Robert Dissertation

PUBLIC PRIVATE PARTNERSHIPS AND DELIVERY OF PUBLIC TRANSPORT AT
KAMPALA CAPITAL CITY AUTHORITY
BY
ROBERT MWESIGE
19/MPP7/KLA/WKD/0006
A DISSERTATION SUBMITTED TO THE SCHOOL OF MANAGEMENT

SCIENCES FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE AWARD OF THE MASTERS DEGREE OF MASTER IN PUBLIC
PROCUREMENT OF UGANDA MANAGEMENT INSTITUTE
OCTOBER, 2023
DECLARATION
I, ROBERT MWESIGE, declare that this dissertation entitled “Public Private Partnerships and
delivery of public transport at Kampala Capital City Authority” is my own original work and it
has not been presented and will not be presented to any other institution for any academic award.
Where other people’s work has been used, this has been duly acknowledged.
Sign ……………………………………. Date………………………………..

ROBERT MWESIGE
19/MPP7/KLA/WKD/0006
i
APPROVAL
This is to certify that this dissertation by ROBERT MWESIGE entitled, “Public Private
Partnerships and delivery of public transport at Kampala Capital City Authority” has been
submitted for examination with our approval as Institute supervisors.
Sign ……………………………………. Date………………………………..

DR. Kiwanuka Micheal
SUPERVISOR
Uganda Management Institute
Sign ……………………………………. Date………………………………..

Dr. Alex Nduhura
SUPERVISOR
Uganda Management Institute
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DEDICATION
This dissertation is dedicated to Almighty God who gives me strength, wisdom and knowledge
in everything I do. I humbly dedicate this study to my family (wife and children) who has been a
constant source of support, love and encouragement throughout my pursuit for education.
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ACKNOWLEDGEMENT
I am deeply indebted to my research supervisors Dr. Kiwanuka Micheal and Dr. Alex Nduhura
for their guidance throughout the research process. Without your parental and professional input,
this research would have been difficult to elevate to its current level.
I acknowledge with gratitude the contributions and cooperation made by the respondents from
KCCA for their willingness to provide the necessary information during the research process.
Without their cooperation, this study would have been impossible to accomplish.
I also thank my colleagues at Uganda Management Institute, My work mates for their continuous
support. Without their cooperation, this study would have been impossible to accomplish
I deeply treasure the contributions of all the above persons and ask God Almighty to richly bless
them.
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TABLE OF CONTENTS
DECLARATION............................................................................................................................i
APPROVAL...................................................................................................................................ii
DEDICATION..............................................................................................................................iii
ACKNOWLEDGEMENT...........................................................................................................iv
TABLE OF CONTENTS..............................................................................................................v
LIST OF TABLES........................................................................................................................ix
LIST OF FIGURES.......................................................................................................................x
LIST OF ACRONYMS AND ABBREVIATIONS....................................................................xi
ABSTRACT.................................................................................................................................xii
CHAPTER ONE............................................................................................................................1
INTRODUCTION.........................................................................................................................1
1.1 Introduction................................................................................................................................1
1.2 Perspective of the study...........................................................................................................1
1.2.1 Historical perspective.............................................................................................................1
1.2.2 Theoretical perspective...........................................................................................................3
1.2.3 Conceptual perspective...........................................................................................................4
1.2.4 Contextual perspective............................................................................................................5
1.3 Problem statement.....................................................................................................................6
1.4 Purpose of the study...................................................................................................................7
1.5 Objectives of the study..............................................................................................................7
1.6 Research questions.....................................................................................................................7
1.7 Hypothesis of the study.............................................................................................................7
1.8 Conceptual framework...............................................................................................................8
1.9 Significance of the study...........................................................................................................8
1.10 Justification of the study..........................................................................................................9
1.11 Scope of the study....................................................................................................................9
1.11.1 Geographical scope.............................................................................................................10
1.11.2 Content scope......................................................................................................................10
1.11.3 Time scope..........................................................................................................................10
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1.12 Operational definitions of terms and concepts......................................................................11
CHAPTER TWO.........................................................................................................................11
LITERATURE REVIEW...........................................................................................................12
2.1 Introduction..............................................................................................................................12
2.2 Theoretical review...................................................................................................................12
2.3 Review of the related literature................................................................................................13
2.3.1 The role capital formation in delivery of public transport....................................................13
2.3.2 The role of infrastructure development in delivery of public transport................................15
2.3.3 The role of Competitive contracting in the delivery of public transport..............................16
2.4 Summary of literature review..................................................................................................18
CHAPTER THREE.....................................................................................................................20
METHODOLOGY......................................................................................................................20
3.1 Introduction..............................................................................................................................20
3.2 Research design.......................................................................................................................20
3.3 Study Population......................................................................................................................20
3.4 Sample Size and selection.......................................................................................................20
3.5 Sampling techniques and procedure........................................................................................21
3.5.1 Purposive sampling...............................................................................................................21
3.5.2 Simple random sampling......................................................................................................21
3.6 Data collection methods..........................................................................................................21
3.6.1 Questionnaire Survey............................................................................................................22
3.6.2 Interviewing..........................................................................................................................22
3.7 Data collection instruments.....................................................................................................22
3.7.1 Self-Administered questionnaire..........................................................................................22
3.7.2 Interview guide.....................................................................................................................23
3.8 Quality control of the instruments...........................................................................................23
3.8.1 Validity of instruments.........................................................................................................23
3.8.2 Reliability of instruments.....................................................................................................25
3.9 Procedure of data collection....................................................................................................26
3.10 Data Analysis.........................................................................................................................26
3.10.1 Quantitative analysis...........................................................................................................27
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3.9.2 Qualitative Data Analysis.....................................................................................................27
3.11 Measurement of Variables.....................................................................................................27
3.12 Ethical Considerations...........................................................................................................28
CHAPTER FOUR.......................................................................................................................29
DATA PRESENTATION, ANALYSIS AND INTERPRETATION......................................29
4.1 Introduction..............................................................................................................................29
4.2 Response Rate..........................................................................................................................29
4.3 Background Information..........................................................................................................29
4.3.1 Age of respondent.................................................................................................................30
4.3.3 Highest level of education....................................................................................................31
4.3.4 Employment status................................................................................................................32
4.4 Findings per Objective.............................................................................................................34
4.4.1 Delivery of public transport in Kampala Capital City Authority.........................................34
4.4.2 The role capital formation and delivery of public transport at Kampala Capital City
Authority........................................................................................................................................36
4.4.2 The role of infrastructure development and delivery of public transport at Kampala Capital
City Authority................................................................................................................................39
4.4.3 The role of competitive contracting and delivery of public transport at Kampala Capital
City Authority................................................................................................................................42
4.5 Multiple Regression analysis on Role of Public Private Partnerships and Delivery of public tr
ansport............................................................................................................................................45
CHAPTER FIVE.........................................................................................................................50
SUMMARY, DISCUSSION, CONCLUSION AND RECOMMENDATIONS.....................50
5.1 Introduction..............................................................................................................................50
5.2 Summary of the research findings...........................................................................................50
5.2.1 The role of capital formation and delivery of public transport at Kampala Capital City
Authority........................................................................................................................................50
City Authority................................................................................................................................50
City Authority................................................................................................................................50
5.3 Discussion of the findings.......................................................................................................51
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Authority........................................................................................................................................51
City Authority................................................................................................................................52
City Authority................................................................................................................................53
5.4 Conclusions..............................................................................................................................54
Authority........................................................................................................................................54
City Authority................................................................................................................................54
5.5 Recommendations....................................................................................................................55
Authority........................................................................................................................................55
City Authority................................................................................................................................55
City Authority................................................................................................................................56
5.5 Limitations of the study...........................................................................................................57
REFERENCES............................................................................................................................59
APPENDIX ONE: QUESTIONNAIRE FOR THE GENERAL STAFF................................69
APPENDIX II: INTERVIEW GUIDE FOR THE TOP MANAGEMENT...........................74
APPENDIX III: SAMPLING GUIDE.......................................................................................75
APPENDIX IV: PLAGIARISM REPORT...............................................................................76
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LIST OF TABLES
Table 3.1: Study Population and Sample Composition.................................................................21
Table 3.2: A summary of content validity for the questionnaire...................................................25
Table 3.3: Reliability test results of research instruments.............................................................26
Table 4.4: Response rate................................................................................................................29
Table 4.5: Sex of the Respondents................................................................................................31
Table 4.6: Employment status for the Respondents......................................................................32
Table 4.7: Opinions of respondents on Delivery of public transport in Kampala Capital City
Authority........................................................................................................................................35
Table 4.8: Opinions of respondents on the role capital formation and delivery of public transport
at Kampala Capital City Authority................................................................................................37
Table 4.9: Opinions of respondents on the role of infrastructure development and delivery of
public transport at Kampala Capital City Authority......................................................................40
Table 4.10: Opinions of respondents on the role of competitive contracting and delivery of public
transport at Kampala Capital City Authority.................................................................................42
Table 4.11: ANOVA for Role of Public Private Partnerships on Delivery of public transport....46
Table 4.12: Multiple regression results for role of Public Private Partnerships on delivery of
public transport..............................................................................................................................47
Table 4.13: The regression coefficient of determination for Role of Public Private Partnerships
on Delivery of public transport......................................................................................................48
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LIST OF FIGURES
Figure 1.1: The role of public prvate partnership on the delivery of public transport....................8
Figure 3.3: Content Validation Procedure.....................................................................................24
Figure 4.2: Age of respondents......................................................................................................30
Figure 4.3: The highest level of education....................................................................................31
Figure 4.4: Time spent on the job (in years);.................................................................................33
Figure 4.5: Marital status of respondents......................................................................................33
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LIST OF ACRONYMS AND ABBREVIATIONS
ADB: African Development Bank
BRT: Bus Rapid Transit
EIB: European Investment Bank
ICT: Information and Communication Technology
IMF: International Monetary Fund
MOWT: Ministry of Works and Transport
NGOs: Non-Governmental Organizations
NPG: New Public Governance
PM: Project Manager
PPP: Public Private Partnership
SADC: South African Development Community
SSA: Sub-Saharan African
UK: United Kingdom
UNDP: United Nations Development Program
KCCA : Uganda National Roads Authority
WHO: World Health Organizations
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ABSTRACT
The study examined to examine the role of Public Private Partnerships in the delivery of public
transport at Kampala Capital City Authority. The study was specifically premised on the
following research objectives; to examine the role capital formation and delivery of public
transport at Kampala Capital City Authority, to determine the role of infrastructure development
and delivery of public transport at Kampala Capital City Authority and to assess the role of
competitive contracting and delivery of public transport at Kampala Capital City Authority. The
study cross-sectional design with both qualitative and quantitative approaches. Out of 127
questionnaires issued, 103 were returned fully completed, constituting (81%). On the other hand,
the researcher held, (07) interview sessions, out of the planned (10) resulting in a (80%)
percentage return. The results of ANOVA indicated that the regression model was significant, F
Ratio (F = 3, 103) = 13.076, p = 0.00, meaning, role of Public Private Partnerships can lead to
improved delivery of public transport. Computing Pearson Correlation Coefficient, Adjusted R 2 =
0.539 indicated that the regression model with the three dimensions (Capital formation ,
Infrastructure development, and Competitive contracting) accounted for 54% of that variation in
road infrastructure provision was explained by role of Public Private Partnerships while other
variables not mentioned in the model explain the remaining variance of 46%. Results for the
coefficient of determination revealed that each of the respective independent variables was
significant since the P- value < 0.05(Capital formation β = 0.436, p= 0.01, Infrastructure
development β = 0.405, p= 0.000, Competitive contracting β = 0.669, p = 0.003). The study
recommended that the government should develop a more disciplined and commercial approach
to infrastructure development whilst allowing them to retain strategic control of the overall
project and service. A PPP model used by KCCA should always be one that ensures that VFM is
reaped from use of resources provided to KCCA when working with its private sector partners to
implement different PPP projects in the roads sector in Uganda, the government should
encourage infrastructural developments by providing guarantees to the private sector players.
This will ensure the investors of the safety of their interests in the projects. Similarly, strong
contract management and control should be undertaken throughout the PPP project
implementation. However, strong contract management and control can only be effective if the
organization staff and transaction adviser are impeccably competent in their understanding of
PPP mechanisms.
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CHAPTER ONE
INTRODUCTION
1.1 Introduction
Accessibility to urban mobility paradigm critically needs good, high-capacity public transport
systems that are well integrated in a multi-modal arrangement with public transport access points
located within comfortable walking or cycling distances from homes and jobs for all. Achieving
SDG 11 target 11.2 requires a fundamental shift in the thinking on transport with the focus on the
goal of transport rather than on its means. With accessibility to services, goods and opportunities
for all as the ultimate objective, priority is given to making cities more compact and walkable
through better planning and the integration of land use planning with transport planning
(Kiggundu et al., 2021). The means of transport are also important but the SDG’s imperative to
make cities more inclusive means that cities will have to move away from car-based travel to
public transport and active modes of transport such as walking and cycling with good inter-
modal connectivity.
It is empirically proven that public transport makes cities more inclusive, safe and sustainable.
Effective and low-cost transportation is critical for reducing urban poverty and inequalities and
enhancing economic development because it provides access to jobs, health care, education
services and other public goods (KCCA, 2020). This chapter contains research perspective,
problem description, general goals; specific objectives research questions, conceptual
framework, scope of research, importance and rationale for research.
1.2 Perspective of the study
The perspective of the study follows the format recommended by Mugenda and Mugenda
(2009), including historical, theoretical, conceptual and contextual perspectives.
1.2.1 Historical perspective
The histroy of public transport begins with the age of canals which started about two centuries
ago and lasted almost one hundred years. By the end of the 19 th Century most national canal
systems were in place were many links were already decommissioned (Ausubel, Marchetti &
Meyer, 1998). Canals represented a fundamental construction effort toward reducing natural
barriers in order to connect coastal and inland waterways in an interconnected transportation
infrastructure grid.
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Development of the railways system occurred in the half-century between the 1840s and the
1890s. The majority of the railway network was established by the 1870s; the last mainline to
London, the Great Central Railway from Sheffield via Nottingham, was opened in 1899 (Barker
& Savage, 1974). On a number of counts the railways peaked around the First World War. The
length of national track levelled out at around 20,000 miles; 1920 appears to have been the
highest year for number of rail journeys (2,186 million); and rail freight by tonnage peaked in
1924 (Gourvish, 2015). Between the 1920s and the 1980s, the railways entered a lengthy decline
(Edwards, 2015).
Aside from automobility, Civil Aviation is the transport mode which has seen the most dramatic
changes in the course of the 20th Century. The story of early flight is well known, but the
development of British aviation began with the setting up of the Advisory Committee on
Aeronautics in 1909 to instruct the government. War was to remain a significant catalyst for the
development of aviation for much of the century.
The history of transport infrastructures in Sub-Saharan Africa had been strongly affected by the
European colonial powers (Jan, 2019). While there had been highly developed transport
networks in many parts of Africa in pre-colonial time, during the colonial era these
infrastructures were adopted to connect seaports to the internal areas that were rich of resources,
with the sole aim of serving the interests of the external powers (Mulley & Nelson, 2019). This
happened both to roads and to railways, the latter being also affected from an uncoordinated
development of different gauges, hindering interconnections between different countries. The
region is facing a strong urbanization, with large cities all over Africa affected by congestion
problems leading to higher costs. Moreover, there are still significant social, political, economic,
and physical barriers to mobility that are hindering social inclusiveness (SSATP, 2018; Vinay et
al., 2017).
It is arguably true that, the historical development of transport in Uganda started way back when
the European colonialists visited and settled in Uganda. Before the colonialists, the native people
of Uganda used foot as a means of transport. However, different forms of transportation were
introduced later by the Europeans. Railway transport; The Uganda Railway Corporation was
formed in 1977 (Spooner, Mwanika, Natamba, & Manga, 2020). The Uganda Railway was a
meter gauge railway system and former British state owned it. The line linked the interiors of
Uganda and Kenya with the Indian ocean port of Mombasa in Kenya. Air transport; Uganda first
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witnessed a civil aviation motorized aircraft in it’s space in the early 1930’s when a “flying boat”
landed at Port Bell, south east of Kampala on the shores of Lake Victoria. The excitement
generated by faster transport led to the creation of the Directorate of Civil Aviation (DCA) in
1949 to oversee civil aviation activities in East Africa. In 1947, Entebbe was identified as the
most suitable location for the country’s airport.
In Uganda, PPPs continue to draw considerable attention with many stakeholders increasingly
endeavouring to establish improved ways of innovatively engaging the private sector to address,
among other things, the increasing public demand for value-added delivery of public transport
(Roehrich, Michael & Gerard, 2014, Farquharson & Yescombe, 2011). The Public-Private
Partnerships Act, which was passed in 2015, provides methods for the engagement of private
partners in PPPs. Uganda has had a considerable number of PPPs in the areas of roads sector.
With regard to PPPs being proposed in the roads sector, Uganda has adopted the use of some
PPPs to finance proposed road sector projects, such as the Kampala-Jinja Highway and contract-
operate-maintain for the Kampala-Entebbe Express Highway (KCCA , 2022). Together with the
existing Kampala Northern Bypass, the expressway would form a ring road around Kampala
City.
1.2.2 Theoretical perspective
The study was anchored on the Constrainst Theory (Goldratt, 1990). The philosophy is based on
Systems Thinking. The constrainst theory focuses on the overall performance of a system, rather
than that of an individual task or component in the system. It is recognised that every system has
specific elements that limit its performance. The Theory of Constraints asserts that there are only
a few constraints in any given system; usually just one. Managers are encouraged under the TOC
philosophy, to identify and eliminate the constraints in the systems that they manage
(Simatupang et al., 2004). The theory postulates that organizations can be measured and
controlled by variations on three measures: throughput, operational expense and inventory.
Inventory is all the money that the system has invested in purchasing things which it intends to
sell. Operational expense is all the money the system spends in order to turn inventory into
throughput.
According to TOC the system consists of five steps. The steps are sequential and instruct
concentration of efforts on the system component that is capable of producing the most positive
impact on the system. The first step in the process of continuous improvement involves the
3
identification and precise indication of the system component which hampers its global
performance. According to TOC the introduction of changes must start from such a weak link,
because improving other elements in the system and improvement of local efficiency did not
affect the performance of the system as a whole. Each system has at least one constraint, and its
identification is necessary for proper management (Simsita, Sebla & Vayvayc, 2014).
The second step consists in the exploitation of the constraint: the change agent should obtain as
much capability as possible from the constraining component. Each lost minute caused by the
fact that the constraint is not working is a loss which cannot be recovered. Therefore, in this step
the change agent should take the necessary action to ensure uninterrupted work of the constraint,
in order to achieve maximum capability of the system constraint.
The third step involves subordination of everything else to the decision that was made, i.e. the
adjustment of the pace of work of other system elements to the pace of work of the constraint.
Otherwise, when other system elements produced faster or produce more, the cost of production
will grow, among others by the increase in work-in-progress inventory. Steps 2 and 3 are very
important in the TOC, because they contribute to the structuring of the system. There are still
many other ways to increase throughput and improve the system. In the fourth step, described as
increasing the productivity of the constraint, TOC allows for investments which will contribute
to improving the efficiency of the entire system by strengthening the constraint. If the constraint
is overcome, which should happen as a result of the continuous improvement of performance as
a result of step 4, it is necessary to find another component which restricts the capability of the
production system. Appropriate identification of constraints offers many opportunities for
business improvement and it positively affects the performance indicators. Note that TOC was
designed as a tool for managing constraints, and it is not synonymous with continuous
liquidation. At the appropriate moment, it is necessary to purposefully leave the constraint in the
company, and then through proper management thereof control the bottleneck of the production
system.
1.2.3 Conceptual perspective
In this section, Public Private Partnerships as the independent is defined with its dimensions and
the delivery of public transport as the dependent variable is defined. Public Private Partnerships
(PPP) is a globally accepted public sector procurement mechanism whereby the government gets
commitment from the private sector and transfers a certain level of responsibility to the private
4
sector to provide public facilities or services (Nuwagaba, 2019). Public Private Partnerships
(PPP) is further defined as a long term contractual arrangements between the public and private
party, whereby the private party takes over the traditional role of the public entity to build infra-
structure, finance the investment and manage the facility (Casady et al., 2020). Public Private
Partnerships is measured in terms of Capital formation, Infrastructure development and
Competitive contracting.
Chileshe et al., (2020) defines service delivery as the way inputs are combined to allow the
delivery of a series of interventions or health actions. Public transport refers to transportation by
a conveyance that provides continuing general or special transportation to the public and
excludes school buses, charter and sightseeing service. Public transportation includes various
modes like buses, subways, rail, trolleys, and ferryboats (Lim, Jae Young; Moon, Kuk-Kyoung
2022). Public transport services must follow regular schedules, be safe and rapid, guarantee high
service quality, utilize resources efficiently and meet users’ needs. Mulley and Nelson (2019)
defined public transport as a means by which larger proportions of urban dwellers gain physical
access to the goods, services, and activities they need for their livelihoods and well-being. Public
transportation plays a very important role in both the developed and developing world cities. It
serves to reduce reliance on private car-ownership by providing an affordable alternative for
urban commuters.
1.2.4 Contextual perspective
Kampala Capital City Authority is the governing body of Kampala city established Kampala
Capital City Act 2010. The KCC Act came into force on March 1, 2011. The Act changed
Kampala City from a local government into a government entity under the central government
called Kampala Capital City Authority. Kampala Capital City Act mandated KCCA to manage
Kampala on behalf of the government following the enactment of KCCA Act. Section 50 of the
KCC Act provides for the power to levy, charge, collect and appropriate fees and taxes in
accordance with the law was enacted by Parliament under article 152 of the Constitution
(Kemigisha, 2012).
Over the past seven years, KCCA has established using a thorough inventory study that the road
network in the city is 2100 kilometers (Achola, 2018). KCCA has widened and tarmacked
several roads around the city, fitted traffic lights at some crucial junctions, rehabilitated and
constructed pedestrian walkways, street lighting and inbuilt drainage. In total, twenty three
5
junctions in the city have traffic lights installed. These junctions are fitted with detectors to
regulate traffic flow and this has significantly reduced traffic jams at those points on the road
network. Furthermore, the Authority has prepared a Transport Master Plan for the entire
Kampala Metropolitan Area and this plan makes a case for construction and operation of a robust
Mass Rapid Transit System with buses, rail, and cable cars by 2040 (National Planning
Authority, 2020; KCCA , 2019; KCCA, 2019). This new transportation infrastructure and
especially the operations encouraged commuters to use sustainable transport modes such as
walking, cycling, and buses.
1.3 Problem statement
The most used mode of transport in Kampala is taxis at 46% followed by Boda Bodas at 32%,
then Cars at 19%. Buses and trucks are at only 2% each. Today, walking is the most prominent
mode of transportation for most non-work-related trips in the Greater Kampala rated at 46%,
mostly due to low income levels, high cost of transportation and limited reach of taxis to some
communities. KCCA face challenges in the provision of public transport Light railway transit,
Bus Rapid Transit and Road transport due to inadequate width of road corridors on the majority
of roads, cost of the required infrastructure development far surpasses the availed funding,
Obsolete construction equipment which breaks down frequently affecting output, inefficiency of
some contractors and shortage of competent road contractors on the Ugandan market resulting
into late completion and in some cases failure to complete projects (Ministry of Works and
Transport-MOWT, 2021).
The government of Uganda adopted the Public Private Partnership policy framework 2010 and
2015 inform of capital formation subthemes of direct financing and indirect financing,
Infrastructure development with subthemes of building roads, building bridges, building airports,
competitive contracting subthemes of invitation to bid, request for proposals and invitation to
negotiate with the aim of improving the provision of public transport (Ministry of Works and
Transport-MOWT, 2021). Notwithstanding the above efforts, the problem stills exists in terms of
misuse of public infrastructure like walkways and drainage structures by cars mounting on
walkways and dumping of garbage in the drains respectively leading to high maintenance costs
and lack of an efficient public/mass transport system, particularly light rail or metro, which has
led to an increase in use of private cars, taxis and Boda-Bodas (Annual Performance Report
2022; (Uganda National Roads Authority-KCCA , 2021; Public Procurement and Disposal of
6
Public Assets Authority-PPDA, 2014 and amended 2021; Ministry of Works and Transport-
MOWT, 2021). Consequently, this increases the government expenditure and it is against this
perspective that this study examined the role of Public Private Partnerships in enhancing delivery
of public transport at Kampala Capital City Authority.
1.4 Purpose of the study
The purpose of the study is to examine the role of Public Private Partnerships in the delivery of
public transport at Kampala Capital City Authority
1.5 Objectives of the study
The specific objectives of the study were to:
i. To examine the role capital formation in delivery of public transport at Kampala Capital
City Authority
ii. To examine the role of infrastructure development in delivery of public transport at
Kampala Capital City Authority
iii. To examine the role of competitive contracting in the delivery of public transport at
Kampala Capital City Authority
1.6 Research questions
i. What is the role of capital formation in delivery of public transport at Kampala Capital
City Authority?
ii. What is the role of infrastructure development in delivery of public transport at Kampala
Capital City Authority?
iii. What is the role of Competitive contracting in the delivery of public transport at Kampala
1.7 Hypothesis of the study
H1: Capital formation has a significant role in delivery of public transport at Kampala Capital
City Authority
H2: Infrastructure development has a significant role in delivery of public transport at Kampala
Capital City Authority
H3: Competitive contracting has a significant role in the delivery of public transport at Kampala
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1.8 Conceptual framework
Public private partnership (IV)
Capital formation
 Direct financing
H1 Delivery of Public Transport (DV)
 Indirect financing
Infrastructure development  Light railway transit

H2
 Building roads,  Bus Rapid Transit
 Building bridges,  Road transport
 Building airports
Competitive contracting
 Invitation to Bid,
H3
 Request for Proposals,
 Invitation to Negotiate
Source: (Delmon (2019) and modified by the researcher, 2023)

Figure 1.1: The role of public prvate partnership on the delivery of public transport
From the figure above, the study considers the following independent variables with their
subthemes such as Capital formation (Direct financing and Indirect financing) Infrastructure
development (building roads, building bridges, building airports) and competitive contracting
(invitation to bid, request for proposals, invitation to negotiate). The dependent variable is
measured in terms Light railway transit, Bus Rapid Transit and Road transport. It is hypothesized
that any changes in the independent variable will bring changes to the dependent varaiable y the
same magnitude.
1.9 Significance of the study
The study may benefit Local governments, Civil Society Organizations, the private sector and
other development agencies in preparing guidelines to stimulate public transport through
collaborative actions.
The study may assist sectors understand each other’s constraints, transform their capacity, create
bridges that address large scale issues and to provide strong basis for broader changes, and
enhance partners’ knowledge in understanding potential in collaborations, ability to anticipate
problems and assess specific strength and weaknesses.
8
The study may light on public private partnership, and identify critical success factors or policy
requirements for smooth partnership implementation.
The research results helped programs to evaluate and review their partnership management
approach of activity implementation, and also help stakeholders be more focused while initiating
and maintaining partnerships.
The findings and recommendations may be useful to the governments and stakeholders
implementing programs through collaborative partnerships, as they endeavor to improve delivery
of public transport.
Lastly, researchers and scholars who are interested in the concept public private partnership can
make use of the findings and may derive best practices and lessons from the study.
1.10 Justification of the study
As was already underlined, PPP projects are highly complex, especially due to a high number of
involved stakeholders, a great number of resources required for the successful implementation,
and insufficiently developed mechanisms for risk-sharing. Carrying out such projects requires
extensive negotiations between diverse institutions, including financial institutions, state
authorities and commercial practitioners. All have their own financial and legal advisors. As a
consequence, transaction costs and procurement timetables are much higher and more
complicated than in regular procurement options. The complexity of the PPP lies in the variety of
stakeholders whose needs and expectations must be considered and reconciled, which are
sometimes conflicting (UNDP, 2017).
Studies on the construct of PPP (Ameyaw & Chan, 2016; Gao, 2018), there are various areas in
which government and public parties play their role in successful PPP implementation. Their
cooperation includes contractual guarantees, government support (Cheung et al., 2012),
appropriate allocation of sufficient resources for the project (Bhatia, 2017), government
guarantees and sponsorships (Yuan et al., 2010) and preparation of a financial, fiscal framework
to include tax reduction.
1.11 Scope of the study
The extent of the review can be partitioned into three aspects regarding content, scope,
geographical scope, and time scope.
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1.11.1 Geographical scope
The study was carried out at Kampala Capital City Authority (KCCA) which is the legal entity,
established by the Ugandan Parliament, that is responsible for the operations of the capital
city of Kampala in Uganda. It replaced the Kampala City Council (KCC). The headquarters of
KCCA are located on Nakasero Hill in the central business district of Kampala. The headquarters
are immediately south-west of the Uganda Parliament Building. The main entrance to the KCCA
Complex is located on Kimathi Avenue, which comes off of Parliament Avenue. The coordinates
of this building are 0° 18' 54.00"N, 32° 35' 9.00"E (Latitude: 0.315000; Longitude: 32.585832).
1.11.2 Content scope
The study focused on the role of public private partnerships in enhancing delivery of public
transport at Kampala Capital City Authority. The independent variable will cover capital
formation with subthemes like direct financing and indirect financing, Infrastructure
development with subthemes like building roads, building bridges, building airports and
competitive contracting with subthemes like invitation to bid, request for proposals, invitation to
negotiate. The dependent variable will cover Light railway transit, Bus Rapid Transit and Road
transport. This is chosen because KCCA face challenges in the provision of public transport
Light railway transit, Bus Rapid Transit and Road transport due to inadequate width of road
corridors on the majority of roads, cost of the required infrastructure development far surpasses
the availed funding, obsolete construction equipment which breaks down frequently affecting
output, inefficiency of some contractors and shortage of competent road contractors on the
Ugandan market resulting into late completion and in some cases failure to complete projects
(Ministry of Works and Transport-MOWT, 2021).
1.11.3 Time scope
The study considered information for the period of 2015 to 2023. This helped the study
explaining the study variables. This is chosen because KCCA face challenges in the provision of
public transport Light railway transit, Bus Rapid Transit and Road transport due to inadequate
width of road corridors on the majority of roads, cost of the required infrastructure development
far surpasses the availed funding, obsolete construction equipment which breaks down frequently
affecting output, inefficiency of some contractors and shortage of competent road contractors on
the Ugandan market resulting into late completion and in some cases failure to complete
projects.
10
1.12 Operational definitions of terms and concepts
Partnership: A formal or informal arrangement agreed upon by both parties for some kind of
joint action to provide a product or service with joint decision making.
Public-private partnership: A joint venture that mobilizes ideas, efforts, and resources of
governments, businesses, and civil society to stimulate economic growth, expand access to
technology and develop businesses and workforces.
Public: The public sector in this paper refers to national, provincial/state and district
governments; municipal administrators, local government institutions, all other government and
inter-governmental agencies with the mandate of delivering 'public transport '.
Private: The word private denotes two sets of structures; the for-profit private encompassing
commercial enterprises of any size and the non-profit private referring to Non-Governmental
Organizations (NGOs), philanthropies and other not-for-profits.
Capital formation is the net accumulation of capital goods, such as equipment, tools,
transportation assets, and electricity, during an accounting period for a particular country.
Generally, the higher the capital formation of an economy, the faster an economy can grow its
aggregate income.
Infrastructure is the set of facilities and systems that serve a country, city, or other area, and
encompasses the services and facilities necessary for its economy, households and firms to
function. Infrastructure has been used as an umbrella term for many activities. The development
of a country’s infrastructure is vital to the growth of its sectors and the overall economy. The
infrastructure sector primarily comprises of electricity, roads, telecommunications, railways,
irrigation, water supply and sanitation, ports and airports, storing facilities, and oil and gas
pipelines.
A competitive contract is any contract that opens a bidding process, or competition, wherein the
winning entity is awarded the contract. These types of contracts are usually awarded by public
agencies to ensure a fair competitive process between the applicants for the job in question.
11
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter studied and presented existing literature on how political decentralization affect the
quality of primary education service delivery in Uganda in kapchorwa district. Literature study
was based on the following objectives for instance, establishing how representation affect the
quality of primary education service delivery in kapchorwa district, examining the extent to
which appropriation affect the quality of primary education service delivery in kapchorwa
district and to determining the relationship between oversight and the quality of primary
education service delivery in kapchorwa district. Literature was drawn from secondary sources
such as journal articles, policy documents, the constitution of the Republic of Uganda and
reports. The literature study chapter will constitute of the theoretical, conceptual, the actual study
in relation to the specific objectives of this study and summary of literature study.
2.2 Theoretical review
The study was guided by the constrainst theory that was developed by Goldratt (1990) for the
continuous improvement of systems performance (Inman et al., 2009). The philosophy is based
on Systems Thinking. Such being the case, TOC focuses on the overall performance of a system,
rather than that of an individual task or component in the system. It is recognised that every
system has specific elements that limit its performance. These elements are called constraints. A
constraint is defined by Goldratt and Cox (1992) as “any element or factor that limits the system
from doing more of what it was designed to accomplish (i.e. achieving its goal)”. Systems’
constraints may be physical, policy or behavioural. Rahman (1998) claims that most
organisations have more policy constraints than physical ones. The Theory of Constraints asserts
that there are only a few constraints in any given system; usually just one. Managers are
encouraged under the TOC philosophy, to identify and eliminate the constraints in the systems
that they manage (Simatupang et al., 2004).
The theory was used was used to identify the constraint, the first step is to identify your weakest
link this is the factor that's holding you back the most. Start by looking at the processes that you
use regularly. Are you working as efficiently as you could be, or are there bottlenecks for
example, because your people lack skills or training, or because you lack capacity in a key area?
Also bear in mind that, according to the theory, a system can only have one constraint at a time.
12
So, you need to decide which factor is your weakest link, and focus on that. If this isn't obvious,
use tools like Pareto Analysis to identify the constraint.
Theory of Constraints is not without criticism. Watson et al. (2007) argue that considerable
length of training time is required to master the TOC process. They indicate that the construction
of the TP tools, such as the CRT, is complicated and time consuming. The foregoing often results
in the tendency by many top-level managers of delegating the TOC process to mid-level
managers. This tendency, they argue, removes the necessary top-level management support that
is always required to sustain the TOC process. Goldratt (1990) argues that the TOC process
cannot succeed in an organisation unless all its members develop an enthusiasm for the TOC as
the expert facilitating the process. Kim et al. (2008) report that problems often arise when
constructing a CRT in that managers may find it hard to admit a problem exists, more especially
if the problem in question is a result of bad management practices.
2.3 Review of the related literature
This section provides literature review according to the study objectives
2.3.1 The role capital formation in delivery of public transport
Many definitions for PPPs indicate financing as one of the key components that motivates
governments to involve the private sector in the development of public infrastructure
(Mwanaumo et al., 2020). For example, Campbell (Khanom, 2019) partly defines PPPs as
projects for financing public infrastructure. In return, the private sector receives income from the
operation of the developed infrastructure through government payments or direct user charges
such as road tolls. However, to make private sector financing initiatives realizable, public sector
entities must structure projects that are attractive for private sector investment. In reality, PPP
arrangements have become interventions for reducing pressure on government budget to deliver
public infrastructure sooner than later (Engel, Fischer, & Galetovic, (2020). PPPs are a financing
tool to the private sector through revenue collection during the operation stage, and to the public
sector by leveraging private funding for public infrastructure development and service provision.
As such, the private sector uses PPPs for profit making, while the public sector’s main interest is
in improving service delivery. In light of this, the researcher will explore at study at Kampala
Capital City Authority.
Nuwagaba and Molokwane (2020), argued that the use of private finance enables the public to
have access to improve services now, not years away when a governments spending programme
13
permits. And the expertise and experience of the private sector encourages innovation, resulting
in shorter delivery times and improvements in the construction and facility management
processes. Developing these processes leads to best practice and adds value. The process helps to
reduce the Uganda’s government debt and to free up public capital to spend on other government
services, the tax payer benefits by avoiding paying higher taxes to finance infrastructure
investment development. PPP projects can also deliver better value for money compared with
that of an equivalent asset procured conventionally. This leaves a gap to undertake a current
study on the role of Public Private Partnerships in the delivery of public transport at Kampala
Consequently, effective PPPs enable accessibility to key hard resources (money, materials) or
soft resources (managerial and technical skills, information, contacts, credibility, legitimacy and
political support) that may be lacking or insufficient within one actor’s reserves to achieve public
service objectives (Fathi & Shrestha, 2019). However, critics of PPPs argue that, though
governments recognize the need for mutual commitment and cooperation in their PPP policy
documents, in practice, PPPs are always transformed into “contracting out schemes” since
private partners are rarely allowed to innovate beyond the explicit contract provisions. More so,
the interdependence between partners outside the formal contract is minimal. These results in
loss of flexibility, yet PPP partners are expected to respect and adapt to changes in the
operational environment in order to mitigate against negative significant impacts on the way
public services have to be provided over time (Roberts, et al, 2020).
Although the public sector is still responsible for providing infrastructure, the financing role has
changed recently from government coffers to the private sector. In fact, the role of the private
sector in financing infrastructure projects has been increasingly important over time. However, it
is challenging to stimulate private participation in the provision of infrastructure, and even more
so for low-income and developing countries. The essential problem of developing countries in
attracting private investors in the infrastructure sector results from their poor sovereign
creditworthiness, underdevelopment of financial markets, and high economic risk inherent in
infrastructure projects (Boadi, 2020). To overcome these drawbacks, partnerships between the
public and private sectors have been viewed as one of the financial mechanisms that would allow
gathering and channeling the needed amount of resources for sustainable growth and poverty
14
reduction in developing countries. In light of this, the researcher will explore at study at Kampala
2.3.2 The role of infrastructure development in delivery of public transport
Public infrastructure refers to facilities that support the effective functioning of a nation’s
economic and social activities (Malik & Kaur, 2022). Public infrastructure can either be
economic infrastructure, which is essential for day-to-day economic activities such as
transportation facilities and utility networks. Each of the two infrastructure categories can be
either “hard” or “soft” in nature, where hard infrastructure refers to provision of physical
facilities such as roads, and soft infrastructure refers to provision of services such as street
cleaning and lighting, transporting, and traffic lights control (Malik & Kaur, 2022). UNECE
(2018) articulated that the government of Uganda has tried to improve the quality and quantity of
public transport infrastructure such as the provision of public roads through PPP. For instance, a
number of roads have been constructed with the aid of the Uganda’s PPP. This is because
construction is being completed to plan and to budget; repairs and maintenance are planned at
the outset and in consequence assets and services are maintained at a pre-determined standard
over the full length of the concession.
Mainly for social and political reasons, public infrastructure development becomes a sole
mandate of the public sector (government), while the private sector only participates behind the
scenes because of market failures and lack of profitability (unless executed as a PPP) (Sarmento
& Renneboog, 2016). Key features that differentiate public infrastructures from other forms of
infrastructure include: they are natural monopolies; they are associated with positive and
negative spill overs; they require heavy investment in both capital, sunk and running costs; it is
difficult or undesirable to exclude non-payers from using them; they are indispensable facilities
that support a wide range of products and services; they provide integrated and networked
services that bind economic and social activities together (Sarmento & Renneboog, 2016). As
aforementioned, in the recent past the private sector has gained greater responsibility in the
development of public infrastructure through PPP arrangements. In light of this, the researcher
will explore at study at Kampala Capital City Authority.
Infrastructure approach is associated with PPP arrangements, where the private parties
participate in the provision of public infrastructure and the delivery of public infrastructure-based
services (Reis & Sarmento, 2019). Infrastructure PPPs “bring together governments and the
15
private sector to design, finance, build, and operate infrastructure such as highways, ports,
sewage and waste treatment facilities, telecommunications and electricity generation”
(Brinkerhoff & Brinkerhoff, 2011) to improve the provision of public services. The approach
employs deregulation principles “to address the underinvestment in public assets to secure the
long-term future of public services” (Malik & Kaur, 2022). Although for a long time,
infrastructure PPPs were being applied to only economic infrastructure, they have now been
extended to social infrastructure such as schools, hospitals, prisons and waste management (Reis
& Sarmento, 2019). However, this PPP perspective has been criticized for limiting government
flexibility, and increasing inefficiency and investment spending. For instance, Brinkerhoff &
Brinkerhoff (2011) argues that, financing of public infrastructure through user fees denies the
poor and marginalized the right to access public services. In light of this, the researcher will
explore at study at Kampala Capital City Authority.
Governments around the world make appealing policy promises when embracing PPP as one of
the models for delivering public services (Boadi, 2020). In Uganda, for instance, the objectives
for undertaking PPPs include cost effective delivery, good quality services, clear customer focus,
enhanced incentives and service diversity, better asset utilization, and delivery of more projects
and wider economic benefits (Barrera-Osorio et al., 2020). Using an economic perspective, the
World Bank Group (2018) argues that, because governments largely depend on private sector
financing and direct user fees to develop and pay for the operation of public infrastructure, PPPs
can therefore free up cash and other resources to support other government priority areas. This
minimizes direct borrowing and accelerates infrastructure development than what the
government alone would achieve by using public funds and long-term borrowing. However,
Fathi and Shrestha, (2020) argues that the governments’ motivations for PPPs have varied by
jurisdiction and evolved over time. This is in agreement with Weihe’s (2018) notion that, in the
early conception, the macroeconomic argument was that PPPs would enable the public sector to
access finance for capital investment, but lately the rationale has changed to risk transfer and
value for money. This leaves a gap to undertake a current study on the role of Public Private
Partnerships in the delivery of public transport at Kampala Capital City Authority
2.3.3 The role of Competitive contracting in the delivery of public transport
On the basis of their long-term nature and future uncertainty, PPP contracts remain incomplete,
hence requiring effective partnership behavior among all the partners to facilitate continued
16
commitment. This is in agreement with Benítez-Ávila et al (2018) argument that, “not everything
can be written into a detailed contract under long term transaction commitments”. As such, PPPs
working arrangements should be based on mutual commitment over and above what is expressed
in any contract (Mwesigwa et al., 2020). Upholding such partnership behavior enables improved
provision of public infrastructure and services through mutual objectives, devising ways of
resolving disputes through team approach, and enlisting the support of all parties for continuous
improvement, measuring progress and sharing gains. This leaves a gap to undertake a current
study on the role of Public Private Partnerships in the delivery of public transport at Kampala
From the discussion above, Engel, Fischer and Galetovic (2020) postulates that integrating
contractual, partnership and function specific perspectives is an effective way of defining the
PPP concept. The contractual perspective focuses mainly on formal and legal dimensions of the
relationship that binds the government and private sector together. The partnership perspective
emphasizes the social dimension of the relationship that is characterized with mutuality,
commitment and trust. The function-specific perspective is task-oriented and uses the project
lifecycle approach in executing and shifting (fully or partially) some of the project activities such
as financing, designing, constructing, maintenance and operation from the public to private
partners.
Managing PPP projects inevitably relies on contracts to establish formal business relationships
between partners (Mwesigwa et al., 2020). Under such context, an obvious question is whether
relational trust between PPP partners is facilitated or hindered by the contract structure. The
potential effects of contracts on inter-organizational relationship management have been
recognized. However, the empirical findings are mixed, and the impact of contracts on the trust
between partners is unclear. Previous studies suggested that contracts might be a sign of negative
intent, which can result in hostility and undermines relationship development. For example, a
study by You et al (2019) pointed out that a contract is the cost of mistrust. In contrast, some
researchers who examined the effects of contracts maintain that this construct is a critical
determinant in motivating active cooperation among project members in construction projects
(Mwesigwa et al., 2020).
The contract stipulates the rights, obligations, and responsibilities of the parties in a formal
written form (Schepker et al., 2019). Contracts are considered as a safeguarding or controlling
17
mechanism to mitigate opportunistic risks, sustain cooperation, and maintain long-term
relationships. Large-scale road construction projects are usually dynamic and highly complex,
and project participants have an inherent motivation to benefit from negative behaviors.
Especially in PPP projects that require complex technology, the highly interrelated working
relationship between project participants leads to blurring the boundaries of responsibilities,
thereby creating conditions for the growth of opportunism (Mwesigwa et al., 2020). Therefore,
PPP contracts are usually concluded to restrict the behavior of the participants in the transaction.
For a long time, some scholars have explored the effect of PPP contractual control on the
relationship between organizations. For example, Kivilä et al (2017) believe that PPP contracts
are a protection or control mechanism that can reduce the relationship risk caused by conflicts of
interest between project participants. Contractual control includes specifying rights, stipulating
sanctions, penalizing violations of commitments, and involving third parties to resolve disputes
(Gao et al., 2018). This leaves a gap to undertake a current study on the role of Public Private
Partnerships in the delivery of public transport at Kampala Capital City Authority.
Contractual adaptation includes rules for dealing with future uncertainties and changes in
engineering procedures to avoid potential disputes, and so on (Gao et al., 2018). In PPP
projects, Wang et al (2018) proposed that contracts have four significant features: sanctions,
complexity, flexibility, and renegotiation. A sort of study constructed contracts as a composite
variable of assigning roles, coordinating tasks, and adapting to uncertain future situations
(Benítez-Ávila et al., 2018). However, these studies have not clearly distinguished the different
aspects of contract terms. The framework reflecting the relative effectiveness of different
dimensions of contract functions in affecting various results is still insufficient. Based on the
above issues, proper contract design is needed to control opportunism, coordinate activities, and
adapt to uncertainties during the PPP project life cycle.
2.4 Summary of literature review
Different literature has been reviewed in this chapter including the theories to be used.
Empirically, Mburu (2013) studied the relationship between investment in infrastructure and
economic growth. He applied descriptive research design where he used secondary data from
Economic survey reports and Central Bank of Kenya. The research looked into a period of 7
years from 2005-2012. His findings revealed that government investment in infrastructure
development by government had significant and positive effect on economic growth in Kenya.
18
Considering the most recent studies on PPP contracts and financing, a handful of research studies
have focused on highways. Limited studies on PPP in the road sector in Uganda and determining
whether employing different PPP contracts improve the road sector led Nuwagaba and
Molokwane (2020) to study the relevance of the principal agency theory to the PPP adoption by
Uganda’s National Roads Authority. Nuwagaba and Molokwane (2020) determined suitable PPP
contracts to be adopted through interviews with 15 experts.
Another study by Bosire (2015) looked at the determinants of the success of infrastructure
projects financed by public private partnerships in Kenyan counties. The research design used
was descriptive where primary data was collected using questionnaires. The study targeted
County government employees. The findings reflected that the relationship between government
guarantees and success of the projects was positive and statistically significant. The current study
focuses on the impact of PPP on road infrastructure development in Kenya where secondary data
was used in the study.
Fathi and Shrestha (2019) also reviewed PPP projects in the US and around the world and found
that the US is a slow adopter in the application of PPP. Other countries, like the UK, are pioneers
in this regard. Due to the lack of PPP projects in the US, the project performance knowledge gap
of various types of PPP highway projects and their relationships with funding sources were not
examined by the researchers. Additionally, information about the contribution of the private and
public sectors to the funding of PPP highway projects is lacking.
19
CHAPTER THREE
METHODOLOGY
3.1 Introduction
This chapter presented the research design, study population, sample size and sampling
procedures that was used. It also presented the methods and instruments of data collection,
validity and reliability of the instruments, procedure for data collection, data analysis, and
measurement of variables and finally the measurement of variables and ethical consideration.
3.2 Research design
The study used a cross sectional survey design. A cross-sectional survey is suitable for such a
study to enable observing phenomena at a single point in time. This study used a cross sectional
survey design. This design is chosen because it is important for the researcher to find out the
opinion of a cross section of the population about a subject under investigation. While using the
cross-sectional design, the study will apply both qualitative and quantitative approaches to
collect detailed facts Sileyew (2020). By using the quantitative approach, the study will describe
numerical data, statistics and statistical inferences which focused on relationships between
variables (Žukauskas et al., 2018). The qualitative approach helped in collating narrative and
descriptive facts to make a deeper exploration the study interests
3.3 Study Population
The study was conducted at Kampala Capital City Authority. The justification for choosing
these areas is that they have witnessed huge delivery of public transport by both the public and
private partners. The highest numbers of these have however concentrated in urban areas. The
study population was top management staff, and the general staff. The reason is that such
groups influence policy decision making and implementation of programs, some of them
occupy strategic positions which influence the role of public private partnerships in enhancing
public good at Kampala Capital City Authority.
3.4 Sample Size and selection
According to Mooney (2019), a sample size is defined as a subset of a particular selected
population. The sample size for was determined using the Krejcie and Morgan’s table (1970), as
indicated below.
20
Table 3.1: Study Population and Sample Composition
Study Population Sample Size Sampling Technique
Top management 10 10 Purposive
General staff 200 (approx.) 127 Simple random
Total 210 137
Source: KCCA HR Manual (2023)
3.5 Sampling techniques and procedure
The study will employ both simple random and purposive sampling techniques.
3.5.1 Purposive sampling
Purposive sampling is a non-probability method for obtaining a sample where researchers use
their expertise to choose specific participants that helped the study meet its goals (Morishima,
2019). These respondents have particular characteristics that the researchers need to evaluate
their research question. In other words, the researchers pick the participants “on purpose”
(Nikolopoulou, 2022). This helped the researcher to select significant respondents to provide in
depth information which was used to analyze and triangulate data collected from the
respondents. This technique is considered since it is less costly and saves time; it enabled the
researcher to acquire an in-depth understanding of the problem and to gain richer, useful and
focused information (Thomas, 2020). Purposive sampling was used to select top management
staff.
3.5.2 Simple random sampling
Simple random sampling is a type of probability sampling in which the researcher randomly
selects a subset of participants from a population. Each member of the population has an equal
chance of being selected. Data is then collected from as large a percentage as possible of this
random subset (Thomas, 2020). This sampling technique was used because it ensures that every
member has an equal chance of being recruited into the sample and also eliminates bias in data
collection. The study used simple random sampling to select general staff.
3.6 Data collection methods
The study was categorized into secondary and primary data collection method. Quantitative and
qualitative methods were utilized to collect primary data. The study used both primary and
secondary sources of data collection. Quantitative and qualitative methods were utilized to
21
collect primary data (Taylor, 2021). Self-administered questionnaires will support the collection
of primary data.
3.6.1 Questionnaire Survey
A questionnaire is a method of survey data collection in which information is gathered through
oral or written questionnaires. Questionnaires enabled the researcher to collect a large sample of
information in a short time and at a reasonably low cost and give similar or standardized
questions to the respondents making it easier for comparison and generalization. In this case
questionnaires (with close ended questions) were administered with aid of research assistants.
The questionnaires were adopted because the response option for a close ended question is
exhaustive and mutually exclusive. The questionnaires were self-administered to general staff.
The justification for using this method was; that firstly, it was cost-effective for collecting data
from a large number of respondents. Secondly, the standardized questions allowed for easy
comparisons and analysis. Thirdly, anonymity encouraged honest responses on sensitive topics.
3.6.2 Interviewing
Interview is a conversation between two or more people where questions are asked by
interviewer to elicit facts or statements from the interviewee. It’s a person-to-person verbal
communication in which one person or a group of persons is interviewed at a time ( George,
2022). Interviews was conducted with the key informants such as top management staff who are
well informed about the study problem. Interviews were conducted because they have the
advantage of ensuring probing for more information, clarification and capturing non-verbal
expressions of the interviewees. It gives the researcher time to revisit some of the issues that
have been an oversight in other instruments and yet is deemed vital for the study.
3.7 Data collection instruments
The instruments used in this study included the self-administered questionnaire, and interview
guide
3.7.1 Self-Administered questionnaire
Structured questionnaires were used to collect data because they measure behavior attitude and
respondents’ characteristics, and cover breadth of the study. The questionnaire will contain close
ended questions where the researcher provided a response list on a 5-Likert scale to produce
quantitative data. This involved the respondents’ indicating how closely their feeling match the
question or statement on a rating scale. It is chosen because it is unambiguous and allows for
22
calculating the average index score for those agreeing or disagreeing with each individual
statement hence indicating the greater or lesser degree of prejudice reflected in a particular
response. The questionnaires were self-administered to general staff to obtain required
information for the study.
3.7.2 Interview guide
Interviews guide is an alternative tool of data collection whereby researchers collect data through
direct verbal interaction while recording respondent’s answers using interview guide to
supplement other data collection methods (Budianto, 2020). Interviews were conducted with the
key informants such as top management staff who are well informed about the study problem.
This method was considered since it enabled the researcher to obtain in depth qualitative
information on the study phenomenon. This further enriched this study by providing more
relevant information which might not have been obtained through the questionnaires method as
well as allowing further probing (Wang, 2018). The interview guide was used by the researcher
to have a face to face professional interaction with the respondents to obtain comprehensive
explanations of their perception this study.
3.8 Quality control of the instruments
Data quality techniques ensure that data collected is valid and reliable; the instrument was tested
to ensure validity and reliability.
3.8.1 Validity of instruments
The validity of a research instrument refers to the extent to which the instrument (such as a
questionnaire) accurately measures what it intends to measure (Kothari, 2008; Mugenda &
Mugenda, 2003). In other words, it assesses whether the instrument is measuring the specific
construct or concept it claims to measure and whether the results obtained from the instrument
are genuinely reflective of the underlying phenomenon Chetwynd (2022). The researcher
adopted Yusoff’s six steps to quantify the Content Validity of the questionnaire as illustrated in
Figure 3 below.
23
Step 1. Step 2. Step 3.
Prepare content Select review Conduct content
validation form panel validation
Step 4.
Step 6. Step 5.
Review domain
Calculate CVI Score each item
and items
Figure 3.2: Content Validation Procedure.
Source: Yusoff 2019
Procedure to perform content validity in research:

The research defined the constructs or variables that had to be measured within the questionnaire
(Yusoff, 2019). This was followed by reviewing the relevant literature to understand the key
concepts, variables, and dimensions related to the study “The role of Public Private Partnerships
in the delivery of public transport at Kampala Capital City Authority”, to identify the important
aspects to be reflected in the questionnaire. Based on the literature reviewed, and construct
definition, the researcher generated a pool of potential items or questions that could be included
in the questionnaire. These items were diverse and covered various aspects of role capital
formation, role of infrastructure development and role of competitive contracting. Thereafter, the
researcher sought input from two experts in the subject matter. These experts helped to evaluate
the relevance and clarity of each item in the questionnaire. They can also suggest additional
important items. The Content Validity Index (CVI) was adapted to calculate the validity of the
questionnaire (Yusosff, 2019)
a.) Item-CVI: This method assesses the content validity of each item in the questionnaire.
Experts rate each item for relevance on a scale (for example, 1 to 4 or 1 to 5), where higher
ratings indicate greater relevance. Calculate the Item-CVI for each item by dividing the number
24
of experts who rated it as relevant by the total number of experts. An Item-CVI score of 0.80 or
higher is often considered acceptable.
b.) Scale-CVI: If the questionnaire consists of multiple items that are meant to measure the same
construct (e.g., a Likert scale), calculate the Scale-CVI to assess the overall content validity of
the scale. This is typically done by averaging the Item-CVI scores for all items within the scale.
The study adapted Scale-CVI. Before conducting your main study, the questionnaire that was
validated was tested through a pilot study on a small sample to identify any potential issues with
wording, comprehension, or item difficulty. The researcher finalized the questionnaire by
making necessary revisions based on the pilot test results.
CVI = Number of items regarded relevant
Total number of items
Table 3.2: A summary of content validity for the questionnaire

Dimensions No of Items Relevant CVI
Role of capital formation 09 07 0.778
Role of infrastructure development 08 07 0.875
Role of competitive contracting 12 09 0.75
Delivery of public transport 06 06 1
Source: Primary Data (2022)
Table 3.2 presents averages of 0.850 and (1, respectively) on all four variables that had CVIs that
were above 0.7, implying that the tool was valid since it was appropriately answering/measuring
the objectives and conceptualization of the study. According to Mugenda and Mugenda (2003),
the tool can be considered valid where the CVI value is 0.7 and above as is the case for all the
four variables provided above.
3.8.2 Reliability of instruments
Reliability refers to the likelihood of getting the same results over and over again if a measure
was repeated in the same circumstances (Chetwynd, 2022). Reliability ensures that measures are
free from error so that they gave same results when repeated measurements were made under
constant conditions. The instruments were pre-tested by selection of a few staff members who
will review and improve it, to ensure reliability before it was really applied in the study ( Yusoff,
2019). The researcher personally administered the questionnaires to the participants and was
available for consultations and explanations while the participants fill in the data. The researcher
25
checked the questionnaires to ensure that all the questions are answered appropriately. The pre-
test contributed to the credibility, dependability and trustworthiness of the questionnaires. The
findings from the test were coded in the SPSS, a computer package to test for reliability at the
Cronbach’s alpha coefficient so as to assess the internal consistency above 0.70 (Amirrudin,
2021). An average Cronbach Alpha of 0.823 was obtained as illustrated in Table 3.3 below.
Table 3.3: Reliability test results of research instruments.
Study variables Cronbach’s Alpha
Role of capital formation 0.786
Role of infrastructure development 0.815
Role of competitive contracting 0.895
Delivery of public transport 0.795
Average Cronbach Alpha coefficient 0.823
Results in Table 3.3 revealed the reliability of the questionnaire to be 0.823.
3.9 Procedure of data collection
The researcher obtained an introduction letter from Uganda Management institute (UMI) after
successful proposal defense and present it to the authorities in KCCA to obtain approval to carry
out the research. The researcher piloted the questionnaire on a sample of ten respondents and the
interview guide on two respondents. The researcher used the comments from these respondents
to improve the questionnaire and interview guide. At this point, research assistants was recruited,
trained on the ethical considerations. The researcher made contact with relevant authorities in
KCCA to come up with agreeable schedule so that work is not affected. Appointments as to
when the researcher would go to the organization (KCCA) to meet the respondents and collect
the data were set.
The researcher delivered the questionnaires personally to respondents with support from research
assistants after getting permission from KCCA authorities. The researcher conducted face to face
interviews with the key respondents which involved a question and answer session. The research
instruments thereafter be collected and the information was recorded, coded, interpreted and
analyzed.
26
3.10 Data Analysis
Data was analyzed both quantitatively and qualitatively.
3.10.1 Quantitative analysis
Quantitative data analysis involved use of both descriptive and inferential statistics by using
Statistical Package for Social Scientists (SPSS) for analysis. This technique helped in
establishing cause and effect relationship between two variables by using mathematical,
computational and statistical methods. Descriptive statistics entailed determination of measures
of central tendency such as mean, standard deviation; frequency distributions; and percentages.
Data was processed by editing, coding, entering, and then presented in comprehensive tables
showing the responses of each category of variables. In Inferential statistics focused on making
predictions about a large group of data based on a representative sample of the population.
Regression analysis was used to show the effect of the independent variables on the dependent
variable (Marsh et al, 2020).
3.9.2 Qualitative Data Analysis
The term "qualitative analysis" was coined by Borgstede and Scholz (2021) to describe a method
that "provides insights and understanding of the problem setting.". Narrative analysis of
qualitative data was consolidated given how the outcomes connect with the exploration
questions. The researcher collected data from a collection of written, oral, or visual texts (such as
books, papers, magazines, talks, and meetings) to identify patterns in written correspondence to
conduct Narrative analysis (Marsh, et, al., 2020; Luo, 2022).
3.11 Measurement of Variables
Measurement variables are categorized into nominal and ordinal. A nominal variable is one of
the 2 types of categorical variables and is the simplest among all the measurement variables.
Some examples of nominal variables include gender, Name, phone, among others (Bhandari,
2022). An ordinal variable is a type of measurement variable that takes values with an order or
rank. They are built upon nominal scales by assigning numbers to objects to reflect a rank or
ordering on an attribute. The five point Likert type scale (1- strongly disagree, 2-disagree, 3-not
sure, 4- agree and 5-Strongly agree) was used to measure the independent variable and the
dependent variable. The choice of this scale of measurement is that each point on the scale
carries a numerical score which is used to measure the respondent’s attitude and it is the most
27
frequently used summated scale in the study of social attitude. The Likert scale was used in data
collection to measure sentiments and respondents’ perception as per the formulated variables.
3.12 Ethical Considerations
Morals in research allude to the standards that recognize satisfactory and unsatisfactory ways of
behaving (Cammaerts, 2020). The researcher was aware of the significance of ethics in this
study, which prioritized honesty, integrity, and attribution.
Confidentiality and privacy: It refers to the obligation of an individual or organization to
safeguard entrusted information. The research participant’s privacy was assured by the
researcher, who kept all the information safely locked up during the research process.
To ensure privacy, the respondents were informed that indeed their names were required, that
they have the right to leave questions unanswered for which they do not wish to offer the
requisite information, and that the study could not put the respondent under pressure if this
happens.
Informed Consent: The researcher sought informed consent before conducting the data collection
process. Informed consent for research requires that the respondents or subject must be
competent to understand and decide, receive full disclosure, comprehend the disclosure, act
voluntarily, and consent to the proposed action to which this study adhered.
Plagiarism: presenting someone else's work or ideas as your own, with or without their consent
by incorporating it into your work without full acknowledgment. All published and unpublished
material, whether in manuscript, printed, or electronic form, is covered under this definition. This
was minimized by paraphrasing, citing, quoting, citing quotes, citing own material, and
referencing.
Voluntary participation: The research participants were informed that their participation in the
study was not to be rewarded in any way; it was entirely voluntary. All the research participants
were informed of their rights to refuse to be interviewed or to withdraw at any point for any
reason, without any prejudice or explanation.
28
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction
This chapter presents the findings, analysis, and interpretations of the findings on the role of
Public Private Partnerships in the delivery of public transport at Kampala Capital City Authority.
The study was specifically premised on the following research objectives; (1) to examine the role
capital formation and delivery of public transport at Kampala Capital City Authority, (2) to
examine the role of infrastructure development and delivery of public transport at Kampala
Capital City Authority and (3) to examine the role of competitive contracting and delivery of
public transport at Kampala Capital City Authority. This chapter is stretched starting with the
introduction, followed by the response rate, demographic data of the respondent, and descriptive
and inferential statistics.
4.2 Response Rate
In the study, the researcher used both the interview guides and self-administered questionnaire to
aid the collection of data.
Table 4.4: Response rate

Tool (Planned/Scheduled) (Received/ Held) Percentage (%)
Questionnaires 127 103 81%
Interviews 10 08 80%
From the Table 4.4 above, results returned indicate that out of 127 questionnaires issued, 103
were returned fully completed, constituting (81%). On the other hand, the researcher held, (07)
interview sessions, out of the planned (10) resulting in a (80%) percentage return. According to
Amin (2005), a response rate above 50% is good enough to represent a survey.
4.3 Background Information
In order to get a detailed and more concrete picture of the study sample, the study examined the
background information, which included; gender, age of respondent and level of education,
employment status and duration of service. These results show the characteristics of the
institution.
29
4.3.1 Age of respondent
The study looked at the age distribution of the respondents by age using frequency distribution.
The results obtained on the item are presented in Figure 4.2 below.
60
50
40
30
20
10
0
20-25 years 26-31 years 32-37 years 38 and above
Source: Primary Data, (2023)
Figure 4.3: Age of respondents
Findings from the study in Figure 4.2 reveal that 09% of the respondents were between 20-25
years, 21% were aged between 26-31 years, 54% were aged between 32-37 years and 15% were
aged 38 and above. This indicated that all categories of respondents from different age groups
were represented in this study. The findings can be linked to the fact that most of the respondents
were of mature age and fully understood the role of Public Private Partnerships in the delivery of
public transport at Kampala Capital City Authority.
4.3.2. Sex of the respondent
The sex characteristics of respondents were investigated for this study, and findings are
presented in Table 4.5 below.
30
Table 4.5: Sex of the Respondents
Sex of the respondent Frequency Percentage

Male 66 64
Female 37 36
Total 103 100
Results in Table 4.5 indicate that the majority of the respondents were male 66(64%) and female
37(36%). This implies that although there were gender disparities in favor of the males, it is
evident that the study was ultimately gender representative since 36% of females is also a
significant representation of the sample and the population at large. Furthermore, it can be
argued that delivery of public transport is a concern of both genders and therefore, to achieve
delivery of public transport, both sexes have to be involved in the planning, implementation, and
maintenance.
4.3.3 Highest level of education
The respondents were also asked to indicate their education levels which is illustrated in Figure
4.3 below.
Certificate
9%
Masters
24% Diploma
15%
Degree
52%

Figure 4.4: The highest level of education
Results in Figure 4.3 above indicates that the majority of the respondents 54(53%) were degree
holders, Master’s degree were 25(24%), diploma holders were 15(15%), certificate holders were
31
09(09%) respectively. These results indicate that the respondents had good qualifications and the
right skills and knowledge to deliver. Besides, the respondents were able to understand, read, and
interpret the questionnaire and give relevant responses.
4.3.4 Employment status
The employment status of respondents was investigated for this study, and findings are presented
in Table 4.6 below.
Table 4.6: Employment status for the Respondents
Employment status Frequency Percentage
Permanent staff 31 30
Contract staff 57 55
Probation staff 15 15
Total 103 100
Findings from Table 4.6 reveal that the majority of the respondents 57(55%) were contract staff,
31(30%) were permanent staff while 15(15%) of the respondents were Probation staff. This
implies that KCCA has all expertise from the three categories of staff required to execute and
implement her mandate.
4.3.5 Time spent on the job (in years)
The respondents were also asked to indicate their time spent on the job (in years) in the
organization which is illustrated in Figure 4.4 below.
3 years and above
2-3 years
6 months -1year
Less than 6 months
0 5 10 15 20 25 30 35 40 45 50
32
Figure 4.5: Time spent on the job (in years);
Findings in Figure 4.4 indicate that the majority of the respondents 47(46%) had worked with the
organization between 2-3 years, 36(35%) of respondents had worked for over 3 years, 12(1%)
had worked between 6 months -1 years, whereas minority of the respondents 08(08%) had
worked for less than 6 months respectively. This meant that the majority of the respondents had
working experience in the organization, thereby having enough knowledge to provide relevant
information on the contribution of Role of Public Private Partnerships on delivery of public
transport in Kampala Capital City Authority.
4.3.6 Marital status
The study looked at marital status of the respondents by using a frequency distribution. The
results obtained are presented in Figure 4.3 below;
80
70
60
50
40
30
20
10
0
Married Single Separated
Figure 4.6: Marital status of respondents
Results from the Figure 4.5 above indicate that majority of the respondents were married
75(73%), singles were 18(17%), 7(13%) whereas 10(10%) of the respondents were seperated
respectively. This indicated that all categories of respondents in reference to marital status were
represented in this study. Marriage could be attributed to the willingness to take on more
responsibilities and this could be a factor to enhance service delivery in an organization, since
33
chances are high that an individual who is open to domestic responsibilities could also be ready
to show more commitment at the work place than others who are having less to lose.
4.4 Findings per Objective
In this chapter, the section comprises of the detailed findings from the field of study using both
the interview and questionnaire methods. The findings presented descriptively based on the
specific objectives of the study, which include; examining the relationship between The role
capital formation and delivery of public transport at Kampala Capital City Authority, the
relationship between The role of infrastructure development and delivery of public transport at
Kampala Capital City Authority, as well as the relationship between The role of competitive
contracting and delivery of public transport at Kampala Capital City Authority. For all
descriptive findings in this section, item statements were administered to respondents to establish
the extent to which they agreed with them. The responses were measured on a five-point Likert
scale ranging from (1 = Strongly Disagree, 2 = Disagree, 3 = Not Sure, 4 = Agree, and 5=
Strongly Agree). Descriptive data was analyzed using frequency, mean, and standard deviation
statistics. It was then collaborated with qualitative data using narrative analysis.
4.4.1 Delivery of public transport in Kampala Capital City Authority
The items on Delivery of public transport in Kampala Capital City Authority were structured
basing on the objectives of the study. Items were measured on a five-point Likert scale where
code 1 = Strongly Disagree, 2 = Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly Agree. The
data is presented and analyzed basing on six (06) items, which are statistically tabulated and
presented in the table below with the frequencies and percentages according to the responses
collected.
34
Table 4.7: Opinions of respondents on Delivery of public transport in Kampala Capital
City Authority
Statements [Percentage). (%)/Frequency] Mean SD
SD D NS A SA
There is speed and timeliness of service 10% 13% 22% 45% 7% 3.26 1.12
delivery. (11) (14) (23) (47) (8)
Service providers have the ability to 8% 16% 17% 39% 17% 3.41 1.20
communicate with the customer in a way (9) (17) (18) (41) (18)
he or she will understand
There is punctual service delivery and an 6% 15% 7% 16% 53% 3.58 1.06
ability to keep to agreements made with (7) (16) (8) (17) (55)
the customer
There is apparent staff commitment to 4% 8% 10% 54% 21% 3.58 1.03
their work, including the pride and (5) (9) (11) (56) (22)
satisfaction they apparently take in their
job, their diligence and thoroughness
Feedback and responsiveness to public 8% 4% 6% 69% 9% 3.77 1.02
demands is a sign of performing entity’s (9) (5) (7) (72) (10)
development program
Positive public opinion on programmes is 12% 17% 00% 14% 56% 3.76 1.56
an indicator of a performing entity’s (13) (18) (00) (14) (58)
development program
Findings from the study in table 4.8 indicate that 45% of respondents agreed that there is speed
and timeliness of service delivery, 22% of the respondents were not sure of the statement,
whereas minority 13% of the respondents disagreed with the statement. This is also supported by
the mean value of 3.26 that indicates the respondents who were fairly satisfied with the statement
and the standard deviation of 1.12 that shows the dispersion of responses close to the mean
value.
Findings also reveal that 39% of the total respondents agreed that service providers have the
ability to communicate with the customer in a way he or she understands, 17% of the
respondents were not sure, whereas minority of the respondents 16% disagreed with the
statement. This is also supported by the mean value of 3.41 indicating those who were fairly
satisfied with the statement and standard deviation of 1.20 indicating those with indicating
responses from the statement.
35
As to whether there is punctual service delivery and an ability to keep to agreements made with
the customer, 53% of the total respondents agreed with the statement, 07% of the respondents
were not sure, whereas minority of the respondents 15% disagreed with the statement. This is
supported by the mean value of 3.58 indicating the respondents who were satisfied with the
statement and the standard deviation of 1.06 that show less dispersion of the responses from the
mean.
On the statement there is apparent staff commitment to their work, including the pride and
satisfaction they apparently take in their job, their diligence and thoroughness, 54% of the
respondents agreed with the statement, 10% were not sure, whereas minority of the respondents
8% of the respondents disagreed with the statement respectively. The mean value of 3.78
indicates the respondents who were satisfied with the statement and standard deviation of 1.03
indicate those with deviating responses from the statement.
On the statement feedback and responsiveness to public demands is a sign of performing entity’s
development program, 8% of the total respondents disagree with the statement, 6% of the
respondents were not sure, majority of the respondents 69% agree with the statement. This is
also supported by the mean value of 3.67 indicating those who were satisfied with the statement
and standard deviation of 1.02 indicate those with deviating responses from the statement. It
implies that most of the respondents agreed that the communication makes all projects open to
competent firms. Since the list of respondents included the providers and this issue concerned
them, it was interpreted that the communication framework is adequate.
On the statement positive public opinion on programmes is an indicator of a performing entity’s
development program, 17% of the total respondents disagree with the statement, whereas 56% of
the respondents agreed with the statement. Findings are supported by the mean value of 3.76
indicating those who were satisfied with the statement and standard deviation of 1.56 indicating
those with deviating responses.
Authority
The items on Role of capital formation were structured basing on the objectives of the study.
Items were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 =
Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analyzed
36
basing on eight (08) items, which are statistically tabulated and presented in the table below with
the frequencies and percentages according to the responses collected.
Table 4.8: Opinions of respondents on the role capital formation and delivery of public
transport at Kampala Capital City Authority
Statements [Percentage (%)/ Frequency] Mean SD

SD D NS A SA
Resources are planned for and allocated 15% 2% 7% 22% 53% 3.57 1.43
properly towards delivery of public (16) (1) (8) (23) (55)
transport at KCCA
KCCA has got plans to access additional 3% 18% 6% 65% 5% 3.81 0.98
resources to finance activities (4) (19) (7) (67) (6)
KCCA utilizes partnership resources and 2% 2% 11% 67% 18% 3.88 0.68
creativity for accomplishing its goals (1) (2) (12) (69) (19)
PPP focuses on the whole life cost of the 8% 4% 6% 69% 9% 3.97 1.02
project not simply on its initial (9) (5) (7) (72) (10)
construction cost
KCCA provides road works within budget 12% 17% 6% 6% 56% 3.76 1.56
allocation (13) (18) (7) (7) (58)
There is timely release of funds by PPP to 4% 57% 2% 12% 22% 2.40 0.92
finance the contracts (5) (59) (3) (13) (23)
PPP ensures that regular interim payments 4% 12% 22% 57% 2% 3.60 0.92
are based on general progress of works (5) (13) (23) (59) (3)
Findings from the study in Table 4.9 above reveal that 15% of the total respondents strongly
disagree that resources are planned for and allocated properly towards delivery of public
transport at KCCA, 7% of the respondents not sure, 22% agreed with the statement, while 53%
of the respondents agreed with the statement. This is supported by the mean value of 3.57
indicating the respondents who were satisfied with the statement and the standard deviation of
1.43 indicating those with deviating responses from the statement. This implies that PPP utilizes
private funding, hence, construction delays are eliminated and bundling the design and
construction process into a single contract helped shorten the duration of the project.
As to whether KCCA has got plans to access additional resources to finance activities, 18% of
the total respondents disagreed that communities are involved in the design and implementation
of recycling programs, 6% of the respondents were not sure, whereas majority of the respondents
37
65% agreed with the statement. This is supported by the mean value of 3.81 indicating those who
were satisfied with the statement and standard deviations of 0.98 indicating those deviating
responses from the statement. This implies that it is important for private sector to devise a
strong financial package by capitalizing on the financial capacity of partners involved in PPP
projects as the sound financial capacity of partners is an important factor which determine the
success of PPPs.
On the statement KCCA utilizes partnership resources and creativity for accomplishing its goals,
67% of the respondents agreed with the statement, 11% of the respondents were not sure whereas
minority of the respondents disagreed with the statement respectively. This is also supported by
the mean value of 3.88 that show that most respondents were satisfied with the statement and the
standard deviation of 0.68 indicating those with deviating responses from the statement. Public-
Private Partnership provides finance also lead to efficient use of resources, availability of modern
technology, better project design and implementation, faster implementation, reduced lifecycle
costs and optimal risk allocation which are not readily produced by other agencies.
Findings from the study also reveal that 8% of the total respondents disagree that PPP focuses on
the whole life cost of the project not simply on its initial construction cost, 6% of the respondents
were not sure, whereas majority of the respondents 69% agreed with the statement. This is also
supported by the mean value of 3.97 indicating those who were satisfied with the statement and
standard deviation of 1.02 indicating those with deviating responses from the statement.
On the statement KCCA provides road works within budget allocation, 17% of the respondents
disagree, 6% of the respondents were not sure while majority of the respondents 56% agreed
with the statement. This is supported by the mean value of 3.76 indicating those who were
satisfied with the statement and standard deviation of 1.56 indicating those with deviating
responses from the statement. The findings are supported by the key informant who asserts that:
Capital formation enhances the resources envelope hence contributing funds
towards KCCA programs like public transport improvement
(KII/001/20th/10/2023).
As to whether there is timely release of funds by PPP to finance the contracts, 57% disagreed
that with the statement, 2% of the respondents were not sure, whereas 22% of the respondents
agreed with the statement respectively. This is also supported by the mean value of 2.40
38
indicating those who were unsatisfied with the statement and the standard deviation of 0.92 that
show the dispersion of responses close to the mean value.
Findings do reveal that 12% of the total respondents disagree that PPP ensures that regular
interim payments are based on general progress of works, 22% of the respondents were not sure,
57% of the respondents agree with the statement. This too is supported by the mean value of 3.60
indicating those who were satisfied with the statement and the standard deviation of 0.92 that
show the dispersion of responses close to the mean value. This implies that Private partners need
to align their financial capacities with business needs to balance short term needs and long-term
commitments. The alignment of financial capacities with business needs enable the private
partners to handle cash flow fluctuations in a successful manner so to meet the financial needs of
PPP’s projects in order to maintain service quality.
4.4.2 The role of infrastructure development and delivery of public transport at Kampala
The items on solicitation planning were structured basing on the objectives of the study. Items
were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 = Disagree, 3 =
Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analyzed basing on seven
(07) items, which are statistically tabulated and presented in the table below with the frequencies
and percentages according to the responses collected.
39
Table 4.9: Opinions of respondents on the role of infrastructure development and delivery
of public transport at Kampala Capital City Authority
Statements [Percentage (%) /Frequency] Mean SD
SD D ND A SA
KCCA road construction works always 10% 5% 15% 65% 2% 3.63 1.03
conform to standardized specifications (11) (6) (16) (67) (3)
Building bridges works always conform to 9% 12% 11% 61% 4% 3.60 1.08
standardized specifications by PPP (10) (13) (12) (63) (5)
KCCA has a committee/board that meets 2% 2% 4% 60% 31% 3.68 0.99
and makes decisions that guides its road (1) (3) (5) (62) (32)
development
KCCA has an organizational structure/ 9% 17% 2% 64% 7% 3.64 0.89
chart with clearly defined lines of (10) (18) (1) (66) (8)
authority, roles, functions and
responsibilities
PPP can improve the quality and quantity 5% 14% 14% 10% 54% 3.40 1.12
of basic infrastructure (6) (15) (15) (11) (56)
All approvals of the road construction 9% 15% 23% 41% 9% 3.30 1.12
evaluation committees are only done by the (10) (16) (24) (43) (10)
contracts committee of KCCA
PPPs are helping the public sector develop 6% 9% 20% 47% 15% 3.45 1.08
a more disciplined and commercial (7) (10) (21) (49) (16)
approach to infrastructure development
Findings in Table 4.10 above reveal that minority of the respondents 10% disagreed that KCCA
road construction works always conform to standardized specifications, 15% of the respondents
were not sure, whereas majority of the respondents 65% agreed with the statement. This is also
the standard deviation of 1.03 that show the dispersion of responses close to the mean value.
On the statement building bridges works always conform to standardized specifications by PPP,
12% of the total respondents strongly disagree with the statement, 11% of the respondents were
not sure, whereas majority of the respondents 61% agreed with the statement. This is also
standard deviations of 1.08 indicating those with deviating responses from the statement. In a
verbatim, public-private partnerships as the tool that KCCA employ to help deliver needed
40
infrastructure services, public-private partnerships are a way of contracting for services, using
private sector innovation and expertise, and they often leverage private finance. Public-private
partnerships can, implemented under the right circumstances, improve service provision and
facilitate economic growth.
More findings show that 60% of the total respondents agreed that KCCA has a committee/board
that meets and makes decisions that guides its road development, 4% of the statements were not
sure while minority of the respondents disagreed with the statements. This is also supported by
the mean value of 3.68 that show that most respondents were satisfied with the statement and the
standard deviation of 0.99 that show less dispersion of the responses from the mean. This implies
that committee has powers to establish subcommittees whenever the committee deems it
necessary for better performance of its functions, and the committee can also co-opt into the
membership of the subcommittees, persons with knowledge and skills necessary for effective
performance of the subcommittees
As to whether KCCA has an organizational structure/ chart with clearly defined lines of
authority, roles, functions and responsibilities, majority of the respondent 64% agreed with the
statement, 2% of the respondents were not sure whereas minority of the respondents 17%
disagreed with the statement. This is also supported by the mean value of 3.64 indicating those
who were satisfied with the statement and standard deviation of 0.89 indicating those with
deviating responses.
Findings also reveal that 54% of the total respondents agreed with the statement PPP can
improve the quality and quantity of basic infrastructure, 14% of the respondents were not sure,
whereas minority of the respondents 14% disagree with the statement. This is supported by the
mean value of 3.40 indicating those who were fairly satisfied with the statement and standard
deviation of 1.12 indicating those with deviating responses. This implies that this helps to easy
mobility of people in the city and also public transport becomes cheap when infrastructures are
available
As to whether all approvals of the road construction evaluation committees are only done by the
contracts committee of KCCA, 43% of the respondents agreed with the statement, 23% of the
respondents were not sure whereas minority of the respondents disagreed with the statement.
This is supported by the mean value of 3.30 indicating those who were unsatisfied with the
41
statement and the standard deviation of 1.13 indicating those with deviating responses from the
statement.
As to whether PPPs are helping the public sector develop a more disciplined and commercial
approach to infrastructure development, 47% of the respondents agreed with the statement, 20%
of the respondents were not sure whereas minority of the respondents 09% disagreed with the
statement. This is supported by the mean value of 3.45 indicating those who were unsatisfied
with the statement and the standard deviation of 1.08 indicating those with deviating responses
from the statement.
4.4.3 The role of competitive contracting and delivery of public transport at Kampala
The items on contract management were structured basing on the objectives of the study. Items
were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 = Disagree, 3 =
Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analyzed basing on nine
(09) items, which are statistically tabulated and presented in the table below with the frequencies
and percentages according to the responses collected.
Table 4.10: Opinions of respondents on the role of competitive contracting and delivery of
public transport at Kampala Capital City Authority
Variable (N=103) [Percentage (%)/Frequency] Mean SD
SD D NS A SA
KCCA uses Concession, contracting out, 17% 8% 00% 54% 18% 3.56 1.28
Management contract and Service (18) (9) (00) (56) (19)
contract when working with its partners
User Departments always provide the 7% 11% 2% 64% 13% 3.68 0.99
right specifications/terms of reference for (8) (12) (3) (66) (14)
all the procurements on their first
submission
Supplier/contractor compliance with the 12% 10% 2% 55% 39% 3.54 0.80
contract is always efficiently monitored (13) (11) (1) (36) (40)
and managed
KCCA fulfills the terms of contract 6% 7% 25% 52% 7% 3.57 1.00
agreed by successful contractors (7) (8) (26) (54) (8)
Contracts are completed as per the 4% 44% 17% 19% 14% 2.57 0.80
guidelines and the amended PPDA Act (5) (45) (18) (20) (15)
2014
Bids are received by Procurement and 00% 18% 00% 50% 24% 3.53 1.03
42
Disposal Unit (PDU) (00) (19) 00 (51) (25)
Bids are opened by Procurement Disposal 6% 9% 20% 47% 15% 3.45 1.08
Unit (PDU) (7) (10) (21) (49) (16)
The independent committee evaluates the 17% 14% 4% 19% 44% 3.00 0.10
bids (18) (15) (05) (20) (45)
Findings in Table 4.11 above reveal that 54% of the total respondents agreed with the statement
that KCCA uses Concession, contracting out, Management contract and Service contract when
working with its partners, whereas the minority of the respondents 17% disagreed with the
statement. This is also supported by the mean value of 3.56 that indicated those who were
unsatisfied with the statement and the standard deviation of 1.28 that shows the dispersion of
responses close to the mean value. This implies that concessionaire is incentivized by payment of
a fixed retainer or specific amount for deliverables such as repairing old signage, installing new
signage, or repair of potholes or kilometers of road maintained and repaired. The model is
popular as it relieves the state of the need to offload heavy cash flow in the project as the private
party provides the finance upfront. The findings are supported are supported by the key
informant who asserts that:
The concession agreement is specifically targeted towards financing, designing,
implementing and operating infrastructure facilities and the collaborative
ventures are built around mutually agreed allocation of resources, risks and
returns, and these are collaborative efforts, between private and public sectors,
with clearly identified partnership structures, shared objectives, and specified
performance indicators for delivery of services has seen real progress over the
last years in attracting private investment into the infrastructure sectors
(KII/001/20th/10/2023).
Findings also reveal that 64% of the respondents agreed with the statement that User
Departments always provide the right specifications/terms of reference for all the procurements
on their first submission, 7% of the respondents were not sure, whereas minority of the
respondents 9% agreed with the statement. This is also supported by the mean value of 3.68
indicating those who were satisfied with the statement and standard deviations of 0.99 indicating
those with deviating responses forma the statement.
43
On the statement that supplier/contractor compliance with the contract is always efficiently
monitored and managed, 64% of the respondents agreed with the statement, 2% of the
respondents were not sure, whereas minority of the respondents 12% disagreed with the
statement. This is also supported by the mean value of 3.54 indicate those who were unsatisfied
with the statement and the standard deviation of 0.80 that shows less dispersion of the responses
from the mean. The findings are supported by the key informant who asserts that:
All the initial planning is done by KCCA, suppliers are only involved during
contracting level where they are brought on board do discuss issues like sub-
contracting, time frames, indemnities, delivery points for supplies, delivery time
among other (KII/001/20th/10/2023).
As to whether KCCA fulfills the terms of contract agreed by successful contractors, 52% of the
respondents agreed with the statement, 25% of the respondents were not sure, while minority of
the respondents 07% disagreed with the statement respectively. This is also supported by the
mean value of 3.57 indicating those who were fairly satisfied with the statement and standard
deviation of 0.80 indicating those with deviating responses. This implies that contract
Agreements are meant to control cost, time and quality of the projects, they have to be adhered
to, but at times they have to be amended when the need arises.
Findings from the study confirm that 44% of the total respondents disagreed that contracts are
completed as per the guidelines and the amended PPDA Act 2014, 17% of the respondents were
not sure, whereas minority of respondents 19% agreed with the statement. This is supported by
the mean value of 2.57 indicating those who were unsatisfied with the statement and standard
deviation of 1.00 indicating those with deviating responses.
As to whether Bids are received by Procurement and Disposal Unit (PDU), 51% of the
respondents agreed with the statement whereas minority of the respondents 18% of the
respondents agreed with the statement respectively. This was supported by the mean value of
3.53 indicating those who were unsatisfied with the statement and standard deviation of 0.80
indicating those with deviating responses.
As to whether Bids are opened by Procurement Disposal Unit (PDU), 47% of the respondents
agreed with the statement, 20% were not sure of the statement, whereas minority of the
respondents 18% of the respondents agreed with the statement respectively. This was supported
44
by the mean value of 3.45 indicating those who were unsatisfied with the statement and standard
deviation of 1.08 indicating those with deviating responses from the statement.
As to whether the independent committee evaluates the bids, 44% of the respondents agreed with
the statement, 04% were not sure of the statement, whereas minority of the respondents 17% of
the respondents agreed with the statement respectively. This was supported by the mean value of
3.00 indicating those who were unsatisfied with the statement and standard deviation of 1.08
indicating those with deviating responses. This implies that committee has powers to establish
subcommittees whenever the committee deems it necessary for better performance of its
functions, and the committee can also co-opt into the membership of the subcommittees, persons
with knowledge and skills necessary for effective performance of the subcommittees. The
findings are supported by key informant who asserts that:
Main characteristics of a Public-Private Partnership that are considered to lead
to efficiency gains in comparison to so-called conventional procurement are the
lifecycle approach, the risk transfer with a balanced risk allocation, the creation
of incentive structures and leveraging of innovation potential through results-
oriented performance description and remuneration, the use of private expertise
and capital, the long-term relationships on a partnership basis and, in particular,
governed by contractual provisions (KII/002/20th/10/2023).
Preparation of Data for Inferential Statistics
When analyzing hypotheses in research testing, researchers typically make several underlying
assumptions to ensure the validity and reliability of their findings. These assumptions provide the
foundation for various statistical tests and methods used in hypothesis testing. The specific
assumptions can vary depending on the statistical test or method being used. This study adopted
the parametric test (Analysis of Variance/ ANOVA) to analyze the hypothesis.
4.5 Multiple Regression analysis on Role of Public Private Partnerships and Delivery of pu
blic transport
Multiple regression analysis is a statistical technique that was used to analyse the relationship
between a single dependent (criterion) variable Delivery of public transport and several
independent (predictor) variables (role of capital formation, role of infrastructure development,
and role of competitive contracting). The objective of multiple regression analysis was to use the
independent variables whose values were known to predict the single dependent value that was
45
selected by the researcher. A regression model equation was used to explain the variation in the
criterion variable.
Y (Dependent Variable) = Intercept + Slope line × Independent Variable
Y = a + b1X1 + b2X2 + b3X3 + e
Where Y = Delivery of public transport
a = Constant/ y-intercept
b1X1 = Slope line x Role of capital formation
b2X2 = Slope line × Role of infrastructure development
b3X3 = Slope line × Role of competitive contracting
e = prediction error (residual)
To assess the overall significance of the regression model for role of Public Private Partnerships
on delivery of public transport, an Analysis of Variance was done and the results are presented in
Table 4.11 below
Table 4.11: ANOVA for Role of Public Private Partnerships on Delivery of public
transport
Sum of
Model Squares Df Mean Square F Sig.
1 Regression 46.668 3 27.210 13.076 .000b
Residual 9.071 103 .088
Total 106
a. Dependent Variable: Delivery of public transport
b. Predictors: (Constant), role of capital formation , role of infrastructure development,
role of competitive contracting
Source: Primary Data.2023
Table 4.15 shows the test of the significance of the model using ANOVA. The results show that
F-Ratio (F = 3, 103) = 13.076, p = 0.000. This shows that the model is significant since
p=0.000< 0.05therefore we reject the null hypothesis “There is no significant contribution of role
of Public Private Partnerships (role of capital formation, role of infrastructure development, and
Role of competitive contracting) on Delivery of public transport in Kampala Capital City
Authority” and accept the alternative that Role of Public Private Partnerships contributes to
delivery of public transport in Kampala Capital City Authority. In other words, improved Role of
46
Public Private Partnerships can lead to improved Delivery of public transport in Kampala Capital
City Authority and vice versa. It also implies that the challenges of Delivery of public transport
are brought about by the gaps in Role of Public Private Partnerships (Role of capital formation,
Role of infrastructure development, and Role of competitive contracting).
When the P-value for the multiple regression model for Role of Public Private Partnerships and
Delivery of public transport is < 0.05, it means that there is at least one Independent variable that
has a significant contribution to Delivery of public transport. Multiple regression was run to
examine the contribution of Role of Public Private Partnerships to Delivery of public transport in
Kampala Capital City Authority. Considering the Model summary, the correlation coefficient
(R), R Square, and Adjusted R Square were generated as shown in Table 4.13 below.
Table 4.12: Multiple regression results for role of Public Private Partnerships on delivery
of public transport
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 .579 .435 .539 .381
a. Predictors: (Constant), Role of capital formation , Role of infrastructure development ,
Role of competitive contracting
Source: Primary Data 2023
Table 4.13 shows Pearson Correlation Coefficient R = 0.579, R Square = 0.435 and Adjusted R
Square = 0.539. An R = 0.579 means that role of Public Private Partnerships has a moderate
positive contribution to the delivery of public transport. Adjusted R 2 = 0.539 indicates that the
regression model with the three dimensions (role of capital formation, role of infrastructure
development and role of competitive contracting) accounted for 54% of that variation in
Delivery of public transport explained by role of Public Private Partnerships while other
variables not mentioned in the model explain the remaining variance of 46%.
To identify the variable (s) that has a significant contribution to delivery of public transport, the
coefficient of determination was computed to identify which of the three variables was
significant. The equation for the line Y = a + b1X1 + b2X2 + b3X3 + e was computed using an
unstandardized Coefficient. Findings are revealed in Table 4.13 below;
47
Table 4.13: The regression coefficient of determination for Role of Public Private
Partnerships on Delivery of public transport
Standardize
Unstandardized d
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) .610 .306 7.982 .000
Role of capital
.339 .205 .436 3.440 .001
formation
Role of infrastructure
.568 .139 .405 1.934 .000
development
Role of competitive
.104 .112 .669 2.983 .003
contracting
a. Dependent Variable: Delivery of public transport
b. Predictors: (Constant), role of capital formation, role of infrastructure development,
role of competitive contracting
Source: Primary Data 2023
Findings in the regression model, Y = a + b1X1 + b2X2 + b3X3
Delivery of public transport = 0.610 + 0.339X1 +0.568X2+0.104X3
To determine whether the slope for Role of capital formation, Role of infrastructure
development, and Role of competitive contracting are significant, the p-value should be <0.05.
Results in Table 4.14 for the coefficient of the determination indicate that each of the respective
independent variables was significant since the P-value < 0.05(Role of capital formation = 0.01,
Role of infrastructure development = 0.000, Role of competitive contracting = 0.003). This led
the researcher to reject all the three null hypotheses as stated in chapter one.
H01 = Role of capital formation does not significantly contribute to delivery of public transport.
To establish the contribution of Role of capital formation on Delivery of public transport, the
researcher considered the corresponding standardized coefficient Beta values for Role of capital
formation, β = 0.436. This implies that for every one-unit increase in role of capital formation
will lead to an increase of 0.436 units of delivery of public transport. The researcher therefore
rejected the null hypothesis and concluded that role of capital formation significantly contributes
to delivery of public transport.
H02 =Role of infrastructure development does not significantly contribute to Delivery of public
transport.
48
To establish the contribution of Role of infrastructure development on Delivery of public
transport, the researcher considered the corresponding standardized coefficient Beta values for
Role of infrastructure development, β = 0.405. This implies that every one-unit increase in Role
of infrastructure development will lead to an increase of 0.405 units of Delivery of public
transport. The researcher therefore rejected the null hypothesis and concluded that Role of
infrastructure development significantly contributes to Delivery of public transport.
H03 = Role of competitive contracting does not significantly contribute to Delivery of public
transport.
To establish the contribution of Role of competitive contracting on Delivery of public transport,
the researcher considered the corresponding standardized coefficient Beta values for Role of
infrastructure development, β = 669. This implies that every one-unit increase in Role of
infrastructure development will lead to an increase of 0.669 units of Delivery of public transport.
The researcher therefore rejected the null hypothesis and concluded that Role of competitive
contracting significantly contributes to Delivery of public transport.
Overall, the multiple regression model indicated that strategy physical planning had a positive
significant contribution to Delivery of public transport in Kampala Capital City Authority.
Specifically, the Standardized coefficient beta values revealed that Role of competitive
contracting had a bigger contribution to Delivery of public transport followed by Role of capital
formation and then Role of infrastructure development quality assurance system accreditation.
The overall coefficient of determination for the model summary of 0.539 revealed that the three
dimensions of Role of Public Private Partnerships (Role of capital formation, Role of
infrastructure development, and Role of competitive contracting) accounted for 54% of the
variation in the Delivery of public transport in Kampala Capital City Authority.
The regression model Y = a + b1X1 + b2X2 + b3X3 + e
Delivery of public transport = 0.610 + 0.339X1 +0.568X2+0.104X3+e
49
CHAPTER FIVE
SUMMARY, DISCUSSION, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
The chapter presents a summary of the findings, discussion, conclusion, and recommendations
on to examine the role of Public Private Partnerships in the delivery of public transport at
Kampala Capital City Authority. The study was specifically premised on the following research
objectives; to examine the role capital formation and delivery of public transport at Kampala
Capital City Authority, to determine The role of infrastructure development and delivery of
public transport at Kampala Capital City Authority and to assess The role of competitive
contracting and delivery of public transport at Kampala Capital City Authority.
5.2 Summary of the research findings
The section presents a summary of the results according to the research objectives as indicated
5.2.1 The role of capital formation and delivery of public transport at Kampala Capital
City Authority
The results indicate that capital formation had a coefficient of estimate which was statistically
significant based on (p-value=0.001) which is below 0.05 level of significance. This implies that
capital formation contributes to delivery of public transport. The β = 0.436 Coefficient implies
that a 0.436 unit change in capital formation will lead to a 0.436 unit change in road
infrastructure provision.
The results indicate that infrastructure development had a coefficient of estimate which was
statistically significant based on (p-value=0.001) which is below 0.05 level of significance. This
implies that infrastructure development affects road infrastructure provision. The β = 0.405
Coefficient implies that a 0.405 unit change in infrastructure development will lead to a 0.405
unit change in road infrastructure provision.
The results indicate that competitive contracting had a coefficient of estimate which was
50
statistically significant based on (p-value=0.001) which is below 0.05 level of significance. This
implies that Competitive contracting contributes to road infrastructure provision. The β = 0.669
Coefficient implies that a 0.669 unit change in competitive contracting will lead to a 0.669 unit
change in road infrastructure provision.
5.3 Discussion of the findings
The section presents a discussion of the results according to the study objectives as indicated
below;
Authority
The results indicate that capital formation had a coefficient of estimate which was statistically
significant based on (p-value=0.001) which is below 0.05 level of significance. The findings are
in agreement with Mwanaumo et al (2020) who revealed that PPPs indicate financing as one of
the key components that motivates governments to involve the private sector in the development
of public infrastructure. In return, the private sector receives income from the operation of the
developed infrastructure through government payments or direct user charges such as road tolls.
However, to make private sector financing initiatives realizable, public sector entities must
structure projects that are attractive for private sector investment. Study findings further concur
with Engel, Fischer, and Galetovic (2020) who noted that PPPs are a financing tool to the private
sector through revenue collection during the operation stage, and to the public sector by
leveraging private funding for public infrastructure development and service provision. As such,
the private sector uses PPPs for profit making, while the public sector’s main interest is in
improving service delivery.
The findings are consistent with Nuwagaba and Molokwane (2020) who argued that the use of
private finance enables the public to have access to improve services now, not years away when
a governments spending programme permits. And the expertise and experience of the private
sector encourages innovation, resulting in shorter delivery times and improvements in the
construction and facility management processes. Developing these processes leads to best
practice and adds value. The process helps to reduce the Uganda’s government debt and to free
up public capital to spend on other government services, the tax payer benefits by avoiding
paying higher taxes to finance infrastructure investment development. PPP projects can also
51
deliver better value for money compared with that of an equivalent asset procured
conventionally.
The results indicate that infrastructure development had a coefficient of estimate which was
statistically significant based on (p-value=0.001) which is below 0.05 level of significance. The
findings are consistent with Reis and Sarmento, (2019) who revealed that Infrastructure PPPs
“bring together governments and the private sector to design, finance, build, and operate
infrastructure such as highways, ports, sewage and waste treatment facilities,
telecommunications and electricity generation” to improve the provision of public services.
Although for a long time, infrastructure PPPs were being applied to only economic
infrastructure, they have now been extended to social infrastructure such as schools, hospitals,
prisons and waste management. However, this PPP perspective has been criticized for limiting
government flexibility, and increasing inefficiency and investment spending. For instance,
financing of public infrastructure through user fees denies the poor and marginalized the right to
access public services.
The study findings are supported by Fathi and Shrestha, (2020) who argues that the
governments’ motivations for PPPs have varied by jurisdiction and evolved over time. This is in
agreement with Weihe’s (2018) notion that, in the early conception, the macroeconomic
argument was that PPPs would enable the public sector to access finance for capital investment,
but lately the rationale has changed to risk transfer and value for money. In Uganda, for instance,
the objectives for undertaking PPPs include cost effective delivery, good quality services, clear
customer focus, enhanced incentives and service diversity, better asset utilization, and delivery
of more projects and wider economic benefits. Findings further revealed that because
governments largely depend on private sector financing and direct user fees to develop and pay
for the operation of public infrastructure, PPPs can therefore free up cash and other resources to
support other government priority areas. This minimizes direct borrowing and accelerates
infrastructure development than what the government alone would achieve by using public funds
and long-term borrowing.
52
The results indicate that competitive contracting had a coefficient of estimate which was
statistically significant based on (p-value=0.001) which is below 0.05 level of significance. The
findings are consistent with Benítez-Ávila et al (2018) argument that, “not everything can be
written into a detailed contract under long term transaction commitments”. As such, PPPs
working arrangements should be based on mutual commitment over and above what is expressed
in any contract. Upholding such partnership behavior enables improved provision of public
infrastructure and services through mutual objectives, devising ways of resolving disputes
through team approach, and enlisting the support of all parties for continuous improvement,
measuring progress and sharing gains.
From the study findings above, Engel, Fischer and Galetovic (2020) postulates that integrating
contractual, partnership and function specific perspectives is an effective way of defining the
PPP concept. The contractual perspective focuses mainly on formal and legal dimensions of the
relationship that binds the government and private sector together. The partnership perspective
emphasizes the social dimension of the relationship that is characterized with mutuality,
commitment and trust. The function-specific perspective is task-oriented and uses the project
lifecycle approach in executing and shifting (fully or partially) some of the project activities such
as financing, designing, constructing, maintenance and operation from the public to private
partners.
The findings are in agreement with Schepker et al. (2019) who revealed that contracts stipulates
the rights, obligations and responsibilities of the parties in a formal written form. Contracts are
considered as a safeguarding or controlling mechanism to mitigate opportunistic risks, sustain
cooperation, and maintain long-term relationships. Large-scale road construction projects are
usually dynamic and highly complex, and project participants have an inherent motivation to
benefit from negative behaviors. Especially in PPP projects that require complex technology, the
53
highly interrelated working relationship between project participants leads to blurring the
boundaries of responsibilities, thereby creating conditions for the growth of opportunism.
5.4 Conclusions
Based on the study findings and discussions, several conclusions were made according to the
research objectives in Chapter One. This section concludes the key findings to formulate the
recommendations of the study.
Authority
The study established that capital formation contributes to delivery of public transport. The study
established that there exists a PPP unit which is consistent with the national governments
initiative to encourage infrastructural developments through PPP financing. More so PPP are
helping the Uganda’s public sector develop a more disciplined and commercial approach to
infrastructure development whilst allowing them to retain strategic control of the overall project
and service.
The study concluded that established that infrastructure development contributes to delivery of
public transport. The study notes that despite the value that transport PPPs improves road
network, dissent has been routed on factors such as lack of transparency lack of consultation,
design of toll fees, transparent procurement regimes, the inadequate understanding of PPPs,
history of failure, and a mismatch of feasibility from cost effectiveness and public acceptance.
Over all, any model for PPP projects to be used by KCCA in implementing construction and
maintenance projects should always reflect: improvements in the quality of service and
efficiency, substantial savings, opportunities for generation of new ideas, improved efficiency in
construction, value for money, substantial reduction in construction time and high degree of
monitoring, evaluation and control.
54
The study revealed that concession agreement is specifically targeted towards financing,
designing, implementing and operating infrastructure facilities and the collaborative ventures are
built around mutually agreed allocation of resources, risks and returns, and these are
collaborative efforts, between private and public sectors, with clearly identified partnership
structures, shared objectives, and specified performance indicators for delivery of services has
seen real progress over the last years in attracting private investment into the infrastructure
sectors.
The study concluded that Public–Private Partnerships in which there is a contractual relationship
and risk sharing between public and private partners have proven to be successful cooperative
means for the provision of public infrastructure and services. Lastly the study concludes that PPP
process requires a full analysis of projects risks at the outset. This fuller examination of risks by
both the government and lenders means that cost estimates are robust and investment decisions
are based on better information.
5.5 Recommendations
The conclusion drawn in the previous section of this study provided a basis upon which
recommendations are being made according to the study objectives.
Authority
The government should develop a more disciplined and commercial approach to infrastructure
development whilst allowing them to retain strategic control of the overall project and service.
A PPP model used by KCCA should always be one that ensures that VFM is reaped from use of
resources provided to KCCA when working with its private sector partners to implement
different PPP projects in the roads sector in Uganda.
A PPP model used by KCCA to ensure VFM in roads sector should be one that leads to
substantial reduction in construction time for national roads when working with its private sector
partners to implement different PPP projects in the roads sector in Uganda.
The best and less risky PPP format which the government should think of employing to develop
road infrastructure is the design, construction, finance, operate and maintenance (DBFOM)
model, unless there are strong justifications for undertaking a project on a different basis.
Government must set aside funds for structuring PPP projects, conducting feasibility studies,
engaging transaction advisers, and for training and exposure of PPP staff.
55
From the study findings, it is recommended that the government should encourage infrastructural
developments by providing guarantees to the private sector players. This will ensure the
investors of the safety of their interests in the projects. Additionally, the government should
enhance their capacity especially for ensuring project implementability through proper
conception, feasibility inquiry, design and implementation steps.
The government needs to increase more credible PPP project so as to attract private investors,
private sectors to venture into them and plan their long term investment with appropriate return
of investment. Moreover the Government need to increase more awareness about the beauty and
benefits of PPPs and also conduct training more often for the public and thus bridging the gap of
skills and capacity
Managerial attention in Public Private Partnerships (PPPs) should rest firmly on assessing
fairness and contractual control. This point takes place on two levels. At an organizational level,
identifying how to share benefits and control projects efficiently is important and requires
consideration by the organization as a whole before proceeding with the PPP. At the level of the
individual manager, the issue is one of determining if it is possible to work closely with partners
from the opposing side. There should be a clear decision making process and sensitization of
management and other government bodies on the importance of PPPs so as to improve on PPP
for effective management.
The study revealed weaknesses on both the side of Contractor and Client in playing their roles
and fulfilling their obligations. It is recommended that KCCA as a client should ensure that it
fulfils its obligations to the providers, for example, before the contractor is given commencement
and possession of site notifications, all encumbrances must be cleared as these have been
discovered to contribute to delays and cost overruns. The penalties in place for the providers who
fails to play their roles and fulfil their obligations must be enforced as this will force them to
perform better.
Similarly, strong contract management and control should be undertaken throughout the PPP
project implementation. However, strong contract management and control can only be effective
56
if the organization staff and transaction adviser are impeccably competent in their understanding
of PPP mechanisms. The study additionally should be able to inform the policy makers and
stakeholders that detailed planning is key to the success of PPP projects. The PPP frameworks
put in place should be key informants in project identification, planning and execution, to be an
enabler of a successful PPP road project implementation as PPPs are country and sector specific.
The government should focus on the high stakes that are at risk with large PPP procurements and
the heightened level of concern proposers have regarding an owner’s ability to manage a fair and
equitable procurement selection process
5.5 Limitations of the study

Some respondents had reservations towards answer the questionnaire as they thought that the
researcher could obtain and release confidential information about role of PPP on transport
service delivery. This challenge was addressed by the researcher through assuring the
respondents that the information that they would give would be treated as confidential and that
they would remain anonymous through the study including in the research report.
Respondent were slow at filling in the questionnaire due to their busy work schedule, which
somehow delayed the data collection exercise. The researcher attempted to resolve this challenge
by sending humble reminder messages to respondents to fill the questionnaire within the duration
earlier agreed upon with the researcher.
5.6 Areas for further research
Role of Public Private Partnerships for delivery of public infrastructure is a multidisciplinary
field that involves various areas of research. The key areas of research related to this topic may
include;
Areas for further research are drawn from the main findings of the study. These include: To
replicate the current study for the housing, health and energy sectors; To replicate the current
study, while taking the private sector perspective; To conduct a quantitative study based on the
developed model; To investigate the impact of the third sector (intergovernmental and civil
society organizations) in the governance of PPP arrangements; To use a case study approach and
investigate the governance of PPP road projects in Uganda. Finally, each of the themes of the
57
empirical study (PPP understanding, PPP motivations, PPP challenges, PPP readiness, PPP
critical success factors, and PPP best practices) can be treated as independent research topics.
There is a need to research and discover other critical success factors for public private
partnership in health service delivery which guarantee achievement of quality service provision
other than participation, networking and cooperation; and institutional characteristics.
There is also a need to research further on financial resource impact on quality of service
particularly; what amount of funds that is suitable for public private partnership in health service
delivery and which public private partnership activities should be allocated what amount of
finances.
58
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68
APPENDIX ONE: QUESTIONNAIRE FOR THE GENERAL STAFF
Dear respondent
I am MWESIGE ROBERT, a student of Uganda Management Institute carrying out research on
the role of Public Private Partnerships in the delivery of public transport at Kampala Capital City
Authority. I am doing study in partial fulfillment of the requirements for the award of a Master
degree of Public Procurement of Uganda Management institute. Any information provided in
this questionnaire was kept confidential and will strictly be used for academic purposes. Your
participation in this study is voluntary. The study seeks to achieve the following objectives; to
establish the role capital formation in delivery of public transport at Kampala Capital City
Authority, to examine the role of infrastructure development in delivery of public transport at
Kampala Capital City Authority and to establish the role of Competitive contracting in the
delivery of public transport at Kampala Capital City Authority
SECTION A: DEMOGRAPHIC CHARACTERISTICS
1. Age
20-25 years 26-31 years 32-37 years 38 and above
2. Sex
Male Female
3. Highest level of Education

Certificate Diploma Degree Masters
4. Employment Status
69
Probation Contract Permanent
5. Duration of service:
Less than 6 months 6 months -1year Over 2 years Over 3 years and above
6. Employment status
Permanent staff Contract staff
7. Marital status
Married Single Separated
SECTION B: THE ROLE CAPITAL FORMATION IN DELIVERY OF PUBLIC

TRANSPORT
Respondents are requested to indicate their responses by selecting appropriate items by circling
the number that best describes their view or opinion based on the following scales: Strongly
agree (SA)-5, Agree (A)-4, Not sure (N) -3, Disagree (D)-2, Strongly Disagree (SD)-1
Role of capital formation 1 2 3 4 5
CF1 Resources are planned for and allocated properly
towards delivery of public transport at KCCA
CF 2 KCCA has got plans to access additional
resources to finance activities
CF 3 KCCA utilizes partnership resources and
creativity for accomplishing its goals
CF 4 PPP focuses on the whole life cost of the project
not simply on its initial construction cost
CF 5 KCCA provides road works within budget
allocation
CF 6 There is timely release of funds by PPP to finance
the contracts
CF 7 PPP makes timely payments to
70
contractors/suppliers
CF 8 PPP ensures that regular interim payments are
based on general progress of works
CF 9 PPP ensures that stage payments are linked to
specific deliverables stated in the contract
SECTION C: THE ROLE OF INFRASTRUCTURE DEVELOPMENT IN DELIVERY

OF PUBLIC TRANSPORT
Role of infrastructure development 1 2 3 4 5

ID1 KCCA road construction works always conform to
standardized specifications
ID 2 Building bridges works always conform to
standardized specifications by PPP
ID 3 KCCA has a committee/board that meets and makes
decisions that guides its road development
ID 4 KCCA has an organizational structure/ chart with
clearly defined lines of authority, roles, functions
and responsibilities
ID 5 PPP can improve the quality and quantity of basic
infrastructure
ID 6 All approvals of the road construction evaluation
committees are only done by the contracts
committee of KCCA
ID 7 PPPs are helping the public sector develop a more
disciplined and commercial approach to
infrastructure development
71
ID 8 Road contract managers always carry out assessment
in relation to goals and objectives as stipulated in the
initial agreement
SECTION D: THE ROLE OF COMPETITIVE CONTRACTING IN THE DELIVERY

OF PUBLIC TRANSPORT
Role of competitive contracting 1 2 3 4 5

CC1 KCCA uses Concession, contracting out, Management
contract and Service contract when working with its
partners
CC2 There are collaborative exchanges in contracts to realize
the strategic goals for both KCCA and contractors.
CC3 User Departments always provide the right
specifications/terms of reference for all the
procurements on their first submission
CC4 Supplier/contractor compliance with the contract is
always efficiently monitored and managed
CC5 KCCA fulfills the terms of contract agreed by successful
contractors
CC6 Contracts are completed as per the guidelines and the
amended PPDA Act 2014
CC7 Bids are received by Procurement and Disposal Unit
(PDU)
CC8 Bids are opened by Procurement Disposal Unit (PDU)
CC9 The independent committee evaluates the bids
72
CC10 KCCA conducts possible bargaining during contract
making
CC11 The top management is involved in evaluating the
eligible contractors by comparing the shortlisted ones.
CC12 KCCA publishes the contract with invitation to tender
SECTION E: DELIVERY OF PUBLIC TRANSPORT

Delivery of public transport 1 2 3 4 5

PT1 There is speed and timeliness of service delivery.
PT2 Service providers have the ability to communicate
with the customer in a way he or she will understand
PT3 There is punctual service delivery and an ability to
keep to agreements made with the customer
PT4 There is apparent staff commitment to their work,
including the pride and satisfaction they apparently
take in their job, their diligence and thoroughness
PT5 Feedback and responsiveness to public demands is a
sign of performing entity’s development program
PT6 Positive public opinion on programmes is an
indicator of a performing entity’s development
program
THANK YOU FOR PARTICIPATION
73
APPENDIX II: INTERVIEW GUIDE FOR THE TOP MANAGEMENT
Dear respondent
I am MWESIGE ROBERT, a student of Uganda Management Institute carrying out research
on the role of Public Private Partnerships in the delivery of public transport at Kampala Capital
City Authority. I am doing study in partial fulfillment of the requirements for the award of a
Master degree of Public Procurement of Uganda Management institute. Any information
provided in this questionnaire was kept confidential and will strictly be used for academic
purposes. Your participation in this study is voluntary. The study seeks to achieve the following
objectives; to establish the role capital formation in delivery of public transport at Kampala
Capital City Authority, to examine the role of infrastructure development in delivery of public
transport at Kampala Capital City Authority and to establish the role of Competitive contracting
in the delivery of public transport at Kampala Capital City Authority.
1) Determine whether there are guidelines/rules for service delivery and the degree of
compliance with those rules;
2) What is the role of infrastructure development in delivery of public transport at Kampala
3) What is the role of competitive contracting in the delivery of public transport at Kampala
4) What are the role capital formation in enhancing delivery of public transport at Kampala
5) What service providing units are available under public private partnership?
6) Are there documented guidelines/rules for service delivery under such partnership? (if
available, please probe further)
7) What monitoring and evaluation mechanisms are in place to ensure that service delivery
guidelines are followed and implemented?
74
8) Are there any changes noted in service delivery for those services that were
subcontracted? What are those changes?
9) What changes have been noted in the services that have been subcontracted?
10) How could different service areas be ranked in terms of performance effectiveness?
THANK FOR YOUR TIME AND RESPONSES
APPENDIX III: SAMPLING GUIDE
75
APPENDIX IV: PLAGIARISM REPORT
76

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PUBLIC PRIVATE PARTNERSHIPS AND DELIVERY OF PUBLIC TRANSPORT AT

KAMPALA CAPITAL CITY AUTHORITY

A DISSERTATION SUBMITTED TO THE SCHOOL OF MANAGEMENT

Sign ……………………………………. Date………………………………..

Sign ……………………………………. Date………………………………..

Sign ……………………………………. Date………………………………..

Infrastructure development  Light railway transit

 Building bridges,  Road transport

Source: (Delmon (2019) and modified by the researcher, 2023)

Figure 3.2: Content Validation Procedure.

Source: Yusoff 2019

Procedure to perform content validity in research:

Table 3.2: A summary of content validity for the questionnaire

Table 4.4: Response rate

Sex of the respondent Frequency Percentage

Source: Primary Data (2023)

3 years and above

Less than 6 months

Source: Primary Data (2023)

Figure 4.6: Marital status of respondents

Statements [Percentage (%)/ Frequency] Mean SD

5.5 Limitations of the study

3. Highest level of Education

SECTION B: THE ROLE CAPITAL FORMATION IN DELIVERY OF PUBLIC

SECTION C: THE ROLE OF INFRASTRUCTURE DEVELOPMENT IN DELIVERY

Role of infrastructure development 1 2 3 4 5

SECTION D: THE ROLE OF COMPETITIVE CONTRACTING IN THE DELIVERY

Role of competitive contracting 1 2 3 4 5

SECTION E: DELIVERY OF PUBLIC TRANSPORT

Delivery of public transport 1 2 3 4 5

THANK YOU FOR PARTICIPATION

APPENDIX III: SAMPLING GUIDE

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