Professional Documents
Culture Documents
BY
PAULINE G. KIMANI
KCA UNIVERSITY
2013
NOVEMBER 2013
ii
DECLARATION
I declare that this dissertation is my original work and has not been previously published or
submitted elsewhere for award of a degree. I also declare that this contains no material written or
published by other people except where due reference is made and author duly acknowledged.
Student Name: PAULINE KIMANI
Reg,No. KCA07/03717
I do hereby confirm that I have examined the masters dissertation ofPauline Kimani,
and have certified that all revisions that the dissertation paneland examiners recommended have
been adequately addressed.
Sign: ___________________________________ Date: __________________
DR JAGONGO
Dissertation Supervisor
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EFFECTS OF PARTNERSHIPS ON THE PERFORMANCE OF LOCAL NONGOVERNMENTAL ORGANIZATIONS IN PELUM KENYA NETWORK
ABSTRACT
In the wake paradigm shift in donor interests, Non-Governmental Organizations (NGOs) have
increasingly embraced partnership as a key strategy in development work. Performance effect
attributable to partnership is sketchy given the numerous unique forms of partnerships.
Consequent to the gap left by research concerning how partnering affects performance among
non-government organizations in Kenya this study has the objective of establish the effect of
partnering on the performance of local NGOs in Kenya. The specific objectives were: (a) to
establish the effect of exchange of funds on performance in local NGOs in PELUM Kenya
network ;(b) to establish the effect of exchange of competencies on the performance in local
NGOs in and (c) to determine the effect of long term interaction on the performance of local
NGOs in PELUM Kenya network. This study was an exploratory and descriptive survey on all
the 40 NGOs registered and operating within the PELUM Network in Kenya. This study was
census of all the 40 NGOs in the network. Data was collected by use of a self-administered
questionnaire and interviews with the managers of the NGOs or officers involved in their daily
activities. The analysis of the data was done using mean and standard deviation. The relationship
between the dependent and the independent variables was assessed using linear regression. The
findings indicate that Performance was most strongly affected by the relevance of resources
received from donors to objectives, the increasing value of resources shared, partner NGOs
providing assistance in management, leadership, advocacy and campaigning; implementation of
activities defined in work plans; trust between partners, and appreciation of diversity that brings
forth comparative advantages and response of partnerships to NGOs strategic objectives. Best
performance was realized in few errors reported by outside auditors; high percent of output
delivered on schedule and the reviews done before approval. It is recommended that NGOs
should set out clear policies concerning why and how they wish to partner with other NGOs, be
they local or international.
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ACKNOWLEDGEMENT
I am heavily indebted to various people and organizations that have supported this research in
different ways.
The staff of the KCA University Library provided the opportunity to use their facilities. From
these able staff I was able to access not only research reports from earlier MBA research findings
but I was able to access scholarly publication from the wider academic sphere.
My supervisor, Dr. Jagongo, provided much of the direction on what to do at each stage of this
research from the generation of the research idea, to its conceptualization, to the drafting of the
research proposal.
In my literature review I have cited quite a lot of scholarly publication. Some are from earlier
research finding from project done by other MBA students. I have used scholarly papers from the
wider academia.
I would wish, also to thank my brother Finlay Kimani-a student in the same class with whom we
encouraged each other throughout the period.
TABLE OF CONTENTS
DECLARATION.......................................................................................................................... iii
ABSTRACT .................................................................................................................................. iv
ACKNOWLEDGEMENT ............................................................................................................ v
LIST OF TABLES AND TABLES............................................................................................. ix
ACRONYMS AND ABBREVIATIONS ..................................................................................... x
OPERATIONAL DEFINITION OF TERMS ........................................................................... xi
CHAPTER ONE ........................................................................................................................... 1
INTRODUCTION......................................................................................................................... 1
1.0 Introduction ......................................................................................................................... 1
1.2 Background of the Study .................................................................................................... 1
1.3 Statement of the Research Problem .................................................................................. 9
1.4 Objectives of the Study ..................................................................................................... 10
1.5 Research Hypotheses......................................................................................................... 10
1.6 Significance of the Study .................................................................................................. 11
1.7 Scope of the Study ............................................................................................................. 12
1.8 Justification of the Study .................................................................................................. 12
1.9 Limitations of the Study ................................................................................................... 13
CHAPTER TWO ........................................................................................................................ 14
LITERATURE REVIEW .......................................................................................................... 14
2.1 Introduction ....................................................................................................................... 14
2.3 Theoretical Literature....................................................................................................... 15
2.4 Empirical Literature ......................................................................................................... 20
2.5Summary of Literature Reviewed .................................................................................... 24
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viii
ix
HR
Human Resource
NGOs
Non-Governmental Organizations
NNGO
PELUM
RBS
UN
United Nations
USAID
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CHAPTER ONE
INTRODUCTION
1.0 Introduction
This section sets the background of this research project. The section presents the definition of
NGOs, partnering among NGOs, performance and how partnering and performance are related.
The section also defines the problem to be investigated by this paper by setting clear objectives
to be met and the hypotheses guiding those objectives.
1.2 Background of the Study
In response to paradigm shifts in international development process, partnership has become a
priority strategy to Non-Governmental Organizations (NGOs). While the NGOs insist that
partnership goes beyond financial relationship, a lot of debate has been activated from within and
without the critiquing the aptitude of partnership as a driver to development. Partnership among
NGOs has been deeply critiqued as hypothetical comparing the ideals of partnerships with
inability to live up to those ideals. Thus the debate on partnerships among NGOs has tended to
become polarized between fashion and pragmatism (Brehm, 2001).
Intense discussions have heightened in comparing what NGOs purport to achieve through
partnerships against what they actually achieve on the ground. NGOs have scored high marks in
failing to achieve their aspirations. According to Mawdsley et al (2002) NGO partnerships are
expected to yield increased autonomy, empowerment and sustainability resulting to local civil
society strengthening .In this context, autonomy is meant to give an organization freedom to
dricomes locked into vertical relations, often with a donor, in such a way that its freedom to
determine its own strategic limited.
According toFowler (2008), enhancement of international development has been the ambition
that motivates NGOs partnerships. Later, Fowler (2000) posited that every NGO perceived
partnership with other NGOs in all development works as an important strategic response the
within the context of international development. Local ownership gained recognition as a
significant indicator to commitment to development.
According to Martens (2011) the term nongovernmental organization (NGO) was coined by
the United Nations (UN) and adopted in 1945. At this time, the term NGOs was used when
referring to organizations which were international bodies engaged within UN. Since then, the
term NGO has undergone metamorphosis and become popular term to other actors outside the
UN framework, both at the international and national levels.
Archer (2003) hypothesized that the term NGO is a discomfited title coined by the United
Nations to describe a vast range of international and national citizens organizations, trade
unions, voluntary associations, research institutes, public policy centers, private government
agencies, business and trade associations, foundations, and charitable endeavors. Bastid (2000)
gives the tern a legal definition within the international law context as groups of persons or
associations, voluntarily created on private initiative, which perform, without seeking profits, an
international activity of general interest, and do not come exclusively under national order.
A broad definition of NGOs can be stretched to include all relevant ideal-typical features. These
features are that NGOs are formal independent societal associations with a primary aim of
promoting common objectives at both national and the international levels. NGOs are societal
actors because they originate from the private sphere and their members are individuals, or local,
regional, or national branches of an association and usually do not include the government.
Promotion of public goods brings NGOs to one table to achieve common goals (Gordenker and
Weiss, 2008).
Presence of professionals and skilled staff who are salaried gives NGOs a formalized feature.
Furthermore, having clear organizational structures which allows NGOs to provide for
continuous work brings about a sense of formalization. This includes a headquarters, permanent
staff, and a constitution. Independence feature is seen as a result of being primarily sponsored by
membership fees and private donations. Though the receive funding from official institutions, the
extent is too limited to warrant any substantial control by the government (Rosenau, 1998). The
concept of partnership among NGOs can be likened to partnership among businesses. In
business, a partnership refers to a formal relationship between two or more businesses based on
shared goals or obligations or risks or altogether. From a development perspective, partnerships
definition can be based on two themes. The first theme concerns the exchange of funds and
competencies between organizations. Under this theme, partnerships are strategic alliances for
sharing of resources and responsibility for a common objective (Hudock, 2009).
Trust is the second theme that defines partnership among NGOs. In this context, partnership is
defined as a commitment to long-term interaction, sharing of responsibility for achievement,
reciprocation of obligation with focus on equality, mutuality and balance of power (Fowler,
2008.)
The study focuses on partnering from the perspective of resources exchange especially
concerning funding. According to Brehm (2010) a funding relationship arises when an NGO
with less financial endowment depends on another NGO with a higher financial endowment for
financial purposes. This funding may be coupled with capacity support and delegation of
responsibility having faith that objectives will be excellently met.
This study will focus on NGOs within the PELUM Network PELUM stands for Participatory
Ecological Land Use Management. PELUM was started in 1995 as a network of civil society
organizations which work with grass-root communities in East and Southern Africa. The aims of
PELUM were the promotion of participatory ecological land use management; building
members capacity to respond towards community empowerment; promotion of the use of
indigenous knowledge and innovations; strengthening linkages and collaboration among
partners; lobbying and advocating for change of policies targeting small scale farmers and
increasing visibility of small-scale farmers.
PELUM Kenya is umbrella body whose membership is drawn from both international NGOs and
local NGOs. Member NGOs use the linkage to partner with each other within the network and
with other non-member NGOs.Every local member NGO in the network works in partnership
with at least one other NGO either within or outside the network. The model of inter -NGOs
relationship provides the motivation of selecting PELUM for this study. Besides, local member-
NGOs are spread across various provinces in the country which makes the network a good
representative of Kenya.
1.2.1 Performance among NGOs
(Barney, 1997), recognizes controversy on different opinions of performance among
organizational researchers. Moullin (2008) equates performance to the economic efficiency and
effectiveness of an activity. Similarly, Daft (2007) recognizes efficiency and effectiveness as a
performance indicator as an organization strives to achieve its goals. None the less, he puts more
emphasis on the result achievement of set goals. Richardo (2009) simplifies performance as the
what -ability of an organization to achieve its goals and objectives and tends to ignore the howefficiency and effectiveness of the process.
Ricardo (2009) further identifies various concepts as key performance measures. These measures
include result-oriented behavior and relative measures, education and training, concepts and
instruments, management development and leadership training. He points out these concepts as
the necessary skills and attitudes of performance management. To this end, performance assumes
both a qualitative and a quantitative shape.
In this study performance will take the direction of cost efficiency. Rumble (1997) defines
efficiency as the ratio of output to input. In light of the same, a system is said to cost efficient if,
relative to another system, its output costs less per unit of input. A system increases cost
efficiency if the rate of change in input is less than proportionate for the same or higher levels of
output. Rumble (1997) divides efficiency into two: allocative efficiency and x-efficiency.
Allocative efficiency is achieved when resources are allocated in a manner that maximizes social
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welfare. X-efficiency is achieved when there is realization of more output without change in the
allocation of inputs.
1.2.2 Partnerships and Performance in NGOs
The effect of a partnership on the performance of each of the partnering organization is unique to
the nature of the partnership. Partnerships are seen to enable more efficient use of resources,
increased sustainability and improved beneficiary participation in development activities.
Furthermore, it is thought that the creation of synergy through partnership produces results that
partners could not obtain without collaboration (Brown, 2006).
According to INTRAC (2001) there are three types of partnering among NGOs. Funding-based
partnering are a partnerships in which at one end of the continuum there is funding only with no
dialogue while on the other extreme of the spectrum there is apartnership based on policy alone
dialogue with no funding. Capacity-based partnering is defined by a partner with limited capacity
requiring support from another partner with a strong, autonomy that shares the experience. In a
trust-based partnership, one NGO has control over another based on unconditional trust by the
other.
(Billis, 2003) acknowledges that the benefits of inter-organizational and cross-sectoral
partnerships were first put forth within the United States of America and Europe. Billis (2003)
identifies elements that should be present for a successful partnership. These elements include
mutual trust, complementary strengths, reciprocal accountability, joint decision making and
information sharing (Postma, 2004). USAID in their strategic guide to development partnership
(2007) shared similar views but added that the other elements include: clearly articulated goals;
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equitable distribution of costs and benefits; performance indicators with the mechanisms to
measure and; clear delineation of responsibilities and a process for handling disputes. Campbell
(2008) posited that partnership should also include transparency in financial matters, long-term
commitment to working together, and recognition of other partnerships. Tandon (2010) further
contributed that partnership should include shared perception in a context of the mutuality of
give-and-take.
Similarly, McQuaid(2010) argues that organizations should shift from individual implementation
of activities given the resource sharing opportunity, effectiveness and efficiency and legitimacy
advantages that accrues as a result of partnership.
However, there is frequently a variance between the theory and reality of NGO partnership
particularly when it comes to the control of money (Sizoo, 2006). Elliott (2007) suggested that
the control of money derails true partnership. Earlier on, Lewis (1998) had similar views when
he suggested that NGOs competing for scarce resources can resort to using the partnership to
promote their own institutional survival instead of advancing the set common objectives.
Likewise, McQuaid(2010) acknowledges that partnership face major drawbacks that deter
performance. These include, lack of clear goals, unequal powers, time consumed in decision
making, accountability problems, program coordination challenges as well as differences in
philosophies among partners.
There are numerous performance issues that arise in partnerships. Brown, (2006) posits that
strong personal relationships among partners lead to improved performance. Brown and Covey
(2009) argued that organizations focusing on social change are often loosely organized and
7
depend on personal relationships. These relationships, although ensuring flexibility, make NGOs
vulnerable to changes or become challenges to the leadership. Consequently, partnership among
NGOs can bring about improved performance or bring about lower performance depending on
the level of synergy achieved or lost.
Shivji, (2007) identifies five operation and performance determining characteristics of NGOs in
Kenya. These key features include: their historical emergence and expansion; their ownership
structures; donor funding; their multiple orientation and their vague mission statements. Under
the historical emergence the earlier NGOs in Kenya emerged without critical evaluation of their
role, ideologies and premises. They mainly arose due to antigovernment pressure from the
international donor community.
Among Kenyan NGOs, the second feature is the thin line between their ownership and
leadership. Despite the NGOs being located in urban areas, formed and led by educated socially
well off individuals (Liston 2008), they do not practice democratic governance. They instead
have undemocratic power struggles for leadership, particularly during succession resulting to
operational inefficiency. NGO leadership, therefore, influences adoption efficient management
systems (Bujra and Adejumobi, 2002).
Thirdly,Bujra and Adejumobi (2002) further argue that majority of NGOs in Kenya lack
independent sources of funds and heavily rely on external donor funding This dependence
weakens their sustainability while simultaneously strengthening the impact of donors on the
NGOs agenda and leadership. The fourth characteristic is that most NGOs in Kenya operate in
multiple sectors that focus on particular areas like human rights, gender, children, development,
environment and governance, youth, road safety, Health and HIV (Shivji, 2007).
Finally, most NGOs have amorphous mission statements. The NGOs websites, registration
documentations and service charters reveal vaguely constructed and amorphous vision and
mission statements and priorities that do not even reflect the needs of their constituencies (Bujra
and Adejumobi, 2002).
1.3 Statement of the Research Problem
Various studies (McName 1992, Duta Duta and Das, 2011) have shown positive results effect of
partnership on performance. They have found that when firms come together, they result to
improved performance through the synergistic interrelations that arise. Salim (2011) who
assessed the effect of mergers in the banking sector concerning the Emirates Bank and National
Bank of Dubai (NBD) corroborated these findings about partnership and performance. Kemal
(2011)on the other hand found that partnering had negative effect on performance of the firms.
The same position was upheld by Mantravadi and Reddy (2008)who found that when
organizations came together, their performance underwent decline especially from financial
perspective. Saboo and Gopi (2009) found a negative performance effect on the cross border
mergers but did not find any significance effect among domestic organizations.
From the foregoing literature, it is evident that the effect of a partnering on the performance of
each of the partnering organization is not easy to predict due to the unique nature of the
partnership and what brought the organizations together in the first place. It is therefore seen that
there is no universally acceptable finding concerning the performance of organizations after
9
partnering. Yet, partnerships between NGOs have an increasing trend. This study sought to fill
this gap by investigating the effect of partnering on performance among local NGOs in PELUM
network.
1.4 Objectives of the Study
This study had the following general and specific objectives;
ii.
iii.
Determine the effect of long term interaction onperformanceof local NGOs in PELUM
Kenya network.
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H1a: Exchange of funds has no effect on performance in local NGOs in PELUM Kenya
network.
H1b: Exchange of funds affects performance in local NGOs in PELUM Kenya network.
Concerning the effect of exchange of funds on performance the hypotheses are:
H2a: Exchange of competencies has no effect on performance in local NGOs in PELUM
Kenya network.
H2b: Exchange of competencies affects performance in local NGOs in PELUM Kenya
network.
Concerning the effect of long term interaction on performance the hypotheses are:
H3a: Long term interaction has no effect on performance in local NGOs in PELUM
Kenya network.
H3b: Long term interaction has an effect on performance in local NGOs in PELUM
Kenya network.
southern context. This helped them identify areas of enhancing partnership relationship with the
southerners which in turn results to a reduction in northern- southern NGO partnership failures.
The study will also be instrumental to local NGOs that have not entered into partnership
relationships yet because the finding provides answers toward their possible skepticism
concerning partnering with other NGOs. Any NGO that will enter into a partnership will then do
so in a wiser and informed manner or have objective reasons for not engaging into partnerships
arrangement under the prevailing circumstances.
1.7 Scope of the Study
This study was limited to the relationship between NGO partnerships and their effect on
performance. Performance was further limited to efficiency. The study was also limited to the
local memberNGOs of PELUM Kenya network.
1.8 Justification of the Study
Scholars of organization partnerships have not been able to predict the results of the partnering
on the performance of the organizations. Some organizations achieve positive synergy and the
performance of the new organization becomes higher that when they were separate. Further,
some organizations realize a decline in the performance as a result of partnership. In Kenya,
partnership NGO increasingly being embraced yet a research gap exists on how the same is
affecting the performance of local NGOs in Kenya. The need to fill up the gap justified this
study.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This section begins with theoretical literature which provides various theories related to the
study. Major focus is on efficiency theory which provides a theoretical background to the study.
The section then follows witha review of findings of past research on the relationships among the
variables of the study finally; the section provides a conceptual framework which shows the
expected relationship between the variables.
14
15
The theory of managerial entrenchment by Shleifer and Vishny (1999) is a theory that puts forth
the argument that unsuccessful mergers occur due to managers primarily making investments
that minimize the risk of their replacement. This theory posits that managers pursue projects not
to maximize enterprise value, but to entrench themselves in the organization by increasing their
individual value to the firm. Such managers will make investments that make it more costly for
shareholders to replace them. The result is that the value of the organization will be reduced
because free resources are invested in manager-specific assets rather than in assets that maximize
shareholders value. According to this theory, the suggestion is that some of the partnering
among NGOs may not lead to improved performance for the partnering may be due to the
management of the NGOs entrenching themselves in the organizations.
According to theory of empire-building, mergers are planned and executed by managers who aim
at maximize their own benefit instead of the value of their shareholders. This approach is rooted
in the need of the separation of ownership and control among corporations. Its underlying idea
was contained in the various managerial theories of the firm and explicitly formulated by
Mueller (2002). This theory is related to this study since it provides the suggestion that,
partnering among NGOs may be out of the partnering NGOs desire to become bigger, nit for the
benefit of stakeholders, but due to the need of the owners creating individual benefit arising from
their size.
Other than the theories identified above, NGOs may collaborate for three main reasons.
According to Brehm (2001) few NGOs have a formal classification of the types of relationships
they have with partners, but the diversity of partnerships can be based on the following
16
classifications: funding, capacity and trust. A funding-only relationship arises when an NGO
with less financial endowment depends on another NGO with a higher financial endowment for
financial purposes. In a capacity based partnership, a partner NGO with limited capacity requires
support from a partnership NGO with a strong, autonomous organisation that contributes from its
own experience. A trust based partnership arises when a stronger and autonomous partner NGO
delegates responsibility to another partnering NGO having faith that objectives will be
excellently met.
A critical review of predominant theories for takeovers/mergers by Trautnein (1990)
acknowledged efficiency theory as the most widely accepted theory used to explain corporate
acquisitions. This was later echoed by Keitha (1996) who observed that while there are many
competing theories for motivation behind corporate acquisitions, the generation of efficiencies
due to synergetic gains provides the most widely accepted explanation. This study will majorly
focus on efficiency theory.
17
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Increased market power is said to allow for the deterrence of potential future entrants into the
market therefore reducing potential competition (Motta, 2004).Fundraising is one of the greatest
challenge facing NGOs as there are many NGOs that trying to access funds from few donors.
Having a sustainable competitive advantage in the market is therefore the number one priority of
any NGO to survive. Partnership is therefore a strategy that enables partners to become strong
players within their operational areas and allure more donors. This in turn increases
sustainability. Partnership between and Northern NGOs can also allow greater legitimacy as a
result of involving local participants(Southern NGOs) which further boosts market power.
Managerial synergy posited by efficiency theory plays a key role in NGO partnerships
particularly in this study whose focus is northern southern NGOs partnership. Northern NGOs
have superior planning and monitoring abilities that leads to improved performance of southern
NGOs upon partnering. Keitha (1996) further acknowledges that partnership between dissimilar
organizations results to diversification of risk which in turn produces financial synergies. This
proposition provides relevance to this study given that Northern NGOs operate at an
environment different from that of southern NGOs.
While efficiency theory provided a good groundwork to the study, it lacked a comprehensive
analysis of synergies brought about by business combinations which include partnerships.
Firstly, the theory focuses on managerial efficiency from one perspective of the acquiring firm.
The theorist therefore overlooks managerial efficiency realized by partnership attributable to
unique local proficiencies of the acquired organization. Yet, northern southern NGO
partnerships are premised on the fact that southern NGOs have local advantages which is a key
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ingredient to development work. These include; local ownership that drives community
acceptance, local knowledge on the community dynamics language and legitimacy advantage.
Local advantages are a key ingredient to development work. Secondly, diversification of risks
through partnerships goes beyond financial synergies posited by Keitha (1996).Diversity
includes other aspects of synergies that are critical to development work such as cultural
differences, legal difference, and different climatic patterns.
2.4 Empirical Literature
This section discusses past research findings concerning the relationship between partnership and
performance among NGOs.
2.4.1 Partnership among NGOs
A study conducted by Rller, Stennek and Verbovens (2006) sought to find out how costs of a
firms in Finland were affected by mergers. This study was a survey that found out that there was
general reduction of costs among firms that had undergone M&A. The cost efficiencies were
realized through economies of scale, technological progress, purchasing economies, real costsavings and redistributive cost-savings. This study found that after mergers, resources were
shared leading to cost cutting.
Damlamian (2006) aimed at finding out how partnerships between corporations and
nongovernmental organizations (NGOs) seeking to promote sustainable development can be
achieved and the benefits that accrued. The research was a case study of two partnerships: Nepali
Non-Governmental Organization (NNGO) and the Paper Company between 1988 and 1989 and
in Bangladesh-the partnership between the Body Shop and the Handicrafts Organization in 1993.
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The study found that the nature of the relationship and reasons for partnering determined the
level of performance and efficiency of the partnership. This showed that efficiency was relative
upon the uniqueness of a partnership and could therefore not be universalized.
A study conducted by Tennyson, Harrison and Wisheart (2008) investigated whether partnership
among NGOs and other sectors improved goal achievement among NGO activities. The study
covered a sample of eleven countries out of the 98 where World Vision was active and
interviewed over 100 staff from 86 companies covering a range of companies from
multinationals to national companies and SMEs and many different industry sectors. The study
also interviewed over 200 staff from 34 NGOs. The study found that despite potential in
sponsorship, marketing, advocacy, brokering, capacity building and business, serious challenges
arose from the nature of the partnerships. This indicated that goal achievement was highly
dependent upon the nature of the partnering.
A study conducted by FPS Foreign Affairs of Belgium (2010) sought to conduct an evaluation of
NGO partnerships aimed at capacity development in Belgium. It was to determine to what extent
and for which reasons the Belgian NGOs capacity development activities with their partners and
final beneficiaries have been effectively successful in the context of partnership relations. The
evaluation covered the period between 1998 and 2008 focusing on 21 Northern NGOs and 40
partnerships. The study concluded that in all countries studied there was successful partnership
which had made a contribution to capacity development. This came about due strong NGO
identity, vision and mission which resulted in clear expertise and made it possible for the
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partners specific and relevant capacity development activities to be supported on the basis of its
own added value and clear vision regarding capacity development and its application in tools.
2.4.2Performance among NGOs
Kwoka and Pollitt (2007) conducted a survey to analyze the performance impact of the merger
wave which took place in the US electricity industry between 1994 and 2003. The analysis was
based on studying the impact of the mergers on operating and total costs in electricity
distribution. Using nonparametric technique to analyze the data and measure the efficiency of
each operating unit, it was found that electricity mergers were not consistent with improved cost
performance. This study indicated that partnering or merging of organizations did not
automatically lead to better performance.
Flood, Guthrie, Liu, Oregan, Armstrong, Maccurtain and Mkamwa (2008) examined the impact
of high performance work systems and partnership on firm-level performance in firms in Dublin,
Ireland. The study used data gathered from 132 organizations. Their results revealed that high
performance work systems and partnership practices were positively associated with the
productivity of labour, innovation at the workplace, but negatively associated with voluntary
turnover.
Kemal (2011) did a study to assess the performance of banks after merger. The study used
accounting ratios to analyze the financial performance of Royal Bank of Scotland (RBS) in
Pakistan after merger. The data used for the study were from the financial statements The Royal
Bank of Scotland for four years spanning 2006-2009 by using 20 vital financial ratios. The
results showed that the financial performance of The Royal Bank of Scotland in the areas of
22
profitability, liquidity, assets management, leverage, and cash flows had been quite satisfactory
before the merger deal. This meant that the merger deal failed to improve the financial
performance of the bank.
Schroeder, (2012) conducted a case study whose aim was to provide guidance to HR
professionals and those involved in the planning and implementation of post-merger integrations.
The study found that a lack of detailed integration plan and the absence of integration
performance metrics, as well as inadequate understanding of the likely impact of cultural
incompatibilities represented risks to a successful merger. This paper showed that the dynamics
of HR were specific to the merger relying upon the issues that arise and how the HR reacts to
them. This meant that performance was not an automatic issue after partnering.
Tambi (2010) did a study which evaluated the impact of Mergers on the performance of the
involved companies. The evaluation was done on Indian companies through a database of 40
Companies. The study utilized paired t-test for mean difference for total performance
improvement, economies of scale, operating synergy and financial synergy. The study revealed
that Indian mergers failed to contribute positively in the performance improvement. This study
suggested that mergers did not positively contribute to improved performance.
Bogdan, Gabriela and Eugenia (2010) investigated the relationshipbetween mergers and
acquisitions in Romania and the Romanian stock market, described by the Bucharest Stock
Exchange Trading Index indexes. By using the Granger causality test for the number of mergers
andacquisitions, the research results suggested that, for the market and period considered, one
23
way and both ways relationships are present. However, the study did not indicate whether
Mergers and Acquisitions improved or deteriorated performance.
Rajeev and Jyoti (2011) conducted a study from human resource performance perspective in
India. The study aimed at investigating how the human resource behaved after merger. He
conducted a survey on Indian companies that had successfully undergone M&A. The study
found out that there was general negative behavior of the employees in the acquired firm. The
study identified employees attitude as having the greatest responsibility on poor performance of
merged organizations. In his conclusion, he recommended that change management should be a
top priority in order to reduce employee resistance.
Weber, Rachman-Moore and Tarba (2012) based their performance on a similar dimension. They
conducted a survey with an aim of developing a model of M&A integration, based on research
on HR practices in M&A. The focus of the study was resource-based from an international
management perspective. Critical differences were explored between acquirers from diverse
countries in the way in which human resources issues are handled during cross-cultural conflict
situations. The study further tested HR practices and post-merger performance in multiple
countries. No clear best practice that would address the conflict situation and enhance M&A
performance was identified the study. The study concluded that the reaction of HR could not be a
generalized since it was company specific.
2.5Summary of Literature Reviewed
The theoretical review has provided the reasons that explain motivation to the phenomenon of
mergers and partnerships among profit and not for profit organizations. The empirical literature
24
has provided findingsonresults of partnerships among firms including NGOs. The theme among
most of the cited research papers is that the effect of the merger and partnering among
organizations is dependent upon the internal and external environment within the separate
organizations and the environment after the merger or collaboration. It, therefore, emerges that
the results cannot be expressly applied. This missing link formed the research gap of the study.
The study sought to fill the gap by conducting a survey of all PELUM Kenya Network local
NGOs to assess the effect of partnership on cost efficiency.
2.6Conceptual Framework
Fig. 2-1 below shows the manner in which the independent variables, namely, exchange of
funds, exchange of competencies and long term interaction affect the dependent variable which
is performance.
25
Dependent Variable
Independent Variables
Exchange of Funds
Relevance of resources
Trend of funding
Value of direct funding
Effect of direct funding
Presence of suspicions
Number of intermediary NGOs
Funding Conditions
Total value of funding
Finance Policy
Performance
Exchange of competencies
-
Cost Efficiency
Success of negotiations
Success of implementation
Distribution of resources
Division of tasks
Flexibility of Management
Confidence and trust
Desire to continuepartnering
Number of long term plans
Response to strategy
Openness to influence
26
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This chapter outlines the research methodology that was used to conduct the study. The chapter
further discussed the research design, target population, data collection method, how the analysis
of the data was done and how findings were made available.
3.2 Research Design
The study design was descriptive in nature. The descriptive research was meant to enhance a
systematic description that is accurate, valid reliable and current regarding the responses on the
effect of partnerships among NGOs in the PELUM Network. The research design was also used
by Kwoka and Pollit (2007) when they conducted a study on whether mergers improved
efficiency of the US electric power sector.
3.3 Target Population
All the NGOs in the PELUM Kenya Network that work in partnership with other NGOs made up
the target population. However, the studyfocusedon the member NGOs that are local.The 40
local member NGOs made up the population of this study. Purposive sampling technique was
adopted since only local members of thePELUM Kenya Network were taken. The justification
for purposively choosing the 40 NGOs was because the size (40) is a manageable number and all
of them were accessible either physically or by email. In addition to individual NGO email
addresses, all the members actively participate in an online platform coordinated by PELUM.
27
researcher completed the questionnaire while interviewing the respondents, to facilitate faster
collection of data. Finally, those that were far away from Nairobi and Thika had their
questionnaires mailed to them since all PELUM Kenya member NGOs have access the internet.
To capture information the respondent may feltwas not captured by the research instrument, the
researcher interviewed the respondents on the same matter.
3.6 Pretesting the Research Questionnaire
The questionnaire was administered to five NGOs in the PELUM Network randomly sampled
from the list in Appendix I. Only one copy of the questionnaire was given to the manager of each
sampled NGO to provide the assessment. The respondents were free to make comments on the
questionnaire concerning difficult wording, or limited option, missing options. The five NGOs
used for pretesting did notparticipate in the main study.
3.7 Testing for Validity and Reliability
Bechtold (1959) defined validity as the extent to which an instrument measures what it purports
to measure. Content validity is the key type of validity for this study. Content validity focuses on
28
the degree to which the instrument fully assesses or measures the construct of interest. To
measure validity, each of the pretest respondents rated the questionnaire on a scale of 1 to 10
where 10 showed that the questionnaire was measuring what it purports to measu
measure. The
respondents were free to make comments on the questionnaire concerning difficult wording,
limited option or missing options. The average rate provided the general rating of the
questionnaire.
Where
Performance
Constant term
29
Sensitivity of
to variable
The t-test
test at 95 % confidence level was used to test the statistical significance of the regression
constants
and
The F-test
test at 95 % confidence level was used to determine whether
was used to determine the level of strength at which the variation in the
independent variables explains the variation in the dependent variable. Analysis was done using
SPSS 17.
3.9 Ethical Considerations
The study was done with full consideration of the legally and morally accepted ways of
conducting research. No respondent was coerced into giving out information either by force, by
blackmail or by reward. Participants were allowed to decide whether to participate
partic
in the study.
The information got was specifically
specificall for research purposes. It was,, therefore, not used in any
30
manner detrimental to the well-being of the responding NGOs or the people in the NGOs. In
addition the researcher conducted the research with utmost confidentiality.
31
32
CHAPTER FOUR
FINDINGS AND DISCUSSION
4.1 Introduction
This chapter is organized as follows: the first section details the analysis of exchanges of
resources variable, exchange of competencies variable, long term interaction variable and
performance variable. The chapter ends with investigating whether the independent variables,
namely, exchanges of resources, exchange of competencies and long term interaction have any
effect on performance of the NGOs.
4.2 Response Rate
The study sought to gather information from managers or any individual responsible for quality
management among NGOs in the PELUM Network. The research was designed to gather
information from 35 NGOs. However, of the total 35 only 30 responded which constituted 85.71
% response rate.
4.3 Data Reliability
The respondents were asked to indicate their level of agreement that the factors in the first two
tables in section A of the questionnaire affected the performance of the NGOs. The last table in
section B of the questionnaire required the respondent to rate their performance based on the ten
dimensions listed in it. A five point Likert scale was used in which 1 = not at all, 2 = very small
extent, 3 = small extent, 4 = large extent and 5 = very large extent.
33
The questionnaire was pretested on five NGOs who were to rate the questionnaire in terms of
whether in measured what it purported to measure. Pretesting was done by administering the
questionnaire to employees in the five NGOs who were randomly selected. These NGOs were
not included in the actual study.
Construct validity was ensured using factor analysis. Reliability of the instruments on multiple
items variables(e.g exchange of resource, exchange of competencies and long term interactions)
were tested using the Cronbach Alpha ().The higher the value, the higher the level of reliability
of the instrument. Cooper& Schindler (2008) indicated that an alpha value of at least0.7 is
reliable.
Table 4.0: Reliability of Variables
Cronbach Alpha ()
Exchange of funds
10
0.71
Exchange of competencies
10
0.73
10
0.78
Performance
10
0.82
As shown in table 4.0, the data instrument was reasonably acceptable with Cronbach Alpha ()
values of more than 0.7.
4.4 Exchange of Funds
Exchange of funds variable in this subsection is analyzed as one of the component of partnership.
As shown in Table 4.1 the NGOs generally indicated that exchange of funds affected their
performance to a moderate extent with an average mean (M = 3.23) among the ten elements in
34
the questionnaire. The item in exchange of resource with the highest impact on performance was
the resource received from donors are relevant to your objectives with a mean (M = 4.80) which
showed a high level on the likert scale interpretation.It was followed by item that measured the
value of resource shared to be increasing with a mean (M = 4.13) very high level interpretation
on the likert scale. Performance was least affected by receipt of funding from many intermediary
NGOs with a mean of (M = 2.23) which was low on the likert scale interpretation, the ability of
funding through intermediaries to covers financial needs had a mean of (M = 2.57) which was
high on the likert scale interpretation and by strong suspicions concerning funding between the
intermediary NGOs and the local NGOs had a mean (M = 2.77) which was also high.
Table 4.1: Exchange of funds
Exchange of funds
The resources received from donors are relevant
to your objectives
The value of resources shared has been increasing
There is increased indirect funding through NGO intermediaries
as opposed to direct funding
Getting funding through other NGOs affects performance of your NGO
There are strong suspicions concerning funding between the
intermediary NGOs and the local NGOs
Your NGO receives funding from many intermediary NGOs
Intermediary NGOs has strong influence on the donor community
Conditions attached to funding affect our performance
The amount of funding through intermediaries covers your
financial needs
Your internal financial policies strictly observe conditions set by
the donor NGO
Total
(Source: Research Findings)
Key for interpretation of means
35
Mean
4.80
4.13
3.37
3.07
2.77
2.23
3.07
3.03
2.57
3.30
3.23
Mean range
Response mode
Interpretation
3.26-4.00
Very high
2.51-3.25
Great extent
High
1.76-2.50
Moderate extent
Low
1.00-1.75
Not at all
Very low
Mean
3.53
2.93
3.23
3.77
2.90
3.27
Mean range
Response mode
Interpretation
3.26-4.00
Very high
2.51-3.25
Great extent
1.76-2.50
Moderate extent
1.00-1.75
Not at all
High
Low
Very low
Mean
3.43
4.07
2.90
3.07
3.23
3.53
3.77
3.50
3.57
2.80
3.39
Response mode
Interpretation
3.26-4.00
Very high
2.51-3.25
Great extent
High
1.76-2.50
Moderate extent
1.00-1.75
Not at all
Low
Very low
4.7 Performance
This subsection analyzes the performance variable. As shown in Table 4.4 the NGOs indicated
that their performance was moderate with an average mean of (M = 3.25) for the ten items
analyzed in the questionnaire for this section. Performance was best as indicated by few errors
reported by outside auditors (M = 3.67); high percent of output delivered on schedule (M = 3.50)
and the low number of formal reviews before plans are approved (M = 3.50). Performance was
most poorly indicated by high percentage variation from budget estimates (M = 2.63) and time
taken to complete projects (M = 2.67).
38
Mean
3.43
3.67
3.30
3.47
3.50
2.63
3.07
2.67
3.30
3.50
3.25
Response mode
Interpretation
3.26-4.00
Very high
2.51-3.25
Great extent
High
1.76-2.50
Moderate extent
Low
1.00-1.75
Not at all
Very low
MODEL SUMMARY
Model
R Square
Adjusted R Square
Std. Error
Estimate
.897a
.875
.868
.21540
39
of
the
ANOVAa
Model
Sum of Squares
Regression
df
Mean Square
8.759
3.190
Residual
11.881
31
.067
Total
25.765
34
F
30.985
Sig.
.000b
From the ANOVA statistics in the table above, the processed data had a significance level of 0%
which shows that the data is ideal for making a conclusion on the population parameter as the
40
significance(p-value) is less than 5%. The F critical at 5% level of significance was 30.985 since
F calculated is greater than the Fcritical (value= 1.684), this shows that the overall model was
significant and that Exchange of Funds, Exchange of competencies and Long term Interaction
significantly influence Performance.
COEFFICIENTSA
Model
Unstandardized
Coefficients
B
(Constant)
Std. Error
1.303
.364
EXCOFCOMPETENCIES
.910
.112
EXCOFUNDS
.790
LTINTERACTION
.259
Standardized
Coefficients
Sig.
Beta
3.975
.000
.239
11.013
.030
.101
.045
6.495
.000
.108
.602
.820
.000
41
42
showed a significant effect. This means that an increase inexchange of fundsby one unit results
to an increase in NGO performance by 0.91 units.
Likewise an increase in Exchange of competencies(assistance in management, assistance in
financial management, developing technical abilities, advocacy and campaigning and long term
planning)by one unit leads to an increase in NGO performance by 0.79 units.
However results tabulated shows that long term Interactions (beta .259; significance value of
000) accounts for the smallest variation in Partnershipwith 25.9% as compared to the other two
factors. Hence long term interactions in term of partnership agreements, implementations of
activities, contributions, equitable division of financial resources and tasks, development of
procedure affects NGOs performance by 25.9%.
These results lead to a conclusion that Partnershipsignificantly explains the performance of
NGOs in Kenya.
Decision on the hypothesis is now analyzed basing on the research findings;
Concerning the effect of exchange of funds on performance the alternative hypothesis was
validated H1a: Exchange of funds affects performance in local NGOs in PELUM Kenya
network.
Concerning the effect of exchange of competencies on performance the alternative hypothesis
was validated H2a: Exchange of competencies affects performance in local NGOs in PELUM
Kenya network.
43
Concerning the effect of long term interaction on performance the alternative hypotheses was
validated.H3a: Long term interaction affects performance in local NGOs in PELUM Kenya
network
Table 4.5 Regression Analysis
Variables regressed
R2
F-
Sig.
Interpretation
value
Decision
on Ho
.868
30.985
.000
Significant effect
Rejected
coefficients
Beta
Sig.
(constant)
1.303
3.975
.000
Exchange of funds
.910
11.013
.030
Significant effect
Rejected
Exchange of competencies
.790
6.495
.000
Significant effect
Rejected
.259
.820
.000
Significant effect
Rejected
44
outside auditors; high percent of output delivered on schedule and the low numbers of formal
reviews before plans are approved.
The findings indicate that through long term interaction, exchange of competencies and
exchange of funds, partnership improved the performance of the local NGOs in PELUM
Network. The findings support those of Damlamian (2006) who studied how a partnership
between corporations and nongovernmental organizations (NGOs) was beneficial. This case
study of two partnerships: Nepali Non-Governmental Organization (NNGO) and the Paper
Company between 1988 and 1989 and in Bangladesh-the partnership between the Body Shop
and the Handicrafts Organization in 1993 showed that partnering affected performance, but the
performance depended on the nature of the relationship and reasons for partnering.
The findings also agree with those of Verbovens (2006) researched, by survey, on how costs of a
firms in Finland were affected by mergers. The study by Verbovens (2006) found that there was
general reduction of costs among firms that had undergone M&A. The cost efficiencies were
realized through economies of scale, technological progress, purchasing economies, real costsavings and redistributive cost-savings. This study found that after mergers, sharing of resources
led to cost cutting and therefore cost efficiency.
45
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Summary
Theoretical postulation indicated that cost performance of NGOs improves due to partnering
with other NGOs. The channels through which the improvement is realized include long term
interaction, exchange of competencies and exchange of funds. This means there should be
positive relationships between performance and long term interaction, exchange of competencies
and exchange of funds. However, empirical studies have found variations of the relationships
between partnering and performance among mergers in all types of business organizations
including NGOs.
Results indicate that majority agreed to a great extent with the statements on exchange of funds.
This was revealed by a mean score of 3.23. Resources received from donors are relevant to NGO
objectives; increase in value of resources shared and adherence of conditions set by the donor
were agreed on to the greatest extent. However, results indicated that a majority agreed to a
moderate extent that NGOs receive funding from many NGOs and that the funding so received
covers their financial needs.
It was concluded thatExchange of funds has an effect on performance of NGOs with a beta value
of .910 with a significance value of .030, which showed a significant effect. This means that an
increase inexchange of fundsby one unit results to an increase in NGO performance by 0.91
units.
46
Results indicate that the majority agreed to a great extent with the statements on exchange of
competencies. This was depicted by a mean score of 3.27.Provision of assistance in management
and leadership, advocacy and campaigning were agreed on to avery greatextent. Financial
management and long term assistance was to a moderate extent.
It was concluded that exchange of competencies has an effect on the performance .Increase in
one unit leads to an increase in NGO performance by 0.79 units.Beta value of .790 with a
significance value of 000.
Long-term interaction statements were agreed on to a great extent with a mean score of
3.39.Implementation of activities defined in the work plans leading to concrete results and clear
expression of interest in continuing the partnership relationship were agreed on to a very
greatextent. Equitable contribution of financial resources and willingness for NGOs to open
themselves to be influenced were agreed on to a great.
Results tabulated shows that long term Interactionsaccounts for the smallest variation in
Partnership as compared to the other two factors. Increase in one unit leads to an increase in
NGO performance by 0.259 units. Beta value of .259 with a significance value of .000.
This research was designed to find out the unique relationship between performance and long
term interaction, exchange of competencies and exchange of funds among NGOs in Kenya.
Primary data was collected from the NGOs using a self-administered structured questionnaire.
Regression analysis was done to establish the relationship among the variables believed to be key
in partnership among NGOs.
47
5.2 Conclusions
From the finding of this research, the following conclusions are made.Performance was most
strongly affected by the relevance of resources received from donors to objectives and the
increasing value of resources shared. Performance was also affected by the relevance of
resources received from donors to objectives and the increasing value of resources shared.
Further, exchange of competencies moderately affected performance mostly through partner
NGO providing assistance in management, leadership, advocacy and campaigning.
Performance was moderately affected by long term interaction with through the implementation
of activities defined in work plans; building of confidence and trust among partners and
recognition of respective comparative advantages and response of partnerships to NGOs
strategic objectives. However, the performance of the NGOs was featured with few errors
reported by outside auditors, high percent of output delivered on schedule and the low numbers
of formal reviews before plans are approved.
It was concluded thatExchange of Funds has an impact on performance of NGOs with a beta
value of .910 with sig=.030, which showed a significant effect. This means that an increase
inexchange of fundsby one unit results to an increase in NGO performance by 0.91 units.
Likewise an increase in Exchange of Competencies (assistance in management, assistance in
financial management, developing technical abilities, advocacy and campaigning and long term
planning)by one unit leads to an increase in NGO performance by 0.79 units.
48
However results tabulated shows that long term Interactions (beta 259; significance value of
.000) accounts for the smallest variation in partnership with 25.9% as compared to the other two
factors. Hence long term interactions in term of partnership agreements, implementations of
activities, contributions, equitable division of financial resources and tasks, development of
procedure affects NGOs performance by 25.9%.
5.3 Recommendations
Based on the findings of this study, the following recommendations arise.
5.3.1 Policy Recommendations
NGOs should set out clear policies concerning why and how they wish to partner with other
NGOs, be they local or international. Local NGOs agreed to a moderate extent they are open to
be influence under partnership arrangement. This recommendation is premised on thefact that the
very NGOs agree to a very great extent that partnership arrangements assist them in leadership,
management campaigning and advocacy. If local NGOs open themselves to positive influence,
they would achieve even greater results. None the less, care should be taken to ensure that local
NGOs only open themselves to positive and not undue influence.
Secondly, there is need to strengthen, exchange of competencies from financial management and
long term planning perspective. This recommendation is based on two facts. One, if partnership
assists local NGOs in leadership, management, campaigning and advocacy. Then capacity
development through partnership is evident. Local NGOs only need to identify the how the
financial management and long term planning assistance components can be integrated in the
partnership models that they engage in. In addition, financial management skills are a key selling
49
point to donors in the wake of increased transparency and accountability standards. Donors are
looking for organizations that are not only able to effectively reach grass root communities but
also able to show their financial management diligence. This would give local NGOs a
competitive edge.
Thirdly, local NGOs should diversify their fundraising strategies. Results indicate that local
NGOs do not receive funding from many intermediary NGOs and when they do so, the funding
so received does not fully cover their running overheads. Diversification of sources of funding
would help the local NGOs reduce the unsystematic risk. This would help the local NGOs stand
in times of political and financial blows that would affect funding from donors from time to time.
5.4Suggestions for Further Research
Also given that Kenya is a key player in the East African community the study can be expanded
to cover other NGOs within the East African community in order to provide result that will be
useful in that context. A study can be done to cover all the NGOs in East Africa.
A future researcher can conduct the research with the aim of determining whether there are other
factors that affect the NGO performance. This will help provide an explanation of why the
coefficient of determination is not equal to one. Such a study will provide solution as to which
other factors are to be considered to make the relationship stronger.
50
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53
56
KCA UNIVERSITY
MBA PROGRAMME
TELEPHONE
P.O. BOX ..
TELEGRAMS:
NAIROBI, KENYA
TELEX:
July 20, 2012
The Manager,
.
Dear Sir/Madam,
RE: INTRODUCTION-PAULINE G. KIMANI
I am a student of the University of Nairobi, pursuing a Masters of Business Administration
degree. In partial fulfillment of the requirements for this degree, I am required to carry out a
management research project on a real topic in my area of study. I am conducting a survey to
find out theeffects of partnerships on the performance of local non-governmental organizations
in Participatory Ecological Land Use Management (PELUM) Kenya network.
I kindly request you to provide the required information to the best of your knowledge by filling
out the attached interview guide. The information is strictly for academic purposes only and will
be treated in the strictest confidence. A copy of the research project will be made available to
you on request. Your kind assistance will be highly appreciated.
Yours faithfully,
Pauline Kimani (Researcher)
57
Exchange of funds
58
To what extent do you agree that the following affect the performance of your NGO? Tick
the option that best explains your view.
(1= strongly disagree, 2= disagree, 3=neutral, 4=agree, 5=strongly agree)
II.
Exchange of Competencies
59
To what extent do you agree that the following affect the performance of your NGO? Tick
the option that best explains your view.
(1= strongly disagree, 2= disagree, 3=neutral, 4=agree, 5=strongly agree)
III.
60
Section B
Indicate by a tick (
) the extent to which you agree with the following statements
concerning the performance of your NGO.
(1= Not at all, 2= Little extent, 3=Moderate extent, 4=Great extent, 5=Very great extent)
IV.
Performance
61
62
Name of NGO
Short Name
Province/provinces
ARDP
Rift Valley
Anglican Development
Service/ACK Doss
ADS
All provinces
ALIN
ABN
Central, Nairobi
BAC
BIDII
Eastern
BiOGI
Western,Nyanza
63
BERMA
Western, Nyanza
CEFA Kenya
All Provinces
10
CMAD
Nyanza
11
CIFORD
Eastern
12
Community Sustainable
Development Empowerment
Program
COSPED
central
13
Community Rehabilitation
Environmental Programme
CREP
Nyanza
14
GBIACK
Central, Eastern
15
ICE
Central, Eastern
16
Inades
Eastern
17
KIOF
Nairobi, Central
18
KOAN
Nairobi
19
KDC
Eastern
20
KICIP
Western
64
Initiative Programme
21
Manor House
22
NECOFA
23
NIA
24
Western,Nyanza
25
OACK
Nairobi
26
Real Impact
RI
27
RODI
Central,Nyanza,Nairobi
28
RIDEP
Eastern
29
Revitalization of Indigenous
Initiatives Community Development
RINCORD
30
SHA
Rift Valley
31
Smart Initiatives
32
SACDEP
65
33
34
SARI
Rift Valley/North
35
TTWF
Coastal
36
UCCS
Eastern
37
UDO
38
WRC
CS
39
VIAFP
Rift Valley
40
YARD
Central
66