents’ views. Data will be
analyzed using a combination of descriptive and inferential statistical techniques. The researcher
will use descriptive measures of mean and standard deviation to describe and summarize the
major sources of resources and challenges of resource mobilization. On the other hand,
correlation will be used to establish the relationship between resource mobilization and service
delivery. Quantitative analysis will be aided by the use (SPSS V 20.0) software as it is the most
reliable for analyzing social research. Qualitative data will be analyzed using content analysis
where key ideas will be coded and categorized into patterns and themes.

3.10 Ethical considerations

For this study to be successful and achieve its objectives, the researcher will employ the major
research ethics including; seeking for consent from the related research places, uphold
confidentiality, objectivity among other research ethics which all lead to meaningful
participation of respondents.
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 Appendix I: QUESTIONAIRE

Dear Respondent,

My name is EPODOI HELLEN APORU, a student of Islamic University in Uganda pursuing a

master’s degree of Public administration and management. I am carrying out research on
Resource Mobilization and service delivery in Ngora District Local Government as a partial
fulfillment for the award of the course.

Your participation in the study was carefully sought because of your position you hold in the
district and the knowledge base in your capacity.

From this background, the information shared will confidential and used for academic purpose.

Yours faithfully,
EPODOI HELLEN APORU
Researcher.

SECTION A: Bio data of Respondent.

Please tick where appropriate.

1. Gender
a) Male

b) Female

2. Age

a) 20 years above

b) 21-30 years

c) 31-40 years
 d) 41-50 years

e) Above 51

3. Level of education

a) Certificate

b) Diploma

c) Degree

d) Masters

e) PhD

4. Working experience

a) Below 5 years

b) 6-10 years

c) 11-20 years

d) Above 20 years

Please rank the following statements using a scale with a tick 1-5 to give your idea in agreement
with the statement.

Where 1- Strongly agree, 2- Agree, 3- Neutral, 4- Disagree, 5- Strongly disagree.

Strategic Planning RMSD

S/N Concept of RMSD 1 2 3 4 5

1 I fully understand resource mobilization
and service delivery
2 NDLG undertakes resource mobilization
activities for better service delivery
3 RMSD defines the purpose of which
 NDLG exists
4 Objectives of NDLG include RMSD
5 Services of NDLG support RMSD
6 Service delivery is affected by resource
mobilization
7 RMSD is fully operational in NDLG

S/N Performers indicators identification 1 2 3 4 5

1 Achievement of services is through
resource mobilization
2 Number of projects are identified and
prioritized
3 Standard levels required are set and
restricted
4 Projects done address needs with
reduced low standards of living
5 Transparency is adequate and
appreciated by all stakeholders in RMSD
6 Time frame is drawn in all RMSD
activities

Implementation monitoring RMSD

S/N Service delivery 1 2 3 4 5
1 There are enough resources to achieve
all the objectives of the district
2 The available resources are well
appropriated
3 There is proper budgeting for activities
in the institution
4 There is routine monitoring during
project implementation
5 Effective service delivery is achieved
after resource mobilization

Planned activities versus actual

S/N Identified activities 1 2 3 4 5

1 The planned activities are well laid in
the development plan
2 Activities are achieved in the financial
year
3 Resources are mobilized to achieve
4 Out puts address needs and satisfy the
institution
5 Planned activities are in the awareness
of both political and technical
stakeholders

Performance
S/N Performance indicators 1 2 3 4 5
1 Objectives are actually achieved
2 Resources are allocated according to
budget
3 Performance standards are being
followed

S/N Internal reporting 1 2 3 4 5

1 Performance review is regularly done
2 Progress performance reports are duely
completed
3 Accurate information is obtained
4 Final reports are availed to all
stakeholders

S/N Feedback requirement 1 2 3 4 5

1 There are feedback requirements in
place
2 RMSD performance levels and
indicators are communicated back to
stakeholders
3 Feedback information is appreciated by
all stakeholders as a basis of findings on
ground.

S/N Performance 1 2 3 4 5
1 As a result of RMSD there is more
infrastructure in place
2 Quality of infrastructure is due to
RMSD
3 As a result of RMSD, good quality of
services are given to the community
4 Time line is regarded during RMSD
5 Local Governments should embrace
RMSD for any development

Moderating Variable

S/N Insecurity and economic situation 1 2 3 4 5

1 Corruption has led to diversion of
resources which has led to poor service
delivery.
2 Political interference has affected
decision making in the district
3 High poverty levels has laid ground for
poverty
4 Political favors divert technical people
from performance standards
5 Kickbacks have contributed to shoddy
work

APPENDIX II: INTERVIEW GUIDE FOR KEY RESPONDENTS

Interviewer introduces herself.

Interviewer introduces purpose of study to assessed respondents. Respondents are asked to

introduce themselves.

Strategic Planning.

How does strategic formulation in RMSD affect performance of the institution?

………………………………………………………………………………………………………
………………………………………………………………………………………………………

How should RMSD influence service delivery?

………………………………………………………………………………………………………
………………………………………………………………………………………………………

Implementation monitoring

What is the impact of monitoring?

………………………………………………………………………………………………………
………………………………………………………………………………………………………

Action for poor service delivery

………………………………………………………………………………………………………
………………………………………………………………………………………………………

What are some of the performance indicators?

………………………………………………………………………………………………………
………………………………………………………………………………………………………

Your contribution is highly appreciated;

Thank you.