This study investigated the relationship between working capital management and the financial performance of SACCOs in Ngoma Town Council, Nakaseke District, Uganda. The study was necessitated by the observed financial sustainability challenges among SACCOs operating in this semi-urban district council context, where limited financial management capacity and inadequate access to technical support have constrained SACCO growth and performance. Adopting a cross-sectional survey design with mixed methods, data were collected from 78 SACCO officials, board members, and active members from four SACCOs operating in Ngoma Town Council. Working capital management was measured through cash flow management, credit management, and inventory/asset management dimensions, while financial performance was assessed using return on assets, operational self-sufficiency, and portfolio at risk indicators. Descriptive results indicated moderate levels of working capital management effectiveness (means 3.10– 3.52). Pearson's correlation analysis revealed significant positive relationships between working capital management dimensions and financial performance (r = 0.549 to 0.641, p < 0.01). Multiple regression analysis demonstrated that working capital management collectively explained 54.2% of the variance in financial performance (R² = 0.542, F = 22.18, p < 0.001). Credit management emerged as the strongest predictor (β = 0.362, p < 0.001). Findings underscored systemic deficiencies in working capital governance among Ngoma Town Council SACCOs and support recommendations for enhanced member financial education, improved credit management protocols, and regulatory support from SACCO supervision authorities.

This study examined the relationship between working capital management and the financial performance of savings and credit cooperative organisations (SACCOs) in Wakiso District, using Munaku Kaamakisubi Co-operative Savings and Credit Society Ltd as a case study. The motivation for the study arose from the inconsistent financial performance of SACCOs in Wakiso District despite their growing membership base and savings mobilisation capacity. A cross- sectional research design was employed, with data collected from 84 SACCO management staff, credit committee members, and elected board members using structured questionnaires. Working capital management was operationalised through three dimensions: cash management, receivables management, and payables management. Financial performance was measured using return on assets (ROA), portfolio at risk (PAR), and operational self- sufficiency (OSS). Descriptive statistics showed moderate effectiveness across all working capital management dimensions (means ranging from 3.24 to 3.61). Pearson's correlation analysis revealed significant positive relationships between all working capital management dimensions and financial performance (r = 0.581 to 0.673, p < 0.01). Multiple regression analysis revealed that working capital management collectively explained 59.7% of the variance in financial performance (R² = 0.597, F = 28.43, p < 0.001). Cash management was the strongest individual predictor (β = 0.381, p < 0.001). The study concluded that effective working capital management is a fundamental driver of SACCO financial performance and recommended enhanced cash flow planning, stricter receivables management protocols, and improved payables scheduling.