Page 1 of 5
Journal for Studies in Management and Planning
Available at http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 04 Issue 04
April 2018
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 100
Bottom up planning and financial performance: a
perception in Amudat District LocalGovernment,
Uganda
Dr. Eric Mabonga1
, Mr.Iriama Charles Lorot2
, Dr. Sunday Arthur3
,
Dr. Nakate Sylvia4
, & Ms Busingye Suzan5
1,3,4,5 Kampala International University
2Uganda Martyrs University
Abstract
This study intended to establish the effect of
Bottom up planning on performance in Amudat
district local government. The independent
variable is conceptualized in terms of needs
assessment; needs prioritization and needs
identification and the dependent variable in terms
of service delivery. A cross sectional survey design
was adopted using questionnaires to collect data.
A sample of 364 multi-stake respondents was used.
Using simple linear regression, findings revealed
that; bottom up planning have a very strong
positive effect on performance. We therefore,
conclude that bottom up planning is a good
predictor of performance in local governments.
The central government to enable the local
government to engage the people at grass root
level to identify community needs through bottom- up approach. The central government through
experts should develop policies in tandem with
community needs through participative planning.
The expert or technocrats should be involved at
the stage of needs identification.
Key words: Bottom up planning; Performance;
Local government
1. Introduction
Bottom-up planning refers to the method
where plans are developed at the lowest level of
the organization. These plans and are then
channeled through each next higher level for its
participation until they reach the top most level for
the final approval. A bottom-up approach also
known as inductive reasoning, is the piecing
together of systems to give rise to grander
systems, thus making the original systems sub- systems of the emergent system (De Grauwe,
2009). The ultimate goal of bottom-up approaches
is strengthening the livelihood strategies of both
households and local communities. Local
governments are supposed to provide services to
the communities for the betterment of such
communities. The ideas that originate from lower
levels stem from need identification to how such
needs are satisfied by the services that the local
government should offer.
2. Decentralization in Uganda
[9] indicate that local governments have
powers to make and implement their own
development plans; to make, approve and execute
their own budgets; to raise and use resources
according to their own priorities in consultation
with the electorate; to appoint statutory
committees, Boards and Commissions; to make
ordinances and bye-laws that are consistent with
the Constitution to implement a broad range of
decentralized services previously handled by the
centre. Further, [2] revealed that the
Page 2 of 5
Journal for Studies in Management and Planning
Available at http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 04 Issue 04
April 2018
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 101
decentralization process practiced in Uganda is
based on devolution of powers, functions, and
responsibilities to popularly elected local
governments who have to regularly consult their
electorate of their urgent needs to be addressed by
the local government. This seem a clear approach
to bottom-up planning, hence participatory and
consultative where needs are identified such that
resources can be channeled appropriately to meet
such needs.
Extensive devolution of powers is intended to
improve financial performance and service
delivery by shifting responsibility for policy
implementation to the local beneficiaries
themselves; to promote good governance by
placing emphasis on transparency and
accountability in public sector management; to
develop, broaden and deepen political and
administrative competence in the management of
public affairs; to democratize society by
promoting inclusive, representative and gender- sensitive decision-making; and to alleviate poverty
through collaborative efforts between central and
local governments, donors, Non-government
organizations, community based organizations, the
private sector and other stakeholders [4]
3. Literature review
In local governments, bottom-up planning
recognizes that local communities play an active
part in needs identification. For the government to
achieve the intended objectives there should be
interaction between beneficiaries, policy makers,
and policy implementation.Citizen participation
programs are initiated in response to public
reaction to a proposed project or action. There are
tangible benefits that can be derived from an
effective citizen involvement program. [3] identify
five benefits of citizen participation to the
planning process as; Share of information and
ideas on public issues;
Public Support for planning decisions; Avoidance
of protracted conflicts and costly delays; Reservoir
of good will which can carry over to future
decisions; and Spirit of cooperation and trust
between the agency and the public.
These benefits are a reflection of good service
delivery to the beneficiaries of goods and services
provided by government. There mutual
enhancement of the understanding the common
goals that need to be achieved.
[6] Suggests that traditional comprehensive
and strategic planning processes are insufficient
for current resource management planning and
advocates a more interactive approach to planning.
An integrated approach to resource planning must
provide for interaction with the stakeholders in the
search for relevant information, shared values,
consensus, and ultimately, proposed action that is
both feasible and acceptable. Lang further,
suggests that conventional planning tends to be
dominated by a technical/analytic style where the
planner is a detached value-neutral expert advising
decision maker about the best way to accomplish
their goals and serve the public interest.
According to [1], successful community- based planning efforts are “bottom-up,” rather
than “top-down,” meaning planning starts at the
local level and builds to the state level. By
comparison, “top-down” strategic planning is
where the key executive or a leadership team of an
organization makes a decision and imposes it on
the organization. This is common and in fact
necessary in military organizations and in some
corporate cultures.
With bottom-up planning, a greater number
of employees are involved, each with a specialized
area of expertise. Team members work together
and take their plans to the next higher level until
reaching the senior management level for
approval. The advantage of bottom-up planning is
that lower-level employees take a personal interest
in the planed needs identified which can improve
motivation and moral of employees hence, the
organization will perform well [11].
Organizational programs are not far different from
government programs where community
participation is necessary for effective and
efficient achievement of government programs in
the community. In the modern environment, it
would illogical to ignore the community who are
Page 3 of 5
Journal for Studies in Management and Planning
Available at http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 04 Issue 04
April 2018
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 102
the beneficiaries of such programs in the planning
process.
In a decentralized system investments in
education, health and rural roads are channeled
through district councils whereas village plans
should be based on village resources to succeed.
Local level finances are, however, limited and yet
implementation requires a strong financial base of
the local level. Participatory Rural Appraisal is
expensive but it enhances ownership of programs
and outcomes making it more sustainable [13].
This means that participatory approach in planning
can help in improving service delivery, since local
(lower) level stakeholders get involved in decision
making at preliminary stages of planning.
In practice, development activities
implemented at the district and village levels are
strongly influenced by national sector policies and
by the presence of governmental and non- government organizations’ development projects
in their area. This leads to mixed approach which
can result in competing demands for resources, in
reality this approach does take into account factors
outside of the local government’s area of control,
such as government policy and resource
constraints.
Engaging local citizens and community
organizations in decision making processes, not
only increases efficiency but also provides a
higher chance for the project ́s sustainability, due
to the development of the community sense of
ownership of the programs [7].
Table 1. Interactive Planning Vs. Conventional
Planning
Interactive Planning Conventional Planning
Includes
information/feedback,
consultation and
negotiation
Interaction occurs early
on and throughout the
planning process, with
full range of stakeholders
Assumes that open
participation leads to
better decisions
Planner as value- committed advocate
Limited
information/feedback;
maybe some consultation
Early interaction with
implementers; affected
interests not involved
until late in process
Assumes that better
information leads to
better decisions
Planner as value-neutral
expert
Focuses on manipulation
Focuses on mobilization
of support
Plan = what we agree to
do
Success measured by
achievement of
agreement on action
of data
Plan = what we should
do
Success measured by
achievement of plan's
objectives
Source: Lang, 1986
Planning practice is dominated by a perspective
that is sometimes called "technical rationality."
However, three other perspectives, in addition to
the technical are central to resource planning.
These are organizational, political, and personal
[6]. Lang further notes that multiple perspectives
comprise an essential feature of integrated
resource planning. [8] Describe this to include
sharing and coordinating the values and inputs of a
broad range of agencies, publics, and other
interests when conceiving, designing and
implementing resource policies, programs or
projects. Rationality of plans for the community
should be consultative rather than “desk bound
and expert oriented”. This has led to failure of
most projects and failure to deliver adequate
services to the community. [5] Contend that new
ways will be found through inclusionary, open- style forms of discussions among the various
stakeholders of any given local community.
4. Methodology
Researchers used a cross sectional survey
research design whereby both qualitative and
quantitative research methods were used.
Quantitative approach was used to quantify and
analyze numerical data gathered from a sample of
364 respondents. The design chosen was used in
the study because we intended to generate quick
self reports from the participants under the study.
Also, cross sectional survey design was chosen
because the study involved collecting data from a
relatively large number of respondents in its
natural setting, involving various categories of
stakeholders. To derive the results, regression
analysis was carried out and our findings
presented in tabular form. Decision rules as far as
the level of significance were set as; r2
<15% very
weak; r2
> 15% but <25% weak; r2
>25 <50 strong
