Organizational Capacity Building of Civil Society Organizations (CSO’s) in Nandi South District, Kenya

Elizabeth Murey


Currently donors are moving away from funding physical projects to funding intangible projects like capacity building, which are of great importance to the attainment of Sustainable development. The attainment of these goals is dependent on the organizational capacities of Civil Society Organizations (CSO’s) which in turn affect their performance. This study examines the various forms of organizational capacities of CSO’s in Nandi South District, Kenya with a view of explaining how capacity building influences their performance. The study was guided by systems theory which stipulates that organizations should be treated as open systems which are continually dependent upon and influenced by the environments in which they operate. The findings of the study established that there are two forms of organisational capacity building; resource and management. The study also established that most CSO’s are dependent on donor funding and that is why they have a weak financial base and are not self sustaining. The study recommends that CSO’s should diversify on their sources of funds to enable them be self sustaining.   


Capacity building, Civil Society Organizations, Sustainable Development

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