Infrastructure governance: Developing a procurement infrastructure governance (pig) model for successful and sustainable delivery of resilient public infrastructure projects in Uganda

So, why is Infrastructure so hard to get right? To answer this decades' long question, this thesis purposed to delineate an avenue for ethical and corruption-free Infrastructure procurement by developing a Procurement Infrastructure Governance (PIG) model with strategies to enhance stakeholder engagement during Resilient Public Infrastructure delivery. Several constraints notwithstanding, Public Infrastructure is undeniably a development fundamentum, a backbone to healthy economies and paramount in advancing global sustainability.Literature shows that Governance rather than scarce financing, has persistently and consistently emerged as the primary factor impeding efficient, effective and sustainable Public Infrastructure services in many countries including Uganda. Stakeholders and unethical stakeholder practices are nuclear to this governance paradox. Some are "Known" while others are "Unknown emerging or believed to be known" with the existing research focusing on "knowns" whose existence is still evident. Whereas Government has attempted to circumvent these stakeholder inefficiencies through creation of monitoring institutions, stakeholders have not ceased to engage in unethical practices as these institutions operate on a post facto basis. Thus, the Infrastructure deficit has remained big, the public debt is growing and Uganda just like many other countries still can't get Infrastructure right.To construct the model, this thesis identified the "unknown emerging / believed to be known" stakeholders and stakeholder practices, evaluated stakeholder motivation, and formulated a strategy in form of a manual. This thesis subscribed to a mixed methods methodology with exploratory sequential design adopting samples of 15 and 180 for qualitative and quantitative strands respectively.This study established (1) The President, (2) Other Politicians (3) Project brokers, (4) Religious leaders / Clergy, (5) Social groups, (6) Military contractors as the Unknown emerging or believed to be known stakeholders. Bid budget leaks, delaying contractor payments, Presidential directives, project brokerage, sneaking bid documents emerged as the Unknown emerging / believed to be known unethical stakeholder practices. It also emerged uncontested that financial gain followed by Political discipleship / patronage were the biggest drivers of unethical practices.This thesis recommended inclusion of hybrid-Procurement in the model as an incontestable tool in mitigating unethical stakeholder practices. Lastly, this thesis contributed a Procurement model that augments other efforts aimed at alleviating unethical or corrupt tendencies in Infrastructure delivery thus directly facilitating reduction of Infrastructure budgets and ultimately Government borrowing.