Resource Mobilization Strategies and Performance of Non-Government Organization Funded Projects in Kenya: Case of World Vision Ujuzi Vijijini Project

Abstract

Kenyan NGOs address socioeconomic issues but face funding challenges, leading to project underperformance and reduced effectiveness. The purpose of this study was to examine the effect of resource mobilization strategies on performance of non-government organization funded projects in Kenya. The objectives of this study were; to establish the effect of donor relationship on the performance of Ujuzi Vijijini project, to examine the effect of grant applications on the performance of Ujuzi Vijijini project, to assess the effect of funding diversity on the performance of Ujuzi Vijijini project, and to evaluate the moderating effect of firm characteristics on the relationship between resource mobilization strategies and the performance of Ujuzi Vijijini project. The study was anchored on the Resources Based, Stakeholder and Contingency theories. The study used a cross- sectional and explanatory research design. The target population included senior, mid and entry level managers at from World Vision's Ujuzi Vijijini project in Elgeyo Marakwet, Turkana and West Pokot Counties, from which a census was done. Primary data was collected using a structured questionnaire and analysed with the aid of SPSS Statistics 28. Data was analysed descriptively using mean and standard deviation to summarize and inferentially using correlation and regression analyses. Descriptive findings revealed strong implementation of resource mobilization strategies, with high mean scores across donor engagement (M=4.31, SD=1.01), grant applications (M=4.37, SD=1.02), and funding diversity (M=4.34, SD=1.03). Correlation analysis indicated positive and significant relationships between resource mobilization strategies and project performance, where donor relationships (r=0.53), grant applications (r=0.56), and funding diversity (r=0.49) all demonstrated substantial associations (p<0.05). Regression results further confirmed that donor relationship (β=0.53, p<0.05), grant applications (β=0.56, p<0.05), and funding diversity (β=0.49, p<0.05) significantly enhanced project performance, jointly explaining 28.1%, 31.0%, and 24.0% of performance variance respectively. Moderation analysis using the Baron and Kenny approach established that firm characteristics significantly strengthened the link between resource mobilization and performance (R²=0.03, p=0.017), indicating partial moderation. The study concludes that robust donor engagement, competitive grant-seeking capability, and diversified funding streams are critical enablers of NGO project success, and their effectiveness is reinforced by strong organizational capacity. The study recommends that NGOs institutionalize strategic donor management systems, build advanced proposal development capabilities, pursue mixed-funding portfolios, and invest in internal structures, staff competencies, and adaptive leadership to optimize project outcomes. Future research should evaluate longitudinal effects of resource mobilization strategies and incorporate qualitative dimensions such as donor trust, organizational culture, and innovation capacity.