The Influence of Strategic Capacity Building on Performance of National Non-Governmental Organizations in Rukungiri District, Uganda

Abstract

The performance of Non-Governmental Organizations (NGOs) largely depends on their capacity-building efforts, which enhance institutional effectiveness and service delivery. This study examined the influence of capacity building strategies on the performance of National Non-Governmental Organizations (NNGOs) in Rukungiri District, Uganda. Guided by the Human Capital Theory, a quantitative research approach was adopted using a correlational research design. The study targeted 180 respondents, including NNGO staff, government officials, and key stakeholders, from which a sample of 124 was selected. Data were collected using self-administered structured questionnaires based on a five-point Likert scale, with stratified, proportional, purposive and simple random sampling techniques were used to select respondents. Simple linear regression analysis revealed that capacity building had a statistically significant positive effect on NNGO performance (t = 4.796, p = 0.000; p<0.05). This finding implies that enhancing capacity-building initiatives leads to measurable improvements in organizational performance, reinforcing the critical role of strategic investments in human capital and institutional development. A strong correlation was observed between capacity-building dimensions and NGO performance (r = 0.636, p < 0.01), highlighting the importance of staff development, systems improvement, and institutional strengthening in driving performance outcomes. The study concludes that investing in capacity-building strategies is essential for improving NNGO effectiveness. It recommends strengthening staff training and integrating capacity-building strategies into NNGO operations. These findings contribute to existing knowledge by providing empirical evidence on the impact of capacity building on NNGO performance in the Ugandan context.