Bridging the Theory and Practice Gap in Intergovernmental Relations: The Case of Decentralisation in Sironko District, Uganda

Muzaki Carol (MPAM Candidate)1, Aina-Obe Shamsuddin Bolatito (PhD)2
1,2, Department of Public Administration, Faculty of Management Studies (FMS), Islamic University in Uganda, Uganda, Main Campus, Mbale, Uganda
DOI – http://doi.org/10.37502/IJSMR.2025.81202

Abstract

This study critically examines the current challenges facing intergovernmental relations (IGR) in Uganda, particularly highlighting the disparity between decentralisation theory and its practical application in Sironko District Local Government. Despite Uganda’s decentralisation framework, established by the Local Government Act (1997) to enhance autonomy, democratic engagement, and effective service delivery, the results indicate that these goals remain predominantly unmet. The study employs a mixed-methods approach, utilising surveys and interviews with local administrators to identify significant obstacles, including delayed fiscal transfers from the central government, inflexible conditional grants, political interference in staffing and budgeting, and constrained institutional capacity. These limits have together compromised the objectives of decentralised administration, making local governments reliant on central mandates and restricting their capacity to handle context-specific requirements. A theoretical study indicates that Uganda’s decentralisation exemplifies administrative deconcentration rather than authentic devolution, undermining the objectives of local autonomy and collaborative governance outlined in IGR models.

The study underscores the prevalence of hierarchical, top-down decision-making frameworks, the decline of technical professionalism attributable to political patronage, and inadequate coordination and accountability systems. The report advocates for specific reforms, including improved budgetary decentralisation via prompt and unconditional transfers, improvement of institutional capacity, implementation of meritocratic recruiting procedures, and reinforced frameworks for intergovernmental engagement. The study contends that closing the theory-practice gap in Uganda’s decentralisation necessitates political will, strong institutional frameworks, and a redefined intergovernmental relationship that enables local governments to function with legitimacy, efficiency, and responsiveness.

Keywords: Intergovernmental Relations, Decentralization, Fiscal Autonomy, Local Governance, Uganda, Political Interference, Institutional Capacity.

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