Human resource capacity building and service delivery in Kanungu District, Uganda
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The current phase of decentralization in Uganda started in 1986 with the coming to power of the NRM government. The first step in this direction was the enactment of the Resistance Council Statute, which granted powers to Local Councils at the grassroot level. In 1995, the policy of decentralization became part of the Uganda constitution and was further legalized by the Local Government Act (1997). Decentralization was set up in attempt to redress the social- economic and political constraints associated with centralized systems. This study is based on the assumption that human resource capacity building would bring services nearer to the people, responsiveness and commitment would be adhered to, time consciousness would be exhibited as well as welfare of civil society is improved. The study sought to establish the relationship between human resource capacity building and service delivery in Local Governments. It aimed at assessing education, health and time management after human resource capacity building intervention. The area of the study was Kanungu district and the main focus of this study was the civil servants of the district responsible and accountable to the district. Data was collected from 60 participants selected from various departments of the district administration. Five sub counties were randomly selected. And these included, Rutenga, Kanungu town council, Kanyantorogo, Rugyeyo and Kambuga. Key informant interviews were held with senior civil servants at the headquarters, sub county chiefs and political leaders deemed to be knowledgeable about human resource capacity building and service delivery in the local government Semi-structured questionnaires, an interview guide, documentary reviews, focus group discussions and observation methods were employed. Quantitative data was analysed by use of frequencies, percentages and tables. Thematic analysis was used for qualitative data. It was established that human resource capacity building had been built and service delivery improved. All stakeholders involved had been capacitated, including the chief administrative officer, district education officer, headteachers, health workers and local council members with skills, knowledge and competencies necessary for effective service delivery. However, it should be noted that this has not been a hundred percent achieved.