In Uganda like many developing countries, financial management units are facing numerous performance challenges as a result of untold pressure, overwhelming deadlines, limited resources, political patronage and limited professional skills among the practioners. To unravel these impediments, drastic mechanisms need to be put in place to ensure a common balance among all stakeholders; financial resources must be used in a frugal but in a strategic manner to ensure effective and efficient allocation to all sectors of governance both in the urban and rural administrative units. Urban governance in Uganda like many developing countries has its own peculiarities ranging from provision of key social service delivery to mandatory urban infrastructural development, hence the reason for taking calculated steps to deliver effectively. The study advances the argument that capacity enhancement of staff and the strict observance of internal control mechanisms is the epitome of a vibrant financial management system in the administration of urban authorities.
Today, many African countries are faced with enormous challenges of health service delivery; one of the arguments advanced for the persistent health service delivery malaise is the inadequate management of the health sector human resource. It should therefore be noted that performance management in the health sector has been paid lukewarm attention by both health resource managers. Performance management has increasingly become a prominent public sector reform in most of the developing countries given the fact that the people resource is a proactive resource in most of the organizations. The paper used a case study as a methodology. The major findings were that performance management can be improved by the use of performance contracts and the revitalisation of the rewards and sanctions framework to staff in the health facilities. The paper unravels the influence of performance management to health service provision in Uganda.
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