Analysis of Performance of Non Governmental Organisations Through Partnerships- A case Of Global Alternatives- Uganda

Arthur Sunday, Kukundakwe Rebecca


This study assessed the relationship between NGO performance and NGO Partnerships, taking a case study approach of Global Alternatives- International- Uganda. The study focused on the dynamics of Management of partnerships, levels at which partnerships occur and the drivers for NGO partnerships in relation to the performance of NGOs.  The study was both qualitative and quantitative in nature and applied both primary and secondary data collection methods. Three data collection methods of documentary reviews, questionnaire and semi structured interviews were used to gather the data that informed this study.  The major respondents for this study were staff of Global Alternatives- Uganda and its partner organisations drawn from its operational areas. The study was carried out in over 10 districts targeting areas where Global Alternatives- Uganda operates and these include Masindi, Nebbi, Amuru, Kalangala, Katakwi, Mubende, Kumi, Pallisa, Namutumba and Kampala.

The study was explanatory and endeavoured to understand how NGO partnerships are interrelated with NGO performance- cognisant of the other internal and external factors for the performance of NGOs such as their strategic intent, availability of funds and donor support and the capability of the leadership and management teams. This study pointed out that the management of partnership is fundamental in the performance of NGOs through participatory and effective planning and coordination mechanisms. The need for contact persons in NGOs to address partnership issues and a clear understanding of the partnership principles is emphasised by this study.  Furthermore, the study revealed that NGOs operate at different level from national, district and community levels; and that irrespective of the level, majority NGOs still implement activities at grass root/community levels. This could be attributed to the need for NGOs to be in close contact with the people they claim to represent. The levels at which NGOs operate has no direct bearing on the performance of NGOs and what  is important for the performance of NGOs is clarity of purpose at the different levels. Regarding the drivers for NGO partnerships, the study revealed that different factors motivate NGOs to form partnerships and the major ones are search for financial aid/resources and the shared need to address community needs. This therefore requires that the formation of NGO partnerships should be a systematic and well planned process that takes into account the strategic directions of the organisations rather than an adhoc venture.


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