Title: Strategic Planning and Organizational Performance of Agricultural Cooperatives in Mitooma District, Uganda
Authors: Dr Rosebell Twinomujuni
Volume: 10
Issue: 3
Pages: 279-283
Publication Date: 2026/03/28
Abstract:
Agricultural cooperatives in Uganda have historically served as vital instruments for rural development, market access, and smallholder farmer empowerment. However, despite their numerical growth, many cooperatives continued to record poor organizational performance, raising concerns about their strategic direction and management capacity. In Mitooma District, southwestern Uganda, agricultural cooperatives operated in a challenging environment marked by limited resources, governance deficits, and inadequate planning frameworks. This study examined the relationship between strategic planning and organizational performance of agricultural cooperatives in Mitooma District. The study adopted a cross-sectional survey design with both quantitative and qualitative approaches. A sample of 120 respondents was selected from registered agricultural cooperatives using stratified random sampling. Data were collected through structured questionnaires and key informant interviews. Pearson correlation and linear regression analyses were used to test the relationship between strategic planning and organizational performance. The findings revealed a strong positive and statistically significant relationship between strategic planning and organizational performance (r = 0.743, p < 0.05). Environmental scanning (? = 0.412), strategy formulation (? = 0.389), and strategy implementation (? = 0.451) were each significant predictors of cooperative performance. Cooperatives that conducted regular environmental scanning and had documented strategic plans performed significantly better in member satisfaction, financial growth, and service delivery. Strategic planning was a significant determinant of organizational performance among agricultural cooperatives in Mitooma District. Cooperatives with structured planning processes consistently outperformed those without, across multiple performance dimensions. Cooperative leaders and the district local government should prioritize capacity building in strategic planning, particularly in environmental scanning, strategy formulation, and implementation monitoring, to strengthen cooperative performance.