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RELATIONSHIP BETWEEN PUBLIC FINANCE MANAGEMENT AND CORRUPTION PRACTICES IN UGANDA: A CASE OF WAKISO DISTRICT LOCAL GOVERNMENT, UGANDA (issue 8)

This study was based on the relationship between public financial management and corruption practices in
Uganda: A case of Wakiso district local government. The study was guided by the following objectives; To
examine the causes of corruption in Wakiso, to examine the public finance management in Wakiso district Local
government and to examine the relationship between corruption and public financial management. The study
adopted a cross sectional and correlation survey design complemented with a qualitative and quantitative
approach. The study population was 176 and 124 formed the sample size selected using the purposive and simple
random sampling. Information was elicited using questionnaire, interview and documentary review checklist. A
response rate of 63% was obtained as recommended by Amin (2005). Key findings suggested a positive significant
relationship between corruption and public financial management. The study concluded that the principles of PFM
are Accountability, Probity, Prudence, Equity, Transparency and Democratic consent; and corruption in PFM can
directly affect a range of different development outcomes. The following were recommendations were made to
expose corrupt activities and risks that may otherwise remain hidden, keep the public sector honest, transparent
and accountable, help stop dishonest practices and ensure that public sector employees act in the public interest.
Align anti-corruption measures with market, behavioral, and social forces. Adopting integrity standards is a smart
business decision, especially for companies interested in doing business with the World Bank Group and other
development partners. Create pathways that give citizens relevant tools to engage and participate in their
governments identify priorities, problems and find solutions. Bring together formal and informal processes (this
means working with the government as well as non-governmental groups) to change behavior and monitor
progress. Use the power of technology to build dynamic and continuous exchanges between key stakeholders:
government, citizens, business, civil society groups, media, academia etc. Invest in institutions and policy
sustainable improvement in how a government delivers services is only possible if the people in these institutions
endorse sensible rules and practices that allow for change while making the best use of tested traditions and
legacies – imported models often do not work. Punishing corruption is a vital component of any effective anti
corruption effort. Keep citizens engaged on corruption at local, national, international and global levels in line
with the scale and scope of corruption. Make use of the architecture that has been developed and the platforms
that exist for engagement. Any good strategy must be continually monitored and evaluated to make sure it can be
easily adapted as situations on the ground change.

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