PROCUREMENT PROCEDURES AND SERVICE DELIVERY IN GOVERNMENT ANIMAL BREEDING AGENCIES: A CASE STUDY OF NATIONAL ANIMAL GENETIC RESOURCES CENTRE AND DATA BANK 
(NAGRC&DB), UGANDA  

KANYESIGYE DOREEN
2017/FEB/MPLM/M220919/WKD

A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS AND INFORMATION TECHNOLOGY IN PARTIAL FULFILMENT OF 
THE REQUIREMENTS FOR THE AWARD OF THE DEGREE 
OF MASTER OF PROCUREMENT OF PROCUREMENT 
AND LOGISTICS MANAGEMENT OF 
NKUMBA UNIVERSITY

OCTOBER, 2019
DECLARATION

I, Kanyesigye Doreen, do hereby declare that this dissertation titled: ‘Procurement Procedures and Service Delivery in Government Animal Breeding Agencies: A Case study of National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda.’ is my original work and has to the best of my knowledge, not been published or submitted for any degree award to any other University before.

Signature: ……………………………..          Date: ………………………………………

APPROVAL

This is to certify that this dissertation titled: ‘Procurement Procedures and Service Delivery in Government Animal Breeding Agencies: A Case study of National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda.’ has been submitted with my approval as the Supervisor.

Signature: …………………………….		Date: ……………………………………	
Mr. Bukenya Peter

DEDICATION

I dedicate this research work to my parents, family and colleagues.

ACKNOWLEDGEMENTS
First, I thank the Almighty God for His abundant blessings throughout my life, studies and this research in particular.
To my supervisor: Mr. Bukenya Peter, thank you for guiding me through this work. Your constructive criticism and objective guidance helped yield this report. God bless you doubly. 
To the management and staff of National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda, I am indeed grateful for the cooperation accorded to me. Thank you so much.
To the staff of the Nkumba University, thank you for the contribution made in any way towards the completion of my studies and research. 
Also my mates of the MPLM class especially Judith Kyalimpa, thanks for the moral support and guidance.
May the almighty God bless abundantly.

TABLE OF CONTENTS

DECLARATION
APPROVAL
DEDICATION
ACKNOWLEDGEMENTS
TABLE OF CONTENTS
LIST OF FIGURES AND TABLES
ACRONYMS
DEFINITION OF KEY TERMS
ABSTRACT
CHAPTER ONE
INTRODUCTION
1.1 Background to the study
1.2 Statement of the problem
1.3 Purpose of the study
1.5 Research questions
1.6 Research hypotheses
1.7 The scope of the study
1.7.1 Content Scope
1.7.2 Geographical scope
1.7.3 Time scope
1.8 Significance of the study
CHAPTER TWO
STUDY LITERATURE
2.1 Introduction
2.2 Literature Survey
2.2 Literature Review
2.2.1 Theoretical review
2.2.2 Procurement Procedures
2.2.3 Service delivery
2.2.4 Procurement planning procedures and service delivery
2.2.5 Bid evaluation procedures and service delivery
2.2.6 Contract management procedures and service delivery
2.3 The conceptual framework
CHAPTER THREE
METHODOLOGY
3.1 Introduction
3.2 Research design
3.2.1 Research approach
3.2.2 Research strategy
3.2.3 Research duration
3.2.4 Research methods
3.3 Study population
3.4 Sample Size
3.5 Sampling methods and techniques
3.6 Data Collection Methods
3.6.1 Interviewing
3.6.2 Survey method
3.6.3 Document review
3.7 Data Collection Instruments
3.7.1 The Self-Administered Questionnaires (SAQs)
3.7.2 Interview Guide
3.7.3 Document review checklists
3.8 Administration of the instruments
3.8.1 Content Validity tests
3.8.2 Reliability tests
3.8.3 Ethics and data collection procedures
3.8.4 Measurement of variables
3.9 Response rate 
3.10 Respondents’ background
3.10.1 Age of respondents 
3.12.2 Sex of respondents
3.12.3 Level of education
3.12.4 Occupation of respondents
3.12.5 Period of work and relationship with NAGRC&DB
3.9 Data processing, analysis and presentation
3.10 Limitations of the study
CHAPTER FOUR
PROCUREMENT PLANNING PROCEDURES AND SERVICE DELIVERY IN NAGRC&DB
4.1 Introduction
4.2 Descriptive findings
4.3: Correlation analysis
4.4 Regression analysis
CHAPTER FIVE
BID EVALUATION PROCEDURES AND SERVICE DELIVERY IN NAGRC&DB
5.1 Introduction
5.2 Descriptive findings
5.3: Correlation analysis
5.4 Regression analysis
CHAPTER SIX
CONTRACT MANAGEMENT PROCEDURES AND SERVICE DELIVERY IN NAGRC&DB
6.1 Introduction
6.2 Descriptive findings
6.3: Correlation analysis
6.4 Regression analysis
CHAPTER SEVEN
HAMORNIZING PROCUREMENT PROCEDURES AND SERVICE DELIVERY IN NAGRC&DB
7.1 Introduction
7.2 Testing hypotheses
7.2.1 Multiple regression analysis
7.2.2 Analysis of variance (ANOVA) results
7.2.3 Standardized coefficients
7.3 Procurement planning procedures and service delivery in NAGRC&DB
7.4 Bid evaluation procedures and service delivery in NAGRC&DB
7.5 Contract management procedures and service delivery in NAGRC&DB
CHAPTER EIGHT
SUMMARY, CONCLUSION AND RECOMMENDATIONS
8.1 Introduction
8.2 Summary of findings
8.2.1 Procurement planning procedures and service delivery in NAGRC&DB
8.2.2 Bid evaluation procedures and service delivery in NAGRC&DB
8.2.3 Contract management procedures and service delivery in NAGRC&DB
8.3 Conclusion
8.4 Recommendations
8.5 Areas of further research
REFERENCES
APPENDICES
APPENDIX I: Table for determining sample size from a given population
APPENDIX II: QUESTIONNAIRE
APPENDIX III: INTERVIEW GUIDE
APPENDIX IV: Document review checklist

LIST OF MATRICES AND TABLES
Matrix 3.1: Cronbach’s alpha reliability test results……………………………………………..
Table 3.2 Response rate………………………………………………………………………….
Table 3.3: Age of respondents…………………………………………………………………...Table 3.4: Sex of respondents…………………………………………………………................
Table 3.5: Respondents’ level of education……………………………………………………...Table 3.6 Occupation of respondents…….…………..
Table 3.7 Period of work and relationship with NAGRC&DB
Table 4.1: Procurement planning procedures and service delivery in NAGRC&DB
Table 4.2: Correlation of Procurement planning procedures and service delivery in NAGRC&DB
Table 4.3: Model SummaryTable 5.1: Bid evaluation procedures and service delivery in NAGRC&DB
Table 5.2: Correlation of bid evaluation procedures and service delivery in NAGRC&DB…....
Table 5.3: Model Summary……………………..……………………………………………….
Table 6.1: Contract management procedures and service delivery in NAGRC&DB……………
Table 6.2: Correlation of contract management procedures and service delivery in NAGRC&DB
Table 6.3: Model Summary……………………..……..………….……………………………..
Table 7.1 Model Summary………………………………………………………………………Table 7.2: Analysis of variance between procurement procedures and service delivery in NAGRC&DB
Table 7.3 Coefficients of procurement procedures and service delivery in NAGRC&DB……...

ACRONYMS
BEPs		-	Bid Evaluation Procedures
CIPS		-	Chartered Institute of Procurement and Supply
CMPs		-	Contract Management Procedures
ISM		-	Institute of Supply Management
NAGRC&DB -	National Animal Genetic Resources Centre and Data Bank 
NIGP		-	The National Institute of Governmental Purchasing
OECD		-	Organisation for Economic Cooperation and Development
OGC		-	Office of Government Commerce
PDE		-	Procuring and Disposing Entity
PDU		- 	Procurement and Disposal Unit
PPDA		-	Public Procurement and Disposal of Public Assets
PPPs		-	Procurement Planning Procedures
SPSS		-	Statistical Package for Social Scientists
USAID	-	United States Agency for International Development

DEFINITION OF KEY TERMS

According to the PPDA Act 2003, “procurement” means acquisition by purchase, rental, lease, hire purchase, licence, tenancy, franchise, or any other contractual means, of any type of works, services or supplies or any combination. The Act also defines the “procurement process” as the successive stages in the procurement cycle including planning, choice of procedure, measures to solicit offers from bidders, examination and evaluation of those offers, award of contract, and contract management.
Contract Management is the process of systematically and efficiently managing contract creation, execution and analysis for maximising operational and financial performance and minimising risk (The Chartered Institute of Procurement and Supply, UK, 2007). According to the PPDA Act (2003) as amended, it refers to the administrative activities associated with handling of contracts, such as appointment of the contract manager, contract implementation plan, quality assurance, contract administration, monitoring implementation, contract completion; final deliverables report, final acceptance or handover, defects liability or warranty periods, archiving records, payment, project commissioning and close out. 
Service delivery is an immediate output of the inputs into a particular operation or system, such as workforce, procurement and supplies and finances. It is thus a recipients’ rational measure of output realised from particular resource inputs (OECD, 2008).

ABSTRACT
The study examines the relationship between procurement procedures and service delivery in government animal breeding agencies with focus on National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda as the case study. The study was guided by the objectives: to examine the relationship between procurement planning procedures and service delivery in NAGRC&DB; to establish the relationship between bid evaluation procedures and service delivery in NAGRC&DB; and to examine the relationship between contract management procedures and service delivery in NAGRC&DB. The study adopted a phenomenological, positivism, case study and cross sectional design using both quantitative and qualitative methods. A sample of 97 from a population of 138 was determined using Krejcie and Morgan’s table. The study used the purposive, convenience, census and simple random sampling techniques. Data was collected through survey, interview and document review methods using self administered questionnaires, interview guides, and document review checklists as instruments. Findings of the study indicate that, multiple regressions yielded a coefficient R i.e. r = 0.557 using all predictors i.e. procurement planning procedures, bid evaluation procedures, and contract management procedures simultaneously, and adjusted R square is 0.296. This implies that a 55.7% change in service delivery by NAGRC&DB can be predicted by a 29.6% value change in the three predictors. This led to the rejection of the null hypothesis that there is no significant relationship between procurement procedures and service delivery in NAGRC&DB and hence adoption of the alternative hypothesis that, there is a significant relationship between procurement procedures and service delivery in NAGRC&DB. The study recommends that procurement planning process should incorporate unique demands of certain units to help realize cost effective service, and a more integrated and detailed analysis of needs. Bid evaluation should use more appropriate bid evaluation criteria and methods to help realize quality service requirements of farmers and staff of the entity. Contract management should have greater emphasis on contract implementation plans, progress reports and contract management files, and more visibility of effective monitoring and reporting.

CHAPTER ONE
INTRODUCTION
1.1 Background to the study
The study examines the relationship between procurement procedures and service delivery in government animal breeding agencies with focus on National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda as the case study. In the world of business, it is common practice for organizations to engage suppliers in providing goods and services to meet their intended requirements (Kumar and Markeset, 2007).  To make sure that value for money and other intended objectives are achieved, organisations have developed procedures and processes for acquiring such goods and services. Therefore, for organisations to achieve service delivery targets they need to have a well-executed process of acquisition and manage their supply programmes in line with set standards of service (Chartered Institute of Procurement & Supply, 2012).  
The study on procurement procedures and service delivery in government animal breeding agencies is important because the effectiveness of government programmes to the public is dependent on precedent operations like procurement. The quality of service output is reflective of the quality of inputs into the production processes. Therefore, procurement being the window-to-the-world of an organisation with its suppliers, its proper management will translate into effective service in organisation operations that form its window-to-the-world with its customers-the public in the case of government entities (Monckza, 2004). The service delivery mix of extension services and research activities in the animal breeding entities like National Animal Genetic Resources Centre and Data Bank greatly depends on levels of compliance in the upstream supply chain activities like procurement.
The significance of National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda to this study, is based on the intensity and uniqueness of its procurement activities in achieving its mandate. NAGRC & DB that was placed in charge of running about 10 government stock farms and ranches in 2003 when it came into being to enable it carry out this breeding work and given its mandate under the Act to carry out commercial activities in areas such as: Production, procurement and sale of liquid nitrogen, semen, eggs, ova, embryos and their associated equipment; management of the centre farms for production and selection of superior dams and sires; production and sale of founder brood stock of fisheries resources; and open nucleus breeding scheme and reproduction extension services to farmers on the farms of the Centre and offer for sale properly bred and recorded good quality livestock to farmers. Such scale of operations, provide adequate justification of NAGRC&DB being a significant unit of investigation on procurement procedures and service delivery in national animal breeding agencies in Uganda. 
According to Giunipero (2006), the first traces of procurement can be seen throughout ancient history, including the Egyptians in 3,000 BC. Though there was no designated procurement function, materials management aided in the building of the pyramids. Busch  (2010) adds that, one of the earliest records of purchasing history goes back to a book published by Charles Babbage in 1832, looking at the economy of materials and manufacturing. Babbage recommended that there be a "materials man" within the sector, or someone who "selects, purchases, and delivers all articles required. Taking it forward a few decades, the notion of "purchasing" was solidified during the Industrial Revolution, when the booming railroad industry was able to take goods from the developed East and Midwest and deliver them to the South and the quickly expanding West. This is the era where the Chief Purchasing Officer was born in spirit if not in title, as "the purchasing function was such a major contributor to the performance of the organization that the chief purchasing manager had top managerial status."
Busch (2010), further notes that "The late 1880's signaled the beginning of organizing purchasing as a separate corporate function requiring specialized expertise." Thus through the turn of the century, the role gradually kept evolving by incorporating material specifications and the development of an official purchasing process. But then: enter the World Wars. Here, during WWI scarcity, purchasing became vitally important in getting wartime goods where they needed to go. WWII brought newfound recognition, however. Due to the wartime boom and necessity of "obtaining required (and scarce) materials," purchasing was finally recognized as a major, vital part of companies. Wendy (2014) adds that, in the 1950s and 1960s, though still considered as order placing clerical in a staff-support position, purchasing continued to gain stature, processes more refined, and more trained professionals. In the late 1960s to early 1970s purchasing saw integrated materials systems introduced, materials became part of strategic planning, and importance of procurement department increased. 
Wendy (2014) further adds that, in the 1970s the oil embargo and the shortage of almost all basic raw materials brought much of business world's focus to the purchasing arena. The advent of just-in-time purchasing techniques in the 1980s, with its emphasis on inventory control and supplier quality, quantity, timing, and dependability, made purchasing a cornerstone of competitive strategy. Busch (2010), also further points out that, during the early 1990s, value proposition in purchasing increased. People realized that by letting purchaser negotiate and ask for discount bring lots of cost reduction. Cost savings became a buzz word and of course control over the buying process remains one important function of purchasing. This gave birth to the modern purchasing function-procurement.

According to Busch (2010), during the late 1990s the procurement function evolved into strategic sourcing and an enterprise-wide process that continuously improves and re-evaluates the purchasing activities of a company. More emphasis on supplier data base begun and contracts were sourced for long term basis to have better cost. Supplier relationship building and supplier management started. Wendy (2014) in concert notes that, in the past decade of 2000s purchasing shifted its myopic focus on cost to much broader terms. Some of the widely used developments: spend analysis, low-cost country sourcing, procurement technology evolved (ERP, e-sourcing), procurement outsourcing evolved (P2P), total cost of ownership, data mining and benchmarking, and lean purchasing.
In Africa, colonial powers introduced similar service delivery through contractors from mainly the colonizing countries for civil works, supply of goods and services since the local capacity was not well developed in their decentralization policy of governance to prepare independence (Hunja, 2003; World Bank Report, 2005). In Uganda to date there exists the Public Procurement and Disposal of Public Assets (PPDA) Act, and attendant regulations, 2003; Local Government PPDA Regulations of 2006 and the amendments thereto of 2011 and 2014 that are legal instruments where there exists provisions on procurement management which provide the framework for service deliverables from public procurement and supply contracts. 

Lysons and Farrington (2006) advance that; procurement is strictly a wider concept of acquisition than purchasing. It technically means obtaining goods and services by various means such as loans, transfer or hire as well as straight forward purchasing. It starts with need identification and focuses on customer satisfaction. The concept advocates for evaluation of the whole process at the end 'of each transaction for the purpose of increased improvement. According to the PPDA Act 2003, “procurement” means acquisition by purchase, rental, lease, hire purchase, licence, tenancy, franchise, or any other contractual means, of any type of works, services or supplies or any combination. The Act also defines the “procurement process” as the successive stages in the procurement cycle including planning, choice of procedure, measures to solicit offers from bidders, examination and evaluation of those offers, award of contract, and contract management. The latter view sets out the conceptual description of procurement procedures in the investigation on procurement procedures and service delivery in national animal breeding agencies like NAGRC&DC.

According to O’Neill and Lymon (2008) service delivery is as a deliberate obligatory decision by the elected or appointed officials to serve or deliver goods and services to the recipients. In addition, service delivery as an attitudinal or dispositional sense, referring to the internationalization of even service values and norms. Batho Pele’s 1995 paper on service delivery views it as the delivery of the products by the vendor in a manner that ensures the meeting of service performance and quality that is required. Service delivery is managed by adherence to several Service Level Agreements that are defined during contract negotiation. According to the USAID, (2008), service delivery is an immediate output of the inputs into a particular operation or system, such as workforce, procurement and supplies and finances. It is thus a recipients’ rational measure of output realised from particular resource inputs. Increased inputs should lead to improved service delivery and enhanced access to services. Ensuring availability and access to services is one of the main functions of any established system. Such services should meet a minimum quality standard. 
In the public sector perspective, service delivery refers to a relationship between policy makers, service providers, and consumers of those services, and encompasses both services and their supporting systems. Service delivery is a mechanism used by an organization to meet the needs and aspirations of the people it is meant to serve. According to the National Planning Authority (2011), service delivery in government has been evolving, and various approaches adopted depend on the context and decisions of government. Service delivery is slightly different from service provision. Service provision refers to the whole process of planning public services while service delivery refers to mechanisms of policy implementation. Political and Technical Assessments of the effectiveness of public organizations occur continuously in most Countries. These review how effectively local governments meet the service delivery standards of the country (Uganda, Ministry of Local Government, Decentralization Policy Strategic Framework, 2004). 
According to the OECD (2008), different terms such as access, utilization, availability and coverage are often used interchangeably to reflect on whether people are receiving the services they need.  Access is a broad term with different dimensions. Comprehensive measurement of access requires a systematic assessment of physical, financial and socio-psychological access to services in which access is determined by Availability, Affordability and Acceptability. And the World Bank (2013) Service Delivery Indicators also measure it by adherence to principles such as adequacy, excellence, economy, time management, ease of access, propinquity and particularly realization of value for money i.e. economy, efficiency and effectiveness in the input-output mix. Hence, these perspectives and measures provide a yardstick for assessing service delivery levels in National Animal Genetic Resources Centre and Data Bank (NAGRC&DB).
Confidence in government entities derives from demonstrated capability to deliver services in a way that meets national and public needs economically. The ability of government entities like National Animal Genetic Resources Centre and Data Bank (NAGRC&DB) to meet national service delivery needs is a source of credibility on their part. Conversely, government establishments face a critical test when they fail to meet peoples’ expectations of economic use of public resources and achievement of policy objectives. At the centre of service delivery is accountability to stakeholders, value for money, efficient and effective use of resources, improved communication, affordability, acceptability and decision-making processes. If the accountability processes are weak, optimal service delivery will not be realized in the procurement and supply processes of public entities like NAGRC&DB. 

Several theories and models exist to explain, describe, understand and predict the relationship that exists amongst the study variables. Generally, procurement and service delivery draw a lot from management theories and models. However, in this study, three (3) theories i.e. the agency theory, the best-value theory and transaction cost theory that directly relate to procurement procedures and service delivery in government animal breeding agencies are explained. These are supported by other theories and models of business management that are generalists but fundamental to grounding the link between procurement procedures and service delivery in government animal breeding agencies including; PPDA procurement management model and the CIPS Contract Management model. 

Agency theory was exposited by Alchian and Demsetz (1972) and further developed by Jensen and Meckling (1976). The theory defines the relationship between the principals, such as shareholders and agents or company executives and managers. In this theory, shareholders who are the owners of the company, hire the agents to perform work. Principals delegate the running of business to the managers, who are the shareholders’ agents (Clarke, 2004). The Agency Theory also provides theoretical basis for the performance outcomes of procurement management. The theory adequately explains the relationship between the parties in procurement management, their duties, and conflicts that arise amongst them, in this case NAGRC&DB playing as the employer, which finally affects service delivery. 

On the other hand, the Best Value Theory by Baccarini and Collins (2003) emphasizes accounting for and pursuing the aspirations of local stakeholders by attempting to attain the highest quality and efficiency that are possible at a price people are willing to pay and other benefits expected to be delivered to society. The Transaction Cost Theory as proposed by Mclvor (2003) combines economic and management theories which determine the best type of relationship a firm should develop in the market place. This is essential to the cost effective management of procurement activities to achieve cost effectiveness, accessible, and affordable service to the public by a public entity like NAGRC&DB. 

According to the USAID (2008), today citizens receive public goods and services not only from their governments but also from a variety of vendors working under contracts. Globally, public sector management is increasingly under pressure to go beyond the implementation of policies and procedures and to produce sustainable results and effective service delivery. The public procurement sector has not been spared and in Uganda, there has been criticism that the public procurement operations is focused on compliance with little or no regard for service levels that come from such operations and processes. Therefore, proper planning, supplier evaluation, contract award and contract management are procurement activities in which compliance to procedures if service offered by public entities like NAGRC&DB is to meet expectations of the public. 
Of particular concern, have been the apparent financial loss and liability costs to government when incompetent suppliers are awarded contracts while the competent are disqualified due to non-compliance with procedural requirements. Further, public officers are being held accountable not for results in service delivery but adherence to procedural requirements of the procurement and supply processes. In some government agencies, failure to absorb government funds and provision of the much needed social services has been blamed on the ‘cumbersome’ public procurement rules (Hunja, 2003). In most public sectors, procurement is largely tactical in nature were the focus is normally on supplier selection and contract award (Office of Government Commerce, 2008).
Animal Genetic Breeding Agencies like National Animal Genetic Resources Centre and Data Bank (NAGRC&DB) have also realized the importance of complying with set procurement procedures towards achievement of their mandate. NAGRC&DB was established under the Animal Breeding Act, 2001, to support implementation of the National Animal Breeding Policy. NAGRC & DB’s vision is to optimize livestock production and productivity through animal breeding to improve food security and eradicate poverty in Uganda. Its mission is ‘to establish a comprehensive and sustainable National Animal Breeding Programme which meets the commercial and developmental interests of the actors along the livestock sub-sector value chains.’ Despite NAGRC & DB’s vision and mission, a lot of concerns have been raised about inadequacies in NAGRC & DB’s performance because of gaps and inconsistencies in procurement procedures.  
NAGRC & DB’s mandate is to take a leading role in establishing a comprehensive National Animal Breeding Programme in Uganda. It does this through: a) The establishment, development and promotion of the necessary breeding structures such as the Breeding Associations and Breed Societies, National Livestock Registry, and b) Performance and progeny testing schemes for the advancement of livestock animal breeding activities in the country. NAGRC & DB was placed in charge of running about 10 government stock farms and ranches in 2003 when it came into being to enable it carry out this breeding work. 
Under the Animal Breeding Act, 2001, NAGRC&DB is mandated to carry out commercial activities in areas of: 
a)	Production, procurement and sale of liquid nitrogen, semen, eggs, ova, embryos and their associated equipment;
b)	Management of the Centre farms for production and selection of superior dams and sires;
c)	Production and sale of founder brood stock of fisheries resources; and 
d)	Open nucleus breeding scheme and reproduction extension services to farmers on the farms of the Centre and offer for sale properly bred and recorded good quality livestock to farmers.
Under the Animal Breeding Act, 2001, NAGRC&DB is also required to offer and conduct specialized training to technicians dealing in breeding and to train staff and farmers in aspects of animal and fish breeding; collaborate in research on genetic improvement and characterization of breeds and production environments; and develop guidelines and implement a field oriented breeding extension service for field workers and farmers. 
In light of NAGRC&DB’s mandate, the inefficient procurement management practices like poor procurement planning which led to failure to deliver 67.3% of the sampled procurements within the planned timelines mainly caused by administrative delays; bid evaluation flaws; and slow implementation of contracts, are a reflection of inadequacies in procurement management practices. Such inadequacies have seen a translation into service delivery gaps in NAGRC&DB and the public in particular whom NAGRC&DB owes a duty of effective service delivery. So, the need to improve the levels of compliance with procurement procedures in NAGRC&DB, requires an investigation into such noted inadequacies which were the focus of this study so as to realize an improvement in service delivery.  
1.2 Statement of the problem
Despite the emphasis on compliance with procedures and the regulatory framework for public procurement, Uganda Public Procurement Compliance Reports sanctioned by the Public Procurement and Disposal of Public Assets Authority have continuously shown procurement management as one of the areas where service delivery in some public entities is rated unsatisfactory. According to the 2016 PPDA Audit Report on Audit of Central Government PDEs, there were significant variances in compliance with procurement procedures at National Animal Genetic Resources Centre and Data Bank (NAGRC&DB). The audit revealed that of the forty (40) cases sampled, 90% of forty (40) cases sampled were not awarded within the cost estimate in the procurement plan; poor procurement planning which led to failure to deliver 67.3% of the sampled procurements within the planned timelines; and that the entity failed to complete 82.5% of the forty (40) sampled procurements within the contractual completion time. This resulted into less cost effective and delayed service by the entity. 
PPDA Administrative Review Report (2018) revealed in the procurement of tents the Entity received only one bid in time (from M/S Tarpo Services (U)), however another bid from M/s Tela Service was received late and considered for evaluation contrary to Reg. 158(5). PPDA Audit Report (2016) also noted irregularities such as award without technical evaluation, evaluation by members not approved by the Contracts Committee, and  the evaluation committee recommending award to bidders who were not qualified, compliant or responsive contrary to Reg. 217(1)(4). The PPDA Authority Performance Report (2018) noted that in 424 procurements worth UGX 44,593,424,398 of Central Government PDEs of which NAGRC&DB was a case in point, there was no evidence of appointment of contract supervisors/managers and preparation of contract implementation plans. This led to poor contract management that rendered service less cost effective, unreliable, inaccessible, poor quality, and rogue. And the Authority also noted that 214 procurements worth UGX 56,645,601,292 were conducted outside the procurement plan. This leads to low budget absorption and delayed service delivery and procuring outside the plan creates domestic arrears. It is on basis of such service delivery inadequacies linked to procurement planning, bid evaluation and contract management that study sought to examine the relationship between procurement procedures and service delivery in NAGRC&DB. 

1.3 Purpose of the study
The study sought to examine the relationship between procurement procedures and service delivery in government animal breeding agencies with a case study of National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda.

1.4 Research objectives
The study was guided by the following objectives; 
a)	To examine the relationship between procurement planning procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.
b)	To examine the relationship between bid evaluation procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. 
c)	To examine the relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.

1.5 Research questions
The study was guided by the following research questions;
a)	What is the relationship between procurement planning procedures and service delivery in National Animal Genetic Resources Centre and Data Bank?
b)	What is the relationship between bid evaluation procedures and service delivery in National Animal Genetic Resources Centre and Data Bank? 
c)	What is the relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank?
1.6 Research hypotheses
Ho: There is no significant relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.
H1: There is a significant relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.

1.7 The scope of the study
The scope of the study includes time scope, geographical scope and content scope. These provide the limits within which the study operated.
1.7.1 Content Scope
The study focuses on procurement procedures as the independent variable and service delivery as the dependent variable. The independent variable has three constructs being considered by study including; procurement planning procedures; bidding procedures, and contract management procedures. The dependent variable is service delivery in National Animal Genetic Resources Centre and Data Bank with focus on measures such as: value for money-efficiency, economy, and effectiveness, accountability, accessibility, affordability, availability, acceptability, relevance, and timeliness. The constructs were considered because they are more strongly linked to the problem context within NAGRC&DB and therefore the adequate parameters to examine the relationship between procurement procedures and service delivery. 
1.7.2 Geographical scope
The study was conducted at National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Entebbe Municipality, Wakiso District. NAGRC&DB is located on plot 98-106 along Nsamizi Road, Entebbe, approximately 40 kilometers (25 mi), by road, south of Kampala-the capital and largest city in Uganda. 
1.7.3 Time scope
The study considered an assessment of relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank for the period 2013-2018. This period is considered appropriate because it is the period in which significant service delivery inadequacies attributed to procurement management were noted in NAGRC&DB.

1.8	Significance of the study
i)	The study provides analytical and statistical information that may serve as guidelines for developing a procurement management strategy that can be used to have a systematic and effective approach to procurement and supply in National Animal Genetic Resources Centre and Data Bank. 
ii)	The study may be of interest to procurement professionals and contract managers in ensuring that procurement processes effectively and efficiently contribute to service delivery in their organisations.
iii)	The study may be of benefit to all stakeholders including farmers, other government agencies in the animal industry, agricultural research agencies, and the Ministry of Agriculture, Animal Industry and Fisheries. This is by providing them with insights into how effectively and efficiently to manage procurement and administer contracts as well as initiate procurement policy changes that address the unique nature procurement in animal genetic research activities. 
iv)	Knowledge is cumulative. Important information is availed about related research in future. Therefore, the study is of much significance to the research institutions, students and other researchers who may get the findings useful in their investigations in a similar area of study. The study fosters the creation of new knowledge and awareness in the areas of procurement management in the public sector and in particular the animal genetic research sector.

CHAPTER TWO
STUDY LITERATURE 
2.1 Introduction
This chapter entails review of literature relating to concepts, theories, models and views of procurement procedures and service delivery in animal genetic breeding agencies. It also establishes the gaps that this study intends to fill based on the review or survey of previous research work on the main variables of the study. These are advanced following a conceptual framework/model which is the basis of expanding the theory used in the research, the concepts given in the conceptual background and finally explains views of different researchers, which are related to the study. Basically this chapter is based on review of views of different researchers, scholars, and other authorities, which are conceptualized by the researcher to get a directed path for this study.

According to Patton, (2002), a good literature review needs to indicate the different views, agreements, disagreements, and trends of thought on the topic of research and be accurately portrayed and acknowledged in the text. She further states that: A literature review needs to produce a conceptual framework, including philosophical stances and theoretical assumptions, key assumptions and theoretical problems or contradictions. Amin, (2005) confirms that a literature review is a critical discussion of all significant, publicly available literature that contributes to the understanding of a subject. Bryman, (2001) concurs with Oliver, Blaxter, Hughes, Tight, Stilwell and Pickard, that a literature review involves the systematic identification, location and analysis of documents containing information related to the problem under investigation in this case, procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.

2.2 Literature Survey
A literature survey is necessary to establishing research gaps to be filled by the current study (Sarantakos, 2005). Though a number of studies have been carried out, inadequate coverage has been done to deal with contract management and sustainable supply. Studies that were conducted before did not address the gaps that the current study sought to fill as established in the works of Mugalaasi (2014), and Asiimwe (2017). 
Mugalaasi (2014) carried out research on procurement management practices and performance of central government entities: a case study of Ministry of Agriculture, Animal Industry and Fisheries (MAAIF). The objectives of the study were centered on examining the role of specification of requirements, tendering procedures, contract monitoring in the performance of MAAIF. A cross-sectional design was employed where both qualitative and quantitative methods were used in the study. The targeted sample size was 152 respondents out of a total population of 268 based on Krejcie and Morgan’s (1970) table of sample size determination.
The findings indicated that there was a significant positive relationship between specification of requirements, tendering procedures, contract monitoring and performance of central government entities in the study context. His study was limited to specification of requirements, tendering procedures, contract monitoring and performance of central government entities. It left gaps of considering procurement planning procedures, bid evaluation procedures and contract management procedures that are essential aspects of procurement management. Further in his study, performance was adapted as a dependent variable which left a gap in service delivery as a variable dependent on procurement management procedures. These gaps left by his study were the focus of the current study.

Asiimwe (2017) carried out a study on Contract Management and Service Delivery in Civil Aviation Authority. The study used a descriptive, cross-sectional survey research design, with a target population of 153 in Civil Aviation Authority. It also employed a simple random sampling technique with a sample size of 50 respondents. Data was collected using questionnaires, analyzed using SPSS and presented using charts, tables, and graphs. The study findings indicated that state corporations practice effective contract management, which has a positive effect on service delivery. The study concluded that the common challenges involved in effective contract management in state corporations in Uganda include unclear project scope; unrealistic timeline and budgets; corruption; inflexibility; payment conflicts; and lack of cooperation. 
However, her study centered on contract mobilization, service delivery management and contract monitoring and service delivery in Civil Aviation Authority. Her study left gaps on essential role of pre-contract award activities of procurement planning and bid evaluation in achieving service delivery. Also, her work centered on the aviation sector and left out the animal genetic breeding sector that is the focus of the current study. Therefore, while significant research work exists on the variables of this study, there are still gaps that the current investigation about them in National Genetic Research Centre & Data Bank-Uganda intended to fill.

2.2 Literature Review
Zikmund and William, (2002) confirm that a literature review is a critical discussion of all significant, publicly available literature that contributes to the understanding of a subject. The study collected different information basing on the objectives so as to come up with an in-built body of the literature. Theories, models and views of different authorities on procurement procedures and service delivery are reviewed.

2.2.1 Theoretical review
Several theories explain the relationship between procurement procedures and service delivery including the agency theory, the best value theory, and the transactional cost theory, inter alia. This study based on some of these theories to analyse the study variables that is, procurement procedures and service delivery. 
Academic research in procurement management is founded on several economic and management theories, the most often referred to is the agency theory (Eisenhardt, 1989).  The mandated activities of NAGRC&DB reflect a principal-agent relationship between NAGRC&DB and its officials in delivering service to the public. The principal (government NAGRC&DB) exists in a contract with the agents (the public officials) to perform some level of effort in providing service to the public. In this relationship, the government’s objectives include obtaining the product or service at the right quality, right quantity, right source, right time, and at the right price (Monckza, 2004); to achieve accepted levels of service to its citizens as well as the expectations of development partners in animal genetic breeding efforts of an entity like NAGRC&DB.  
The Agency Theory also provides theoretical basis for the performance and service delivery outcomes of procurement and other entity operations. The theory adequately explains the relationship between the parties in procurement of supplies, services and works, their duties, and conflicts that arise amongst them, in this case NAGRC&DB playing as the employer, which finally affect the effectiveness of service delivery to target publics like farmers. While NAGRC&DB targets the goal of delivering quality services, on the contrary, the contractors want to maximize profits out of the contracted projects, which lead them to do substandard work through minimizing inputs to maximize gains. This compromises quality of service, research and production activities of NAGRC&DB. And in addition, the employees of procuring entity who in agency duty towards their employer and the public during procurement, may fail to execute their duties effectively which may in effect fail realization of expected levels of service delivery.

On the other hand best value theory by Ellis and Garry (1990) in Anglin and Good (2009) emphasizes accounting for and pursuing the aspirations of local stakeholders by attempting to attain the highest quality and efficiency that are possible at a price people are willing to pay. It requires officials to obtain economic, efficient and effective services so as to respond to local stakeholders. The theory is applicable since procurement management and service delivery both have aspects of value for money and social satisfaction resulting from quality, efficiency, economy, effectiveness, diversity and inclusion. The process of awarding public supply contracts guarantees and safeguards the rights and interests of government, the public and the contractor as well. In this study, the theory explains the relationship between the PDE-NAGRC&DB and the contracted service providers in delivering value for money service from procurement and supply contracts. 

The transaction cost theory to procurement management as proposed by Taylor (2009), combines economic and management theories which determine the best type of relationship a firm should develop in the market place. Waly and Gayle (2013) indicated that transaction cost economics provide a valuable theoretical approach for determining whether internal production is more efficient than outsourcing the market. Transaction costs in public organizations allows us to see the cost of information asymmetries, need for fail safe service delivery, and the benefit and cost of outsourcing or maintaining capacity in-house. Governments play important marketing management role when contracting (Davison and Wright (2009), but transaction costs can be reduced if there are established legal and management institutions to ensure success (Coronel and Kalaw, 2006). Hence, the need to evaluate the effectiveness of procurement procedures and strategies in NAGRC&DB in achieving service delivery targets was central to this study. 
2.2.2 Procurement Procedures 
Lysons and Farrington (2006) advance that; procurement is strictly a wider concept of acquisition than purchasing. It technically means obtaining goods and services by various means such as loans, transfer or hire as well as straight forward purchasing. It starts with need identification and focuses on customer satisfaction. According to the PPDA Act 2003, “procurement” means acquisition by purchase, rental, lease, hire purchase, licence, tenancy, franchise, or any other contractual means, of any type of works, services or supplies or any combination. The Act also defines the “procurement process” as the successive stages in the procurement cycle including planning, choice of procedure, measures to solicit offers from bidders, examination and evaluation of those offers, award of contract, and contract management. Since procedures constitutes a series of logical actions or events of executing a particular function to achieve a planned outcome, the activities that form the procurement process set out the procedures that guide acquisition of supplies, services and works.

Figure 2.1: The generic procurement process

Defining the need-specifications

Identifying the need                  Requisition or Bill of materials

Award contract

Negotiate best value

Analysing quotations and selecting the most promising supplier

Developing contract terms

Source the market-identifying potential suppliers

Inviting quotations or tenders                Request for quotations or invitation to tender

Appraising suppliers

Contract/supplier management- monitor, review and maintain performance

Source: Chartered Institute of Purchasing and Supply (2013)

Figure 2.2: The PPDA Procurement Cycle

Source: The Act (2003) as amended by 2014

According to the Chartered Institute of Purchasing and Supply (2013), the Procurement cycle is the cyclical process of key steps when procuring goods or services. CIPS provides a generic procurement process (Figure 2.1) to involve the following steps: a) Identifying the need-Requisition or Bill of materials; b) Defining the need-specifications; c) Developing contract terms-preparation of tender; d) Source the market-identifying potential suppliers; e) Appraising suppliers; f) Inviting quotations or tenders-Request for quotations or invitation to tender; g) Analysing quotations and selecting the most promising supplier; h) Negotiate best value; i) Award contract; and j) Contract/supplier management-monitor, review and maintain performance. Hence, the CIPS generic model sets out the basic procedures public entities owe to follow in the acquisition of supplies, services and works.

For an entity like NAGRC&DB, the activities set out in PPDA Act 2014 amendments form the procurement procedures to be complied with. As provided under Sec. 58 of the PPDA Act 2003, the procurement process (Figure 2.2) begins with procurement planning and budgeting by user departments and boards/councils, followed by assessment of the market price by the Accounting Officer (Sec. 26(4) of the PPDA Act 2003), procurement requisitioning with filled statements of requirements by user departments (Sec. 34 PPDA Act 2003), confirmation of funds availability and sanctioning of the procurement to commence by the Accounting Officer (Sec. 26(f) PPPDA Act, 2003); review of statements of requirements and preparation of bidding documents by the Procurement and Disposal Unit; approval of procurement method, bidding documents, and evaluation committee by the Contracts Committee; and advertising and invitation of bids.
In addition, following the invitation of bids, Reg. 58 and 65 of the 2014 PPDA Act amendments on Rules and Methods requires receipt and opening of bids by the PDU; followed by bid evaluation (Sec.37); review of evaluation report and award of contract by the Contracts Committee (Sec. 29); and reassessment of the market price by the Accounting Officer where the BEB’s price is higher than the price assessed at the commencement of the procurement. Signing of the contract preceded by determination of the market price and an administrative review where applicable; contract management by user departments; and contract monitoring. However, the study on procurement procedures and service delivery in NAGRC&DB focused on procurement planning procedures, bid evaluation procedures, and contract management procedures as detailed in the PPDA regulatory framework.
2.2.3 Service delivery
According to the National Planning Authority (2010), service delivery in government has been evolving, and various approaches adopted depend on the context and decisions of government. Service delivery is slightly different from service provision. Service provision refers to the whole process of planning public services while service delivery refers to mechanisms of policy implementation. In Uganda’s government system, service delivery approaches include: direct provision by the government, public-private partnerships (PPPs), participation of civil society (CSOs) and privatization (letting individuals or companies to provide the services). Much of the service provision is done by the stakeholders, either independently or in partnership with state institutions. Therefore, the role played by procurement in driving service delivery targets of NAGRC&DB and its partners is central to this investigation.

Batho Pele’s 1995 paper on service delivery views it as the delivery of the products by the vendor in a manner that ensures the meeting of service performance and quality that is required. Service delivery is managed by adherence to several Service Level Agreements that are defined during contract negotiation. He identifies Eight principles for transforming public service delivery i.e. Consultation, Service Standards, Access, Courtesy, Information, Openness and transparency, Redress, and Value for Money. Batho Pele’s perspective harmoniously links to the OECD (2008) and World Bank (2013) measures of service delivery including: access by way of availability, affordability and acceptability; utilization; availability and coverage; and by adherence to principles such as adequacy, excellence, economy, time management, ease of access, propinquity and particularly realization of value for money i.e. economy, efficiency and effectiveness in the input-output mix. 
According to the OECD, (2008) and the World Bank, (2013), all national and sub national entities must, regularly and systematically, ‘consult not only about the services currently provided but also about the provision of new basic services to those who lack them. Consultation can also help to foster a more participative and co-operative relationship between the providers and users of public services. Whatever method is chosen, consultation must cover the entire range of existing and potential customers. The OECD, (2008); and World Bank, (2013) further note that citizens should be told what level and quality of public services they will receive so that they are aware of what to expect. National and sub national entities must publish standards for the level and quality of services they will provide, including the introduction of new services to those who have previously been denied access to them. Service Standards must be relevant and meaningful to the individual user. So whether citizens are consulted about the level and quality of services they receive from NAGRC&DB activities and, whether service standards have been met through the existing procurement procedures were central to this study.
 
Batho (1995) notes that, all citizens should have equal access to the services they are entitled to. He also aims to rectify the inequalities of distribution in existing services. Batho (1995), OECD, (2008) and World Bank, (2013) all view availability as the physical access or reachability of services that meet a minimum standard. According to Batho (1995), affordability is the ability of the client to pay for the services. The OECD, (2008); and World Bank, (2013) also add that citizens should be treated with courtesy and consideration. National and provincial departments must specify the standards for the way in which customers should be treated and set targets for progressively increasing access to their services. Therefore, evaluating the contribution of procurement to accessible, affordable, acceptable and courteous service delivery by NAGRC&DB was critical to this study.
Batho (1995) and the OECD (2008) assert that citizens should be given full, accurate information about the public services they are entitled to receive. Information is one of the most powerful tools at the customer’s disposal in exercising his or her right to good service. World Bank, (2013) further asserts that Citizens should be told how national and provincial departments are run, how much they cost, and who is in charge. Openness and transparency are the hallmarks of a democratic government and are fundamental to the public service transformation process. Batho, (1995) advances that, if the promised standard of service is not delivered, citizens should be offered an apology, a full explanation and a speedy and effective remedy; and when complaints are made, citizens should receive a sympathetic, positive response. In terms of public service delivery, their importance lies in the need to build confidence and. trust between the public sector and the public they serve. Therefore, in this study on NAGRC&DB, it was critical to examine information processes, openness and transparency of procurement and service delivery procedures.

In a public sector entity like NAGRC&DB, value for money is essential in any service provision. According to the OGC (2002), the central aim of contract management is to obtain the services as agreed in the contract and achieve value for money. This means optimizing the efficiency, effectiveness and economy of the service or relationship described by the contract, balancing costs against risks and actively managing the customer–provider relationship. According to the OECD, (2008) value for money comes from the effective, efficient and economic use of resources. It is the objective of all procurement professionals to ensure value for money is achieved in all procurements. Value for Money is about obtaining the maximum benefit over time with the resources available.  It is about achieving the right local balance between economy, efficiency and effectiveness or, spending less, spending well and spending wisely to achieve local priorities. Good value for money is the optimal use of resources to achieve the intended outcome”.

Weele (2002) refers to economy as the cost of the inputs used economically. He refers to effectiveness as producing results, while efficiency is concerned with the cost of producing results. Economy is ‘a measure of what goes into providing a service’. It is concerned with obtaining the same goods or services more cheaply (OGC, 2002). In agreement, the OECD, (2008) recognises that getting value for money means optimizing the ratio between value and cost. Unit costs are typically used as an economy measure. ‘The whole life costs of inputs such as the direct and indirect costs of acquiring, running and disposing of assets or resources should be considered’. Maximizing value for money should thus be the thinking in procurement and service delivery activities of an entity like NAGRC&DB hence, the focus of the current study. 

2.2.4 Procurement planning procedures and service delivery
In every function, planning is the activity that begins the process, the same holds for procurement (Willy and Njeru, 2014). Given the enormous amounts of money involved and the belief that government funds must be utilised efficiently for the betterment of society, gives the reason for which every stage of the procurement cycle must be taken seriously (Adam et al., 2012).  Procurement planning is a major issue in the practice of procurement yet little emphasis is placed on planning in most government financed projects, hence lack of planning has characterised most procurement entities (World Bank, 2004). Procurement planning is very relevant for the attainment of procurement major goal of value for money- a critical measure of service delivery, however much attention has not been given to it in most developing countries (World Bank, 2004).  
Fitzgerald, Girón, and Bermudez, (2006) note that procurement planning is a dynamic process that requires input from many different categories of professionals. It is therefore recommended that procurement planning be carried out by a multidisciplinary team established specifically for the purpose, with the participation of different technical and administrative professionals who have experience in procurement and supply management, and knowledge and experience of national public programs. The procurement planning team may draw on expertise from specific advisors when necessary. Thai (2009) adds that the procurement planning phase is characterized by research and strategic planning for the procurement; both long- and short-term costs are considered and calculated. Procurement officials engage in price analysis and cost analysis. This is critical to ensuring cost effective and affordable service delivery by entities like NAGRC&DB. 

Proper planning and implementation contributes immensely to even distribution and allocation of resources (Willy and Njeru, 2014). Good procurement planning helps to achieve the primary goals of the procurement function of an organisation (Interagency Procurement Working Group, 2006). On the other hand, poor procurement planning results in failure to align procurement with budgetary allocation (Agaba and Shipman, 2007). According Sec. 58 of the PPDA Act, (2003), procurement planning is aimed at: avoiding emergency procurement; aggregating requirements in order to obtain value for money and reduce procurement costs; making use of framework contracts where appropriate to efficient, cost effective and flexible means of procurement; avoiding the splitting of procurements to defeat the use of inappropriate methods of procurement; integrating the procurement budget in the entity’s expenditure programme, and also integrating the disposal of assets in the entity’s income and expenditure programme. Compliance with procedures set out in the PPDA Act helps NAGRC&DB realise these objectives and drive towards effective service delivery.

Reg. 98 under the Statutory Instruments Supplement No. 24 of PPDA Regulations provides that planning for a procurement activity shall take into account the following considerations: (a) aggregation of requirement to achieve lower unit costs; (b) allocation of biddable lots to ensure that requirements are not split up without justified reason; (c) common procurement of common user items with other procuring and disposing entities; (d) joint procurement with other procuring and disposing entities, where possible; (e) pre-qualification to cover groups of contracts where similar works, services or supplies requiring a pre-qualification exercise are required during the financial year, or where it would facilitate shortlisting of bidders; (f) scheduling of available resources to process the procurement requirements of the procuring and disposing entity, in particular those relating to evaluations teams; and (g) the need for framework contracts where appropriate, to the individual procurement requirements. These considerations are critical in evaluating compliance with procurement procedures by NAGRC&DB to ensure effective service delivery.
Under Reg. 3 PPDA (PDEs) Regulations, 2014, NAGRC&DB as a Procuring and Disposing Entity is required to:  have its User Departments prepare departmental procurement plans; submit them to the Procurement and Disposal Unit for consolidation; have the consolidated procurement plan approved by the Contracts Committee; and have the plan approved by the Contracts Committee forwarded to the Board/Council Management. And under Sec. 58 of the PPDA Act, 2003, such approved plans have to be submitted by the Accounting Officer to the PPDA Authority and Ministry of Finance; have the annual procurement plan and its update displayed on the Entity’s notice board, and also displayed on the entity’s website and the PPDA website. How procurement planning practices in NAGRC&DB have embraced these procedures to achieve set procurement planning objectives and be able to realise service delivery targets was the focus of this study. 
2.2.5 Bid evaluation procedures and service delivery
In public entities, suppliers are evaluated and selected on the basis of bids submitted by them to the procuring and disposing entities. This is done following the procedures prescribed in the policy and regulatory framework for procurement in place. In Uganda, the 2003 Public Procurement and Disposal of Public Assets (PPDA) Act as amended provides a guideline for procurement activities with public sector agencies. The Act provides specific guidelines to bid evaluation in particular. 
According to the 2009 Pakistan Engineering Council (PEC) Standard Procedure for Evaluation of Bids for works it is provided that; prior to proceeding with the laying down of procedure/instructions for the evaluation of bids, the three important stages of bid evaluation to include Preliminary Examination and Evaluation/Comparison of bids. Similarly, the PPDA Act 2003 provides a three stage bid evaluation process to include; a) a preliminary examination to determine the eligibility of a bidder and the administrative compliance of bids received; b) a detailed evaluation to determine the commercial and technical responsiveness of the eligible and complaint bids; and c) a financial comparison to compare costs of the eligible, compliant and responsive bids received and determine the best evaluated bid.

According to the PEC (2009) the purpose of the preliminary examination is to identify and reject bids that are incomplete, invalid, or substantially non-responsive to the bidding documents and therefore are not to be considered further. It involves the application of checks: such as verification, eligibility, bid security, and completeness of the bid and substantial responsiveness. Thus, a bid is likely not to be considered if it submitted by a Bidder who has participated in more than one bid,  received after the time and date fixed for its receipt, is not accompanied with Bid security, is unsigned, submitted for incomplete scope of work, materially and substantially different from the conditions/specifications of bidding documents, fails to comply with critical dates specified in Bidding Documents, indicates completion date later than specified, its validity is less than specified, etc. The 2003 PPDA Act provides that a preliminary examination should be conducted to determine whether a bidder is eligible and administratively compliant to the basic instructions and requirements of the bid document.
The PPDA Act 2003 provides that a bid that has been found responsive as a result of preliminary examination shall be examined in detail to assess its commercial responsiveness to the terms and conditions of the bid documents and its technical responsiveness to the statement of requirements or the relative quality of bids received.  The provisions of the Act need to be complied with by NAGRC&DB to determine whether bids received satisfy the terms, conditions and criteria stated in the bid documents, and statements of requirements without material deviation or reservation; substantially responsive to the minimum standard required; and determine their relative quality. This is done in accordance with the methodology selected to include either; Quality and Cost Based Selection (QCBS); Quality Based Selection (QBS); Fixed Budget Selection (FBS); Least Cost Selection (LCS); or Technical Compliance Selection (TCS) as may be found to suit the procurement requirement.
According to the PPDA Act 2003, a financial comparison should; a) determine the bid price; b) correct any arithmetical errors in the bid; c) apply any non-conditional discounts offered in a bid; d) determine whether the financial bids are complete, costing any missing items and adding them to the original bid price. Also, it should; e) Make adjustments for any non-material nonconformities or omissions; f) convert all bids to a single evaluation currency for the purposes of comparison if required; g) apply any margin of preference in accordance with the procedure specified in the bid documents; h) determine the total evaluated price of each bid; i) award a financial score or rank bids; in accordance with the evaluation methodology selected; and j) determine the best evaluated bid in accordance with the methodology and criteria in the bid documents. Evaluating NAGRC&DB’s compliance with these procedural requirements for improved service delivery was critical to this study.
Critical to this study, are the bid evaluation procedures set out in the 2014 amendments to the PPDA Act. They require: i) under Reg. 3(2) PPDA Evaluation Regulations 2014 the nomination of the evaluation committee members (minimum of three members) including the user departments and the procurement and disposal unit; approval/rejection of the evaluation committee members by the contracts committee; and evaluation committee meeting and submission of the evaluation report and where necessary, a negotiations report by the negotiation committee and post-qualifications report to the procurement and disposal unit. Further, the PDU submits the reviewed report to the Contracts Committee for approval and make the award decision or rejection based on clear reasons; display of the best evaluated bidder; and signing of the contract by the accounting officer and the successful bidder upon approval by the attorney general. This study centered on evaluating how the compliance with these procedures by NAGRC&DB has impacted on service delivery.  
2.2.6 Contract management procedures and service delivery 
Contract management is very vital in an entity like NAGRC&DB because it is a legal requirement for all formal and open tendering process for all public sector contracts that exceeds certain thresholds (Office of Government Commerce, 2012). It is very important when a contracting authority has awarded a contract that such contracts are properly managed. The Aberdeen Group (2006) asserted that contract management has been placed at the centre of business strategy due to the pressure extracted from contracted relationships to avoid unnecessary costs and risks on the taxpayers. Entities seek to reduce costs in order to satisfy the public requirements quickly by having more standards and centralized contract processes to comply with laws and regulations and manage risk better. Hence, contract management is imminent in any efforts to achieve service delivery through regulatory compliance and mitigating any risk in the procurement process.
Contract management is the process that enables both parties to a contract to meet their obligations in order to deliver the objectives required from the contract. It also involves building a good working relationship between customer and provider. It continues throughout the life of a contract and involves managing proactively to anticipate future needs as well as reacting to situations that arise (Office of Government Commerce, 2002). And The Chartered Institute of Procurement and Supply, UK, (2007) defines contract life cycle management as the process of systematically and efficiently managing contract creation, execution and analysis for maximizing operational and financial performance and minimizing risk. Thus, basing on the latter view, minimizing the whole portfolio of risk in the service delivery efforts of NAGRC&DB should be the focus throughout procurement management activities. 

Contract Management, according to the PPDA Act (2003) entails the administrative activities associated with handling of contracts, such as appointment of the contract manager, contract implementation plan, quality assurance, contract administration, monitoring implementation, contract completion; final deliverables report, final acceptance or handover, defects liability or warranty periods, archiving records, payment, project commissioning and close out. Broadly as laid down the PPDA Chart 5 as revised by 2014, contract management entails three major phases: appointment of the contract management authority, monitoring contract implementation, and contract completion. And following the 2014 PPDA amendments on the contract management process, Regulations 47 and 48 provide for the release of guarantee and reconciliation of payments against deliverables. This is critical to ensuring faster contract execution by service providers and hence, reduce service delivery delays in a public entity like NAGRC&DB.

Elsey in CIPS (2007) asserts that, there are a number of other definitions of contract management, the majority of which refer to post-award activities. Successful contract management, however, is most effective if upstream or pre-award activities are properly carried out. Having carried out the pre-award activities associated with contract formulation and award, the process now turns to post-award activities. These can be grouped into three general areas: the management of service delivery, the management of the relationship with the supplier and contract administration. Elsey in CIPS, (2007) specifically identifies post-award activities to include: o) Changes within the contract; p) Service delivery management; q) Relationship management; r) Contract administration; s) Assessment of risk; t) Purchasing organization’s performance and effectiveness review; and u) Contract closure.
In the CIPS Guide (2007) it is noted that successful contract management is most effective if upstream or pre-award activities are properly carried out. The Office of Government Commerce (2002) also recognizes that good contract management practice is essential to realization of expected service to the public. But such service should be sustainable. At center of such practice should embrace service delivery management, relationship management, and contract administration. So, how the former elements are integrated into contract management within NAGRC&DB to achieve service delivery targets was sought to be established by the study.

Cost effective service delivery should be a focal item of contract management activities in NAGRC&DB. Elsey (2007) further recognizes that organizations in both the public and private sectors are facing increasing pressure to reduce costs and improve financial and operational performance. New regulatory requirements, globalization, increases in contract volumes and complexity have resulted in an increasing recognition of the importance and benefits of sustainable contract management. Conceptually, contract management has become a megatrend in many public entities especially as result of social accountability and increased demand of service delivery by citizens (Baccarini and Collins, 2003). 

2.3 The conceptual framework
Conceptual framework is a model of how one makes logical or relationships among the several factors that have been identified as important to the problem (Sekaran, 2003). The conceptual framework for this study is developed to examine the relationship between procurement procedures and service delivery in NAGRC&DB as shown in the figure 2.3. It depicts the relationship between the independent variable, procurement procedures which consists of procurement planning procedures, bid evaluation procedures, and contract management procedures and the dependent variable, service delivery. 
Service delivery is conceptualized in terms of by timely delivery, adequacy of quality and quantity, accessibility of service; accuracy of information; openness and transparency; reliability, and value for money i.e. effectiveness, efficiency and economy. It assumed that once the dimensions of the independent variable mentioned above are in place, then the outcome would be effective service delivery. However, the outcome might also be influenced by the intervening variables such as government regulations and policies and PPDA regulations and guidelines.

Figure 2.3: Conceptual framework

Dependent variable

Independent variable

Service Delivery
•	Timely delivery
•	Accessibility of service
•	Accountability
•	Reliability of service 
•	Value for Money 
o	effectiveness, 
o	efficiency and 
o	economy

Procurement Procedures
•	Procurement planning procedures
•	Bid evaluation procedures
•	Contract management procedures

					

Intervening variables

•	Government regulations and policies
•	PPDA regulations and guidelines
•	Personnel Skills and competences 

Source: Adopted from CIPS, 2014; Batho, 1995; OECD, 2008; and PPDA Act, 2014. 

CHAPTER THREE
METHODOLOGY
3.1 Introduction
This chapter describes in detail the overall research design that was adopted by the study, area of study, target population, sample size, sampling procedures, data collection methods, data collection instruments, data collection, processing, analysis and limitations of the study.

3.2 Research design
The research design provides the cement that holds the research project together. A design is used to structure and show all the major parts of the research project work together to try to address the central research questions (Trochim, 2006). It is includes the research approach, strategy, duration, and classification.
3.2.1 Research approach
According to Trochim (2006), this is the basic approach to research. The study adopted a phenomenological approach because it gives the experience of social phenomena by people involved in the investigation. It gives a greater understanding of what is happening and therefore yields valuable data. This made it ideal for causal investigation on the relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.
3.2.2 Research strategy
The study used a case study strategy. The justification for the choice of the case study research strategy is that it uses specific subjects with common characteristics enough to represent the rest other than studying the entire population and the study was able to dwell on the information from National Animal Genetic Resources Centre and Data Bank for deductions and generalizations on procurement procedures and service delivery in Animal Genetic Research Agencies of Uganda.

3.2.3 Research duration
The study was cross-sectional in duration. According to Trochim (2006), as opposed to longitudinal studies, a cross-sectional study is one that involves studying an overall picture of phenomenon as it stands at the time of the study. It aims at finding out the prevalence of a phenomenon or problem or an issue by taking a cross-section of the population. A cross-sectional survey was adopted because a cross-section of the population make the research feasible involving only one study population which is to be contacted in a short period of time for the required data. It also enabled the coverage of a wider area of the scattered elements of study population like farmers with meager resources.
3.2.4 Research methods
The study adopted both a quantitative and qualitative methods. According to Sarantakos (2005) quantitative methodology involves the use of structured techniques of data collection that allow quantification measurement and operation using quantitative methods of analysis. On the other hand qualitative methodology was based on the theoretical and methodology principles of symbolic interactions. Quantitative methods were used in the study because data being sought had to be quantified on a likert scale in order to establish the relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank by way of correlation. The qualitative methods were used because obtaining nominal data is critical to giving a detailed picture of procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. Thus the research used both descriptive and inferential statistics in the analysis, interpretation and drawing conclusions from the sample. This involved using frequencies, hypothesis testing, analysis of variance (ANOVA), pearson’s linear correlation coefficients in bivariate and multivariate regression analysis of findings on procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.

3.3 Study population
The population studied was 138 including the 5 Directors from the 5 Directorates, 10 Managers, 8 staff of Finance and Administration; 12 Data Bank staff; 15 Breeding and Reproduction staff; 14 Production staff; and 8 Planning and M&E staff, 7 staff of the Procurement and Disposal Unit, 5 Contracts Committee staff, 7 Sales and Commercial services staff, 17 Extension Services Staff, and 30 Farmers. These were targeted because they were presumed to have knowledge on procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.

3.4 Sample Size
Oppenheim (1996) defines a sample as a collection of some of subset elements of the population. Dealing with the whole population would be costly, time consuming, faces limited cooperation, less accurate, among other limitations and therefore, dealing with a smaller group of population elements yields better research convenience and reliability upon generalizations that apply to the whole population would apply. A sample of 97 was used for the study determined scientifically using the table for sample size determination [see Appendix I] developed by Krejcie and Morgan (1970).  Basing on the table, a sample size of 97 was adequate for a target population 138 in National Animal Genetic Resources Centre and Data Bank.

3.5 Sampling methods and techniques
Determining the sample elements for the study to constitute the sample size of 97, both the probability and non-probability sampling methods were used in this study to constitute table 3.1. According to Bryman (2001) there is need for non-probability sampling method in which the elements of the population have no known probability of being selected. Though biased, it offers a faster, cheap and less complicated approach to sampling besides not offering any chance to leaving out key informants in the study population. 
Under the probability sampling method, purposive technique was used for key informants especially managers representing User departments that are charged with procurement management and organisational operations, sales and commercial services, and extension services staff who are directly charged with the public’s interest and expectations of service delivery. This technique is used because according to Mcerudlen, 2004 it is judgmental. It enabled the researcher to select only those members of the population with sufficient technical knowledge of the subject matter so as to access technically required information.

Table 3.1 Sampling procedures and sample size
Category of respondents	Population number	Sample
number	Sampling technique	
Directors	5	3	Convenience 	
Managers	10	6	Purposive & Convenience	
Finance and Administration staff	8	5	Simple random	
Data Bank Staff	12	7	Simple random	
Breeding and Reproduction staff	15	9	Simple random	
Production staff	14	8	Simple random	
Planning and M&E staff	8	5	Simple random	
Procurement and Disposal Unit	7	7	Census	
Contracts Committee staff	5	3	Simple random	
Sales and Commercial services staff	7	4	Simple random	
Extension Services Staff	17	10	Simple random	
Farmers 	30	30	Convenience	
Total	138	97		
Source: Organisational Structure of NAGRC&DB and Customized by the researcher, 2019 

The Census sampling technique was used for key informants especially Procurement and Disposal Unit staff who are directly involved in procurement activities of NAGRC&DB. This technique is used because according to Mcerudlen, (2004) it is judgmental such that it enables the selection of only those members of the population with sufficient technical knowledge of the procurement practices and service delivery.
Convenience sampling was used in selection of Directors, Managers of various departments, and farmers. This sampling technique according to Corbin and Strauss (1990), involves selecting whichever units of the population are easily accessible. The sample is selected on the basis of how accessible and cooperative the subjects may be. Therefore, the technique was useful in guiding the study towards those managers and directors of NAGRC&DB who were accessible and willing to cooperate during the investigation.
The probability sampling method in which according to Bryman, (2001) all the elements of the population have known probability of being selected was also applied to this study. In this, a simple random sampling technique was used in the selection of the respondents from each category where non probability sampling had not been applied. All names in a particular category were put in a box and randomly selected. This technique was selected because Winter, (2000) notes that it is advantageous in creating equal chances for all respondents to be selected and avoid bias. 
3.6 Data Collection Methods
Two kinds of data were collected for this study that is, primary data and secondary data. Primary data were collected through survey, interviews, and observation. Review of documents on procurement policies, and reports was done to collect secondary data. Multiple methods of data collection were used because triangulation of methods of data collection concretizes findings obtained as each method provided is a check or confirms the findings of another.

3.6.1 Interviewing 
An interview is an oral questioning method of data collection where the investigator directly engages in a verbal interaction with participants (Amin, 2005). Interviews were conducted to obtain data on procurement procedures in particular procurement planning procedures, bid evaluation procedures and contract management procedures and how they link to service delivery in National Animal Genetic Resources Centre and Data Bank. These were conducted with key informants like the directors, some managers, and contract committee members. These are likely to give vital and in-depth data on procurement procedures and service delivery in NAGRC&DB that was the gist of the study. 

3.6.2 Survey/questionnaire method
Survey is a self reporting method of data collection involving the use of a questionnaire to gather data about the variables of interest in an investigation (Oppenheim, 1996). It gathers data in accordance with the specifications of the research objectives, questions and hypotheses. It was necessary for this study to give an in-depth and wider coverage of both the unit of investigation and the study variables, and also provided savings in time. Statements were weighed following a likert scale of 1 to 5 as the translated progression from levels of disagreement to high levels of agreement.

3.6.3 Document review
Documentary review is method that involves the research reading about other people’s work or already existing data in print or published form (Kothari, 2004). It was necessary to collect secondary data required by the study. The researcher reviewed documents including those relating to procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. These documents included but not limited to: procurement management reports, performance and service delivery reports, compliance audit reports, and others of NAGRC&DB. The data obtained provided a backup and supportive role to the raw data obtained using primary data sources and methods.

3.7 Data Collection Instruments 
Following the above data collection methods, the study adopted data collection instruments that included self administered questionnaires, interview guides, and document review checklists together with other gadgets like notebooks that may be used to capture observed data.

3.7.1 The Self-Administered Questionnaires (SAQs)
The researcher used self administered questionnaires to collect primary data. These questionnaires were delivered physically by the researcher to respondents in the sample who filled them and later collected by the researcher from the point designated for their return. These tools contained questions on procurement procedures and service delivery in NAGRC&DB. The questions required the respondents to tick their favored options supplied on a five point Likert scale to which levels of agreement; Strongly Disagree, Disagree, Not Sure, Agree and Strongly Agree were weighed as 1, 2, 3, 4 and 5 in score. This instrument was chosen because it is easy to administer and responses could easily be analyzed. 

3.7.2 Interview Guide
Interview guides were used to gather consistent general information about procurement procedures and service delivery in NAGRC&DB. In addition to answering questionnaires, the interviews targeted key respondents in NAGRC&DB like the directors and managers in the Procurement and Disposal Unit, Finance and Administration, Production, sales and commercial services units. This method was appropriate because it ensured proper understanding and capturing detailed facts about the various activities associated with procurement procedures and service delivery in NAGRC&DB. There was a planned face-to-face interaction before the actual interview of respondents. Appointments with respondents were made, and time of the interview also agreed upon in advance. At analysis, the data obtained from the interviews were triangulated with the data from other methods before conclusions were made.

3.7.3 Document review checklists
Document review checklists are informational job aids that spell out what items and documents to be reviewed (Sarantakos, 2005). They were necessary because they ensured consistence and completeness of what was being reviewed to gather data intended to be collected by them.  

3.8 Administration of the instruments
A pre-test was carried out on the intended respondents before administering the questionnaires. Pre-testing allowed adjustments to the questionnaire by incorporating comments from the pre-test respondents in addition to assessing the language simplicity, ability to get information needed, acceptability and privacy of the respondents. This according to Mitchell, (1996) gives clues to the unforeseen in the study since a thorough check of planned procedures is appraised. Hence, content validity tests, reliability tests and guarantee of respondents’ privacy by data collection instruments were put into consideration. In addition, all the respondents were issued with questionnaires and all participating in the study were expected to be informed and knowledgeable about procurement procedures and service delivery in NAGRC&DB.

3.8.1 Content Validity tests
Validity refers to the extent to which the quality of a research procedure or instrument is accurate, correct, meaningful and right. Content Validity focuses on the extent to which the content of an instrument corresponds to the content of the theoretical concept it is designed to measure (Bell, 1999). Content validity testing of the self administered questionnaire, interview guide and checklists for this study was carried out following computation of the Content Validity Index (CVI) with acceptance at CVI ≥ 0.7 and where it falls below, then revisions would be made following the advice of the experts and rerun of test done to reach an acceptable index. The content validity formula below was used:

CVI

Number of valid items 

Total number of test items 

=

Upon distributing the instruments to five procurement professionals, a Content Validity Index of 1 was obtained since all judged the content of instruments valid for the study. 

3.8.2 Reliability tests
Reliability is the measure of the internal consistency of the research instruments (Amin, 2005). The reliability of questionnaires as the major data collection instrument is concerned with the consistency of responses to the questions. To measure the consistency of responses across all the scaled questions or group of the questions from the questionnaire was by establishing the Cronbach’s alpha (α) coefficient using SPSS. For the questionnaire and any instrument to be considered reliable, it would have to yield a Cronbach’s alpha (α) coefficient α ≥ 0.7 (Nunnaly, 1978). Any value less, would require a revision of the questions and scaling until the acceptable alpha coefficient is realized. On performing the test, Cronbach’s Alpha coefficient α = 0.867 as indicated in matrix 3.1. 
Matrix 3.1: Cronbach’s alpha reliability test results

Cronbach’s Alpha	Cronbach’s 
Alpha Based 
on 
Standardized Items	

No. of items	
.867	.846	46	

From matrix 3.1, the alpha index (α = 0.833) indicates even greater reliability to be placed on questions in the questionnaire since the alpha coefficient obtained is greater than 0.7. This therefore yielded data that reliably tested the study variables and the relationships existent between them in NAGRC&DB. 
3.8.3 Ethics and data collection procedures
Confidentiality and privacy of respondents were respected in this study. This was done by inserting confidentiality clauses into research instruments and adhering to corporate ethics and research procedures of both Nkumba University and NAGRC&DB. And because of the nature of the study being based on procurement procedures in national animal breeding entities, it is so sensitive in one way or the other; it assesses the personnel mandated to run such organizations. However, the researcher followed all the professional guidelines of researchers including acquisition of an introductory letter from the School of Business Administration and Information Technology, Nkumba University and permission from the Manager Human Resources of NAGRC&DB to conduct a research in the organization. 

3.8.4 Measurement of variables	
The variables of the study in the questionnaire were measured on a five likert scale ranging from 1, 2, 3, 4, and 5 as ranking/weights to Strongly Disagree, Disagree, Neutral, Agree, and Strongly Agree respectively. The choice of this measurement was that each point on the scale carries numerical score which were used to measure the opinion of respondents and it is the most frequently used summated scale in the study of business and social attitude.
3.9 Response rate
All questionnaires distributed were not were filled by respondents hence, the study did not receive a 100% response as shown in table 3.2. 
Table 3.2 Response rate
Response rate	Frequency	Percent	Cumulative Percent	
             Response
             Non response
             Total	85
12
97	87.6
12.4
100.0	87.6
100.0	
Source: Primary data, 2019
Statistics in table 3.2 show that out of the 97 respondents sampled and reached 85 were able to respond to questionnaires and 12 respondents did not return questionnaires indicating a 87.6% response rate and a 12.4% non response rate. Findings indicate that the data obtained gives adequate representation of the population studied and therefore reliance could be placed on the statistics to draw a conclusion on the relationship between procurement procedures and service delivery in NAGRC&DB. 
3.10 Respondents’ background 
The study sought to establish the background information of respondents such as their age, sex, level of education, occupation, and the period of work in their occupation or relationship with NAGRC&DB. Such background information impacts on the respondents’ conceptualization and knowledge of procurement procedures and service delivery in NAGRC&DB. The study established the following findings on these aspects:

3.10.1 Age of respondents
Establishing the age of respondents was critical to the study as it has bearing on the judgmental quality of the individual respondent and findings were as indicated in table 3.3.
Table 3.3: Age of respondents
Age of respondents(years)	Frequency	Percent	Cumulative Percent	
             Below 26 
             26 - 35
             36 – 45
  46 - 55
             Above 55 
             Total	3
36
26
13
7
85	 3.5
42.3
30.6
15.3
  8.2
100.0	  3.5
45.9
76.5
91.8
100.0	
Source: Primary data, 2019
Findings in table 3.3 indicate that 3.5% were below 26 years of age, 42.3% were 26-35 years, 30.6% were 36-45, 15.3% were 46-55 and 8.2% were above 55 years. Results reveal that majority of the respondents that is 96.5% were above 26 years of age implying decisions and choices made are those likely to be based on maturity, experience and technical knowledge of procurement procedures and service delivery in NAGRC&DB. 
3.12.2 Sex of respondents
The study sought to establish the sex of the respondents and findings as shown in table 3.4. 
Table 3.4: Sex of respondents
Sex of respondents	Frequency	Percent	Cumulative Percent	
             Male
             Female     
             Total	55
30
85	64.7
35.3
100.0	64.7
100.0	
Source: Primary data, 2019
Findings in table 3.4 show that, 55 of the respondents were male and 30 were female indicating a sex representation of 64.7% and 35.3% respectively. The study had a deviant representation in sex composition of respondents. However, it can be drawn that the deviation was not so significant to bias opinion on the relationship between procurement procedures and service delivery in NAGRC&DB. 
3.12.3 Level of education
The study also sought to establish the respondents’ level of education and results were as indicated in table 3.4. 

Table 3.5: Respondents’ level of education
Level of Education 	Frequency	Percent	Cumulative Percent	
             Other qualifications
             Certificate
             Diploma
             Bachelors Degree
 Masters Degree
             Total	5
3
32
30
15
85	  5.9
  3.5
37.6
35.3
17.6
100.0	5.9
9.4
47.0
82.4
100.0	
Source: Primary data, 2019
Results in table 3.5 indicate majority respondents 37.6% were diploma holders, 35.3% were bachelors degree holders, 17.6% masters degree holders, 3.5% certificate holders, and 5.9% had other qualifications including PhDs and Certificates in Agricultural extension services inter alia. Findings implied a great degree of reliance the study could place on the information obtained as all respondents had attained sufficient education to raise the confidence levels and reduce the chance of error in responses given by them on procurement procedures and service delivery in NAGRC&DB. 
3.12.4 Occupation of respondents
Establishing the respondents’ occupation was essential to assessing the technical knowledge of procurement procedures and service delivery in NAGRC&DB. Results on this were as indicated in table 3.6. 

Table 3.6 Occupation of respondents
Occupation of respondents	Frequency	Percent	Cumulative percent	
Directors
Managers
Finance and Administration staff
Data Bank Staff
Breeding and Reproduction staff
Production staff
Planning and M&E staff
Procurement and Disposal Unit
Contracts Committee members
Sales and Commercial services staff
Extension Services Staff
Farmers 
Total	3
6
5
7
9
8
5
7
3
4
9
19
85	3.5
7.1
5.9
8.2
10.6
9.4
5.9
8.2
3.5
4.7
10.6
22.3
100	3.5
10.6
16.5
24.7
35.3
44.7
50.6
58.8
62.3
67.0
77.7
100	
Source: Primary data, 2019
Findings in table 3.6 indicate that 3.5% respondents were Directors, 7.1% were Managers, 5.9% were Finance and Administration staff, 8.2% Data Bank Staff, 10.6% were Breeding and Reproduction staff, 9.4% were Production staff, 5.9% were Planning and M&E staff, 8.2% from the Procurement and Disposal Unit, 3.5% were Contracts Committee members, 4.7% were Sales and Commercial services staff, 10.6% were Extension Services Staff, and 22.3% were Farmers. The statistics therefore imply that the respondents were knowledgeable about procurement procedures and service delivery issues pertaining to their units of operation in NAGRC&DB which renders the data provided by them reliable to draw deductions for the study. 
3.12.5 Period of work and relationship with NAGRC&DB
The study also investigated the respondents’ period of work and relationship with NAGRC&DB yielding findings as indicated in table 3.7. 
Table 3.7 Period of work and relationship with NAGRC&DB
Period of work and relation (years)	Frequency	Percent	Cumulative Percent	
Valid    Below 6
             6 - 10
             11-15
16 - 20
             Total	5
36
22
22
85	 5.9
42.3
25.9
25.9
100.0	 5.9
48.2
74.1
100.0
	
Source: Primary data, 2019
Results in table 3.8 indicate that, majority of the respondents that is 42.3% had been involved in the activities of NAGRC&DB for 6-10 years, 25.9% for 11-15 years, 25.9% for 16-20 years, 5.9% for less than 6 years, and none had served or related with NAGRC&DB for over 20 years. These findings imply that majority of the respondents were well versed with the activities of NAGRC&DB and therefore, have adequate knowledge of procurement procedures and service delivery of the entity. 
3.9 Data processing, analysis and presentation
Data collected were processed and analyzed using the SPSS data analysis program by running descriptive analyses to establish frequencies and percentages as well as hypothesis testing, analysis of variance, and correlation/regression analysis. This yielded frequency tables, ANOVA matrices, correlation matrices, and model summaries that were the mode of presenting and basis of interpreting findings. Qualitative data from the field was analyzed using critical judgment by considering those elements which tallied with the study elements in the conceptual framework. Presentation also considered triangulation of findings obtained using various methods and instruments of data collection that were used in the study.

3.10 Limitations of the study
Because the study intended to assess the relationship between procurement procedures and service delivery in NAGRC&DB, the researcher expected some form of falsification of information especially from user departments that are entrusted procurement management with the intention of concealing their ineffectiveness. However, the researcher tried to assure all respondents a high level of confidentiality. 
The study was also challenged by time constraint. The time given for the research coincided with other academic activities. However, in limiting the impact of the time constraint on the study, the researcher endeavored to obtain data from key respondents with the knowledge of the subject matter by sending them the questionnaires and interview questions in advance. This enabled them prepare themselves and minimize the contact time.
Low levels of cooperation from respondents in drawing up appointments especially for interviews threatened the effectiveness of the study. However, the researcher endeavored to exercise patience where appointments seemed so tight to fit into during the study.     

 CHAPTER FOUR
PROCUREMENT PLANNING PROCEDURES AND SERVICE DELIVERY IN NAGRC&DB
4.1	Introduction
The study sought to examine the relationship between procurement planning procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. This chapter provides analysis, presentation and interpretation of findings obtained on procurement planning procedures and service delivery in NAGR&DB. The study adopted descriptive statistics including means and standard deviations presented in section 4.2, and inferential statistics using correlation analysis and regression analysis as presented in sections 4.3, and 4.4. This was required to obtain a logical conclusion on the relationship between procurement planning procedures and service delivery in NAGRC&DB.
4.2 Descriptive findings 
In examining the relationship between procurement planning procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, the study adopted descriptive statistical approaches by way of means and standard deviations as presented in table 4.1. From table 4.1, findings indicate that departmental procurement plans are prepared in line with the approved work plan by user departments in NAGRC&DB [M=4.52], Procurement plans are consolidated by the Procurement and Disposal Unit in NAGRC&DB to ensure cost effective service [M=4.44], Procurement plans are approved by the Contracts Committee in NAGR&DB[M=4.36] , and that procurement plans are submitted by the contracts committee to management for approval in NAGRC&DB [M=4.45] at standard deviation [SD] = 0.78, 0.82, 0.73, and 0.65 respectively. 

In addition, approved procurement plans of NAGR&DB are also submitted by the Accounting Officer to the Ministry of Finance [M=4.01], procurement planning in NAGRC&DB has facilitated aggregation of requirements [M=4.39], and Procurement planning puts into consideration the needs of users and farmers at NAGRC&DB [M=4.01] at standard deviations of 0.87, 0.75, and 0.84. This was confirmed by the findings in table 4.1 which indicate that, majority of the respondents were in agreement with procurement planning procedures having a significant impact on service delivery in National Animal Genetic Resources Centre and Data Bank given an average mean of 4.12 for all the items and mean standard deviation of 0.76.
Table 4.1: Procurement planning procedures and service delivery in NAGRC&DB
No	Item	N	Min	Max	Mean	SD	
1.	Departmental procurement plans are prepared in line with the approved work plan by user departments in NAGRC&DB	85	1	5	4.52	0.78	
2.	Procurement plans are consolidated by the Procurement and Disposal Unit in NAGRC&DB to ensure cost effective service 	85	1	5	4.44	0.82	
3.	Procurement plans are approved by the Contracts Committee	85	1	5	4.36	0.73	
4.	Procurement plans are submitted by the contracts committee to management for approval 	85	1	5	4.45	0.65	
5.	Approved procurement plans are submitted by the Accounting Officer to the PPDA Authority	85	1	5	3.96	0.72	
6.	Approved procurement plans are also submitted by the Accounting Officer to the Ministry of Finance 	85	1	5	4.01	0.87	
7.	Procurement plans are displayed on NAGRIC&DB’s notice board and website of PPDA Authority	85	1	5	3.22	0.68	
8.	Procurement planning in NAGRC&DB has facilitated aggregation of requirements 	85	1	5	4.39	0.75	
9.	Procurement planning has aided the use of framework contracts in NAGRC&DB	85	1	5	3.85	0.80	
10.	Procurement planning puts into consideration the needs of users and farmers at NAGRC&DB	85	1	5	4.01	0.84	
                                                                                                              Average	4.12	0.76	
Source: Primary data, 2019
Similarly, findings of interviews indicated consent with the view that departmental procurement plans are prepared in line with the approved work plan by user departments and that procurement plans are consolidated by the Procurement and Disposal Unit in NAGRC&DB to ensure cost effective service. Particularly the note of the Head of Procurement that, 
“…. User Departments do prepare departmental procurement plans which are then consolidated by my section. This helps earlier aggregation of procurements so that a single service provider is engaged” 
In addition to this, document reviews revealed Procurement Plans of NAGRC&DB several financial years in the files of the procurement and disposal unit. This implies that NAGRC&DB is committed to cost effective and reliable service delivery and extension services. This has been aided by effective preparation and consolidation of procurement plans.  
However, in contrast to the view that departmental procurement plans are prepared and consolidated in NAGRC&DB, was the further note of the Head of Procurement that, 
“….there has been pitfalls in the process of planning procurements however. Many procurements have come up as emergency needs especially in the production department. …..especially where certain unique quality standards have to be met in the production of semen” 
This implies that though procurement planning procedures are in place as set out in the PPDA Act, the unique demands of certain units undermined its potential of helping realize cost effective service.
From table 4.1, the mean scores of 3.96, 3.22, and 3.85 indicate low levels of compliance with the requirement to submit approved procurement plans by the Accounting Officer to the PPDA Authority [M=3.96, SD=0.72], display of procurement plans on NAGRIC&DB’s notice board and the PPDA website [M=3.22, SD=0.68], and procurement planning aiding the use of framework contracts in NAGRC&DB [3.85, SD=0.80]. The low levels of compliance with the requirement to submit approved procurement plans by the Accounting Officer to the PPDA Authority [M=3.96, SD=0.72] was evidently supported by Audit Reports. For example, the FY2016/17 Procurement Compliance Audit Report highlighted procurements in NAGR&DB that were not reflected in the approved and submitted procurement plan. 

Similarly, the head of Finance and Administration hinted that,
‘Securing funds for some procurement had not been possible since they were not provided for under the approved procurement plan’  
This implies that procurement planning inefficiencies have been a major factor that accounts for the poor quality and unsatisfied requirements of farmers for semen and improved animal breeds.  Therefore, a more integrated and detailed analysis of needs during procurement planning is essential to achievement of improved service delivery in NAGR&DB. 
Findings indicate low levels of compliance with the procedure to display procurement plans on entity’s notice board and the PPDA website. This coupled with the procurement planning process not effectively aiding the use of framework contracts in NAGRC&DB has failed the improved accessibility, reliability and cost effectiveness of service. This was further confirmed in interview with the Procurement Officer noting that, 
“…..We have failed to make optimum use of framework contracts as sourcing is largely affected by unplanned procurements that are not easily integrated in running contracts with active suppliers.” 
These findings imply that though NAGRC&DB has had significant progress towards compliance with procurement planning procedures, there are still gaps that have failed effective delivery of service. 
4.3: Correlation analysis 
To determine the significance of the relationship between procurement planning procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, a correlation analysis was done and produced results as indicated in table 4.2.

Table 4.2: Correlation of Procurement planning procedures and service delivery in NAGRC&DB 
Correlations

	Procurement Planning Procedures	
Service Delivery	
Procurement               Pearson Correlation
Planning                      Sig. (2-tailed)
Procedures                  N	                                  1

                                 85	                        .629**
                         .000
                            85	
Service                         Pearson Correlation
Delivery                       Sig. (2-tailed)
                                     N	                              .629**
                              .000
                                 85	                               1

                             85	
a. Predictor: (Constant), Procurement Planning Procedures
From table 4.2, correlation results indicated a moderately strong positive relationship between procurement planning procedures and service delivery in National Animal Genetic Resources Centre and Data Bank given r = 0.629 at significance levels p = 0.000 less than 0.01. This implies that an effective procurement planning process will significantly improve service delivery in NAGRC&DB.
4.4 Regression analysis 
In order to examine further the linear relationship between procurement planning procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, a regression analysis was performed. The results obtained were as summarized in table 4.3. 
Table 4.3: Model Summary 
Model 	R	R Square	Adjusted R Square	Std. Error of the Estimate	
1	.629a	.395	.381	1.27343	
a. Predictor: (Constant), Procurement Planning Procedures
From table 4.3, it can be drawn that the regression coefficient of determination Adjusted R2 using procurement planning procedures as the predictor is 0.381 when R is 0.629. This implies that a 62.9% improvement in service delivery within NAGRC&DB can be predicted at a 38.1% value change in the execution and compliance with procurement planning procedures. 

CHAPTER FIVE
BID EVALUATION PROCEDURES AND SERVICE DELIVERY IN NAGRC&DB
5.1	Introduction
The study sought to examine the relationship between bid evaluation procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. This chapter provides analysis, presentation and interpretation of findings obtained on bid evaluation procedures and service delivery in NAGRC&DB. The study adopted descriptive statistics including means and standard deviations presented in section 5.2, and inferential statistics using correlation analysis and regression analysis as presented in sections 5.3, and 5.4. This was required to obtain a logical conclusion on the relationship between bid evaluation procedures and service delivery in NAGRC&DB.
5.2 Descriptive findings 
In examining bid evaluation procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, the study adopted descriptive statistical approaches by way of means and standard deviations as presented in table 5.1. From table 5.1, with the mean = 3.65, findings indicate moderate levels of compliance with bid evaluation procedures set out in the PPDA Act when nominating members of the evaluation committee in NAGRC&DB [M=3.65, SD=0.71]. It is required that members of the bid evaluation committee should be nominated by the procurement and disposal unit. Also that, such members recommended should bear personal qualities such as; representation of the requisitioning user department, knowledge of the procurement, knowledge of the public procurement system, and law among others. Under Regulation 169 (4) (5) and (6), members of the Evaluation Committee of PDEs are required to be of adequate skills, seniority and experience to ensure that the outcome of the bid evaluation process are bidders that shall perform contracts adequately. 

Table 5.1: Bid evaluation procedures and service delivery in NAGRC&DB
No	Item	N	Min	Max	Mean	SD	
1.	Members of the evaluation committee are nominated following procedures and recommended personal qualities 	85	1	5	3.65	0.71	
2.	Members of the evaluation committee are vetted and appointed by the contracts committee in NAGRC&DB	85	1	5	3.85	0.62	
3.	The evaluation committee efficiently and effectively undertakes evaluation of bids in NAGRC&DB.	85	1	5	2.96	0.83	
4.	Bid evaluation is done in accordance with the predetermined criteria and methods	85	1	5	2.84	0.77	
5.	Bid evaluation reports are reviewed and submitted by the PDU to Contracts Committee for approval	85	1	5	4.15	0.85	
6.	Award of contract is based on the recommendations of the evaluation committee	85	1	5	3.96	0.81	
7.	Bid evaluation and award in NAGRC&DB is fair and transparent	85	1	5	3.39	0.73	
8.	Notice of the best evaluated bidder is displayed on the notice board of NAGR&DB 	85	1	5	4.42	0.68	
9.	Notice of the best evaluated bidder issued to all bidders 	85	1	5	2.74	0.76	
10.	Contracts awarded to bidders are approved by the Attorney General before signing by the accounting officer	85	1	5	3.99	0.72	
                                                                                                              Average	3.59	0.74	
Source: Primary data, 2019
Similarly, interview results indicated low levels of compliance with procedural requirements in nominating evaluation committee members when one Head of Unit/User Department expressed that,
“At times, the bid evaluation process is faulted since users are left out of the exercise. At nomination to the {evaluation} committee, it is vital to have us represented and even at all key levels of the procurement and contract management process”.
This implies low levels of compliance with bid evaluation procedures that has led to selection of service providers who failed to deliver to the expectations of users and farmers requirements hence denting service delivery in NAGRC&DB.  

In addition, findings indicate moderate levels of compliance with bid evaluation procedures that require members of the evaluation committee to be vetted and approved by the contracts committee in NAGRC&DB [M=3.85, SD=0.62], and award of contract to be based on the recommendations of the evaluation committee [M=3.96, SD=0.81]. Following the document reviews, it was established in the procurement files maintained by the PDU and the Accounting Officer that there were administrative reviews filed in which complaints of award of contract not corresponding with the bid evaluation reports. Interview results also showed non compliance with vetting and approval of the evaluation committee by the contracts committee when one respondent noted that, 	
“…there have been cases where we have seen the evaluation of bidders being done by people appointed directly by the Accounting Officer…should we term this as compliance with law or defeat of the law?”  
Document reviews further revealed inefficiencies in the bid evaluation and contract award processes of NAGRC&DB. The PPDA Audit Report (2016) noted irregularities such as award without technical evaluation, and evaluation by members not approved by the Contracts Committee. Regulations 198 (8), 201 (9) and 204 (7) (c) among others of the PPDA Act, 2003 require that award of contracts would be to those bidders that best meet minimum requirements of the prescribed methodology. Therefore, the findings that are contrary to these provisions imply low levels of compliance and faulting of the bid evaluation process that have led to unsatisfactory service being delivered by NAGRC&DB. 

Furthermore, findings in table 5.1 show that bid evaluation and contract award in NAGRC&DB are moderately fair and transparent [M=3.39, SD=0.73]. They also show moderate compliance on approval of awarded contracts by the Attorney General before signing by the accounting officer in NAGR&DB [M=3.99, SD=0.72]. Whereas these may indicate moderate compliance with bid evaluation procedures, document reviews indicate significant gaps in compliance levels. In the Administrative Review Reports of 2018 there was a major case in which the Entity received only one bid in time (from M/S Tarpo Services (U)), however another bid from M/s Tela Service was received late and considered for evaluation contrary to Reg. 158(5). M/S Tarpo Services (U) was compensated due to established unfairness and lack of transparency in the bid evaluation and contract award process. 

The PPDA Audit Report (2016) also noted irregularities such as the evaluation committee recommending award to bidders who were not qualified, compliant or responsive. This renders service inaccessible as the administrative review process delays service delivery and renders it less cost effective because of the added cost of compensation. This was confirmed by the findings in table 5.1 which indicate that, bid evaluation procedures have a moderately significant impact on service delivery in National Animal Genetic Resources Centre and Data Bank given an average mean of 3.59 for all the items and mean standard deviation of 0.74.

In show of good practice, findings in table 5.1 show that bid evaluation reports are reviewed and submitted by the PDU to Contracts Committee for approval in NAGRC&DB [M=4.15, SD=0.85], and notice of the best evaluated bidder is displayed on the notice board of NAGR&DB [M=4.42, SD=0.68]. These supported by the Interview response of the Head of Procurement that, 
“The PDU has consistently reviewed bid evaluation reports as required by procedure. After review, they have been forwarded to the Contracts Committee to be approved”
And he further points out that,
“As a way of ensuring transparency, we have had the NOBEB {notice of the best evaluated bidder} displayed on the notice board.” 
This implies that NAGRC&DB complies with bid evaluation procedures on review of reports and display of the NOBEB on the entity’s notice board which promote accountability and information dissemination to the public that are key elements of effective service delivery by National Animal Genetic Resources Centre and Data Bank.

From table 5.1, the mean score of 2.96 indicates low levels of compliance with the requirement of the evaluation committee to efficiently and effectively undertake evaluation of bids in NAGRC&DB DB [M=2.96, SD=0.83]. This was evidently supported by the 2017 PPDA Audit Reports. For example, the Audits highlighted procurements in NAGR&DB where the evaluation teams were not conducting technical evaluation for direct procurements contrary to Reg. 188(1). Also the Use of evaluation criteria not specified in the solicitation document was sighted. The audit noted that in the tender for Procurement of Vehicle Tyres, Ugx. 13,576,269, the Evaluation Committee introduced evaluation criteria that were not stipulated in the bid document like proven performance of the tyres contrary to Reg. 217(1)(4). This implied a failure to efficiently and effectively deliver service in NAGRC&DB. 

The mean score of 2.84 indicates low levels of compliance with the requirement of bid evaluation to be done in accordance with the predetermined criteria and methods [M=2.84, SD=0.77]. Similarly, the head of Sales and Commercial Services hinted that,
‘on many occasions, we have received complaints from clients that artificial insemination services are not yielding good breeds…may be the criteria and methodology for evaluation needs to address specific sector demands’  
This implies that bid evaluation criteria and methods used are inappropriate for realization of quality service requirements of farmers and staff of the entity.  Therefore, specific sector criteria and methodology needs to be set during bid evaluation to achieve improved service delivery in NAGR&DB. 
From table 5.1, the mean score of 2.74 indicates low levels of compliance with the procedure to have the notice of the best evaluated bidder be issued to all bidders in NAGRC&DB [M=2.74, SD=0.76]. This has failed the requirement for transparency and openness in service delivery by NAGRC&DB. In addition, interview results with one of the directors revealed lack of openness on who the best evaluated bidders are. This was based on his note that, 
“…..operations in my section have been largely affected by the service providers engaged to supply inputs….at times the bidder to supply is not known until supplies have been delivered.” 
These findings imply that the procedure to have the best evaluated bidder displayed has been faulted in some procurement which has limited the contribution of users towards the post tender negotiations in which service level standards are clarified. This has failed effective service delivery in NAGRC&DB. 
5.3: Correlation analysis 
To determine the significance of the relationship between bid evaluation procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, a correlation analysis was done and produced results as indicated in table 5.2.
Table 5.2: Correlation of bid evaluation procedures and service delivery in NAGRC&DB 
Correlations

	Bid Evaluation Procedures	Service Delivery	
Bid Evaluation            Pearson Correlation
Procedures                  Sig. (2-tailed)
                                     N	                                  1

                                 85	                        .532**
                         .002
                            85	
Service                         Pearson Correlation
Delivery                       Sig. (2-tailed)
                                     N	                              .532**
                              .002
                                 85	                               1

                             85	
a. Predictor: (Constant), Bid Evaluation Procedures
From table 5.2, correlation results indicated a moderate positive relationship between bid evaluation procedures and service delivery in National Animal Genetic Resources Centre and Data Bank given r = 0.532 at significance levels p = 0.001 less than 0.01. This implies that well executed bid evaluation processes will significantly improve service delivery in NAGRC&DB.
5.4 Regression analysis 
In order to examine further the linear relationship between bid evaluation procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, a regression analysis was performed. The results obtained were as summarized in table 5.3. 
Table 5.3: Model Summary 
Model 	R	R Square	Adjusted R Square	Std. Error of the Estimate	
1	.532a	.283	.269	1.492558	
a. Predictor: (Constant), Bid Evaluation Procedures
From table 4.3, it can be drawn that the regression coefficient of determination Adjusted R2 using bid evaluation procedures as the predictor is 0.269 when R is 0.532. This implies that a 53.2% improvement in service delivery within NAGRC&DB can be predicted at a 26.9% value change in the execution and compliance with bid evaluation procedures set out in the PPDA Act.

CHAPTER SIX
CONTRACT MANAGEMENT PROCEDURES AND SERVICE DELIVERY IN NAGRC&DB 
6.1	Introduction
The study sought to examine the relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. This chapter provides analysis, presentation and interpretation of findings obtained on contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. The study adopted descriptive statistics including means and standard deviations presented in section 6.2, and inferential statistics using correlation analysis and regression analysis as presented in sections 6.3, and 6.4. This was required to obtain a logical conclusion on the relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.
6.2 Descriptive findings 
In examining the relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, the study adopted descriptive statistical approaches by way of means and standard deviations as presented in table 6.1. From table 6.1, findings indicate that contract management procedures involve clear communication and record keeping in NAGRC&DB [M=4.27], and quality assurance checks on contracts of supply and progress reports are submitted in NAGRC&DB [M=4.11] at standard deviations [SDs] of 0.78 and 0.59 respectively. 
Clear communication and record keeping in the contract management processes of NAGRC&DB are a requirement as set out in the 2014 PPDA amendments on contract management procedures. Interviews yielded similar results when the Manager Monitoring and Evaluation noted that,
“Well-kept records are an essential tool for effective monitoring and evaluation….procurement has made a significant improvement their record keeping practices. Contract management reports especially progress reports in many cases have been found set in our monitoring exercises’
This implies that contract management activities of NAGRC&DB are demonstrating compliance with procedural requirements of the PPDA Act to have clear communication and record keeping. This is essential to ensuring proper accountability for service delivery in public entity like NAGRC&DB. 
Table 6.1: Contract management procedures and service delivery in NAGRC&DB
No	Item	N	Min	Max	Mean	SD	
1.	Contract management teams and managers are nominated and appointed in accordance with PPDA guidelines  	85	1	5	3.01	0.65	
2.	Effective monitoring and reporting is visible in the contract management practices of NAGRC&DB	85	1	5	2.97	0.73	
3.	Contract implementation plans are drawn to guide contract management activities in NAGRC&DB 	85	1	5	3.25	0.64	
4.	Update and maintenance of complete contract records is effectively integrated in the contract management procedures of NAGRC&DB	85	1	5	3.56	0.75	
5.	Contract management procedures have facilitated faster invoicing and processing of interim payments to service providers	85	1	5	3.84	0.69	
6.	Contract management procedures involve clear  communication and record keeping	85	1	5	4.27	0.78	
7.	Quality Assurance checks on contracts of supply and progress reports are submitted in NAGRC&DB 	85	1	5	4.11	0.59	
8.	Contract management practices of NAGRC&DB use a checklist that covers key timeline deliverables and performance reporting	85	1	5	2.85	0.72	
9.	Contract variations in have been effectively managed and kept close to budgets for cost effective service in NAGRC&DB	85	1	5	2.96	0.83	
10.	Payments to service providers are reconciled with contract deliverables in NAGRC&DB	85	1	5	3.92	0.76	
                                                                                                              Average	3.47	0.71	
Source: Primary data, 2019
In addition, findings in table 6.1 show that quality assurance checks on contracts of supply are undertaken and progress reports are submitted in NAGRC&DB given a mean of 4.11 and standard deviation of 0.59.  This was confirmed by interviews with procurement manager hinting that, 
“Service level agreements are inserted in the contracts with service providers…these have provided the yardstick for assessing ongoing contract management activities supply contracts.” 
Similarly, document reviews revealed quality check reports and progress reports in completed procurement files maintained by the Procurement and Disposal Unit. These findings imply that contract management practices in NAGRC&DB have aided transparency and accountability as tracking timely completion of contracts that are essential to realizing effective service delivery in National Animal Genetic Resources Centre and Data Bank. 
From table 6.1, a mean score of 3.01 with standard deviation at 0.65 indicates moderately low levels of compliance with the requirement of contract management teams and managers to be nominated and appointed in accordance with PPDA guidelines [M=3.01, SD=0.65]. Document reviews also revealed low levels of compliance with this requirement by NAGRIC&DB. In particular, review of 2016 PPDA Audit Reports on NAGRC&DB established that in procurements worth Shs1, 222,075,299, there was no evidence of appointment of a contract manager to supervise the contract. As a result, all procurements did not have contract implementation plans, progress reports and a contract management file. This has failed the effective management of procurement contracts and be able to derive more value for money service from such contracts.

In addition, findings in table 6.1 indicate moderately low levels of compliance with the procedure for drawing contract implementation plans to guide contract management activities in NAGRC&DB given a mean of 3.25 and standard deviation of 0.64. Besides procurement performance evaluation reports indicating lack of preparation of contract implementation plans that leads to poor contract management in NAGRC&DB, interviews also indicated similar results. The head of Finance and Administration noted that,
‘Lack of clear contract implementation plans has made earlier liaison with originating departments to process interim payments to contractors ’  
This implies that contract management inefficiencies have been a major contributor to service delivery gaps in NAGRC&DB. 
Mean scores of 3.56, 3.84 and 3.92 indicate moderately low levels of compliance with the procedure to update and maintain complete contract records in the contract management practices of NAGRC&DB, contract management procedures facilitating faster invoicing and processing of interim payments to service providers, and payments to service providers are reconciled with contract deliverables in NAGRC&DB with standard deviations of 0.75, 0.69 and 0.76 respectively. This implies that lack of complete contract records may fail the evaluation of supply projects for value for money and also dents accountability in the service delivery mix of NAGRC&DB. 
In addition, though findings indicate maintenance of proper progress reports, contract management activities in NAGRC&DB show moderately low levels of compliance with procedures to invoicing and processing of interim payments to contractors or service providers [M=3.84, SD=0.69]. Also reconciliation of payments to service providers with contract deliverables has registered low levels of compliance with contract management procedures as set out in the 2014 amendments of PPDA Act [M=3.92, SD=0.76]. This finding was concretized by interview results where the head of production noted that,
“…there have been regular delays in delivery of inputs of animal breeds and at times also equipment and technologies used in production processes have been delayed…suppliers have mainly attributed this to delayed payments by the entity”. 
This implies that NAGRC&DB has had declining service delivery levels by way of delayed service and less accountability due to gaps in compliance with contract management procedures that require faster processing of invoices and payments to enable timely delivery of service. These levels of moderate compliance are evidently summed up by average means and standard deviations of 3.47 and 0.71 respectively.

However, findings in table 6.1 indicate very low or no-compliance with contract management procedures in NAGRC&DB. Mean scores of 2.97, 2.85 and 2.96 with standard deviations of 0.73, 0.72 and 0.83 respectively indicate very low levels of compliance with visibility of effective monitoring and reporting in the contract management practices of NAGRC&DB, use of a checklist that covers key timeline deliverables and performance reporting, and contract variations being effectively managed and kept close to budgets for cost effective service in NAGRC&DB. These compliance gaps coupled with the average mean score of 3.47 and standard deviation of 0.71 imply low levels of compliance with contract management procedures that has failed the optimal delivery of service by NAGRC&DB.
6.3: Correlation analysis 
To determine the significance of the relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, a correlation analysis was done and produced results as indicated in table 6.2.
Table 6.2: Correlation of contract management procedures and service delivery in NAGRC&DB 
Correlations

	Contract Management Procedures	
Service Delivery	
Contract                      Pearson Correlation
Management               Sig. (2-tailed)
Procedures                  N	                                  1

                                 85	                        .601**
                         .000
                            85	
Service                         Pearson Correlation
Delivery                       Sig. (2-tailed)
                                     N	                              .601**
                              .000
                                 85	                               1

                             85	
a. Predictor: (Constant), Contract Management Procedures
From table 6.2, correlation results indicated a moderately strong positive relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank given r = 0.601 at significance levels p = 0.000 less than 0.01. This implies that a well executed contract management process will significantly improve service delivery in animal breeding agencies like NAGRC&DB.
6.4 Regression analysis 
In order to examine further the linear relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, a regression analysis was performed. The results obtained were as summarized in table 6.3. 
Table 6.3: Model Summary 

Model 	
R	
R Square	Adjusted R Square	
Std. Error of the Estimate	
1	.601a	.361	.347	1.376621	
a. Predictor: (Constant), Contract Management Procedures
From table 6.3, it can be drawn that the regression coefficient of determination Adjusted R2 using contract management procedures as the predictor is 0.347 when R is 0.601. This implies that a 60.1% improvement in service delivery within NAGRC&DB can be predicted at a 34.7% value change in the execution and compliance with contract management procedures. 

CHAPTER SEVEN
HAMORNIZING PROCUREMENT PROCEDURES AND SERVICE DELIVERY IN NAGRC&DB 
7.1 Introduction
This chapter sets out to link literature review and study findings on procurement procedures and service delivery in government animal breeding agencies with focus on National Animal Genetic Resources Centre and Data Bank (NAGRC&DB). It deduces implications of study findings against the ideal practice postulated by the literature. As a result, the way forward towards improved compliance with procurement procedures and practices to deliver better service is drawn. To effectively achieve this, multiple regression analysis, analysis of variance and establishing standardized coefficients to test hypotheses of the study were undertaken as indicated in section 7.2.

7.2 Testing hypotheses
As a way of drawing conclusion on the relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, the study set out to test the following hypotheses:
Ho: There is no significant relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.
H1: There is a significant relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.

7.2.1 Multiple regression analysis
In order to examine the relationship between procurement planning procedures, bid evaluation procedures, contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank, a multiple regression analysis was performed. The results obtained were as summarized in table 7.1. 

Table 7.1 Model Summary 

Model 	
R	
R Square	Adjusted R Square	
Std. Error of the Estimate	
1	.557a	.310	.296	1.21342	
a. Predictors: (Constant), Procurement Procedures (PPPs, BEPs, CMPs)
From table 7.1, it can be drawn that the multiple regression coefficient R using all predictors i.e. procurement planning procedures, bid evaluation procedures, and contract management procedures simultaneously, is 0.557 and adjusted R square is 0.296. This implies that a 55.7% change in service delivery by NAGRC&DB can be predicted by a 29.6% value change in the three predictors. The remaining 44.3% variance in service delivery by NAGRC&DB is explained by other factors not investigated in this study.
7.2.2 Analysis of variance (ANOVA) results
An analysis of variance test to establish the F value and its statistical significance that indicate this variance was done, yielding results as shown in table 7.2.

Table 7.2: Analysis of variance between procurement procedures and service delivery in NAGRC&DB
ANOVAb

Model 	Sum of squares 	
df	
Mean square	
F	
   Sig.	
1      Regression
        Residual
        Total	    266.345
  1244.352
  1510.697	3
81
84	88.781
       15.362	12.362	         .001a	
a. Predictors: (Constant), Procurement Procedures (PPPs, BEPs, CMPs)
b. Dependent Variable: Service Delivery

The ANOVA table 7.2 shows that F = 5.268 and the value of sig is 0.002 i.e. p = 0.001 < 0.05. This means that the combination of procurement planning procedures, bid evaluation procedures, and contract management procedures gives a positive statistical prediction of service delivery in NAGRC&DB. The change in service delivery in NAGRC&DB is 12.36% predicted by compliance with procurement planning procedures, bid evaluation procedures, and contract management procedures. The 87.64% prediction of change in service delivery in NAGRC&DB is brought about by other factors not investigated by the study.
7.2.3 Standardized coefficients
To establish the integrated influence of each of the constructs of procurement procedures on service delivery in NAGRC&DB, standardized coefficients were established as shown in table 7.3. 
Table 7.3 Coefficients of procurement procedures and service delivery in NAGRC&DB
Coefficients a

Model 	Unstandardized
Coefficients	Standardized
coefficients	

t	

Sig.	
	B	Std. Error	Beta			
1    (Constant)
Procurement Planning Procedures
Bid Evaluation Procedures
Contract Management Procedures     	 27.771
     .133

       .301

       .233	4.245
  .132

  .233

      .411	
.304

.124

.201	6.542
1.103

   .132

         .125	.000
.002

.000

.001	
	a. Dependent Variable: Service Delivery 
Table 7.3 further indicates a positive influence of the procurement procedures constants on service delivery in National Animal Genetic Resources Centre and Data Bank. In other words, service delivery in National Animal Genetic Resources Centre and Data Bank is positively influenced by procurement planning with B=.304, t=1.103, p = 0.002 <0.05; bid evaluation with B =.124, t=0.132, p = 0.000 < 0.05; and contract management with B=.201, t=.125, p = 0.001 < 0.05. Given the sample prediction model of estimates Y1=bo +b1 XIi + b2 X 2i, from table 8.3 service delivery in NAGRC&DB = 27.77 + 0.133 (Procurement Planning Procedures) + 0.301 (Bid Evaluation Procedures) + 0.233 (Contract Management Procedures). This means that b0 = 27.77 is the predicted level of service delivery in NAGRC&DB. 
However, a 1 point change in the prediction i.e. compliance with procurement planning procedures, bid evaluation procedures, and contract management procedures brings about a predicted 0.133, 0.301 and 0.233 point increase in service delivery in NAGRC&DB respectively. This is confirmed by the Beta values standardized coefficients 0.304, 0.124 and 0.231 at Sig. values 0.002, 0.000 and 0.001 all less than 0.05. It is noted that, of the three predictors, procurement planning is the most significant predictor of service delivery changes within NAGRC&DB. These three factors i.e. constants positively affect service delivery in NAGRC&DB. Other factors account for 33.3% of the change in service delivery in NAGRC&DB. 
The critical value which was the cutoff value or boundary beyond which the null hypothesis H0 is retained is 0.05. Since the sig. values of multiple regression and ANOVA results were all less than 0.05 i.e. p < 0.05, this led to the rejection of the null hypothesis that there is no significant relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. Hence, this leads to adoption of the alternative hypothesis that there is a significant relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.
7.3 Procurement planning procedures and service delivery in NAGRC&DB
Fitzgerald, Girón, and Bermudez, (2006) note that procurement planning is a dynamic process that requires input from many different categories of professionals. It is therefore recommended that procurement planning be carried out by a multidisciplinary team established specifically for the purpose, with the participation of different technical and administrative professionals who have experience in procurement and supply management, and knowledge and experience of national public programs. The procurement planning team may draw on expertise from specific advisors when necessary. The study established that procurement planning in NAGRC&DB involves professionals from the technical and administrative structures designated under PPDA law and guidelines. However, it was not clearly established whether specialist advisors were engaged in the planning process where need be.
Procurement planning is very relevant for the attainment of procurement major goal of value for money- a critical measure of service delivery, however much attention has not been given to it in most developing countries (World Bank, 2004). Thai (2009) adds that the procurement planning phase is characterized by research and strategic planning for the procurement; both long- and short-term costs are considered and calculated. Procurement officials engage in price analysis and cost analysis. This is critical to ensuring cost effective and affordable service delivery. The study established that NAGRC&DB undertakes procurement planning driven by the cardinal goal of achieving value for money. To achieve this further, the procurement planning process in NAGRC&DB involves conducting a price analysis to ensure that procurement contributes to cost effective and affordable service delivery by the entity. 
Reg. 98 under the Statutory Instruments Supplement No. 24 of PPDA Regulations provides that planning for a procurement activity shall take into account the following considerations: (a) aggregation of requirement to achieve lower unit costs; (b) allocation of biddable lots to ensure that requirements are not split up without justified reason; (c) common procurement of common user items with other procuring and disposing entities; and (d) joint procurement with other procuring and disposing entities, where possible. Though the study revealed that procurement planning in NAGRC&DB has facilitated aggregation of requirements [M=4.39], it was established that many emergency and direct procurements were undertaken by NAGRC&DB which undermines the essence of aggregating procurements and allocation of biddable lots. This henceforth, failed the realization greater economies of procurement to deliver more cost effective, affordable, and value for money service. 
Reg. 98 under the Statutory Instruments Supplement No. 24 of PPDA Regulations further provides that planning for a procurement activity shall take into account the following considerations: (e) pre-qualification to cover groups of contracts where similar works, services or supplies requiring a pre-qualification exercise are required during the financial year, or where it would facilitate short listing of bidders; (f) scheduling of available resources to process the procurement requirements of the procuring and disposing entity, in particular those relating to evaluations teams; and (g) the need for framework contracts where appropriate, to the individual procurement requirements. Following the findings that procurement planning registered low levels of compliance in aiding the use of framework contracts in NAGRC&DB [3.85, SD=0.80], the study established that procurement planning in NAGRC&DB was not adequately promoting the use of framework contracts to ensure timely, reliable, and cost effective service delivery.
Under Reg. 3 PPDA (PDEs) Regulations, 2014, NAGRC&DB as a Procuring and Disposing Entity is required to:  have its User Departments prepare departmental procurement plans; submit them to the Procurement and Disposal Unit for consolidation; have the consolidated procurement plan approved by the Contracts Committee; and have the plan approved by the Contracts Committee forwarded to the Board/Council Management. And under Sec. 58 of the PPDA Act, 2003, such approved plans have to be submitted by the Accounting Officer to the PPDA Authority and Ministry of Finance; have the annual procurement plan and its update displayed on the Entity’s notice board, and also displayed on the entity’s website and the PPDA website. The study established that procurement planning practices in NAGRC&DB have embraced these procedures set out in the PPDA regulatory framework to achieve set procurement planning objectives and be able to realise service delivery targets. However, some procurements were noted done yet they were not contained in the procurement plan approved by the contracts committee. 
7.4 Bid evaluation procedures and service delivery in NAGRC&DB
In public entities, suppliers are evaluated and selected on the basis of bids submitted by them to the procuring and disposing entities. This is done following the procedures prescribed in the policy and regulatory framework for procurement in place. In Uganda, the 2003 Public Procurement and Disposal of Public Assets (PPDA) Act as amended provides a guideline for procurement activities with public sector agencies. The Act provides specific guidelines to bid evaluation in particular. The study established that NAGRC&DB follows the bid evaluation procedures set out in the Public Procurement and Disposal of Public Assets Act as amended. However, there were noted irregularities especially in adhering to the recommendations of the Evaluation Committee in the award of contracts. The entity had most of the administrative reviews against it upheld by the PPDA Authority following substantial evidence of faulting the bid evaluation procedures. 

According to the 2009 Pakistan Engineering Council (PEC) Standard Procedure for Evaluation of Bids provides for three important stages of bid evaluation to include preliminary examination, detailed evaluation, and financial evaluation/comparison of bids. Similarly, the PPDA Act 2003 provides a three stage bid evaluation process to include; a) a preliminary examination to determine the eligibility of a bidder and the administrative compliance of bids received; b) a detailed evaluation to determine the commercial and technical responsiveness of the eligible and complaint bids; and c) a financial comparison to compare costs of the eligible, compliant and responsive bids received and determine the best evaluated bid. The study found NAGRC&DB to be adhering to the three stages of the bid evaluation process set out in the PPDA Act as amended.

According to the PEC (2009) the purpose of the preliminary examination is to identify and reject bids that are incomplete, invalid, or substantially non-responsive to the bidding documents and therefore are not to be considered further. It involves the application of checks: such as verification, eligibility, bid security, and completeness of the bid and substantial responsiveness. The 2003 PPDA Act provides that a preliminary examination should be conducted to determine whether a bidder is eligible and administratively compliant to the basic instructions and requirements of the bid document. The PPDA Act 2003 provides that a bid that has been found responsive as a result of preliminary examination shall be examined in detail to assess its commercial responsiveness to the terms and conditions of the bid documents and its technical responsiveness to the statement of requirements or the relative quality of bids received. The study found out that where as NAGRC&DB adheres to the preliminary examination requirements in the evaluation of bids, in instances award of contract ended up to service providers who had been subjected to preliminary and technical evaluations.
According to the PPDA Act 2003, a financial comparison should; a) determine the bid price; b) correct any arithmetical errors in the bid; c) apply any non-conditional discounts offered in a bid; d) determine whether the financial bids are complete, costing any missing items and adding them to the original bid price. Also, it should; e) Make adjustments for any non-material nonconformities or omissions; f) convert all bids to a single evaluation currency for the purposes of comparison if required; g) apply any margin of preference in accordance with the procedure specified in the bid documents. The study found reasonable levels of compliance to this financial comparison procedure in NAGRC&DB. However, fault of the financial comparison procedure was established in some instances where already discounted prices were found to be submitted by bidders yet submission should precede the discounting procedure under open and transparent bid evaluation exercises.
Critical to this study, were the bid evaluation procedures set out in the 2014 amendments to the PPDA Act. They require: i) under Reg. 3(2) PPDA Evaluation Regulations 2014 the nomination of the evaluation committee members (minimum of three members) including the user departments and the procurement and disposal unit; approval/rejection of the evaluation committee members by the contracts committee; and evaluation committee meeting and submission of the evaluation report and where necessary, a negotiations report by the negotiation committee and post-qualifications report to the procurement and disposal unit. The study found out that NAGRC&DB complies with the procedural requirements of constituting the Evaluation Committee, approving the Evaluation Committee by the Contracts Committee, meeting of the committee, and submission of reports. However, substantial fault was found in adhering to the recommendations of the report and the failure to conduct post tender negotiations on many occasions yet these are critical to ensuring quality, value for money, and reliability of service.
Further, the PDU submits the reviewed report to the Contracts Committee for approval and make the award decision or rejection based on clear reasons; display of the best evaluated bidder; and signing of the contract by the accounting officer and the successful bidder upon approval by the attorney general. The study found out that bid evaluation and contract award in NAGRC&DB are moderately fair and transparent and also moderate compliance on approval of awarded contracts by the Attorney General before signing by the accounting officer in NAGR&DB. However, the study found out that the procedure to have the best evaluated bidder displayed has been faulted in some procurement of NAGRC&DB which has limited the contribution of users towards the post tender negotiations to clarify service level standards. This has failed effective service delivery in NAGRC&DB.
7.5 Contract management procedures and service delivery in NAGRC&DB
The Aberdeen Group (2006) asserts that contract management has been placed at the centre of business strategy due to the pressure extracted from contracted relationships to avoid unnecessary costs and risks on the taxpayers. Entities seek to reduce costs in order to satisfy the public requirements quickly by having more standards and centralized contract processes to comply with laws and regulations and manage risk better. Hence, contract management is imminent in any efforts to achieve service delivery through regulatory compliance and mitigating any risk in the procurement process. The study found contract management activities of NAGRC&DB to be guided by the PPDA contract management procedures in which service delivery and reduction of public risk are focal deliverables. 
The Chartered Institute of Procurement and Supply, UK, (2007) views contract life cycle management as the process of systematically and efficiently managing contract creation, execution and analysis for maximizing operational and financial performance and minimizing risk. Thus, basing on the latter view, minimizing the whole portfolio of risk in the service delivery efforts of NAGRC&DB should be the focus throughout procurement management activities. The study established that contract management activities of NAGRC&DB deal with financial risk, quality risk, completion risk among others which would have a significant impact on the service delivery package of the entity.

Contract Management, according to the PPDA Act (2003) entails the administrative activities associated with handling of contracts, such as appointment of the contract manager, contract implementation plan, quality assurance, contract administration, monitoring implementation, contract completion; final deliverables report, final acceptance or handover, defects liability or warranty periods, archiving records, payment, project commissioning and close out. Broadly as laid down the PPDA Chart 5 as revised by 2014, contract management entails three major phases: appointment of the contract management authority, monitoring contract implementation, and contract completion. The study found out NAGRC&DB to be following these contract management activities set out in the PPDA Act. However, the study identified significant cases where there was no evidence of appointment of a contract manager to supervise the contract. As a result, all procurements did not have contract implementation plans, progress reports and a contract management file. This has failed the effective management of procurement contracts and be able to derive more value for money service from such contracts.

And following the 2014 PPDA amendments on the contract management process, Regulations 47 and 48 provide for the release of guarantee and reconciliation of payments against deliverables. This is critical to ensure faster contract execution by service providers and hence reduce service delivery delays in a public entity like NAGRC&DB. The study found moderately low levels of compliance with the procedure to update and maintain complete contract records in the contract management practices of NAGRC&DB, contract management procedures facilitating faster invoicing and processing of interim payments to service providers, and payments to service providers are reconciled with contract deliverables in NAGRC&DB. This lack of complete contract records and inadequate reconciliation of payments with contract deliverables may fail the evaluation of supply projects for value for money and also dents accountability in the service delivery mix of NAGRC&DB. 
Elsey in the CIPS Guide (2007) it is noted that successful contract management is most effective if upstream or pre-award activities are properly carried out. The Office of Government Commerce (2002) also recognizes that good contract management practice is essential to realization of expected service to the public. But such service should be sustainable. At center of such practice should embrace service delivery management, relationship management, and contract administration. The study found contract management activities of NAGRC&DB to integrate these post award contract management concerns by way of service level agreements, performance assessment and reporting procedures set out in the PPDA regulatory framework, as well as contract administration and completion procedures. However, relationship management though implied by other express statements of the PPDA law, it has been given little attention and importance in public entities like NAGRC&DB. 
Cost effective service delivery should be a focal item of contract management activities in NAGRC&DB. Elsey (2007) further recognizes that organizations in both the public and private sectors are facing increasing pressure to reduce costs and improve financial and operational performance. New regulatory requirements, globalization, increases in contract volumes and complexity have resulted in an increasing recognition of the importance and benefits of sustainable contract management. Conceptually, contract management has become a megatrend in many public entities especially as result of social accountability and increased demand of service delivery by citizens (Baccarini and Collins, 2003). Though NAGRC&DB was found to be guided by contract management procedures set out in the PPDA Act, the study very low levels of compliance with visibility of effective monitoring and reporting in the contract management practices of NAGRC&DB, use of a checklist that covers key timeline deliverables and performance reporting, and contract variations being effectively managed and kept close to budgets for cost effective service in NAGRC&DB.

CHAPTER EIGHT
SUMMARY, CONCLUSION AND RECOMMENDATIONS
8.1 Introduction
The study sought to the relationship between procurement procedures and service delivery in government animal breeding agencies with focus on National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda as the case study. This chapter presents the summary of findings based on the objectives of the study, conclusion and the recommendations to on National Animal Genetic Resources Centre and Data Bank and overall improvement in procurement practices to achieve desired service delivery. 
8.2 Summary of findings
The summary of findings centers on objectives that guided the study including the following; 
i)	To examine the relationship between procurement planning procedures and service delivery in National Animal Genetic Resources Centre and Data Bank; 
ii)	To examine the relationship between bid evaluation procedures and service delivery in National Animal Genetic Resources Centre and Data Bank; and 
iii)	To examine the relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.
8.2.1 Procurement planning procedures and service delivery in NAGRC&DB
The study set out to examine the relationship between procurement planning procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. Findings indicate a moderately strong positive relationship between procurement planning procedures and service delivery in National Animal Genetic Resources Centre and Data Bank given r = 0.629 at significance levels p = 0.000 less than 0.01. This implies that, an improvement in the procurement planning practices of NAGRC&DB will bring about moderately similar improvement in service delivery. In NAGRC&DB, departmental procurement plans are prepared in line with the approved work plan by user departments, procurement plans are consolidated by the Procurement and Disposal Unit in NAGRC&DB to ensure cost effective service, procurement plans are submitted by the contracts committee to management for approval, and procurement plans are approved by the Contracts Committee.
The study also established that procurement planning in NAGRC&DB puts into consideration the needs of users and farmers, has facilitated aggregation of requirements, and approved procurement plans are also submitted by the Accounting Officer to the Ministry of Finance. However, the study found low levels of compliance with the requirement to submit approved procurement plans by the Accounting Officer to the PPDA Authority, procurement planning aiding the use of framework contracts in NAGRC&DB, and display of procurement plans on NAGRIC&DB’s notice board and the PPDA website.
8.2.2 Bid evaluation procedures and service delivery in NAGRC&DB
The study sought to examine the relationship between bid evaluation procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. Results indicate a moderate positive relationship between bid evaluation procedures and service delivery in National Animal Genetic Resources Centre and Data Bank given r = 0.532 at significance levels p = 0.001 less than 0.01. This implies that, an improvement in bid evaluation practices of NAGRC&DB will bring about moderately similar improvement in service delivery. It was established that bid evaluation reports are reviewed and submitted by the PDU to Contracts Committee for approval in NAGRC&DB, and notice of the best evaluated bidder is displayed on the notice board of NAGR&DB. 
The study also found moderate levels of compliance with bid evaluation procedures set out in the PPDA Act when nominating members of the evaluation committee in NAGRC&DB, moderate levels of compliance with bid evaluation procedures that require members of the evaluation committee to be vetted and approved by the contracts committee, and award of contract based on the recommendations of the evaluation committee. In addition, the study found moderately fair and transparent bid evaluation and contract award and approval of awarded contracts by the Attorney General before signing by the accounting officer in NAGR&DB. However, low levels of compliance were found on the requirement of bid evaluation to be done in accordance with the predetermined criteria and methods, notice of the best evaluated bidder being issued to all bidders, and the requirement of the evaluation committee to efficiently and effectively undertake evaluation of bids in NAGRC&DB.
8.2.3 Contract management procedures and service delivery in NAGRC&DB
The study set out to examine the relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. Findings indicate a moderately strong positive relationship between contract management procedures and service delivery in National Animal Genetic Resources Centre and Data Bank given r = 0.601 at significance levels p = 0.000 less than 0.01. This implies that, an improvement in contract management practices of NAGRC&DB will bring about moderately similar improvement in service delivery in NAGRC&DB. It was established that contract management procedures involve clear communication and record keeping in NAGRC&DB, and quality assurance checks on contracts of supply and progress reports are submitted in NAGRC&DB.
The study found moderately low levels of compliance with the requirement of contract management teams and managers to be nominated and appointed in accordance with PPDA guidelines in NAGRC&DB, drawing contract implementation plans to guide contract management activities, update and maintenance of complete contract records, facilitating faster invoicing and processing of interim payments to service providers, and payments to service providers being reconciled with contract deliverables in NAGRC&DB. However, the study found very low levels of compliance with visibility of effective monitoring and reporting in the contract management practices of NAGRC&DB, use of a checklist that covers key timeline deliverables and performance reporting, and contract variations being effectively managed and kept close to budgets for cost effective service in NAGRC&DB. 
8.3 Conclusion
The study sought to examine the relationship between procurement procedures and service delivery in government animal breeding agencies with a case study of National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda. Multiple regressions yielded a coefficient R i.e. r = 0.557 using all predictors i.e. procurement planning procedures, bid evaluation procedures, and contract management procedures simultaneously, and adjusted R square is 0.296. This implies that a 55.7% change in service delivery by NAGRC&DB can be predicted by a 29.6% value change in the three predictors. The remaining 44.3% variance in service delivery by NAGRC&DB is explained by other factors not investigated in this study. The combination of procurement planning procedures, bid evaluation procedures, and contract management procedures gives a positive statistical prediction of service delivery in NAGRC&DB based on standardized coefficients. The change in service delivery in NAGRC&DB is 12.36% predicted by compliance with procurement planning procedures, bid evaluation procedures, and contract management procedures. 
It is noted that, of the three predictors, procurement planning is the most significant predictor of service delivery changes within NAGRC&DB. These three factors i.e. constants positively affect service delivery in NAGRC&DB. Other factors account for 33.3% of the change in service delivery in NAGRC&DB. The critical value which was the cutoff value or boundary beyond which the null hypothesis H0 is retained is 0.01 in a 2-Tail test or 0.05 in a 1-Tail test. Since the sig. values of multiple regression and ANOVA results were all less than 0.05 i.e. p < 0.05, this led to the rejection of the null hypothesis that there is no significant relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank. Hence, this leads to adoption of the alternative hypothesis that there is a significant relationship between procurement procedures and service delivery in National Animal Genetic Resources Centre and Data Bank.
8.4 Recommendations
Following a review and harmonization of literature with findings, the study yielded several recommendations including: 
•	The public procurement planning process should incorporate unique demands of certain units to help realize cost effective service. This should involve professional or expert analysis to guide on issues that need to be considered.
•	There should be a more integrated and detailed analysis of needs during procurement planning to ensure achievement of improved service delivery in NAGR&DB. This is critical to the improvement of quality and satisfaction of farmer requirements for semen and improved animal breeds.  
•	There should be improved compliance with bid evaluation procedures so as to select service providers who can deliver to the expectations of users and farmers’ requirements hence improve service delivery in NAGRC&DB.  
•	There should be use of appropriate bid evaluation criteria and methods to help realize quality service requirements of farmers and staff of the entity. Therefore, specific sector criteria and methodology needs to be set during bid evaluation to achieve improved service delivery in NAGR&DB. 
•	Display of the best evaluated bidder should emphasized to foster more transparency and user contribution towards post tender negotiations in which service level standards are clarified. This is critical to have more effective service delivery in NAGRC&DB. 
•	Contract management should have greater emphasis on contract implementation plans, progress reports and contract management files. This is central to the effective management of procurement contracts and deriving more value for money service from such contracts.
•	Also, animal breeding agencies should maintain complete contract records to facilitate effective evaluation of supply projects for value for money and also improve accountability in the service delivery mix of NAGRC&DB. 
•	Contract management procedures in NAGRC&DB should embrace faster processing of invoices and payments to enable timely delivery of service by engaged service providers.
•	There should be more visibility of effective monitoring and reporting in the contract management practices of NAGRC&DB, use of a checklist that covers key timeline deliverables and performance reporting, and contract variations being effectively managed and kept close to budgets for cost effective service in NAGRC&DB.
8.5 Areas of further research
Based on the findings and design, the study suggests the following areas for further studies:
i.	Logistics management practices and performance of animal breeding agencies;
ii.	Supply chain management and effectiveness of public animal breeding agencies; 
iii.	Evaluation of the public procurement legal framework and sustainability of animal breeding agencies.

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Baccarini, D., & Collins, A. (2003): “Project Success - A Survey.” Journal of Construction Research, 5 (2): 211-231.
Basingstoke and Deane Borough Council (2017): Procurement and Contract Management Strategy: Procurement and Performance Manager, London, Website: www.basingstoke.gov.uk.
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Bryman, A. (2001): Social Science Research Methods, Oxford University Press.
Busch Jason (2010): A History of Purchasing: From “Materials Men” to Today (Part 1: 1850s – WWII):  Spend Management Journals; Volume 1: Issue No. 16
Chartered Institute of Purchasing and Supply (2013): Ethical and Sustainable Procurement: Leading Global Excellence in Procurement and Supply; www.cips.org/ﬁles/SS/ESPGuide13.pdf.
CIPS, (2014): Developing Contracts: a practical guide: A CIPS Publication.
Corbin, J. and Strauss, A. (1990): Basic Qualitative Research: Grounded Theory, Procedures and Techniques, London: Sage.
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Elsey, R. D. (2007): Contract Management Guide, CIPS October 2007.
Fitzgerald James, Girón. Nora, and Bermudez. Jorge., (2006): A Practical Guide For Procurement Planning and Management Of Strategic Public Health Supplies, Washington D. C., All Type Assessoria Editorial Ltda.
Giunipero, Larry. (2006): The History of Procurement: Past, Present and Future; 2nd Edition, Winston, Kogan Page Publications.
Glavee-Geo, Richard. (2016): Handbook of Research on Global Supply Chain Management: The History and Development of Purchasing Management and Its Theoretical Framework: A Review of Transaction Cost Economics; Aalesund University College, Norway.
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APPENDICES
APPENDIX I: Table for determining sample size from a given population
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	
Note:	“N” is population size
	“S” is sample size.

Source: Krejcie, Robert V., and Morgan, Daryle W., (1970): “Determining Sample Size for Research Activities”: Educational and Psychological Measurement:

APPENDIX II: QUESTIONNAIRE
Dear Sir/Madam,
I am Kanyesigye Doreen, a student of Master of Procurement and Logistics Management at Nkumba University.  I am conducting a research on ‘Procurement Procedures and Service Delivery in Government Animal Breeding Agencies: A Case study of National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda.’ in partial fulfillment of the requirements for the Award of the above Degree. You have been selected to participate and hereby requested respond to the questions in this study. The information got from you will be kept confidential and will be used strictly for academic purposes.
Thank you so much for your cooperation.
Section A: Background Information
Pleas mark the applicable box with a tick
1.	Age (years)
Below 25	26-35	36-45	46-55	Above 55	

2.	

Sex 
Female                                 Male

3.	Level of Education  	
Masters	Bachelors	Diploma	Certificate	Others (specify)	

4.	

What is your post/department of occupation? 

Directors                  Procurement Unit staff                  Contracts Committee       

Sales and commercial services   	    	                     Breeding and Reproduction            

Extension Services                 Managers                        Finance and Administration

Planning and M&E		Production 		Data Bank staff
Farmers 
5.	Marital status
Single	Married	Divorced	Separated	Widowed	Others (specify)	

6.	Your period of work or relation with NAGRC&DB (years)
Below 6yrs	6-10yrs	11-15yrs	16-20yrs	Above 20yrs	

For sections B, C, D and E use the scale/ranking below to tick in the box that corresponds with number that best indicates your opinion on the statement or question.
Scale	1	2	3	4	5	
Opinion	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree	

SECTION B: Procurement planning procedures in NAGRC&DB
No.	Item	1	2	3	4	5	
1.	Departmental procurement plans are prepared in line with the approved workplan by user departments in NAGRC&DB						
2.	Procurement plans are consolidated by the Procurement and Disposal Unit in NAGRC&DB 						
3.	Procurement plans are approved by the Contracts Committee						
4.	Procurement plans are submitted by the contracts committee to management for approval 						
5.	Approved procurement plans are submitted by the Accounting Officer to the PPDA Authority						
6.	Approved procurement plans are also submitted by the Accounting Officer to the Ministry of Finance 						
7.	Procurement plans are displayed on the NAGRIC&DB’s notice board and website of PPDA Authority						
8.	Procurement planning in NAGRC&DB has facilitated aggregation of requirements 						
9.	Procurement planning has aided the use of framework contracts in NAGRC&DB						
10.	Procurement planning puts into consideration the needs of users and farmers at NAGRC&DB						

SECTION C: Bid evaluation procedures in NAGRC&DB
No.	Item	1	2	3	4	5	
1.	Members of the evaluation committee are nominated following procedures and recommended personal qualities 						
2.	Members of the evaluation committee are vetted and appointed by the contracts committee in NAGRC&DB						
3.	The evaluation committee efficiently and effectively undertakes evaluation of bids in NAGRC&DB.						
4.	Bid evaluation is done in accordance with the predetermined criteria and methods						
5.	Bid evaluation reports are reviewed and submitted by the PDU to Contracts Committee for approval						
6.	Award of contract is based on the recommendations of the evaluation committee						
7.	Bid evaluation and award in NAGRC&DB is fair and transparent						
8.	Notice of the best evaluated bidder is displayed on the notice board of NAGR&DB 						
9.	Notice of the best evaluated bidder issued to all bidders 						
10.	Contracts awarded to bidders are approved by the Attorney General before signing by the accounting officer						

SECTION D: Contract management procedures in NAGRC&DB	
No.	Item	1	2	3	4	5	
1.	Contract management teams and managers are nominated and appointed in accordance with PPDA guidelines  						
2.	Effective monitoring and reporting is visible in the contract management practices of NAGRC&DB						
3.	Contract implementation plans are drawn to guide contract management activities in NAGRC&DB 						
4.	Update and maintenance of complete contract records is effectively integrated in the contract management procedures of NAGRC&DB						
5.	Contract management procedures have facilitated faster invoicing and processing of interim payments to service providers						
6.	Contract management procedures involve clear  communication and record keeping						
7.	Quality Assurance checks on contracts of supply and progress reports submitted in NAGRC&DB 						
8.	Contract management practices of NAGRC&DB a checklist that covers key timeline deliverables and performance reporting						
No.	Item	1	2	3	4	5	
9.	Contract variations in have been effectively managed and kept close to budgets for cost effective service in NAGRC&DB						
10.	Payments to service providers are reconciled with contract deliverables in NAGRC&DB						

SECTION E: Service delivery in NAGRC&DB
No.	Item	1	2	3	4	5	
1.	NAGRC&DB has realized timely delivery of supplies, services and works from contracts and to farmers						
2.	Standards of quality set in contracts have been satisfied by contractors and procurement management activities in NAGRC&DB.						
3.	Contracts have delivered adequate volumes/quantities of supplies, services and works requirements in NAGRC&DB.						
4.	Service delivered by contracts in NAGRC&DB is easily accessible and available to the public.						
5.	Service delivered from contracts in NAGRC&DB is affordable and of acceptable standard to users and farmers						
6.	There is improved accountability and redress of complaints by service providers, users and farmers in NAGRC&DB.						
7.	Value for money has been realized from service providers in NAGRC&DB.						
8.	Service delivered by contracts in NAGRC&DB comprehensively addresses the needs of the public.						
9.	Contractors have delivered reliable service to farmers and the public in NAGRC&DB. 						
10.	Contract management activities in NAGRC&DB have generally improved service delivery. 						

Thanks for your participation.

APPENDIX III: INTERVIEW GUIDE
Dear Sir/Madam,
I am Kanyesigye Doreen, a student of Master of Procurement and Logistics Management at Nkumba University.  I am conducting a research on ‘Procurement Procedures and Service Delivery in Government Animal Breeding Agencies: A Case study of National Animal Genetic Resources Centre and Data Bank (NAGRC&DB), Uganda.’ in partial fulfillment of the requirements for the Award of the above Degree. You have been selected to participate and hereby requested respond to the questions in this study. The information got from you will be kept confidential and will be used strictly for academic purposes.
Thank you so much for your cooperation.
1) What is your position at National Animal Genetic Resources Centre and Data Bank?
2) How would you describe procurement management procedures and service delivery in NAGRC&DB?
3) How important is procurement planning to achieving service delivery in NAGRC&DB?
4) What major considerations are made before bid evaluation to ensure effective service delivery in NAGRC&DB?
5) What is effect of bid evaluation on service delivery in NAGRC&DB?
6) How do you evaluate bid evaluation practices of NAGRC&DB with its service providers?
7) What bid evaluation aspects are so important to the achievement of service delivery in NAGRC&DB?
8) What is your view of contract management procedures and service delivery in NAGRC&DB?
9) How have contract management practices in NAGRC&DB embraced service delivery needs in NAGRC&DB?
10) Generally, how have procurement procedures affected service delivery in NAGRC&DB? 
Thank you so much for your cooperation.
APPENDIX IV: Document review checklist
Document review
a)	NAGRC&DB contract completion reports
b)	Monthly Procurement Performance Reports
c)	NAGRC&DB audit reports
d)	Sales and commercial services reports
e)	PPDA audit reports
f)	Minutes of site meetings
g)	Others as may be found relevant