Can Local NGO Strategy Gain Exponentially from an Evaluation Planning? Evidence from Uganda

Local non-governmental organizations (NGOs) in developing countries are significantly affected by external donor policies which undermines systematic planning at the expense of localized norms. As the concept of evaluation planning gains prominence among academic community and practitioners, it is subject to various interpretation and misrepresentation. Conversely, in this this study evaluation planning was conceptualized as an institutional process that involves establishment of routine mechanism for ascertaining adequate allocation of staffing, budget, and stakeholder engagement actions to ensure evidence is tracked and provided for in strategic decision making. In Uganda just like other developing countries, local NGOs are increasingly under pressure to demonstrate impact and accountability and yet their planning cycles and systems reflects donor driven plans rather than a systematic long strategy continuum. This study sought to examine the relationship between evaluation planning and strategy performance of local NGOs in Uganda. Using a cross sectional design with a quantitative survey methodology, the study drew 349 participants comprising of field workers, mid-level staff and executives from local NGO from all parts of Uganda. The study found that there was a consistent weak positive correlation among the study constructs of fund stability (r= .274**), community satisfaction (r=.250****) and timelines(r=.198*). This study concludes that the correlation is positive but the extent to which it influences strategy performance is weak. The study recommends adequate attention towards the issue of inconsistent application of evaluation planning and strategy approaches. In a coherent way, the National NGO bureau, donor, voluntary associations, and peer networks should continuously ensure long term strategy continuum of local NGOs in all engagement