Evaluation Steering and Strategy Performance of Local NGOs in Uganda

Abstract

This article interrogates the contextual relevance and application of evaluation steering in a strategy implementation discourse by local NGOs in Uganda. The study hinges on the assumption that evaluation outputs from local NGOs are often less utilized due to inept leadership, yet critical programmatic and policy issues of strategic relevance can best be utilized through a steering score. The study’s main purpose was to examine the relationship between evaluation steering and the strategy performance of local NGOs. The study drew findings from a cross-sectional study conducted using quantitative methods. In total, 349 participants comprising of field workers, mid-level staff, and executives from local NGOs from all parts of Uganda, were interviewed using a structured questionnaire. Results of the study showed that there was a positive correlation between evaluation steering and strategy performance constructs of fund stability (r = .243**), community satisfaction (r = .201**), and timeliness (r=.134**). The study concludes that evaluation steering has a high potential to improve fund stability, community satisfaction, and timeliness despite a weaker level of positive correlations. The national NGO bureau and NGO associations should establish executive capacity-building initiatives to support local NGOs to overcome the weakness in the current evaluation steering process. Consultants, volunteers, and NGO forums should advocate for donor resources to deepen organizational development, which supports an effective steering process. Keywords: Evaluation steering, Localization, Strategy performance.