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General satisfaction with the services received from the

Sub-County

Total

Yes No

Duration (in years) of interaction

12+ Count 14 26 40

% within duration interacted with services that the town council offers

35.0% 65.0% 100.0% 6 -

11

Count 3 4 7

% within duration interacted with services that the town council offers

42.9% 57.1% 100.0%

3 - 5 Count 4 8 12

% within duration interacted with services that the town council offers

33.3% 66.7% 100.0%

% within duration interacted with services that the town council offers

47.1% 52.9% 100.0%

Total Count 29 47 76

% within duration interacted with

services that the SC offers 38.2% 61.8% 100.0%

Table 4.1.0: Duration employees have interacted with the services that the SC offers against the general Satisfaction.

Table 4.2 shows that the employees who have interacted with the town council services for 3- 5 years were unsatisfied with the services and this translated to 66.7% of the number of population interviewed

This is followed by those who have lived for more than 12 years which was at 65.0% who were unsatisfied with the services. Generally, there is un-satisfaction by the employees with the services offered to them by the SC which translated to 61.7% of the total number of population interviewed. The number who was satisfied was at 38.2%.

The level of un-satisfaction resulted from the poor service delivery, in terms of time of delivery, quality of services offered, bribery or corruption, mistrust and confidentiality by the SC as summarized in the frequency Table 4.2.

Frequency Percent Valid Percent

Cumulative Percent Too long 42 55.3 55.3 55.3 Acceptable 28 36.8 36.8 92.1 Not sure 6 7.9 7.9 100.0 Total 76 100.0 100.0

Table 4.2: Respondents’ opinions on length of time of service delivery by the SC

to the clients

Table 4. 2 shows that the time taken by the SC to serve their clients is too long which translated to 55.3% and this constituted to poor service delivery as summarized in Figure 2.

Figure 2: Time of service delivery by the SC to the clients

Frequency Percent Valid Percent

Cumulative Percent Strongly disagree 32 42.1 42.1 42.1 Not sure 18 23.7 23.7 65.8 Agree 14 18.4 18.4 84.2 Disagree 11 14.5 14.5 98.7 Strongly agree 1 1.3 1.3 100.0 Total 76 100.0 100.0

Table 4.3: Opinions of the clients on how they get services from SC without bribery or any corrupt ways

Most of the clients get services from the SC with bribery or corruption as per the frequency Table 4.3. The table shows that 42.1% of the total numbers of population interviewed strongly disagree with the fact that they get services from the sub-county without bribery or any corrupt way. Only 1.3% strongly agrees that there is no corruption within the sub-county. This act of practice also derails the rate of service delivery by the SC.

This is as summarized in the pie chart below.

Figure 3: Opinions of the clients on bribery or corruption as one of the practice by the SC of Rongo

Frequency Percent Valid Percent

Cumulative Percent Just average 47 61.8 61.8 61.8 Poor 18 23.7 23.7 85.5 Quality 11 14.5 14.5 100.0 Total 76 100.0 100.0

The quality of services offered by the SC is generally low. According to the respondents in frequency Table 4.4, only 14.5% agreed that the sub-county offers high quality services and 61.8% said that the services were just average. The lower quality of the services offered, the poor the service delivery. This is as summarized in Figure 4.

Figure 4: Quality of services offered by the SC to the clients in

Rongo

Frequency Percent Valid Percent Cumulative Percent

Strongly disagree 23 30.3 30.3 30.3 Not sure 18 23.7 23.7 53.9 Disagree 16 21.1 21.1 75.0 Agree 14 18.4 18.4 93.4 Strongly agree 5 6.6 6.6 100.0 Total 76 100.0 100.0

Table 4.5: Level of trust, confidentiality of information, asset or cash by the clients to the SC

Most of the clients strongly disagree that there is trust, confidentiality of information, asset or cash by the sub-county, and this translated to 30.3%. Only 6.6% strongly agree and can trust

the SC with any information, cash or asset as shown in frequency Table 4.5. This is also summarized in Figure 5.

Figure 5: Level of trust, confidentiality of information, asset or cash by the clients to the SC

The bar chart in Figure 6 summarizes the clients satisfaction with services offered to the by the SC government. It shows that most of the clients are not totally satisfied with the services and this majorly constituted to the poor service delivery at Rongo SC despite the managerial commitments.

Figure 6: Bar chart showing the general satisfaction with the services received from the SC One-Sample Test Test Value = 0 t df Sig. (2- tailed) Mean Difference Std. Deviation Std. Error Mean 95% Confidence Interval of the Difference Lower Upper Time of service delivery 24.56 75 .000 1.711 .607 .070 1.57 1.85 Leadership at the SC is effective for proper management of resources 20.39 75 .000 3.197 1.366 .157 2.89 3.51

Table 4.6: Conclusion on managerial commitment and practices on improved service delivery at Rongo SC

We are interested in the mean difference in time for service delivery and also the effectiveness of leadership for proper management of public resources; so the test statistics are:

t 1& 2 = . i.e. t 1 = . . = 24.568 and t 2 = . . = 20.399 which has

probabilities 0.000, i.e. less than 1 in 100, of occurring.

These two events are sufficiently unlikely that we declare the results to be statistically significant at about 5% level of significance and hence reject the null hypothesis. Therefore, the managerial commitment and practices in terms of leadership and time management has improved service delivery at Rongo SC.

4.1.1. The quality of government training of employees in improving the clients’ relation