Influence of Strategy Implementation on Organizational Effectiveness of Non-Governmental Organizations in Kenya

INFLUENCE OF STRATEGY IMPLEMENTATION ON ORGANIZATIONAL EFFECTIVENESS OF NON-GOVERNMENTAL ORGANIZATIONS IN KENYA

GRACE MWAI

UNITED STATES INTERNATIONAL UNIVERSITY – AFRICA

FALL 2017 INFLUENCE OF STRATEGY IMPLEMENTATION ON ORGANIZATIONAL EFFECTIVENESS OF NON-GOVERNMENTAL ORGANIZATIONS IN KENYA

GRACE MWAI

A Dissertation Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirements for the Award of the Degree of Doctorate in Business Administration (DBA)

UNITED STATES INTERNATIONAL UNIVERSITY – AFRICA

FALL 2017

STUDENT’S DECLARATION

I, the undersigned, declare that this is my original work and has not been submitted to any other institution or university other than the United States International University – Africa in Nairobi for academic credit.

Signed: ______Date: ______

Grace Mwai (ID 640115)

This dissertation has been presented for examination with our approval as the appointed supervisors.

Signed: ______Date: ______

Dr. Juliana M. Namada

Signed: ______Date: ______

Prof. Paul Katuse

Signed: ______Date: ______

Dean, Chandaria School of Business

Signed: ______Date: ______

Deputy Vice Chancellor, Academic and Students Affairs

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All rights reserved. No part of this dissertation report may be photocopied, recorded or otherwise reproduced, stored in retrieval system or transmitted in any electronic or mechanical means without prior permission of USIU-A or the author.

ABSTRACT

The purpose of the study was to analyze the influence of strategy implementation on organizational effectiveness in non-governmental organizations in Kenya. This research rests on six research questions stated as follows: What is the influence of leadership style on the organizational effectiveness of NGOs in Kenya? What is the influence of organizational structure on the organizational effectiveness of NGOs in Kenya? What is the influence of organizational resources on the organizational effectiveness of NGOs in Kenya? What is the influence of organizational culture on the organizational effectiveness of NGOs in Kenya? What is the influence of the combination of leadership style, structure, resources, and culture on the organizational effectiveness of NGOs in Kenya? Lastly, what is the influence of the intervening variable, donor policy, on strategy implementation and organizational effectiveness of NGOs in Kenya?

The research philosophy used in this research was positivism, as this research heavily relied mainly on quantitative data and because it was to observe a social reality, organizational effectiveness. Explanatory and descriptive research design espoused. This research is explained as exploratory, for it examined organizational effectiveness to get new insights, assess phenomena in a new perspective and explain how a change in the independent variables affects the dependent variable. This study used a field-based survey strategy, correlational in research approach and cross-sectional in time consideration. The population was NGO project managers of NGOs registered with Kenya‟s NGO Co-ordination Board in 2016. Simple random sampling technique was used to draw out a sample size of project managers from the total population. A questionnaire that had both open and close ended questions was used for data collection. Data analysis was executed using inferential and descriptive statistics. The descriptive data included standard deviation, mean and percentages, whereas inferential analysis included Pearson Correlation, Linear Regression, and ANOVA.

On the first research question findings indicate leadership style causes a significant positive influence on organization effectiveness. On the second research question, findings indicate organization structure causes a significant positive influence on organization effectiveness. On the third research question, findings indicate organization resources causes a significant

positive influence on organization effectiveness. On the fourth research question, findings indicate culture causes a significant positive influence on organization effectiveness.

On the fifth research question, the combination of all the independent variables significantly influences organizational effectiveness. Regarding the six research question, the study reveals that donor policies have no significant intervening influence between strategy implementation and organizational effectiveness; the coefficient analysis confirms that donor policies do not significantly intervene between strategy implementation and organizational effectiveness.

The conclusion was as follows. The leaders and manager must provide distinct, specific instructions and be concerned about their employees to attain organizational goals. Authority sharing influenced the achievement of organizational goals and centralization of power ensured stakeholder satisfaction. The study also concludes that two parameters of organizational effectiveness, goals attainment and stakeholder‟s satisfaction are not significantly influenced by staff empowerment, fund raising efforts and how funds are allocated. A unique finding was that reward policy did not support goals attainment according to this study. Power distance between employees and management was not a significant cultural factor that affects NGOs in Kenya. In addition, when leadership style, structure, resources and organization culture are combined, they have a positive and significant relationship to organizational effectiveness of NGOs in Kenya. The donor policies; disability policies, gender policies, women empowerment, environmental compliance, and donor regulations enhance organization effectiveness. However, the five constructs of donor policies combined are not an intervening variable between strategy implementation and organizational effectiveness.

Further research is recommended to determine the effect of the national political environment on the organizational effectiveness of NGOs, especially those in the civil-society sector. The recommendation to develop an NGO organizational effectiveness ranking metric to provide classification of NGOs into categories based on how effective they are in achieving their mission and strategy.

ACKNOWLEGMENTS

I acknowledge, with heartfelt gratitude, the support, time, patience and guidance received from my supervisors, Dr. Juliana Namada and Prof. Paul Katuse. Acknowledgement is made to the research assistants, editors and statisticians who assisted in this study. A big thank you to my husband, family, colleagues and friends for the role they played in encouraging me, celebrating every milestone along this journey and ensuring the completion of this dissertation. Most of all, I am grateful to God for the ability, strength and resilience that has seen me complete this endeavor.

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DEDICATION

This dissertation is dedicated to Mrs Mary Gathoni Mwai for her diligence and never giving up on me, for always believing in the two gowns black and white, I treasure you and memories held. This dissertation is also dedicated to My Husband Mr Nyangena for being my number one cheer lead and fan, for all the support and tasks you had to undertake to ensure my completion. In addition to my Dad, sisters and brother, thank you for cheering me on and making this journey lighter.

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TABLE OF CONTENTS

STUDENT’S DECLARATION ...... iii

ABSTRACT ...... v

ACKNOWLEGMENTS ...... vii

DEDICATION...... viii

LIST OF TABLES ...... xii

LIST OF FIGURES ...... xiv

LIST OF ACROYNMS AND ABBREVIATIONS ...... xv

CHAPTER ONE ...... 1

1.0 INTRODUCTION...... 1

1.1 Background of the Study ...... 1

1.2 Statement of the Problem ...... 11

1.3 Purpose of the Study ...... 12

1.4 Research Questions ...... 12

1.5 Research Hypotheses ...... 13

1.6 Significance of the Study ...... 14

1.7 Scope of the Study ...... 15

1.8 Definitions of Terms ...... 16

1.9 Chapter Summary ...... 18

CHAPTER TWO ...... 19

2.0 LITERATURE REVIEW ...... 19

2.1 Introduction ...... 19

2.2 Theoretical Review ...... 19

2.3 Conceptual Framework ...... 29

2.4 Empirical Review ...... 41

2.5 Chapter Summary ...... 57

CHAPTER THREE ...... 58

3.0 RESEARCH METHODOLOGY ...... 58

3.1 Introduction ...... 58

3.2 Research Philosophy ...... 58

3.3 Research Design...... 59

3.4 Population ...... 62

3.5 Sampling Design ...... 62

3.6 Data Collection Methods ...... 66

3.7 Research Procedures ...... 67

3.8 Data Analysis Methods ...... 72

3.9 Chapter Summary ...... 78

CHAPTER FOUR ...... 79

4.0 RESULTS AND FINDINGS ...... 79

4.1 Introduction ...... 79

4.2 Prerequisite Analysis for Regression Tests ...... 80

4.3 Demographic Information ...... 83

4.4 Influence of Leadership Style on Organizational Effectiveness of NGOs in Kenya ...... 88

4.5 Influence of Structure on Organizational Effectiveness of NGOs in Kenya ...... 95

4.6 Influence of Resources and Organizational Effectiveness of NGOs in Kenya ...... 101

4.7 Influence of Culture on Organizational Effectiveness of NGO‟s in Kenya ...... 108

4.8 Influence of Combination of Leadership styles, Culture, Resources and Culture on Organizational Effectiveness of NGOs in Kenya ...... 115

4.9 Influence of Donor Policies on Strategy Implementation and Organizational Effectiveness ...... 122

4.10 Chapter Summary ...... 131

CHAPTER FIVE ...... 132

5.0 SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS ...... 132

5.1 Introduction ...... 132

5.2 Summary of the Findings ...... 132

5.3 Discussion ...... 134

5.4 Conclusions ...... 151

5.5 Recommendations ...... 154

REFERENCES ...... 158

APPENDICES ...... 176

APPENDIX 1: LETTER OF INTRODUCTION...... 176

APPENDIX 2: LETTER OF AUTHORIZATION TO CONDUCT RESEARCH ...... 177

APPENDIX 3: SURVEY QUESTIONNAIRE...... 178

APPENDIX 4: SAMPLING FRAME...... 183

APPENDIX 5: NACOSTI LETTER OF RESEARCH AUTHORIZATION ...... 296

APPENDIX 6: NACOSTI RESEARCH CLEARANCE PERMIT ...... 297

LIST OF TABLES

Table 3.1 Reliability of Instruments ...... 70

Table 4.1: Response Rate ...... 79

Table 4.2: Multicollinearity Test ...... 81

Table 4.3: Heteroscedasticity Test Results ...... 82

Table 4.4: Autocorrelation Tests...... 82

Table 4.5: Organization Size...... 83

Table 4.6: Period of work in Kenya ...... 84

Table 4.7: Frequency of Strategic Plan Review...... 85

Table 4.8: Actors in charge of Strategy Implementation ...... 88

Table 4.9: Descriptive Analysis of Leadership Style...... 89

Table 4.10: Model Summary of Leadership Style and Organizational Effectiveness ...... 90

Table 4.11: ANOVA Test of Leadership Style and Organizational Effectiveness ...... 90

Table 4.12: Detailed Coefficient of Leadership Style and Organizational Effectiveness ..... 91

Table 4.13: Coefficient of Leadership Style and Organizational Effectiveness ...... 93

Table 4.14: Descriptive Analysis Organization Structure ...... 95

Table 4.15: Model Summary Organization Structure on Organizational Effectiveness ...... 96

Table 4.16: ANOVA Test Organization Structure on Organizational Effectiveness ...... 97

Table 4.17: Detailed Coefficients of Organization Structure on Organizational Effectiveness ...... 97

Table 4.18: Coefficients of Organization Structure on Organizational Effectiveness ...... 99

Table 4.19: Descriptive Analysis of Resources ...... 102

Table 4.20: Model Summary of Resources...... 103

Table 4.21: ANOVA Test for Resources on Organizational Effectiveness ...... 103

Table 4.22: Detailed Coefficients of Resources ...... 104

Table 4.23: Coefficients of Resources and Organizational Effectiveness ...... 106

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Table 4.24: Descriptive Analysis of Culture ...... 109

Table 4.25: Model Summary Culture on Organizational Effectiveness ...... 110

Table 4.26: ANOVA Culture on Organizational Effectiveness ...... 110

Table 4.27: Consolidated Coefficient of Culture on Organizational Effectiveness ...... 111

Table 4.28: Coefficient of Culture on Organizational Effectiveness ...... 113

Table 4.29: Descriptive Analysis of Combination of Leadership styles, Culture, Resources and Culture...... 116

Table 4.30: Model Summary Strategy Implementation on Organizational Effectiveness .. 117

Table 4.31: ANOVA Strategy Implementation on Organizational Effectiveness ...... 117

Table 4.32: Coefficients Leadership styles, Organization Structure, Resources and Culture on Organizational Effectiveness ...... 118

Table 4.33: Correlation Matrix Strategy Implementation Constructs ...... 119

Table 4.34: Model Summary for all Hypotheses ...... 120

Table 4.35: ANOVA Test for Hypotheses ...... 120

Table 4.36: Multiple Regression Coefficients for Independent Variables ...... 120

Table 4.37: Donor Policies Descriptive Analysis ...... 123

Table 4.38: Model Summary Donor Policies influence on Strategic Management and Organizational Effectiveness ...... 124

Table 4.39: ANOVA Influence of Donor Policies on Organizational Effectiveness and Strategic Management ...... 124

Table 4.40: Simple Regression Coefficient for Donor Policies Influences on Organizational Effectiveness and Strategic Management ...... 125

Table 4.41: Coefficient Donor Policies Intervening influence on Strategy Implementation and Organizational Effectiveness ...... 126

Table 4.42: Summary of Hypotheses Testing ...... 129

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LIST OF FIGURES

Figure 4.1: Normality Test Results ...... 80

Figure 4.2: NGOs with Written Strategic Plans ...... 84

Figure 4.3: Gender Spread...... 86

Figure 4.4: Age Spread ...... 86

Figure 4.5: Number of Years Worked ...... 87

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LIST OF ACROYNMS AND ABBREVIATIONS

ANOVA Analysis of Variance

ERP Enterprise Resource Planning

GCC Gulf Cooperation Council

GST General Systems Theory

KR Kuder Richardson

MLQ Multifactor Leadership Questionnaire

NACOSTI National Commission for Science, Technology and Innovation

NGO Non-Governmental Organization

ODA Official Development Aid

OECD Organization for Economic Co-operation and Development

PBO Act Public Benefit Organization Act

RBV Resource Based View Theory

SDG Sustainable Development Goals

SPSS Statistical Package for Social Science

UN United Nations

UNDP United Nations Development Programme

US United States

US$ United States Dollar

USIU-A United States International University – Africa

VIF Variance Inflation Factor

WEF World Economic Forum

CHAPTER ONE

1.0 INTRODUCTION

1.1 Background of the Study

Organizations often prioritize strategy development and implementation as a critical task in order to be successful, given the turbulent business environments in which they operate (Pearce & Robinson, 2013). Strategic management practices include planning, implementation, evaluation and control (David, 2011). Strategic management influences the competitive positioning of a firm in an industry. This, in turn, determines the organization‟s performance, which translates to whether the organization is meeting its goals (Johnson, Scholes & Whittington, 2008). A well-articulated strategy leads to stakeholder engagement and, as a result, promotes commitment to implementation of strategic management practices that often lead to competitive advantage and sustainable performance (Olanipekun, Abioro, Akanni, Arulogun & Rabiu, 2015).

Most of the academic contributions in strategic management focus on the business sector. While literature on the not-for-profit sector is limited, strategy implementation varies substantially among different types and sizes of organizations (Bagire, Aosa & Awino, 2012; David, 2011). This provided motivation for this study, which examined whether strategy implementation influences the organizational effectiveness of non-governmental organizations (NGOs). Strategy implementation involves establishing annual objectives, policies, human resource tactics, and allocating resources to ensure formulated strategies are executed (David, 2011).

The importance of strategy implementation lies in the processes and activities that transform the strategy formulated into a series of actions and results to ensure that the vision, mission and objectives of an entity are achieved (Thompson & Strickland, 2008). Strategy implementation includes developing a supportive organizational culture, operationalizing an effective organizational structure, refining marketing efforts, developing budgets, using information systems innovatively, and ensuring employee compensation is linked to organizational performance (David, 2011). An organization that meets its core business strategies, existential goals and objectives is effective (Yukl, 2008).

Organizational effectiveness points towards effective, prudent and strategic use of all organizational resources – which include, human, financial and technological resources – for creating competitive advantage (Daft, 2010). Organizational effectiveness has a link to strategy implementation. Yukl (2008) asserts that effectiveness refers to the capability of the organization to meet its set vision and mission given the resources in its possession. Organizational effectiveness is also defined as the proficiency with which a firm can meet its objectives by meeting the planned outcome without wastage or with minimum use of energy, money, labor and time resources (Lunenburg, 2012).

Organizational effectiveness is viewed as the extent to which an organization's main tasks are accomplished and finalized, with the construct of effectiveness being compactly associated with the successful performance of an organization (Kafashpoor, Shakoori & Sadeghian, 2013). To measure effectiveness, Lee and Choi (2003) proposed a set of criteria that include overall success, market share, profitability, growth rate and innovation. Commonly-proposed measures of organizational effectiveness are net profitability compared to budgeted profitability, growth achieved over a planning period, and customer satisfaction (Yukl, 2008).

Suggested factors that ensure an organization‟s success in strategy implementation are: Providing financial incentives to staff members and teams when they meet objectives as stated in the strategy; developing a work plan listing strategic intents and responsibility for each department; and personnel participation in the strategy formulation process to create ownership of the strategy during the implementation stage (Zepsa & Ribickisb, 2015). To enhance organizational effectiveness, senior management teams should strive for better leadership, direction, communication, adaptability, interaction and a positive environment to improve an organization‟s effectiveness (Heilman & Kennedy-Philips, 2011).

Aligning an organization to the strategy assists in solving the problem of communication, especially challenges of formal reporting and bureaucracy that affect organization effectiveness (Basuony, 2014). Effectiveness is broader than efficiency; Daft (2010) argues that efficiency refers to the amount of resources – for example raw materials, labor, and funds – used to achieve a certain outcome in an organization, whereas effectiveness is the ability of an organization to achieve its set objectives or strategy.

The main differences between organizational efficiency and organizational effectiveness is that organizational efficiency is an indicator of the performance of input and output ratio, whereas organizational effectiveness reflects the degree of improvement of internal processes of the organization, such as organizational culture, structure, culture and community (Pinprayong & Siengtai, 2012). Organizations that are efficiency-oriented focus on sales, quality and creation of benefit, output, innovation and cost reduction (Zheng, 2010). Effectiveness-oriented organizations, on their part, focus on the goal and mission of the organization and the right strategy and measure if its implementation is thriving (Daft, 2010). Organizational effectiveness aids in the assessment of the progress made towards fulfillment of mission and achievement of goals (Heilman & Kennedy-Philips, 2011).

Analyzing organizational effectiveness through organizational commitment may take various forms, as suggested by Meyer and Herscovitch (2001), such as the psychological attachment felt by an individual employee‟s identification with the organization, involvement of employees in the decision-making process, and the relationship between a leader and staff members. Attainment of superior staff performance is possible through transformation of staff attitudes towards the organization through utilizing the concepts of organizational effectiveness (Mahalinga, 2010). Building on Mintzeberg‟s framework, highly effective organizations are seen to have a competitive edge in five components: leadership, decision- making and structure, people, work processes and systems, and culture (Lunenburg, 2012).

Strategy formulation is deemed challenging by many authors, although a majority agrees that strategy execution resulting in successful outcomes is even more perplexing and complex (Rajasekar, 2014). Strategy implementation is more difficult than its formulation, since implementation requires precision planning, leadership skills, and the organization of resources and activities, besides making sure that people are committed to the new strategy (Rajasekar, 2014). Strategy formulation, on its part, requires gaining an understanding of the business, utilizing creativity, and assessing the market opportunities in comparison to the firm‟s strengths (Rajasekar, 2014).

In a survey, only 14 percent of organizations had done strategy execution successfully, even though about 80 percent of them had a strategy that fitted in well with the sector environment and internal process (Cater & Pucko, 2010). Strategy leads to change, and about 70 percent

of all change initiatives fail (Beer & Nohria, 2000). Change management is often an instrument for strategy implementation; this is because the enactment of formulated strategy introduces organizational change, with expectations that the organization will align with a changing external environment (Markiewicz, 2011). Organizational change, therefore, is the transformation of the existing business system and activities to new formulated procedures aimed at realizing the mission and goals of the company (Markiewicz, 2011). Other statistics state that nine out of 10 organizational strategies fail to be successfully implemented (Speculand, 2009).

For successful strategy implementation, five recommendations for leaders were suggested (Speculand, 2014). First, both crafting and implementation strategy must be given importance. Second, there needs to be commitment to review and frequently share the status of the implementation process with employees. Third, the strategy must be reviewed to align with the changing business environment. Fourth, the provision of an enabling environment and culture that support the strategy implementation; and last, monitoring and follow-up on each milestone in the strategy formulated (Speculand, 2014). Organizations often change their strategy to reposition themselves and adapt to market opportunities and threats. When considering how to implement a strategy, most organizations must take care not to constrain any creativity with the new strategy (Radomskaa, 2014).

Organizations have a myriad of challenges that require the implementation of corporate strategies to remain competitive (Daft, 2010). These challenges include intense competition in the business environment due to turbulence, changing customer needs, and an increasingly technology-driven workplace (Daft, 2010). The implementation of strategic change by an organization, therefore, should focus simultaneously on the hardware, downsizing, economic incentives, restructuring, layoffs, and maximizing of shareholder value. In addition, the organization should focus on the software to build the corporate culture, employee attitudes, capabilities, and commitment (Beer & Nohria, 2000).

Success in organizational strategic change implementation can be achieved through introducing measures that reinforce change; this may include, for example, engaging consultants as expert resource persons to train employees, and planning for spontaneity since the external environment is dynamic (Beer & Nohria, 2000). Ten proposals have been

suggested for overcoming challenges in strategy implementation (Raps, 2005). These include the commitment and loyalty of the top management to the strategy, coupled with involvement of middle-level managers from the formulation stage up to strategy implementation and monitoring. Secondly, there must be two-way communication about the strategy, allowing staff to ask questions and provide updates. Integration of the soft aspects, such as human resources and organization culture, is also required. In addition, organization aspects like structure and the shareholder value proposition of the implementation must be taken care of.

Another factor involved clear assignment of responsibility among the cross-functional areas of the organization, understanding the barriers to change, and ensuring mitigating measures were in place (Raps, 2005). The research also found that team building emphasis and human resource were a key strategy-implementation factor where attention was called for, with a clear understanding of the personality of different team members. The study also revealed that using supportive implementation tools – such as a balanced scorecard and considering the buffer time for incidents and eventualities during the strategy implementation – helps in overcoming challenges in strategy implementation (Raps, 2005).

Therefore, to be successful at strategy implementation, nine steps are recommended to ensure corporate strategy becomes an integral part of an organization's culture (Feo & Janssen, 2001). These steps are: Development of a vision statement; consensus on the organization‟s mission; formulation of strategies; setting of strategic goals; institution of corporate values; frequent communication of policies; involvement of top management leadership; commitment to strategy implementation; and measuring of progress on strategy formulated using key performance indicators (Feo & Janssen, 2001). A number of studies have been carried out to explore the influence of strategy implementation on organizations. Studies undertaken in Europe include Umar (2005), who explored the impact of strategic management as a tool for achieving an effective and efficient merger and acquisition at Nestle and at Lever Brothers, a public listed company.

Based on the findings of their study, it was concluded that strategic management played an important role in the success, growth and survival of the company, particularly where mergers were concerned. Echoing previous studies, Zaribaf and Hamid (2010) did a case

study of Pasargad Bank in Tehran city in Iran, Asia; they found that most executives in the organization spent a lot of energy, money and time undertaking strategy formulation, but did not provide sufficient input for proper strategy implementation. Effective factors affecting strategic implementation are leadership, organizational structure, human resources, information systems, and technology (Zaribaf & Hamid, 2010). Their study contributed to this study‟s variables – leadership and organizational structure – which are components of strategy implementation.

Malunga (2012) undertook a study on improving the effectiveness of strategic planning in local NGOs in Malawi and concluded that there is a renewed focus on strategic plans, with most NGOs expecting a strategy to lead to success. Their study provides impetus to find out if implementing an organization‟s strategy leads to organizations that are more effective. The impact of strategic management on organizational growth and development of selected manufacturing firms was studied in Anambra State, in Nigeria (Muogbo, 2013). The study indicated that the adoption of strategic management has significant effect on competitiveness, employee performance and increased organizational productivity (Muogbo, 2013).

Within East Africa, a study done by Wairimu (2014) focused on the impact of NGOs in northern Uganda and concluded that NGOs could improve the legitimacy and impact of their activities if they researched and understood the local population and legal framework. Their study gave impetus to efforts to review whether donor and governance policies influenced strategy implementation and organization effectiveness. Bagire et al. (2012) did a study on the relationship between three factors – NGO structure, leadership personal factors, and performance implications – in NGOs in Uganda and concluded that using the configuration approach provided an appreciation of NGO performance construct. Strategy configuration based on the configuration theory seeks to study the effect of variables attribution collectively, to find out whether these were more meaningful collectively than individually (Bagire et al., 2012).

It was concluded that performance measurement in NGOs was a multidimensional construct often consisting of intangibility of services, differing internal practices, unknown outcomes and different stakeholder interests, which contrasts with for-profit organizations (Bagire et al., 2012). Their study provided impetus for this study to find out if leadership styles and

NGO structure influence organizational effectiveness. To understand the dynamic multifaceted nature of policies influencing NGO governance, a classification proposed by O'Dwyer and Boomsma (2015) divides policies into three different regimes: imposed, felt and adaptive. Imposed is formal, external oversight and control, while felt refers to a voluntary obligation to have values and a mission influenced by ethical behavior of the staff and founders within NGOs. On the other hand, the adaptive regime presupposes agreed-upon ways of organization behavior, given the imposed and felt regimes.

On policies, analysts have suggested that the implications of advancing women-focused affirmation to address gender inequalities has changed from being done at the periphery of society to the centers of power (Orloff & Schiff, 2014). Persons with disability are considered part of NGO policy and governance issues, where NGOs, donors and associations of international networks are keen to promote the 2006 UN Convention on the Rights of Persons with Disabilities, which is about resolving the marginalization of persons with disability (Meyers, 2014; Rieser, 2012). With NGO governance constituting policies that address the needs of persons with disability, Grech (2009) posits that persons-with-disability models adopted align to internationally-accepted policies. In addition, policies on persons with disability sometime dictate the terms of engagement given by the NGOs‟ financiers.

Development sector policies pose a challenge given the ineffective national legal and social environments influenced by civic traditions and lower levels of governmental capacity found in developing countries as compared to Western countries (Grech, 2009). The Organization for Economic Co-operation and Development (OECD) noted – though with difficulty in data verification – that “the funds that industrialized economies channeled through NGOs rose from 0.2 percent of their total bilateral Official Development Aid (ODA) in 1970 to 17 percent in 1996 (Allard & Martinez, 2008).

Reviewing the humanitarian assistance in the year 2016, for example, reveals that the annual amount spent on humanitarian assistance was US$27.3 billion, which increased by 6 percent from the year 2015 at US$25.8 billion (GHA, 2017). There has been a decline in the increase of funds spent on humanitarian assistance for three consecutive years, with 18 percent in 2013, an increase to 21 percent in 2014, followed by a drop to 12 percent in 2015 and to 6 percent in 2016. The top five sources of humanitarian funds in 2016 were the United States

(US) at US$6,314 million, Turkey US$6,000 million, the United Kingdom (UK) at US$2,741 million, Germany at US$2,628 million and the European Union at US$2,343 million (GHA, 2017). Sources of funds are from governments around the world, multilateral development banks, private donors (which include faith-based giving), crowd sourcing, private-sector investments like impact bonds and guarantees, and political insurance (GHA, 2017).

Most government donors prefer to channel humanitarian assistance funds through multilateral organizations, for example UN agencies. In 2015, NGOs received US$9.5 billion, with 60 percent of their funds being from private donors. In 2016, the humanitarian assistance was channeled to the following categories of NGOs: 85 percent (US$3.7 billion) was to international NGOs, 1.6 percent (US$69 million) to southern international NGOs, 1.4 percent (US$59 million) to national NGOs, 0.3 percent (US$13 million) to international affiliated NGOs. Up to 0.2 percent (US$7 million) and 12 percent (US$509 million) was undefined. National and local NGOs received 0.2 percent directly, even though they may have received funds indirectly through international organizations; this provides impetus to research on the capacity of local NGOs to operate effectively given their mission and goals.

NGOs are private, nonprofit making organizations that aim to serve particular societal interests by focusing advocacy and/ or operational efforts on social, political and economic goals, including equity, education, health, environmental protection, and human rights (Teegen, Doh & Vachani, 2004). NGOs are non-profit, voluntary citizen groups organized at the local, national or international levels (Teegen et al., 2004). They can be classified into three types – operational, advocacy, and hybrid (Nancy & Yontcheva, 2006; Yaziji, 2004).

Operational NGOs provide goods and services to needy clients. Advocacy NGOs promote the interests of people groups who do not have either a voice or access to do so by themselves to national governments and internationally. Hybrid NGOs provide advocacy and operational tasks as discussed above and, in addition, social needs, whether on their own or in cooperation with business or governments (Nancy & Yontcheva, 2006; Yaziji, 2004). Because NGOs often organize around specific issues – such as health and environmental protection or human rights – they can serve as early warning mechanisms or monitors of official agreements in their areas of concern (Teegen et al., 2004).

NGOs provide certain benefits to society, including raising awareness to matters of public concern, and advancing the needs of specific groups not represented by the government. Often, they are more cost-effective than private or public organizations or institutions (Nancy &Yontcheva, 2006; Yaziji, 2004). Moreover, the dense extensive networks of NGOs are different from those of the typical multinational enterprises or government, often due to having worked in challenging settings or with underserved populations, and they generally enjoy a greater degree of legitimacy in the eyes of the public (Nancy & Yontcheva, 2006; Yaziji, 2004).

In Kenya, the NGOs Coordination Board is responsible for registering, facilitating and coordinating all national and international NGOs operating in Kenya; advising the government on their contribution to national development; providing policy guidelines for NGOs to align their activities with national priorities; and receiving and analyzing NGOs‟ annual reports (NGO Board, 2016). In Kenya, the NGOs Co-ordination Act (No. 19 of 1990), amended through the Kenya Gazette Supplement No. 85 (Act No. 8) of 23 October 1992, provides the definition of NGO. NGOs are defined as private voluntary grouping of individuals or associations, not operated for profit or for other commercial purposes but which have organized themselves nationally or internationally for the benefit of the public at large (NGO Board, 2016). The mission of NGOs is mainly focused on the promotion of social welfare, development, charity or research in the areas inclusive of – but not restricted to – health, relief, agriculture, education, industry, and the supply of amenities and services (NGO Board, 2016).

The global trends for NGOs are: Fundraising uncertainties, effects of climate change, movement and structure of populations, increased economic inequalities, innovations around social activism, the role of civil society, changing geopolitical dynamics, the impact of new technologies, and greater interconnectivity using the Internet and leading to the “one world approach” (Green, 2015). The recent “shift to the south” is increasingly becoming an area of concern for NGOs, too, where issues previously facing northern nations countries are now facing developing nations as well, such as obesity, road accidents, and alcohol abuse; these are increasing causes of death, other than more traditional causes like malaria (Roche & Hewett, 2013; Green, 2015).

Other global NGO sector trends are: Improved mass literacy, a larger middle class in developing nations, and the rise in women in political positions. Suggestions to increase success for NGOs in overcoming these challenges include changing to systematic thinking through seeking ways to receive timely feedback, and unique collaborations with the not- uncommon partners to allow leverage, research and experimentation on innovative approaches (Thorpe, 2014; Green, 2015). In 2015, the 2030 Agenda for Sustainable Development and the 17 Sustainable Development Goals (SDGs) were adopted by all nations as the universal policy towards better life and eradication of poverty and inequalities to be worked on by governments, private entities and the nonprofit sector (Hege & Demailly, 2018).

The role of NGOs in the actualization of SDGs involves several facets. First is the implementation of projects that prioritize any or a combination of the 17 SDGs. Secondly, the NGOs monitor the progress and accountability of national governments to meet the commitments they have signed to in the SDGs, and use the SDGs to advocate and legitimize their point of view (Spitz, Kamphof, & van Ewijk, 2015). Thirdly, ensuring the transparency and accountability of private-sector players to the SDGs, through lobbying and the introduction of professional “naming and shaming” platforms to ensure adherence. This third role success has been criticized as unsuitable for NGOs, since private-sector players are not signatories to commitments to SDGs, with national governments being the ones who can be held to account in this manner (Hege & Demailly, 2018).

The fourth facet involves communication around SDGs to ensure that all development-sector stakeholders and national governments are aware of what needs to be done and possible measurement frameworks (Hege & Demailly, 2018). In Kenya, SDGs are integrated to the country‟s Vision 2030, a long-term country development policy to transform it, with NGOs participating in the social pillar by creating social equity. NGOs‟ increased requests for transparency and accountability, given their dependence on donors for funds, have led governments and multilateral institutions to direct more and more funding through them (Lawrence & Nezhad, 2009). Traditionally, NGOs depended on donors for funding; however, the increased numbers of NGOs competing for donor funding have constrained the amount and level of funding available for each NGO (Werker & Ahmed, 2007). Studies

reviewed indicated a gap on literature examining the influence of strategy implementation on organizational effectiveness, with most studies focusing on performance and not organization effectiveness, hence the impetus for this study.

1.2 Statement of the Problem

Strategy implementation constructs of leadership style, organizational structure, resources and culture influences the level of organizational effectiveness. The call for NGOs to demonstrate organizational effectiveness has increasingly gained support, with attention being focused on the areas of accountability, meeting funders‟ regulations, tax compliance, greater calls by beneficiaries for transparency on funds provided and how they were spent, institutional governance, and achievements (Ebrahim & Rangan, 2010; Lecy, Schmitz, & Swedlund, 2011). There is progressive discussion on what is relevant financial performance in the not-for-profit sector, and therefore what needs to be part of the metrics and ratings that measure achievements in the nonprofit sector (Ebrahim & Rangan, 2010). This study sought to address this gap in knowledge in relation to the not-for-profit sector.

The level of implementation of strategic planning had a positive relationship on organizational effectiveness on social-service organizations in Portugal (Ferreira & Proenca, 2015). Strategy implementation drivers influencing project effectiveness in NGOs are leadership, culture, resource allocation and NGO structure (Ramadan, 2015). Organizational size and donor policies were recommended mediating variables for future research when studying the impact of strategy implementation drivers on project effectiveness in Warsaw, Poland (Ramadan, 2015).

Other research areas proposed were to study other NGOs‟ performance variables, such as project impact and efficiency. Supportive leadership and availability of adequate funds were the two most essential determinants of the sustainability of local NGOs in Ghana (Okorley and Nkrumah (2012). According to that study, leadership style and resources were significant variables to examine in Ghana. The above studies give impetus to study the influence of strategy implementation on organizational effectiveness. Aligning operational strategies with resource availability to ensure success in operational strategy implementation is necessary (Obadha, Mwawasi, Wanjau, & Mkala, 2013). This brings in the variable leadership style,

with its emphasis of management team skills and the limitation of the sample size (a survey of management and operation staff at Action Aid International, Kenya), mitigated by this study focusing on a larger sample of NGOs in Kenya.

Legal, bilateral agreements and politics influence third-sector development in Kenya (Ochanda, 2014). This study sought to reduce the gap as echoed by Ochanda (2014) by adding insights on how NGOs in Kenya have used strategy implementation to ensure better economic positioning as well as social and technological innovation. The limitation in Ochanda (2014) study was the reliance on self-reporting, which was challenging to verify data; this was mitigated by reviewing secondary data about the NGO sector collected from the NGO Coordination Board and independently collecting primary data. Management style, communication, organizational culture, stakeholders, and organizational resources are factors affecting the effective implementation of strategic plans in NGOs in Kenya (Abok, 2013). The study‟s limitation was its focus on NGOs operating in Nairobi District under the youth, relief, microfinance, welfare and health sectors, which was addressed in this study by focusing on all sectors. Management styles, organization culture, stakeholders, and organization resources had a great significance on the implementation of strategic plans in Kenya (Abok, Waititu, Ogutu, & Ragui, 2013). This study did not focus on leadership styles and organizational structure, hence the difference with this study (Abok et al., 2013). Laws, policies, frameworks and plans have assisted in reducing governance challenges (Ndulu, Niekerk, & Reinikka, 2005). Given the gap identified in the studies above, this study investigated the influence of the intervening variable, donor policies, with the independent and dependent variables as strategy implementation and organizational effectiveness, respectively, with a focus on NGOs in Kenya.

1.3 Purpose of the Study

This purpose of this research was to explore the influence of strategy implementation on the organizational effectiveness of NGOs in Kenya.

1.4 Research Questions

The bedrock for this research was the following questions:

1.4.1 What is the influence of leadership style on the organizational effectiveness of NGOs in Kenya?

1.4.2 What is the influence of organizational structure on the organizational effectiveness of NGOs in Kenya?

1.4.3 What is the influence of organizational resources on the organizational effectiveness of NGOs in Kenya?

1.4.4 What is the influence of organizational culture on the organizational effectiveness of NGOs in Kenya?

1.4.5 What is the influence of the combination of leadership style, organizational culture, resources and culture on the organizational effectiveness of NGOs in Kenya?

1.4.6 What is the influence of the intervening variable, donor policy, on strategy implementation and the organizational effectiveness of NGOs in Kenya?

1.5 Research Hypotheses

This study sought to analyze the impact of strategy implementation on organizational effectiveness of NGOs in Kenya. The predictor variables were leadership style, organization structure, resources, and culture and their influence the organizational effectiveness of NGOs. Drawing from the dependent, independent and intervening variables of this study, the following hypothesized associations were established:

1.5.1 H01: Leadership style does not significantly influence the organizational effectiveness of NGOs in Kenya.

1.5.2 H02: Organizational structure does not significantly influence the organizational effectiveness of NGOs in Kenya.

1.5.3 H03: Organizational resources do not significantly influence the organizational effectiveness of NGOs in Kenya.

1.5.4 H04: Organizational culture does not significantly influence the organizational effectiveness of NGOs in Kenya.

1.5.5 H05: A combination of leadership styles, organizational structure, resources and culture has no significant influence on the organizational effectiveness of NGOs in Kenya.

1.5.6 H06: Donor policies have no significant intervening influence on the relationship between strategy implementation and organizational effectiveness.

1.6 Significance of the Study

This research sought to raise ideas and issues in the hope that various stakeholders and persons directly addressing strategy implementation and organizational effectiveness continue the discussion. The study has contributed several practical tools for NGOs in their bid to implement strategy for organizational effectiveness. Specifically, the findings of this study are beneficial to various key stakeholders as briefly discussed below:

1.6.1 Academicians and Researchers

This study has made a significant contribution to the growing body of research on strategy implementation and organizational effectiveness, especially in the NGO sector. Academic researchers can rely on the findings of this study by replicating similar studies and examining the influence of strategic implementation on organizational effectiveness in other locations and industry settings. The findings were a source of reference by other researchers to inform their research topics given the gap identified in this study. In addition, academic researchers can use this study‟s findings to stimulate further research and as a source of secondary data.

1.6.2 Regulatory Bodies of NGOs

Regulators of the NGO sector can use the findings and recommendations in this study to improve on how they engage with NGOs, and possibly inform the policy context given the uniqueness of the third sector.

The Kenyan regulator, the NGO Coordination Board, can use this study to inform areas needing initiatives and programs in NGO governance. This study is also helpful to donor agencies and individuals who fund NGOs. This enables the funders to focus on an

organization‟s strategy implementation as part of the review and funds eligibility process. It informed the measures of organizational effectiveness suitable for the NGO sector and donors.

1.6.3 Management of NGOs

The study gives insights into the management of NGOs and the influence of strategy implementation on organizational effectiveness. With the recommendations provided, the NGO leadership is best placed to improve on interventions for organizational effectiveness. The management were made aware of which strategy implementation constructs between leadership, structure, culture and resources they should prioritize given the statistical analysis results. The useful insights from data collected were used to advise management on areas for improvement. The feedback from the study helped in driving sustained improvement on organizational effectiveness.

1.6.4 Policymakers

The Kenya Vision 2030 and multilateral organizations like the United Nations Development Programme (UNDP), and others undertaking implementation of the SDGs, were from this study made aware of regulatory areas to enhance in order to ensure both national and global improvement of national economies supported and enabled by NGOs. This is essential in developing sustainable methods to ensure better livelihoods and for tranformed nations.

1.7 Scope of the Study

The population of the study was the NGOs registered by the NGO Coordination Board of Kenya (NGO Board). The NGO Board is a government regulator in Kenya established by the law with a mandate to regulate and provide an enabling environment for the NGO sector in Kenya. The NGOs studied were registered with the NGO Board in Nairobi County as per the list provided by the NGO Board in October 2016, totaling to 5,547 organizations. Nairobi County was chosen for it had the highest number of registered NGOs in Kenya. Study was from October 2016 to January 2018.

1.8 Definitions of Terms

This provides definition of the key terms as applied in this dissertation. The key terms used in the dissertation are as follows:

1.8.1 Culture

Culture denotes the shared philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes and norms of a people group or society (Hofstede, 2001).

1.8.2 Donor Policies

In this study, the moderating variable is NGO donor policies, whose measurement indicators are organization policies such as disability policies, gender policies and donor regulations. Organization policies are specific major courses of action that embody a set of values against which employees can measure congruence with their own values, and that are common to any number of organizations; this offers a target that enables individuals to focus and maintain their commitment while transcending organizational boundaries (Foote, Seipel, Johnson, & Duffy, 2005).

1.8.3 Leadership Style

Leadership style is described as the attitude and behavior of a leader, particularly in relation to his or her colleagues and team members, expressed in various ways including what a leader says; how they say it; the example they set; their body language; and their consistent behavior (Lussier & Achua, 2013).

1.8.4 Non-Governmental Organizations

Non-governmental organizations are private voluntary groupings of individuals or associations or companies, not operated for profit or for other commercial purposes and organized either nationally or internationally. They are for the benefit of the public at large and for the promotion of social welfare, development, charity or research in the areas inclusive of, but not restricted to, health, relief, agriculture, education, industry, and the supply of amenities and services (Laws of Kenya, 2012).

1.8.5 Organizational Effectiveness

Organizational effectiveness is the capability of the organization to meet its set vision and mission given the resources available. Effectiveness is seen as either “outcome accountability”, which focuses on ensuring the achievement of agreed objectives by funders, or as “overhead minimization”, which seeks to reduce costs and still meet objectives (Yukl, 2008).

1.8.6 Resources

Resources are an organization‟s assets, skills, capabilities and intangible possessions that are valuable, rare, inimitable, and non-substitutable, which when combined provide it with a strategic advantage (Pearce & Robinson, 2013).

1.8.7 Strategic Management

Strategic management is the set of decisions and actions that result in the formulation, implementation, and control of plans designed to achieve an organization‟s vision, mission, and strategic objectives within its business environment (Pearce & Robinson, 2013).

1.8.8 Strategy

Strategy is the position or roadmap selected by an organization to allow firms engage in certain undertakings (Pearce & Robinson, 2013).

1.8.9 Strategy Implementation

Strategy implementation is the process that turns the strategy formulated into a series of actions and results to ensure that the vision, mission, strategy and strategic objectives of the organization are achieved as planned (Thompson & Strickland, 2008).

1.8.10 Structure

Structure defines how an organization functions – including its leadership, technology, people, procedures, and culture – so as to be proficient at carrying out processes, promoting staff teamwork, creating collaboration, and reducing production costs (Teece, 2012).

1.9 Chapter Summary

This chapter is an introduction to the research topic. It constitutes the background of the study by providing information on strategy implementation and organizational effectiveness. It provides the research goal, questions and hypotheses as well as the extent of the study. It also details the significance of this research and the key terms used. Chapter two reviews the theory and empirical literature on strategy implementation and their influence on organizational effectiveness, while chapter three has the research methodology used in this study. Chapter four documents the results and findings of this study and the data collection and analysis undertaken. In closing this research, chapter five details the summary, conclusions and recommendations of the study.

CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

This chapter reviews the theory context laying the basis for this study on the influence of strategy implementation and organizational effectiveness. A conceptual framework is presented and each of its components discussed. The chapter successively details the empirical literature on strategy implementation variables and provides the linkages to the research questions of this study. Finally, the chapter closes with a summary of the conceptual framework and supporting empirical review.

2.2 Theoretical Review

A theoretical review is an in-depth examination of literature to analyze existing research gaps, critical review of existing knowledge, and development of new theories to provide the research agenda in a certain domain (Schryen, Wagner, & Benlian, 2015). This section reviews the Resource Based View Theory, Path-goal Theory and Systems Theory. These are the key theories used to underpin this study. A theory is made up of concepts, suggestions and explanations that inform a methodological understanding of phenomena (Pearce & Robinson, 2013; Ndambiri, 2015).

2.2.1 Resource Based View Theory

Resource Based View (RBV) is a method of examining and classifying a firm‟s strategic advantages informed by the combination of capabilities, skills, assets and intangible possessions (Pearce & Robinson, 2013). The RBV‟s underlying premise is that a firm differs in fundamental ways because each firm possesses internally a “unique” bundle of resources, made up of both tangible and intangible assets, which the organizational capabilities then make use of (Pearce & Robinson, 2013). The resources and capabilities enable the organization to achieve a competitive advantage (Pesic, 2007). In the context of this theory, it is evident that the resources a firm owns influence its strategic implementation process; they are important since a firm develops competencies from its resources, which are part of the source of the firm‟s competitive advantage (Pearce & Robinson, 2013). In RBV theory,

competitive advantage, superior performance, and the effectiveness of an organization, explain the distinctiveness of a firm‟s capabilities (Johnson, et al., 2008).

As a theory, RBV provides four characteristics of resources. First, resources are valuable and therefore used to exploit opportunities and/ or neutralize threats in a firm‟s environment. Second, resources are rare among a firm‟s current and potential competitors. Third, resources are inimitable and cannot be replicated. Lastly, resources are non-substitutable and distinct, meaning that another product or service cannot meet the same use (Pesic, 2007). RBV theory sets the premise that an organization is a broader set of resources and its growth involves the exploitation of its existing resources and development of new ones (Pearce & Robinson, 2013).

Unique resources and capabilities, RBV proposes, are available to enhance a firm‟s strategy in various forms: Distinctive competences, core competences, invisible assets, core capabilities, internal capabilities, embedded knowledge, corporate culture, and unique combinations given a firm‟s process and experience (Pesic, 2007). Organizational effectiveness is different across firms and as argued by Rose, Abdullah and Ismad (2010), RBV explains why firms in the same sector are different arising from the heterogeneous strategic resources the firm‟s own and control. This postulates that heterogeneity in resources which are immobile is a key characteristic in sustaining competitive advantage (Rose, Abdullah, & Ismad, 2010).

The RBV theory also argues that strategy implementation for firms must continually acquire, develop and upgrade their resources and capabilities if they are to maintain competitiveness and growth in a changing organization environment (Ombaka, Machuki, & Mahasi, 2015). RBV theory provides a definition of resources as rare, valuable, inimitable and non- substitutable tangible and intangible assets that lead to a firm‟s sustainable competitive advantages (Rose, Abdullah, & Ismad, 2010). The RBV model suggests that the resources possessed by a firm are the primary determinants of its performance and success, and these contribute to a sustainable competitive advantage for the firm (Kariuki & Kilika, 2016). The concept of resources includes all assets, capabilities, organizational processes, firm attributes, information, and knowledge that are controlled by a firm to enable it conceive of and implement strategies that improve its efficiency and effectiveness (Kariuki & Kilika, 2016).

In the RBV model, the main concern of a firm is identification of characteristics of resources that are not subject to imitation by competitors.

Sustainability of a firm‟s strategic position hinges on how easily its resources can be substituted or imitated, and imitability is linked to the characteristics of the resources accumulation process, that is, time compression diseconomies, resource efficiencies, inter- connectedness, resource erosion, and casual ambiguity (Jiang, 2014). The RBV theory has been criticized for assuming that the relative superiority of resources determines the results of competition; it neglects the fact that those firms with superior resources can go to greater lengths to protect their source of sustainable competitive advantage by inhibiting the value creation of their competitors, for example engaging in bribery (Martin, Cullen, Johnson, & Parboteeah, 2007; Jang, 2013). Critics argue that this may result in unethical practices, for example the use of employees to get confidential intellectual information or to gain access to trade secrets of the competition. A firm can also hinder competitors from acquiring and retaining talent, and thus prevent their rival‟s profit realization from its resources, resulting in their own competitive advantage (Jang, 2013).

Another criticism of the RBV theory is that organizations have difficulty in resource acquisition given certain types of restraints, including regulations or the transfer of human resources (Jang, 2013). RBV theory ignores the possibility that a firm can exert negative as well as positive influences toward their surrounding context. If a firm already has access to a superior resource, it may exploit that position to jostle out any other competitor leading to monopolistic industries (Tarafdar & Gordon, 2007). Innovation and a firm‟s results also account for a significant portion of the value added in modern firms; it is therefore limiting to say that RBV is the only one that causes competitive advantage (Herstatt & Kalogerakis, 2005).

Critics of the RBV theory argue that it sometimes causes a firm to create market imperfections deliberately by lobbying for hindrances to market entry. The barriers to entry lower the competitor‟s value through limitation on intellectual capital and access to patents, which restricts a firm‟s services (Waelde, 2001). Innovation, when used as a source of competitive edge, not only leads to generation of a firm‟s own value but it also lowers the

value of competitors‟ resources. This leads to competitive superiority through leadership in innovative activities (Herstatt & Kalogerakis, 2005).

Yet another criticism of the RBV theory is that it assumes that firms are profit-maximizing entities directed by boundary-conscious managers operating in distinctive markets that are to some extent predictable and moving towards market equilibrium (Bromiley & Papenhausen, 2003; Leiblein, 2003). RBV also assumes that information about the future value of a resource is asymmetrically distributed, which is not always the case. Other critics of the RBV theory argue that the RBV has no managerial implications and implies infinite regress. They also state that its applicability is too limited and that sustained competitive advantage is not achievable. Further, they posit that RBV is not a theory of the firm and that valuable, rare, inimitable, and non-substitutable characteristics are neither necessary nor sufficient for sustained competitive advantage. The value of a resource, it is said, is too indeterminate to provide for useful theory; lastly, the definition of a resource is unworkable (Kraaijenbrink, Spender & Groen, 2007).

The RBV theory is important to this study because it provides it with the characteristics of an organization‟s strategy, with the firm-level specific resources, that are the main sources of competitive advantage that drive a firm‟s strategy and organizational effectiveness. This theory argues that a firm‟s effectiveness often hinge on unique resources that cannot be easily be substituted or imitated (Jiang, 2014). Moreover, non-imitability links to the characteristics of the organization‟s resources accumulation process. The process is informed by the time it takes a resource to reduce diseconomies of scale and the inter-connectedness of resources that create unique capability, and so the slow rate of resource erosion and casual ambiguity is important to consider (Jiang, 2014).

The RBV theory grounds this research‟s independent variable, strategic management, and its combination of sub-variables – organization resources, leadership style, structure culture – since two or more organizations can have similar strategies but differ in competitive edge given strategy execution. Such difference is dependent on the characteristics and the mix of the valuable resources, that is, leadership, organization structure, culture, and resources, to produce the necessary organization capability that leads to a unique competitive advantage. RBV theory explains why firms in the same sector are different; however, the theory does not

provide details on organizational effectiveness. Systems theory, discussed next, informs on an organization‟s operations and the construct of effectiveness.

2.2.2 Systems Theory

The systems theory is said to have originated from economics, engineering, and biology – with a focus on how interrelations that can be generalized across various organization‟s schemes to understand the organization‟s relationship with its environment (Amagoh, 2008; Onday, 2016). The concept of General Systems Theory (GST) was first advanced by Ludwig von Bertanlanffy in 1940, and is primarily concerned with how systems operate, and integrates with a broad range of other systems by naming and identifying patterns and processes common to all of them (Amagoh, 2008; Kebaya, Okibo & Nyangau, 2015).

The three major pioneers of general systems theory are Kenneth Boulding, Daniel Katz, and Robert Kahn (Amagoh, 2008). In addition, a system comprises of subsystems whose inter- relationships and interdependence move toward equilibrium within the larger system (Amagoh, 2008). Therefore, a system is a set of two or more parts where the behavior of each influence the behavior of the whole. Furthermore, the behavior of the parts and their effects overall are interdependent, so that while subgroups of the parts all influence the behavior of the whole, none of the subgroups has an independent effect on itself (Amagoh, 2008). General systems theory provides a distinction between open and closed systems (Shafritz & Russell, 2005).

Closed systems, as a study of organizations, assume the main features of an organization are its internal elements (Shafritz & Russell, 2005). Open systems, in contrast, view the organization‟s interaction with the external environment as vital for organizational survival and success. Since the systems theory considers the input and output elements and their interactions both within themselves and with the external environment, the constructs of purpose, people, structure, techniques and information must be coordinated and integrated by the managers, to maximize value for an organization (Amagoh, 2008). In analyzing organizations, the open-systems approach investigates the repeated cycles of input and output processing and how these are influenced by the environment (Yoon & Kuchinke, 2005; Stewart & Ayres, 2001).

Organizational structure and design are deemed important as they influence decisions related to resource allocation for various units and activities within the business ecosystem (Brenes, Mena, & Molina, 2008). An effective organizational structure facilitates working relationships between various entities in the organization and may improve the working efficiency within the organization‟s units (Johnson, et al., 2008). An organization that is continually expanding its capacity to create its future, learning often, occurs under two conditions. The first one is when the design of the organization‟s actions matches with the desired intended outcome. The second is when an initial mismatch between intentions and outcomes is corrected; for example, poor performance can be caused by a mismatch between an employee and their job assignment (Schein, 2004).

An open system often interacts with its clients to know outcomes, after experiencing an organization product or goods, in three ways. First is through relevant knowledge, which leads to short-term outcomes. Second is to target market behaviors; this includes gaining useful skills and it leads to intermediate outcomes. Lastly are attitudes, values and conditions that lead to long-term outcomes, for example client loyalty, security, pride and stability (McNamara, 2005). The analysis above provides outcomes that measure the benefits and changes leading to different clients‟ satisfaction levels and outputs measuring tangible results from an organization‟s products or services (McNamara, 2005).

The systems theory‟s most significant concept is the categorization referred to as Boulding‟s hierarchical approach. Kenneth Boulding suggests that systems can be categorized as a hierarchy into nine levels. The first one is the static structure that includes geography and anatomy of the system, which provides description of parts. The second is simple dynamic, showing how parts move and relate within its environment. Third is a self-regulated phase, where a system is controlled. Fourth is open, where a system is living and evolving. The fifth is genetic-societal, where a system has known patterns of growth and decay. The sixth is animal, where the system is agile and aware of its limitation and capabilities. Seventh is human, an independent system keen on learning and that adapts to its environment. Eighth, social, where a system is a group of subsets, each having a role and responsibility. Lastly is the transcendental, where a system in its entirety is not known and there are no absolutes (Sullivan, 2004; Yoon & Kuchinke, 2005; Beeson & Davis, 2000).

Jofre (2011) suggests that organizations can be conceived in any of three frameworks. First is the rational system, in which these organizations are focused on specific goals and have high formalization of social structures with rules, roles and relationships to increase the chance of attaining the specified goal. Second is the natural system, in which those organizations with informal structure are continually adapting to the environment and the focus is on emergent strategy. Lastly, in an open system, organizations whose interdependencies between their internal system and as inhabitants of larger environments at times leads to conflicting sub systems.

The systems theory has two main criticisms: Failure to specify precisely what is meant by a system and the vagueness over what is to be included within systems theory (Amagoh, 2008). Systems theory is faulted since it does not specify when and how collaboration with the organization needs to take place (Yoon & Kuchinke, 2005). System theory, too, does not state what to do when there is conflict between the organizational environment, work environment, and the structure of the organization (Yoon & Kuchinke, 2005). The systems theory is further criticized for assuming that the boundaries between the organization and its environment are distinct (Fioretti & Visser, 2004).

However, Amagoh (2008) says that system theory application is not able to provide boundaries, especially when organizations have many communication networks and their activities have hybrid schedules of interaction. In a rapidly-changing environment where tasks and group compositions become intermingled, open-systems theory is criticized for failing to provide choices that ensure forecasting and stability (Sullivan, 2004). Consequently, the systems theory does not appear to provide a way forward when constituents of a system conflict with each other and/ or ill-matched in terms of power and resources (Stewart & Ayres, 2001). Major weaknesses have been identified in systems theory when it compares organizations to organisms, for the analogy between living organisms and organizations is too literal and not practical for use in organization development since it does not provide reasoning beyond a particular group (Itkin & Nagy, 2014).

The dichotomy between closed and open systems is difficult to apply to social organizations since most of them are partially “open” and partially “closed” (Itkin & Nagy, 2014). The systems theory emphasizes boundary, environment, feedback and adaptive response. These

emphases presume the management is readily identified as the control center, creating a weakness since it overestimates the power of management team members to control events and actions (Beeson & Davis, 2000). With system theory informing the focus by managers on the role played by each part of an organization, both interpersonal and group behavioral aspects lead to a system where cooperation is emphasized rather than dealing separately with the parts (Hannagan & Bennett, 2008).

An effective organizational structure facilitates working relationships between various entities in the organization and improves the working efficiency within the organization units. The outcomes include benefits to customers (client satisfaction), which is one of the measures of organizational effectiveness (Richard, Devinney, Yip and Johnson, 2009). The systems theory grounds organization effectiveness using three variables used in this study: Goal attainment, stakeholder satisfaction, and internal processes, given the discussion above on the internal and external elements of systems theory.

The systems theory also underpins the organization structure given the different open or closed systems structures that respond to the external influences as they attempt to achieve their strategic objectives and be effective. Moreover, it grounds organizational structure and design as an important variable (Brenes, Mena & Molina, 2008), and informs decisions related to resource allocation for various units and activities within the business ecosystem. The systems theory, though informative on an organization‟s internal process and their interaction with the outside environment, does not inform on behavior of the management of an organization. Therefore, Path-goal theory is discussed next to examine the leadership styles and possible patterns that lead to organization effectiveness.

2.2.3 Path-goal Theory

Path-goal theory was originally developed by Martin Evans in the 1970 and later modified by Robert House in 1971 to identify a leader‟s most practiced style as a motivation to get subordinates to accomplish goals (Cote, 2017). House and Mitchell revised the path-goal theory in 1974 (Cote, 2017).

The path-goal theory presented two basic propositions as described by House and Mitchell. The first one is that the strategic function of the leader is to enhance the psychological state

of subordinates, resulting in motivation to perform or in satisfaction with the job. The second is that particular situational leader behavior causes subordinate motivation (Polston- Murdoch, 2013). There are four path-goal leadership styles that function to provide structure and/ or reward to subordinates: These are directive, supportive, participative, and achievement-oriented (Polston-Murdoch, 2013; Cote, 2017).

The directive leader is one who gives clear instructions on what are the standard organization rules and processes, with an organization‟s mission attainment as the end goal. (Polston- Murdoch, 2013). This style is negatively related to subordinate satisfaction for those performing a defined, predictable task. However, when a leader adopts the directive style, the behavioral style of the leader influences how the subordinates receive those instructions, hence their satisfaction (Polston-Murdoch, 2013).

Supportive leadership style does not emphasize on giving direction to subordinates regarding their tasks as directive style does, it is focusing on working on tasks together with a subordinate for their learning and development (Cote, 2017). The directive leadership style dictates explain how a task is done, what factors or outcome define its success, and the organization‟s standard operating procedures (Yukl, 2006). Where task ambiguity exists, the directive style offers a catalyst for subordinate motivation (Dubrin, 2013) and is often called task-oriented style (Daft, 2005; Cote, 2017). Leaders using the supportive leadership style are approachable, friendly, and empathetic to their subordinates‟ wellbeing, and subordinates usually prefer this style (Yukl, 2006; Durbin 2013).

The participative leadership style seeks employee participation in decision making and using their ideas during implementation of an organization‟s activities and processes (Daft, 2005). In addition, this style is suitable for boosting the morale of subordinates who perform non- repetitive ambiguous tasks (Dubrin, 2013). Achievement-oriented leaders set high performance targets and continuously increase the standard once it is met or staff are close to achieve these (Daft, 2005). These leaders also express the capability of their staff and seek such traits during recruitment (Yukl, 2006).

The achievement-oriented style is suitable for subordinates seeking high challenge impact assignments which are non-repetitive and vary in context and the process needed to complete

them (Dubrin, 2013). The path-goal theory is different from the trait theory in that leaders are not constrained to a leadership style that depends on their personality (Malik, 2012). In addition, Path-goal theory is different from contingency theory in that leaders do not have to be matched to particular situations or the situation changed to match leader style. Leaders may be flexible and exercise all or any or a blend of the four styles described above, depending on the subordinate and task characteristics (Dubrin, 2013).

Several characteristics commonly determine how much satisfaction (present or future) subordinates obtain from a leader‟s behavior. These are subordinates‟ needs for affiliation, preferences for structure, desires for control, and self-perceived level of task ability (Northouse, 2012). Task characteristics such as design, work groups and formal authority influence the leader behaviors, hence affecting subordinates‟ satisfaction and motivation (Northouse, 2012). House‟s path-goal theory assumes leaders are flexible and adjust their style to meet the challenge of the situation (Polston-Murdoch, 2013).

Path-goal theory proposes that subordinates perceive the behavior of their superiors as the source of their job satisfaction. In addition, when the leader‟s behavior is considered acceptable, it can lead to the subordinate‟s satisfaction (Cote, 2017). This aspect has been positively correlated with loyalty to the supervisor and organizational commitment (Cote, 2017). Organizational commitment is positively related to supervisory support, and subordinates often leave an organization because of the leader or manager (Polston-Murdoch, 2013).

The leader‟s behavior is acceptable only when subordinates perceive it as either an immediate or a future source of job satisfaction (Polston-Murdoch, 2013). Extant literature indicates the path-goal theory has a significant relationship with the following three dependent variables: Intrinsic job satisfaction, the expectancy that performance leads to effective performance; the expectancy that performance leads to valued rewards; and the role clarity that primes satisfaction with extrinsic rewards, leading into a subordinate‟s superior performance and overall satisfaction (Cote, 2017; Northhouse, 2012).

There are four main criticisms of the path-goal Northhouse (2012). First, the path–goal theory limitation is complex, for it incorporates so many different aspects of leadership that

interpreting the theory can be confusing. For example, predictions about which of four different leadership styles is appropriate for a task is dependent on the different structure, levels of goal clarity, follower‟s ability, and organization degrees of formal authority. Second, path-goal theory has received only partial support from the many empirical research studies testing its validity.

Thirdly, path-goal theory fails to adequately explain the relationship between leadership behavior and follower motivation, and, lastly, the theory suggests that it is important for leaders to provide coaching, guidance, and direction for followers, which may lead the followers to be overdependent on their leaders. The path-goal theory provides a useful theoretical framework for understanding how various leadership behaviors affect followers‟ satisfaction and work performance (Northhouse, 2012). This study considered three leadership style constructs in relation to path-goal theory clear instructions, concern for employees, and consultation. These three constructs are a summary representation of the four path-goal leadership styles: Directive, supportive, participative, and achievement-oriented as discussed above. This study assumes that the more an employee is motivated, the higher their productivity, resulting in organizational effectiveness.

2.3 Conceptual Framework

A conceptual framework refers to a visual or written relationship between various variables often derived from one or more theories and traces the input-process-output paradigm of the study (Saunders, Lewis, & Thornhill, 2016). It also shows linkages between concepts, assumptions, expectations, beliefs and theories that inform the study (Miles, Huberman, & Saldana, 2014). It is a description of the phenomenon under study accompanied by visual depiction of the variables under study. The researcher identifies four antecedents of strategy implementation, that is, leadership style, organizational structure, resources, and culture and donor policies. The conceptual framework for the study showing the relationship between independent, moderating and dependent variables is depicted in Figure 2.1.

Independent Variable Dependent Variable Strategy Implementation

Leadership Style H1 • Clear instructions •Concerns for employees • Consultative

Organizational Organizational Structure Effectiveness •Authority sharing

H •Information flow 2  Goals

•Power centralization Attainment  Stakeholders satisfaction

 Process Organizational efficiency Resources  Fundraising efforts H 3  Staff empowerment  Allocation of funds

Organizational Culture  Power distance H  Reward policy 4

 Organizational values

Intervening Variable

H6 Donor Policies

Figure 2.1: Conceptual Framework

(Author, 2018)

2.3.1 Independent and Dependent Variables

Dependent variables respond to the independent variables. The dependent variable for this study is organizational effectiveness. The independent variable is strategy implementation with, sub-variables of leadership style, structure, resources and culture, whereas the moderating variable is donor policies.

2.3.1.1 Organizational Effectiveness

Organizational effectiveness is the capability of the organization to meet its set vision and mission given the resources it has in possession (Yukl, 2008). Organizational effectiveness is often used in measuring results towards a firm‟s attainment of its vision, mission and goals (Bartuseviciene & Sakalyte, 2013). Effectiveness determines the degree to which an organization meets its strategic goals (Zheng, Yang & McLean, 2010). Business efficiency informs the performance of input and output ratio, whereas organizational efficiency examines the enhancement of internal processes of the organization, such as structure and culture (Bartuseviciene & Sakalyte, 2013). Efficiency is about resource allocation across alternative uses to achieve an organization‟s goal (Kumar & Gulati, 2010).

Campbell John in 1977 provided different organizational effectiveness measurement criteria. The examples are profitability, productivity, sales turnover, growth, sustainability, and collaboration (Ashraf & Kadir, 2012). Various facets of effectiveness were provided by Balaji Chakravarthyin in 1986 from a high quality of transformation, learning, improved financial performance, profitability, and stakeholder contentment (Cilliers, 2005; Bartuseviciene & Sakalyte, 2013). While some systems theory proponents focus on effectiveness being measured through goals attainment, participative decision making and great interpersonal skills, other proponents focus on outcomes like quality and productivity being efficient, and yet others with a bias to open systems state that flexibility and adaptability with the industry environment depict measures of effectiveness (Bartuseviciene & Sakalyte, 2013). Different stakeholders to an organization emphasize different measures, with a manager‟s focus on structure since it is within their control; staff members prefer procedures and practice parameters and clients, outcome measurements like speed of delivery, courtesy, and sensitivity (Ashraf & Kadir, 2012).

Seven dimensions are proposed for the measurement of organizational efficiency. These are motivation of staff commitment, management and business system building, development of employee skills, corporate structure design, organizational strategy, development of corporate and employee styles, and subordinate goals (Pinprayong & Siengtai, 2012). An efficient organization often starts with a successful strategy formulation stage, and failure happens when there is no link between strategy formulation and strategy implementation (Zaribaf & Hamid, 2010). Strategy implementation often leads to efficient organizations (Rajasekar, 2014). Four models of organizational effectiveness exist. These are the goal approach, system resource approach, process, and the strategic constituency approach (Ashraf & Kadir, 2012).

The goal approach states that specific goals exist and staff participate in making them, which helps them feel committed to achieving them. The system resource approach explains the effectiveness from organization capability to acquiring needed resources from the external environment to the organization. The process approach reviews an organization‟s transformation progression, with a focus on the degree to which expenditure on resources helps provide services or goods. The strategic constituency approach focuses on satisfaction of all organization stakeholder interests (Ashraf & Kadir, 2012). This study considered three organization effectiveness constructs, which are goals attainment, stakeholder satisfaction, and process efficiency. This three-organizational effectiveness constructs summarize the general system theory discussed above and contribute to the dependent variable, organizational effectiveness.

2.3.1.2 Leadership Style and Organizational Effectiveness

Leadership is a process where an individual influences a group or individuals to achieve a common goal (Lussier & Achua, 2013). Leadership style is the general manner, outlook, attitude and behavior of a leader, particularly in relation to his or her colleagues and team members (Northouse, 2012). Leadership can be expressed in various ways, including what a leader says; how they say it; the example they set; their body language; and their general conduct and character (Northouse, 2012). There are three common themes in leadership theory process, and these are: Leadership involves influence; leadership occurs in a group context; and leadership involves the attainment of goals (Northouse, 2012).

Three commonly researched leadership styles are the transformational, transactional, and laissez-faire types (Lussier & Achua, 2013). Transformational leadership not only focuses on completing the task but also helping all members of the group succeed by enhancing their skills and motivation (Lussier & Achua, 2013). James MacGregor Burns created the concept of transformational leadership in 1978. He asserts that leaders and followers together advance to a higher level of morality and motivation (Northouse, 2012). In 1985, researcher Bernard Bass contributed more to Burns' theory by stating that leaders succeed by gaining the trust, respect and admiration of their followers (Allen, Smith & Silva, 2013).

Transformational leadership included seven leadership factors: Charisma, inspiration, intellectual stimulation, individualized consideration, contingent reward, management-by- exception, and laissez-faire leadership (Allen et al., 2013). The factors were reduced to six; this is because charismatic and inspirational leadership, though unique constructs, were not possible to separate empirically. Lussier & Achua (2013) list four elements of transformational leadership as idealized influence, intellectual stimulation, inspirational motivation, and individualized consideration. Intellectual stimulation is where transformational leaders challenge the status quo and go along to inspire creativity and new ways of doing things. Secondly, individualized consideration is the second aspect, where the leaders need to support their followers by ensuring transparency and open communication, with followers being given a chance to voice their ideas as stated. Inspirational motivation is the third element, which is how leaders share their vision and inspire followers. Idealized influence is the fourth element, in which leaders seek to know the followers‟ and managers‟ ideas and make them their own (Lussier & Achua, 2013).

Charisma, it is argued, is made up of the two aspects of transformational leadership – inspirational motivation and intellectual stimulation (McCleskey, 2014). In addition, individualized consideration is seen as the degree to which the leader listens to the follower's concerns and provides coaching for both to achieve high morals and motivation to benefit both the organization and the staff (McCleskey, 2014). Transactional leadership involves an exchange process that results in follower compliance with a leader‟s request but is not likely to generate enthusiasm and commitment to task objective (Lussier & Achua, 2013).

The objective of the transactional leader is to ensure that the path to goal attainment is clearly understood by the internal actors (Allen et al., 2013). In addition, it removes potential barriers and motivates the achievement of goals (Allen et al., 2013). Transactional leaders work within the existing system as opposed to trying to change it (Avolio & Bass, 2002). Laissez-faire leaders do not have leadership responsibility, for often there is no clarity between the leader and follower expectations (Avolio & Bass, 2002). These leaders are also called passive-avoidant leaders, for they abdicate responsibility, delay decisions, give no feedback, and make little effort to help their followers grow in skills and career (Northouse, 2012). Leaders delegate responsibility for the accomplishment of work objectives and hand over decision-making power to their employees, providing general direction and the tools for goal achievement.

Avolio & Bass (2002) considered the laissez-faire style to have both strengths and weaknesses. The strengths are that it enables employees to have creative freedom and approach their task autonomy; it is great for creating future leaders; the delegation of tasks results in better use of time for the leader; and that successors are organically created. The flaws of laissez-faire leadership style are that employees or team members who need more direction can be at a loss; and productivity can suffer if the leader fails to imbue a strong sense of accountability among his/her staff for high levels of self-motivation needed to work under this leadership style (Avolio & Bass, 2002). According to Allen et al. (2013), the laissez-faire leadership style was seen to have a hands-off approach that stifled innovation, for no direction was provided and expectations were not set; the implications of this was that new ways of achieving a mission and corrective actions should be frequently reviewed to provide feedback.

The success of most leaders is determined in part by the resources, energy, expertise and knowledge that such “followers” can muster (Apostu, 2013). The top management must emphasize the various interfaces within the organization, and that the key challenge to successful strategy implementation is ensuring employees‟ buy-in and direct their capabilities and business understanding toward the new strategy (Apostu, 2013). The absence of effective leadership and existence of conflicting priorities results in poor coordination since employees

suspect that top management prefers to avoid potentially threatening circumstances, leading to an inefficient organization (Allen, et al., 2013).

The role of the board of directors is to ensure consistency in resource allocation processes to the intended strategy (Rajasekar, 2014). Followers can play a crucial role in reinforcing the power of individual leaders, influencing their behavior, and helping construct efficient internal systems and structures that act to enhance the status of those they see playing a leadership role (Rajasekar, 2014; Apostu, 2013). Leaders can attempt to control or manipulate followers through fear or coercion, but often they must work with their followers or colleagues in an egalitarian and co-operative manner (Apostu, 2013). Moreover, leadership styles are dependent on the context in which they are applied and the leader‟s individual diagnostic skills. This study considered three leadership style constructs: Clear instructions, concern for employees, and consultation. These three styles are seen as a summary that is representative of the four path-goal leadership styles: Directive, supportive, participative, and achievement-oriented, discussed earlier.

2.3.1.3 Organizational Structure and Organizational Effectiveness

Structure refers to the way an organization arranges jobs and people so that its work can be performed and its goals can be met (Lewis, 2003). The systems theory, developed by Ludwig von Bertillon Littlejohn in 1983, is concerned with problems of relationships, structures, and inter-dependence, rather than with the constant attributes of an object (Abok, 2013). The systems theory views an organization as a social system consisting of individuals who cooperate within a formal framework, drawing resources, people and finances from their environment and putting back into that environment the products they produce or the services they offer (Brenes, Mena, & Molina, 2008).

The organizational structure and design are important as they entail decisions related to resource allocation for various units and activities within the business ecosystem (Brenes, Mena & Molina, 2008). There are six different types of organization structure proposed: Simple organization structure, functional structure, divisional structure, strategic business unit, matrix organizational structure, and product team structure (Pearce & Robinson, 2013).

Simple organization structure has an owner and a few employees, where communication is highly informal and reliance on direct supervision is high.

The second type, functional structure, has the organization‟s process divided into separate functional groups with formal guidelines and rules. Divisional structure is where an organization‟s existence is divided into autonomous units that provide unique products or services from the rest and all divisional units are governed by a centrally-placed head office (Pearce & Robinson, 2013). Strategic business unit is the fourth type. It borrows heavily from the divisional structure, where several divisional units are grouped together to form strategic elements linked to a certain product or service development (Pearce & Robinson, 2013). In matrix structure, the organizational structure staff is assigned to both a functional task and to a project or product manager, providing each employee with dual supervision and performance evaluation. Product team structure is the sixth, which is a temporary structured team empowered to focus on a certain strategic issue or product while preserving the divisional structure (Pearce & Robinson, 2013).

An effective organizational structure shall facilitate working relationships between various entities in the organization and may improve the working efficiency within the organization‟s units (Richard et al., 2009). They argued that organizational structure positively influences strategy implementation, with both financial and non-financial factors being considered during the implementation phase and only financial factors at the planning phase. Herbniak (2006) examined obstacles to effective strategy implementation and found these to be poor or inadequate information sharing, unclear responsibility and accountability, and working against the organizational power structure.

Concurring that strategy is followed by structure, Zaribaf and Bayrami (2010) further state that structure aligns with strategy, for top management decides on the strategy and then recruit middle-level managers to implement it whom they monitor periodically. Rajasekar (2014) presents a disquiet with business restructuring and proposes that an organization‟s restructuring efforts must outweigh the anticipated gains of the new strategy and not lead to the unintentional discarding of expertise that could have been used for future growth in another context. Similarly, Miller, Wilson, and Hickson (2004) advocate that with changing

the structure, a firm can eliminate poor organization of tasks and create great teamwork by doing job realignment informed by the strategy.

In contrast, Rajasekar (2014) proposed that from an implementation perspective, it is more valuable for an organization to apply cross-functional processes to enforce strategy implementation than to change the organizational structure. Organization structures integrate staff into their organizations through the exercise of three types of power – coercive, remunerative, and normative (Lewis, 2003). Coercive uses threats or limitation of certain rights. Remunerative references the resources given as rewards to staff, whereas normative is based on influencing the staff by appealing to their shared values and norms with the organization (Lewis, 2003). This study considered three organization structure constructs: Authority sharing, information flow, and power centralization, taken as a summary from the six different types of organization structure discussed above.

2.3.1.4 Organization Resources and Organizational Effectiveness

Resources are the intangible and tangible assets a firm uses to choose and implement its strategies (Rose, Abdullah, & Ismad, 2010). According to Jiang (2014), internal resources of the different firms in the same sector are usually heterogeneous. While a well-formulated strategy, a strong and effective pool of skills, and human capital are extremely important resources for strategy success, poor leadership resource is one of the main obstacles in successful strategy implementation and therefore leads to failed organizations (Cater & Pucko, 2010). According to Hoffer and Schendel (2006), the concept of resources includes all assets, capabilities, organizational processes, firm attributes, information, and knowledge that are controlled by a firm to enable it conceive of and implement strategies that improve its efficiency and effectiveness.

Rajasekar (2014) supports the importance of human resources in implementing strategies in organizations and clarifies that for a strategy implementation to succeed, the top management must be heavily involved in monitoring and reviewing the progress of each strategic program created by the company. Rajasekar (2014) notes that human resources management plays an important role in the effective implementation of strategic plans. According to Abok (2013), NGO leaders in Kenya face extraordinary challenges both at a personal and organizational

level. NGO leaders work long hours with limited resources in uncertain and volatile political and economic circumstances, while at the same time they are expected to lead efficient organizations (Hailey & James, 2004).

NGO management pursue multiple bottom lines as follows: Fundraising, sustainability, achieving donor expectations, meeting national and international government regulations, and management of the environment and societal stakeholders (Schwenger, Straub & Borzillo, 2014). Despite changes in membership and leadership, an organization's culture is traditionally passed on from generation to generation by creating stability over time (Janicijevic, 2012). The NGO coalitions using internet and online lobbying for the Mine Ban Treaty on March 1, 1999 helped create a fresh form of diplomacy, facilitated coordination, and reduced networking costs, and were awarded a Nobel peace prize (Rutherford, 2000); thereafter, many NGOs have taken fundraising online and collaborated to raise a cause. Effective nonprofit organizations have fundraising programs that methodically identified multiple sources (TREC, 2011).

Fundraising is defined as the sourcing of assets and resources from different sources for the furtherance of an organization objective or towards a defined project (Mahmood, Hameed, & Haider, 2005). Possible multiple sources are foundations grants, international donor agency grants, national government grants, corporate sponsorships, and contributions from friends. Only 46 percent of donors in 2014 made repeat gifts to the participating nonprofits in 2015, as reported by the 2016 Fundraising Effectiveness Project Report (AFP, 2016). This study considered three organization resources constructs: Fundraising efforts, staff empowerment, and allocation of funds, viewed as a summary from the resource based view theory and discussions above.

2.3.1.5 Organization Culture and Organizational Effectiveness

Organization culture is defined as the set of shared philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes and norms in a firm (Pearce & Robison, 2013). Therefore, an effective strategy implementation process, according to Aosa (2011), requires a collective approach to culture and communication. In addition, firms must keep clear communication channels and realign resources so that strategic plans are not halted by the

lack of, or an inadequacy of, implementation resources. In a study involving Latin American firms, Brenes and Mena (2008) found that organizational culture supportive of principles and values in the new strategy resulted in successful strategy implementation in the sampled firms.

Up to 86 percent of the most successful companies view culture aligned to strategy as highly significant (Brenes & Mena, 2008). Corporate culture requires collective identity and togetherness to determine day-to-day communications, acceptable or non-acceptable behavior, as well as power or status allocation (Awino, 2007). A survey of the influence of organizational culture on the implementation of strategic plans in NGOs in Nakuru County, Kenya, revealed that both the reward systems and behavioral norms in the NGOs were strong motivators for the implementation of strategic plans (Bateta & Wakogi, 2015). They also concluded that certain traits were highly valued by the organizations and that communication strategies played a significant role in enhancing the implementation of strategic plans within the NGOs.

A study of the relationship between Enterprise Resource Planning (ERP) implementation and organizational culture concluded that the success of ERP implementation is positively related to organizational culture along the dimensions of learning and development, participative decision making, power sharing, support and collaboration, and tolerance for risk and conflicts, which all form part of an organization‟s cultural environment (Ke & Wei, 2006). In addition, Lingard, Francis and Turner (2012) found a need for effective communication methods about work-life intervention and strategies within the organization during strategy implementation.

Brenes and Mena (2008) posit that organizational culture supportive of principles and values in the new strategy resulted in successful strategy implementation in the sampled firms. Ahmadi, Salamzadeh, Daraei, and Akbari (2012) studied the impact of organizational culture while implementing strategies in Iranian banks and concluded that a meaningful relationship exists between organizational culture and strategy implementation. The different types of an institution‟s culture influence the strategy implementation differently given the nature of the institution, industry and national contexts (Ahmadi et al., 2012). The culture‟s influence varies from the most effective, called clan culture, to the least effective, titled hierarchy

culture. Moreover, they postulate that a culture‟s effectiveness categorization range is from weak, called hierarchical, to clan culture. Therefore, most successful companies have strong cultures, which influence the success of how their staff and stakeholders own and view the organization (Mehta & Krishnan, 2004).

Although numerous studies have defined organizational culture, measured its components or constructs, and associated it with components of organizational success and change, very few have connected a reliable and predictive measure of organizational culture to implementation outcomes in the Gulf region (Mallinger, Goodwin & O‟Hara, 2009). An organization‟s external environment adapts itself to the influence of globalization, giving rise to a new organizational culture type (Aten & Howard-Grenville, 2012; Dauber, Fink, & Yolles, 2012). This study considered three organization culture constructs: Power distance, reward policy, and organizational values viewed as a summary from the discussion above.

2.3.1.6 Donor Policies and Organizational Effectiveness

Intervening variables are critical in understanding the relationship between an independent variable and dependent variable in a research and may affect the strength and significance of the relationship (Martens & Haase, 2006). Organizational policies are specific major courses of action that embody a set of values against which employees can use to measure congruence with their own values, and that are common to any number of organizations. They offer a target that enables individuals to focus and maintain their commitment while transcending organizational boundaries (Foote et al., 2005).

Measures of good governance are pellucidity, efficiency, predictability, reliability, accountability, and responsiveness (Niekerk, 2015). The Independent Commission Against Corruption (Hong Kong) provides a check-list for best practice to assist NGOs ensure there is good governance in the organization, citing the following as the components of NGO governance: Structure and integrity management, internal process controls, funds management, procurement contracts management, personnel administration, and clear internal business processes (ICAC, n.d). Moreover, governance, gender, and equality policies vary across countries; organizations should not tire in their endeavor to achieve equality and basic rights, resources and responsibilities (Orloff & Schiff, 2016). In addition, Meyers

(2014) argues that organizations must be involved in social support organizations to persons with disability or employ them as personnel given the civic society environment.

Organizations are encouraged to be intentional in their strategy on affirmative action in favor of persons with disability. A study by Niekerk (2015) concluded that since disasters affect several stakeholders, there is need for understanding its constituents – which are multi- layered ownership, cross-sectoral nature, high community participation, and limited skills and ability in execution. In this study, the intervening variable is donor policies constructs on disability policies, gender policies, women empowerment, environmental compliance, and donor financial and compliance terms.

2.4 Empirical Review

Empirical review is a critical appraisal of previous studies to validate the methodology and research models of the proposed research questions (Saunders et al., 2016). This section explores the previous studies relating to the influence of the constructs for independent variables, leadership style, structure, culture, and resources, on the dependent variable, organizational effectiveness.

2.4.1 Influence of Leadership Styles on Organizational Effectiveness

Recent research into NGO leaders in Africa highlights the fact that NGOs operate in three different worlds – the global aid world, the urban context in which they live and work, and the rural village setting where many of their extended family still live (James, 2005). The research was a literature review paper analyzing recent research on the characteristics of NGO leaders. Often, tight project schedules, over-hasty timeframes and quick results demands placed by donors add to the pressure faced by national NGO leaders (Kaplan, 2002).

Researchers have examined the influence of hierarchical leadership in implementing strategies. O'Reilly, Caldwell, Chatman, Lapiz, Self, and William (2010) did a study on the relationship between leadership alignment and strategy implementation in a large healthcare organization. The methodology used was a survey of 313 physicians working in eight specialties in 46 departments. The O'Reilly et al. (2010) research kept the organization under

study anonymous. The research concluded that it was only when leaders' effectiveness at different hierarchies‟ levels was considered that significant performance improvement occurred while implementing strategies.

A research to examine if servant leadership style influences work performance of the employees in Pakistani NGOs established that staff-work outcome influences the institutions‟ productivity (Schneider & George, 2010) concluded as follows. Empowerment and employee motivation plays a mediation role between leadership styles and employee performance (Schneider & George, 2010). The study‟s research design was explanatory and seven NGOs were randomly selected, totaling to a sample size of 200 employees in Pakistan. The study provided an impetus to examine leadership influences on employees that then lead to organizational effectiveness given that NGOs focus on human welfare services, with social impact and personal goals providing a double motivation.

Zaribaf and Hamid (2010), while studying patterns of effective factors affecting implementation of strategic plans in Pasargad Bank branches in Tehran, Iran, categorized the importance of leadership into three key roles: Compliance to organization procedures, relationship building, and staff development. The study was a descriptive correlation survey. The data collection used in the study was a questionnaire to 300 Pasargad Bank branch presidents, their deputies and executive managers.

Charismatic leadership influences perceptual performance outcomes, for example a positive work attitude by staff and proﬁtability by firms, but is unrelated to organization liquidity and solvency in conditions of environmental uncertainty (Hoogh et al., 2004). The study was on charismatic leadership, environmental dynamism, and performance in small and medium- sized organizations in the Netherlands. The study population was 300 chief executive officers of small and medium-sized organizations in the Netherlands with 50 to 250 employees. Three types of questionnaires were distributed to each of nine staff members supervised directly by the chief executive officers.

Rajasekar (2014), in a research studying strategy implementation in electricity distribution companies in the Sultanate of Oman, in Asia, found that leadership was more significant in influencing successful implementation strategies in the service sector. The research

methodology was survey, and a questionnaire was used for data collection. The study focused on several factors and their influence on strategy implementation. The results were as follows: Leadership was at 37 percent, culture 28 percent, organization structure 26 percent, and systems had the least influence at 9 percent.

Results indicated that good leadership increased goal focus, improved staff commitment, resulted in better coordination of implementation teams, and aligned to strategy allocation of resources (Rajasekar, 2014). A study on the impact of academic leadership on the motivation of faculty and organizational effectiveness in the higher education system in Pakistan had variables such as leadership as the independent variable, motivation as a moderating variable, and, organizational effectiveness as the dependent variable (Siddique, Aslam, Khan & Fatima, 2011). The purpose of the research paper was to develop a conceptual framework from the work of other scholars, linking leadership and organization effectiveness with motivation as the moderating variable. The findings were that academic leadership is different from leadership of other organizations, for example in the manufacturing sector. The study‟s limitation is that the sub-variables chosen do not depict the leadership construct in strategy implementation for attributes such as style; traits, characteristics and personality were not studied. The sub-variables of leadership were research, educational and administration work.

In a study on the effect of leaders‟ styles of decision-making on perceived organizational effectiveness in higher education institutions in Khyber Pakhtunkhwa in Pakistan, the results of Hassan, Shah, Zaman, Ikramullah and Shah (2011) indicate that a rational style of decision-making positively influences organizational effectiveness. Autocratic or political style of decision making, in contrast, negatively influences organizational effectiveness. Stratified random sampling was used to collect data from 302 faculty members from all 24 higher education institutions within the province of Khyber Pakhtunkhwa. A research on Zimbabwe‟s state-owned enterprises concluded that great strategy implementation is negatively correlated to low leadership involvement (Mapetere, Mavhiki, Tonderai, Sikomwe & Mhonde, 2012).

The study focused on the strategic place for leadership in strategy execution. The research was a survey of four state-owned organizations, with questionnaires and interviews being

used for data collection. Leaders failed to role model best behavior that leads to sustainable successful strategy implementation; other factors to consider are transactional leadership style and a reward structure that motivates staff (Mapetere et al., 2012).

In a research in Ghana that reviewed if a firm‟s performance is influenced by leadership styles, the autocratic, democratic and laissez-faire leadership styles were the independent variables (Puni, Samuel & Okoe, 2014). Correlational research design was used with purposive and convenience sampling.Democratic leadership style was more associated with high financial performance and sustainability than autocratic and laissez faire leadership styles (Puni et al., 2014). Martin, Nyasha and Edson (2014) studied leadership styles and organizational performance in a case study of LG finances in Bindura, Zimbabwe. The analysis revealed that the autocratic leadership style used by LG Finances managers influenced junior staff negatively, leading to low individual and organizational performance. Other factors affecting performance of a firm, besides its leadership style, are poor employee performance, poor motivational strategies, reduced staff morale, and unavailability of resources (Martin et al., 2014). This was a case study research design of a microfinance firm with quantitative and qualitative research techniques.

In a research in Nigeria, Obiwuru, Okwu, Akpa and Nwankwere (2011) focused on transactional and transformational leadership styles. Survey research design was used, with quantitative analysis techniques, examining the primary data collected using the structured Multifactor Leadership Questionnaire (MLQ). The transformational leadership and performance components studied were charisma, inspirational motivation, and intellectual stimulation or individual consideration. The study concluded that transactional leadership components were constructive or contingent reward and corrective or management by exception; and performance variables were effort, productivity and loyalty.

Transactional leadership style is more appropriate in inducing performance in small-scale enterprises than transformational leadership style (Obiwuru et al., 2011). For growth and transition to transformational leadership style as the enterprises developed, grew and matured, the management needs to develop the transition strategies (Obiwuru et al., 2011). While studying factors that affect strategy implementation in NGOs in Kenya, Abok (2013) concluded that NGO leaders often face extraordinary challenges both at a personal and

organizational level and that four major aspects impact on effective implementation of strategic plans. These are tangible and intangible assets; organization information flow and depository; culture and leadership style; and stakeholders. The study used the exploratory approach, descriptive survey design and with questionnaire as the data collection tool.

Leaders, therefore, provide learning opportunities and a supportive climate to motivate and inspire their followers to arrive at a shared meaning and overcome challenges (McCleskey, 2014). The concept paper examined three leadership theories: Situational leadership, transformational leadership, and transactional leadership (McCleskey, 2014). Boehnke, Bontis, DiStefano and Stefano (2003) research focusing on a global petroleum company examined examples provided by employees on outstanding organizational performance in order to seek pinpoint what leadership attributes have contributed to the outcomes indicating majorly the transformational leadership characteristics resulted in high performance. Following the theories, conceptual framework and empirical studies discussed, the study expected leadership style constructs to influence organizational effectiveness, and therefore this study‟s null hypothesis is that: H01: Leadership style does not significantly influence organizational effectiveness of NGOs in Kenya.

2.4.2 Influence of Organizational Structure on Organizational Effectiveness

Rajasekar (2014) posits that the support structures in the form of formal organizational structures help to understand decision-making and resource allocation in an organization. The research examined the factors affecting effective strategy implementation in a service industry in the Sultanate of Oman. The study was descriptive correlation, using a survey, and a questionnaire was used for data collection. The study concluded that organizational structure provides a graphical show of how the decision-making process and resource allocation is done to ensure organizational effectiveness (Rajasekar, 2014).

In a research involving 172 Slovenian companies, Cater and Pucko (2010) demonstrate that managers mostly rely on planning and organizing activities when implementing strategies. The research design was survey, with a questionnaire used to collect data and descriptive analysis undertaken. Their results showed that adapting the organizational structure to serve the execution of strategy has a positive influence on performance. In a study of a

multinational personal healthcare company, Kimberly-Clark‟s implementation strategies showed that brand planning processes, global branding and marketing capabilities and processes contributed to the company‟s success (Matanda & Ewing, 2012). The research design was an in-depth case study, using semi-structured interview techniques with both open-ended and probing questions protocol.

Investigations revealed that strategy implementation is affected by an organization's structural characteristics – formalization, centralization, and specialization – concluding that the success of a business requires a fit between strategies and organizational culture orientation (Slater, Oslon, & Finnegan, 2011). The study was a survey of manufacturing firms and service industry firms classified in the 20 different two-digit SIC code industries (where SIC is the Standard Industrial Classification, a United States system used to classify the state‟s industries using a four-digit code). Questionnaires, mailed with a return envelope to senior managers, were used for data collection. Research by Zaribaf and Hamid (2010) on Pasargad Bank branches in Tehran, Iran, reveals that the top management formulates strategy exclusively. The choice of who to hire in middle management influences strategy implementation outcomes, especially when numerous changes are needed, and thus confirming the conclusion that strategy follows structure. The study research design was survey using a questionnaire for data collection.

Organizational structure affects how strategy is implemented through providing a framework of how the activities and processes are done to achieve organizational objectives (Muoki & Okibo, 2016). Moreover, the study posits that organization structures affect the strategy implementation in relation to three key factors – communication plans, clear vision, and distribution of resources. The research design was a descriptive case design of the Jaramogi Oginga Odinga University of Science and Technology in Kenya, with a targeted population of 150 respondents.

In an exploratory study involving corporate communication and strategy implementation, Forman and Argenti (2005) posit that the internal communication within a company has an overarching hand not only in making strategy, but also in successfully implementing it. The research was a qualitative field study of five firms drawn from dissimilar industries examining corporate communication best practices. Markiewicz (2011) reveals that the

importance of structures and proposed creativity, innovation, and perception in organizational processes is important in successful strategy implementation. The study was a literature review paper on strategic management frameworks and models. A study was also done on the impact of institutional structure on organizational effectiveness with organizational justice as a mediating variable in Lahore, Pakistan (Amin & Naqvi, 2014).

The study concluded that an intervening relationship existed between institutional structure and organizational effectiveness through organizational justice. The R squared showed that institutional structure and organizational justice collectively explained only a 59 percent variation in organization effectiveness (Amin & Naqvi, 2014). One of the recommendations was to investigate the other antecedents of organization effectiveness to examine what caused the 40 percent change. Research design was survey method, where data was collected from 244 teaching faculty members practicing in higher educational institutes in Lahore, Pakistan. Amin and Naqvi (2014) study gives impetus to examine the influence of strategy implementation on organization effectiveness, the other construct not studied in this study.

The influence of organization structure and culture on implementation of strategies in the Constituency Development Fund Board in Kenya discovered a direct-linear relationship between organization culture and structure on strategy implementation (Kinyua, Njoroge, Wanyoike, & Kiiru, 2015). The research adopted a descriptive correlational survey design, using questionnaire as the data collection tool and stratified random sampling to select respondents. The difference with this study is that culture and structure are sub-independent variables of study, and the methodology used is explanatory whereas their research used descriptive correlational survey design. The limitation of their study was that there were no mediating variables and the focus was a case study.

Following the theories presented above, conceptual framework and empirical studies, the study expected organizational structure constructs to influence organizational effectiveness, therefore this study‟s null hypothesize that, H02: Organizational structure does not significantly influence organizational effectiveness of NGOs in Kenya.

2.4.3 Influence of Resources on Organizational Effectiveness

The research on the structure and resources of NGOs in Estonia reveals the existence of two main types of resources for successful organization effectiveness. One is formal, common for international NGOs that have structured communication, fundraising subcommittees, formal membership subscriptions and compensated staff, and the second is informal, often used by community groups, cultural and recreational associations where resources are managed informally, non-bureaucratic and often direct communication across the group (Lagerspetz, Rikmann & Ruutsoo, 2002).

The research was a survey of NGOs in Estonia using a questionnaire to collect data. The results indicate the limited material, legislative, and moral resources to fulfill their civic and political expectations in the Estonian state. The resources structure adopted was informed by different factors; patron-client relationships often are based on personal loyalty and relationships, the effect of NGO umbrella associations with their influence and petitioning of national legislation, and how resources influence the internal democracy in an NGO leading to an organization meeting its mission and goals effectively (Lagerspetz et al., 2002). The NGOs active in the bigger cities in Estonia were ahead of those located in small towns and rural areas in their capacity to attract resources and capability in using the resources.

A study on financial resources of NGOs in Romania, reveals that “application” is the main tool used to request for funds by NGOs (Ciucescu, 2012). The main funding sources for NGOs in Romania are broadly divided into two categories. The first category is local funds received from within the country. The second category is the donations received from abroad. Direct funding through grants are allocated from the state budget and given through the ministries, with the national governmental intentionally having a national-level institution that focuses on international funding programs for the non-profit sector. There is also direct material support provided by local authorities, revenues from the NGOs‟ own economic or profit-making activities, and membership fees (Ciucescu, 2012).

The important elements of an organization fundraising plan are as follows. A written plan indicating purposes and objectives; justification for the request of a donation; variety of targeted fund sources; time allocated for fundraising; money allocated for fundraising; and

members and board hired or tasked with the fundraising activities (Ciucescu, 2012). The study‟s research design was a literature review of primary and secondary information on funding sources of NGOs in Romania. In addition, Baur & Schmitz (2012) researched on corporations and NGOs focusing on when accountability leads to co-optation, concluding that co-optation was different in the for-profit and nonprofit sectors. Differences are caused by the NGOs engagement in business-type activities, with corporate sponsorship causing a resource dependency for NGOs (Baur & Schmitz, 2012). The research was a study of literature and previous research on NGO interactions with corporations.

Corporate sponsorship succeeds when the NGO and for-profit company are not in a competing sector or service (Baur & Schmitz, 2012). This is exemplified well in the example where the NGO, Save the Children, sought corporate sponsorship from companies such as Coca•Cola and Pepsi where their focus was on child obesity in the United States (Baur & Schmitz, 2012). Corporate product endorsement by NGOs – and appointing some of the for- profit leaders into their board of directors – ensures access to resources of networks that an NGO would otherwise not have access to – which are the other two forms of co-optation (Baur & Schmitz, 2012).

Ismail, Rose, Uli and Abdulla (2012) examined the relationship between organizational resources, capabilities, systems and competitive advantage. Competitive advantage was from the perspective of "value and quality", the main elements of which are described as "cost- based", "product-based" and "service-based". Their research was a survey of manufacturers listed in the 2008 Federation of Malaysian Manufacturers Directory. The findings indicate significant, positive effects of organizational resources, capabilities and systems collectively on competitive advantage, providing support and corroboration to the resource-based view (Ismail et al., 2012). The generalizability of the study's findings is not recommended given that the sample only captured the perception of a single respondent in the top management per manufacturer at a single point in time (Ismail et al., 2012).

A study on the social marketing strategies provided how often-marketing strategies of NGOs affected the organization‟s effectiveness in vision and mission achievement (Parthasarathy, 2013). The study‟s research techniques were both quantitative and qualitative research in the form of a survey; a structured questionnaire, observation and in-depth interviews were used.

The study concluded that NGOs are relatively weaker in social marketing than their counterparts in for-profit firms that use aggressive commercial marketing strategies, citing marketing benefits that are not easily attributable to the success of NGOs in fundraising; social and cultural stigma barriers do not favor NGOs to market and too many stakeholders influence the social marketing plans. In an analysis of factors influencing the implementation of strategic plans in public secondary schools in Mukurweini and Othaya sub-counties of Nyeri County in Kenya, the objectives focused on the influence of managerial skills, institutional policies, resource allocation, rewards, and incentives on strategic plans implementation (Ndegwah, 2014).

Research design was a descriptive survey and questionnaires were used for data collection. The results indicated the need for development of resources, allocation policies and budgets development prioritization (Ndegwah, 2014). Institution policies and management team training on core skills to enable implementation of the strategy was also a proposed priority. A unique finding in the Ndegwah (2014) study is that rewards and financial incentives did not influence implementation of strategic plans in the public secondary schools studied.

Muthoni and Kavale (2015) studied the factors influencing strategy implementation of water supply firms in Mombasa, Kenya. The study variables were leadership, organizational culture, organizational resources and stakeholders. The study used stratified random sampling technique to choose the employees from three departments who were issued with the questionnaire. The study concluded that a lack of commitment of the top management team to strategy implementation, poor leadership style and guidance from managers, inadequate human resource skills, limited funds and interference from stakeholders leads to poor strategy implementation.

A study on resource-dependency perspective on the implementation of strategic plans in NGOs in Kenya concludes that many NGOs in Kenya have embraced strategic planning, but the implementation that leads to meet goals and results has remained a challenge (Abok, Waititu, Ogutu, and Ragui, 2013). Research design was a survey using questionnaires to collect data. The study concluded that the key challenge of resources has caused the top leadership of NGOs to give importance to providing firms with comparative advantage for them to raise funds for projects and for the organizations‟ sustainability (Abok et al., 2013).

Following the theories presented above, conceptual framework and empirical studies, the study expected organizational resource constructs to influence organizational effectiveness, therefore this study‟s null hypothesis that: H03: organizational resources do not significantly influence the organizational effectiveness of NGOs in Kenya.

2.4.4 Influence of Culture on Organizational Effectiveness

In a study of work-life strategies in the Australian construction industry, Lingard, Francis and Turner (2012) found the need for effective communication methods about work-life intervention and strategies within the organization during strategy implementation.

The research involved weekly data collection for 25 weeks on the number of hours worked, work-life balance satisfaction level and capability to execute all allocated tasks at work and at home in a timely manner. Data collected was exposed to time series modeling. Ahmadi, Salamzadeh, Daraei, and Akbari (2012) studied the impact of organizational culture while implementing strategies in Iranian banks. The research was a survey using a randomly- distributed questionnaire. Their findings indicate culture‟s influence varies depending on how strong the culture in an institution has developed and informs accepted norms and ways of doing tasks (Ahmadi et al., 2012).

Moreover, they postulate that a culture evolves and affect organizational effectiveness the more adaptive it is. However, this research is a case study of a single enterprise, Karafarin Bank; therefore, the findings cannot be generalizable to all organizations. Whereas there are many attributes within culture, study focused on hierarchy, market, clan and adhocracy sub- cultures as having more relevance to implementation. The independent variable for the study by Ahmadi et al. (2012) is culture, while the dependent variable is strategy implementation. The study does not mention any intervening variable, hence the difference between the study done by Ahmadi et al. (2012) and the current one is this study‟s intervening variable, donor policy.

Kafashpoor, Shakoori and Sadeghian (2013) studied the relationship between the independent variables of culture, structure, leadership style, strategy, and organizational effectiveness, with knowledge management playing the mediating roles. In the study, the measures of effectiveness were market share, profitability, growth rate and innovativeness.

The research design was survey, with data collected through questionnaires from employees of 14 organizations of Mashhad Municipality, the second largest city in Iran. Chi-square test and linear regression was used to test the hypotheses (Kafashpoor, Shakoori & Sadeghian, 2013).

Results indicate that all context variables are significantly associated with organizational effectiveness. Moreover, there is a significant relationship between context variables and knowledge management, with the latter playing a mediating role in the relationship between context variables and organizational effectiveness. Besides the sample of only 14 employees from one organization, this was a case study of one municipality in Iran, whose findings may not be generalizable.

This study focuses on market share, profitability, growth rate and innovativeness only, but does not justify the choice and justification for leaving the others out (Kafashpoor, Shakoori & Sadeghian, 2013).When exploring the effect of organizational culture, leadership and strategy on organizational effectiveness with the mediating effect of knowledge management, a survey was conducted of eight telecommunication companies located and operating in the Gulf Cooperation Council (GCC), that is, the countries of Qatar, United Arab Emirates, the Kingdom of Saudi Arabia, Kuwait, Bahrain, and Oman (Aldulaimi, 2015). This research was a cross-sectional survey focusing on the human resources (staff members) of eight telecommunication companies in the GCC countries. The study results indicated that knowledge management fully mediates the impact of organizational culture on organizational effectiveness and partially mediates the impact of organizational leadership and strategy on organizational effectiveness (Aldulaimi, 2015).

Organizational culture dimensions, namely adaptability, consistency, involvement, and mission combined, positively lead to enhanced knowledge management and organization effectiveness (Aldulaimi, 2015). This study‟s limitation was challenges in data collection from companies in Oman due to data restrictions. He concludes that organizations that are adaptive, decentralized, have consistency in values, engagement of employees, and align the culture to their missions, investigate issues, reduce costs, and become proactive in strategy implementation that often leads to organization effectiveness (Aldulaimi, 2015). When examining corporate culture and organizational effectiveness in the Nigerian Banking

Industry, Amah (2012) suggested firms should be adaptive, with productivity plans that outline costs and waste reduction leading to organizations that are more efficient. The research was a cross-sectional survey using correlation analysis of managers in 20 Nigerian banks.

The study‟s major findings were that shared values (consistency) with the banks having a high value for their customers, employees and stockholders was associated with an increase in market share and sales growth; that increased employee involvement lead to an increase in their market share; and that an increase in shared mission is associated with increase in market share (Amah, 2012). There was a negative but not significant relationship between adaptability and productivity, leading to the conclusion that adaptation to the organization environment causes efficient use of resources (Amah, 2012).

Their research advocates employee engagement in mission development, decision making and shared values so as they can act in the best interest of the organization. Socialization to organization culture is encouraged for new staff, and review of the same so as to develop an adaptive culture that responds to individual involvement and turbulence in the environment, leading to a shared mission and organization effectiveness (Amah, 2012).

In a case study of Tehran municipality cultural areas using descriptive survey correlation method, strategy and organizational culture were found to significantly increase organizational effectiveness (Amirkhani & Maleki, 2015). The research was a case study of Tehran Municipality using questionnaires. Organization effectiveness analysis was done with four model perspectives (Amirkhani & Maleki, 2015). The first was objective model, which aimed at achieving the goals or objectives in full or at least having a partial realization. Second was systems model, which underscored the successful acquisition of scarce and limited resources and the alignment to a turbulent environment, characterizing an organization as being effective. Third was the strategic stakeholder model – that the beneficiaries and other stakeholders, owners or shareholders, employees, customers, suppliers, the primary lenders to institutions, unions and ultimately state institutions – are satisfied. Last was the competing values model, where the three attributes listed above compete to be met (Amirkhani & Maleki, 2015).

Bateta and Wakogi (2015) conducted a survey of the influence of organizational culture on implementation of strategic plans in NGOs in Nakuru County, Kenya. The study used descriptive survey research design with questionnaires to employees of 249 registered NGOs in Nakuru. The findings revealed that both reward systems and behavioral norms in the NGOs were strong motivators for the implementation of strategic plans.

Traits highly valued by the organizations‟ strategies played a significant role in enhancing the implementation of strategic plans within the NGOs (Bateta & Wakogi, 2015). Following the theories presented above, conceptual framework and empirical studies, the study expects organizational culture constructs to influence organizational effectiveness; hence, this study‟s null hypothesis that: H04: Organizational culture does not significantly influence the organizational effectiveness of NGOs in Kenya.

2.4.5 Influence of Donor Policies on Organizational Effectiveness

Pfister (2014) did a study on a sustainability measurement framework and provided a performance measurement framework for the nonprofit sector, given increased expectations for NGOs to show results and address organizational sustainability issues. The research used meta-analysis design that included a survey with questionnaires, collecting data from development aid NGOs in the USA, the UK, Switzerland and Germany. The framework allows for flexibility given the context of each development aid NGO; however, it provides a framework to define, measure, review, communicate, learn and adjust the performance metric at project start, midterm evaluation, impact and results reviews, and fundraising levels. For further research, it is suggested to examine the effect of trust building with all stakeholders, and the transparency of NGO strategy implementation methodologies, challenges faced and existing hindrances on sustainability and hence effectiveness.

Analoui and Samour (2012) did a study on strategic management and revealed that most NGOs in Palestine practice strategic planning, implementation and evaluation. The challenge was limited freedom of operation from the national regulator. The research was a survey, using questionnaire as the data collection tool and with both qualitative and quantitative approaches employed for data analysis. The sample unit was managers of NGOs located in the Gaza Strip in Palestine. The study opines that donors should not use aid or funds

assistance as a political tool to influence the national government. The NGO regulator should develop a strategic plan that the NGOs can then use in their operations to align their priority areas and methodologies (Analoui & Samour, 2012).

A research on monitoring and evaluation practices and the performance of NGOs responsible for implementing projects in Bungoma County of Kenya concluded, concluded that it was necessary to align staff job descriptions, perform frequent period data quality assessments to identify challenges, and to manage stakeholder involvement in the monitoring and evaluation of projects. (Micah & Luketero, 2017). In addition, allocating resources to performance measurement, with the consideration being made at the project design phase, also influenced the performance of NGOs (Micah & Luketero, 2017). This was a descriptive survey design and correlation design. Given the size of the target population – 101 respondents from three NGO organizations – a census was conducted.

Within East Africa, a study was done by Wairimu (2014), who studied “transition or stagnation: Everyday life, food security and recovery in post-conflict northern Uganda.” The study focused on the impact of NGOs in northern Uganda and concluded that the legitimacy and impact of NGOs activities can be improved if these organizations researched and understood the local population. The research was an ethnographic study using discourse analysis to examine the interventions and policies among the people of Uganda in everyday life interactions. The study, done between the years 2010 and 2012 with a focus on 29 households, was chosen for in-depth study. The resultant misfit between the policies and realities of development-sector engagements can be resolved through more dialogue, with involvement of the stakeholders.

Ochanda (2014), studied, “The local development dynamics of the third sector in Kenya: The Empowerment Dimension”. The research concludes that the not-for-profit sector, which is often labeled the “third sector”, has greatly developed in Kenya amid the challenging legal, bilateral agreements and political influence. The study area of focus was Riruta location of Dagoretti District in Nairobi, Kenya. Qualitative and quantitative methodologies were used, with interviews and observations. Ochanda (2014) further praised their contribution to local development and community welfare.

NGOs adopting the corporate model have led to greater public inﬂuence, awareness and trust (Blood, 2005). Apart from governments, Blood (2005) argues that NGOs are the only other institutions navigating political and treaty environments well, given the flexibility received from adopting a corporate structure. This research was a study focusing on secondary data of international NGOs. The study focused on 18 leading UK-based NGOs, selected for being the most prominent groups active on issues of Third World development. Key findings on internal structure were that none of the 18 NGOs allowed members to elect the top leadership, while only four allowed them to elect the board of directors. Four NGOs held annual general meetings for all members, but of the 18, only one used the meeting to debate policy (Blood, 2005). This is why private regulatory systems intended to protect workers' rights in emerging economies are being propagated cooperation between trade unions and NGOs, as studied by Egels-Zanden and Hyllman (2011). Two factors are suggested as the key to ensuring workers‟ rights and policies are prioritized through governance systems and resources.

Questions of legitimacy regarding who had the right to advance workers‟ rights also bring NGOs into conflict with trade unions, and efforts are being made attempt to legitimize their representation by NGOs (Egels-Zanden & Hyllman, 2011). Developing new policies, laws and regulations aimed at protecting the environment was a priority for the world, a conclusion made in a study of environmental NGOs in China, their roles and limits (Schwartz, 2004). China‟s social and economic structure was family or communal-based and not individual, hence the emergence of legal NGOs in China that advocate fair laws and environment (Mei, 2011). In China, the decentralization of environment from the central government to local level governments was intended to contribute to more effective, responsive government services (Schwartz, 2004). However, he further advances – as the environmental protection case in China illustrates – that decentralization is not always beneficial since most local governments almost inevitably focus on short-term economic growth results, which at times neglects environmental protection.

This research examines the influence of regulatory environmental compliance on the organization effectiveness of NGOs. The distinction between gender equality and women‟s empowerment, or lack of it, may be causing a negative influence in achieving gender equality

(Phillips, 2015). He further posits that the distinction is the Global Gender Gap index that ranks countries that reach the point where the outcomes for women equal those for men (WEF, 2016). In addition, individual gender empowerment policies as seen are a key means for women to reduce the gap between them and their male counterparts in economic, educational, societal, political and cultural contexts. As gender policy frameworks have had an uptake globally, women NGOs are at the forefront of conceptualization and delivery of action towards gender equality (Phillips, 2015).

In their study, “NGOs, multinational enterprises and gender equality in labor markets: a political economy of conflicting interests,” Munin (2013) concludes that gender equality of labor markets leads to better utilization of women‟s work, resources available in all countries. Gender inequality in labor markets is often caused by the historical status of women, who are perceived mainly as homemakers, as well as by conservative religious or traditional approaches and national laws that forbid women from inheriting or owning property, gaining education and engaging in business interactions (Munin, 2013).

2.5 Chapter Summary

This chapter has laid theories and empirical research by other authors relating to the research questions. The areas covered include the theoretical framework of the study, the empirical review focusing on the variables of the study, the conceptual framework, and an empirical review of literature related to the study variables. This study‟s research design and methodology is explored in the next chapter.

CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 Introduction

This chapter articulates research policy, procedures used, and the reasons why. A detailed description of the research methodology is given with the following components: Philosophy, research design, target population, and sampling. In addition, research procedures stating how the data was collected are indicated. Finally, the chapter includes information on how data was analyzed and the chapter summary. The detailed description of the research methodology is presented in the next sections.

3.2 Research Philosophy

A research philosophy is a belief about the way data about an occurrence or phenomenon is collected, analyzed and then consumed by users (Saunders et al., 2016). Research philosophies are approached from, firstly, doxology about what people believe to be true; secondly, epistemology, which is the acceptable knowledge and truths existing in a certain field of study; thirdly, about the world referred to as ontology; and finally, informed by values referred to as axiology (Mkansi & Acheampong, 2012). Therefore, the purpose of science is the process of converting information that is believed into known, doxa to episteme (Ritchie, Lewis, Nicholls & Ormston, 2013).

There is no agreement on the number of research philosophies (Mkansi & Acheampong, 2012). The four research worldview paradigms commonly proposed from all the epistemological, ontological and axiological perspectives are social constructivism, positivism (post-positivism), advocatism (participatory) and pragmatism (Saunders et al., 2016). Proponents of the post-positivist paradigm opine that the social world exists externally, and that its properties should be measured through objective methods rather than through sensations, intuition and reflections (Saunders et al., 2016). Post-positivist studies use quantitative methods for empirical testing of hypotheses that have been formulated either in grounded theory or in phenomenological framework (Goulding, 2002). Social constructivist philosophy focuses on qualitative research, seeking an understanding of the

world with a foundation that individuals develop subjective meanings of their experiences (Saunders et al., 2016.

Pragmatic philosophy uses all available methods to analyze a problem and offer a solution (Saunders et al., 2016). It is also known as interpretivism or naturalistic inquiry. Advocatism is an action type research, which advocates that research should have a mix of politics and an agenda – that, for example, issues of feminism, racism, disability, changes or reforms are needed. This research philosophy advocates for reforms focused on issues of empowerment, inequality, oppression, domination, suppression, and alienation to change the lives of participants, and institutions. The researcher, and often research respondents, assist in developing research questions, collecting data, analyzing data and also participating in the rewards of research (Cooper & Schindler 2012; Saunders et al., 2016).

Pragmatism research philosophy informs that one approach may be better than another given the research questions and therefore it is possible to combine several philosophies, for example social constructivist and post-positivist philosophies, in a study to provide a solution (Wiersma & Jurs, 2005; Saunders et al., 2016). This philosophy advocates for a mixed method approach, which entails using both qualitative and quantitative research techniques (Saunders et al., 2016). This view supports phenomenological research which examines an experience or a phenomenon using the qualitative research method.

Based on the differences between the two paradigms, this study on the influence of strategy implementation on organizational effectiveness adopted the positivistic approach, as it relies mainly on quantitative data. The positivism approach was suitable because one of its principles is that an observable social reality (organizational effectiveness) is studied to produce credible data which is used for statistical analysis independent of the researcher‟s bias (Saunders et al., 2016). This study focused on observable attributes of strategy implementation and sought to test the hypothesis developed from a theoretical and empirical review of literature, all of which are characteristics of the positivistic philosophy.

3.3 Research Design

A research design is a framework detailing how the research is carried out and providing an outline of how data was collected, measured and analyzed (Kothari & Garg, 2014). Research

design is also defined by Cooper and Schindler (2012) as the overall strategy that is chosen to integrate the different components of the study in a coherent and logical way, thereby ensuring the research problem is effectively addressed.

Research design gives answers to the research questions by going through a systematic process and to control the variance (Wiersma & Jurs, 2005). There are three research design strategies: Quantitative method, qualitative method, and mixed method designs (Saunders et al., 2016). Quantitative methods focus on testing theories and hypotheses by examining relations among variables, on the basis that all variables can be measured by numbers for analysis using statistical methods that lead to structured reports (Zikmund, Babin, Carr & Griffin, 2013). Quantitative methods are classified into experimental design and non- experimental design, for example surveys, which is numeric description of trends, attitudes, and opinions by studying a sample from a population (Saunders et al., 2016). Qualitative methods seek to discover the meaning that individuals and/ or groups attribute to social or human problems (Wiersma & Jurs, 2005).

The qualitative methods are mainly five: Narrative research, phenomenology, ground theories, archival research and case studies (Mcburney & White, 2010; Saunders, et al., 2016). Narrative research involves studies on happenings from the participant‟s life and researcher‟s life that can lead to biographies or documentation of stories. Phenomenology are studies of a complete cultural group in their natural setting. Grounded theory studies, also called theory building, involve constructs relating to general abstract theory or frameworks development.

Archival research makes use of administrative records and documents as the principal source of data. Case studies examine an issue in depth through an empirical investigation of a present-day phenomenon (Mcburney & White, 2010; Saunders, et al., 2016). Mixed methods are a combination of two methods – quantitative and qualitative research designs. Mixed methods lead to the triangulation method that seeks convergence between qualitative and quantitative methods (Saunders et al., 2016). The mixed methods sub-categories are sequential, concurrent, and transformative (Thomas, 2011; Mcburney & White, 2010). This study adopted a quantitative approach suitable for the research sought, to statistically examine the influence of the independent variable, strategy implementation, on

organizational effectiveness; inferential statistical analysis was done. The purpose of a research leads to a threefold classification of exploratory, descriptive and explanatory (Saunders et al., 2016). This research is explained as exploratory, for it examines what is happening to get new insights, ask questions and assess phenomena in a new perspective.

The focus of descriptive research is to depict an accurate profile of persons, events or situations; it is useful in explanatory research studies that inaugurate causal relationships between variables (Saunders et al., 2016). Both explanatory and descriptive research schemes were embraced in this research. The descriptive design was suitable for this study since it involved an intricate analysis of the influence of strategy implementation on organizational effectiveness. On the other hand, the explanatory research design was suited for the study as it sought to explain how a change in the independent variables affects the dependent variable. This study used a field-based survey strategy, correlational in research approach and cross- sectional in time consideration.

Two methods are proposed for arriving at conclusions in research; the deductive method starts with an expected pattern that is tested against observations, while the inductive methods begin with observations and seeks to find a pattern within them (Babbie, 2009). The deductive approach has the following steps: Specify the topic; specify the range of phenomena your theory addresses; identify and specify your major concepts and variables; establish what is known (propositions) about the relationships among those variables; and reason logically from those propositions to the specific topic you are examining (Babbie, 2009).

This study takes the deductive approach because it aimed to investigate and make a prediction of the influence of strategy implementation on the organizational effectiveness of NGOs in Kenya based on six hypotheses, with a view to reaching a logical conclusion. The deductive approach was chosen because this study moves from the broad construct of organization effectiveness to the narrower six hypotheses tested to identify what influences the construct.

3.4 Population

Population is made up of all individuals and organizations that make up the study universe (Kothari & Garg, 2014). The population for this study was project managers of NGOs currently registered with the NGO Board of Kenya. Project managers are often referred to as the executive leaders of the NGOs. Other names for project managers are team leaders, chief of party or directors. The population characteristics were project managers of NGOs of organizations defined as non-governmental organizations (NGO Board, 2015).

The Public Benefits Organizations Act in Kenya categorizes NGOs in various sectors: Agriculture, water, education, environment, health, human rights, gender and development, children‟s rights, poverty alleviation, peace, population, training, counseling, small-scale enterprises, and disability (NGO Board, 2015). The target population was drawn from the NGOs Coordination Board list of 5,547 registered NGOs as at October 2016. Only NGOs with head offices in Nairobi County were sampled.

Nairobi was chosen because it has the largest registered number of NGOs, according to the NGO Board. Moreover, NGOs in Nairobi are the most likely to exhibit all or most of the strategy implementation variable under study in Kenya. This is similar to the study area of focus for Abok (2013), who concluded that Nairobi County NGOs exhibit most strategy implementation variables. Project managers were the unit of study because they are in the management of the NGOs and are aware of strategies being implemented and the levels in efficiency.

3.5 Sampling Design

A sample is a subset of a larger population, where the population is a group of entities with homogenous characteristics (Zikmund et al., 2013). The sampling design takes account of decisions on selecting the sample size from the sampling frame, and in addition the sampling procedures presented below.

3.5.1 Sampling Frame

A sampling frame provides names of all target population components from which a researcher selects a sample (Saunders et al., 2016). The sampling frame was the list of the

5,547 NGOs registered with the NGOs National Coordination Board as at October 2016. The project managers in each of the randomly-selected NGOs were the sample unit. The list of the NGOs is contained in Appendix IV.

3.5.2 Sampling Technique

The probabilistic and non-probabilistic sampling techniques are the two categories of sampling methods (Saunders et al., 2016). There are four probabilistic sampling techniques: Cluster, simple, stratified random, simple random and systematic (Cooper & Schindler, 2014).

Non-probability sampling techniques are quota, snow balling, convenience, purposive and self-selection (Zikmund et al., 2013). When more than one approach is used in the same study, it is known as multi-stage sampling. Sampling is advocated for, as opposed to survey, to reduce costs and escalate the swiftness of data collection. In addition, precision of results is encouraged and representation of the different population components (Cooper & Schindler, 2014).

Probabilistic sampling was used because of agreement with the view expressed by Zikmund et al. (2013), who argue that probabilistic sampling is suitable when the researcher intends to have a certain level of confidence in their data collection. The data collected was also tested to calculate any bias and errors, which cannot be measured if the non-probabilistic approach as stated by Latham (2007) is used. Simple random sampling was used in this study to select a sample from the population of NGOs registered with the NGOs Coordination Board. The choice of NGOs with head offices in Nairobi County is similar to a study on NGOs done by Abok (2013), who did a study on NGOs based in Nairobi County.

In Nairobi County, the study used simple random sampling to identify the NGOs for data collection. Simple random sampling reduced bias and gave each NGO in Nairobi a chance to participate. The choice of NGOs‟ project managers was because they are the ones responsible for strategy implementation and are best placed to provide the information; this is similar to the research by Abok (2013).

3.5.3 Sample Size

Sample size calculation aims at determining an adequate sample size, which can estimate results for the whole population with a good precision, to enable the researcher draw inference or to generalize about the population from the sample data (Saunders et al., 2016). The inference drawn was related to such parameters of the population as the mean, standard deviation or some other features like the proportion of an attribute occurring in the population (Cooper & Schindler, 2014). To determine a representative sample size from the target population, different strategies are used according to the purpose and context of the research study (Zikmund et al., 2013).

The main considerations of sample size determination are, first, whether the population size is known or unknown. Secondly, the margin of error informed how accurately the results are or the confidence interval, which informed how much higher or lower than the population mean the sample mean should fall. Thirdly, the confidence level, informing the needed assurance that the actual mean falls within the confidence interval. Fourthly, the standard deviation, the variance expected in the data collected; and lastly, types of analyses the researcher plans to undertake, for example the chi square needs a large sample size (Saunders et al., 2016).

There are different formulae for determination of appropriate sample size when different techniques of sampling are used when a population is finite and known; when using Yamane equation, there is no need for the mean and standard deviation (Cooper & Schindler, 2014; Zikmund et al., 2013; Saunders et al., 2016).

The Yamane formula is provided as follows:

[n = N/1+N (e) 2] where: n is the sample size,

N is the population size, and e is the margin of error or the level of precision.

When the population size is not known, the sample size is calculated: n = Z2σ2 / E2 where Z is the standard score at a specified confidence interval,

σ is the estimated population standard deviation, and

E = σ / sqrt (n) and n is the estimated population size

Other proposed methods of getting to a sample size are prior research; researcher assessment given the standard deviation, standard error and population size; and the needed results and the use of statistical conventions.

Another approach is to use the normally-acceptable methods or sizes, for example that the sample should be more than 30 and where the population is less than this number, collect data from all population constituents (Howell, 2012; Saunders et al., 2016).

For purposes of this study, a formula by Yamane (1967) was adopted in computation of sample size because the population is infinite and the margin of error is 5 percent given the social sciences conventional percentage as stated by Saunders et al. (2016).

Using Yamane formula,

[n = N/1+N (e) 2]; where, N represents population size, n represents sample size, and e presents margin of error.

With the population being 5,547 and the margin of error at 5 percent, the sample size was 374 NGOs. This study used a 95 percent confidence level and p = 0.05. Given this study‟s parameters, the sample is calculated below:

n = 5547

1 + 5547(e) 2

n = 374

3.6 Data Collection Methods

Data collection refers to the process of gathering raw and unprocessed information that can be processed into meaningful information, following the scientific process of data analysis (Howell, 2012; Saunders et al., 2016). Data can be collected from primary sources, for the research problem at hand, and secondary sources that had been collected over time and exist in archives, which could be either electronic or bound (Kothari & Garg, 2014). Both primary and secondary data were used to get comprehensive insight to the study variables. Secondary data sources used were the annual NGO sector reports, journals, theses and dissertations of Kenyan and foreign universities, websites of NGOs, the NGO Coordination Board, and organizations like the World Bank reports and Kenya Bureau of Statistics. The primary data collection tool used was a questionnaire, which was administered to project managers to collect current sector information about the influence of strategy implementation on organization effectiveness. The questionnaires used a 5-likert scale.

The questions were a mix of closed and open-ended questions that offered a chance for additional explanations or context clarification by respondents. Commonly-used measurement scales are nominal, ordinal, interval and ratio. Nominal, on the one hand, provides categorization without order, for example the gender of respondents. Ordinal, on the other hand, categorizes a scale that has an order, though equal intervals between the scores are not established, for example attitude. Interval categorizes the responses in order and equal intervals or units between each point in the scale, for example temperature. Finally, ratio measures characteristics; this scale has an actual zero, for example for money and test scores (Wiersma & Jurs, 2005).

The questionnaire questions used the nominal and ordinal scales of measurement because the variable organization effectiveness was measured based on the perceived influence that respondents observe and there are neither equal intervals nor an actual zero. For ease of collecting data, the questionnaire had six segments. The first section was the background information; the second section was on leadership style and organization effectiveness; and the third section was on organization structure and organizational effectiveness.

The fourth section of the questionnaire was on the influence of resources on the effectiveness of NGOs in Kenya, the fifth section was on the influence of culture on organizational effectiveness, the sixth section was about the influence of donor policies on strategy implementation and organizational effectiveness, and the seventh section featured organizational effectiveness. The questionnaires were administered by drop-and-pick method.

3.7 Research Procedures

Research procedure details the series of actions and steps necessary to effectively carry out the research (Kothari & Garg, 2014). The researcher sought a letter of authorization to carry out research from USIU-A and also the National Commission for Science, Technology and Innovation (NACOSTI), whose mandates is to regulate and assure quality in the science, technology and innovation research sector. A pilot group consisting of five experts with experience in the NGO sector and USIU-A research office experts were used to validate the reliability and validity of the questionnaire. For dropping and collecting of questionnaires, research assistants were engaged.

3.7.1 Pilot Study

A pilot study is a preliminary test conducted before the final study to ensure that research instruments are working properly, and can be used as a small-scale version of a trial run in preparation for a major study (Polit, Beck, & Hunger, 2001). The pilot study addresses several issues. First, it gives the researcher the opportunity to evaluate the usefulness of the data by testing the reliability and validity of the questionnaires. Second, it ensures that data collectors are sufficiently skilled in the procedures. It also checks the wording of data collection tools for completeness, conveyance of the same meaning to all the subjects, accuracy and relevance. Furthermore, it checks that instructions are comprehensible and ensures that statistical and analytical processes are appropriate (Simon, 2011).

Preliminary analysis using the pilot test data is undertaken to ensure that the data collected answers the objectives of the study as intended (Saunders et al., 2016). Baker (1994) established that a sample size of 10 to 20 percent of the sample size for the actual study is a reasonable number of respondents to consider for participation in a pilot study. Saunders et

al. (2016) stated that “a relatively small sample of respondents can be chosen from the population during piloting, which is later not included in the sample chosen for the main study.”

For purposes of this study, a pilot study of 10 percent of the sample size was randomly selected to participate in the pilot study. Pilot study involved collecting data from 28 project managers of NGOs. This was 10 percent of the limited sampling frame available from the NGOs Coordination Board. The sampling frame availed in June 2016 by the NGOs Coordination Board was 914 NGOs registered under the Education, Health and Agriculture segments in Nairobi County as at June 2016. Using this sampling frame, a sample size of 278 was arrived at using Yamane‟s formula. The respondents were randomly selected from the sampling frame availed. The pilot test was done to check whether the variables collected could easily be processed and analyzed. After the pilot test, modifications were made in the questionnaire to reduce the possibility of ambiguity of the questions and increase reliability and validity of the questionnaire. Later, the revised questionnaire was considered satisfactory in terms of both reliability and validity and issued to respondents. The respondents to the pilot study were not sampled in the final study.

3.7.2 Reliability of Instruments

Reliability of a data collection tool is the stability and consistency in results yielded after administering at different intervals (Wiersma & Jurs, 2005). In addition, they posit, reliability analysis was conducted to ensure that the measures of variables have internal consistency across time and across the various items that measure the same concept or variable. Validity, on its part, is about how well the tool measures what it was intended to measure (Gravetter & Forzano, 2012). Four common types of reliability are parallel forms reliability, test retest reliability, inter-rater reliability and internal consistency reliability, which is subdivided into two sub-types, average inter-item correlation and split half, discussed as follows (Wiersma & Jurs, 2005; Zikmund et al., 2013).

Parallel forms involve issuing two or more equivalent forms of the test, with the two tools issued with a short-time interval between the presidencies to the different groups, and is considered reliable if the pattern of results is similar. With test and retest reliability, the same

tool is administered to the same individuals or group on two or more instances; the test is reliable if a high association of the tool results. Inter-rater measures the extent to which different judges or reviews agree with the tool‟s assessment. Internal consistency examines the degree to which different items used to enquire about the same construct produce similar results (Zikmund et al., 2013).

The sub-variable average inter-item probes the average of all correlations of paired items examining the same construct; with split–half, the tool items are divided into two halves matched on content and difficulty, which are then scored independently – it is reliable if the scores have an association (Wiersma & Jurs, 2005; Zikmund et al., 2013). Four statistical techniques used to measure reliability are provided by Gravetter & Forzano (2012): Spearman-Brown formula, Cohen‟s kappa, Cronbach‟s coefficient alpha and the Kuder- Richardson. The Kuder-Richardson (KR) procedures are two formulas developed by Kuder and Richardson in 1937. KR-20 formula provides the mean of all possible half coefficients and the KR-21 is used when the items‟ difficulty levels are similar, and the entire data collection tool is administered once. Cronbach alpha formula, developed by Cronbach in 1951, requires only one administration of the data collection tool (Wiersma & Jurs, 2005). With dichotomous items, for example yes or no, the KR-20 formula is suitable, while the Spearman Brown formula is suitable for Likert scale.

Data collected during pilot test was tested for relevance and consistency of results to minimize errors. Cronbach‟s alpha coefficient was used, for the data collection tool has several possible choices in the questions, for example using Likert scale (Gravetter & Forzano, 2012). Using Cronbach‟s alpha coefficient, data in the different questionnaire segments was examined for internal consistency. The alpha coefficient ranges in value from zero to one (Zikmund et al., 2013). The closer Cronbach‟s alpha coefficient is to one, the greater the internal consistency of the items in the scale (Zikmund et al., 2013).

Cronbach‟s alpha has the highest utility for questions on an interval scale – providing a unique, quantitative estimate of the internal consistency of a scale (Cooper & Schindler 2014). Since most of the questions in the structured questionnaire were on an interval scale, Cronbach‟s alpha was the most suitable for measuring construct validity. Cronbach‟s Alpha Coefficient with a value of 0.07 informed the limits and all items whose value is less than

0.07 were considered weak and thus were left out of the final questionnaire. The Chronbach‟s alpha measures showed how closely related items are in a group and lies between zero and one. A higher Chronbach‟s alpha coefficient signifies high internal consistency.

A low alpha may be caused by a low number of questions or poor inter-relatedness among questions, whereas a high alpha value may be an indicator of redundant items; acceptable values of alpha range from 0.70 to 0.95 (Tavakol & Dennick, 2011). The Cronbach‟s alpha measures the internal consistency of the Likert scale questions. The results are shown in Table 3.1.

Table 3.1 Reliability of Instruments

Number Variable Cronbach Alpha Number Comments

1 Leadership styles 0.706 9 Reliable 2 Organization structure 0.756 9 Reliable 3 Influence of resources 0.726 9 Reliable 4 Influence of culture 0.745 9 Reliable 5 Organizational effectiveness 0.838 9 Reliable 6 Influence of donor policies 0.799 5 Reliable

The Cronbach‟s alpha co-efficient was calculated to measure the internal consistency of the questionnaire. The Cronbach‟s Alpha Co-efficient for variables was above 0.700, which is a good indicator of reliability and internal consistency.

3.7.3 Validity of the Instruments

Validity is about how well the data collection and data analysis of the research captures the reality being studied (Wiersma & Jurs, 2005). Common types of validity are face, construct, content and criterion-related, which are discussed as follows. Face validity is concerned reasonability of a measure or procedures proposed by the researcher (Gravetter & Forzano, 2012; Zikmund et al., 2013). Construct validity reviews the operationalization concurrence of variables to the theoretical concept or framework and the suggested measuring procedure (Zikmund et al., 2013). In addition, construct-related evidence focuses on the logical and empirical analyses of the theoretical construct being measured, where construct is a postulate

attribute or structure that explains some phenomena (Wiersma & Jurs, 2005). Content validity is based on the degree to which a proposed measurement reflects the specific intended sphere of the subject matter, often done through experts in the topic and context under study (Zikmund et al., 2013).

Criterion-related evidence provides comparison with a criterion external to the data collection tool (Zikmund et al., 2013). It is categorized into concurrent, used if data collected for the tool and for the criterion are collected on or about the same time, seeking to validate present performance, and predictive, if the data collected using the criterion is done after an intervening period, seeking to validate predicting a certain future state (Zikmund et al., 2013).

The questionnaire was also reviewed by the USIU-A research office experts. Zikmund et al. (2013) contends that a valid data collection instrument should yield data that enables one to draw meaningful inferences from the scores and measure intended content. Examining the questionnaire to determine congruence to the theoretical and the conceptual framework checked on construct validity. This study‟s research supervisor reviewed the questionnaire and provided feedback that informed the construct evidence. Prior similar research on factors affecting the implementation of strategic plans in NGOs in Kenya was used to improve on the validity of the questionnaire.

For content validity, the questionnaire was evaluated by two randomly-selected project managers of NGOs to determine if the questions are meaningful, clear and concise. USIU-A research office team also gave feedback. The expert input given was incorporated to the questionnaire before data collection.

3.7.4 Administration of the Instruments

Research Assistants were engaged to assist in data collection. The research assistants were trained on data collection techniques and all the sections of the data collection instrument to clearly understand the research instrument, purpose of the study and ethics of research. The training also included interactions with the data collection tool to ensure correct data was captured throughout the study. Baruch and Holtom (2008) in their study of survey response rates at individual and organizational level concluded that a response rate of above 50 percent

is adequate for an individual level survey while a response rate of above 35 percent is adequate for an organizational level survey; this was considered when receiving questionnaires administered.

3.7.5 Ethical Considerations

Ethical consideration ensures several things, including: Anonymity and confidentiality; no harm to the participants; intentional professional engagement of respondents; and fair reporting (Babbie, 2009). Ethics was observed before, during and after carrying out the study. To maintain a high standard of ethical consideration, the researcher maintained a high level of confidentiality. The researcher obtained permission from the university through the dean‟s office. Personalized information such as name, identification number and marital status that were not relevant to the study and that would have identified individual respondents were not included in the questionnaire.

To be compliant with the government‟s policy on research, permission to carry out the study was also sought from the National Commission for Science, Technology and Innovation (NACOSTI). This assured the respondents that the research was purely for academic purpose. The researcher also obtained consent from the organizations, where the study was being carried out. Responses from the targeted individuals were not shared with their peers, either. The researcher also maintained high ethical standards by making sure that data used in the study was obtained purely from the targeted respondents.

3.8 Data Analysis Methods

Data analysis refers to examining the collected data and making discussions, inferences and conclusions (Kothari & Garg, 2014). Data analysis can be done through descriptive analysis and inferential statistics (Wiersma & Jurs, 2005). The following phases in data analysis were undertaken.

3.8.1 Data Preparation

The data collected was coded and reviewed; this was to remove errors and incomplete information as well as any address any gaps in the information obtained from the respondents. Missing data in the questionnaires is attributed to incomplete data collected,

data entry errors, or when incorrect data occurs due to falsification (Cooper & Schindler, 2014). The questionnaires with missing data were reviewed at collection stage and each respondent was requested to completely fill them, as the research procedure used was pick and drop.

The questionnaires that still had any incomplete data after review were not used for this study. With the questionnaires reviewed, they were then coded with respect to the study‟s variables using numerical values, where needed (Zikmund et al., 2013). The questionnaires were serially labeled. After data cleaning, the data was coded and then descriptive and inferential statistics analyses generated.

3.8.2 Prerequisite Analysis

The prerequisite analysis for regression tests was done. First, data was tested for normality using Kolmogorov-Smirnov test, for more than 200 data sets collected. If the number of observations in the collected data set to the center, then Shapiro-Wilk test for normality was used to test the null hypothesis that the data collected is normally distributed (Ghasemi & Zahediasl, 2012). Second was multi-collinearity, third heteroscedasticity, and, fourth test for linearity. The test for normality seeks to review the normal distribution of residuals in a regression model. The normality test is done using either visual methods or statistical methods. For data with sample sizes greater than 30, the violation of the normality assumption is not serious (Ghasemi & Zahediasl, 2012). Second, normality examined if the errors are normally distributed and was only suitable for the t-tests to be valid, for the approximation of the coefficients where the errors are expected to be identically and independently distributed only.

Multi-collinearity checked if any of the variables – two or more independent variables in a multiple regression model – are highly correlated using Variance Inflation Factor (VIF). Collinearity is defined as the situation where two or more independent variables in a statistical method are linearly related (O‟brien, 2007). If any VIF in a multi-collinearity test is greater than 10 and substantially greater than one, it indicates existence of multi- collinearity (Henseler, Ringle & Sinkovics, 2009). Heteroscedasticity is the test for the constancy of the variance (Zikmund et al., 2013). The Bartlett's test investigates the null

hypothesis: That the variances of the response variable are the same for the different groups, by comparing the pooled variance estimate with the sum of the variances of individual groups (Zikmund et al., 2013).

Homoscedasticity is defined as when the error term (random change) in the relationship between the independent variables and the dependent variable is the same across all values of the independent variables (Wiersma & Jurs, 2005). In addition, homogeneity of variance (homoscedasticity) test examined if the error variance is constant, and independence – that the errors associated with one change in variable are not correlated with the error changes in another variable (Zikmund et.al, 2013).

Test for linearity was done by comparing means and thereafter calculating the p-value of the deviation from linearity. Linearity is the representation of two means data to be graphically represented as a straight line on a graph (Cooper & Schindler, 2014). The requisite tests for linearity done for Linear Regression, whether when conducting simple or multiple, seek to examine if the associations between the predictors and the outcome variable are linear (Zikmund et.al, 2013).

3.8.2 Descriptive analysis

Descriptive analysis refers to the procedures and measures by which the quantitative data is described (Creswell, 2013). Descriptive statistics includes distributions and its measures of central tendency such as the mean and range, and measure of dispersion such as variance and standard deviations (Zikmund et al., 2013). Characteristics of a good measure of central tendency are definite value; calculation based on all observations; extreme values do not affect it; consistency with sampling; and capability of further arithmetical analysis (Agarwal, 2013).

The descriptive analysis done in this study is the measure of central tendency (mean) and the measures of spread (standard deviation and variance). The mean, standard deviation and variance were summarized using tables and graphs. A discussion of the descriptive analysis results was provided thereafter.

3.8.3 Inferential statistics

Inferential statistics refers to the context of using data from a sample to deduce information about the population; therefore, statistics are the measures of the sample and the parameters are the measure of the population (Wiersma & Jurs, 2005). Statistical analysis of hypothesis can either be univariate, bivariate or multivariate (Zikmund et al., 2013). Univariate hypotheses testing is done when a study has only one variable, bivariate when there are two variables, and multivariate for three or more variables (Cooper & Schindler, 2014; Zikmund et al., 2013). This study employed three inferential tests: Analysis of Variance, Correlation, and Regression. Inferential statistics include hypothesis testing through parametric tests that assume that your data follow a specific distribution and non-parametric tests that do not assume normally-distributed data. Parametric tests include the t-test identified using the degree of freedom values, which can be 1-sample t-test or 2-sample t-test (Cooper & Schindler, 2014; Zikmund et al., 2013).

3.8.3.1 ANOVA

Analysis of Variance (ANOVA) tests whether there are statistically significant differences in the null hypothesis of two or more population means that are equal; it uses the F distribution determined by two degrees of freedom values (Wiersma & Jurs, 2005). The key statistical test for the ANOVA model is the F-test, which informs on the v ariability of sample scores compared with another sample (Zikmund et al., 2013).

ANOVA uses squared deviations of the variance to analyze the computation of distances of the individual data points from their own mean when summed up (Cooper & Schindler, 2014). The F-Test was used for all research questions in this study. The overall fit of the regression model was determined using ANOVA test. The F-Statistic from ANOVA test explains the overall significance of the regression model at 95 percent confidence interval. The criteria for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value at 95 percent confidence level=0.05.

3.8.3.2 Regression Analysis

Regression analysis seeks to predict or explain the dependent variable given two or more independent (predictor) variables (Zikmund et al., 2013). Regression analysis is classified as simple when one independent variable exists and multiple when you have two or more independent variables (Cooper & Schindler, 2014). Regression analysis is used when all variables can be represented using quantitative data. The coefficient of multiple determinations, r2, indicates the proportion of the variation in the dependent variable, Y, which is because of the independent variables in a multiple regression (Zikmund et al., 2013).

Adjusted r2 is used for analysis when comparing multiple regression models that have a different number of independent variables expected to predict the same dependent variable (Cooper & Schindler, 2014). In the regression model, the effect is provided by the β and the sign of the coefficients shows the direction of the effect (Zikmund et al., 2013). To establish the relationship between the variables, regression model was used. The tests‟ significance level was 95 percent confidence level. How well the data fits into the model (the regression model fit) was indicated by the R-squared value.

The regression co-efficient of the independent variables was interrogated to determine the significance of their effect on the dependent variable using the t-value and their respective p- value. All the hypotheses were tested at 95 percent confidence level with the criteria of rejection being reject H0 if p value < 0.05. To test for the intervening variable effect of donor policies, the interaction term between the donor policies and strategy implementation was tested for its significance.

Statistical analysis software was used to scrutinize quantitative data. Results presentation was in figures, graphs and tables. The F-Statistic from ANOVA test explains the overall significance of the regression model at 95 percent confidence interval. The criterion for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value at 95 percent confidence level at 0.05.

3.8.3.3 Correlation Analysis

Coefficient analysis seeks to examine the relationship between two quantitative, continuous variables with the correlation coefficient indicating the strength and direction of relationship (Cooper & Schindler, 2014). The strength of the relationship is shown as a numerical correlation coefficient, r, which ranges from -1.00 and +1.00 with the direction of the relationship being either negative or positive (Zikmund et al., 2013). There are two commonly-used measures of correlation: The first is the Pearson correlation coefficient, a standardized measure of covariance that compares two correlations without considering the amount of variance exhibited by each variable separately. Secondly, the Coefficient of Determination, R2, which is the proportion of the total variance of a variable accounted for by another value of another variable (Zikmund et al., 2013). The Pearson correlation was done to determine the association between two variables as per the research hypotheses.

3.8.4 Model Specification

To test the research hypotheses, regression analysis was used. Regression analysis aims to predict a change in the dependent variable resulting from changes in the multiple independent variables. Simple linear regression of the form Y =β0+βiXi was used where i=1,2,3,4. The overall objective was tested by the multiple linear regressions, which took the form of:

Y =β0+β1X1+β2X2+ β3X3+ β4X4+β5X5+β6X5*X+ € Where: Y =Organization effectiveness

X1=Leadership style

X2= Organization Structure

X3= Organization Resources

X4= Culture

X5= Donor policies

X5*X= Moderating effect of donor policies in the model, β0= the constant term while the coefficient βi with i=1….6 was used to measure the sensitivity of the dependent variable (Y)

to unit change in the predictor variables X1, X2, X3 and X4, X5, and € the error term captured the unexplained variations in the model.

3.9 Chapter Summary

This chapter has covered a detailed description of the research methodology used in the study and comprises the research philosophy, research paradigm, research design, study population and sampling design, data collection methods, research procedures, data analysis methods and chapter summary. The detailed description of the research methodology is presented in chapter five, which presents the findings of the study.

CHAPTER FOUR

4.0 RESULTS AND FINDINGS

4.1 Introduction

This chapter provides details of this study‟s discoveries and detections. Descriptive statistics were generated and multiple linear regression models fitted to determine the impact of the four independent variables constructs: Leadership style, structure, resources, and culture; and the intervening variable donor policies on the dependent variable, organizational effectiveness. Inferential statistics undertaken are correlation and multiple regressions.

To fulfill the purpose of this study, each independent variable was regressed individually against organizational effectiveness and then subsequently, a multiple linear regression was used to determine the combined effect of all the independent variables on organizational effectiveness. This chapter also outlines the results of the six hypotheses tested for the six research questions. The hypothesis test was done using a multiple linear regression model. All the hypotheses were tested at 95 percent confidence level with a corresponding p-value = 0.05, since it is the one commonly used for social sciences.

4.1.1 Response Rate

The response rate of the survey calculation is obtained by getting the number of completed questionnaires divided by the total number of questionnaires issued. A total of 374 questionnaires were distributed to NGOs within Nairobi County. Out of the 374 questionnaires distributed, 275 questionnaires were fully completed which represented a response rate of 73.5 percent filled, 26.5 unfilled and thus not collected.

Table 4.1: Response Rate

Questionnaires Occurrence % (percent) Filled and collected 275 73.5 Unfilled 100 26.5 Total 374 100

4.2 Prerequisite Analysis for Regression Tests

4.2.1 Normality Test

The normal distribution of residuals in a regression model can be determined using visual methods or statistical methods and that for data with sample sizes greater than 30, the violation of the normality assumption is not serious. The figure 3.1 shows the results.

Figure 4.1: Normality Test Results

The normal distribution of the residuals from the regression model was determined by visually inspecting the residuals histogram in Figure 4.1. The frequency distribution provided a visual judgment with a bell-shaped plot, hence the conclusion that the residuals are normally distributed.

Multiple regression models informed the testing of hypotheses in this study. Prerequisite tests for ensuring the assumptions of a regression model hold before fitting the regression model to the collected data are test for multi-collinearity, test for normality on the distribution of the errors, test for heteroskedasticity, and test for autocorrelation.

4.2.1.1 Test for Multicollinearity

To identify multi-collinearity, the test used is for inspecting the Variance Inflation Factor (VIF) statistics in the regression output. Table 3.3 presents diagnostic test checking for existence of multicollinearity results.

Table 4.2: Multicollinearity Test

Variable VIF (Constant) Leadership style 1.187 Organizational structure 1.171 Organizational culture 1.093 Organizational resources 1.205 Donor policies 1.349 Mean 1.201

If any VIF is greater than 10 and substantially greater than one, it indicates existence of multi-collinearity. The mean VIF at 1.201, is less than 10 and not substantially greater than 1, hence the conclusion that there is no significant multi-collinearity between the independent and dependent variables.

4.2.1.2 Test for Heteroscedasticity

Homoscedasticity tests whether the error term depicted between the independent variables and the dependent variable is similar in all independent variables. Heteroscedasticity test results for this research are presented in Table 4.3 below.

Table 4.3: Heteroscedasticity Test Results

Variable Unstandardized Standardized t Sig. Coefficients Coefficients B Std. Error Beta (Constant) 0.830 0.242 3.431 0.001 Leadership factors -0.087 0.041 -0.138 -2.153 0.320 Organization structure 0.050 0.038 0.084 1.317 0.189 Organizational resources -0.072 0.042 -0.105 -1.717 0.087 Culture factors -0.021 0.038 -0.036 -0.567 0.571

Heteroscedasticity is the violation of homoscedasticity, meaning the size of the error term is different across values of an independent variable. Homoscedasticity assumption test is by regression of the absolute values of the residuals against the independent variables and comparing the calculated significance value to the significance at 95 percent confidence level, which is 0.05. The diagnostic test of heteroscedasticity assumes that the variance of the regression errors is constant. For a regression model, the variance of the errors does not relate to the predictor variables and a violation of this assumption can lead to cancellation of statistical inferences. The results in Table 4.3 indicate that the significance values were greater than 0.05, hence the conclusion that the variances are homogenous.

4.2.1.3 Test for Autocorrelation

Durbin-Watson statistic, which tested for the presence of serial correlation in the residuals, tested for autocorrelation. Table 4.4 shows the Durbin-Watson test results.

Table 4.4: Autocorrelation Tests

Model R R Square Adjusted R Square Std. Error of the Estimate Durbin-Watson 1 0.511 0.261 0.247 0.475 1.680

The value of the Durbin-Watson statistic ranges between zero and four; the general rule is that residuals are uncorrelated if the Durbin-Watson statistic is approximately two and the Durbin Watson statistic should be between 1.5 and 2.5 for the residuals to be considered

independent. The Durbin-Watson statistic is equal to 1.680, which is between 1.5 and 2.5, hence the conclusion that there is no autocorrelation among the residuals.

4.3 Demographic Information

The demographic statistics presented are organization size, period of operation, organization strategic plan, respondent‟s age and gender, and number of years worked in the organization.

4.3.1 Organization Size

Table 4.5 shows the results for the size of organization below.

Table 4.5: Organization Size

Number of Employees Count Column N % Below 20 140 50.9 21 – 50 97 35.3 51 – 100 16 5.8

> 100 22 8.0 Total 275 100

The results in Table 4.5 indicate the organization sizes by measuring the number of employees. The majority have less than 20 employees. From the study, 50.9 percent of the organizations had less than 20 employees, while 35.3 percent of them had between 21 and 50; only 5.8 percent of the organizations had between 51 and 100 employees, while another 8 percent had more than 100 employees. This supports the general data from the NGO Board records that most NGOs in Kenya are not large in employee size and often rely on donations; thus, they are not able to retain a large number of staff members, with a majority having below 20 employees.

4.3.2 Period of Operation in Kenya

The respondents indicated how long their organizations had been in operation in Kenya. The results are shown in Table 4.6 below.

Table 4.6: Period of work in Kenya

Period of work in Kenya (years) Frequency Percentage <5 28 10.2 5 - 10 88 32.0 11 - 15 55 20.0 16 - 20 48 17.5 21 -25 21 7.6 26 - 30 13 4.7 31 - 35 7 2.5 36 - 40 4 1.5 41 - 45 4 1.5 46 -50 4 1.5 56 - 60 2 0.7 > 61 1 0.4 Total 275 100 The respondents indicated that of all the NGOs who participated in the survey, 10.2 percent had been in operation in Kenya for less than five years, 32 percent for five to 10 years, 20 percent for 11 to 15 years, and 17.5 percent for 16 to 20 years. The study also reveals that 7.6 percent of NGOs have been in operation for 21 to 25 years, 4.7 percent for 26 to 30 years and 2.5 percent of them for 31 to 35 years. The remaining 5 percent of NGOs operating in Kenya have been in existence for over 36 years. This study results reveal that most of the organizations have been registered as NGOs in Kenya for between five and 10 years, which can be attributed to changing laws and policies in recent years that have provided clarity on the process and governance of NGOs, leading to an increase in registration of NGOs. 4.3.3 Availability of a Written Strategic Plan In figure 4.2, respondents indicate whether their organization has a written strategic plan.

Written strategic plan 8.7%

91.3% Yes No

Figure 4.2: NGOs with Written Strategic Plans

The results show that 91 percent of the organizations have a strategic plan, while only 9 percent do not have one. This is supported by the fact that strategy plan development in the NGO sector has seen an uptake. The high uptake, at 91.3 percent of NGOs having a written plan, is attributed to the general update of strategic planning by both the public and private sectors in Kenya.

The minority, at nine percent of NGOs that do not have a written document, have a strategy that is however known mainly to the NGO founders and top leadership, and does not exist in a formal document. Most of such NGO founders prefer to protect their organizations by having their strategy known only to a few select individuals.

4.3.4 Strategic Plan Review

As a follow-up to the question whether the organization has a strategic plan, respondents indicated how often the organization reviewed the strategic plan. Below are the outcomes.

Table 4.7: Frequency of Strategic Plan Review

Question Time Count Column N % How often does your After 1-2 years 162 64.5 organization review its After 3-4 years 25 10.0 strategic plans? After 5 years 64 25.5 Total 251 100

The results indicate that the majority, at 64.5 percent of the respondents, review their strategy plans after one to two years, whereas 10 percent stated three to four years, and 25.5 percent said after five years. This indicates the volatility of the NGO sector and the need to keep aligning with sources of funds in the environment to ensure sustainability of NGOs and execution of their mission.

4.3.5 Gender Spread

Figure 4.3 has the results of the gender spread on this research. Most of the respondents were male at 52.7 percent, with female respondents at 47.3 percent. This shows that most of the project managers were male. The male majority is supported by the fact that NGOs tend to

have social and at times physically-straining assignments, especially those in grassroots areas in Kenya, hence having a masculine orientation given many of the tasks done.

Gender distribution

Female 47.27% Male Male 52.73% Female

Figure 4.3: Gender Spread

4.3.6 Age of Respondents

The respondents indicated their age. Figure 4.4 has the results of the respondents‟ age.

Age

33.5 35.0% 29.1 30.0% 25.0% 20.0% 13.8 15.0% 8.7 9.1 10.0% 4.7 5.0% 1.1 0.0% 20-25 25-30 30-35 35-40 40-45 45-50 Above 50 years

Figure 4.4: Age Spread

More than 98 percent of the project managers working for NGO‟s are aged between 20 and 50 years. The majority percentages at 41.8 percent were aged between above 25 to 30 years of age. The minority age is above 50 years at 1.1 percent, followed by 20 to 25 years at 4.7 percent. This shows that the NGO industry is not seen as favorable by people starting in their career, that is, the 20 to 25-year-old bracket, and those above 50 years, because of the volatility in job security in the NGO sector. Given that funding sources are short-term in length, the majority of employment contracts are short, often ranging from one to two years.

4.3.7 Number of Years Worked in the Organization

Respondents indicated how many years they had worked in their current organization.

Years worked 18.5 20.0% 16.4 14.2 15.0% 11.3 10.2 8.4 10.0% 6.9 5.5 5.1 3.6 5.0% 0.0%

Figure 4.5: Number of Years Worked

The results indicate that more than 50 percent of the respondents had worked for their current NGOs for less than five years, with the majority at 18.5 percent having worked for four to five years. Project managers with less than one year recorded the lowest numbers at 3.6 percent. The results support the NGO industry norm that given project funding availability, a majority of those in leadership roles stay on until completion of project implementation. The results in Figure 4.5 most respondents at four to five years, which is supported by the NGO sector norm where, on average, most donor-funded projects average three to five years of implementation.

4.3.8 Actors in Strategy Implementation Table below shows who is in charge of strategy implementation in their NGOs.

Table 4.8: Actors in charge of Strategy Implementation Count Column N % Everybody 76 27.6 Special implementation unit 68 24.7 External experts/consultants 5 1.8 Myself 5 1.8 Select management team 111 40.4 Other 10 3.6 Total 275 100

From the results, majority at 40.4 percent of the project managers indicated that a select management team was responsible for strategy implementation, and the second highest selected option at 27.6 percent stated that everybody was involved in strategy development. This is supported by the norm, where a select team does the funding proposals and only after funding is received is the full project team hired. This, then, means that a majority of those implementing projects find the project work plan and strategy already laid out by the time they are employed and are possibly consulted when implementing sub-activities.

4.4 Influence of Leadership Style on Organizational Effectiveness of NGOs in Kenya The first research question was the extent to which leadership style influence organizational effectiveness of NGOs in Kenya. The corresponding hypothesis is; leadership style does not significantly influence organizational effectiveness of NGOs in Kenya. This section presents the results and findings as follows, with descriptive statistics, model summary, analysis of variance (ANOVA) test, regression, and correlation analysis.

4.4.1 Descriptive Analysis of Leadership Style The standard deviation shows how close to the mean the respondents‟ data is and a large standard deviation means that the values in the data set are farther away from the mean, with variation showing the degree of dispersion among data collected. Variances with large values

represent greater dispersion. The results of the descriptive measuring leadership style variable are presented below.

Table 4.9: Descriptive Analysis of Leadership Style Leadership Style n Mean S.Dev Variance Instructions support the attainments of organizational goals 275 4.09 .947 .896 Instructions enhances the satisfaction of the stakeholders 275 4.43 .848 .720 Clear instructions ensure process efficiency 275 4.38 .869 .755 Concerns for employees facilitates the attainment of goals 275 4.02 .959 .919 Concerns for employees ensures that stakeholders are satisfied 275 3.72 1.049 1.100 Concerns for employees enhance organizational process 275 2.27 1.424 2.028 efficiency Consultations between employees and leaders facilitates goal 275 4.05 .979 .958 attainment Employee consultation enhances stakeholders satisfaction 275 4.19 1.088 1.183 Consultations within the organization ensure process efficiency 275 4.15 .980 .959

The mean for leadership style ranged from 2.72 to 4.43. The findings of the study mean that leadership style influences organizational effectiveness, hence Kenyan non-governmental organizations (NGOs) utilize the leadership styles to enhance organizational effectiveness. Even though the study shows that respondents agreed that most of the variables of leadership style enhance organizational effectiveness, they highly disagreed on the fifth variable, that concern for employees enhances organizational process efficiency, hence the lowest mean of 2.27.

The study depicts that the standard deviation for leadership style and organizational effectiveness ranged from 0.848 to 1.424. The findings indicate that most respondents agreed that clear instructions enhance the satisfaction of stakeholders. The study reveals that respondents had varied opinion on the statement, that concerns for employees enhance organizational process efficiency, hence the highest standard deviation of 1.424.

4.4.2 Inferential analysis of Leadership Style on Organizational Effectiveness To determine the influence of leadership style on the organizational effectiveness of NGOs, a linear regression was fit to the data, with the dependent variable being the mean score of the leadership style variable and the independent variable being the mean score of organizational effectiveness. Table 4.7 below summarizes the model fit of the regression model.

Table 4.10: Model Summary of Leadership Style and Organizational Effectiveness Model R R Square Adjusted R Square Std. Error of the Estimate Durbin-Watson 1 .393a .154 .151 .50452 1.727 a. Predictors: Leadership Style b. Dependent Variable: Organizational Effectiveness

The results indicate that an adjusted R square of 0.151 was achieved. This means that the linear regression model explains 15.1 percent of the data, that is, leadership style causes a 15.1 percent variation in the outcome of the dependent variable organizational effectiveness. The remaining 84.9 percent is accredited to the error term and variables not examined in this research.

4.4.2.1 ANOVA Test for Influence of Leadership Style on Organizational Effectiveness Analysis of Variance (ANOVA) is a statistical method used to test the null hypothesis, that the model with leadership style as an independent variable explains zero variance in organizational effectiveness. Table 4.11 displays the results of the ANOVA test for leadership style and organizational effectiveness.

Table 4.11: ANOVA Test of Leadership Style and Organizational Effectiveness ANOVAa Model Sum of Squares Df Mean Square F Sig. 1 Regression 12.695 1 12.695 49.875 .000b Residual 69.489 273 .255 Total 82.183 274 a. Dependent Variable: Organizational Effectiveness b. Predictors: Leadership Style

The F-Statistic from ANOVA test explains the overall significance of the regression model at 95 percent confidence interval. The criteria for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value at 95 percent confidence level=0.05. The results indicate that the calculated F-Statistic=49.875 and a p- value=0.00<0.05. Hence, we reject the null hypothesis and conclude that the model with leadership style as an independent variable explains some variance in organizational effectiveness.

4.4.2.2. Coefficient of Variation of Leadership Style The table below shows the coefficients of variation of leadership style and organizational effectiveness.

Table 4.12: Detailed Coefficient of Leadership Style and Organizational Effectiveness Unstandardized Standardized Collinearity Statistics Coefficients Coefficients t Sig. Std. B Beta Tolerance VIF Error (Constant) 3.097 0.217 14.276 0.000 Clear instructions support the attainments of organizational 0.127 0.038 0.219 3.295 0.001 0.632 1.582 goals Clear instructions enhance the 0.017 0.048 0.026 0.348 0.728 0.507 1.973 satisfaction of stakeholders Clear instructions ensure process 0.011 0.046 0.017 0.229 0.819 0.525 1.905 efficiency Concern for employees facilitates the attainment of 0.101 0.038 0.176 2.642 0.009 0.629 1.591 goals Concern for employees ensures -0.082 0.029 -0.156 -2.775 0.006 0.881 1.135 that stakeholders are satisfied Concern for employees enhances organizational process -0.055 0.021 -0.144 -2.623 0.009 0.922 1.084 efficiency Consultation between employees and leaders facilitates 0.019 0.034 0.033 0.554 0.580 0.766 1.305 goal attainment Employee consultation enhances 0.046 0.037 0.092 1.263 0.208 0.524 1.909 stakeholder satisfaction Consultation within the organization ensures process 0.05 0.035 0.09 1.424 0.156 0.694 1.44 efficiency a. Dependent Variable: Organizational Effectiveness b. Predictors: Leadership Style

Two constructs are significant and have positive coefficients; instructions support the attainments of organizational goals at 0.219, while concern for employees facilitates the attainment of goals at 0.176. Five are not significant and have positive coefficients. These are that consultations between employees and leaders facilitate goal attainment, employee consultation enhances stakeholder satisfaction, consultations within the organization ensure process efficiency and, instructions enhance the satisfaction of the stakeholders, and instructions ensure process efficiency Two constructs are significant and have negative coefficients; concern for employees ensures that stakeholders are satisfied at -0.156, and concern for employees enhances organizational process efficiency at -0. 144. This means that concern for employees inhibits stakeholder satisfaction and organizational process efficiency according to this study.

The effect of the variable leadership style on organizational effectiveness linear equation model is stated as: Y = β0+ β1X1 + β2X2 + β3X3+ β4X4 + β5X5 + β6X6 + β7X7 + β8X8+ β9X9 + €

Where, Y= organizational effectiveness, α = constant value, X1 = clear instructions and goal attainment X2=clear instructions and stakeholder satisfaction X3= clear instructions and process efficiency X4= concern for employees and goal attainment X5= concern for employees and stakeholder satisfaction X6= concern for employees and process efficiency X7= consultation and goal attainment X8=consultation and stakeholder satisfaction X9= consultation and process efficiency € = error term.

The study in table 4.12 with the detailed coefficients thus represents organizational effectiveness as,

Organizational Effectiveness = 3.097 + 0.219X1 + 0.176 X4 - 0.156 X5 - 0.144X6 + error term

The null hypothesis tested was, H01: Leadership style does not significantly influence organizational effectiveness of NGOs in Kenya. The premise for rejecting the null hypothesis is when the calculated p-value < 0.05. Table 4.13 summarizes the regression co-efficient of leadership style.

Table 4.13: Coefficient of Leadership Style and Organizational Effectiveness Unstandardized Standardized Coefficients Coefficients Model B Std. Error Beta t Sig. 1 (Constant) 2.494 .242 10.30 .00 2 0 Leadership .428 .061 .393 7.062 .00 Style 0 a. Dependent Variable: Organizational Effectiveness b. Predictors: Leadership Style

The study in Table 4.13 thus represents organizational effectiveness as, Organizational effectiveness = 2.494 + 0.393 leadership style + €

The regression equation in table 4.13 means that a modification change in leadership style causes a change of 0.393 in organizational effectiveness of NGOs in Kenya with a p-value at 0.00. This therefore means the null hypothesis; leadership style does not significantly influence organizational effectiveness of NGOs in Kenya is rejected.

4.4.3 Qualitative Analysis of Other Aspects of Leadership Style Influence on Organization Effectiveness Majority of the respondent provided opinions on aspects of leadership style that yield improvements to organization effectiveness, there are discussed as follows. Great leadership style was opined to consist of, openness and accommodation of views, team building, quarterly review meetings and trainings were seen as critical to achieving organizational

effectiveness. Staff development through attending seminars on leadership was recommended. Leadership style being inclusive and co-operative, consultative always, vision casting. It was noted, if existing leadership style is inclusive, it motivates the entire staff and that makes them feel part of the organization. Communication and participation improved performance in an organization. Detailed periodic staff appraisals, frequent periodic analysis of external environment affects internal operations openness and straightforwardness with all staff assigned duties influenced organizational efficiency. A leader was viewed as servant who should view all the staff as equal and distributes duties equally. Proactivity in leadership management enables the organization to evade challenges which are seen to be imminent thereby surviving the diverse effects of competition. It plays a key role in the overall employee performance and generally ensures organization mission and vision is accomplished.

Inclusiveness of staff team members was suggested as key to making staff more effective. Regular appreciation of deliverables and targets achieved give opportunity to employees to think outside the box and influences decision making and employee performance. Appreciating of employees and rewarding for work done through giving employees recommendation letters, salary increments, incentives, promotion, having a wall of fame for staff members in the office and additional duties delegation leads to efficiency.

Servant leadership is recommended focusing on bottom to top approach of leadership with a good relationship between the top management in the organization and the regular employees which makes it possible to discuss and share various issues affecting the organization and the individuals. Promoting individual be best matched with tasks where there are strongly skilled in and empowering all the staff by giving them freedom of interaction. Review of the staff goals versus the departmental objectives and giving both individual and team rewards. Influencing staff members through work life and behavior modelling through leading by example, to encourage, coach, mentoring is encouraged to enhance organization effectiveness.

Leaders who do not get involved in the tasks, but asserted more pressure on the employees to perform were not preferred. Setbacks and disappointments caused by roadblocks external pressure from the either scientific or humanity basis may cause leaders to shy away and not

embrace new ideas. In additional leaders who hired qualified professionals from outside the organization to train staff members was seen instrumental. Hesitation by leadership team to engage stakeholders especially in public sector at their level stymies some initiatives.

4.5 Influence of Structure on Organizational Effectiveness of NGOs in Kenya The second research question was: To what extent does organization structure influence organizational effectiveness of NGOs in Kenya? The corresponding hypothesis is: Organization structure does not significantly influence organizational effectiveness of NGOs in Kenya. This section presents the results and findings as follows: Descriptive statistics, model summary, ANOVA test, regression and correlation analysis.

4.5.1 Descriptive Analysis of Organization Structure The standard deviation shows how close to the mean the respondent‟s data is and a large standard deviation means that the values in the data set are farther away from the mean. Variances with large values represent greater dispersion. The descriptive of the variables measuring organization structure are indicated in the Table 4.14.

Table 4.14: Descriptive Analysis Organization Structure Structure N Mean S.Dev Variance Authority sharing influences the achievement of 275 4.23 .781 .610 organizational goals Authority sharing enhances satisfaction of organizational 275 4.43 .870 .757 stakeholders Authority sharing supports organizational process efficiency 275 4.57 .637 .406 Flow of information influences the attainment of 275 4.29 .972 .944 organizational goals9 Organizational information flow ensures that stakeholders are 275 4.28 .965 .931 satisfied The flow of information in the organization enhances process 275 4.31 .776 .603 efficiency Power centralization supports goal attainment 275 4.30 .823 .677 Centralization of power ensures stakeholder satisfaction 275 4.32 .859 .738 Power centralization supports organizational process 275 3.97 1.149 1.320 efficiency

From table 4.14 the means for organizational structure and organizational effectiveness ranged from 3.97 to 4.57. meaning structure in NGOs affects organizational effectiveness. The most agreed-on opinion is that authority-sharing supports process efficiency. The study also shows that the standard deviation for organizational structure and organizational effectiveness ranged from 0.637 to 1.149, meaning there was high deviation among the opinions of the respondents about the effect of organizational structure on organizational effectiveness. The opinions were especially highly deviated on the statement that power centralization supports organizational process efficiency.

4.5.2 Inferential analysis of Organization Structure on Organizational Effectiveness The influence of organization structure on the organizational effectiveness of NGOs was measured by fitting a regression model.

Table 4.15: Model Summary Organization Structure on Organizational Effectiveness Model Summaryb Model R R Square Adjusted R Square Std. Error of the Estimate Durbin-Watson 1 .346a .120 .116 .51482 1.762 a. Predictors: (Constant), Structure b. Dependent Variable: Organizational Effectiveness

Table 4.15 above indicates an R-squared value of 0.116, meaning 11.6 percent variance in organizational effectiveness is explained by organization structure. The remaining 88.4 percent is accredited to the error term and variables not examined in this research.

4.5.2.1 ANOVA Test for Influence of Organization Structure on Organizational Effectiveness Table 4.16 below presents the results of the ANOVA test, which tests the null hypothesis that the regression model with structure as the independent variable explains zero variance in organizational effectiveness as the dependent variable.

Table 4.16: ANOVA Test Organization Structure on Organizational Effectiveness ANOVAa Sum of Mean Model df F Sig. Squares Square Regression 9.829 1 9.829 37.085 .000b Residual 72.355 273 0.265 Total 82.183 274 a. Dependent Variable: Organizational Effectiveness b. Predictors: (Constant), Structure

The F-Statistic from ANOVA test explains the overall significance of the regression model at 95 percent confidence interval. The criterion for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value at 95 percent confidence level at 0.05. The results indicate the F-Statistic=37.085 with a corresponding p- value=0.00<0.05 hence the rejection of the null hypothesis and conclusion that the model explains a significant amount of the variance in organization effectiveness.

4.5.2.2 Coefficient of Variation of Structure Below table is a summary of the regression co-efficient of structure.

Table 4.17: Detailed Coefficients of Organization Structure on Organizational Effectiveness Standard- Unstandardi- ized Collinearity zed Coeffici- Statistics Coefficients t Sig. ents Std. B Beta Tolerance VIF Error (Constant) 2.507 0.293 8.561 0.000 Authority sharing influences 0.172 0.041 0.245 4.221 0.000 0.932 1.073 the organizational goals Authority sharing enhances satisfaction organizational -0.031 0.042 -0.049 -0.732 0.465 0.691 1.448 stakeholders Authority sharing supports organizational process -0.010 0.060 -0.012 -0.172 0.863 0.640 1.563 efficiency Flow of information influences organizational 0.023 0.037 0.040 0.612 0.541 0.735 1.361 goals

Flow of information ensures 0.003 0.038 0.005 0.079 0.937 0.685 1.461 that stakeholders are satisfied flow of information in the 0.008 0.051 0.012 0.163 0.871 0.605 1.653 enhances process efficiency Power centralization supports 0.079 0.049 0.119 1.621 0.106 0.582 1.719 goal attainment Centralization of power ensures stakeholder 0.101 0.046 0.158 2.203 0.028 0.607 1.648 satisfaction Power centralization supports organizational process 0.055 0.030 0.116 1.818 0.070 0.773 1.294 efficiency a. Dependent Variable: Organizational Effectiveness b. Predictors: Organization Structure

Two constructs are significant and have positive coefficients; authority sharing influences the achievement of organizational goals at 0.245 and centralization of power ensures stakeholder satisfaction at 0. 158. Five constructs are not significant and have positive coefficients: Power centralization supports organizational process efficiency; flow of information influences the attainment of organizational goals; organizational information flow ensures that stakeholders are satisfied; the flow of information in the organization enhances process efficiency; and power centralization supports goal attainment.

Two constructs are not significant and have negative coefficients; authority sharing enhances the satisfaction of organizational stakeholders, at -0.049, and authority sharing supports organizational process efficiency at -0.012.

The effect of the variable organization structure on organizational effectiveness linear equation model is stated as: Y = β0+ β1X1 + β2X2 + β3X3+ β4X4 + β5X5 + β6X6 + β7X7 + β8X8+ β9X9 + € Where, Y= organizational effectiveness, α = constant value, X1 = Authority sharing and goal attainment X2= Authority sharing and stakeholder satisfaction X3= Authority sharing and process efficiency

X4= Flow of information and goal attainment X5= Flow of information and stakeholder satisfaction X6= Flow of information and process efficiency X7= Centralization of power and goal attainment X8= Centralization of power and stakeholder satisfaction X9= Centralization of power and process efficiency € = error term.

The study in table 4.17 with the detailed coefficients thus represents organizational effectiveness as, Organizational Effectiveness = 2.507 + 0.245X1 + 0.158 X8 + error term

Table below summarizes the consolidated coefficients of structure on organizational effectiveness.

Table 4.18: Coefficients of Organization Structure on Organizational Effectiveness Unstandardized Standardized Collinearity Model t Sig. Coefficients Coefficients Statistics Std. B Beta Tolerance VIF Error (Constant) 2.661 0.253 10.52 0.000 Structure 0.355 0.058 0.346 6.09 0.000 1 1 a. Dependent Variable: Organizational Effectiveness b. Predictors: Organization Structure

The study used the linear regression model to test the relationship between organizational structure and organizational effectiveness in Kenyan NGOs. The study thus represents organizational effectiveness as:

Organizational effectiveness = 2.661 + 0.346 organizational structure + error term

This means that a unit change in organizational structure causes a change of 0.346 in organizational effectiveness in Kenyan NGOs. The regression model tests the null hypothesis

H2: Organization structure does not influence organizational effectiveness of NGOs in Kenya. The premise for rejecting the null hypothesis is when the calculated p-value < 0.05. The P value is at 0.000 thus the null hypothesis is rejected; therefore, organization structure does significantly influence organizational effectiveness of NGOs in Kenya.

4.5.2.3 Qualitative Analysis of Other Aspects of Organization Structure Influence on Organization Effectiveness

Majority of the respondent provided opinions on aspects of organization structure enhance organization effectiveness, these are discussed as follows. The type of structure and reporting communication methods dictated how an organization distributes duties. Organization effectiveness will also be influenced by how personnel are assigned duties and thereafter the effective checks, clarity of roles, responsibility and reporting lines. The flow of information and the support of other units within organization is key to achieving its goals with well- coordinated structures targets set and able to be met.

Organization structure assists to define employee‟s roles and assists in building donor‟s confidence to fund the organization. Often with organization structure determining the functional areas of specialization, the schedule of authority is then developed. Organization that provide support to the department or groups informing staff of their areas of operation, making work easy and effective. By unavailing gifts and specializations of the employees, organization structure influence organizational effectiveness for it assists to organize how all the units in the organization work as a team. Organization structure enhance or hinder lines of communication and information shared with relevant staff for use in timely manner, minimizing conflicts and enhancing clarity. Role are more defined causing effectiveness and efficiency of service delivery and task completion. Separation of duties cause efficiency for organization in that everyone is aware of their responsibilities towards strategy delivery.

Organization where power is centered on one person made it challenging for decision making is often delayed and sometimes not objective. Organization structure will inform monitoring and evaluation, reporting and data management as per the organization mission and vision. The structure may divide duties further to give effectiveness in terms of productivity for coordination between the departments which by default enhances teamwork hence more effective. Task clarification and duties among the employees, provide a culture of focusing on employee equity which often lead to smooth and effective organizations. The organizational structure influences employee participation in various groups of work, reducing wastage and increases output or outcomes.

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Organization structure can create inefficiencies when an institution has inefficient regional offices managed by the head office. Organization structure can be used to eradicate laziness amongst employees by giving attention to the follower‟s task and successes. Some respondents felt that top heavy organization structure, with more senior and mid-level program managers than subordinates- slows decision making and gorges up resources that would have been better spent on implementation of strategy. Organization structure influences the development of infrastructure and social amenities in an institution. Regulating the flow of information to ensure what needs to be done gets done goes a long way to strategy implementation. Structure adopted for tasks in an organization speak to overall goals and objectives achievement.

4.6 Influence of Resources and Organizational Effectiveness of NGOs in Kenya

The third research question was: How do resources influence organizational effectiveness of NGOs in Kenya? The corresponding hypothesis is: Resources do not significantly influence the organizational effectiveness of NGOs in Kenya. This section presents the results and findings as follows: Descriptive statistics, model summary, ANOVA test, regression and correlation analysis.

4.6.1 Descriptive Analysis

The descriptive results for the variable, organization resources, were provided in terms of the mean, standard deviation and variance. The standard deviation shows how close to the mean the respondent‟s data is and a large standard deviation means that the values in the data set are farther away from the mean. Variances with large values represent greater dispersion. The descriptive of the variables measuring resources are laid out below.

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Table 4.19: Descriptive Analysis of Resources

Organizational Resources N Mean S.Dev Variance Fundraising efforts influence realization of organizational 275 4.29 .914 .836 goals Efforts in fundraising ensure satisfaction of organization 275 4.58 .564 .318 stakeholders Fundraising efforts support process efficiency 275 4.70 .525 .276 Staff empowerment enhances organizational goal 275 2.39 1.292 1.670 attainment Staff empowerment influences stakeholder satisfaction 275 3.88 1.093 1.194 Staff empowerment supports organizational process 275 3.54 1.150 1.322 efficiency Allocation of organizational funds helps in goal attainment 275 2.74 1.263 1.595 Effective allocation of funds enhances satisfaction of the 275 3.46 1.169 1.366 organization‟s stakeholders Allocation of funds supports process efficiency in the 275 4.35 .859 .738 organization

The mean for organization resources ranged from 2.39 to 4.70. The findings of the study mean that organization resources affect the organizational effectiveness of NGOs in Kenya. The study shows that respondents strongly disagreed on the statement that staff empowerment enhances organizational goal attainment. The respondents also strongly agreed on the statement that fundraising efforts support process efficiency.

The organization resources and organizational effectiveness had standard deviation ranging from 0.564 to 1.595. It means that there is a great variation in the respondents‟ opinions on how organizational resources affect organization effectiveness.

4.6.2 Inferential Analysis of Resources on Organizational Effectiveness of NGOs

The influence of organization resources on organizational effectiveness of NGOs was investigated by fitting a regression model with the mean score of organizational resources as the independent variable and the mean score of organizational effectiveness as the dependent variable. The model fit of the regression analysis was presented in Table 4.20 below

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Table 4.20: Model Summary of Resources Model R R Square Adjusted R Square Std. Error of the Estimate Durbin-Watson 1 .148a 0.022 0.018 0.54262 1.804 a. Dependent Variable: Organizational Effectiveness b. Predictors: (Constant), Resources

Table 4.20 above indicates an R-squared value of 0.018. This means that resources can explain 1.8 percent of the variance in organizational effectiveness. The remaining 98.2 percent is accredited to the error term and variables not examined in this research.

4.6.2.1 ANOVA Test Resources on Organizational Effectiveness

Table below presents the results of the ANOVA test.

Table 4.21: ANOVA Test for Resources on Organizational Effectiveness ANOVAa Model Sum of Squares Df Mean Square F Sig. Regression 1.802 1 1.802 6.122 .014b Residual 80.381 273 0.294 Total 82.183 274 a. Dependent Variable: Organizational Effectiveness b. Predictors: (Constant), Resources

ANOVA tests the null hypothesis that the regression model with resources as the independent variable explains zero variance in organizational effectiveness as the dependent variable. The F-Statistic from ANOVA test explains the overall significance of the regression model at 95 percent confidence interval.

The criteria for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value at 95 percent confidence level=0.05. The results show that the F-Statistic of 6.122, which is statistically significant with a p-value of 0.014<0.05. This means that the model with resources as the independent variable explains a significant variance in organizational effectiveness.

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4.6.2.2 Coefficient of Variation Organization Resources

The details of each resource variables construct coefficient analysis is shown in Table 4.22.

Table 4.22: Detailed Coefficients of Resources Model Unstandardize- Standar t Sig. Collinearity d Coefficients -dized Statistics Coeffic -ients B Std. Beta Tol. VIF Error (Constant) 2.095 0.420 4.993 0.000 Fundraising efforts influence 0.066 0.035 0.110 1.874 0.062 0.944 1.059 realization of organizational goals Effort in fundraising ensures 0.028 0.063 0.029 0.452 0.652 0.778 1.286 satisfaction of organization stakeholders Fundraising efforts support 0.246 0.066 0.236 3.756 0.000 0.819 1.222 process efficiency Staff empowerment enhances 0.007 0.025 0.017 0.278 0.781 0.913 1.096 organizational goal attainment Staff empowerment influences 0.002 0.030 0.004 0.067 0.947 0.926 1.079 stakeholder satisfaction Staff empowerment supports -0.071 0.031 -0.149 -2.308 0.022 0.770 1.298 organizational process efficiency Allocation of organizational 0.050 0.027 0.115 1.875 0.062 0.861 1.161 funds helps in goal attainment Effective allocation of funds 0.010 0.030 0.022 0.337 0.736 0.769 1.300 enhances satisfaction of the organization‟s stakeholders Allocation of funds supports 0.134 0.037 0.210 3.582 0.000 0.936 1.068 process efficiency in the organization a. Dependent Variable: Organizational Effectiveness b. Predictors: Organization Resources

Two constructs are significant and have positive coefficients: Fundraising efforts support process efficiency at 0.236, and allocation of funds supports process efficiency in the organization at 0.210. Six constructs are not significant and have positive coefficients:

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Fundraising efforts influence realization of organizational goals; efforts in fundraising ensure satisfaction of organization stakeholders; staff empowerment enhances organizational goal attainment; staff empowerment influences stakeholder satisfaction; allocation of organizational funds helps in goal attainment; and effective allocation of funds enhances satisfaction of the organization‟s stakeholders.

One construct is significant and has negative coefficients: Staff empowerment supports organizational process efficiency at -0.149.

The effect of the variable organizational resources on organizational effectiveness linear equation model is stated as: Y = β0+ β1X1 + β2X2 + β3X3+ β4X4 + β5X5 + β6X6 + β7X7 + β8X8+ β9X9 + €

Where, Y= organizational effectiveness, α = constant value, X1 = Fundraising efforts and goal attainment X2= Fundraising efforts and stakeholder satisfaction X3= Fundraising efforts and process efficiency X4= Staff empowerment and goal attainment X5= Staff empowerment and stakeholder satisfaction X6= Staff empowerment and process efficiency X7= Allocation of funds and goal attainment X8= Allocation of funds and stakeholder satisfaction X9= Allocation of funds and process efficiency € = error term.

The study in table 4.22 with the detailed coefficients thus represents organizational effectiveness as,

Organizational Effectiveness = 2.095+ 0.236X3 + 0.210 X9 - 0.149 X6 + error term

The table below shows the combined coefficient for resources.

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Table 4.23: Coefficients of Resources and Organizational Effectiveness Unstandardized Standardized Collinearity Model Coefficients Coefficients t Sig. Statistics B Std. Error Beta Tolerance VIF (Constant) 3.541 0.264 13.400 0.000 1 Resources 0.176 0.071 0.148 2.474 0.014 1 1 a. Dependent Variable: Organizational Effectiveness b. Predictors: organization Resources

The standardized coefficient is 0.148 and p value is 0.014. The study used linear regression model to test the relationship between organizational resources and organizational effectiveness in NGOs in Kenya. The model is shown below:

Y = β0+ β1X1 + € Where Y= Organizational effectiveness, α = Constant value, X1 = Organizational resources and €= error term The study thus represents organizational effectiveness as; Organizational effectiveness = 3.541 + 0.148 organizational resources + €

Therefore, a unit change in organizational resources causes a change of 0.148 in organizational effectiveness.

The third research question‟s hypothesis was: resources do not significantly influence the organizational effectiveness of NGOs in Kenya. The criteria for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value at 95 percent confidence level=0.05. The hypothesis was tested using a linear regression model as per the regression coefficients results in Table 4.19 which show a p value of 0.014, therefore the null hypothesis is rejected and the alternate hypothesis is accepted: Resources do significantly influence the organizational effectiveness of NGOs in Kenya.

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4.6.2.3 Qualitative Analysis of Other Aspects of Organization Resources Influence on Organization Effectiveness

Majority of the respondent provided opinions on aspects of organization resources facilitate organization effectiveness, these are discussed as follows. Resources will influence the programs and organization operation to achieve its objectives given the application of resources to the strategy increasing the productivity to make more money. Resources assist an organization to become more dependable and not to depend on external funding, making it attractive to investors. Sustainability of the organization provides the organization with flexibility to risk on new opportunity to meet targets. Resources will influence the number of employees, positions in the organization and the timely availability of the funds.

Organization of the resource will assist the operations to run smoothly. The scope of work and reach of an organization is limited to the resources available thus limiting an organization's potential with resources limitation causing poor performance. The other way organization resources influence organization effectiveness is having someone looking for some donors. Donor monitoring can also influence organizational effectiveness through timely disbursement of funds helps the organization to run effectively

The activeness of the organization is based on the resource the organization has, without enough it becomes ineffective. Resources availability influences project design, when, where, what and how to implement a project, when to undertake monitoring, evaluation and cost cutting. When an organization has its own resources there is assurance of sustainability with or without donor funding, Resource management execution affect the effectiveness of the organization with delays in fund allocation causing inefficiencies. Unbudgeted projects become a challenge to undertake causing a strain on the running project.

Flow of resources and budgets information between organization and the donors down to the staff members also influence organizational effectiveness. The number of project to be implemented and diversification of resources, depending with the donor improves the brand of the organization. Frequent preparation of organizational reports provides management information on future actions and aligns usage of finances.

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The location of the organization land resources or rental of its office space influences the effectiveness. Support for surprise audit and check by the donor was an influence to efficiency. Resources affect the speed of decisions implementation often becoming a source of organization power to run its affairs independently. Availability of constant and clear financial forecast assures employees of availability of jobs hence motivation. Resources assist an organization to run smoothly without interference. Each organization requires funds and resources to operate and implement its strategy, availability or lack of resources will therefore have a strong bearing on the effectiveness of any organization.

Inefficiencies are caused by mismanagement of resources allocated for implementation by the management team. Which then influences quality of service providers and hence effectiveness. With enough resources as needed, it reduces dependence on donor funds. Delays in release of funds and downsizing of funds will affect organizational effectiveness. Lack of resources may lead to low performance in an organization which may lead to ineffectiveness. Lack of openness or transparency about available resources curbs organizational effectiveness.

4.7 Influence of Culture on Organizational Effectiveness of NGO’s in Kenya

The fourth research question was: How does culture influence the organizational effectiveness of NGOs in Kenya? The corresponding hypothesis is: Culture does not significantly influence the organizational effectiveness of NGOs in Kenya. This section presents the results and findings as follows: Descriptive statistics, model summary, ANOVA test, regression and correlation analysis.

4.7.1 Descriptive Analysis of organizational Culture

The descriptive results for the variable, organization culture, are in terms of the mean, standard deviation and variance. The standard deviation shows how close to the mean the respondent‟s data is and a large standard deviation means that the values in the data set are farther away from the mean. Below is the descriptive analysis of the variables measuring resources.

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Table 4.24: Descriptive Analysis of Culture Culture n Mean S.Dev Variance a) Power distance between employees and 275 4.35 0.859 0.738 management supports goals attainment b) Power distance in the organization enhances 275 4.34 0.915 0.838 stakeholder satisfaction c) Power distance in the organization facilitates 275 3.29 1.296 1.68 process efficiency d) Reward policy supports goal attainment 275 3.85 1.08 1.166 e) Reward policy of the organization ensures 275 2.85 1.439 2.071 stakeholder satisfaction f) Reward policy of the organization facilitates 275 3.8 1.097 1.204 process efficiency g) Organizational values enhance goal attainment 275 4.15 0.88 0.774 h) Organizational values ensure stakeholder 275 4.09 0.977 0.955 satisfaction i) Organizational values support organization process 275 4.19 0.872 0.76 efficiency

Six of the 10 resources construct questions a, b, h, i, j and k, have a mean of four, which shows that the respondents, on average, agreed with the six statements. In addition, three statements – c, d and f – of the have a mean of three which indicates the respondents on average were undecided with the three statements. One statement, e, “Reward policy of the organization ensures stakeholder satisfaction,” has a mean of 2.85, indicating the respondents on average disagreed.

Six of the 10 resources construct questions a, b, h, i, j and k, have a variance and standard deviation below one. This shows that the respondents had minimal variation in their responses. In addition, three statements – c, d and f – have a variance and standard deviation above one. This indicates the respondents had a high variation in their responses. One statement, e, “Reward policy of the organization ensures stakeholder satisfaction,” has a standard deviation of 1.439 and a variance of 2.071, indicating there was a high variation in their responses.

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4.7.2 Inferential analysis of Culture on Organizational Effectiveness of NGOs

The mean score of organization culture was regressed against the mean score of organizational effectiveness. The regression model is displayed below.

Table 4.25: Model Summary Culture on Organizational Effectiveness Model R R Adjusted R Std. Error of the Durbin- Square Square Estimate Watson 1 .320a .102 .099 .51979 1.841 a. Dependent Variable: Organizational Effectiveness b. Predictors: (Constant), Culture

The R-square value presented in Table 4.25 was 0.099. This means that organization culture explains 9.9 percent of the variance in organizational effectiveness. The remaining 90.1 percent is accredited to the error term and variables not examined in this research.

4.7.2.1 ANOVA test for the influence of Culture on Organizational Effectiveness

Table below indicates the results of the ANOVA test.

Table 4.26: ANOVA Culture on Organizational Effectiveness ANOVAa Model Sum of Squares df Mean Square F Sig. Regression 8.423 1 8.423 31.176 .000b Residual 73.76 273 0.27 Total 82.183 274 a. Dependent Variable. Organizational Effectiveness b. Predictors: (Constant), Culture

The F-Statistic from ANOVA test explains the overall significance of the regression model at 95 percent confidence interval. The criteria for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value at 95 percent confidence level=0.05. The results show the F-Statistic at 31.176, which is statistically significant with a p-value of 0.000< 0.05. This means that the null hypothesis was rejected and the conclusion made that the regression model with organizational culture as the dependent variable explains a significant amount of variance in organizational effectiveness.

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4.7.2.2 Coefficient of Variation for Organization Culture

The detail of each resources variable construct coefficient analysis is shown in Table 4.27.

Table 4.27: Consolidated Coefficient of Culture on Organizational Effectiveness

Model

Unstandardized Unstandardized Coefficients Standardized Coefficients t Sig. Collinearity Statistics Std. Toleranc B Beta VIF Error e (Constant) 3.305 0.212 15.573 0.000 Power distance between employees and 1.84 0.036 0.046 0.061 0.795 0.428 0.541 management supports goal 9 attainment Power distance in the 1.18 organization enhances 0.014 0.026 0.033 0.545 0.586 0.844 4 stakeholder satisfaction Power distance in the 1.49 organization facilitates 0.052 0.035 0.103 1.503 0.134 0.670 3 process efficiency Reward policy supports - 1.22 0.024 -0.223 -3.575 0.000 0.814 goal attainment 0.085 9 Reward policy of the 1.91 organization ensures 0.046 0.039 0.092 1.179 0.239 0.523 3 stakeholder satisfaction Reward policy of the organization facilitates 0.006 0.051 0.010 0.125 0.901 0.463 2.16 process efficiency Organizational values 1.84 0.084 0.043 0.150 1.969 0.050 0.541 enhance goal attainment 9 Organizational values 2.00 ensure stakeholder 0.089 0.05 0.142 1.781 0.076 0.499 3 satisfaction Organizational values - 1.82 support organization 0.046 -0.077 -1.010 0.314 0.547 0.047 9 process efficiency a. Dependent Variable: Organizational Effectiveness b. Predictors: (Constant), Culture

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One construct was significant and had positive coefficients: Organizational values enhance goal attainment at 0.150. Six constructs were not significant and had positive coefficients. These were: Organizational values ensure stakeholder satisfaction; reward policy of the organization ensures stakeholder satisfaction; reward policy of the organization facilitates process efficiency; power distance between employees and management supports goals attainment; power distance in the organization enhances stakeholder‟s satisfaction; and power distance in the organization facilitates process efficiency.

One construct was significant and had negative coefficients: Reward policy supports goals attainment, at -0.223. One construct was not significant and had negative coefficients: Organizational values support organization process efficiency, at -0.077.

The effect of the variable organizational culture on organizational effectiveness linear equation model is stated as: Y = β0+ β1X1 + β2X2 + β3X3+ β4X4 + β5X5 + β6X6 + β7X7 + β8X8+ β9X9 + €

Where, Y= organizational effectiveness, α = constant value, X1 = Power distance and goal attainment X2= Power distance and stakeholder satisfaction X3= Power distance and process efficiency X4= Reward policy and goal attainment X5= Reward policy and stakeholder satisfaction X6= Reward policy and process efficiency X7= Organizational values and goal attainment X8= Organizational values and stakeholder satisfaction X9= Organizational values and process efficiency € = error term. The study in table 4.27 with the detailed coefficients thus represents organizational effectiveness as, Organizational Effectiveness = 3.305+ 0.150X7 - 0.223 X4 + error term

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Table 4.28: Coefficient of Culture on Organizational Effectiveness Coefficientsa Model Unstandardized Standardized t Sig. Collinearity Coefficients Coefficients Statistics B Std. Error Beta Tolerance VIF 1 (Constant) 2.892 0.235 12.322 0.000 Culture 0.330 0.059 0.320 5.584 0.000 1.000 1.000 a. Dependent Variable: Organizational Effectiveness b. Predictors: Culture

The hypothesis was tested using a linear regression model as per the regression results in Table 4.28, which summarizes the regression co-efficient of organization culture and the intercept. The results indicate that for each unit increase in the mean score of organization culture, there is a corresponding 0.330-unit increase in the mean score of organizational effectiveness of NGOs. The specific model was summarized as;

Organizational effectiveness = 2.892+0.330X, + error term, where X is organization culture.

The fourth null hypothesis was, H04: Culture does not significantly influence organizational effectiveness of NGOs in Kenya. The criteria for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value at 95 percent confidence level=0.05. The organizational culture co-efficient is statistically significant at 95 percent confidence level with a p-value = 0.000 which is less than the critical value of 0.05 at 95 percent confidence level. Therefore, the null hypothesis is rejected and the alternative hypothesis, culture does significantly influence organizational effectiveness of NGOs in Kenya, is accepted.

4.7.2.3 Qualitative Analysis of Other Aspects of Culture Influence on Organization Effectiveness

Majority of the respondent provided opinions on other aspects of culture that influence organizational effectiveness, these are discussed as follows. By potential and developing capabilities and resources, organization culture can be an environment that builds or destroys staff morale to perform. Changes in culture can be a source of new ideas and makes

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organizations work more effective. With openness and everyone willingness to work freely, people are ready to meet targets and strict monitoring employees may not be necessary.

Due to the repetition of process and projects, the organization tends to create a culture of how things are implemented thus influencing the outcome. Culture lays the fabric that helps management staff to interact with other levels of employees. A good work experience contributes to a higher productivity which promotes hard work. A culture that motivates and rewards employees leads to a friendly work environment. The nature of management relationship with lower level staff employees enriches the effectiveness of the organization.

Whereas staff engagement is transparent, the work ethics, good rapport with the community often leads to a positive organizational culture and effectiveness. The culture determines the roles, responsibilities and ethics upheld by the staff which translates to how they contribute to tasks assigned to them. A culture that has employee‟s equity, create belonging and ownership of the NGOs projects enhancing teamwork. Culture promotes security among employees throughout the organization. Through leadership, mentorship, capacity building and succession plans lead to consistency in ethics, culture and retained organizational memory, standards, trends and brand of organization is maintained.

Culture diversity brings in new ideas and approaches of tasks and activities hence effective operation of the organization. Different people with a wide variety of ideas and requisite professional skills enhance organizational effectiveness. The free flow of communication creates mutual understanding and respect among the employees because there is no restriction in communication. Good work procedures and thoroughly training and equipping all the employees with needed skills provides a conducive work environment. When organizations incorporate the ideas and suggestions of its staff in its strategy, there is high productivity leading to ownership and being part of the organization.

Staff demotivation sets a culture that is negative. Lack of understanding or training on the culture of the organization will cause inefficiencies thus negatively influencing effectiveness. A culture that discriminates provision of services given races, religion and gender is shunned. Organizational structure can inhibit organizational growth, especially when two or more functions or divisions in an organization have competing cultures leading to unhealthy, toxic

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working environment where employees conflict is high. A culture that supports corruption will lead to downfall of an organization, if an organization develops a culture of excellence in executing its responsibilities as well as maintaining highly level of transparency and accountability, then this will be reflected in its level of organization effectiveness. Adaptation of culture to the local people, focusing on the community‟s habits and norms which often create a more effective organization that is able to restore order with external community. Clarification of responsibility and rewards employees influence effectiveness. The context of the organization values informs effectiveness for example religious founder organizations do not accept funding for work in areas that are not supported by their values for example abortion, home sexuality among others.

4.8 Influence of Combination of Leadership styles, Culture, Resources and Culture on Organizational Effectiveness of NGOs in Kenya

The fifth research question was: How does the combination of leadership styles, structure, resources and culture influence organizational effectiveness of NGOs in Kenya? The corresponding hypothesis is: A combination of leadership styles, structure, resources and culture variables have no significant influence on the organizational effectiveness of NGOs in Kenya.

4.8.1 Descriptive Analysis of Leadership styles, Culture, Resources and Culture

The descriptive results for the variable combination of Leadership styles, Culture, Resources and Culture, are in terms of the mean, standard deviation and variance. The standard deviation shows how close to the mean the respondent‟s data is and a large standard deviation means that the values in the data set are farther away from the mean. Below is the descriptive analysis of the variables measuring the variable combination of Leadership styles, Culture, Resources and Culture

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Table 4.29: Descriptive Analysis of Combination of Leadership styles, Culture, Resources and Culture. N Minimum Maximum Mean Std. Deviation Variance Combined – Strategy 275 3.00 4.72 3.9748 0.31646 0.100 Implementation Leadership Style 275 2.00 5.00 3.9585 0.50236 0.252 Organization Structure 275 2.00 5.00 4.3123 0.53412 0.285 Organizational Resources 275 2.00 4.88 3.6936 0.46170 0.213 Culture Factors 275 2.00 5.00 3.9349 0.53130 0.282 Organizational 275 1.40 5.00 4.1902 0.54767 0.300 Effectiveness

The combined factors the variable combination of leadership styles, culture, resources and culture had a mean of 3.97 meaning majority agreed with the statements on strategy implementation influencing organizational effectiveness. The strategy implementation constructs leadership style, organizational resources, culture factors, organization structure had an average of 4 meaning majority of the respondent agreed with the influence of organizational effectiveness. Organizational effectiveness also had an average mean of 4.0 meaning the respondents agreed with the descriptive statements provided.

The standard deviation of the combined variable strategy implementation and each of the constructs have a variance and standard deviation below one. This shows that the respondents had minimal variation in their responses. Organizational effectiveness also had a standard deviation of below zero, meaning that there was low variation in the responses received.

4.8.2 Inferential Analysis of Strategy Implementation on Organizational Effectiveness of NGOs

This section below presents the results and findings as follows: Model summary, ANOVA test, regression and correlation analysis.

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Table 4.30: Model Summary Strategy Implementation on Organizational Effectiveness Model Summaryb Model R R Square Adjusted R Square Std. Error of the Estimate Durbin-Watson 1 .490a .240 .238 .47820 1.689 a. Predictors: Constant - Strategy Implementation b. Dependent Variable: Organizational Effectiveness

R-squared in a linear model explains the percentage of the organizational effectiveness variable variation. The results indicate adjusted R-square of 0.238. This means that 23.8 percent variance in organizational effectiveness can be explained by strategy implementation. The remaining 76.2 per cent is explained by factors not examined in this study and the error term.

4.8.3 ANOVA Strategy Implementation on Organizational Effectiveness

Table below presents the findings of the ANOVA test.

Table 4.31: ANOVA Strategy Implementation on Organizational Effectiveness Sum of Mean Model df F Sig. Squares Square Regression 19.756 1 19.756 86.392 .000b Residual 62.428 273 0.229 Total 82.183 274 a. Dependent Variable: Organizational Effectiveness b. Predictors: Constant - Strategy implementation

The results in table 4.30 is for a linear regression model with the composite variable made up of leadership style, organization structure, organization resources and organization culture as independent variables and has zero variance on organizational effectiveness as the dependent variable. The F-Statistic from ANOVA test explains the overall significance of the regression model at 95 percent confidence interval. The criteria for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value at 95 percent confidence level=0.05. The results show that the F-Statistic of 86.392 is statistically significant with a p-value of 0.000< 0.05.

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This result informs that the null hypothesis was rejected and the conclusion made that the linear regression model has some variance on organizational effectiveness of NGOs in Kenya. The p value is 0.000, therefore the null hypothesis, that a combination of leadership styles, structure, resources and culture variables have no significant influence on organizational effectiveness of NGOs in Kenya, is rejected and the alternative hypothesis accepted, that is, a combination of leadership styles, structure, resources and culture variables has significant influence on organizational effectiveness of NGOs in Kenya.

4.8.4 Influence of Combination of Leadership Styles, Organization Culture, Resources and Culture Variables on Organizational Effectiveness

The sixth hypothesis was, H05: Leadership styles, organization culture, resources and culture have no significant influence on organizational effectiveness of NGOs in Kenya. The criteria for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value at 95 percent confidence level=0.05.

Table 4.32: Coefficients Leadership styles, Organization Structure, Resources and Culture on Organizational Effectiveness Coefficientsa Model Unstandardized Standardized t Sig. Collinearity Coefficients Coefficients Statistics B Std. Error Beta Tolerance VIF 1 (Constant) .818 .364 2.246 .026 Composite .849 .091 .490 9.295 .000 1.000 1.000 a. Dependent Variable: Organizational Effectiveness b. Predictors: Constant - Strategy implementation

The results of the regression analysis in table 4.31 show that when leadership style, structure, resources and organization culture are combined, they have a positive and significant relationship to organizational effectiveness of NGOs in Kenya (r=0.849, p=0.00<0.05). The specific model is organizational effectiveness = 0.818 + 0.849X, with X= Composite of independent variables, leadership styles, culture, resources and culture.

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4.8.5 Correlation of Strategy Implementation Constructs

Analysis to study the correlation among all variables in the study is presented in Table 4.33.

Table 4.33: Correlation Matrix Strategy Implementation Constructs Control Org. Leadership Donor Structure Resources Culture Variables Eff. Style Policies Correlation 1 .393** .346** .148* .320** .301** Significance .000 .000 .014 .000 .000 Leadership Correlation 1 .264** .112 .283** .316** Style Significance .000 0.063 .000 .000 Structure Correlation 1 .190** .196** .317** Significance .002 .001 .000 Resources Correlation 1 0.039 .258** Significance .520 .000 Culture Correlation 1 .361** Significance .000 Donor Correlation 1 Policies Significance **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).

Table 4.33 shows the strength of a relationship between two variables and its significance. Correlation shows the extent to which two or more variables fluctuate together. The results indicate significant relationships among all variables except with resources and culture, which has a p-value of 0.520 and resources and leadership style with p-value of 0. 063. All the correlations are positive meaning the variables increase in parallel; a negative correlation would have indicated that as one variable increases, the other decreases.

4.8.6 Summary of the Hypotheses Testing using Multiple Regression

Hypotheses testing were done using a multiple linear regression model. All the hypothesis was tested at 95 percent confidence level with a corresponding p-value=0.05.

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Table 4.34: Model Summary for all Hypotheses Indicator R R Square Adjusted R Square Std. Error of the Estimate Coefficient .507a 0.257 0.246 0.4757

The results above indicate that leadership style, structure, resources and culture combined account for 25.7 percent of the variance in organizational effectiveness as indicated by the R- squared value of 0.257; the remaining 84.3 percent is from other variables not in this study and the error term. ANOVA findings are presented below.

Table 4.35: ANOVA Test for Hypotheses Mean Model Sum of Squares df F Sig. Square Regression 21.086 4 5.271 23.296 .000b Residual 61.098 270 0.226 Total 82.183 274

The ANOVA test tests the null hypothesis that the multiple linear regression model with leadership style, structure, resources and culture as independent variables has zero variance on organizational effectiveness. The model is concluded to be statistically significant at 95 percent level of confidence with F-Statistic=23.296 and a corresponding p-value=0.00<0.05 The F-Statistic at 23.296 from ANOVA test explains the overall significance of the regression model at 95 percent confidence interval. Table 4.36 below summarizes the multiple regressions co-efficient.

Table 4.36: Multiple Regression Coefficients for Independent Variables Unstandardized Standardized Model Coefficients Coefficients t Sig. B Std. Error Beta (Constant) 0.941 0.366 2.568 0.011

Leadership style 0.295 0.061 0.271 4.814 0.000 Mean Structure Mean 0.228 0.057 0.223 4.000 0.000 Resources Mean 0.080 0.064 0.068 1.264 0.207 Culture Mean 0.203 0.057 0.197 3.572 0.000

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The results in Table 4.36 show that organizational effectiveness is positively related to leadership style, statistically significant at 95 percent significance level, (r=0.295, p=0.00<0.05). Organizational effectiveness has a positive and statistically significant relationship to structure, (r=0.228, p=0.00<0.05). Resources had a positive but statistically insignificant relationship to organization effectiveness (r=0.080, p=0.207>0.05), while organization culture also had a positive and statistically significant relationship to organization effectiveness (r=0.203, p=0.00<0.05). The overall regression model fitted to the data was summarized as:

Organization effectiveness=0.941+0.295X1+0.228X2+0.080X3+0.203X4+ € Where X1 = Leadership style,

X2 = Organization structure,

X3 = Organization resources,

X4 = Organization culture and € = error term

4.8.7 Qualitative Analysis of Other Factors Influencing Organization Effectiveness Majority of the respondent provided opinions on other aspects of strategy implementation that influence organizational effectiveness, these are discussed as follows. Proper working systems and accountability in charging out duties will influence strategy implementation and organizational effectiveness. Relationship among the employees can lower or increase the effectiveness of the organization. The political environment, poverty and lack of community willingness to work with the program will cause an ineffective NGO‟s.

When employee‟s capabilities are enhanced, motivated and commitment to serve the community, this causes good will with the community. Rewards and recognitions of employees rebuilds organizational effectiveness. Considering an example core sector is reproductive health, the laws of the land and the understanding of such laws by the citizens is also a factor that can influence an organization effectiveness. Motivation-with well- motivated staff, the organization will be able to achieve much in line with its targets. Rewarding employees to motivate them improves the working environment.

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Team building and corporate social responsibility, incentivize employees not to be self- centered leading to greater team work and more efficient teams. Strategy plus appropriate programs for implementation, competent staff and regulatory mechanisms such as peer review and internal audits will influence an organization's management to run in an effective manner. Lack of donors, poverty can influence since most community members are not well off or financially stable and in development sector community involvement and participation is needed for successful projects.

Emerging national government or regional blocks policies influence project delivery for example a program working with refugees gets affected when the national government issues a directive to close one of the camps. The national government can sometimes create policies that bar donor funds. Government policy and policy implementation initiatives, for examples are political strikes and ministerial guidelines. have a bearing on organizational effectiveness. Bureaucratic red-tape is often an impediment especially when organization requires official support. Healthy employees affect the effectiveness of its organization.

4.9 Influence of Donor Policies on Strategy Implementation and Organizational Effectiveness

The fifth research question was: How does the intervening variable, donor policy, influence strategy implementation and the organizational effectiveness of NGOs in Kenya? The corresponding hypothesis is: Donor policies have no significant intervening influence on the relationship between strategy implementation and organizational effectiveness. This section presents the results and findings as follows: Descriptive statistics, model summary, ANOVA test, regression and correlation analysis.

4.9.1 Descriptive Analysis: Donor Policies

The descriptive results for intervening variable of donor policies are in terms of the mean, standard deviation and variance. The standard deviation shows how close to the mean the respondent‟s data is and a large standard deviation means that the values in the data set are farther away from the mean. The descriptive values measuring donor policies are summarized in Table 4.37 below.

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Table 4.37: Donor Policies Descriptive Analysis Donor Policies n Mean S.Dev. Variance a) Disability policies enhance strategy implementation 275 3.89 1.024 1.049 and lead to organization effectiveness b) Gender policies enhance strategy implementation and 275 4.07 1.026 1.053 lead to organization effectiveness c) Women empowerment policies are applied to all 275 4.09 1.023 1.046 program and recruitment activities we undertake, which enhances our organization effectiveness d) Environmental compliance to the national rules and 275 4.20 0.824 0.679 donor regulations enhances organization effectiveness e) Donor financial and compliance terms enhance 275 4.24 0.746 0.557 strategy implementation and lead to organization effectiveness

Four of the five resources construct questions b, c, d and e; have a mean of four. The five constructs show that the respondents, on average, agreed with the six statements. For b and c, mean was they agreed. One statement, a, has a mean of three. This shows that the respondents on average were undecided when it came to the statement, “Disability policies enhance strategy implementation and lead to organization effectiveness,” and there was a high variation in their responses.

Four of the five resources construct questions b, c, d and e; have a mean of four, two have a variance and standard deviation, below one and the other one above one. The five constructs show that the respondents, on average, agreed with the six statements and there was minimal variation in their responses for d and e statements. For b and c, there was high variation in responses, though the average was they agreed. One statement, a, has a mean of three with a variance and standard deviation above one. This shows that the respondents on average were undecided when it came to the statement and it had a high variation in their responses.

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Table 4.38: Model Summary Donor Policies influence on Strategic Management and Organizational Effectiveness Model Summaryb Model R R Square Adjusted R Std. Error of the Durbin-Watson Square Estimate 1 .497a .247 .239 .47772 1.692 a. Predictors: (Constant), Interaction term, strategic management, Donor Policies b. Dependent Variable: Organizational Effectiveness

Adjusted R-squared in a linear model explains the percentage of the organizational effectiveness variable, variation. The results indicate an R-square of 0.239. This means than 23.9 percent variance in organizational effectiveness is explained by a combination of strategic management having an intervening interaction of donor policies. The 86.1 percent remaining is accredited to the error term and variables not examined in this research. In comparison to model summary results shown in Table 4.38 above, 23.8 percent variance in organizational effectiveness can be explained by strategy implementation.

4.9.2 ANOVA for Donor Policies on Organizational Effectiveness

Table 4.31 below presents the results of the ANOVA test, which tests the null hypothesis that the regression model with Donor policies as an intervening variable and the interaction term between donor policies and organization strategy explains zero variance in organizational effectiveness, which is the dependent variable.

Table 4.39: ANOVA Influence of Donor Policies on Organizational Effectiveness and Strategic Management ANOVAa Model Sum of Squares df Mean Square F Sig. 1 Regression 20.337 3 6.779 29.703 .000b Residual 61.847 271 .228 Total 82.183 274 a. Dependent Variable: Organizational Effectiveness b. Predictors: (Constant), Strategic Management, Donor Policies, interaction term

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The F-Statistic from ANOVA test explains the overall significance of the regression model at 95 percent confidence interval. The criteria for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F-Statistic is less than the p-value =0.05. The results show that the F-Statistic of 29.703 which is statistically significant with a p-value of 0.000< 0.05. This informs that the null hypothesis was rejected and the conclusion made that the regression model with donor policies as an intervening variable, and the interaction term between donor policies and organization strategy, explains some variances in organizational effectiveness.

4.9.3 Coefficient of Variation Donor Policies Influences on Organizational Effectiveness and Strategic Management

Results are shown in Table 4.40. All the policies construct terms disability, environmental, women empowerment and donor financial compliance, are significant to organization effectiveness, and they have positive coefficients.

Table 4.40: Simple Regression Coefficient for Donor Policies Influences on Organizational Effectiveness and Strategic Management Unstandardized Standardized Collinearity Donor Policies T Sig. Coefficients Coefficients Statistics Disability policies enhance strategy implementation and lead 0.071 0.032 0.133 2.223 0.027 1 1 to organization effectiveness Gender policies enhance strategy implementation and lead to 0.101 0.032 0.190 3.191 0.002 1 1 organization effectiveness Women empowerment policies are applied to all program and recruitment activities we 0.115 0.032 0.215 3.631 0.000 1 1 undertake, which enhances our organization effectiveness Environmental compliance to the national rules and donor 0.136 0.039 0.204 3.446 0.001 1 1 regulations enhances organization effectiveness Donor financial and compliance terms enhance strategy 0.168 0.043 0.229 3.888 0.000 1 1 implementation and lead to organization effectiveness

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4.9.4 Donor Policies Intervening influence on Strategy Implementation and Organizational Effectiveness

The fifth null hypothesis was, H05: Donor policies have no significant intervening influence on the relationship between strategy implementation and organizational effectiveness. The criteria for rejecting the null hypothesis is to reject the null hypothesis if the p-value of the F- Statistic is less than the p-value at 95 percent confidence level=0.05. The hypothesis was tested using a linear regression model as per the regression results in Table 4.41.

Table 4.41: Coefficient Donor Policies Intervening influence on Strategy Implementation and Organizational Effectiveness Model Unstandardized Standardized t Sig. Collinearity Statistics Coefficients Coefficients B Std. Beta Tolerance VIF Error 1 (Constant) -1.399 2.082 -0.672 0.502 Strategy 1.362 0.542 0.787 2.512 0.013 0.028 35.313 implementation Donor policies 0.614 0.514 0.735 1.194 0.234 0.007 136.391 Interaction term -0.143 0.132 -0.881 -1.083 0.280 0.004 238.412 a. Dependent Variable: Organizational Effectiveness b. Predictors: (Constant), Strategic Management, Donor Policies, interaction term

The results indicate that for each unit increase in the mean score of donor policies, there is a corresponding 0.614 increase in the mean score of organizational effectiveness of NGOs. The donor policies co-efficient is not statistically significant at 95 percent confidence level with a p-value = 0.234 which is more than the critical value of 0.05 at 95 percent confidence level. Therefore, the null hypothesis is accepted and the conclusion is accepted that donor policies have no significant intervening influence on strategy implementation and organizational effectiveness. The specific model was summarized as:

Organization effectiveness = -1.399+1.362X1+0.614X2+€

Where;

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X1, is strategy implementation, and

X2 is donor policies

€ = error term.

4.9.5 Qualitative Analysis of Donor Policies Influence on Organization Effectiveness

Majority of the respondent provided other aspects of donor policies as an intervening variable for the influence of strategy implementation on organization effectiveness, these are discussed as follows. Donor terms will guide on terms of engagement, risks, complementary and level of commitment in decision making. By empowering youths and women and also informing them on project funds usage brings openness and helps the organization to be accountable. Restricted grants do not necessarily support the achievement of the overall objectives of the organization.

Whereas, donor policies do exist, they should be in line with the organization's own policies and procedures and should not be the ones that determine the organization effectiveness. Proper balances and checks on how resources are being used and proper accountability is encouraged. Stringent donor policies may lead to poor retention of human resources since when a project ends the staff have to have their employment terminated, which may lead to interruptions to delivery of the strategy and thus an inefficient organization.

In placing checks on the funds to ensure they are used according to the donor terms, this may cause inefficiencies especially where approval has to be sought. By doing checks and balances if designed to the suit the mandate of the organization, it will protect funds from being misused by the organization. Donor policies encourages the organization to use funds at their disposal effectively. Donors enable the organization to stay focused to its mission and strategically find ways to accomplish it. Donor policies allows for better management systems that minimize risk of fraud, theft and corruption. Policies recommended by donors often lead to timely program schedules, transparency, accountability, credibility and visibility, motivated human resource persons and therefore increased efficiency.

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Scheduled fund disbursement result to planned programs and ensuring funds usage within a certain time-frame. Knowledge about donor policies is not always prevalent especially in the lower staff echelons and this at times creates conflict where staff perceive that management is unresponsive to their needs yet there are restricted by donor terms. Donor policies helps the organization in terms of integrity thus creating effectiveness. Requirement to undertake annual financial audits gives accountability and transparency.

The affirmative action and inclusive policies aim at protecting the undermined hence it gives social corporate responsibility. Donor desired environment compliance influences the flow of financial resources hence influencing organizational effectiveness. Donor policies often lead to focus on deliverables or milestones, therefore encouraging the organization to put more efforts in the goal achievement and thus leading to the organizations effectiveness.

Donor policies sometimes do not lead to effective implementation of projects and the organization achieving its goals as their policies sometimes do not consider the local environment and community context the NGOs work in. The donor policies at times, undermines certain internal organizational processes and performance leading to bureaucratic process that stifle organizational effectiveness. If the donor‟s terms, conditions, policies and objectives are not compatible with those of the organization‟s, then this will definitely negatively influence the effectiveness of such organization. The table below 4.42 shows summary of all hypothesis.

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Table 4.42: Summary of Hypotheses Testing

Research question Hypothesis Rule p-value Comment Research question 1 Ho: Leadership style has no Reject Ho (r=0.428, The null hypothesis was rejected; conclusion, How does Leadership style significant relationship on the if p value p=0.00<0.05) significant relationship between leadership influence organizational organizational effectiveness <0.05 style and organizational effectiveness of effectiveness of NGOs in of NGOs in Kenya. NGOs in Kenya. Kenya? Research question 2 Ho: Organization structure Reject Ho (r=0.355, The null hypothesis was rejected; therefore, How does organization has no significant relationship if p value p=0.00<0.05) there is a significant relationship between structure influence on the organizational <0.05 organization structure and organizational organizational effectiveness of effectiveness of NGOs in effectiveness of NGOs in Kenya. NGOs in Kenya? Kenya. Research question 3 Ho: Resources have no Reject Ho (r=0.176, The null hypothesis was rejected; therefore, How do resources influence significant relationship on the if p value p=0.014<0.05). there is a significant relationship between the organizational organizational effectiveness >0.05 organization resources and organizational effectiveness of NGOs in of NGOs in Kenya. effectiveness of NGOs in Kenya. Kenya? Research question 4 Ho: Culture has no significant Reject Ho (r=0.330, The null hypothesis was rejected; therefore, How does culture influence relationship on the if p value p=0.000<0.05). there is a significant relationship between organizational effectiveness of organizational effectiveness <0.05 organization culture and organizational NGOs in Kenya? of NGOs in Kenya. effectiveness of NGOs in Kenya.

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Research question Hypothesis Rule p-value Comment Research question 5 Ho: Donor policies have no Reject Ho r=0.614, p=- The null hypothesis was accepted therefore, How does the intervening significant relationship as a if p value 0.234> 0.05 there is no significant moderating effect of variable, donor policy, moderating variable on <0.05 donor policies on organizational influence strategy organizational effectiveness effectiveness of NGOs in Kenya. implementation and and strategic implementation organizational effectiveness of of NGOs in Kenya. NGOs in Kenya? Research question 6 Ho: leadership style, Reject Ho Strategy The null hypothesis was rejected therefore How do leadership styles, organization culture, if p value implementation:( there is significant influence of leadership organization culture, resources resources and culture have no <0.05 r=0.849, style, organization culture, resources and and culture influence significant relationship on p=0.000< 0.05) culture on organizational effectiveness of organizational effectiveness of organizational effectiveness NGOs in Kenya. NGOs in Kenya? and strategic implementation The coefficients of the independent variables of NGOs in Kenya. from the multiple regression also indicate that all the variables are statistically significant

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4.10 Chapter Summary

This chapter has provided details of the results of the research depicted in figures and tables. The chapter has provided regression analysis, ANOVA test results, correlation analysis and hypotheses testing. In summary, results indicate organizational effectiveness is significantly and positively influence by the four independent variables, leadership style, organization structure, organization resources and culture. The results indicate that a combination of leadership style, organization structure, organization resources and organization culture significantly and positively influence organizational effectiveness. In addition, donor policies, as an intervening variable, have no significant relationship with organizational effectiveness and strategic implementation of NGOs in Kenya. Chapter 5 presents the discussions around the outcomes of this research

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CHAPTER FIVE

5.0 SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This chapter starts by providing details on arguments in favor or differences from other research on the findings presentation in chapter four. The chapter then gives a comprehensive discussion and conclusion of the findings of the study and compares it with the empirical review of the literature. The chapter ends by making recommendations for improvements and offering suggestions for further research.

5.2 Summary of the Findings

The purpose of the research was to analyze the influence of strategy implementation on organizational effectiveness in non-governmental organizations in Kenya. The research questions are as follows: What is the influence of leadership style on organizational effectiveness of NGOs in Kenya? What is the influence of organizational structure on organizational effectiveness of NGOs in Kenya? What is the influence of organizational resources on the organizational effectiveness of NGOs in Kenya? What is the influence of organizational culture on the organizational effectiveness of NGOs in Kenya? What is the influence of the combination of leadership styles, organizational culture, resources and culture on the organizational effectiveness of NGOs in Kenya? Lastly, what is the influence of the intervening variable, donor policy, on strategy implementation and the organizational effectiveness of NGOs in Kenya?

The study adopted positivism philosophy, descriptive and explanatory research designs using quantitative approach. The study population was 5,547 project managers of NGOs registered with the NGO Coordination Board by 2016, with a sample size of 374. Simple random sampling technique was used to issue questionnaires. For data analysis, descriptive and inferential statistics, the mean and standard deviation were done. The inferential statistics used in the study includes Pearson correlation, analysis of variance (ANOVA), coefficients and correlations. Data analysis was done using software for information analysis. Graphs, figures and tables were used to represent the data collected.

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The first research question was, what is the influence of leadership style on the organizational effectiveness of NGOs in Kenya? Results from ANOVA showed a statistically significant relationship between leadership style and organizational effectiveness with a p- value of 0.000, which is significant at 0.01. Leadership style causes 15.1 percent variation in organizational effectiveness, (R2=0.151, F (1,273) = 49.875, p<0.05). Multiple regression analysis results show the following to be significant: Clear instructions support the attainment of organizational goals, β = 0.219, t (275) = 3.295, p< 0.05; concern for employees facilitates the attainment of goals, β = 0.176, t (275) = 2.642, p< 0.05. Concern for employees ensures that stakeholders are satisfied, β = -0.156, t (275) = -2.775, p < 0.05 Finally, concern for employees enhances organizational process efficiency, β = -0.144, t (275) = -2.623, p <0.05.

The second research question was, what is the influence of organizational structure on organizational effectiveness of NGOs in Kenya? Findings of ANOVA show a significant relationship between organizational structure and organizational effectiveness at a p-value of 0.000, which is significant at 0.01. Organization structure causes 11.6 percent variation in organizational effectiveness, (R2=0.116, F (1,273) = 37.085, p<0.05. The multiple regression analysis reveals the following to be significant: Authority sharing influences the achievement of organizational goals, β = 0.245, t (275) = 4.221, p< 0.05. Centralization of power ensures that organizational stakeholders are satisfied, β = 0.158, t (275) = 2.203, p< 0.05.

The third research question was, what is the influence of organizational resources on the organizational effectiveness of NGOs in Kenya? ANOVA results indicate a significant relationship between organization resources and organizational effectiveness at a p-value of 0.014, which is significant at 0.05. The organization resources cause a 1.8 percent variation in organizational effectiveness, (R2=0.018, F (1,273) = 6.122, p<0.05. The multiple regression analysis shows that only three parameters are significant: Fundraising efforts support organizational process efficiency, β = 0.236, t (275) = 3.756, p<0.05; staff empowerment supports organizational process efficiency, β = -0.149, t (275) = -2.308, p< 0.05; and allocation of funds supports process efficiency in the organization, β = 0.210, t (275) = 3.582, p< 0.05.

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The fourth research question was, what is the influence of organizational culture on organizational effectiveness of NGOs in Kenya? ANOVA results reveal that there is a statistically significant relationship between organizational culture and organizational effectiveness at a p-value of 0.00, which is significant at 0.01. Organization culture causes 9.9 percent variation in organizational effectiveness, (R2=0.099, F (1,273) = 31.176, p<0.05. The multiple regression analysis shows that organizational reward policies support goal attainment β = -0.223, t (275) = -3.575, p<0.05, and organizational values enhance goal attainment β = 0.150, t (275) = 1.969, p<0.05.

Regarding the fifth research question, to establish the influence of the combined independent variables of leadership style, structure, organizational resources and organizational culture, on organizational effectiveness, the study employed the use of multiple regression analysis to test the significance of the relationship. The study revealed that the combination of the independent variables significantly influences the achievement of organizational effectiveness, R2=0.238, F (4,270) = 86.392, p<0.05. The coefficient of strategy management and organizational effectiveness results were β = 0.490, t (275) = 9.295, p<0.05.

The sixth research question was, how does the intervening variable, donor policies, influence strategy implementation and organizational effectiveness of NGOs in Kenya? The findings from coefficient analysis confirm that donor policies do not significantly intervene between strategy implementation and organizational effectiveness at β = -0.881, t (275) = -1.083, p>0.05.

5.3 Discussion

The findings of the study are discussed for each of the research questions and in relation to the literature reviewed.

5.3.1 Leadership Style and Organizational Effectiveness

This study examined how leadership style influences organizational effectiveness of NGOs in Kenya. Leadership style significantly influences organizational effectiveness. The study found that leadership style significantly enhances organizational effectiveness. The

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regression coefficient shows that leadership style positively and significantly influences the achievement of organizational effectiveness.

The first parameter of the research was the influence of clear instructions on goal attainment. The results showed a positive and significant influence. This finding echoes the findings of Kaplan (2002) who found that unclear instructions from donors bring about tight project schedules, quick results and over-hasty timeframes, causing much pressure on NGOs and affecting their productivity. The finding of this study also mirrors that of O'Reilly et al. (2010) who observed that clear instructions in an organization enhance organizational goal attainment. The authors found that leaders‟ effectiveness at different hierarchical levels significantly enhances organizational performance. It was further revealed that leadership type affects clarity of information that empowers and motivates employees to perform their tasks as instructed by their leaders.

This study‟s second parameter was the influence of clear instructions, a sub-variable of leadership style, on satisfaction of stakeholders, a sub-variable of organizational effectiveness. The results indicate an insignificant influence. Siddique et al. (2011) results differ, for they found that types of leadership have different performance in different organizations. The authors revealed that the leadership types in academic institutions perform differently from the leadership types in other sectors like manufacturing. Hassan et al. (2011), on the other hand, confirms the findings of Siddique et al. (2011) by revealing that in education institutions, rational style of decision-making positively influences organizational effectiveness, whereas an autocratic style of decision making negatively influences organizational effectiveness.

This study reveals that clear instructions from the leadership enhances the leadership involvement in strategy implementation and that low leadership involvement in strategy implementation as found by Mapetere et al. (2012) leads to partial strategy success in an organization. In the third parameter, the influence of clear instructions, a sub-variable of leadership style influence on process efficiency, a sub-variable of organizational effectiveness, was examined; the results indicate an insignificant influence. This study does not support the findings of Martin et al. (2014) who posits that poor employee motivational

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strategies, reduced staff morale and unavailability of resources significantly hinder process efficiency in organizations.

The authors revealed that for organizations to achieve effectiveness in their processes, they need to employ a leadership style that adopts strategies for employee motivation, enhance staff morale and effectively allocate organizational resources. Lussier and Achua (2013) reveal that leadership is a process in which an individual influences a group of individuals to achieve a common goal, and that effective leadership sends clear instructions to followers that make the process of achieving a goal more efficient. To confirm the findings of the study, Kippenberger (2002) states that what a leader says, how he says it, the example he sets, his body language and his general conduct and character significantly affect the efficiency of the organizational processes. Northouse (2012) found that leadership is a process that involves influence, occurs in a group context and that it involves goal attainment. To attain goals effectively, the study confirms that leadership should provide efficient processes that would guide the staff in pursuing their tasks.

This study in the fourth parameter tested concern for employees, a leadership style sub- variable, and attainment of organizational goals, a sub-variable of organizational effectiveness; the results indicate a positive significant influence. The findings of the study support the findings of McCleskey (2014), who found that leaders and followers together advance to a higher level of morality and motivation to benefit organizations and indivuduals when the leaders are concerned about employees. Morever, it is also echoed by Avolio and Bass (2002) who assert that when leaders are more concerned about followers, they succeed by gaining the respect, trust and admiration of their followers. They further posit that transformational leadership is more concerned about followers than other leadership types because it has more of charisma, inspiration, intellectual stimulation, individualized consideration, and contingent reward, hence it facilitates the attainment of goals.

The fifth parameter tested the influence of concern for employees in ensuring stakeholders are satisfied; results indicate a significant negative influence. The findings are supported by Avolio and Bass (2002) who found that leadership type that challenges the status quo and proceeds to inspire creativity and new ways of doing things significantly satisfies organizational stakeholders. Lussier and Achua (2013) confirm that leaders who support their

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followers by ensuring transparency, open communication and that followers are given a chance to voice their ideas ensures that an organization achieves it goals.

This study in the sixth parameter tested the influence of concern for employees on enhancing organizational process efficiency, whose results indicate a significant negative influence. This study found that management concern for employees negatively and significantly enhances organizational process efficiency. The finding by Boehnke et al. (2003) differs, since leaders‟ concern for their employees positively influenced achievement of organizational goals. Hence, this study made a significant contribution that in NGOs in Kenya, leadership concern for employee negatively enhance process, for it sometimes leads to overlooking performance results expected of an employee as stated in the open-ended questions on leadership construct.

The study in the seventh parameter tested the relationship between leadership consultative style influences on organization goals attainment; the results indicate a non-significant influence. This is different from the study by Boehnke et al. (2003) which revealed that consultations between employees and leaders significantly facilitate goal attainment. The difference is seen also in the findings of Allen et al. (2013) who assert that consultation between employees and leaders ensures that the path to goal attainment is clearly understood by the internal actors, removes potential barriers within the system, and motivates the staff to achieve the predetermined goals.

This study in the eighth parameter tested the relationship between leadership consultative style influences on stakeholder satisfaction; the results indicate an insignificant influence. The study found that different leadership styles have different achievements. This confirms the study by Puni et al. (2014) who did a study on the effect of different leadership styles on the financial performance of Ghanaian banks. His findings were that the democratic leadership style is more associated with high financial performance and sustainability than autocratic and laissez faire leadership styles.

This research in the ninth parameter tested the influence of leadership consultative style on process efficiency. The results indicate a non-significant relationship between consultative style and process efficiency. The study differs from the findings of Hoogh et al. (2004), who

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asserted that charismatic leadership influences performance, and in their research, they observed that when all employees have positive work attitudes they tend to perform their tasks precisely to fulfill the organizational objectives. This is a unique contribution of this study given the NGO sector context.

Generally, this study tested the relationship between leadership style and organizational effectiveness. The study overall findings support Rajasekar (2014), who revealed that leadership style significantly affects organizational effectiveness. He argues that the top management must emphasize the various interfaces within the organization, and that the key challenge to successful strategy implementation is ensuring employees‟ buy-in and directing their capabilities and business understanding toward the new strategy.

5.3.2 Organizational Structure and Organizational Effectiveness

This study found that organizational structure is significant in achieving effectiveness in an organization. The study in the first parameter tested the influence of authority sharing on goal attainment; the results were positive and significant. The finding in this study is mirrored in Northouse (2012), who asserts that task characteristics, including the subordinates‟ task design, the organization‟s formal authority system, and subordinates‟ primary work group, have a major effect on how leader behaviors affect subordinates‟ satisfaction and motivation, which then has an impact on how an organization effectively achieves its goals.

This study is also in agreement with Pearce and Robinson (2013) who affirm that leaders who enhance authority sharing empower their subordinates and give them authority to focus on certain strategic issues that ensure goal attainment. The second parameter tested the influence of authority sharing on stakeholder satisfaction. Results indicate a negative non- significant influence. This study‟s finding does not concur with the findings of Richard et al. (2009) who assert that an effective organizational structure where authority is shared by employees facilitates working relationship between various entities in the organization and improves process efficiency within the organization units. The third parameter tested the influence of authority sharing on an organization‟s process efficiency. The results indicate a negative insignificant influence. This research disagrees with the findings of Bimani and

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Longfield-Smith (2007) who posit that organizational structure where authority is shared has a significant influence on strategy implementation and organizational effectiveness.

During the process of strategy formulation, greater emphasis is placed on financial information and during the process of strategy execution, emphasis is placed on both financial and non-financial information (Bimani & Longfield-Smith, 2007). The fourth parameter examined the flow of information influences on attainment of the organization‟s goal; the results was positive insignificant. This differs from Hrebniak (2006), who found that when authority is not well shared, it causes obstacles to effective strategy implementation. The obstacles were found to be poor or inadequate information sharing, unclear responsibility and accountability, and working against the organizational power structure. This difference can be attributed to the context of NGO sector, where the budgets and program implementation are often a top management conversation with the donor as per open-ended information provided by this study.

The fifth parameter examined the flow of information influence in ensuring stakeholders are satisfied, whose results was positive insignificant. This finding is contrary to Bimani and Longfield-Smith (2007), who reveal that the flow of financial information during strategy formation and strategy implementation has a significant impact on the effectiveness of an organization and thus stakeholder satisfaction. The sixth parameter examined the flow of information influence in enhancing process efficiency. The result was positive insignificant once again; this finding differs from Hoffer and Schendel (2006) who found that proper information flow in an organization enhances effective resource allocation that is critical in strategy implementation process and improves organizational process efficiency.

The seventh parameter examined the power centralization influence goal attainment, and the result was positive but insignificant. The study findings contradict the findings of Hrebniak (2006) who argues that an institution that is working against the organizational power structure negatively affects the achievement of organizational goals. This is different from the findings of Brenes et al. (2008), who found that organizational structure significantly influences the achievement of effective organizations. The authors reveal that organizational structure and design are important as they entail decisions related to resource allocation for various units and activities within the business ecosystem.

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The eighth parameter examined the power centralization influence in enhancing stakeholder satisfaction. The result was positive and significant, thus agreeing with Zaribaf and Bayrami (2010), who assert that to run an efficient organization, it is necessary to appropriately formulate the structure of the organization that makes the best fit. This is in agreement with Miller et al. (2004) who posit that the organization chart depicting the distribution of power and the flow of information helps employees to perform their duties. Furthermore, they explained that for an organization to achieve its objectives, tasks should be allocated effectively to various functions. Pearce and Robinson (2013) describe the main purpose of structure as a tool that ensures proper communication and coordination within the organization and its customers also support this. In addition, they assert that through the structure, strategy implementation plans are broken into activities, which guide delegation of different tasks to people.

The ninth parameter examined the influence of power centralization in enhancing process efficiency; the result was positive but insignificant. The finding of this study echoes the findings of Ke and Wei (2006) that attribute organizational structure to power centralization and found that power sharing does not significantly enhance the achievement of organizational effectiveness. These findings are unlike Johnson et al. (2008), who asserts that organizational structure enhances power centralization, which facilitates working relationships between various entities in an organization and improves working efficiency within an organization. Generally, the overall result that organization structure significantly and positively influences organization effectiveness, follows that structure follows strategy, and that organizational structure is used to facilitate the flow of resources in line with the organization‟s vision and objectives (Kavale, 2012: Teece, 2012).

5.3.3 Organizational Resources and Organizational Effectiveness

This study depicts that organizational resources are significant in enhancing organizational effectiveness. The first parameter examined the influence of fundraising efforts in organizational goals and the result was positive but insignificant. This finding is supported by Rutherford (2000) who reveals that fundraising is a bottom line that NGO management pursues to achieve NGOs, goals though there was no significant relationship between fundraising efforts and the realization of organizational goals.

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The second parameter examined the influence of fundraising efforts in organization stakeholder satisfaction and found a positive but insignificant result. This was different from TREC (2011), who posits that because fundraising is a critical process of NGOs, many of these organizations have taken fundraising online and are collaborating to raise enough funds to pursue their purpose. This differs from Lagerspetz et al. (2002) whose study revealed that organizational resources influence the internal democracy in NGOs, leading to an organization meeting its mission and goals effectively.

The third parameter examined the influence of fundraising efforts in organization process efficiency, whose results were positively significant. This research corresponds to the results of Mahmood et al. (2005), who assert that fundraising is a source of assets and resources from different sources for achieving the objectives of an organization. Ciucescu (2012) found that the reason why resources from fundraising enhance organizational effectiveness is that it is a requirement for an NGO sourcing for funds to have a written plan indicating purposes and objectives of the process of fundraising.

The fourth parameter examined the influence of staff empowerment on the realization of organization goals; the result was positively insignificant. This study differed from Baur and Schmitz (2012), who argue that corporate product endorsement by NGOs and appointment of some donor representatives to become part of their governance boards of director teams ensures access to resources of networks that NGOs would otherwise not have access to, which are the forms of co-optation. This study differs from Munin (2013), who found that gender equality of labor markets leads to better utilization of the women‟s work, by use of skilled resources to achieve organizations goals.

The fifth parameter examined the influence of staff empowerment on stakeholder satisfaction; the result was positively insignificant. Divergence from the findings of Ismail et al. (2012) is that competitive advantage in the NGO sector is from the perspective of value and quality that is derived from all resources held and is then passed on to different stakeholders. This study agrees with Parthasarathy (2013) that NGOs are relatively weaker in social marketing than their counterparts in for-profits that use aggressive commercial marketing strategies.

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Furthermore, they state that marketing benefits are not easily attributed to the success of NGOs in fundraising, hence employee empowerment is the best tool to use to achieve the mission. This study deviates from Ndegwah (2014) who found that staff empowerment enhances effective resource allocation to achieve organizational goals and satisfy the stakeholders of the organization. Their study found that institution policies and management team training on core skills to enable implementation of the organizational strategy is critical in achieving organizational effectiveness.

The sixth parameter examined the staff empowerment influence in making organization processes efficient, whose result was should be negatively significant. Ismail et al. (2012) comes to a different understanding, their findings were organizational resources enhance competitive advantage that provides support to the resource-based view in ensuring organizational process are effective. The findings of this study is differed from those in the study of Schneider and George (2010) who confirmed that employee empowerment is the most effective way to manage and lead employees to perform better given that NGOs focus on people‟s welfare services.

In addition, that the core statement of the employee empowerment implies that for organizations improved staff empowerment, they have to effectively manage their strategic process, manage their relationships and manage training managers. These research findings are supported by those of Phillips (2015) who revealed that empowerment in some instances misses its meaning and is often narrowly examined as gender equality and how women are treated not gender equity. To further examine this study‟s finding, that staff empowerment negatively but significantly influence process efficiency NGO‟s can adopt as recommended by Phillips (2015), individual gender empowerment policies are key means for women to reduce the gap between them and their male counterparts economically, educationally, politically and culturally.

The seventh parameter examined the influence of the allocation of organization funds in goal attainment; the result was positively insignificant. This finding contradicts the findings of Brenes et al. (2008), that resource allocation for various units and activities within the business ecosystem is critical for achieving effective organization. Brenes et al. (2008) futher

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posit that effective resource allocation facilitates working relationships between different entities in an organization and improves the working efficiency in units.

The eighth parameter examined the influence of allocation of organization funds in organization stakeholder satisfaction; the result was positively insignificant. Richard et al. (2009) backs this study, when they advocate that resource allocation benefits organizational customers by enhancing client satisfaction, which is one of the measures of organizational effectiveness. Zheng et al. (2010), on the other hand, found that business efficiency informs the performance of input and output ratio because of organizational resources, whereas organizational efficiency examines the enhancement of internal processes of the organization such as structure and culture. The study confirms that organizational efficiency is all about resource allocation across alternative uses to achieve an organization‟s goal. The ninth parameter examined the influence of allocation of organization funds in organization‟s processes efficiency, whose result was positively significant.

This finding is mirrored in Muthoni and Kavale (2015) study that revealed that lack of commitment of top management teams to strategy implementation, poor leadership style and guidance from managers, inadequate human resource skills, limited funds and interference from stakeholders leads to poor organizational effectiveness. This study is in agreement with the findings of Markiewicz‟s (2011) study that reflected the importance of resources and processes within an organization and proposed that creativity, innovation, and perception of an organization as processes is very important in successful implementing strategies.

5.3.4 Organizational Culture and Organizational Effectiveness

This study found that organizational culture is significantly important in achieving effectiveness of an organization. The first metric of organizational culture sought to find the influence of power distance between employees and management influence on attainment of organizational goals, whose results were positively insignificant. The findings of this study are mirrored in the findings of Aosa (2011), who reveals that an organizational culture that promotes less power distance between employees and leaders enhances communication and the realignment of firm resources to the strategic plans, to achieve desired outcomes.

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Similarly, it advocates – as Brenes and Mena (2008) do – that organizational culture supportive of principles and values in the new strategy results in successful strategy implementation. This study reveals that organization culture requires collective identity and togetherness to determine day-to-day communications, acceptable or non-acceptable behavior, as well as power or status allocation. This study supports the findings of Brenes and Mena (2008), who affirm that most successful companies are those in which employees and management work closely and align their culture to strategy.

The second metric organizational culture sought to find the influence of power distance between employees and management influence in enhancing stakeholder satisfaction, whose results were positively insignificant. The study resonates with the findings of Aldulaimi (2015), who studied the impact of organizational culture on organizational effectiveness in telecommunication companies in the Gulf Cooperation Council. Aldulaimi (2015) found that an organization culture should only support a small power distance between leadership and subordinates to enhance organizational effectiveness in terms of market share, growth rate, profitability and innovativeness.

In addition, Kafashpoor et al. (2013) reveal that a combination of dimensions of organizational culture, namely adaptability, involvement, consistency and mission, positively leads to enhanced knowledge management and organizational effectiveness. This study also found that organizations that have small power distance between employees and management enhance process efficiency. The study findings concur with those of Aldulaimi (2015) who argues that organizations that are adaptive, decentralized and with consistency in values, engagement of employees, and that align the culture to their missions, investigate issues, reduce costs and become proactive in strategy implementation, often have these factors leading to organization effectiveness.

The third metric organizational culture sought to find the influence of power distance between employees and management influence in facilitating organization process efficiency, whose results were positively insignificant. The result of this study is echoed in the study of Bateta and Wakogi (2015) who conducted a survey on the influence of reward policy on implementation of strategic plans of NGOs, and found that good reward systems in the NGOs are strong motivators for strategic plan implementation.

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Yukl (2006) reveals that organizational leadership that provides an effective reward structure to their subordinates achieve organizational goals. Dragos (2013) stresses that leaders can attempt to control and manipulate subordinates through fear and coercion, but more important, the author found that leaders who effectively and efficiently achieve the organizational goals provide a clear and transparent structure that reward their subordinates.

Brenes and Mena (2008) found a significant relationship between organizational culture and organizational rewards structure. The study revealed that a culture that enhances s clear organizational reward structure ensures that organizational effectiveness is attained and that stakeholders are satisfied. The fourth metric of organizational culture sought to find the influence of reward policy on goal attainment and it was found to be significant and negative and thus concurs with the findings of Ndegwah (2014), who did a study on factors influencing the implementation of strategic plans in public secondary schools in Kenya and found that rewards do not significantly influence implementation of strategic plans in public secondary schools. DeCaro (2005), on the other hand, did a study on the relationship between performance and rewards and found that performance leads to valued rewards, which differs from this study‟s findings.

The fifth metric of organizational culture sought to find the influence of reward policy on stakeholder satisfaction; the results were insignificant and positive. This result differs from Ahmadi et al. (2012) who explained the range of culture as being between lowly effective at hierarchical and high at clan culture type. Mehta and Krishnan (2004) found that organizational cultures can be categorized in a spectrum of weak to strong cultures, and that successful organizations have strong cultures that enhance organizational value that consider employees.

The sixth metric of organizational culture sought to find the influence of reward policy on process efficiency, whose results were insignificant and positive. This differs from Foote et al. (2005) who found that organizational culture is a specific major course of action that embodies a set of values against which employees can measure congruence with their own values, and that are common to any number of organizations, and offers a target that enables individuals to focus and maintain their commitment while transcending organizational boundaries.

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The seventh metric of organizational culture sought to find the influence of organization values on attainment of organizational goals, whose results were significant and positive. This finding is echoed in the findings of Herstatt and Kalogerakis (2005), who found that an organizational culture that enhances innovation adds a significant portion of values to employees and the organization as a whole.

The eighth metric of organizational culture sought to find the influence of organization values on stakeholder satisfaction, whose results were insignificant and positive. The study differs from the findings of Lingard et al. (2012) who did a study about communication and organizational value and found there is need for effective communication methods about work-life benefits within the organization during strategy implementation to ensure all stakeholders‟ needs are met. This also differed with Brenes and Mena (2008), who asserted that an organizational culture that is supportive of employee values in a new strategy implementation resulted in organizational effectiveness.

The ninth metric of organizational culture sought to find the influence of organization values on process efficiency; the results were insignificant and negative. This differs from Zheng (2010) who revealed that effectiveness-oriented organizations focus on sales, quality and creation of benefit, outputs, innovation and cost reduction.

5.3.5 Combination of Leadership Style, Structure, Resources and Culture and Organizational Effectiveness

To establish the influence of the combined independent variable strategy implementation constructs, leadership style, organizational structure, organizational resources, and organizational culture, on organizational effectiveness, the study employed the use of multiple regression analysis to test the significance of the relationship. The study revealed that the combination of the independent variables significantly influences the achievement of organizational effectiveness. Factors found to be the effective factors affecting strategic implementation by Zaribaf and Hamid (2010), are similar to this study‟s strategic management constructs that is leadership style, organizational structure, organizational resources, and organizational culture. Munin (2013), who studied gender equality as part of

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culture, supports the finding of the study; he posits that strategy tactic in labor markets leads to better utilization of women‟s work resources available in all countries.

Bateta and Wakogi (2015) reveal that both a reward systems and behavioral norms informing culture in the NGOs were strong motivators for the implementation of strategic plans, which support this finding. In agreement, Ndegwah (2014) also found that making institutional policies and management team training on core skills in leadership and organization management a priority enables implementation of strategy. Markiewicz‟s (2011) study supports this finding, by having reflected on the importance of processes, structures, creativity, innovation, and the perception of an organization processes as important in successful strategy implementation.

The findings are similar with Bagire, et al. (2012) who resonated that strategy implementation was key for organization performance though it varied substantially among different types and sizes of organizations for this study found strategy implementation positively and significantly influenced organizational effectiveness. In addition, this study agrees with Yukl (2008) who concluded and organization performance is measured by the capability of the organization to meet its set vision and mission given the resources in its possession which translates to its efficiency. Similarities exist with Rajasekar (2014) research that concluded that strategy implementation requires leadership skills, organization resources and commitment to the new strategy which were attributes of strategy implementation in this study.

In overcoming challenges in strategy implementation Raps (2005) suggested one of the factor was commitment and loyalty of the top management to the strategy, coupled with involvement in shaping culture and resources allocation, which agrees with this study since leadership is key construct to strategy implementation. Raps (2005) additional finding differs with this study for the suggestion that using supportive implementation tools – such as a balanced scorecard and considering the buffer time for incidents and eventualities during the strategy implementation – helps in overcoming challenges in strategy implementation, whereas this study found a combination of factors to be significant in the influence organization effectiveness. This study is in agreement with Umar (2005), emphasis that

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strategic management plays an important role in the success, growth and survival of the company, particularly where mergers were concerned.

Echoing, Zaribaf and Hamid (2010) the significance of spending a lot of energy, money and time undertaking strategy implementation as is done for strategy formulation will increase organization efficiency. Malunga (2012) similarly concluded to this study that strategy will lead to an organization success. With the similarity to adoption of strategic management having significant effect on organization effectiveness, Muogbo (2013) added that strategy implementation will lead to increased competitive edge, higher employee productivity and increased organizational productivity. In agreement to Ramadan, (2015), strategy implementation drivers influencing project effectiveness in NGOs are leadership, culture, resource allocation and NGO structure, which are the constructs that this research found significantly influenced organization effectiveness.

This study differs with Wairimu (2014) who concluded NGOs legitimacy and impact of their activities was edged on the local population and legal framework, for this study concludes that implementing strategy considering leadership, culture, structure and resources will allow an NGO to attain effectiveness and this meet its mission and vison. This study also differs with Bagire et al., (2012) who asserts that performance measurement in NGOs is a multidimensional construct often consisting of intangibility of services, differing internal practices, unknown outcomes and different stakeholder interests, which may be can be attributed to other factors not studied in this research.

In variance, Apostu, (2013) posits that the top management should emphasize the various interfaces within the organization, and that the key challenge to successful strategy implementation is ensuring employees‟ buy-in and direct their capabilities and business understanding toward the new strategy. This study differs with Pinprayong & Siengtai, (2012) suggestion that seven dimensions provide measurement of organizational efficiency. These are motivation of staff commitment, management and business system building, development of employee skills, corporate structure design, organizational strategy, development of corporate and employee styles, and subordinate goals. In addition, this study differed with (Ashraf & Kadir, 2012) who suggested that for success, different stakeholders to an organization emphasize different measures, for example a manager‟s focus is structure

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and staff members prefer procedures and practice parameters and clients, outcome measurements like speed of delivery, courtesy, and sensitivity.

5.3.6 Donor Policies and Organizational Effectiveness

This research using One-way ANOVA found that donor policies were insignificant as an intervening variable for the relationship between strategy implementation and organizational effectiveness. However, donor policies were significant with each of the parameters for donor policies.

The first parameter of the donor policies states that disability policies enhance strategy implementation and lead to organizational effectiveness. The study confirms that disability policies significantly enhance strategy implementation and lead to organizational effectiveness. The findings of the study agree with the findings of Meyers (2014) who asserts that persons with disability are considered part of NGO policy and governance issues, where NGOs, donors and associations of international networks are intentional on promoting the “2006 UN Convention on the Rights of Persons with Disabilities,” which is about resolving the marginalization of persons with disability.

Grech (2009) states that persons-with-disability models adopted align to internationally- accepted policies dictated as terms of engagement by the NGOs‟ sources of funding. Meyers (2014) posits that organizations have to balance being involved as social support organizations to persons with disability. One way to action this is by employing persons with disability as personnel given the civic society environment.

The second parameter under donor policies was that gender policies enhance strategy implementation and lead to organizational effectiveness. The study found that gender policies significantly enhance strategy implementation and lead to organizational effectiveness. This concurs with Orloff and Schiff (2016), who revealed that in governance, gender equality policies vary per country and organizations should not tire in their endeavor for equalization of basic rights, resources, and responsibilities. In agreement to this study, Foote et al. (2005) provides a checklist for best practice to assist NGOs ensure there is good governance in the organization, citing the following as the components of NGO governance: Structure and

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integrity management; internal process controls; funds management; procurement contracts management; personnel administration; and clear internal business processes.

Moreover, Niekerk (2015), in his study, concluded that the since disasters affect several stakeholders, there is need for understanding its constituents: Multi-layered ownership, cross- sector nature, need for high community participation, inhibition by lack of skills, and ability at implementation level. This study reveals that gender consideration has caused analysts to suggest that implications of advancing women-focused affirmation to address gender inequalities have changed from being done at the margins of society to the environs of power.

The third parameter of donor policies states that women empowerment policies are applied to all program and recruitment activities undertaken to enhance organizational effectiveness. Using regression coefficient, this study found that women empowerment policies are applied to all program and recruitment activities that organizations undertake, which significantly enhances organization effectiveness. Gender empowerment is seen as a needed principle in any NGO engagement.

This finding echoes the findings of Zaribaf and Hamid (2010) who found that empowerment is the most efficient way to manage and lead employees given that NGOs focus on human welfare services and good provision, providing a double motivation. In agreement to Johnson et al. (2008), this study found that effective organizational policies facilitate working relationships between various entities in the organization and may improve the working efficiency within the organization‟s units.

The fourth metric of the study on donor policies states that environmental compliance to national rules and donor regulations enhances organization effectiveness. From the study, it was confirmed that environmental compliance to the national rules and donor regulations significantly enhances organization effectiveness. Janis and Paul (2005) agree when they studied the link between a company‟s corporate environment function and its implementation of strategy and found that CEOs should focus on branding and the organization‟s reputation, and prioritize internal communication. In an organizational environment, Matthias and Sascha (2008) state – as this study does – that top leadership commitment is important in

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ensuring consistency among resource allocation processes and follow through on intended strategy.

In addition, followers in an organizational environment play a crucial role in reinforcing the power of individual leaders. Influencing their behavior, and helping construct efficient internal systems and structures that act to enhance the status of those they see playing a leadership role was deemed important. In a general point of view, the study assessed the intervening role of donor policies on strategy implementation and organizational effectiveness.

The fifth metric of the study on donor policies was on donor financial and compliance terms enhancing strategy implementation and organizational effectiveness; the result was significant and positive. The finding of this research mirrors Schein (2004), who argued that in an organization with policies that are continually expanding, its capacity to create its future learning often occurs on no more than two conditions. The first condition is when the design of the organizational actions matches with the desired intended outcome; and the second condition is when initial mismatch between intentions and outcomes is corrected, resulting in a match.

5.4 Conclusions

5.4.1 Leadership Style and Organizational Effectiveness

From the findings of the first research question, the researcher concludes that the research instates the nature of relationship between leadership style and organizational effectiveness. From the study, it is concluded that organizational leadership style significantly influences organizational effectiveness. Using One-way ANOVA, the study posits that leadership style significantly enhances organizational effectiveness. The regression coefficient shows that leadership style positively and significantly influences the achievement of organizational effectiveness. This study also found that leadership style significantly correlates and influences organizational effectiveness. These findings led to the conclusion that leadership style significantly influences organizational effectiveness. This research determines that for the attainment of organizational goals, the leaders and manager must provide distinct, specific instructions and be concerned about their employees. However, concern for

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employees does not facilitates the stakeholder‟s satisfaction nor enhanced organization process efficiency. Null hypothesis that leadership style does not significantly influence the organizational effectiveness of NGOs in Kenya is rejected.

5.4.2 Organizational Structure and Organizational Effectiveness

From the findings of the second research question, the researcher concludes that organizational structure significantly affects organizational effectiveness in the NGO sector. One-way ANOVA found that organizational structure significantly influences organizational effectiveness. The regression coefficient of the study reveals that organizational structure positively and significantly influences the achievement of organizational effectiveness. The main conclusion is authority sharing influences the achievement of organizational goals and centralization of power ensures stakeholder satisfaction. Based on this result, the null hypothesis that organizational structure does not significantly influence the organizational effectiveness of NGOs in Kenya is rejected.

5.4.3 Organizational Resources and Organizational Effectiveness

From the study found that organizational resources positively and significantly influence the achievement of organizational effectiveness. This research established that fundraising efforts influence positively organizational process efficiency. The finding that staff empowerment leads to a negative influence on the process efficiency, was unique. The unique finding may be supported with the affirmative policies been a great effort but not always leading to organization resources best efficiencies. The allocation of resources leads to positive influence on organizations ability to meet its organizations strategy and objectives for it improves on process efficiency.

The study concludes that two parameters of organizational effectiveness, goals attainment and stakeholder‟s satisfaction are not significantly influenced by staff empowerment, fund raising efforts and how funds are allocated. The critical and highly significant organization effectiveness construct affected by resources is process efficiency. The results led to rejection of the null hypothesis that leadership style does not significantly influence the organizational effectiveness of NGOs in Kenya.

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5.4.4 Organizational Culture and Organizational Effectiveness

From this research, it is concluded that organizational culture significantly influences organizational effectiveness. One-way ANOVA reveals that organizational culture positively and significantly influences organizational effectiveness.

The regression coefficient of the study reveals that organizational culture positively and significantly influences organizational effectiveness. Organizational values enhanced goal attainment positively. A unique finding was that reward policy did not support goals attainment according to this study, this may be explained with the qualitative analysis that described the need to ensure staff equity, welfare and development issues are addressed. Power distance between employees and management was not a significant cultural factor that affects NGOs in Kenya. Organizational reward policy did not influence organizational stakeholder‟s satisfaction nor facilitate organizational process efficiency. The study also concludes that organizational values do not influence organizational stakeholder‟s satisfaction nor influence organizational process efficiency. The research concludes that the statistically-significant parameter is reward policy supporting organizational goals attainment.

5.4.5 Combination of Leadership Style, Organization Structure, Resources and Culture and Organizational Effectiveness

To establish the influence of combined independent variables, leadership style, organizational structure, organizational resources and organizational culture, on organizational effectiveness, the study employed the use of multiple regression analysis to test the significance of the relationship. The study concluded that the combination of the independent variables significantly influences organizational effectiveness leading to the rejection of the null hypothesis that leadership style, organization culture, resources, and culture have no significant influence on the organizational effectiveness of NGOs in Kenya.

5.4.6 Donor Policies, Strategy Implementation and Organizational Effectiveness

This study established the intervening role of donor policies between strategy implementation and organizational effectiveness. From the study, it was concluded that

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donor policies have no significant influence as an interaction between strategy implementation and organizational effectiveness. This research established that all the five policies; disability policies, gender policies, women empowerment, environmental compliance, and donor regulations – enhance organization effectiveness. However, the five constructs of donor policies combined are not an intervening variable between strategy implementation and organizational effectiveness.

5.5 Recommendations

Given the results and findings of this research, recommendations are as follows.

5.5.1 Recommendation for Improvement

5.5.1.1 Leadership Style and Organizational Effectiveness

The study recommends that NGOs registered and operating in Kenya use leadership styles that provide clear instructions to employees to enhance the attainment of organizational goals. The study identified concern for employees and consultation between employees and leaders as the factors of leadership style that significantly influence organizational effectiveness. The study recommends that management and concerned parties of Kenyan NGOs ensure that employee welfare is a priority to facilitate attainment of organizational goals. Concern for employees also enhances organizational process efficiency.

Therefore, consultation with employees on matters concerning the organization‟s strategy helps in attaining the organizational goals and failure to address the issues would lead to organizational ineffectiveness.

5.5.1.2 Organizational Structure and Organizational Effectiveness

The study recommends organizational structures that share authority, allow flow of information, and centralizes power. Authority-sharing influences the achievement of organizational goals, enhances satisfaction of stakeholders, and supports organizational process efficiency. The study recommends an organizational structure that allows free flow of information as this ensures that organizational stakeholders are satisfied with how the organization operates, and because this would give employees an idea of how organizational

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process efficiency is attained. The study established that power centralization supports organizational process efficiency, hence organizational goals are attained.

5.5.1.3 Organizational Resources and Organizational Effectiveness

Organizational resources have significant influence on the effectiveness of non-governmental organizations. The study recommends staff empowerment as this enhances organizational goal attainment. Staff empowerment also influences stakeholder satisfaction and supports organizational process efficiency. The study also recommends effective allocation of funds as this enhances satisfaction of the organization‟s stakeholders and facilitates satisfaction of the organization‟s stakeholders. Effective allocation of organizational funds also helps in goal attainment. The study recommends the use of fundraising efforts because this influences the realization of organizational goals and enhances organizational process efficiency.

The study also recommends effective allocation of funds as it enhances the success of an organization performance and productivity. Fundraising frameworks and charters are recommending for each NGO‟s for the efforts increase organization effectiveness Effective allocation of organizational fund also helps in goal attainment. The study recommends the use of fundraising efforts because it influences realization of organizational goals and enhances organizational process efficiency. The study further recommends keen attention on how staff empowerment is done and implemented for it can cause a negative influence on organizations processes. More in-depth analysis on why staff empowerment did not significantly influence stakeholder satisfaction nor support goal attainment.

5.5.1.4 Organizational Culture and Organizational Effectiveness

Organizational culture is significant in the enhancement of organizational effectiveness. The study recommends the minimization of power distance between employees and management as this supports goal attainment. Small power distance in the organization facilitates process efficiency. The study recommends that NGOs institute effective reward policies as this facilitates process efficiency. Reward policy also supports goal attainment.

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The study recommends that organizations, especially Kenyan NGOs, effectively instill organizational values in their employees. Organizational values enhance goal attainment, ensure stakeholder satisfaction and support organizational process efficiency.

5.5.1.5 Donor Policies, Strategy Implementation, and Organizational Effectiveness

Donor policies were not significant as intervening between strategy implementation and organizational effectiveness, albeit donor policies significantly influence organizational effectiveness. This study recommends that NGOs enhance donor financial and compliance terms, as this leads to organizational effectiveness.

In addition, gender policies enhance organizational effectiveness. Women empowerment policies are encouraged as they are applied to all procurement and recruitment activities undertaken, which enhances organizational effectiveness. Environmental compliance to national and international regulations is encouraged as this affects the continuity and sustainability of NGOs. Lastly, compliance to the financial terms and regulations of donors in the use of funds provided often enhances organizational effectiveness and increases chances of additional funding, hence NGOs are recommended to observe these.

5.5.1.6 Combination of Leadership Style, Organization structure, Resources and Culture on Organizational Effectiveness

The influence of combined independent variable strategic implementation constructs, leadership style, organizational culture, organizational resources and organizational culture have a significant positive influence on organizational effectiveness. This study recommends that NGO‟s develop innovative ways to measure how the strategy‟s implementation influences overall organization productivity, this can be done through intentional feedback surveys and balanced score cards review for each organizations functional department or division.

Furthermore, emphasis should be not only on the strategy planning stage of strategic management process but more so on the implementation and control stages.

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5.5.2 Recommendation for Further Research

The purpose of this study was to determine how strategy implementation influences the organizational effectiveness of NGO is in Kenya. Based on the findings of this study, the following suggestions are made for further research. An in-depth examination of why concern for employees is significant and negatively influences stakeholder satisfaction and improves organizational process efficiency in Kenyan NGOs. A further investigation of why staff empowerment supports negatively and significantly influences organizational process efficiency in the Kenya NGO sector. Conduct of similar studies in other Africa countries to examine if there are any similarities or different findings.

Determination of the effect of the national political environment on the organizational effectiveness of NGOs, especially those in the civil-society sector. Examination of other leadership theories to increase the parameters of leadership styles to be examined, since this study examined only three of these. The study was conducted in Kenya, there is a need for similar studies to be carried out in other developing countries to examine similarities and differences Also the need to carry out the similar study and use funding source as a mediating variable and see if the results differ. More in-depth analysis or case study analysis of these findings is needed to examine the unique finding that staff empowerment leads to a negative influence on the process efficiency. Lastly, the recommendation to develop a NGO‟s organizational effectiveness ranking metric that allows classification of NGO given how well they are effective in achieving their mission and strategy

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APPENDICES

APPENDIX 1: LETTER OF INTRODUCTION

TO ALL RESPONDENTS,

REQUEST TO PARTICIPATE IN RESEARCH STUDY

I am carrying academic research study titled “Influence of Strategy Implementation on Organizational Effectiveness of Non- Governmental Organizations in Kenya”. The research is towards the partial fulfillment of the requirements for the award of Doctor of Business Administration (DBA) at the United States International University-Africa (USIU-A).

I would be grateful if you could spend a few minutes filling out the questionnaire below. No personal information will be disclosed or made public, and your answers will be kept strictly confidential. If you are interested in the results of this research, I will be happy to send you a summary upon completion of this study.

The questionnaire is divided into seven sections. Please complete each section as instructed. This questionnaire has been designed to collect information from project managers/coordinators/team leaders and chief of parties of Non-governmental organizations in Kenya and it is meant for academic purposes only.

Yours Faithfully,

Grace Mwai Doctorate Student

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APPENDIX 2: LETTER OF AUTHORIZATION TO CONDUCT RESEARCH

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APPENDIX 3: SURVEY QUESTIONNAIRE This questionnaire has been designed to collect information from project managers/coordinators of Non-governmental organizations in Kenya and is meant for academic purposes only. The questionnaire is in six sections. All the information in this questionnaire will be treated in confidence.

SECTION I: BACKGROUND INFORMATION 1.1 Organization Information No. Question and Response 1. Size of the organization (number of full time employees): < 20 [ ] 21 - 50 [ ] 51 – 100 [ ] > 100 [ ] 2 Period of operation in Kenya (Years): 3. Does your organization have a strategic plan: Yes [ ] No [ ] 4. How often does your organization review its strategic plans? 1 - 2 years [ ] 3-4 years [ ] 5 years [ ]

1.2 Respondent Information No. Question and Response 1 Gender: Male [ ] Female [ ] 2 Age in Years; [ ] 20-25: [ ]> 25-30: [ ] > 30-35: [ ] > 35-40: [ ] > 40-45:[ ] > 45-50: [ ] > 50 years. 3 Number of Years worked in the current organization: [ ] Less than 1 yrs: [ ] > 1yr -2 yrs: [ ] > 2yrs- 3yrs : [ ] > 3yrs- 4yrs: [ ] > 4yrs- 5yrs: [ ] > 5yrs – 6yrs: [ ] > 6yrs – 7yrs: [ ] > 8yrs – 9yrs: [ ] > 9yrs – 10yrs: [ ] Above 10yrs, please specify……………….. 4 Who is in charge of strategy implementation in your team/project or department? Everybody [ ] Special Implementation Unit [ ] External experts/consultants [ ] Myself[ ] Select management team [ ] Any other (Specify) ………………………………

SECTION II: LEADERSHIP STYLE 2.1 Indicate the extent to which you think the following leadership factors influences organization effectiveness, using the following scale; strongly Agree=5, Agree=4, Undecided=3, Disagree=2, strongly disagree=1

1 2 3 4 5 Clear instructions support the attainments of organizational goals Clear instructions enhances the satisfaction of the stakeholders Clear instructions ensure process efficiency Concerns for employees facilitates the attainment of goals Concerns for employees ensures that stakeholders are satisfied

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Concerns for employees enhance organizational process efficiency Consultations between employees and leaders facilitates goal attainment Employee consultation enhances stakeholders satisfaction Consultations within the organization ensure process efficiency

2.2 In what other ways do you think leadership style influences organization effectiveness?

SECTION III: ORGANIZATION STRUCTURE 3.1Indicate the extent to which you think the following organizational structure factors influences organization effectiveness, using the following scale; strongly agree=5, agree=4, undecided=3, disagree=2, strongly disagree=1

5 4 3 2 1 Authority sharing influences the achievement of organizational goals Authority sharing enhances satisfaction of organizational stakeholders Authority sharing supports organizational process efficiency Flow of information influences the attainment of organizational goals Organizational information flow ensures that stakeholders are satisfied The flow of information in the organization enhances process efficiency Power centralization supports goal attainment Centralization of power ensures stakeholder satisfaction Power centralization supports organizational process efficiency

3.2 In what other ways do you think organization structure influences organization effectiveness?

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SECTION IV: INFLUENCE OF RESOURCES 4.1 Indicate the extent to which you think the following resources factors influences the organization effectiveness, using the following scale; strongly agree=5, agree=4, undecided=3, disagree=2, strongly disagree=1

Statement 5 4 3 2 1 Fundraising efforts influence realization of organizational goals Effort in fundraising ensures satisfaction of organization stakeholders Fundraising efforts support process efficiency Staff empowerment enhances organizational goal attainment Staff empowerment influences stakeholder satisfaction Staff empowerment support organizational process efficiency Allocation of organizational fund helps in goal attainment Effective allocation of funds enhances satisfaction of the organization‟s stakeholders Allocation of funds supports process efficiency in the organization

4.2 In what other ways do you think organization resources influences organization effectiveness?

SECTION V: INFLUENCE OF CULTURE 5.1 What is your level of agreement with the following statements regarding organization culture and organization effectiveness? Where strongly agree=5, agree=4, undecided=3, disagree=2, strongly disagree=1 1 2 3 4 5 Power distance between employees and management supports goals attainment Power distance in the organization enhances stakeholders satisfaction Power distance in the organization facilitates process efficiency Reward policy supports goals attainment Reward policy of the organization ensures stakeholder satisfaction Reward policy of the organization facilitates process efficiency Organizational values enhances goals attainment Organizational values ensure stakeholder satisfaction Organizational values support organization process efficiency

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5.2 In what other ways do you think organization culture influences organization effectiveness?

SECTION VI: INFLUENCE OF DONOR POLICIES 6.1What is your level of agreement with the following statements. Where strongly agree=5, agree=4, undecided=3, disagree=2, strongly disagree=1.

Statement 1 2 3 4 5 1.Disability policies enhance strategy implementation and lead to organization effectiveness 2.Gender policies enhance strategy implementation and lead to organization effectiveness 3. women empowerment policies are applied to all program and recruitment activities we undertake which enhance our organization effectiveness 4. Environmental compliance to the national rules and donor regulations enhances organization effectiveness 5.Donor financial and compliance terms enhance strategy implementation and lead to organization effectiveness

6.1 In what other ways do you think donor policies influence organization effectiveness?

SECTION VII: ORGANIZATIONAL EFFECTIVENESS 7.1 What is your level of agreement with the following statements, where strongly agree=5, agree=4, undecided=3, disagree=2, strongly disagree=1 Statement 1 2 3 4 5 1. Our organization efforts are all directed at achieving its mission statement and vision. 2. Our organization has goals and staff participate in making them and feel committed to achieving them 3. Our organization‟s internal processes are flexible and adaptable to the organization environment 4. Our organization has capability to acquire the needed resources from the donors, government and individuals. 5. Our clients / beneficiaries are satisfied with the services and or goods we have provided.

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6. I rate my organization‟s effectiveness in the last one year as excellent 7. Is your organization able to meet its objectives and goals given the resources it has? 8. The organizational goals attainment has been achieved in the past 2 years 9. The other organization stakeholders‟ satisfaction (donors, government regulator, employees) have been met in the past 2 years. 10. for the past 2 years, the organization‟s internal process are efficient

7.2 Apart from leadership style, organizational structure, resources, culture and donor policies, what other factors influence the organization effectiveness of your organization?

Thank you.

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APPENDIX 4: SAMPLING FRAME NO. NGO NAME 1 A BETTER WORLD (KENYA) 2 A GLOBAL HEALTHCARE PUBLIC FOUNDATION 3 A MISSION FOR CHILDREN IN NEED OF EDUCATION IN KENYA 4 A ROCHA KENYA 5 A WELL AGENCY FOR REHABILITATION AND DEVELOPMENT AWARD 6 ABALEKWA DEVELOPMENT ORGANIZATION 7 ABANYALA FLOODS RELIEF SERVICES 8 ABASHIELE NENDE ABABUKHA SUPPORT SERVICES 9 ABBA FATHER ORGANIZATION 10 ABC CHILDREN'S AID - KENYA 11 ABERDARE REHABILITATION ORGANIZATION 12 ABHA LIGHT FOUNDATION 13 ABIZERAMARIYA KENYA 14 ABUNTU YOUTH ORGANIZATION FOR DIGNITY 15 ABYEI COMMUNITY ACTION FOR DEVELOPMENT 16 ACACIA DEVELOPMENT INITIATIVES 17 ACADEMIC, HEALTH AND AGRICULTURAL DEVELOPMENT INITIATIVE 18 ACADEMY FOR EDUCATIONAL DEVELOPMENT - KENYA 19 ACCESS EDUCATION FOR TEENAGE MOTHERS 20 ACCESS TO EDUCATION AND INFORMATION PROGRAMMES 21 ACCIDENT VICTIMS RELIEF FOUNDATION 22 ACHAA YOUTH ORGANIZATION 23 ACHAYO WOMEN ORGANIZATION 24 ACHERI SOCIO-ECONOMIC DEVELOPMENT ORGANIZATION 25 ANCHOR VALLEY PROJECT 26 ACRES OF MERCY, KENYA 27 ACROSS KENYA DEVELOPMENT ORGANIZATION 28 ACT FOR THE FUTURE ORGANIZATION 29 ACT NOW COMMUNITY OUTREACH PROGRAMME 30 ACTION AFRICA HELP INTERNATIONAL 31 ACTION AGAINST HUNGER 32 ACTION AGAINST LEPROSY, TUBERCULOSIS AND LUNG DISEASE 33 ACTION AGAINST POVERTY FOR SOCIO - ECONOMIC JUSTICE IN KENYA 34 ACTION AID INTERNATIONAL KENYA 35 ACTION FIRST FOR PROGRESS 36 ACTION FOR APPROPRIATE DRUG USE 37 ACTION FOR CHILDREN IN CONFLICT UK IN KENYA 38 ACTION FOR EMPOWERMENT - KENYA 39 ACTION FOR ETHICAL LEADERSHIP 40 ACTION FOR PEACE JUSTICE AND DEPLOYMENT 41 ACTION FOR PEOPLE IN CONFLICT 42 ACTION FOR PEOPLE INITIATIVE 43 ACTION HEALTH AND DEVELOPMENT - AFRICA 44 ACTION IN AFRICA INTERNATIONAL 45 ACTION IN FOCUS 46 ACTION IN THE COMMUNITY ENVIRONMENT IN AFRICA (ACE- AFRICA) 47 ACTION NOW KENYA 48 ACTION ON HUMANITARIAN AID, RELIEF AND DEVELOPMENT

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49 ACTION ON HUMANITARIAN AND DEVELOPMENT 50 ACTION RESORT FOR CHANGE 51 ACTION TIMES FAMILY CARE 52 ACTION TOWARDS HUNGER PROGRAMME 53 ACTIVE ASSOCIATION FOR COMMUNITY DEVELOPMENT 54 ACTIVE IN DEVELOPMENT AID 55 ACTIVE YOUTH ORGANIZATION (ACTIVE JUGEND) 56 ADAKAR PEACE AND DEVELOPMENT INITIATIVES 57 ADHIRO PALA REHABILITATION CENTER 58 ADOPT A VILLAGE IN AFRICA - KENYA 59 ADRA SOUTH SUDAN 60 ADULT EDUCATION CONCERN 61 ADULTS COMMUNITY EDUCATION CENTRE 62 ADVANCE AFRICA 63 ADVANCEMENT BUILDING AND CARING 64 ADVANCEMENT FOR SMALL ENTERPRISE PROGRAMME - KENYA 65 ADVENTIST CENTRE FOR CARE AND SUPPORT 66 ADVENTIST DEVELOPMENT AND RELIEF AGENCY INTERNATIONAL (SOMALIA PROJECTS) 67 ADVENTIST HEALTH SYSTEM EAST - CENTRAL AFRICA 68 ADVENTURES IN MISSION - KENYA 69 ADVISORY & ASSISTANCE ON CHILDREN'S RIGHTS 70 ADVOCACY FOR COMMUNITY DEVELOPMENT AND EDUCATION 71 ADWWAKE 72 AFFORDABLE TRANSPORTATION FOR DEVELOPMENT 73 AFFORESTATION AGRICULTURE LIVESTOCK IMPROVEMENT AND SOIL CONSERVATION PROGRAMME 74 AFRIAFYA 75 AFRICA - INTERNATIONAL RELIEF FRIENDSHIP FOUNDATION 76 AFRICA 2000 NETWORK (KENYA) 77 AFRICA 21ST CENTURY ORGANIZATION 78 AFRICA ARMS CONTROL WATCH 79 AFRICA BIOMEDICAL CENTRE 80 AFRICA CENTRE FOR SPORTS, DRUGS, TESTING, INFORMATION ON AND ETHICS 81 AFRICA CO - OPERATION AND DEVELOPMENT PROGRAMME 82 AFRICA COMMUNITY DEVELOPMENT FOUNDATION 83 AFRICA CO-OPERATION AND DEVELOPMENT PROGRAMME 84 AFRICA DEMOGRAPHIC HEALTH AND RESEARCH INSTITUTE 85 AFRICA DEVELOPMENT AND EDUCATION FOUNDATION 86 AFRICA DEVELOPMENT CONSORTIUM 87 AFRICA DISASTER RISK REDUCTION ORGANIZATION 88 AFRICA EDUCATION TRUST 89 AFRICA FOCUS 90 AFRICA GENESIS FOUNDATION (EAST AFRICA) 91 AFRICA HARVEST BIOTECH FOUNDATION INTERNATIONAL 92 AFRICA HEALTH AND COMMUNITY PROGRAMME 93 AFRICA HEALTH AND DEVELOPMENT INTERNATIONAL 94 AFRICA HEALTH FOUNDATION - KENYA CHAPTER 95 AFRICA HEALTH INFORMATION CHANNEL (AHIC) 96 AFRICA INITIATIVE PROGRAMME

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97 AFRICA LEADERSHIP & RECONCILIATION MINISTRIES INC. 98 AFRICA MINISTRY RESOURCES 99 AFRICA MISSION SERVICES 100 AFRICA MUSLIMS AGENCY – KENYA 101 AFRICA NATURE STREAM 102 AFRICA NETWORK FOR ANIMAL WELFARE 103 AFRICA NOW 104 AFRICA OLD AGE NETWORK - KENYA 105 AFRICA OUTREACH ROHI PROGRAMME 106 AFRICA PACE POINT 107 AFRICA PARTNERSHIP AID FOR REHABILITATION AND DEVELOPMENT 108 AFRICA PEACE FORUM 109 AFRICA PEACE INITIATIVE 110 AFRICA PEACE POINT 111 AFRICA POPULATION 112 AFRICA POPULATION CONTROL, PROMOTION OF PEACE AND DEVELOPMENT 113 AFRICA PSORIASIS ORGANIZATION 114 AFRICA REBUILDING FOUNDATION 115 AFRICA RECOVERY TEAM 116 AFRICA REFUGEE TALENT INTERNATIONAL 117 AFRICA REFUGEE TRAINING AND EMPLOYMENT SERVICE 118 AFRICA RESOURCES DEVELOPMENT FOUNDATION 119 AFRICA RESOURCES MANAGEMENT ORGANIZATION 120 AFRICA SOLACE PARTNERS NETWORK 121 AFRICA SOLIDARITY FUND 122 AFRICA SOLUTIONS 123 AFRICA SOLUTIONS INTERNATIONAL 124 AFRICA SUSTAINABILITY AND EMPOWERMENT PROGRAMME 125 AFRICA UPKEEP SERVICES 126 AFRICA WATER FORUM 127 AFRICA WELFARE PROGRAMME 128 AFRICA WHEELS OF HOPE KENYA 129 AFRICA WIDE CENTRE FOR DEVELOPMENT GROWTH 130 AFRICA WORD DEVELOPMENT ORGANIZATION 131 AFRICA WORLD FOUNDATION 132 AFRICA ZIST CENTURY ORGANIZATION 133 AFRICA AID KENYA 134 AFRICAN AGENDA 135 AFRICAN ALLIANCE FOR THE LESS PRIVILEGED 136 AFRICAN ALLIANCE OF YMCA‟S 137 AFRICAN ANGELS CHILDREN'S FUND 138 AFRICAN BEEKEEPING RESOURCE CENTRE 139 AFRICAN BIODIVERSITY CONSERVATION AND INNOVATIONS CENTRE 140 AFRICAN BIOMEDICAL CENTER 141 AFRICAN BOREHOLES INITIATIVE 142 AFRICAN BRAILLE CENTRE 143 AFRICAN BROADCASTING NETWORK 144 AFRICAN CANADIAN CONTINUING EDUCATION SOCIETY 145 AFRICAN CARE EMPOWERMENT ORGANIZATION 146 AFRICAN CENTRE FOR CLINICAL TRIALS 147 AFRICAN CENTRE FOR ENERGY, TECHNOLOGY AND SUSTAINABLE

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DEVELOPMENT 148 AFRICAN CENTRE FOR ENVIRONMENT AND DEVELOPMENT 149 AFRICAN CENTRE FOR ENVIRONMENTAL ADVOCACY AND GOVERNANCE 150 AFRICAN CENTRE FOR RIGHTS AND GOVERNANCE 151 AFRICAN CENTRE FOR WOMEN AND ENVIRONMENTAL 152 AFRICAN CENTRE FOR WOMEN INFORMATION AND COMMUNICATION TECHNOLOGY 153 AFRICAN CENTRE OF HOPE AND INITIATIVE EVERYWHERE 154 AFRICAN CHILD 155 AFRICAN CHILDREN EDUCATION FUND 156 AFRICAN COLLABORATIVE CENTRE FOR EARTH SYSTEM 157 AFRICAN COMMUNITY ADVANCEMENT INTERNATIONAL 158 AFRICAN COMMUNITY DEVELOPMENT CENTRE 159 AFRICAN COMMUNITY DEVELOPMENT FOUNDATION 160 AFRICAN COMMUNITY DEVELOPMENT ORGANIZATION 161 AFRICAN COMMUNITY EDUCATION NETWORK 162 AFRICAN COMPASSION ON ECONOMIC DEVELOPMENT AND HIV/AIDS NETWORK INTERNATIONAL 163 AFRICAN CONCERN OUTREACH 164 AFRICAN CONSERVATION CENTRE 165 AFRICAN COUNCIL FOR COMMUNICATION EDUCATION 166 AFRICAN COUNCIL OF RELIGIOUS LEADERS 167 AFRICAN CROP SCIENCE - KENYA CHAPTER 168 AFRICAN CULTURAL NETWORK 169 AFRICAN CULTURAL REGENERATION INSTITUTE 170 AFRICAN DEVELOPMENT & EMERGENCY ORGANIZATION 171 AFRICAN DEVELOPMENT CENTRE 172 AFRICAN DEVELOPMENT SUPPORT ORGANIZATION 173 AFRICAN EDUCATION FUND (AEF) 174 AFRICAN EDUCATION RESOURCE CENTRE 175 AFRICAN EDUCATIONAL TRUST 176 AFRICAN ELEPHANT FOUNDATION- INTERNATIONAL 177 AFRICAN EMPOWERMENT NETWORK 178 AFRICAN ENVIRONMENTAL EDUCATION FOUNDATION 179 AFRICAN FAMILY HEALTH 180 AFRICAN FAMILY INTERNATIONAL SUPPORT 181 AFRICAN FILM AND ARTS NETWORK 182 AFRICAN FILMS DISTRIBUTION NETWORK 183 AFRICAN FINANCIAL AND TECHNICAL ASSISTANCE 184 AFRICAN FORUM FOR HEALTH SCIENCES 185 AFRICAN FOUNDATION FOR CIVIL SOCIETY ORGANIZATION 186 AFRICAN FOUNDATION FOR COMMUNITY DEVELOPMENT 187 AFRICAN GERONTOLOGICAL ORGANIZATION KENYA 188 AFRICAN GIRL INTERNATIONAL 189 AFRICAN GROWTH MINISTRIES INTERDENOMINATIONAL 190 AFRICAN HARVEST BIOTECH FOUNDATION INTERNATIONAL 191 AFRICAN HEALTH AND MEDICARE FOUNDATION 192 AFRICAN HEALTH FOUNDATION KENYA CHAPTER 193 AFRICAN INSTITUTE FOR CHILDREN STUDIES 194 AFRICAN KIDS IN NEED ORGANIZATION 195 AFRICAN MEDICAL AND FOUNDATION

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196 AFRICAN MEDICAL AND RESEARCH FOUNDATION 197 AFRICAN MEDICAL NETWORK 198 AFRICAN MENTAL HEALTH FOUNDATION 199 AFRICAN MUSIC RESEARCH CENTRE 200 AFRICAN NETWORK FOR AGRICULTURE, AGROFORESTRY AND NATURAL RESOURCES EDUCATION 201 AFRICAN NETWORK FOR THE PREVENTION AND PROTECTION AGAINST CHILD ABUSE AND NEGLECT KENYA CHAPTER 202 AFRICAN OLD AGE NETWORK KENYA 203 AFRICAN ORGANIZATION FOR RELIEF AND DEVELOPMENT 204 AFRICAN ORTHODOX MISSION 205 AFRICAN PARLIAMENTARIANS NETWORK AGAINST CORRUPTION 206 AFRICAN PARTNERS IN SOCIAL DEVELOPMENT 207 AFRICAN PEACE AGENDA (APA) 208 AFRICAN POPULATION AND HEALTH RESEARCH CENTRE KENYA 209 AFRICAN POPULATION CONTROL PROMOTION OF PEACE DEVELOPMENT 210 AFRICAN POPULATION AND HEALTH RESEARCH CENTRE-KENYA 211 AFRICAN POVERTY NETWORK 212 AFRICAN POVERTY RESEARCH NETWORK 213 AFRICAN PROPOOR TOURISM DEVELOPMENT CENTRE 214 AFRICAN PROVIDENT COUNCIL 215 AFRICAN REFUGEE AND EMPLOYMENT SERVICE 216 AFRICAN REFUGEE TRAINING AND EMPLOYMENT SERVICE 217 AFRICAN REFUGEES TALENT INTERNATIONAL 218 AFRICAN REGENERATION ASSOCIATION 219 AFRICAN REGIONAL CENTRE FOR COMPUTING 220 AFRICAN REGIONAL CENTRE FOR GENDER DEVELOPMENT 221 AFRICAN REGIONAL COUNCIL FOR ADULT AND CONTINUING EDUCATION 222 AFRICAN REGIONAL FORUM ON SUSTAINABLE DEVELOPMENT 223 AFRICAN RELIEF AND DEVELOPMENT PROGRAMME 224 AFRICAN RESCUE COMMITTEE 225 AFRICAN RESCUE ORGANIZATION 226 AFRICAN SELF-HELP INITIATIVE 227 AFRICAN SOLUTIONS INTERNATIONAL 228 AFRICAN TRADITIONAL HEALTHCARE PRACTITIONERS 229 AFRICAN URBAN AND MARKET CENTRE HEALTH-LINK 230 AFRICAN VIRTUAL UNIVERSITY 231 AFRICAN WATER NETWORK 232 AFRICAN WAZAZI FAMILY AND ECOSYSTEM MANAGEMENT 233 AFRICAN WILDLIFE FOUNDATION 234 AFRICAN WOMAN AND CHILD FEATURE SERVICE 235 AFRICAN WOMAN EMPOWERMENT 236 AFRICAN WOMEN AND ORPHANS SUPPORT FOUNDATION 237 AFRICAN WOMEN FOUNDATION 238 AFRICAN WOMEN LEADERS IN AGRICULTURE AND ENVIRONMENT NETWORK 239 AFRICAN WOMEN'S DEVELOPMENT AND COMMUNICATION NETWORK 240 AFRICAN WORD DEVELOPMENT ORGANIZATION 241 AFRICAN YOUTH FOR DEVELOPMENT ORGANIZATION 242 AFRICAN YOUTH FOUNDATION 243 AFRICAN YOUTH REJUVENATION NETWORK 244 AFRICARE - KENYA

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245 AFRICARE CHILD FOUNDATION KENYA 246 AFRICA'S RESTORATION AND DEVELOPMENT (ARD) 247 AFRICASHARE PARTNERSHIP 248 AFRICA PROMISE 249 AFRIKA 21ST CENTURY ORGANIZATION 250 AFRIKA NEEMA FOUNDATION 251 AFRIKEN CHARITABLE ORGANIZATION 252 AFRO VISION FOUNDATION 253 AFROAID 254 AFYA MILELE KENYA ORGANIZATION 255 AFYA NA MAZINGIRA YETU 256 AFYA RESEARCH AFRICA 257 AFYA YETU INITIATIVE 258 AGAPE AFRICAN WOMAN 259 AGAPE CENTRE FOR COMMUNITY DEVELOPMENT 260 AGAPE COUNSELING AND TRAINING SERVICES 261 AGAPE DEVELOPMENT MINISTRIES 262 AGAPE FOUNDATION SELF HELP PROGRAMME 263 AGAPE IN ACTION 264 AGAPE PROJECT - OLKERI 265 AGED AND DESTITUTE WOMEN‟S' WELFARE ASSOCIATION OF KENYA 266 AGED CHILDREN AND WOMEN ORGANIZATION 267 AGED. CHILDREN AND WOMEN ORGANIZATION 268 AGENCY FOR CHILD DEVELOPMENT AND YOUTH EMPOWERMENT 269 AGENCY FOR CO-OPERATION AND DEVELOPMENT (ACORD) 270 AGENCY FOR IMPROVEMENT OF PEASANTRY 271 AGENCY FOR PASTORAL HEALTH 272 AGENCY FOR PASTORALISTS RELIEF 273 AGENCY FOR PEACE AND DEVELOPMENT 274 AGENCY FOR RURAL DEVELOPMENT AID 275 AGENCY FOR SOCIAL AND ECONOMIC DEVELOPMENT 276 AGENCY FOR TECHNICAL CO- OPERATION AND DEVELOPMENT KENYA (ACTED-KENYA) 277 AGENCY FOR YOUTH TECHNICAL SUPPORT 278 AGRI HEALTH INITIATIVES 279 AGRIBUSINESS DEVELOPMENT NETWORK - KENYA 280 AGRI-CARE EAST AFRICA 281 AGRICONSULT SOLUTIONS INTERNATIONAL 282 AGRICULTURAL CREDIT DEVELOPMENT FUND SERVICES 283 AGRICULTURAL DEVELOPMENT PROMOTION PROGRAMME 284 AGRICULTURAL GROWERS RESOURCE ORGANIZATION DEVELOPMENT ECONOMIC VIABILITY 285 AGRICULTURAL PRODUCTION AND DEVELOPMENT 286 AGRO - ENVIRONMENTAL LIFE IMPACT COMMUNITY ORGANIZATION 287 AGRO INITIATIVE FOR RURAL COMMUNITY DEVELOPMENT 288 AGRO-FORESTRY CARE AFRICA 289 AGROSPHERE 290 AHADI - KENYA 291 AHERO MIRACLE VICTORY CENTRE 292 AID AFRICA CONCERN 293 AID FOCUS

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294 AID THE NEEDY - KENYA 295 AID TO COMMUNITIES IN RURAL AFRICA 296 AID HAND INTERNATIONAL ORGANIZATION 297 AIDS BEYOND 2000 298 AIDS CARE AND CONTROL ORGANIZATION 299 AIDS HEALTHCARE FOUNDATION, KENYA 300 AIDS INFORMATION AND RESOURCE CENTRE 301 AIDS INFORMATION CENTRE 302 AIDS LAW PROJECT 303 AIDS ORPHANS GUARDIAN OUTREACH 304 AIDS OUTREACH PROGRAMME 305 AIDS PREVENTION FORUM OF KENYA 306 AKIBA PEOPLE EMPOWERMENT ORGANIZATION 307 AKILI COMMUNITY LIBRARIES 308 AKILI DADA 309 AL - IHSAN PEACE AND DEVELOPMENT ORGANIZATION 310 AL - MOMIN FOUNDATION 311 AL- ANSAR FOUNDATION 312 AL- MAKTOUM FOUNDATION MISSION OF KENYA 313 AL MOMIN COMMUNITY DEVELOPMENT ORGANIZATION 314 AL MUNTADA AL ISLAM TRUST 315 AL MUNTADA DEVELOPMENT PROJECT 316 AL-ANSAR FOUNDATION 317 ALCOHOL AND DRUG ABUSE PREVENTION AND TREATMENT 318 ALDAI DEVELOPMENT INITIATIVE 319 ALEKHWA HELP FOUNDATION (AHEF) CENTRE 320 ALFA FAMILY CARE INTERNATIONAL 321 ALISEI 322 ALLIANCE FOR CARE AND PREVENTION OF TUBERCULOSIS IN KENYA 323 ALLIANCE FOR EDUCATION AND EMPOWERMENT IN DEVELOPMENT 324 ALLIANCE FOR ENVIRONMENTAL MANAGEMENT AND CONSERVATION 325 ALLIANCE OF COMMUNITY HEALTH INITIATIVES 326 ALLIED CHARITY FOUNDATION 327 AL-MOMIN COMMUNITY DEVELOPMENT ORGANIZATION 328 ALMS DEEDS CARE CENTRE PROVIDER 329 ALMS OF HOPE INTERNATIONAL 330 AL-MUNTADA AL-ISLAMIC TRUST 331 ALOE VERA RESCUE 332 ALPHA LUTHERAN RURAL EMPOWERMENT 333 ALPHA SUPPORT DEVELOPMENT PROGRAMME 334 ALPHA YOUTH EMPOWERMENT AND COMMUNITY CENTRE 335 AL-SHEIKH ABDUL RAHAMAN FOUNDATION 336 ALTERNATIVE BRIDGE OF LIFE 337 AMAANA INTERNATIONAL 338 AMAL NOMADIC DEVELOPMENT INITIATIVE 339 AMALO COMMUNITY ECONOMIC EMPOWERMENT ORGANIZATION 340 AMANI 2000 341 AMANI CHRISTIAN MISSION KENYA 342 AMANI COMMUNITIES AFRICA 343 AMANI COUNSELING CENTRE AND TRAINING INSTITUTE 344 AMAZING GRACE INTERNATIONAL INC-KENYA CHAPTER

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345 AMBASSADORS DEVELOPMENT AGENCY 346 AMBASSADORS OF CHANGE 347 AMBASSADORS OF DEVELOPMENT ORGANIZATION 348 AMBER KENYA GRANDPARENTS EMPOWERMENT PROJECT 349 AMBOSELI COMMUNITY WILDLIFE TOURISM PROJECT. 350 AMDA INTERNATIONAL-KENYA 351 AMERICAN BAR ASSOCIATION- AFRICA LAW INITIATIVE 352 AMERICAN FRIENDS SERVICE COMMITTEE 353 AMICI DEL MONDO WORLD FRIENDS - ONLUS 354 AMKA-SPACE FOR WOMEN'S CREATIVITY 355 AMKENI WOMEN ECONOMIC PROGRESS 356 AMURT INTERNATIONAL 357 AMURT- SWITZERLAND 358 ANALO COMMUNITY ECONOMIC EMPOWERMENT ORGANIZATION 359 ANANDA MARGA UNIVERSAL RELIEF TEAM 360 ANDIMI DEVELOPMENT ORGANIZATION 361 ANDREAS MANNA FOUNDATION 362 ANGAZA CHILD TRUST 363 ANGAZA MAISHA KENYA 364 ANGAZA YOUTH WORKS 365 ANGILA RAPUL ORGANIZATION- KENYA 366 ANIMAL DRAFT POWER PROGRAM 367 ANPPCAN - AFRICAN NETWORK FOR THE PREVENTION AND PROTECTION AGAINST CHILD ABUSE AND NETWORK 368 ANSAAR DEVELOPMENT PARTNERS 369 ANTI-DRUG ABUSE ASSOCIATION OF KENYA 370 ANTI - DRUG INTERNATIONAL ORGANIZATION 371 ANTI - RETROVIRAL THERAPY INITIATIVE 372 ANTI-DRUGS & ALCOHOLISM CONCERN ORGANIZATION FOR EX - PRISONERS 373 APEX DEVELOPMENT NETWORK (KENYA) 374 APEX PROMOTION OF EMPOWERMENT AND DEVELOPMENT INITIATIVES 375 APOLLO FOUNDATION 376 APPLIED COMMUNITY DEVELOPMENT PROGRAMME 377 APPROPRIATE GRASS ROOTS INTERVENTIONS 378 APPROPRIATE INITIATIVES FOR SUSTAINABLE DEVELOPMENT IN AFRICA 379 APPROPRIATE PROGRAMME FOR PASTORAL LIVELIHOOD AND EDUCATION 380 APPROPRIATE RURAL DEVELOPMENT AGRICULTURE PROGRAMME 381 APPROPRIATE TECHNOLOGIES FOR ENTERPRISE CREATION 382 APT ENTERPRISE DEVELOPMENT 383 AQUA AFRICA 384 AQUA AFRIKA DEVELOPMENT PROGRAM 385 AQUA ENGINEERING AND COMMUNITY DEVELOPMENT 386 ARAMAT 387 ARC PEACE KENYA 388 ARID AND SEMI-ARID CONSERVATION AND DEVELOPMENT ORGANIZATION OF KENYA 389 ARID AND SEMI-ARID LANDS FOUNDATION 390 ARID LAND AND WATER DEVELOPMENT 391 ARID LANDS DEVELOPMENT FOCUS, KENYA (ALDEF-KENYA) 392 ARID LANDS INFORMATION NETWORK - EASTERN AFRICA 393 ARID LANDS INTEGRATED PROGRAMS ORGANIZATION

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394 ARID LANDS INTEGRATED PROGRAMS 395 ARID LANDS RESOURCE EXPLOITATION AND DEVELOPMENT 396 ARID REGION INTEGRATED DEVELOPMENT AGENCY 397 ARID REGION RELIEF AND DEVELOPMENT AGENCY 398 ARID LANDS RESOURCE EXPLOITATIONS AND DEVELOPMENT 399 ARISE AND HELP INTERNATIONAL 400 ARISE CHILD DEVELOPMENT ORGANIZATION 401 ARJAA WELFARE ORGANIZATION 402 ARK HOME INTERNATIONAL 403 ARMOR OF HOPE 404 ART FOR ACTION FOUNDATION 405 ARTICLE 19: GLOBAL CAMPAIGN FOR FREE EXPRESSION 406 ARTISTES FOR AIDS AWARENESS AND PREVENTION 407 ARTISTES NETWORK KENYA 408 ARTS FOR BETTER DEVELOPMENT COMMUNICATION 409 ARTSEN ZONDER GRENZEN - HOLLAND (MSF HOLLAND) 410 ASAL DEVELOPMENT INITIATIVE 411 ASEGO GREEN FORESTRY ORGANIZATION 412 ASHELAKI HIV CARE 413 ASHOKA EAST AFRICA 414 ASIA AND AFRICA ASSOCIATION KENYA 415 ASSALAM MUSLIM WOMEN FORUM 416 ASSOCIATED INTERNATIONAL DEVELOPMENT EXCHANGE 417 ASSOCIATION CHRISTIAN RESOURCE ORGANIZATION SERVING SUDAN 418 ASSOCIATION FOR AID AND RELIEF (AAR) JAPAN 419 ASSOCIATION FOR BETTER LAND HUSBANDRY 420 ASSOCIATION FOR DEVELOPMENT OF RURAL COMMUNITIES 421 ASSOCIATION FOR EDUCATION AND DEVELOPMENT 422 ASSOCIATION FOR PROTECTION OF FAMILY AND MARRIAGE INSTITUTIONS 423 ASSOCIATION FOR SAFETY EDUCATION-KENYA 424 ASSOCIATION FOR WOMEN IN RURAL DEVELOPMENT 425 ASSOCIATION OF AFRICAN WOMEN FOR RESEARCH AND DEVELOPMENT 426 ASSOCIATION OF CHRISTIAN RESOURCE ORGANIZATIONS SERVING SUDAN 427 ASSOCIATION OF COMPLEMENTARY MEDICINE AND ART ORGANIZATION 428 ASSOCIATION OF FORMER INTERNATIONAL CIVIL SERVANTS - KENYA 429 ASSOCIATION OF FORMER KENYA AMBASSADORS AND SENIOR DIPLOMATS 430 ASSOCIAZIONE PER LA PARTECIPAZIONE ALLO SVILLUPO 431 AUTISM SOCIETY OF KENYA 432 AUTOMOBILE ACCIDENT ROAD RESCUE ORGANIZATION 433 AVALINA NATURE CONSERVATORS- KENYA 434 AVANDIKI DEVELOPMENT ORGANIZATION 435 AVIATION SANS FRONTIERS - BELGIUM 436 AVSI FOUNDATION 437 AVSI- INTERNATIONAL SERVICE VOLUNTEERS ASSOCIATION 438 AWARENESS AND SUPPORT INTERNATIONAL 439 AWARENESS GROUP ON AIDS PREVENTION 440 AWEIL AGENCY FOR REHABILITATION AND DEVELOPMENT AWARD 441 AWEIL WEST DEVELOPMENT AGENCY 442 AWEIL YOUTH DEVELOPMENT ORGANIZATION 443 AWEN FOUNDATION 444 AWEPA - KENYA

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445 AYUDA NINOS DE AFRICA (I.E HELP FOR CHILDREN OF AFRICA)-KENYA 446 AYWEYO COMMUNITY CENTRE FOR DEVELOPMENT PROGRAMMES (ACODEP- K) 447 BACK TO EDEN ENVIRONMENT SUPPORT PROGRAMME 448 BAHATI CENTRE 449 BAHATI HIV - AIDS NETWORK 450 BAISIKELI KENYA 451 BALA MERCY CHILDREN'S CENTRE 452 BALEHE INITIATIVE 453 BALITI FORUM 454 BAMBAM COMMUNITY DEVELOPMENT CENTRE 455 BAOBAB BRANCH EDUCATIONAL PROGRAMME 456 BAOBAB FAMILY PROJECT 457 BAOBAB INTERNATIONAL AFRICA 458 BAPTIST AIDS RESPONSE AGENCY IN AFRICA 459 BARAGAA FOUNDATION (INTERNATIONAL) 460 BARAKA COMMUNITY DEVELOPMENT FOUNDATION 461 BARAKA DEVELOPMENT PROGRAMME 462 BARHOSTESS EMPOWERMENT & SUPPORT PROGRAMME 463 BARUT DEVELOPMENT ORGANIZATION 464 BARWAQO EDUCATION DEVELOPMENT ORGANIZATION 465 BASIC EDUCATION CONCERN 466 BASIC NEEDS NETWORK 467 BASIC NEEDS UK IN KENYA 468 BASIKIMO COMPASSION INTERNATIONAL 469 BASIS FOR INTEGRATED INITIATIVES 470 BAYLOR COLLEGE OF MEDICINE CHILDREN'S FOUNDATION - KENYA 471 BEACON OF HOPE 472 BEAMLIGH AGENCY 473 BELLAMONT AFRICA PROGRAMME 474 BENANDO BREAKTHROUGH SUPPORT MISSION 475 BENEFICIARY INITIATIVES SUPPORT SERVICES AND CONSULTANCY 476 BENEVOLEKE FOR AFRICA 477 BENEVOLENT EDUCATION CENTRE FOR RURAL DEVELOPMENT (BECRD) 478 BENEVOLENT INSTITUTE OF DEVELOPMENT INITIATIVES 479 BENTIU EMERGENCY DEVELOPMENT 480 BENTIU WOMEN ORGANIZATION FOR DEVELOPMENT AND REHABILITATION 481 BESSA INTEGRATED DEVELOPMENT PROGRAMME 482 BEST BUDDIES KENYA 483 BETHEL CENTRE 484 BETHEL HUMANITARIAN AID 485 BETHESDA INTERNATIONAL 486 BETTER CARE WOMEN PROGRAMME 487 BETTER EDUCATION AND ENVIRONMENTAL AWARENESS PROGRAMME 488 BETTER HOPE INSTITUTE 489 BETTER LIFE FOUNDATION 490 BETTER LIFE ORGANIZATION 491 BETTER LIVELIHOOD LINKS 492 BETTER NETWORK FOR PEOPLE WITH AIDS 493 BETTER POVERTY ERADICATION ORGANIZATION 494 BEULAH DEVELOPMENT ORGANIZATION

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495 BHAI EL GAZAL DEVELOPMENT ORGANIZATION 496 BIBLE TRANSLATION AND LITERACY (E.A) 497 BIDII EDUCATION SUPPORT INITIATIVE 498 BIDII KENYA 499 BIDII STRATEGIES NETWORK 500 BILDAD M. KAGGIA FOUNDATION 501 BINTI AFRICA FOUNDATION 502 BIO RIGHT AND SOIL CONSERVATION 503 BIODIVERSITY - AFRICA 504 BIODIVERSITY CONSERVATION AND EDUCATIONAL PROGRAMME 505 BIOTO HEALTH SERVICES 506 BIRDLIFE INTERNATIONAL 507 BISHOP KIGEN FOUNDATION INTERNATIONAL 508 BLIND AND LOW VISION NETWORK - KENYA 509 BLOODLIFE INITIATIVE- KENYA 510 BLOSSOM INTERNATIONAL ( B.I ) 511 BOA WILD - LIFE CARE KENYA 512 BOA WILDLIFE CARE KENYA 513 BOBLEO DISABILITY BURSURY FUND 514 BOMA WELFARE ORGANIZATION 515 BOMANGO ENVIRONMENTAL INITIATIVES 516 BOMET WIDOWS SUPPORT ORGANIZATION 517 BONDO PRIMARY HEALTH PROJECT 518 BONDO RURAL STRATEGIC DEVELOPMENT AGENCY 519 BORN TO AID 520 BORO HEALTH AND SOCIAL WELFARE PROJECT 521 BOSONGO COMMUNITY HEALTH OUTREACH SERVICES 522 BOSONGO REHABILITATION INITIATIVE 523 BOY - CHILD AGENDA INTERNATIONAL 524 BOY'S ESSENCE ORGANIZATION 525 BREAD FOR CHILDREN-KENYA 526 BREAD OF LIFE AFRICA 527 BREAKTHROUGH INITIATIVE KENYA 528 BREAST FEEDING INFORMATION GROUP 529 BREATH OF LIFE AFRICA (BOLA) INC 530 BRIAN RESOURCES, TRAINING, PRODUCTION AND DISSEMINATION CENTRE 531 BRIDGE AFRICA-AGENCY FOR DEVELOPMENT CONCERNS 532 BRIDGE KENYA ORGANIZATION 533 BRIDGE OF HOPE 534 BRIDGE PARTNER ORGANIZATION 535 BRIDGES DEVELOPMENT AGENCY 536 BRIDGES INTERNATIONAL DEVELOPMENT 537 BRIDGES OF HOPE 538 BRIDGES WOMEN CENTRE 539 BRIGHT ENRICHED EMPOWERMENT PROGRAMME 540 BRIGHT FUTURE EDUCATIONAL SERVICES 541 BRIGHT POOR STUDENTS AND OLD AGE PROGRAMME 542 BRIGHT SAVE ORGANIZATION 543 BRITISH INSTITUTE IN EASTERN AFRICA 544 BROADVIEW COMMUNITY DEVELOPMENT ORGANIZATION 545 BROOK INTEGRATED COMMUNITY DEVELOPMENT PROJECT

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546 BROOK OF CHERISH ORGANIZATION 547 BROSIS INTEGRATED DEVELOPMENT CENTRE 548 BROSIS INTEGRATED CENTRE 549 BROTHER'S KEEPER INTERNATIONAL 550 BROTHERS OF CHARITY, KENYA 551 BUCKNER ORPHAN CARE INTERNATIONAL 552 BUCKNER ORPHAN CARE INTERNATIONAL 553 BUDALANGI FOOD RELIEF AND REHABILITATION ORGANISATION 554 BUGUMBE DEVELOPMENT FORUM 555 BUHODLE RELIEF AND COMMUNITY DEVELOPMENT AGENCY 556 BUILDING AFRICA 557 BUKATEL DEVELOPMENT PROGRAMME 558 BUKAVILU DEVELOPMENT PROGRAMME 559 BUKHAYO WOMEN INTEGRATED DEVELOPMENT PROGRAMME 560 BUNGOMA HOME BASED CARE AND SUPPORT PROGRAMME 561 BUNGOMA ORGANISATION FOR WOMEN DEVELOPMENT 562 BUNGOMA ORGANIZATION FOR EMPOWERMENT OF WOMEN 563 BUNGOMA PROFESSIONAL ASSOCIATION 564 BUREAU FOR HEALTH AND DEVELOPMENT (BUHEDE) INTERNATIONAL 565 BURETI WELFARE ORGANIZATION 566 BUSIA COMMUNITY DEVELOPMENT ORGANIZATION 567 BUSIA ENVIRONMENTAL MANAGEMENT PROGRAMME 568 BUSIA WELFARE COMMUNITY DEVELOPMENT ORGANIZATION 569 BUSIA WOMEN AND ORPHANS CHARITABLE SUPPORT ORGANIZATION 570 BUSINESS AID CONNECTION FOR POVERTY ERADICATION 571 BUSINESS GUIDANCE AND COUNSELING FOUNDATION 572 BUSINESS IDEAS FOR RURAL DEVELOPMENT 573 BUSINESS IDEAS FOR RURAL DEVELOPMENT INITIATIVE (BIRD INITIATIVE) 574 BUSINESS INITIATIVES AND MANAGEMENT ASSISTANCE SERVICES 575 BUSINESS INITIATIVES FOR SURVIVAL AND ERADICATION OF POVERTY 576 BUSINESS SERVICES MARKET DEVELOPMENT PROJECT 577 BUTERE WOMEN DEVELOPMENT ORGANIZATION 578 BUTTERCUP FARMS KENYA 579 BWARI FOUNDATION CHILD FUND (KENYA) 580 C.C.M - COMMITATO COLLABORAZIONE MEDISA 581 CALIFORNIA NAIROBI INTERNATIONAL CHILDREN'S ORGANIZATION 582 CALL AFRICA 583 CAMP COUNSELORS AFRICA 584 CAMP DAVID CENTRE 585 CAMPAIGN AGAINST RAPE AFRICA 586 CANA FAMILY LIFE EDUCATION HIV/AIDS PROGRAMME 587 CANAAN PROJECT 588 CANADIAN HARAMBEE EDUCATION SUPPORT 589 CANADIAN ORGANIZATION FOR DEVELOPMENT THROUGH EDUCATION 590 CANCER RESEARCH & COMMUNICATIONS ORGANIZATION 591 CANCER SOCIETY OF KENYA (CSK) 592 CAPACITY BUILDING INTERNATIONAL 593 CAPACITY DEVELOPMENT ORGANIZATION - KENYA 594 CAPITAL DEVELOPMENT ORGANIZATION 595 CAPRICORN INTERNATIONAL SERVICES 596 CARE AND SAFE LIFE SERVICES

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597 CARE AND SHARE ORGANIZATION 598 CARE CENTRE COMMUNITY DEVELOPMENT 599 CARE FOR HIV/AIDS ORGANIZATION 600 CARE FOR HUMAN INTERNATIONAL 601 CARE FOR THE NEEDY ORGANIZATION 602 CARE FOR THE WILD KENYA 603 CARE HEALTH PROVIDERS 604 CARE HERITAGE CENTRE 605 CARE HIGHWAY HUMANITARIAN AID 606 CARE INTERNATIONAL 607 CARE OF CREATION KENYA 608 CARE TEAM INTERNATIONAL N.C 609 CARE THE PASTORALISTS 610 CARE TO LEARN INTERNATIONAL 611 CAREERS FOR LIFE INTERNATIONAL 612 CARGO HUMAN CARE 613 CARING FOR ENVIRONMENT FOR DEVELOPMENT 614 CARING FOR ORPHANS, WIDOWS AND ELDERLY 615 CARIS FOUNDATION INTERNATIONAL - KENYA 616 CARITAS ITALIANA 617 CARITAS SWITZERLAND 618 CALIFORNIA NAIROBI INTERNATIONAL CHILDREN'S ORGANIZATION 619 CAROLINA FOR KIBERA ORGANIZATION 620 CASAM (KENYA) 621 CATHOLIC FUND FOR OVERSEAS DEVELOPMENT 622 CATHOLIC ORGANIZATION FOR RELIEF AND DEVELOPMENT 623 CAUCUS FOR COMMUNITY DEVELOPMENT INITIATIVE 624 CEDAR FOUNDATION KENYA 625 CELTEL FOUNDATION 626 CENART CONSORT (COMMUNITY EMPOWERMENT THROUGH NATURAL AND AGRICULTURAL RESOURCES TECHNOLOGY 627 CENTER FOR REPRODUCTION HEALTH DEVELOPMENT AND RESEARCH 628 CENTER FOR INDIGENOUS AND APPROPRIATE TECHNOLOGY 629 CENTER FOR LEADERSHIP AND GOVERNANCE 630 CENTER FOR REGENERATION AND EMPOWERMENT OF AFRICANS THROUGH AFRICANS 631 CENTER FOR THE AFRICAN CHILD EDUCATION FOUNDATION 632 CENTER FOR THE STRATEGIC INITIATIVES OF WOMEN FOR THE HORN OF AFRICA 633 CENTER FOR THE STUDY AND PRACTICE OF DIRECTOR DEMOCRACY 634 CENTER FOR TROPICAL CULTURAL CONSERVATION AND RESEARCH 635 CENTER FOR WOMEN AND YOUTH DEVELOPMENT 636 CENTERS FOR INTERNATIONAL PROGRAMS - KENYA 637 CENTRAL DEVELOPMENT INITIATIVE 638 CENTRAL KENYA WOMEN AND YOUTH DEVELOPMENT CENTRE 639 CENTRALE HUMANITAIRE MEDICO - PHARMACEUTIQUE 640 CENTRE AGAINST DRUGS AND ALCOHOL ABUSE TO CURB HIV 641 CENTRE FOR ADDICTION STUDIES IN AFRICA 642 CENTRE FOR ADOLESCENT AND GERIATRIC OUTREACH SERVICES (NGO) 643 CENTRE FOR ADVANCEMENT OF DISABILITY RESEARCH AND EMPOWERMENT 644 CENTRE FOR ADVOCACY EMPOWERMENT

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645 CENTRE FOR ADVOCACY OF WOMEN EMPOWERMENT IN KENYA 646 CENTRE FOR ADVOCACY ON LEGAL ETHICS AND HUMAN RIGHTS ISSUES (CALER) 647 CENTRE FOR AFRICAN BIO- ENTREPRENEURSHIP 648 CENTRE FOR AFRICAN POST- CULTURAL STUDIES 649 CENTRE FOR AIDS RESEARCH AND DRUG DEVELOPMENT STUDIES 650 CENTRE FOR APPLIED RESEARCH AND CAPACITY DEVELOPMENT (CARCD) 651 CENTRE FOR ARTISTS FOR DEVELOPMENT 652 CENTRE FOR ASSISTANCE AND REHABILITATION OF EX - PRISONERS 653 CENTRE FOR CHILD DEVELOPMENT 654 CENTRE FOR CIVIC EMPOWERMENT THROUGH EDUCATION AND ECONOMIC DEVELOPMENT 655 CENTRE FOR CIVIL SOCIETY ORGANIZATIONS 656 CENTRE FOR COMMUNITY LAW AND RURAL DEVELOPMENT 657 CENTRE FOR COMMUNITY RESEARCH AND DEVELOPMENT PROGRAMME 658 CENTRE FOR CONFLICT SENSITIVE DEVELOPMENT 659 CENTRE FOR CONSERVATION AND ENVIRONMENTAL SECURITY IN AFRICA 660 CENTRE FOR CULTURAL RESOURCE MANAGEMENT AND POLICY STUDIES IN AFRICA 661 CENTRE FOR DEVELOPMENT AND POPULATION ACTIVITIES. 662 CENTRE FOR DEVELOPMENT COMMUNICATION AND RESEARCH 663 CENTRE FOR DEVELOPMENT COMMUNICATIONS AND MEDIA 664 CENTRE FOR DEVELOPMENT INFORMATION PROGRAMME 665 CENTRE FOR DISASTER MANAGEMENT AND HUMANITARIAN ASSISTANCE 666 CENTRE FOR DOCUMENTATION AND ADVOCACY 667 CENTRE FOR DOMESTIC TRAINING AND DEVELOPMENT 668 CENTRE FOR ECONOMIC AND LIBERTARIAN AFFAIRS 669 CENTRE FOR EDUCATION AND DEVELOPMENT KENYA 670 CENTRE FOR EDUCATION AND RURAL DEVELOPMENT 671 CENTRE FOR EDUCATION OF DISASTER SURVIVORS 672 CENTRE FOR EDUCATION POPULATION ENVIRONMENT AND DEVELOPMENT 673 CENTRE FOR EMPOWERMENT IN INFORMATION TECHNOLOGY 674 CENTRE FOR ENERGY AND ENVIRONMENTAL STUDIES 675 CENTRE FOR ENTREPRENEURSHIP DEVELOPMENT AND GENDER ISSUES 676 CENTRE FOR ENTREPRENEURIAL SKILLS AND TRAINING 677 CENTRE FOR ENVIRONMENT AND RENEWABLE ENERGY STUDIES 678 CENTRE FOR ENVIRONMENT STEWARDSHIP 679 CENTRE FOR ENVIRONMENTAL LEGAL RESEARCH AND EDUCATION 680 CENTRE FOR ENVIRONMENTAL POLICY AND LAW IN AFRICA 681 CENTRE FOR ENVIRONMENTAL PROTECTION AND MANAGEMENT 682 CENTRE FOR ENVIRONMENTAL STEWARDSHIP 683 CENTRE FOR ENVIRONMENTALLY SUSTAINABLE DEVELOPMENT (CESD) 684 CENTRE FOR EPIDEMIOLOGY AND POPULATION HEALTH RESEARCH 685 CENTRE FOR EQUAL BENEFITS (K) 686 CENTRE FOR ETHNIC MAINSTREAMING 687 CENTRE FOR EXCELLENT, INNOVATIVE AND PRACTICAL SOLUTIONS 688 CENTRE FOR FAMILY INITIATIVES 689 CENTRE FOR HEALTH AND DEVELOPMENT RESEARCH (CHDR) 690 CENTRE FOR HEALTH EDUCATION, TRAINING AND INFORMATION 691 CENTRE FOR HEALTH POLICY AND RESEARCH 692 CENTRE FOR HEALTH, ADVOCACY, GENDER AND EDUCATION INITIATIVE

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693 CENTRE FOR HEALTH, POPULATION, ENVIRONMENT AND RESEARCH ORGANIZATION 694 CENTRE FOR HERITAGE DEVELOPMENT IN AFRICA 695 CENTRE FOR HUMAN DEVELOPMENT 696 CENTRE FOR HUMAN RIGHTS AND CIVIC EDUCATION 697 CENTRE FOR HUMAN RIGHTS AND DEMOCRACY 698 CENTRE FOR HUMANITARIAN OUTREACH AND INTER-CULTURAL EXCHANGE 699 CENTRE FOR HYPERIMMUNE RESEARCH SCIENCE AND EDUCATION 700 CENTRE FOR INDIGENOUS APPROPRIATE TECHNOLOGIES 701 CENTRE FOR INFORMATION DEVELOPMENT AND ENVIRONMENTAL CONSERVATION 702 CENTRE FOR INITIATIVES ON RURAL DEVELOPMENT 703 CENTRE FOR INNOVATION AND TECHNOLOGY INCUBATION 704 CENTRE FOR INTEGRATED DEVELOPMENT AFRICA 705 CENTRE FOR INTEGRITY PROMOTION AND INFORMATION 706 CENTRE FOR INTERNATIONAL TRADE AND INVESTMENT LAW 707 CENTRE FOR JUSTICE AND CRIMES AGAINST HUMANITY 708 CENTRE FOR LAW AGAINST ABUSE OF THE CHILD AND DRUGS 709 CENTRE FOR LAW AND RESEARCH INTERNATIONAL 710 CENTRE FOR LAW RESEARCH INTERNATIONAL (CLARION) 711 CENTRE FOR LEADERSHIP AND GOVERNANCE 712 CENTRE FOR LEADERSHIP EDUCATION AND DEVELOPMENT INTERNATIONAL 713 CENTRE FOR LEGAL INFORMATION AND COMMUNICATION IN KENYA 714 CENTRE FOR LIFE PERPETUATION 715 CENTRE FOR LIVELIHOOD OPPORTUNITIES UNLIMITED AND TECHNOLOGIES 716 CENTRE FOR MICRO-ENTERPRISES DEVELOPMENT 717 CENTRE FOR MINORITY RIGHTS DEVELOPMENT 718 CENTRE FOR NUTRITION EDUCATION AND RESEARCH 719 CENTRE FOR ORPHAN RESCUE AND RURAL DEVELOPMENT ( CORD ) 720 CENTRE FOR PEACE ADVOCACY AND DEVELOPMENT ORGANIZATION 721 CENTRE FOR PEACE AND DEMOCRACY 722 CENTRE FOR PEACE AND DEVELOPMENT 723 CENTRE FOR PEACE AND STRATEGIC POLICY RESEARCH 724 CENTRE FOR POVERTY REDUCTION & SUPPORT FOR WOMEN & AIDS ORPHANS 725 CENTRE FOR REGENERATION AND EMPOWERMENT OF AFRICA THROUGH AFRICA 726 CENTRE FOR REHABILITATION AND CAPACITY BUILDING 727 CENTRE FOR REHABILITATION AND EDUCATION OF ABUSED WOMEN AND CHILDREN 728 CENTRE FOR REHABILITATION AND SECURITY 729 CENTRE FOR REHABILITATION OF EX - OFFENDERS AND INMATES 730 CENTRE FOR REHABILITATION OF EX- CONVICTS (CEREC) 731 CENTRE FOR REPRODUCTIVE HEALTH DEVELOPMENT AND RESEARCH 732 CENTRE FOR RESEARCH AND ADVOCACY IN HUMAN RIGHTS 733 CENTRE FOR RESEARCH AND DEVELOPMENT 734 CENTRE FOR RESEARCH COMMUNICATION AND GENDER IN EARLY CHILDHOOD EDUCATION 735 CENTRE FOR RESTORATION OF HUMAN RIGHTS AND DEMOCRACY. 736 CENTRE FOR RIGHTS AND DEVELOPMENT 737 CENTRE FOR RURAL DEVELOPMENT BUSIA CHAPTER 738 CENTRE FOR RURAL ECONOMY SUPPORT SERVICES

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739 CENTRE FOR RURAL SUPPORT INITIATIVES 740 CENTRE FOR RURAL YOUTH EDUCATION, MENTORSHIP AND CIVIC RIGHTS AWARENESS 741 CENTRE FOR RURAL SUPPORT INITIATIVES 742 CENTRE FOR SELF-EMPOWERMENT ORGANIZATION 743 CENTRE FOR SOCIAL PLANNING AND ADMINISTRATIVE DEVELOPMENT 744 CENTRE FOR SOCIAL RE- INTEGRATION AND ENTERPRISE PROMOTION 745 CENTRE FOR SOCIAL RESPONSIBILITY AND ACCOUNTABILITY 746 CENTRE FOR SOCIAL WELFARE 747 CENTRE FOR SOCIAL WELFARE, JUSTICE AND GOVERNANCE 748 CENTRE FOR STRATEGIC AFFAIRS AND DEVELOPMENT 749 CENTRE FOR STRATEGIC DEVELOPMENT 750 CENTRE FOR STRATEGIC INITIATIVES OF WOMEN IN THE HORN OF AFRICA 751 CENTRE FOR SUPPORT OF PRISONERS 752 CENTRE FOR SUSTAINABLE DEVELOPMENT INITIATIVES 753 CENTRE FOR SUSTAINABLE LIVELIHOOD INITIATIVES 754 CENTRE FOR SUSTAINABLE REGIONAL DEVELOPMENT - E.A. 755 CENTRE FOR THE ADVANCEMENT OF WOMEN AND CHILDREN 756 CENTRE FOR THE AFRICAN CHILD EDUCATION FOUNDATION 757 CENTRE FOR THE POOR INTERNATIONAL 758 CENTRE FOR THE REHABILITATION AND EDUCATION OF ABUSED WOMEN AND CHILDREN. 759 CENTRE FOR THE STUDY AND PRACTICE OF DIRECT DEMOCRACY 760 CENTRE FOR THE STUDY OF ADOLESCENCE 761 CENTRE FOR THE STUDY OF GENDER VIOLENCE 762 CENTRE FOR TOBACCO FREE EDUCATION DEVELOPMENT 763 CENTRE FOR TRADE FACILITATION 764 CENTRE FOR TRAINING RESEARCH AND DEVELOPMENT INITIATIVES 765 CENTRE FOR TROPICAL CULTURAL CONSERVATION AND RESEARCH (CENTRO-CORE) 766 CENTRE FOR UNDERPRIVILEGED AND DISPLACED PERSONS INTERNATIONAL 767 CENTRE FOR URBAN RESEARCH AND DEVELOPMENT 768 CENTRE FOR WOMEN DEVELOPMENT (CWYD) 769 CENTRE FOR WOMEN IN ENTERPRISE DEVELOPMENT 770 CENTRE FOR ENVIRONMENTAL STEWARDSHIP 771 CENTRE HUMANITAIRE MEDICO- PHARMACEUTIQUE 772 CENTRE IN AFRICA LEARNING AND LIVING 773 CENTRE OF INDIGENOUS KNOWLEDGE SYSTEMS AND BY - PRODUCTS 774 CENTRE ON ADVOCACY ON LEGAL ETHICS AND HUMAN RIGHTS ISSUES 775 CENTRO INTERNAZIONALE COOPERAZION ALLO SVILUPPO 776 CESVI - COOPERAZIONE SVILUPPO 777 CHAIN OF GRACE FOUNDATION 778 CHAKA BONO CONSERVING ENVIRONMENT 779 CHALBI WOMEN HEALTH ORGANIZATION 780 CHAMBAI FOUNDATION 781 CHAMCHELA TRANSFORMATIVE MEDIA 782 CHANDA LIFE CENTRE 783 CHANGAMKA ECONOMIC AND SOCIAL DEVELOPMENT - KENYA ( CESD (K) 784 CHANGE A LIFE INTERNATIONAL AGENCY 785 CHANGE AFRICA FOUNDATION- KENYA 786 CHANGE AGENTS FOR PEACE INTERNATIONAL

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787 CHANGE COMMUNITY LIFE SUPPORT AGENCY (CHACOLISA) 788 CHANGE FOR FUTURE PROGRAMME 789 CHANGING FORTUNES ORGANIZATION 790 CHAPLAINS FOR CHRIST INTERNATIONAL 791 CHAPTAIS COMMUNITY DEVELOPMENT 792 CHARACTER COUNTS INITIATIVE 793 CHARIOTS OF DESTINY ORGANIZATION 794 CHARITY BEGINS AT HOME 795 CHARITY CAMP CHILDREN CENTRE 796 CHARITY DEVELOPMENT FOR THE FAMILY 797 CHARITY MEDIA ORGANIZATION 798 CHARITY PEOPLE 799 CHARITY RELIEF ORGANIZATION 800 CHEBOSOT WELFARE, HEALTH AND EDUCATION ORGANISATION 801 CHEER AFRICA 802 CHEPKITALE INDIGENOUS PEOPLE DEVELOPMENT PROJECT (CIPDP) 803 CHEPPEMA CHILDREN‟S CENTRE 804 CHEPTAIS COMMUNITY DEVELOPMENT PROJECTS. 805 "CHERANGANI COMMUNITY DEVELOPMENT INTEGRATED PROJECT- CHEODIP" 806 CHERANGANI FOUNDATION 807 CHERANG'ANY MULTIPURPOSE DEVELOPMENT PROGRAMME 808 CHERIL'S CHILDREN HOME 809 CHERIPKEI COMMUNITY AWARENESS AND EDUCATION PROGRAMME 810 CHERISH OTHERS ORGANISATION KENYA 811 CHERUBIM-THE HOME OF LOVE 812 CHERYL WILLIAMS FOUNDATION 813 CHERYL'S CHILDREN HOME 814 CHESIRE HOMES KENYA 815 CHESIRE REHABILITATION & CRISIS CENTRE 816 CHEYL WILLIAMS FOUNDATION 817 CHILCARE INTERNATIONAL KENYA 818 CHILD - TO - CHILD KENYA 819 CHILD AFRICA 820 CHILD AMBASSADORS ORGANIZATION 821 CHILD CAMP INITIATIVE 822 CHILD CONNECTION ORGANISATION 823 CHILD CONNECTION ORGANIZATION 824 CHILD COUNSELING AND RELATED ISSUES ADVISORY AND CONSULTANCY 825 CHILD EDUCATION SUPPORT FOUNDATION 826 CHILD EQUITY EDUCATION PROGRAMME 827 CHILD FOCUS AFRIKA 828 CHILD IN DISTRESS CENTER 829 CHILD INTERNATIONAL FOUNDATION AFRICA 830 CHILD LABOR INTERVENTION PREVENTION AND EDUCATION 831 CHILD LEGAL AID CENTRE 832 CHILD LIFE MISSIONS OF KENYA 833 CHILD LIFE SKILLS DEVELOPMENT PROGRAM 834 CHILD OUTREACH FOUNDATION CENTRE 835 CHILD PROMOTION SUPPORT NETWORK 836 CHILD RESCUE LINK-KENYA 837 CHILD RESCUING CENTRE - INTERNATIONAL

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838 CHILD RESPONSE ON EDUCATION AND AGRICULTURAL DEVELOPMENT 839 CHILD RIGHTS AND SPECIAL NEEDS EDUCATION CENTER 840 CHILD SURVIVAL AND DEVELOPMENT INTERNATIONAL 841 CHILD SURVIVAL CENTRE 842 CHILD TO CHILD KENYA 843 CHILD TO CHILD NETWORK OF EASTERN AND SOUTHERN AFRICA 844 CHILD VISION ORGANIZATION 845 CHILD WATCH KENYA 846 CHILD WELFARE FAMILY ADVANCEMENT AND ENVIRONMENTAL CONSERVATION 847 CHILD WELFARE SOCIETY 848 CHILDCARE INTERNATIONAL KENYA 849 CHILDCARE WORLDWIDE KENYA 850 CHILDHOOD AND YOUTH VOICES ORGANIZATION 851 CHILD LINE, KENYA 852 CHILDREN AND COMMUNITY WELFARE PROGRAMMES 853 CHILDREN ASSISTANCE CENTRE 854 CHILDREN FIRST ORGANIZATION 855 CHILDREN HEALTH IMPLEMENTATION FOR LIFE DEVELOPMENT 856 CHILDREN INTERNATIONAL ASSISTANCE PROGRAMME 857 CHILDREN INTERNATIONAL KENYA 858 CHILDREN LAW CENTRE OF KENYA 859 CHILDREN OF AFRICA ORGANIZATION 860 CHILDREN OF SOUTHERN SUDAN 861 CHILDREN OF THE WORLD CENTRE 862 CHILDREN RESCUE ORGANIZATION 863 CHILDREN RESTORATION FAMILY ORGANISATION 864 CHILDREN WELFARE ASSOCIATION FUND (C.W.A.F) 865 CHILDREN'S ENVIRONMENT PROGRAMME 866 CHILDREN‟S HOMES OF AFRICA NETWORK 867 CHILDREN'S INTERNATIONAL HEALTH FUND 868 CHILDREN'S INTERNATIONAL SUMMER VILLAGES, KENYA 869 CHILDREN'S RELIEF FUND 870 CHILDREN‟S' RIGHTS INFORMATION NETWORK 871 CHILDREN'S SPORTS AND LEARNING CENTRE 872 CHILDREN'S VOICES FOUNDATION 873 CHILDS LIFE INTERNATIONAL 874 CHIMOLISEGERO REHABILITATION CENTRE 875 CHINESE CULTURAL ORGANIZATION 876 CHOSEN CHILDREN INTERNATIONAL 877 CHOSEN CHILDREN OF PROMISE 878 CHRISTIAN AID (UK) 879 CHRIST COMPLEX ORGANIZATION 880 CHRIST MISSION CONTINUOUS MINISTRIES 881 CHRIST UNLIMITED BIBLE TRAINING CENTRE INC 882 CHRISTADELPHIAN MEAL - A - DAY FUND 883 CHRISTIAN ACTION AIDS NETWORK 884 CHRISTIAN AID ( UK/1 ) 885 CHRISTIAN AID FOR SUDAN 886 CHRISTIAN AIDS FOUNDATION 887 CHRISTIAN ALLIANCE BY FAITH IN SUDAN

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888 CHRISTIAN ASSOCIATION FOR RELIEF AND DEVELOPMENT 889 CHRISTIAN CHAPTER FOR THE FUTURE 890 CHRISTIAN CHILDREN‟S FUND INC. 891 CHRISTIAN CONCERN MINISTRIES 892 CHRISTIAN DEVELOPMENT SERVICES 893 CHRISTIAN ENGINEERS FOR AFRICA INFRASTRUCTURAL DEVELOPMENT 894 CHRISTIAN HEALTH CENTRE 895 CHRISTIAN HOSTELS FELLOWSHIP 896 CHRISTIAN MISSION AID 897 CHRISTIAN MISSIONARY FELLOWSHIP, INC. 898 CHRISTIAN PARTNERS DEVELOPMENT AGENCY 899 CHRISTIAN REFORMED WORLD RELIEF COMMITTEE- KENYA 900 CHRISTIAN RESOURCES MANAGEMENT 901 CHRISTIAN WOMEN AIDS AWARENESS PROGRAM 902 CHRIST'S HOPE INTERNATIONAL 903 CHURCH WORLD SERVICE AND WITNESS 904 CHYULLU INITIATIVE FOR DEVELOPMENT ORGANIZATION 905 CHYULU EDUCATIONAL COMPLEX ORGANIZATION 906 CHYULU INITIATIVE FOR DEVELOPMENT ORGANIZATION 907 CITADEL INTERNATIONAL AGENCY 908 CITADEL INTERNATIONAL AGENCY 909 CITIES IN PARTNERSHIP 910 CITIES IN PARTNERSHIP WITH THE COMMUNITIES 911 CITIZEN ACTION ON ROAD SAFETY (CARS) 912 CITIZEN AGAINST DRUG ADDICTION 913 CITIZEN SOCIAL CARE CENTRE 914 CITIZEN SOCIAL COMMUNITY CENTRE 915 CITIZENS AGAINST DRUG ADDICTION 916 CITIZENS AGAINST VIOLENCE ORGANIZATION 917 CITIZENS ALLIANCE AGAINST CORRUPTION 918 CITIZENS AWARENESS NETWORK 919 CITIZENS INTEGRATED DEVELOPMENT INITIATIVES 920 CITIZENS' NETWORK FOR FOREIGN AFFAIRS 921 CITIZENS SMALL SCALE AND MEDIUM ENTERPRISES 922 CIVIC RESOURCE CENTRE (CRC) 923 CLARE FOUNDATION 924 CLEAR PROJECT AND COUNSELING MOBILE CLINIC 925 CLIMATE CHANGE EXCELLENCE - AFRICA 926 CLIMATE ENVIRONMENTAL AND ACTION NETWORK 927 CLIMATE NETWORK AFRICA 928 CLIMATIC AND ENVIRONMENTAL CONSERVATION KENYA 929 CLINICAL WELFARE FAMILY ADVANCEMENT AND ENVIRONMENTAL CONSERVATION (CIFAE) 930 CO - OPERAZIONE INTERNAZIONALE 931 CO - COORDINATING COMMITTEE OF THE ORGANIZATION FOR VOLUNTARY SERVICE 932 COALITION FOR TESO GROWTH (COTEGRO) 933 COALITION OF HIV POSITIVE PROFESSIONALS 934 COALITION OF MEN AGAINST SEXUAL AND GENDER BASED VIOLENCE AND HIV/AIDS 935 COALITION OF RESEARCHERS IN DEVELOPMENT

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936 COALITION OF YOUNG KENYAN VOTERS 937 COALITION ON VIOLENCE AGAINST WOMEN - KENYA 938 COAST CHARITY CHILDREN'S SUPPORT PROGRAMME 939 COAST DEVELOPMENT FOUNDATION 940 COAST DEVELOPMENT TRANSPARENCY INITIATIVE 941 COAST ORGANISATION FOR THE PHYSICALLY IMPAIRED 942 COAST PEOPLE LIVING WITH HIV/AIDS 943 COASTAL AID KENYA 944 COASTAL COMMUNITY VISION 945 COGNITIVE EDUCATIONAL 946 COHESU COMMUNITY HEALTH SUPPORT PROGRAMME 947 COHORT FOR RESEARCH ON ENVIRONMENT URBAN MANAGEMENT 948 COLLABORATIVE CENTRE FOR GENDER AND DEVELOPMENT 949 COLLECTIVE BARGAINING ADVISORY CENTRE 950 COLOR KENYA 951 COMBINED EFFORT FOR AIDS AWARENESS 952 COMBINED FELLOWSHIP OF PASTORS AND LEADERS 953 COME ALIVE PHILOSOPHY EDUCATION CENTRE 954 COMFORT THE CHILDREN INTERNATIONAL 955 COMITATO COLLABORAZIONE MEDICA 956 "COMMIT MINISTRIES INTERNATIONAL- KENYA" 957 COMMON WEALTH ASSOCIATION FOR THE EDUCATION AND TRAINING OF ADULTS 958 COMMUNAL ORIENTED SERVICES INTERNATIONAL 959 COMMUNICATION AID 960 COMMUNICATION AND DISSEMINATION CENTRE 961 COMMUNITY INTEGRATED DEVELOPMENT INTERNATIONAL 962 COMMUNITY ACCELERATED DEVELOPMENT AGENTS 963 COMMUNITY ACTION AID FOR SELF SUFFICIENCY - NUBA MOUNTAINS 964 COMMUNITY ACTION AND DEVELOPMENT INITIATIVE 965 COMMUNITY ACTION DEVELOPMENT ORGANIZATION 966 COMMUNITY ACTION FOR NATURE CONSERVATION 967 COMMUNITY ACTION FOR RURAL DEVELOPMENT (CARD) 968 COMMUNITY ACTION NETWORK 969 COMMUNITY ADVANCEMENT INITIATIVE PROGRAMME 970 COMMUNITY ADVANCEMENT ORGANISATION 971 COMMUNITY AID FOR DEVELOPMENT 972 COMMUNITY AID INTERNATIONAL 973 COMMUNITY AND ECO- MANAGEMENT ORGANISATION (CEMO) 974 COMMUNITY AND EVANGELISM DEVELOPMENT PROGRAMME 975 COMMUNITY AND HUMAN DEVELOPMENT AGENCY RECADA 976 COMMUNITY AND MOBILIZATION PROGRAMME INTERNATIONAL 977 COMMUNITY AND PARTNERS IN DEVELOPMENT AGENCY (SCAPIDA) 978 COMMUNITY ASSET BUILDING AND DEVELOPMENT ACTION 979 COMMUNITY ASSOCIATES NETWORK 980 COMMUNITY BASED AGRIBUSINESS INITIATIVE 981 COMMUNITY BASED DEVELOPMENT AGENCY 982 COMMUNITY BASED DEVELOPMENT NETWORK (KENYA) 983 COMMUNITY BASED DEVELOPMENT SERVICES 984 COMMUNITY BASED LIVESTOCK INITIATIVES PROGRAMMES 985 COMMUNITY BIO ENVIRONMENTAL INTERVENTION PROGRAMME

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INTERNATIONAL 2000 986 COMMUNITY CAPACITY BUILDING INITIATIVE 987 COMMUNITY CARE INITIATIVE ORGANIZATION 988 COMMUNITY COMMUNICATION FOR HEALTH DEVELOPMENT IN AFRICA 989 COMMUNITY CONCERN FOR DEVELOPMENT 990 COMMUNITY DEVELOPMENT AND RESEARCH CENTRE 991 COMMUNITY DEVELOPMENT ASSISTANCE 992 COMMUNITY DEVELOPMENT CONCERN - KENYA 993 COMMUNITY DEVELOPMENT EMPOWERMENT AGENCY 994 COMMUNITY DEVELOPMENT IN DIVERSITY ORGANIZATION 995 COMMUNITY DEVELOPMENT INITIATIVE FOR POVERTY ALLEVIATION 996 COMMUNITY DEVELOPMENT ORGANISATION 997 COMMUNITY DEVELOPMENT PARTNERSHIP 998 COMMUNITY DEVELOPMENT RESOURCE AID 999 COMMUNITY DEVELOPMENT SERVICES IN AFRICA 1000 COMMUNITY DEVELOPMENT SUPPORT NETWORK 1001 COMMUNITY DISABILITY CONCERN (K) 1002 COMMUNITY DISASTER MANAGEMENT INITIATIVES 1003 COMMUNITY ECONOMIC DEVELOPMENT CENTRE 1004 COMMUNITY EDUCATION CONCERN 1005 COMMUNITY EFFORT FOR DEVELOPMENT 1006 COMMUNITY EMERGENCY RESPONSE VOLUNTEERS 1007 COMMUNITY EMPOWERMENT AND RURAL DEVELOPMENT SERVICES 1008 COMMUNITY EMPOWERMENT IN GENDER, HEALTH AND ENVIRONMENT PROGRAMME 1009 COMMUNITY EMPOWERMENT THROUGH NATURAL AGRICULTURE RESOURCES TECHNOLOGY 1010 COMMUNITY ENLIGHTENING DEVELOPMENT - KENYA 1011 COMMUNITY ENVIRONMENT SUSTAINABILITY SUPPORT (CESS) 1012 COMMUNITY ENVIRONMENTAL REHABILITATION AND ECONOMIC EMPOWERMENT PROGRAMME 1013 COMMUNITY ESSENTIAL DRUGS INITIATIVE SUPPORT FOR AFRICA 1014 COMMUNITY FACILITATION EMPOWERMENT AND DEVELOPMENT INITIATIVE 1015 COMMUNITY FOCUS INITIATIVE 1016 COMMUNITY FOUNDATION WESTERN PROVINCE 1017 COMMUNITY GATEWAY ORGANIZATION 1018 COMMUNITY HEALTH AND DEVELOPMENT SERVICES INTERNATIONAL 1019 COMMUNITY HEALTH AND ENVIRONMENTAL PROGRAMME 1020 COMMUNITY HEALTH AND SOCIAL SERVICES 1021 COMMUNITY HEALTH AWARENESS PUPPETEERS 1022 COMMUNITY HEALTH EDUCATION AND DEVELOPMENT ACTION (CHEDA) 1023 COMMUNITY HEALTH INITIATIVE NETWORK 1024 COMMUNITY HEALTH RESEARCH AND CONSULTANCY INTERNATIONAL 1025 COMMUNITY HEALTH SERVICES AND PROMOTION ORGANIZATION 1026 COMMUNITY HEALTH SERVICES INTERNATIONAL 1027 COMMUNITY HIV/AIDS AND DRUG ABUSE AWARENESS INSTITUTE 1028 COMMUNITY HOUSEHOLD INITIATIVES SUPPORT SERVICES 1029 COMMUNITY INCORPORATED EFFORTS FOR DEVELOPMENT FOUNDATION 1030 COMMUNITY INFORMATION NETWORK 1031 COMMUNITY INITIATIVES OF FIRE DISASTER PREVENTION MANAGEMENT 1032 COMMUNITY INITIATIVE CONCERN

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1033 COMMUNITY INITIATIVE FACILITATION ASSISTANCE 1034 COMMUNITY INITIATIVE FOR PARALEGAL DEVELOPMENT ORGANIZATION 1035 COMMUNITY INITIATIVE ON FIRE DISASTER PREVENTION AND MANAGEMENT 1036 COMMUNITY INITIATIVE SUPPORT SERVICES 1037 COMMUNITY INITIATIVES FOR DEVELOPMENT AND DISASTER PREPAREDNESS 1038 COMMUNITY INITIATIVES FOR SELF-EMPOWERMENT 1039 COMMUNITY INITIATIVES ON ENVIRONMENTAL AND AGRICULTURE (CINEA) 1040 COMMUNITY INITIATIVES SUPPORT SERVICES INTERNATIONAL 1041 COMMUNITY INTEGRATED DEVELOPMENT INTERNATIONAL 1042 COMMUNITY INTEGRATED ON POVERTY ALLEVIATION 1043 COMMUNITY INTEGRATED PROGRAMME ON POVERTY ALLEVIATION 1044 COMMUNITY INTEGRATED SUPPORT ORGANIZATION 1045 COMMUNITY INTEGRATION, REHABILITATION AND EMPOWERMENT FOR THE DISABLED 1046 COMMUNITY INTEGRATED PROGARMME ON POVERTY 1047 COMMUNITY INTEGRATED SUPPORT ORGANIZATION 1048 COMMUNITY INTERNATIONAL DEVELOPMENT RELIEF INITIATIVE - AFRICA 1049 COMMUNITY LEADERSHIP ADVANCEMENT NETWORK 1050 COMMUNITY LIVELIHOOD DEVELOPMENT FORUM 1051 COMMUNITY LOW INCOME EARNERS PROGRAMME 1052 COMMUNITY MANAGEMENT FOR DEVELOPMENT 1053 COMMUNITY MICRO ENTERPRISE FOR HOPE AFRICA 1054 COMMUNITY MITIGATION OUTREACH AND ENVIRONMENT 1055 COMMUNITY MOBILIZATION FOR ECONOMIC DEVELOPMENT AND ADVANCEMENT 1056 COMMUNITY MOBILIZATION INTEGRATION SERVICES 1057 COMMUNITY MOBILIZATION AGAINST DESERTIFICATION 1058 COMMUNITY NEEDS ASSESSMENT PLANNING PROCESS SITE ORGANIZATION RETO -ENTARETOI (CNAPP-SITE) 1059 COMMUNITY NURTURING INTERNATIONAL 1060 COMMUNITY OF MERCY DEVELOPMENT ORGANIZATION - KENYA 1061 COMMUNITY ORGANIZATION AND TRAINING FOR RISK REDUCTION 1062 COMMUNITY ORGANIZATION FOR ENVIRONMENT AND DEVELOPMENT INITIATIVES 1063 COMMUNITY ORIENTED DRUG EDUCATION 1064 COMMUNITY ORIENTED PROJECT SUPPORT (COPSO) 1065 COMMUNITY OUTREACH CENTERS 1066 COMMUNITY OUTREACH INTERNATIONAL 1067 COMMUNITY OUTREACH TRAINING & COUNSELING SERVICES 1068 COMMUNITY PERCEPTIONS EMPOWERMENT 1069 COMMUNITY PRODUCTIONS AND DEVELOPMENT CENTRE 1070 COMMUNITY PROGRAMME FOR EMPOWERMENT 1071 COMMUNITY PROGRESS EMPOWERMENT PROGRAMME 1072 COMMUNITY RECREATION AND SPORT DEVELOPMENT PROGRAMME 1073 COMMUNITY REHABILITATION AND ENVIRONMENTAL PROTECTION PROGRAMME 1074 COMMUNITY REHABILITATION AND PROTECTION PROGRAMME (CREPP) 1075 COMMUNITY RELIEF FOR HOPE AND DEVELOPMENT 1076 COMMUNITY RESEARCH AND EMPOWERMENT NETWORK 1077 COMMUNITY RESEARCH FOUNDATION 1078 COMMUNITY RESEARCH IN ENVIRONMENT AND DEVELOPMENT INITIATIVES

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1079 COMMUNITY RESOURCE DEVELOPMENT AGENCY 1080 COMMUNITY RESOURCE DEVELOPMENT FOUNDATION 1081 COMMUNITY RESOURCE INITIATIVE 1082 COMMUNITY RESOURCES DEVELOPMENT FOUNDATION 1083 COMMUNITY RESOURCES INNOVATIVE DIVERSIFICATION AND SUSTAINABLE DEVELOPMENT PROGRAM 1084 COMMUNITY RESTORATION DEVELOPMENT PROGRAMMES 1085 COMMUNITY RESTORATION SUPPORT AGENCY 1086 COMMUNITY ROAD EMPOWERMENT 1087 COMMUNITY SELF HELP DEVELOPMENT 1088 COMMUNITY SERVICE FOUNDATION 1089 COMMUNITY SOCIAL ECONOMIC DEVELOPMENT SERVICES 1090 COMMUNITY SUSTAINABLE DEVELOPMENT EMPOWERMENT 1091 COMMUNITY SUSTAINABLE DEVELOPMENT EMPOWERMENT PROGRAMME 1092 COMMUNITY TOUCH‟S NETWORK 1093 COMMUNITY TRAINING FOR DEVELOPMENT AND ENVIRONMENT 1094 COMMUNITY TRANSFORMATION AND RURAL DEVELOPMENT (COTARD) 1095 COMMUNITY URBAN RURAL EDUCATION INTERNATIONAL 1096 COMMUNITY VISION (COMMUNITY LIAISON, EDUCATION AND ACTIONS FOR DEVELOPMENT) 1097 COMMUNITY VISION SELF DEVELOPMENT INITIATIVE 1098 COMMUNITY VISIONS 1099 COMMUNITY VISIONS (LIAISON, EDUCATION AND ACTION FOR DEVELOPMENT) 1100 COMMUNITY VOLUNTEER SERVICES 1101 COMMUNITY WAKE ORGANIZATION 1102 COMMUNITY WATER FOR POVERTY ALLEVIATION 1103 COMMUNITY WATER, ENVIRONMENT AND SANITATION FOR SUSTAINABLE DEVELOPMENT 1104 COMMUNITY WELFARE AGENCY 1105 COMMUNITY WELFARE IN DEVELOPMENT AND CAMPAIGN AGAINST CHILD ABUSE 1106 COMMUNITY, WELFARE, CAMPAIGN AGAINST CHILD ABUSE (COWEDECCA) 1107 COMMUNITY NURTURING INTERNATIONAL 1108 COMMUTER WELFARE ASSOCIATION 1109 COMPANIONSHIP OF WORKS ASSOCIATION 1110 COMPASS FOUNDATION 1111 COMPASSION FOUNDATION CENTRE INTERNATIONAL 1112 COMPASSION INTERNATIONAL INC. 1113 COMPASSION MINISTRIES 1114 COMPASSION OUTREACH RELIEF PROGRAMME 1115 COMPASSION TO THE REGIONS BEYOND 1116 COMPASSIONATE HEARTS ORGANIZATION 1117 COMPASSIONATE INTERNATIONAL RELIEF AND DEVELOPMENT AGENCY 1118 COMPASSIONATE NEIGHBORS MISSION 1119 COMPASSIONATE SOCIAL CARE ORGANIZATION 1120 COMPASSIONS TO THE REGIONS BEYOND 1121 COMPLIANCE SUPPORT ORGANIZATION 1122 COMPREHENSIVE HEALTH CARE ORGANIZATION 1123 COMPUTER LITERACY INITIATIVE OF KENYA 1124 COMPUTERS FOR DEVELOPMENT AFRICA

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1125 COMPUTERS FOR SCHOOLS KENYA 1126 COMPUTERS FROM THE HEART - AFRICA 1127 CONCENTRATED CHRISTIAN MISSION 1128 CONCERN WOMEN ACTION FOR PEACE 1129 CONCERN FOR PASTORALIST DEVELOPMENT 1130 CONCERN FOR WOMEN AND CHILD DEVELOPMENT KENYA 1131 CONCERN UNIVERSAL 1132 CONCERN WORLDWIDE 1133 CONCERNED CITIZENS FOR HEALTH IMPROVEMENT 1134 CONCERTED ACTION 1135 CONFESSIONAL ECUMENICAL FOUNDATION 1136 CONNECT CENTRE FOR WOMEN AND CHILDREN 1137 CONSECRATED CHRISTIAN MISSIONS 1138 CONSERVATION AND FARMING INITIATIVE 1139 CONSERVATION DEVELOPMENT COMMUNICATION INSTITUTE 1140 CONSERVATION NETWORK 1141 CONSERVATION OF AQUATIC RESOURCES AND ENVIRONMENTAL SERVICES 1142 CONSERVE INTERNATIONAL 1143 CONSOLATA YOUTH REHABILITATION PROGRAMME 1144 CONSOLATION FOR ORPHANS AND VULNERABLE CHILDREN 1145 CONSOLIDATED ENVIRONMENT CONSERVATION KENYA 1146 CONSORTIUM FOR NATIONAL HEALTH RESEARCH 1147 CONSORTIUM OF COOPERATING PARTNERS 1148 CONSORTIUM OF NATIONAL HEALTH RESEARCH ( CNHR ) 1149 CONSORTIUM OF VETERINARY AND AGRICULTURAL RESEARCHERS IN DEVELOPMENT 1150 CONSOLATA YOUTH REHABILITATION PROGRAMME 1151 CONSTANT DEVELOPMENT CENTRE 1152 CONSTRAINT DEVELOPMENT CENTRE 1153 CONSUMER LOBBY ORGANISATION 1154 CONSUMER NETWORK OF KENYA 1155 CONSUMER WATCH 1156 CONTINUOUS EDUCATION PROVIDERS FORUM 1157 CONVERGENT INTERNATIONAL 1158 COOPERATION FOR FAIR TRADE IN AFRICA 1159 CO-OPERATION LEAGUE OF THE UNITED STATES OF AMERICA 1160 COOPERATIONE E SVILUPPO 1161 CO-OPERATIVE HOUSING FOUNDATION ( CHF ) INTERNATIONAL 1162 CO-OPERATIVE LEAGUE OF THE UNITED STATES OF AMERICA 1163 CO-OPERAZIONE INTERNAZIONALE 1164 COOPERAZIONE ITALIANA NORD SUD(CINS) 1165 COOPERAZIONE PER LOSVILUPPO PAESI EMERGENTI 1166 COOPI - CO-OPERAZIONE INTERNATIONALE 1167 COOPT-COOPERAZIONE INTERNAZIONALE 1168 COORDINATED HUMANITARIAN AND DEVELOPMENT SERVICES 1169 COORDINATING COMMITTEE OF THE ORGANIZATION VOLUNTARY SERVICES 1170 CO-ORDINATION CENTRE FOR COMMUNITY EMPOWERMENT 1171 CO-ORDINATOR HUMANITARIAN AND DEVELOPMENT SERVICE 1172 COPING CENTER FOR PEOPLE LIVING WITH HIV/AIDS 1173 COPING CENTRE FOR PEOPLE WITH HIV/AIDS 1174 CORAT AFRICA

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1175 CORE HEALTH PROVIDERS 1176 CORNER STONE MISSION CENTRE 1177 CORRECT - KENYA 1178 CORRUPTION EDUCATION AND RESEARCH CENTRE 1179 CORRUPTION WATCH INTERNATIONAL 1180 COSPE_COOPARIZIONE PER LO SVILUPPO DEI PAESI EMERGENTI 1181 COTTAGE INDUSTRIES DEVELOPMENT ORGANIZATION ( CIDO ) 1182 COUNCIL FOR HUMAN ECOLOGY 1183 COUNCIL FOR INTERNATIONAL DEVELOPMENT 1184 COUNSELING RESEARCH INSTITUTE OF KENYA 1185 COUNSELING AND HEALTH INFORMATION CENTRE 1186 COUNSELORS AND SOCIAL WORKERS COMMUNITY BASED INITIATIVE 1187 COUNTRY SIDE WIDOWS AND ORPHANS ENTERPRISES 1188 COUNTRYWIDE MOBILIZATION PLANNING AND ACTION 1189 COUNTRYWIDE MOBILIZATION, PLANNING AND ACTION PROGRAMME 1190 COURAGE SELF HELP PROGRAMME 1191 COVENANT HOME ORGANIZATION 1192 COVENANT OF PEACE 1193 COVENANT OF PEACE KENYA 1194 CRADLE AFRICA INTERNATIONAL 1195 CREATIVE FOUNDATION INSTITUTE 1196 CREDIT FOR BUSINESS DEVELOPMENT IN KENYA 1197 CRESCENT MEDICAL AID KENYA 1198 CRESCENT OF HOPE 1199 CRISIS ASSESSMENT AND RECOVERY CENTRE 1200 CRISIS PREVENTION CENTER 1201 CRITICAL INCIDENTS FRONTIERS - AFRICA 1202 CROSS - BORDER COMMUNITY SUPPORT PROGRAMME 1203 CROSS CURRENTS INDIGENOUS NETWORK 1204 CROSS STYLE PEACE PROCLAMATION MINISTRIES 1205 CROSS LINE INTERNATIONAL HOMELESS CHILDREN (CIHC) 1206 CRUSADING VOLUNTEERS TEAM 1207 CULTURAL ORGANIZATION FOR DEVELOPMENT OF EMBU 1208 CULTURAL VIDEO FOUNDATION 1209 COMMUNITY RELIEF AND CONCERN INTERNATIONAL 1210 CUSH COMMUNITY RELIEF INTERNATIONAL 1211 CUSTOMARY LAW ADVOCACY PROGRAMME 1212 CUTS- CENTRE FOR INTERNATIONAL TRADE ECONOMICS AND ENVIRONMENT 1213 CYBER AFRICA ICT AND KM ACADEMY 1214 CYBERN EDUCATION CENTRE 1215 DAGORETI COMMUNITY HEALTH AND DEVELOPMENT PROGAMME 1216 DAILY AID COMMUNITY PROJECT 1217 DAILY AND COMMUNITY PROJECT 1218 DAISY'S EYE CANCER FUND 1219 DALLAALO HUMANITARIAN DEVELOPMENT ORGANIZATION 1220 DANISH REFUGEE COUNCIL 1221 DANOKO OUTREACH ORGANIZATION 1222 DARAJA KENYA INITIATIVE 1223 DARAJA UNITED WOMEN AND YOUTH EMPOWERMENT 1224 DARAJA-CIVIC INITIATIVES FORUM 1225 DARAT HIV/AIDS INTERNATIONAL AGENCY

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1226 DARYEEL ASSOCIATION 1227 DASAPEI WATER AND ENVIRONMENTAL PROJECT 1228 DATA DYNAMICS & MONITORING BUREAU OF KENYA 1229 DAVID SHELDRICK WILDLIFE TRUST 1230 DAWIDA DEVELOPMENT AGENCY 1231 DAWN FOUNDATION 1232 DEAF AID 1233 DEAF CHILDREN CONCERN-KENYA 1234 DEAF COMMUNITY DEVELOPMENT AND RELIEF SERVICE 1235 DEAF YOUTH COUPREN KENYA 1236 DEBORA INTERNATIONAL KENYA 1237 DECO INTERNATIONAL (KENYA CHAPTER) 1238 DEDHA FORUM KENYA 1239 DEFENCE FOR CHILDREN INTERNATIONAL (DCI) 1240 DERO COMMUNITY AND CULTURAL ORGANIZATION 1241 DESERT ROSE ORGANIZATION 1242 DESERT-OASIS RESIDENTS EMPOWERMENT PROGRAMME 1243 DESLIZ WOMEN GROUP AND COMMUNITY DEVELOPMENT ORGANIZATION 1244 DESOLATIONS REBUILDERS 1245 DESTINY AFRICA 1246 DESTITUTE INTERNATIONAL 1247 DESTITUTE RESCUE CONCERN 1248 DETAILS KENYA 1249 DEUTES INTERNATIONAL 1250 DEVELOP KENYA ORGANIZATION 1251 DEVELOPMENT AGENCY FOR ISLAMIC LITERACY & REHABILITATION 1252 DEVELOPMENT ALTERNATIVES KENYA 1253 DEVELOPMENT AND COMMUNITY EMPOWERMENT ORGANIZATION (DACE) 1254 DEVELOPMENT AND MERCY FOUNDATION 1255 DEVELOPMENT AND MICRO CREDIT ORGANISATION 1256 DEVELOPMENT AND RELIEF ORGANIZATION OF KENYA 1257 "DEVELOPMENT AND WEALTH FOR ALL - INTERNATIONAL" 1258 DEVELOPMENT CENTRE FOR GENDER EMPOWERMENT 1259 DEVELOPMENT CENTRE FOR INNOVATIVE INITIATIVES ON HIV/AIDS 1260 DEVELOPMENT CENTRE FOR MARGINALIZED CHILDREN (DECEMAC) 1261 DEVELOPMENT COMMUNICATION SUPPORT PROGRAMME 1262 DEVELOPMENT CONCERN 1263 DEVELOPMENT EDUCATION SERVICES FOR COMMUNITY EMPOWERMENT 1264 DEVELOPMENT EMPOWERING PROGRAMME 1265 DEVELOPMENT ENHANCEMENT PROGRAMME - KENYA 1266 DEVELOPMENT EVERYWHERE 1267 DEVELOPMENT FOR RURAL PROGRAMME 1268 DEVELOPMENT FOUNDATION INTERNATIONAL-KENYA (DFI-KENYA) 1269 DEVELOPMENT HORIZON TRUST 1270 DEVELOPMENT INITIATIVES ACCESS LINK 1271 DEVELOPMENT INITIATIVES FOR SUSTAINABILITY 1272 DEVELOPMENT INNOVATIONS FOR RURAL COMMUNITIES 1273 DEVELOPMENT INSIGHT 1274 DEVELOPMENT KENYA ACTION 1275 DEVELOPMENT KNOWLEDGE LINK- AFRICA 1276 DEVELOPMENT MANAGEMENT INTERNATIONAL

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1277 DEVELOPMENT MICRO-CREDIT ORGANIZATION (DEMICO) 1278 DEVELOPMENT OF DEAF OPPORTUNITY INTERNATIONAL 1279 DEVELOPMENT OF RURAL ENVIRONMENT AND MARKETS AFRICA - DREAM AFRICA 1280 DEVELOPMENT OPERATIONS TOWARDS HEALTH AND NEEDS (DOTHAN) 1281 DEVELOPMENT PARTNERS 1282 DEVELOPMENT POLICY MANAGEMENT PROGRAMME 1283 DEVELOPMENT PROMOTION AND TECHNICAL SERVICES 1284 DEVELOPMENT QUEST 1285 DEVELOPMENT REHABILITATION RELIEF ORGANISATION 1286 DEVELOPMENT STRATEGIES CENTRE FOR POVERTY ALLEVIATION 1287 DEVELOPMENT SUPPORT CENTRE 1288 DEVELOPMENT SUPPORT PROGRAMME ORGANIZATION 1289 DEVELOPMENT TRAINING TREATMENT AND RESEARCH KENYA 1290 DEVELOPMENT VOLUNTEERS AFRICA 1291 DEVELOPMENT WITH A DIFFERENCE INITIATIVE 1292 DEVELOPMENT WORK IN EDUCATION LIVELIHOODS AND ENVIRONMENT 1293 DEVELOPMENT-FOCUS DEVELOPMENT FOUNDATION 1294 DHAYLAALE RELIEF AND DEVELOPMENT ORGANIZATION 1295 DIABETES AWARENESS SUPPORT INITIATIVE 1296 DIAKONIA SWEDEN 1297 DIAKONIE EMERGENCY AID 1298 DIASE - K ORGANISATION 1299 DIASPORA GLOBAL FOUNDATION 1300 DICK TIGER 72 OLYMPIAN HERO SPORTS DEVELOPMENT ORGANIZATION 1301 DIDEWARIDE WOMEN EMPOWERMENT PROGRAMME 1302 DIETACH DEVELOPMENT PROJECT 1303 DIETARY AND NATURAL THERAPIES OUTREACH SERVICES 1304 DIGITAL DIVIDE RURAL LINKAGES ORGANIZATION 1305 DIGITAL OPPORTUNITY TRUST KENYA 1306 DIGITAL SCHOOLS AID 1307 DIRECT AID INTERNATIONAL 1308 DIRECTED EDUCATIONAL ENVIRONMENT AND DEVELOPMENTAL STRATEGIES FOR POVERTY REDUCTION 1309 DISABILITY AND WOMEN DEVELOPMENT STRATEGIES 1310 DISABILITY AWARENESS MISSION 1311 DISABILITY INFORMATION RESEARCH AND COMMUNICATION TRAINING (DIRECT - KENYA ) 1312 DISABILITY LEADERSHIP AND RESOURCE CENTRE 1313 DISABILITY LEGAL RESOURCE CENTRE 1314 DISABLED CHILD MONITOR 1315 DISABLED FOR EDUCATION AND ECONOMIC DEVELOPMENT SUPPORT, KENYA 1316 DISABLED PERSONS NATIONAL ALLIANCE OF KENYA 1317 DISASTER AND HEALTH SUPPORT ORGANIZATION 1318 DISASTER MANAGEMENT AND RELIEF PROGRAM - KENYA 1319 DISASTER MITIGATION, PEACE AND HUMANITARIAN SUPPORT INITIATIVE 1320 DISASTER SUPPORT AGENCY 1321 DISCIPLES OF MERCY ORGANIZATION 1322 DO NOT FORGET AFRICA 1323 DOCTORS FOR HOPE 1324 DOCTORS OF THE WORLD - KENYA

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1325 DOLPHIN ANTI RAPE AND AIDS CONTROL OUTREACH. 1326 DON'T JUST SAY IT, DO IT, KENYA CHAPTER 1327 DORCAS AID INTERNATIONAL - AFRICA 1328 DORCAS AID INTERNATIONAL - KENYA 1329 DOVE CHILD DEVELOPMENT PROGRAM 1330 DOVE GUIDING AND COUNSELING CENTRE 1331 DOVE INTERNATIONAL 1332 DOWN WORLD COMMUNICATION INITIATIVE 1333 DR TAITA TOWEETT FOUNDATION 1334 DREAM BUILDERS INITIATIVE PROGRAMME 1335 DREAM RESCUE INTERNATIONAL 1336 DROUGHT CONTAINMENT PROGRAMME 1337 DROUGHT ZONES INTEGRATED DEVELOPMENT KENYA 1338 DRUG ABUSE HOPE KENYA 1339 DRUG ABUSE PREVENTION AND REHABILITATION 1340 DRY LAND FOR DEVELOPMENT ORGANISATION 1341 DRY LANDS COMMUNITY SERVICES 1342 DRY LANDS MANAGEMENT PROGRAMME 1343 DRY LANDS NATURAL RESOURCES CENTRE 1344 DUOGO DISPLACED CHILDREN ORPHANS AND WIDOWS SUPPORT 1345 DUPOTO E MAA OLEKUJUADO PASTORALISTS DEVELOPMENT ORGANIZATION 1346 DUPOTO E-MAA OLKEJUADO PASTORALISTS 1347 DUSTY FEET 1348 DUTCH INTERNATIONAL 1349 DUTCH SUPPORT GROUP KENYA 1350 E.A (K) COMMUNITY DEVELOPMENT AGENCY 1351 E.T.E.M HOPE ORGANIZATION 1352 EACH ONE FEED ONE KENYA 1353 EAGLE COMMUNITY SUPPORT SERVICES 1354 EAGLES FOUNTAINS 1355 EARLY RISERS ORGANISATION 1356 EARTH KEEPERS CENTRE 1357 EARTH PEACE INTERNATIONAL - KENYA 1358 EARTH CARE AFRICA POLICY MONITORING INSTITUTE 1359 EARTHQUAKE AFRICA 1360 EAST AFRICA COMMUNITY FOR MANAGEMENT OF LAKE VICTORIA RESOURCES 1361 EAST AFRICA CONSORTIUM INTERNATIONAL 1362 EAST AFRICA ENERGY TECHNOLOGY DEVELOPMENT NETWORK 1363 EAST AFRICA NETWORK FOR MONITORING ANTI-MALARIAL TREATMENT(EANMAT) 1364 EAST AFRICA YOUTH FORUM 1365 EAST AFRICAN CENTER FOR THE EMPOWERMENT OF WOMEN AND CHILDREN 1366 EAST AFRICAN COMMUNITIES ORGANISATION FOR MANAGEMENT OF LAKE VICTORIA RESOURCES (ECOVIC) - KENYA CHA 1367 EAST AFRICAN DEVELOPMENT EDUCATION NETWORK 1368 EAST AFRICAN DEVELOPMENT MINISTRY 1369 EAST AFRICAN ENERGY TECHNOLOGIES DEVELOPMENT NETWORK 1370 EAST AFRICAN ENVIRONMENTAL NETWORK 1371 EAST AFRICAN REFUGEE ASSISTANCE 1372 EAST AFRICAN RESOURCE CENTRE

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1373 EAST AFRICAN RURAL DEVELOPMENT PROGRAMME 1374 EAST AFRICAN WILDLIFE SOCIETY 1375 EAST AND CENTRAL AFRICA SOCCER JOURNALISTS ORGANIZATION 1376 EAST ASEMBO CHILDREN'S HOME (EACH) 1377 EASTERN AFRICA DEVELOPMENT SERVICES 1378 EASTERN AFRICA ENVIRONMENTAL NETWORK 1379 EASTERN AFRICA FEDERATION OF THE DISABLED 1380 EASTERN AFRICA TREATMENT ACCESS MOVEMENT 1381 EASTERN AFRICAN EDUCATIONAL NETWORK 1382 EASTERN AFRICAN FUTURES EXCHANGE 1383 EASTERN AFRICAN NETWORK FOR SUSTAINABLE DEVELOPMENT 1384 EASTERN AFRICAN SERVICES CENTRE FOR ORGANIC AGRICULTURAL 1385 EASTERN AND SOUTHERN DEVELOPMENT FORUM 1386 EASTERN COMMUNITY DEVELOPMENT PROGRAMME 1387 EASTERN EARTH ENVIRONMENTAL PRESERVATION ORGANISATION 1388 EASTERN KENYA WATER INITIATIVE 1389 EASTLAND‟S INFORMATION CENTRE 1390 EBENEZER COMMUNITY HEALTH CARE AND DEVELOPMENT PROGRAMME 1391 EBONY FOUNDATION 1392 EBUKAMBULI WOMEN DEVELOPMENT GROUP 1393 EBUKHANGA MERCY FELLOWSHIP DEVELOPMENT CENTRE 1394 ECO - GROWTH DEVELOPMENT ORGANIZATION 1395 ECO-ETHICS INTERNATIONAL 1396 ECO-ETHICS INTERNATIONAL-KENYA CHAPTER 1397 ECOLOGICAL AGRICULTURE DEVELOPMENT PROGRAMME 1398 ECOLOGICAL FARMING DEVELOPMENT INITIATIVES 1399 ECO-NEIGHBORHOOD MOVEMENT 1400 ECO NEWS AFRICA 1401 ECONOMIC AND ENVIRONMENTAL AFFAIRS IN COMMUNITY PARTICIPATION 1402 ECONOMIC AND SOCIAL RIGHTS CENTRE - HAKIJAMII 1403 ECONOMIC DEVELOPMENT FOR IMPROVED LIVELIHOODS 1404 ECONOMIC GOVERNANCE INITIATIVE 1405 ECONOMIC MOBILIZATION AND DEVELOPMENT MOTIVATION AGENCY 1406 ECONOMIC REHABILITATION OF WOMEN IN DEVELOPMENT 1407 ECOSYSTEM CONSERVATION PROTECTION AND REHABILITATION ORGANISATION 1408 ECOSYSTEM VOLUNTEERS ORGANIZATION 1409 ECUMENICAL DISABILITY ADVOCATES NETWORK 1410 ECUMENICAL DISABILITY ADVOCATES NETWORK (EDAN) 1411 ECUMENICAL PHARMACEUTICAL NETWORK 1412 EDEN DESERT ERADICATION PROJECT ORGANIZATION 1413 EDEN HERBS CLINIC ORGANIZATION 1414 EDUCARE - AFRICA 1415 EDUCATION AND CARE INTERNATIONAL 1416 EDUCATION AND HEALTH FOR CHILDREN IN KENYA 1417 EDUCATION AND PUBLIC AWARENESS MEDIA CENTRE 1418 EDUCATION AND SENSITIZATION FOR AFRICA 1419 EDUCATION CENTRE FOR WOMEN IN DEMOCRACY 1420 EDUCATION CONCERN FOUNDATION 1421 EDUCATION ENHANCEMENT CENTER 1422 EDUCATION FOR AFRICA

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1423 EDUCATION FOR ALL NETWORK 1424 EDUCATION FOR COMMUNITY ACTION 1425 EDUCATION INITIATIVE FOR THE BOY CHILD 1426 EDUCATION PERFORMANCE IMPROVEMENT CENTRE 1427 EDUCATION RESCUE INTERNATIONAL 1428 EDUCATION SUPPLEMENTS INTERNATIONAL 1429 EDUCATION SUPPORT FOR AFRICA ORGANIZATION 1430 EDUCATIONAL RESEARCH AND DEVELOPMENT CENTRE 1431 EDUCATIONAL RESEARCH CENTRE 1432 EDWARD JUNIOR CENTRE 1433 EFFECTIVE RELIEF AND DEVELOPMENT SERVICES 1434 EFFICIENT ENVIRONMENT MANAGEMENT ORGANISATION 1435 EFFORTS OF THE POOR IN DEVELOPMENT 1436 EGALITARIAN ORGANISATION FOR POVERTY ALLEVIATION 1437 EGALITARIAN ORGANISATION FOR POVERTY ALLEVIATION-KENYA 1438 EKANI COMMUNITY DEVELOPMENT PROGRAMME 1439 ELDORET INFORMATION DEVELOPMENT PROGRAMME 1440 ELECTIONS INTERNATIONAL 1441 ELIKA RESCUE TEAM INTERNATIONAL 1442 ELIMINATE POVERTY ORGANIZATION 1443 ELIMU CENTRE 1444 ELIMU FOUNDATION 1445 ELIZA REHABILITATION PROGRAMMES INTERNATIONAL 1446 ELIZABETH GLASER PEDIATRIC AIDS FOUNDATION 1447 ELLANI COMMUNITY DEVELOPMENT PROGRAM 1448 ELMA BARNETT CHILDREN'S CENTRE - KAMONONG 1449 ELMAGO CONCERN MINISTRIES 1450 EL-SHADDAI COMMUNITY DEVELOPMENT PROGRAMME 1451 EL-TALLER ORGANISATION 1452 ELUKONGO CHILD DEVELOPMENT CENTRE 1453 EMBAKASI COMMUNITY DEVELOPMENT ORGANIZATION 1454 EMBASEL DEVELOPMENT PROGRAMME 1455 EMBER KENYA GRANDPARENTS EMPOWERMENT PROJECT 1456 EMERGENCY PASTORALIST ASSISTANCE GROUP - K 1457 EMERGING INITIATIVES ON DEVELOPMENT 1458 EMGWEN DEVELOPMENT FOUNDATION (EDEF) 1459 EMIKEN COMMUNITY DEVELOPMENT PROJECT 1460 EMIKWEN COMMUNITY DEVELOPMENT PROGRAMME 1461 EMMANUEL RESCUE CENTRE 1462 EMPOWER AFRICA 1463 EMPOWER THE GIRL CHILD 1464 EMPOWERING COMMUNITIES ECONOMICALLY PROGRAMME 1465 EMPOWERING COMMUNITY PERCEPTIONS ORGANIZATION 1466 EMPOWERING LIVES INTERNATIONAL 1467 EMPOWERING LIVES INTERNATIONAL- KENYA 1468 EMPOWERMENT AND PARTICIPATORY DEVELOPMENT AGENCY 1469 EMPOWERMENT CAPACITY BUILDING SUPPORT SERVICES 1470 EMPOWERMENT FOR SUSTAINABLE DEVELOPMENT 1471 EMPOWERMENT FOR THE YOUTH INITIATIVE 1472 EMPOWERMENT OF FAMILY DEVELOPMENT ORGANIZATION 1473 EMPOWERMENT OF WIDOWS AND ORPHANS INITIATIVE

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1474 EMPOWERMENT RESOURCES DEVELOPMENT CENTRE 1475 EM-TECHNOLOGIES 1476 EMUHAYA AND BEYOND POVERTY ALLEVIATION 1477 EMUKABA COMMUNITY EMPOWERMENT PROGRAM 1478 ENAITOTI NARETU OLMAA COALITION FOR WOMEN 1479 ENDELEVU COMMUNITY DEVELOPMENT SERVICES (ECODS) 1480 ENERGY AND ENVIRONMENTAL MANAGEMENT RESEARCH INSTITUTE (EEMRI) 1481 ENERGY, ENVIRONMENT AND DEVELOPMENT NETWORK FOR AFRICA 1482 ENGENDER HEALTH 1483 ENGENDER SPORTS ORGANIZATION 1484 ENGENDER HEALTH 1485 ENHANCED SUSTAINABLE AGRICULTURAL, PRODUCTIVITY PROGRAMME 1486 ENKISHON EMAA WELFARE ORGANIZATION 1487 ENKISHON NATAANA 1488 ENLIGHTENED COMMUNITY VISION ORGANIZATION 1489 ENLIGHTENING THE YOUTH PROGRAMME 1490 ENLIGHTENMENT OUTREACH KENYA 1491 ENTASOPIA COMMUNITY DEVELOPMENT PROGRAMME 1492 ENTREPRENEURSHIP DEVELOPMENT CENTRE 1493 ENTERPRISE DEVELOPMENT AGENCY 1494 ENTERPRISE DEVELOPMENT INITIATIVE ( KENYA ) 1495 ENTERPRISE PROFESSIONAL SERVICES PROGRAM 1496 ENTREPRENEURSHIP AND GENERAL AGRICULTURAL PROGRAMMES 1497 ENTREPRENEURSHIP AND MANAGEMENT ASSISTANCE 1498 ENTREPRENEURSHIP AND MANAGEMENT ASSISTANCE PROGRAMME 1499 ENTREPRENEURSHIP DEVELOPMENT CENTRE 1500 ENVIRON CARE KENYA 1501 ENVIRONMENT AND AGRICULTURAL RESEARCH NETWORK 1502 ENVIRONMENT AND DEVELOPMENT CONCERN 1503 ENVIRONMENT AND HEALTH ACTION NETWORK 1504 ENVIRONMENT AND SUSTAINED POVERTY ALLEVIATION INITIATIVES 1505 ENVIRONMENT CONSERVATION FOR AFRICA 1506 ENVIRONMENT LITIGATION PROGRAMME 1507 ENVIRONMENT MONITORING INITIATIVE 1508 ENVIRONMENT NETWORKS IN CITIES 1509 ENVIRONMENT TRUST OF KENYA 1510 ENVIRONMENTAL & HEALTH ORGANIZATION 1511 ENVIRONMENTAL ACTION TEAM 1512 ENVIRONMENTAL ACTIVITIES CENTRE 1513 ENVIRONMENTAL AND HEALTH ORGANIZATION 1514 ENVIRONMENTAL CARE FOR FOOD SUFFICIENCY AND POVERTY ALLEVIATION 1515 ENVIRONMENTAL CONCERN 1516 ENVIRONMENTAL CONSERVATION AND DEVELOPMENT INITIATIVE (ECADI) 1517 ENVIRONMENTAL CONSERVATION AND DEVELOPMENT INITIATIVE 1518 ENVIRONMENTAL ECONOMICS NETWORK FOR EASTERN AND SOUTHERN AFRICA 1519 ENVIRONMENTAL EDUCATION, RESEARCH AND MANAGEMENT PROGRAM - KENYA 1520 ENVIRONMENTAL FRIENDLY SERVICES

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1521 ENVIRONMENTAL HERITAGE KENYA 1522 ENVIRONMENTAL INTERACTION ORGANIZATION 1523 ENVIRONMENTAL LEGAL RESOURCE AND REHABILITATION CENTRE 1524 ENVIRONMENTAL LIAISON EDUCATION ACTION FOR DEVELOPMENT 1525 ENVIRONMENTAL MANAGEMENT AND ACTION CENTRE KENYA 1526 ENVIRONMENTAL MANAGEMENT AND COMMUNITY DEVELOPMENT CENTRE 1527 ENVIRONMENTAL MONITORING INITIATIVE 1528 ENVIRONMENTAL NETWORK OF TIRIKI 1529 ENVIRONMENTAL RESEARCH MAPPING AND INFORMATION SYSTEM IN AFRICA 1530 ENVIRONMENTAL RESOURCES MANAGEMENT CENTRE FOR SUSTAINABLE DEVELOPMENT 1531 ENVIRONMENTAL TRUST OF KENYA 1532 ENVIRONMENTAL WATCH PROGRAMME 1533 ENVIRONMENTAL YOUTH ALLIANCE KENYA 1534 ENVIRONMENTALISTS SANS FRONTIERS 1535 ENZI NJEMA ORGANIZATION 1536 EPICARE INTERNATIONAL 1537 EMPOWERMENT FOR SUSTAINABLE DEVELOPMENT 1538 EQUAL PARTNERSHIPS FOR CHANGE 1539 EQUALITY NOW 1540 EQUATORIAL RELIEF REHABILITATION ASSOCIATION 1541 EQUATORIAL COMMUNITY DEVELOPMENT INITIATIVE 1542 EQUIP COMMUNITY RESOURCE CENTRE 1543 EQUIP COMMUNITY RESOURCE CENTRE 1544 EQUIPMENT SUPPORT FOR AIDS ORPHANS - KENYA 1545 EQUIPMENT TEENS ORGANIZATION 1546 EQUIPPED TEENS ORGANIZATION 1547 EQUIPPING PEOPLE CHANGING LIVES 1548 EQUATORIAL COMMUNITY DEVELOPMENT INITIATIVE 1549 ERASTUS OTIENO FOUNDATION 1550 ESIAMATETE HELP ORGANIZATION 1551 ESILOYIA WELFARE AND DEVELOPMENT INITIATIVE ( EWADI ) 1552 ETHICAL PRACTICES AGAINST POVERTY IN KENYA 1553 ETHIOPIAN RELIEF AND REHABILITATION ORGANIZATION 1554 EUNICE WAVOMBA FOUNDATION 1555 EURONAID AID 1556 EUROPEAN COMMITTEE FOR AGRICULTURAL TRAINING 1557 EVANGELICAL LUTHERAN CHURCH IN KENYA 1558 EVE FOUNDATION AFRICA 1559 EVERBEST YOUTH ENVIRONMENTAL ORGANIZATION 1560 EVERY CHILD COUNTS 1561 EVERY CHILD'S ORGANIZATION 1562 EXCEL KENYA 1563 EXCELLENT DEVELOPMENT KENYA 1564 EXPANDING OPPORTUNITIES 1565 EXPERIENCE AFRICA ORGANIZATION 1566 EXPERIENCE CULTURAL EXCHANGE LIVING 1567 EXPERT FOUNDATION 1568 EXPLORE KENYA INCLUSIVE ORGANIZATION 1569 EX-PRISONERS REFORMATION AND DEVELOPMENT PROJECT

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1570 EX-SPRING VALLEY KAYOLE COMMUNITY DEVELOPMENT 1571 EXTENSION SERVICE PROVIDERS FOR AGRICULTURAL DEVELOPMENT - KENYA 1572 FACTS IN ACTION INTERNATIONAL 1573 FAIDIKA INTERNATIONAL 1574 FAIR ORPHAN KENYA ( FOKE ) 1575 FAIR VIEW AND WOMEN EMPOWERMENT PROGRAMME 1576 FAIRMILE ORGANIZATION 1577 FAITH AND HOPE OUTREACH PROGRAMME 1578 FAITH FAMILY MISSION 1579 FAITH HOMES OF KENYA 1580 FAITH IN ACTION 1581 FAITH LANDMARK MINISTRIES 1582 FAMILIES NETWORKING ORGANIZATIONS COMMUNITY INITIATIVE 1583 FAMILIES OF PATRIOTIC FREEDOM FIGHTERS OF KENYA 1584 FAMILIES SUPPORT FOUNDATION KENYA 1585 FAMILY ACCESS COMMUNITY CENTRE 1586 FAMILY ADVANCEMENT IN DEVELOPMENT AFFAIRS 1587 FAMILY AID DIRECT (FAD) KENYA 1588 FAMILY AND LAW CENTER 1589 FAMILY CARE COMMUNITY DEVELOPMENT ORGANISATION 1590 FAMILY CARE FOUNDATION AGENCY 1591 FAMILY CARE INTERNATIONAL 1592 FAMILY CARE MISSION ORGANIZATION 1593 FAMILY CARE RELIEF ORGANIZATION 1594 FAMILY EDUCATION AND DEVELOPMENT ORGANISATION 1595 FAMILY EMPOWERMENT AND RELIEF ORGANIZATION 1596 FAMILY ENRICHMENT ORGANIZATION 1597 FAMILY FEDERATION FOR WORLD PEACE 1598 FAMILY GIFT INTERNATIONAL 1599 FAMILY HEALTH INTERNATIONAL 1600 FAMILY HEALTH OPTIONS KENYA 1601 FAMILY HELPLINE ORGANISATION 1602 FAMILY HOPE KENYA 1603 FAMILY IMPACT AFRICA 1604 FAMILY IN NEED ORGANIZATION 1605 FAMILY INFORMATION RESEARCH AND EDUCATION 1606 FAMILY INFORMATION TECHNOLOGY RESEARCH AND EDUCATION 1607 FAMILY INTEGRATED DEVELOPMENT PROGRAMME 1608 FAMILY LIFE COUNSELING ASSOCIATION OF KENYA 1609 FAMILY LIFE PROMOTION AND SERVICES 1610 FAMILY MENTAL HEALTH KENYA 1611 FAMILY PLANNING ASSOCIATION OF KENYA 1612 FAMILY PROGRAMMES PROMOTION SERVICES 1613 FAMILY REDEMPTION CENTRE 1614 FAMILY REINFORCEMENT AND LAND RECLAMATION PROGRAMME 1615 FAMILY RELIEF AND REHABILITATION ORGANISATION 1616 FAMILY RESTORATION INTERNATIONAL 1617 FAMILY SUPPORT INSTITUTE 1618 FAMILY WELFARE ORGANIZATION 1619 FAMILY WELFARE SUPPORT AND RESEARCH ORGANIZATION OF KENYA

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1620 FANAKA DEVELOPMENT ORGANIZATION 1621 FANIKIO ORGANIZATION 1622 FANIKISHO KENYA 1623 FANIKIWA ECONOMIC AND SOCIAL DEVELOPMENT 1624 FANIKIWA EDUCATIONAL GUIDANCE AND COUNSELING CENTRE 1625 FARM AFRICA 1626 FARM INITIATIVE PROGRAMME 1627 FARM PRACTICE INITIATIVE 1628 FARM STRATEGIES ORGANIZATION 1629 FARMERS GROUPS NETWORK IN KENYA 1630 FARMING HEALTH ACTION NETWORK 1631 FARMING INITIATIVES SUPPORT SERVICES 1632 FARMING REINFORCEMENT AND ARID LANDS RECLAMATION PROGRAMME 1633 FARMING SYSTEMS KENYA 1634 FASHIDA RELIEF AND REHABILITATION ASSOCIATION 1635 FATHER GIUSEPPE BORLINI FOUNDATION 1636 FATHER'S WAY INTERNATIONAL 1637 FEDERATION OF AND FOR PEOPLE WITH DISABILITIES 1638 FEDERATION OF GRASSROOTS ASSOCIATION OF KENYA 1639 FEDERATION OF WOMEN GROUP 1640 FEDERATION OF WOMEN GROUPS 1641 FEED THE CHILDREN KENYA 1642 FEED THE LIVESTOCK PROGRAM 1643 FEMALE ENLIGHTENMENT ORGANIZATION 1644 FEMALE GUILD ORGANIZATION 1645 FEMALE SOLUTION 1646 FESTUS MOLENJE MEMORIAL CHILDREN AND YOUTH FOUNDATION 1647 FICIARY INITIATIVES SUPPORT SERVICES AND CONSULTANCY 1648 FIELD OPERATION 1649 FIGHT AGAINST AIDS STIGMA IN KENYA 1650 FIGHT AGAINST MALARIA PROGRAMME 1651 FIGHT FOR A CHILD IN KENYA 1652 FIGHTING DRUG ABUSE IN KENYA 1653 FILM OUTREACH COMMUNICATIONS (FOCOM) 1654 FIRM FOUNDATION IN CHRIST AGAINST AIDS INTERNATIONAL 1655 FIRST AVENUE FOR YOUTH DEVELOPMENT 1656 FIRST LEADERSHIP APPROACH FOR GROUPS 1657 FIRST LOVE KENYA 1658 FIRST VOICE - AFRICA 1659 FISHERFOLK INITIATIVE SUPPORT HAVEN PROGRAMME 1660 FISHERIES AND AGRICULTURAL TECHNOLOGIES CENTRE 1661 FISHERMEN HARVEST PROGRAMME 1662 FAITH FAMILY MISSIONS 1663 FLIGHT SAFETY EASTERN AFRICA 1664 FLORA FOUNDATION 1665 FOCUS 2000 CHILD RESCUE PROGRAMME 1666 FOCUS FOR RURAL ECONOMIC EMPOWERMENT & DEVELOPMENT (FREED) 1667 FOCUS INITIATIVE IN KENYA (FOIK) 1668 FOCUS INTERNATIONAL 1669 FOCUS ON AFRICA DEVELOPMENT INC 1670 FOCUS ON AIDS COUNSELING AND COMMUNITY TRAINING

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1671 FOCUS ON COMMUNITY POVERTY REDUCTION PROGRAM 1672 FOCUS ON PASTORALIST COMMUNITIES 1673 FOCUS ON RURAL ECONOMIC EMPOWERMENT AND DEVELOPMENT 1674 FOCUS ON WOMEN ENTREPRENEURSHIP EMPOWERMENT ORGANIZATION 1675 FOCUS ON WOMEN PASTORALISTS 1676 FOCUS RELIEF ORGANIZATION 1677 FOCUSING ON WOMEN AND CHILDREN ORGANISATION 1678 FOOD AND TRADE NETWORK FOR EAST AFRICA (FATNEA) 1679 FOOD ENTERPRISE RESEARCH DEVELOPMENT AND SUPPORT ORGANISATION (FERDISO) 1680 FOOD FOR THE HUNGRY INTERNATIONAL 1681 FOODS AND NUTRITION SURVEILLANCE 1682 FOOTBALL FOR PEACE FOUNDATION 1683 FOOTSTEPS FOUNDATION 1684 FOR RURAL DEVELOPMENT AND ACTIVE PARTICIPATION 1685 FOR THE CHILDREN'S SAKE FOUNDATION 1686 FORCES WIDOWS AND ORPHANS ORGANISATION 1687 FOREST ACTION NETWORK 1688 FORESTRY FOR RURAL POVERTY ERADICATION AND CONSERVATION IN ARID AREAS 1689 FORESTS, ENVIRONMENT, CONSERVATION AND MANAGEMENT 1690 FORUM FOR AFRICAN WOMEN EDUCATIONALISTS 1691 FORUM FOR AFRICAN WOMEN EDUCATIONALISTS - KENYA CHAPTER 1692 FORUM FOR AWARENESS AND COMMUNITY EMPOWERMENT 1693 FORUM FOR DEVELOPMENT PROGRAMMES IN AFRICA 1694 FORUM FOR ENVIRONMENTAL SUSTAINABILITY, POVERTY ERADICATION AND GENDER EQUALITY (FESPEGE) 1695 FORUM FOR EQUALITY AND PROGRESS OF THE KENYAN CHILD 1696 FORUM FOR GRASSROOTS DEVELOPMENT 1697 FORUM FOR INDIGENOUS KENYAN WOMEN IN DEVELOPMENT 1698 FORUM FOR INTERNATIONAL CO- OPERATION 1699 FORUM FOR ORGANIC RESOURCE MANAGEMENT AND AGRICULTURAL TECHNOLOGIES 1700 FORUM FOR PROTECTION OF PASTORALISTS DEVELOPMENT 1701 FORUM FOR URBAN ECOLOGY 1702 FORUM ON EARLY WARNING AND EARLY RESPONSE - AFRICA 1703 FORUM SYD SWEDISH NGO CENTRE FOR DEVELOPMENT COOPERATION 1704 FORWARD KENYA 1705 FOSTER NATIONAL COHESION 1706 FOUNDATION AGENCY FOR RURAL DEVELOPMENT 1707 FOUNDATION CENTRE FOR EDUCATION AND DEVELOPMENT 1708 FOUNDATION FOR ADVANCED FUTURE 1709 FOUNDATION FOR AGRICULTURAL DEVELOPMENT (FARD) 1710 FOUNDATION FOR AID AND EDUCATION DEVELOPMENT 1711 FOUNDATION FOR AID AND EXCHANGE DEVELOPMENT 1712 FOUNDATION FOR BIODIVERSITY CONSERVATION 1713 FOUNDATION FOR COMMUNITY ULTIMATE SERVICES 1714 FOUNDATION FOR GENDER AND EQUALITY 1715 FOUNDATION FOR GIRL CHILD 1716 FOUNDATION FOR HEALTH AND SOCIAL ECONOMIC DEVELOPMENT AFRICA 1717 FOUNDATION FOR HUMAN RIGHTS AND RESOURCES MONITORING

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1718 FOUNDATION FOR KENYA PASTORALISTS WOMEN 1719 FOUNDATION FOR RURAL AND URBAN DEVELOPMENT 1720 FOUNDATION FOR SUSTAINABLE DEVELOPMENT IN AFRICA 1721 FOUNDATION FOR WOODSTONE DISSEMINATION (FWD) 1722 FOUNDATION OF PEOPLE LIVING WITH HIV/AIDS IN KENYA (FOPHAK) 1723 FOUNDATION SULUNYE 1724 FOUNTAIN OF DEMOCRACY IN AFRICA 1725 FOUNTAIN OF GRACE 1726 FOUNTAIN OF HOPE ORGANIZATION 1727 FRAMEWORK FOR RURAL ASSISTANCE 1728 FRASTEL DEVELOPMENT FOUNDATION 1729 FRATERNITY FOR RURAL DEVELOPMENT AND RESEARCH 1730 FRED HOLLOWS EASTERN AFRICA 1731 FRED ODHIAMBO NGOCHE 1732 FREE CONGREGATION FELLOWSHIP INTERNATIONAL 1733 FREE PRESS CENTER 1734 FREE THE CHILDREN 1735 FREEDOM FROM ADDICTION ORGANIZATION 1736 FREEPALS COMMUNITY NURSING HOME 1737 FRENCH MEDICAL AND CULTURAL ASSISTANCE (FMCA) 1738 FRIENDLY INTEGRATED DEVELOPMENT INITIATIVES IN POVERTY ALLEVIATION 1739 FRIENDS AND PARTNERS CENTRE 1740 FRIENDS COMMITTED TO CARING INTERNATIONAL 1741 FRIENDS FOR CHILDREN DEVELOPMENT INITIATIVE 1742 FRIENDS INITIATIVE FOR PEACE AND CONFLICT MANAGEMENT 1743 FRIENDS OF AFRICAN MISSION ENDEVOUR 1744 FRIENDS OF AIDS VICTIMS AND ORPHANS 1745 FRIENDS OF AMERICA FOUNDATION 1746 FRIENDS OF BASKETBALL KENYA 1747 FRIENDS OF CONSERVATION 1748 FRIENDS OF DEVELOPMENT 1749 FRIENDS OF ENVIRONMENT 1750 FRIENDS OF HOPE FOUNDATION INTERNATIONAL 1751 FRIENDS OF KENYA CHILDREN SOCIETY IN JAPAN. 1752 FRIENDS OF LAKE BOGORIA 1753 FRIENDS OF LONDIANI KENYA 1754 FRIENDS OF MAASAI MAU COMPLEX AND MARA CONSERVATION 1755 FRIENDS OF MAU WATERSHED 1756 FRIENDS OF MBITA DEVELOPMENT ORGANISATION 1757 FRIENDS OF NOMADS INTERNATIONAL 1758 FRIENDS OF NORWAY DEVELOPMENT AGENCY 1759 FRIENDS OF ORPHANS 1760 FRIENDS OF OZONE - AFRICA 1761 FRIENDS OF PEOPLE LIVING WITH AIDS 1762 FRIENDS OF RIVER (FORNILE) 1763 FRIENDS OF RIVER NILE 1764 FRIENDS OF RURAL WOMEN AND CHILDREN 1765 FRIENDS OF SPORT IN KENYA 1766 FRIENDS OF THE DISABLED FOUNDATION 1767 FRIENDS OF THE KENYAN CHILD ORGANIZATION

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1768 FRIENDS OF THE PASSION - KENYA 1769 FRIENDS OF THE YOUTH INTERNATIONAL 1770 FRIENDS OF WIDOWS AND DISABILITY PEOPLE INITIATIVE KENYA 1771 FRIENDS OF YOUNG PEOPLE ORGANISATION 1772 FRIENDS OF YOUTH INTERNATIONAL 1773 FRIENDS SOCIETY FOR KENYAN CHILDREN, JAPAN 1774 FRIENDSHIP AWARDS ORGANIZATION 1775 FRONTIER AID 1776 FRONTIER HEALTH SERVICES 1777 FRONTIERS OF HOPE INTERNATIONAL 1778 FULAA LIFELINE INTERNATIONAL 1779 FULL GOSPEL CHURCHES OF KENYA DEVELOPMENT PROJECTS 1780 FUNCTIONAL ILLITERACY RESEARCH AND EDUCATION, KENYA ( FIRE, KENYA) 1781 FUNDAMENTAL INTEGRATION OF RESEARCH AND SAFETY TECHNOLOGIES 1782 FUNDINET 1783 FURAHA CHILDREN'S HOME AND REHABILITATION CENTRE 1784 FURAHA ORGANIZATION FOR CARE UPKEEP, SHELTER FOR CHILDREN 1785 FURUKOMBE LEADERSHIP EDUCATION CENTER 1786 FUTRE FOR CHILDREN E.V 1787 FUTURE AFRICA INTERNATIONAL 1788 FUTURE ALTERNATIVES IN DEVELOPING AFRICA 1789 FUTURE FOCUS DEVELOPMENT 1790 FUTURE FOR AFRICA WOMAN 1791 FUTURE HORIZONS 1792 FUTURE KIDS PROJECT 1793 FUTURE LIFE CHRISTIAN MINISTRY 1794 FUTURE TECHNOLOGIES FOR AFRICA GROUP 1795 FUTURES DEVELOPMENT INITIATIVE 1796 G.POWER UFANISI YA STIMA 1797 GABRIEL REYNOLDS FOUNDATION 1798 GAI NEEDY STUDENTS PROJECT 1799 GALLAMORO NETWORK 1800 GAPLINK INTERNATIONAL 1801 GARBATULA DEVELOPMENT ORGANIZATION 1802 GARCIA PROBATION CENTRE 1803 GARGAAR KENYA 1804 GARZEN DEVELOPMENT INITIATIVE 1805 GATE OF HOPE ORPHAN'S AND STREET CHIDLREN REHABILITATION CENTRE 1806 GATOTO INTEGRATED DEVELOPMENT PROGRAM 1807 GATUNDU DEVELOPMENT ORGANIZATION 1808 GEARS OF DEVELOPMENT PROGRAMMES 1809 GEGSOY DEVELOPMENT REHABILITATION ORGANISATION 1810 GEM INSTITUTE FOR RURAL WELFARE ASSOCIATES 1811 GENDER AND DEVELOPMENT CENTRE 1812 GENDER AND YOUTH SOCIO- ECONOMIC TRANSFORMATION INITIATIVE 1813 GENDER DEVELOPMENT INFORMATION CENTRE 1814 GENDER EDUCATION EMPOWERMENT AND LEADERSHIP ORGANIZATION 1815 GENDER EMPOWERMENT FOR SUDAN ORGANIZATION 1816 GENDER EQUITY AND POVERTY ERADICATION CENTRE 1817 GENDER EQUITY NETWORK

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1818 GENDER INITIATIVE SUPPORT PROGRAMME 1819 GENDER RESEARCH AND ENVIRONMENTAL NETWORKS 1820 GENDER RURAL INITIATIVES SUPPORT SERVICES 1821 GENDER SENSITIVE INITIATIVES 1822 GENDER, ENVIRONMENTAL AND SUSTAINABLE DEVELOPMENT 1823 GENDERNET KENYA 1824 GENERAL RESOURCES MANAGEMENT ORGANIZATION 1825 GENERAL WELFARE INTERNATIONAL FOUNDATION 1826 GENERAL WORKERS SAFETY NETWORK 1827 GENERAL WORKERS SAFETY NETWORK - KENYA 1828 GENERATION POLIO INITIATIVE 1829 GENERATION RESCUE INITIATIVE ORGANISATION 1830 GENERATIONS INTERCOMMUNITY EMPOWERMENT NETWORK 1831 GENEROUS LINKAGE NETWORK 1832 GENESIS COMMUNITY DEVELOPMENT ASSISTANCE 1833 GENIUS EDUCATION PROGRAMME 1834 GENO COMMUNITY DEVELOPMENT INITIATIVE 1835 GENTIANA DEVELOPMENT NETWORK 1836 GERMAN AGRO ACTION 1837 GERMAN FOUNDATION FOR WORLD POPULATION 1838 GERMAN UNION OF FRIENDS OF EAST AFRICA HELP ST. LUKE'S E.V (FREUNDESKREIS OSTAFRIKAHILFE ST. LUKE'S 1839 GERMANY - OST AFRICA E.V. 1840 GETA DEVELOPMENT FOUNDATION 1841 GETHSEMANE GARDEN OF HOPE FOR AFRICA INC 1842 GETHSEMANE INTERNATIONAL - AFRICA, INC 1843 GIBBUN - WOORI WORLD 1844 GIKUNI MULTIPURPOSE DEVELOPMENT CENTRE 1845 GILTAMANY SAMBURU NOMAD 1846 GIRL - STUDY (THE ORGANIZATION FOR EDUCATION OF YOUNG FEMALES) 1847 GIRL CHILD EDUCATION AND REHABILITATION PROGRAMME 1848 GIRL CHILD SOCIO - ECONOMIC SUPPORT CENTRE 1849 GIRLD-STUDY (THE ORGANIZATION OF YOUNG FEMALES) 1850 GITHAGE COMMUNITY DEVELOPMENT ORGANIZATION 1851 GITHAI WATER PROJECT 1852 GITITHIA RURAL AGRO- FINANCE COMMUNITY CARE 1853 GIVE A CHILD WATER 1854 GIVE US WINGS 1855 GLADBEN GOOD SHEPHERD ORGANISATION 1856 GLOBAL ALLIANCE FOR AFRICA 1857 GLOBAL ASSISTANCE PARTNERS, INC 1858 GLOBAL BIO - DIVERSITY CONSERVE 1859 GLOBAL BUSINESS COALITION ON HIV/AIDS 1860 GLOBAL CHILD CARE KENYA 1861 GLOBAL CHILD HOPE 1862 GLOBAL CHILDREN CHARITY 1863 GLOBAL CHILDREN INTERNATIONAL 1864 GLOBAL COMMUNICATIONS INSTITUTE-GCI 1865 GLOBAL CONCERN,INC. 1866 GLOBAL DEAF CONNECTION /KENYA 1867 GLOBAL DEVELOPMENT INITIATIVE

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1868 GLOBAL DEVELOPMENT OF PEACEFUL ENVIRONMENTS 1869 GLOBAL E - SCHOOLS AND COMMUNITIES INITIATIVES (GESCI) KENYA 1870 GLOBAL EDUCATION PARTNERSHIP 1871 GLOBAL ENVIRONMENT AND POVERTY ALLEVIATION ORGANIZATION 1872 GLOBAL ENVIRONMENTAL AND AGRICULTURAL NETWORK 1873 GLOBAL FORCES SUPPORT PROGRAMME 1874 GLOBAL FOUNDATION FOR INTERVENTIONAL CARDIAC SERVICES 1875 GLOBAL FOUNDATION FOR THE CHILDREN WELFARE 1876 GLOBAL HEALTH ACTION 1877 GLOBAL HELP INTERNATIONAL 1878 GLOBAL HOPE CARE 1879 GLOBAL HOPE NETWORK INTERNATIONAL (KENYA) 1880 GLOBAL NUTRITION CONCERNS 1881 GLOBAL OPERATIONS FOR RESCUE AIDS CHILD 1882 GLOBAL ORGANIZATION FOR HEALTH AND DEVELOPMENT 1883 GLOBAL PASTORALIST NETWORK OF AFRICA 1884 GLOBAL RELIEF AND DEVELOPMENT ORGANISATION FOR SUDAN 1885 GLOBAL RENEWABLE ENERGY AND ENVIRONMENTAL CONSERVATION 1886 GLOBAL RESCUE EMERGENCY DISASTER VICTIMS AND DEVELOPMENT ( GREDVAD RESCUE INTERNATIONAL ) 1887 GLOBAL RESOURCES ORGANISATION 1888 GLOBAL RETIREES WELFARE ORGANISATION 1889 GLOBAL SAMARITAN NETWORK 1890 GLOBAL SERVICE CORPS 1891 GLOBAL TECHNO SERVICES 1892 GLOBAL VICTIMS SUPPORT PROGRAMME 1893 GLOBAL VISION INTERNATIONAL 1894 GLOBAL VOLUNTEERS PROGRAMME 1895 GLOBAL WELFARE PROGRAMMES AND PROJECTS 1896 GLOBAL WITH HOPE ORGANIZATION 1897 GLOBAL NET KENYA 1898 GLOBCOM INTEGRATED EMPLOYMENT AND SOCIAL DEVELOPMENT ASSISTANCE PROGRAMME 1899 GLORIOUS POVERTY ERADICATION PROGRAMMES 1900 GLORIOUS REHABILITATION AND EDUCATION PROGRAMME 1901 GLORIOUS WOMEN 1902 GLORY COMMUNITY AND PROGRAMME 1903 GLOVICK HEALTH AND REHABILITATION CENTRE 1904 GO EXTRA MILE INTERNATIONAL 1905 GOAL IRELAND 1906 GOEZRAAL SPRINGS EMPOWERMENT FOUNDATION 1907 GOKA AID KENYA 1908 GOLDEN HANDS INTERNATIONAL 1909 GOLDEN HEARTH FOR THE NEEDY KENYA 1910 GOLDEN SERVICES ORGANIZATION 1911 GOOD GOVERNANCE FOR RURAL DEVELOPMENT AND PROTECTION OF THE MINORITY 1912 GOOD HEALTH PROMOTION FOR KENYA ORGANIZATION 1913 GOOD HOPE CHILD AID AND WIDOW SURVIVAL 1914 GOOD MOTHERS OF HOPE 1915 GOOD NEWS PRODUCTIONS INTERNATIONAL-AFRICA

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1916 GOOD PEOPLE WORLD FAMILY 1917 GOOD SAMARITAN'S INTERNATIONAL 1918 GOOD SHEPHERD INTEGRATED ORGANIZATION 1919 GOOD WILL AMBASSADORS STREET KIDS MINISTRIES 1920 GOOD WORKS INTERNATIONAL 1921 GOODWILL SOCIO - ECONOMIC AND ENVIRONMENTAL ORGANIZATION 1922 GOODWILL WOMEN ORGANISATION 1923 GOOD WORKS INTERNATIONAL 1924 GOSPEL SUPPORT NETWORK INTERNATIONAL 1925 GPOWER 1926 GRACE AND MERCY SISTERS INTERNATIONAL DEVELOPMENT RELIEF AGENCY 1927 GRACE BURSARY SERVICES 1928 GRACE BURSARY SERVICES KENYA 1929 GRACE CENTRE INTERNATIONAL (GCI) 1930 GRACE FOUNDATION INTERNATIONAL 1931 GRACIOUS LIFE TOUCH INTERNATIONAL 1932 GRAND PLAN FINANCE 1933 GRANDMOTHERS AGAINST MALARIA INITIATIVE 1934 GRAND PLAN FINANCE 1935 GRAPES YARD ORGANIZATION 1936 GRASSROOTS AGRICULTURE SUPPORT PROJECT 1937 GRASSROOTS COMMUNITY IMPROVEMENT PROGRAMME 1938 GRASSROOTS DEVELOPMENT INITIATIVES (GDI) 1939 GRASSROOTS HEALTH & SELF HELP NETWORK 1940 GRASSROOTS WOMEN EMPOWERMENT AND SUPPORT 1941 GRASSROOTS ALLIANCE FOR COMMUNITY EDUCATION 1942 GRASSROOTS ALLIANCE FOR COMMUNITY EDUCATION - AFRICA 1943 GRASSROOTS ALLIANCE FOR COMMUNITY EDUCATION (GRACE AFRICA) 1944 GRASSROOTS EMPOWERMENT AND DEVELOPMENT ORGANISATION 1945 GRASSROOTS HEALTH AND SELF-NETWORK 1946 GRAY CENTRE FOR KNOWLEDGE 1947 GREAT HOPE RESOURCE YOUTH CENTRE 1948 GREAT LAKES MICRO-FINANCE PROGRAMME 1949 GREAT PEOPLE FOR COMMUNITY DEVELOPMENT INTERNATIONAL 1950 GREAT RIFT VALLEY DEVELOPMENT AGENCY 1951 GREEN AFRICA SOCIETY 1952 GREEN ALIVE INTERNATIONAL 1953 GREEN BELT MOVEMENT 1954 GREEN BLESSINGS INITIATIVE 1955 GREEN CARE HABITAT 1956 GREEN DEVELOPMENT GROUP 1957 GREEN FLOWER COMMUNITY CENTER 1958 GREEN FUTURES 1959 GREEN GENERATION PROGRAMME 1960 GREEN NEIGHBORHOOD INITIATIVE ORGANIZATION 1961 GREEN PLANET INTERNATIONAL 1962 GREEN VIEW 1963 GREEN WORK INTERNATIONAL ORGANISATION 1964 GREEN WORLD CITIZEN 1965 GREEN WORK INTERNATIONAL ORGANIZATION

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1966 GREY SHELTER ORGANIZATION 1967 GROW AGAINST POVERTY - KENYA 1968 GROW ORGANIC - AFRICA 1969 GROWTH POINT PSYCHOSOCIAL SERVICES 1970 GROWTH PROJECT 1971 GUARDIAN OF LOVE INTERNATIONAL 1972 GUCHA - BOMOBA WOMEN ORGANIZATION 1973 GUSII POVERTY ERADICATION PROGRAMMES 1974 GUSII WIDOWS, ORPHANS AND SINGLE MOTHERS EBENEZER SHIELDS 1975 HABIBA INTERNATIONAL WOMEN & YOUTH AFFAIRS 1976 HABITAT FOR HUMANITY IN KENYA 1977 HABITAT FOR HUMANITY KENYA LTD 1978 HALAL DEVELOPMENT ORGANIZATION 1979 HAMISI MICRO-ENTREPRENEURS ORGANISATION 1980 HAND AND SOUL INTERNATIONAL 1981 HAND IN HAND KENYA 1982 HAND OF MERCY INTERNATIONAL 1983 HANDS ACROSS KENYA AGAINST ALCOHOLISM AND AIDS 1984 HANDS FOR CHILDREN INTERNATIONAL 1985 HANDS OF COMPASSION SUPPORT PROJECT 1986 HANDS OF GRACE CHILDREN SUPPORT PROJECT 1987 HAPPY KENYA COMMUNITY DEVELOPMENT ORGANIZATION 1988 HAPPY KIDNEY FOUNDATION 1989 HAPPY PEOPLE ORGANIZATION 1990 HAPPY ROCK CENTRE 1991 HARAMBEE FOR KENYA 1992 HARAMBEE IN PROGRESS (KENYA) 1993 HARBINGER'S BIBLE & MISSIONARY TRAINING INSTITUTE 1994 HARDO RELIEF AND DEVELOPMENT ORGANIZATION 1995 HARDSHIP SOCIAL AID KENYA 1996 HARMONY PEACE GROUP 1997 HARVEST CENTRE 1998 HARVEST FOR THE POOR INITIATIVE 1999 HAVEN RECOVERY CENTRE 2000 HEAL AFRICA COUNSELING & TRAINING CENTRE 2001 HEALING FOUNDATION CENTER 2002 HEALING FOUNTAIN CENTRE 2003 HEALING THE BRUISED CENTRE 2004 HEALING WINGS RESCUE AGENCY 2005 HEALTH ACTION AND RESEARCH NETWORK 2006 HEALTH AGRICULTURE AND DEVELOP 2007 HEALTH AGRICULTURE AND DEVELOPMENT ORGANIZATION 2008 HEALTH AND DEVELOPMENT INITIATIVE PROGRAMME 2009 HEALTH AND DEVELOPMENT SERVICE 2010 HEALTH AND EDUCATIONAL INSTRUMENTAL RESOURCE INTERNATIONAL 2011 HEALTH AND REPRODUCTION INTERNATIONAL 2012 HEALTH AND WATER FOUNDATION 2013 HEALTH EDUCATION LIVELIHOOD PROJECT INTERNATIONAL INC 2014 HEALTH ENVIRONMENT LITERACY AND POVERTY INTERNATIONAL 2015 HEALTH FOR ALL AGES INTERNATIONAL 2016 HEALTH FOUNDATIONS AND AIDS PANDEMIC NETWORK KENYA

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2017 HEALTH INTERNATIONAL TRAINING RESEARCH AND RESOURCE CENTRE 2018 HEALTH LINK CHARITY MISSION 2019 HEALTH MANAGEMENT AGENCY 2020 HEALTH MATTERS INITIATIVE ORGANIZATION 2021 HEALTH MEDIC INTERNATIONAL 2022 HEALTH NETWORK INTERNATIONAL 2023 HEALTH NGO'S NETWORK 2024 HEALTH OUTREACH PROGRAMMES FOR THE NEEDY 2025 HEALTH RIGHTS ADVOCACY FORUM 2026 HEALTH SERVE KENYA 2027 HEALTH SUPPORT INTERNATIONAL 2028 HEALTH UNLIMITED 2029 HEALTH WORKFORCE TRAINING AND RESEARCH, KENYA 2030 HEALTH, AGRICULTURE AND DEVELOPMENT ORGANISATION 2031 HEALTH, ENVIRONMENT, LITERACY & POVERTY (HELP) INTERNATIONAL 2032 HEALTHCARE 2000 2033 HEALTHCARE ASSISTANCE KENYA 2034 HEALTH LINK CHARITY MISSION 2035 HEALTH NET INTERNATIONAL 2036 HEALTHY ENVIRONMENT FOUNDATION 2037 HEALTHY LIVING NETWORK 2038 HEALTHY TEENS ORGANIZATION 2039 HEARING IMPAIRED VOICES OF KENYA 2040 HEART - CRY WIDOWERS NATIONAL ORGANIZATION 2041 HEART NETWORK AFRICA 2042 HEART OF CHILDREN FOUNDATION 2043 HEART OF LOVE FOUNDATION 2044 HEART PSYCHOLOGICAL ORGANIZATION 2045 HEARTS FOR CHILDREN IN CRISIS OUTREACH 2046 HEARTS INTERNATIONAL ORGANIZATION 2047 HEAVENLY TREASURES KENYA 2048 HEEP ENTERPRISE ENTICING PROGRAMME 2049 HEIFER PROJECT INTERNATIONAL 2050 HELP A CHILD AFRICA 2051 HELP A CHILD FACE TOMORROW 2052 HELP AFRICA 'PEOPLE' 2053 HELP CHILD/MOTHER ORGANISATION 2054 HELP MISSION DEVELOPMENT SERVICES 2055 HELP SELF HELP CENTRE 2056 HELP WIDOWS AND ORPHANS FOUNDATION 2057 HELP AGE INTERNATIONAL 2058 HELP AGE KENYA 2059 HELPERS OF AFRICA INTERNATIONAL 2060 HELPERS OF HANDICAPPED AND AGED PERSONS 2061 HELPING HAND FOR LIVELIHOOD ORGANIZATION 2062 HELPING HAND FOR SUSTAINABLE COMMUNITY DEVELOPMENT 2063 HELPING HAND FOUNDATION 2064 HELPING HANDS CLUBHOUSE KENYA 2065 HELPING HANDS INTERNATIONAL FOUNDATION INC 2066 HELPING HANDS ORGANISATION OF KENYA 2067 HELPING ORPHANS BY POVERTY ERADICATION

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2068 HELP LIFE AFRICA 2069 HERA SUPPORT PROGRAMME 2070 HERALD KENYA 2071 HERALDING DEVELOPMENT ORGANIZATION 2072 HERBAL RESEARCH CONSORTIUM 2073 HERI NJEMA WIDOWS DEVELOPMENT PROGRAM 2074 HERIPKEI COMMUNITY AWARENESS AND EDUCATION PROGRAMME 2075 HERITAGE AFRICANA 2076 HERITAGE CONSERVATION AND PROMOTION ORGANIZATION 2077 HERITAGE INSTITUTE OF ENVIRONMENT AND DEVELOPMENT 2078 HESHIMA KENYA 2079 HIDDEN TALENTS COMMUNICATIONS 2080 HIGHLAND DEVELOPMENT AND RELIEF AGENCY 2081 HIGHLANDS COMMUNITY ASSISTANCE PROGRAMME 2082 HIGHLANDS COMMUNITY DEVELOPMENT ORGANIZATION 2083 HIGH VISION EDUCATION PROGRAMME 2084 HIKUNDI REHABILITATION PROGRAMME AND CENTRE 2085 HILLSIDE DEVELOPMENT SERVICES 2086 HISAN 2087 HIV/AIDS AND DRUG ABUSE PRISONERS PROGRAMME 2088 HIV/AIDS CAPTURERS OF KENYA 2089 HIV/AIDS CONTROL IMPLEMENTATION GROUP 2090 HIV/AIDS EDUCATION FOR YOUTH INITIATIVES 2091 HIV/AIDS ORPHANS CHARITY FOUNDATION 2092 HIV/AIDS RESEARCH AND ADVOCACY PROGRAMME 2093 HIV/AIDS RESPOND NETWORK- HIVNET 2094 HIV/AIDS VOLUNTEER CORPS FOR AFRICA (HAVCAF) 2095 HOLISTIC AND HEALTH CONSULTANCY SERVICES 2096 HOLISTIC DEVELOPMENT INTERNATIONAL 2097 HOLISTIC TRANSFORMATION PROGRAMME 2098 HOLO COMMUNITY DEVELOPMENT ORGANIZATION 2099 HOLY FAMILY COLLEGIAN SISTERS 2100 HOMA HILLS COMMUNITY DEVELOPMENT ORGANISATION 2101 HOME BASED HEALTH CARE REHABILITATION PROGRANMME 2102 HOME CARE FOUNDATION-KENYA 2103 HOME MEDICARE SERVICES 2104 HOMEBAY MICROSAVE AND CREDIT PROGRAMME 2105 HOMELAND FOR TALENTS MANAGEMENT FOUNDATION 2106 HOMELESS CHILDREN INTERNATIONAL KENYA 2107 HOMELESS CHILDREN'S FUND (K) 2108 HOMELESS CHILDREN'S FUNDS 2109 HOMELESS PERSONS ORGANIZATION 2110 HONEY FOR ENVIRONMENT AND DEVELOPMENT OF AFRICA 2111 HOPE - CRAFT SKILLS DEVELOPMENT CENTRE 2112 HOPE AFRICA 2113 HOPE AFRICA MANAGEMENT INITIATIVE 2114 HOPE AFRICA WOMEN ORGANIZATION 2115 HOPE AGENCY FOR RELIEF AND DEVELOPMENT 2116 HOPE COMMUNITY CENTRE 2117 HOPE CRAFT SKILLS DEVELOPMENT CENTRE 2118 HOPE FOR AFRICAN CHILDREN INITIATIVE KENYA

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2119 HOPE FOR ALL COMMUNITY CARE PROGRAM 2120 HOPE FOR KENYA'S KIDS 2121 HOPE FOR LIFE KENYA 2122 HOPE FOR NETWORK 2123 HOPE FOR TEENAGE MOTHERS 2124 HOPE FOR THE BLIND DEVELOPMENT CENTRE 2125 HOPE FOR THE NATIONS KENYA 2126 HOPE FOR THE ORPHANS INTERNATIONAL 2127 HOPE FOR VICTORIA CHILDREN 2128 HOPE FOR WOMEN NETWORK 2129 HOPE FOR WOMEN ORPHANS AND DISADVANTAGED PEOPLE INITIATIVE 2130 HOPE IN LIFE INTERNATIONAL 2131 HOPE KENYA PROGRAMME 2132 HOPE LIFE INTERNATIONAL (HILI) 2133 HOPE OF GRACE INTERNATIONAL 2134 HOPE ON AFRICA PROGRAMME 2135 HOPE POVERTY ERADICATION ORGANISATION 2136 HOPE RELIEF FOUNDATION 2137 HOPE RESTORATION TEAM 2138 HOPE VALLEY FAMILY INSTITUTE 2139 HOPE WOMEN GROUP AND CHILDREN'S CENTRES 2140 HOPE WORLDWIDE KENYA 2141 HOPESTAR FAMILY ORGANISATION 2142 HORBINGERS BIBLE AND MISSION TRAINING INSTITUTE 2143 HORIZON HOPE NETWORK 2144 HORN AID - KENYA 2145 HORN OF AFRICA COMMUNITY BASED HEALTH PROJECT 2146 HORN OF AFRICA DEVELOPMENT INITIATIVE 2147 HORN OF AFRICA PASTORALIST POLICY AND PEACE INTERACTION 2148 HORN OF AFRICA RELIEF & DEVELOPMENT AGENCY 2149 HORN OF AFRICA RELIEF AND DEVELOPMENT ORGANISATION 2150 HORN RELIEF 2151 HOSANNA MISSION INTERNATIONAL FOUNDATION IN KENYA 2152 HOSPITAL WASTE DISPOSAL 2153 HOUSE OF GRACE ORGANIZATION 2154 HOUSE OF HOPE CARE HERBAL ORGANIZATION 2155 HOUSE OF NANNY 2156 HOUSEHOLD LIVELIHOOD INITIATIVE SUPPORT SERVICES 2157 HOUSING SUPPORT KENYA 2158 HUDUMA CHARITY FOUNDATION 2159 HUMAN ACTION FOR DEVELOPMENT INITIATIVE 2160 HUMAN APPEAL INTERNATIONAL (HAI) (KENYA) 2161 HUMAN CENTER OF KENYA 2162 HUMAN QUALITY ASSESSMENT SERVICES 2163 HUMAN RIGHTS AND ENVIRONMENTAL CONSERVATION IN KENYA 2164 HUMAN RIGHTS INITIATIVE FOR WOMEN LIVING WITH HIV/AIDS IN KENYA 2165 HUMANIST CENTER OF KENYA 2166 HUMANITAIRES SANS FRONTIERES 2167 HUMANITARIAN AID & DEVELOPMENT ORGANIZATION 2168 HUMANITARIAN AID AND DEVELOPMENT ORGANIZATION- KENYA CHAPTER 2169 HUMANITARIAN ASSISTANCE FOR SOUTH SUDAN

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2170 HUMANITARIAN DEVELOPMENT ORGANIZATION INC 2171 HUMANITARIAN INTERNATIONAL VOLUNTARY ASSOCIATION 2172 HUMANITARIAN ORGANIZATION FOR BETTER HEALTH 2173 HUMANITE AFRIQUE 2174 HUMANITY DEVELOPMENT AGENCY 2175 HUMANITY FOR ORPHANS ,YOUTH AND WIDOWS INITIATIVES KENYA 2176 HUMBLE ENTERPRISE INTEGRATED PROGRAMME(HEIP) 2177 HUMBLE HEART DEVELOPMENT PROGRAMME 2178 HURUMA CARE CENTRES 2179 HURUMA INTEGRATED CHILD PROGRAMME 2180 I - LINK COMMUNITY SERVICES ORGANIZATION 2181 I CHOOSE LIFE - AFRICA 2182 IDA (WOMEN DEVELOPMENT ORGANIZATION) 2183 IDEAL EDUCATIONAL COUNSELING CENTER 2184 IDEAS RESEARCH AND MANAGEMENT ASSISTANCE 2185 IGNITE THE ORPHAN - AFRICA 2186 IIA-ITUNE COMMUNITY DEVELOPMENT AND CHILD SPONSORSHIP ORGANIZATION 2187 IKOCODO COMMUNITY DEVELOPMENT ORGANISATION 2188 IKUMBI DEVELOPMENT ORGANIZATION NETWORK 2189 ILIMA ORGANIZATION 2190 ILKERIN LOITA INTEGRAL DEVELOPMENT PROGRAMME 2191 ILLARAMATAK LE-IMPUSEL ( AMBOSELI PASTORALIST COMMUNITY DEVELOPMENT INITIATIVE 2192 ILONGO WESTERN NURSERY ORGANISATION 2193 I'M WORTH DEFENDING 2194 IMA WORLD HEALTH 2195 IMAGINE NETWORK, INC 2196 IMANI - AFRICA COMMUNITIES DEVELOPMENT AGENCY 2197 IMANI AGAPE VOICE OF HOPE 2198 IMANI RECREATIONAL CENTRE 2199 IMANI REHABILITATION AGENCY 2200 IMARISHA RIGHTS CENTRE 2201 IMBAKO PUBLIC HEALTH, INC 2202 IMBELI SOCIO - ECONOMIC CONVENTION 2203 IMMANUEL YOUTH SERVICES CENTRE 2204 IMPACT IN HEALTH 2205 IMPACT ON THE FAMILY - INTERNATIONAL 2206 IMPROVE RURAL KENYA SERVICES 2207 IMPROVE YOUR BUSINESS KENYA 2208 IMPROVEMENT SANITATION FOR COMMUNITY DEVELOPMENT 2209 INADA LANGE FOUNDATION FOR AIDS RESEARCH - KENYA 2210 INADES FORMATION INTERNATIONAL- KENYA OFFICE 2211 INDEGENOUS INFORMATION NETWORK 2212 INDEPENDENT MEDICO-LEGAL UNIT 2213 INDIANA INSTITUTE FOR GLOBAL HEALTH - KENYA 2214 INDIGENOUS DEVELOPMENT PARTNERS 2215 INDIGENOUS MEDICINAL PLANTS, USES AND CONSERVATIONS INITIATIVE 2216 INDIGENOUS PEOPLE AID (IPA) 2217 INDIGENOUS COMMUNITIES COMMUNICATION SUPPORT 2218 INFORM INTERNATIONAL

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2219 INFORMAL SECTOR DEVELOPMENT ASSISTANCE 2220 INFORMATION CENTRE FOR SOCIAL REALITIES 2221 INFORMATION COMMUNICATIONS TECHNOLOGY FOR AFRICA 2222 INFORMATION INITIATIVE FOR DEVELOPMENT 2223 INFORMATION RESEARCH AND COMMUNICATION CENTRE (IRACC) 2224 INFORMATION TECHNOLOGY INITIATIVE 2225 INGENIERIA SIN FRONTERAS ANDALUCIA (ENGINEERING WITHOUT BORDERS ANDALUCIA) 2226 INITIATIVE FOR ADVANCEMENT OF CHILDREN AND WOMEN RIGHTS 2227 INITIATIVE FOR AFRICAN GIRL CHILD 2228 INITIATIVE FOR ALLEVIATION OF RURAL POVERTY ORGANIZATION 2229 INITIATIVE FOR CHILD SURVIVAL 2230 INITIATIVE FOR COMMUNITY EMPOWERMENT AND DEVELOPMENT 2231 INITIATIVE FOR GENDER DEVELOPMENT AND CAPACITY BUILDING 2232 INITIATIVE FOR LEARNING DISABILITIES KENYA 2233 INITIATIVE FOR NATIONAL STRATEGIC TECHNORESOURCE PROGRAMME - KENYA 2234 INITIATIVE FOR RURAL EDUCATION TRAINING AND DEVELOPMENT (IFRETAD) 2235 INITIATIVE FOR TRANSFORMATIONAL COMMUNITY DEVELOPMENT IN AFRICA 2236 INITIATIVES FOR BUTERE DEVELOPMENT 2237 INITIATIVES FOR COMMUNITY DEVELOPMENT OF EAST AFRICAN 2238 INITIATIVES FOR DEVELOPMENT OF EAST AFRICAN REGION 2239 INITIATIVES IN COMMUNITY EMPOWERMENT FOR HEALTH AND DEVELOPMENT 2240 INITIATIVES IN REPRODUCTIVE HEALTH 2241 INNOVATION IN COMMUNITY DEVELOPMENT AGENCY 2242 INNOVATIONS INTERNATIONAL 2243 INNOVATIVE COMMUNICATIONS SYSTEMS 2244 INNOVATIVE DEVELOPMENT APPROACH CENTRE 2245 INSIDE OUT LEARNING ORGANIZATION 2246 INSPIRED PASTORALIST INITIATIVES 2247 INSTITUTE FOR SOCIAL RESEARCH AND COMMUNITY DEVELOPMENT 2248 INSTITUTE FOR AFRICAN DEVELOPMENT 2249 INSTITUTE FOR CANCER AWARENESS AND RESEARCH 2250 INSTITUTE FOR CIVIC AFFAIRS AND DEVELOPMENT 2251 INSTITUTE FOR CULTURE AND ECOLOGY 2252 INSTITUTE FOR DEMOCRACY AND GOVERNANCE 2253 INSTITUTE FOR DEVELOPMENT AND WELFARE SERVICES 2254 INSTITUTE FOR EDUCATION CIVIC AFFAIRS AND SOCIAL DEVELOPMENT 2255 INSTITUTE FOR HABITAT AND HOUSING RESEARCH 2256 INSTITUTE FOR HUMAN SECURITY 2257 INSTITUTE FOR INTERNATIONAL DEVELOPMENT 2258 INSTITUTE FOR PEACE DEVELOPMENT AND INNOVATION 2259 INSTITUTE FOR POLICY ADVOCACY 2260 INSTITUTE FOR RURAL DEVELOPMENT 2261 INSTITUTE FOR SOCIAL RESEARCH AND COMMUNITY DEVELOPMENT 2262 INSTITUTE FOR SUSTAINABLE COMMODITIES IN KENYA 2263 INSTITUTE OF AFRICAN DEVELOPMENT AND CULTURAL PERSPECTIVES 2264 INSTITUTE OF CAPACITY DEVELOPMENT 2265 INSTITUTE OF CULTURAL AFFAIRS IN KENYA

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2266 INSTITUTE OF DEVELOPMENT 2267 INSTITUTE OF DEVELOPMENT RESEARCH AND ADVOCACY 2268 INSTITUTE OF EDUCATION FOR DISABLED PEOPLE 2269 INSTITUTE OF MANAGEMENT OF DEVELOPMENT 2270 INSTITUTE OF PARTICIPATORY DEVELOPMENT 2271 INSTITUTE OF PEACE STUDIES 2272 INTEGRATED AID FOR SUDANESE STUDENTS 2273 INTEGRATED COMMUNITY INITIATIVE 2274 INTEGRATED COMMUNITY VOLUNTARY DEVELOPMENT PROGRAM OF KENYA 2275 INTEGRATED CO-OPERATIVE SERVICES NETWORK 2276 INTEGRATED DEVELOPMENT AFRICA PROGRAMME 2277 INTEGRATED DEVELOPMENT AND RESEARCH IN RURAL AREAS OF KENYA 2278 INTEGRATED DEVELOPMENT FACILITY 2279 INTEGRATED FISHERIES RESEARCH ORGANISATION 2280 INTEGRATED FUNCTIONAL EDUCATION FOR PASTORAL COMMUNITIES 2281 INTEGRATED INTERVENTIONS TO ALLEVIATE POVERTY IN KENYA 2282 INTEGRATED MEDICAL SERVICES 2283 INTEGRATED MICRO ENTERPRISE DEVELOPMENT PROGRAMME 2284 INTEGRATED PARTNERSHIPS FOR COMMUNITY PROSPERITY 2285 INTEGRATED PASTORALIST ASSISTANCE AND DEVELOPMENT 2286 INTEGRATED RELIEF AND RURAL DEVELOPMENT ORGANIZATION 2287 INTEGRATED RURAL AND URBAN COMMUNITY REBUILDERS 2288 INTEGRATED RURAL GROWTH INITIATIVES 2289 INTEGRATED SOCIAL - ECONOMIC RECOVERY - KENYA 2290 INTEGRATED SUPPORT CENTRE FOR DISADVANTAGED 2291 INTEGRATED WOMEN EMPOWERMENT DEVELOPMENT ORGANIZATION 2292 INTEGRATED WOMEN EMPOWERMENT PROGRAMME 2293 INTEGRITY DEVELOPMENT ORGANIZATION 2294 INTELIFE AID KENYA 2295 INTER - CULTURAL PEACE FOUNDATION 2296 INTER COMMUNITY NETWORK 2297 INTER GENERATION COMMUNITY ORGANIZATION 2298 INTERACTIVE VOLUNTARY DEVELOPMENT NETWORK 2299 INTER-CHRISTIAN FELLOWSHIP EVANGELICAL MISSION 2300 INTER-COLLEGE ENVIRONMENTAL DEVELOPMENT AND CO-ORDINATION 2301 INTER-COMMUNITY ORGANISATION FOR REHABILITATION AND DEVELOPMENT (COMORAD - SOMALIA) 2302 INTERCONTINENTAL CHARITY ORGANIZATION 2303 INTEGRATED CO-OPERATIVE SERVICES NETWORK 2304 INTEGRATED DEVELOPMENT FACILITY 2305 INTEGRATED DEVELOPMENT FOR ENTREPRENEURSHIP AND SUSTAINABILITY 2306 INTEGRATED FUNCTIONAL EDUCATION 2307 INTEGRATED HEALTH CONCERN SUPPORT 2308 INTEGRATED HEALTH SERVICES 2309 INTEGRATED PROGRAMME ON HIV/AIDS IN KENYA 2310 INTEGRATING DEVELOPMENT TOWARDS GUIDED PARENTHOOD 2311 INTERLIFE AID - KENYA 2312 INTERLINK CARE 2313 INTERMEDIATE INTERVENTIONS FOR DEVELOPMENT 2314 INTERNAL DISPLACEMENT POLICY AND ADVOCACY CENTRE 2315 INTERNATIONAL ASSOCIATION FOR THE PROTECTION OF MARGINALIZED

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CHILDREN 2316 INTERNATIONAL ACTION FOR COMMUNITY 2317 INTERNATIONAL AID FOR KENYA 2318 INTERNATIONAL AID SERVICES - SWEDEN 2319 INTERNATIONAL ASSOCIATION FOR THE MARGINALIZED CHILDREN 2320 INTERNATIONAL ASSOCIATION FOR THE PROTECTION OF MARGINALIZED CHILDREN 2321 INTERNATIONAL BAPTIST MISSIONS 2322 INTERNATIONAL BIBLE SOCIETY EAST AFRICA 2323 INTERNATIONAL BIOMEDICAL RESEARCH IN AFRICA 2324 INTERNATIONAL BOUW ORDER (INTERNATIONAL BULLING COMPANIONS) 2325 INTERNATIONAL CENTER FOR COMMUNITY AID AND DEVELOPMENT 2326 INTERNATIONAL CENTER FOR DEVELOPMENT AND RESEARCH 2327 INTERNATIONAL CENTRE FOR CARBON TRADING AND FOREST MANAGEMENT 2328 INTERNATIONAL CENTRE FOR ENVIRONMENTAL MANAGEMENT 2329 INTERNATIONAL CENTRE FOR ENVIRONMENTAL SOCIAL AND POLICY STUDIES 2330 INTERNATIONAL CENTRE FOR HEALTH INTERVENTIONS AND RESEARCH IN AFRICA 2331 INTERNATIONAL CENTRE FOR PARTICIPATORY HEALTH AND ENVIRONMENT RESEARCH 2332 INTERNATIONAL CENTRE FOR PEACE AND CONFLICT RECONCILIATION INITIATIVE FOR AFRICA 2333 INTERNATIONAL CENTRE FOR PEACE, SECURITY AND CONFLICT RESOLUTION STUDIES 2334 INTERNATIONAL CENTRE FOR REPRODUCTIVE HEALTH 2335 INTERNATIONAL CENTRE FOR SUSTAINABLE LIVELIHOOD 2336 INTERNATIONAL CHARITY ASSOCIATION NETWORK - KENYA 2337 INTERNATIONAL CHILD RESOURCE INSTITUTE- AFRICA 2338 INTERNATIONAL CHILD SUPPORT 2339 INTERNATIONAL CHILDREN MISSION 2340 INTERNATIONAL CHILDREN AND HEALTH DEVELOPMENT CENTRE 2341 INTERNATIONAL CHRISTELIJK STEUFONDS (ICS) 2342 INTERNATIONAL CHRISTIAN MINISTRIES 2343 INTERNATIONAL CO - OPERATION FOR INTEGRATED RURAL DEVELOPMENT 2344 INTERNATIONAL COFFEE AND TEA DEVELOPMENT INSTITUTE 2345 INTERNATIONAL COMMITTEE FOR THE DEVELOPMENT OF PEOPLE 2346 INTERNATIONAL COMMUNITY ASSISTANCE ORGANISATION (ICAO) 2347 INTERNATIONAL COMMUNITY FOR THE RELIEF OF STARVATION AND SUFFERING 2348 INTERNATIONAL CONSORTIUM OF COMMUNITY BASED 2349 INTERNATIONAL CO-OPERATION FOR INTEGRATED RURAL DEVELOPMENT (CIDRI) 2350 INTERNATIONAL COUNCIL OF AFRICAN MUSEUMS 2351 INTERNATIONAL DE MINING PROGRAMME 2352 INTERNATIONAL DEVELOPMENT AND PEACE ORGANIZATION 2353 INTERNATIONAL DEVELOPMENT AND RELIEF BOARD 2354 INTERNATIONAL DEVELOPMENT PARTNERS, KENYA 2355 INTERNATIONAL DEVELOPMENT PROJECTS 2356 INTERNATIONAL DISPENSARY ASSOCIATION 2357 INTERNATIONAL DRUG ABUSE AWARENESS ORGANIZATION

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2358 INTERNATIONAL EDUCATION AND RESOURCE - NEST ORGANIZATION (KENYA) 2359 INTERNATIONAL EDUCATION AND SPORTS CONSULTANTS 2360 INTERNATIONAL EDUCATIONAL CONSULTANCY 2361 INTERNATIONAL ENVIRONMENTAL ORGANISATION 2362 INTERNATIONAL EXECUTIVE SERVICE CORPS 2363 INTERNATIONAL FAITH REHABILITATION DEVELOPMENT PROGRAMME 2364 INTERNATIONAL FELLOWSHIP - KENYA 2365 INTERNATIONAL FELLOWSHIP-KENYA 2366 INTERNATIONAL FRIENDS OF CHILDREN HEALTH CARE ORGANISATION 2367 INTERNATIONAL GROUP FOR RELIEF AND DEVELOPMENT ORGANISATION(IGREDO) 2368 INTERNATIONAL HUMANITY FOUNDATION (IHF) 2369 INTERNATIONAL INSTITUTE FOR GENDER AND COMMUNITY DEVELOPMENT 2370 INTERNATIONAL INSTITUTE OF CONSTITUTIONAL AND PARLIAMENTARY STUDIES AND TRAINING 2371 INTERNATIONAL INSTITUTE OF RURAL RECONSTRUCTION-AFRICA REGIONAL 2372 INTERNATIONAL ISLAMIC RELIEF ORGANISATION 2373 INTERNATIONAL LEADERSHIP INSTITUTE 2374 INTERNATIONAL LIFE SUPPORT ORGANIZATION 2375 INTERNATIONAL MEDICAL COLLABORATION UNIT KENYA 2376 INTERNATIONAL MEDICAL CORPS 2377 INTERNATIONAL MEDICAL RELIEF ORGANISATION 2378 INTERNATIONAL MISSIONS ORGANIZATION OF KENYA 2379 INTERNATIONAL MULTI-PURPOSE PROGRAMME 2380 INTERNATIONAL NETWORK FOR AIDS CHILDREN 2381 INTERNATIONAL NOMADIC INTEGRATED DEVELOPMENT AND RESEARCH ORGANIZATION 2382 INTERNATIONAL ORGANIZATION FOR DEVELOPMENT 2383 INTERNATIONAL ORGANIZATION FOR ENVIRONMENTAL RESOURCES 2384 INTERNATIONAL PARTNERS IN MISSION 2385 INTERNATIONAL PEACE BUILDING ALLIANCE 2386 INTERNATIONAL PEACE INITIATIVES 2387 INTERNATIONAL POVERTY ILLITERACY DISEASES ERADICATION AND DEVELOPMENT ORG 2388 INTERNATIONAL PRIME SERVICES ORGANIZATION 2389 INTERNATIONAL PRISONERS RELIEF ORGANIZATION 2390 INTERNATIONAL PROGRAMME FOR PRESERVATION OF A SERENE ENVIRONMENT 2391 INTERNATIONAL RELIEF FRIENDSHIP FOUNDATION 2392 INTERNATIONAL REPUBLICAN INSTITUTE 2393 INTERNATIONAL RESCUE COMMITTEE 2394 INTERNATIONAL RESOURCE GROUP FOR HORN OF AFRICA 2395 INTERNATIONAL RESOURCE INSTITUTE FOR DEVELOPMENT ECUMENISM 2396 INTERNATIONAL RESTORATION ORGANIZATION 2397 INTERNATIONAL SOCIO-MEDICAL CHILDREN'S SUPPORT SERVICES 2398 INTERNATIONAL SOMALI PEACE AND DEVELOPMENT RESEARCH PROJECT 2399 INTERNATIONAL SOMALIA REHABILITATION ASSOCIATION 2400 INTERNATIONAL SUPPORT SERVICES 2401 INTERNATIONAL VICTIMS RECOVERY FOUNDATION 2402 INTERNATIONAL WATER PROJECT

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2403 INTERNATIONAL WIDOWS AND ORPHANS WELFARE SOCIETY OF KENYA 2404 INTERNATIONAL WOMEN AND CHILDREN REHABILITATION CENTRE 2405 INTERNATIONAL YOUTH EMPOWERMENT CENTER 2406 INTERNATIONAL YOUTH FELLOWSHIP - KENYA 2407 INTERRELIGIOUS AND INTERNATIONAL FEDERATION FOR WORLD PEACE 2408 INTERSOS KENYA 2409 INTER-URBAN COMMUNITY INITIATIVES 2410 INTERVIDA - KENYA 2411 INTEX WELFARE FOUNDATION 2412 INTO ABBAS ARMS 2413 INTO ABBA'S ARMS 2414 INTRA ANGLOPHONE REGIONAL OFFICE 2415 INTRA RURAL DEVELOPMENT ORGANISATION INTERNATIONAL (ITRUDOH) 2416 INTRAHEALTH INTERNATIONAL 2417 INUA MAISHA ORGANIZATION 2418 INUA VIJANA RESOURCE CENTRE 2419 INUKA KENYA 2420 INUKA TUSAIDIANE ORGANIZATION 2421 IPAS AFRICA ALLIANCE 2422 ISLAMIC AFRICAN RELIEF AGENCY 2423 ISLAMIC CALL WELFARE 2424 ISLAMIC DEVELOPMENT 2425 ISLAMIC FOUNDATION 2426 ISLAMIC RELIEF - KENYA 2427 ISLANDERS INITIATIVES SUPPORT GROUP 2428 ISUKHA CULTURAL DEVELOPMENT ORGANIZATION 2429 ISUKHA HERITAGE ORGANISATION 2430 ITALIAN AGENCY FOR THE DEVELOPMENT AND ASSISTANCE TO NEW SUDAN 2431 ITETCHI MICRO-FINANCE AND DEVELOPMENT 2432 IYALE VOCATIONAL TRAINING CENTRE 2433 JABALI DEVELOPMENT ORGANIZATION 2434 JAHE MENTAL HEALTH AND HIV/AIDS 2435 JAMI IYATU TAALIMIL QURAN 2436 JAMII DEVELOPMENT INITIATIVE 2437 JAMII RESTORATION CENTRE (JAMREC) 2438 JAMII ZETU AFRICA(JAZA) 2439 JAMIIYATU TAALIMIL QUR'AN 2440 JAPAN WILDLIFE CENTRE AFRICA 2441 JARIBU AGENTS FOR DEVELOPMENT FORUM 2442 JAWABU ARK CENTRE 2443 JIFAHAMU KENYA FOUNDATION 2444 JIJENGE SKILLS AND LIVELIHOOD ORGANIZATION 2445 JIKINGE ORGANIZATION 2446 JIMUDU KENYA 2447 JIPE MOYO INITIATIVE 2448 JISAIDIE DEVELOPMENT NETWORK 2449 JISAIDIE ENVIRONMENTAL DEVELOPMENT AGENCY 2450 JITEGEE CHILDREN‟S PROGRAMME 2451 JITEGEMEE CHILDREN PROGRAM 2452 JITEGEMEE KENYA 2453 JITEGEMEE KENYA ORGANIZATION

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2454 JITEGEMME ECONOMIC EMPOWERMENT PROGRAMME 2455 JITOLEE - EAST AFRICAN VOLUNTEERING 2456 JIWEZE IMPROVED PRODUCTIVITY PROGRAMME 2457 JIWEZE WOMEN DEVELOPMENT PROGRAMME 2458 JOHERA COMMUNITY AIDS AWARENESS PROGRAMME 2459 JOINT EPILEPSY FOUNDATION 2460 JORDAN RIVER KENYA INTERNATIONAL 2461 JOTO PROJECT INITIATIVE 2462 JOWAKA RURAL COMMUNITY DEVELOPMENT INITIATIVE 2463 JOY BRINGERS INTERNATIONAL 2464 JOY CHILDREN EDUCATION AND DEVELOPMENT PROGRAMME 2465 JOY FOR EVERYBODY FOUNDATION KENYA 2466 JOY HOMES AFRICA SERVICES 2467 JOY HOUSE OF REFUGEE INC 2468 JOY OF FRIENDSHIP FOR CHILDREN PROGRAMME 2469 JOY VISION FOR YOUTH AND CHILDREN INTERNATIONAL 2470 JOY BELLS MEDICARE ORGANIZATION 2471 JUBALANDESE CHARITY CENTRE 2472 JUBBALANDESE CHARITY CENTRE 2473 JUJA CONSTITUENCY DEVELOPMENT INITIATIVE 2474 JULIKEI INTERNATIONAL WOMEN AND YOUTH AFFAIRS 2475 JUMBA LA TUMAINI 2476 JUMUIKA EMPOWERMENT PROGRAMME 2477 JUNGA MTOTO SHIRIKISHO LA WAMAMA 2478 JUST ONE PERSON (JOP) KENYA 2479 JUST SAY NO TO DRUGS ORGANISATION 2480 JUSTICE FOR MALES FEDERATION 2481 KABARNET COMMUNITY DEVELOPMENT PROGRAM 2482 KAGIRA HEALTH EDUCATION AND WELFARE MISSION 2483 KAIGAI COMMUNITY DEVELOPMENT PROGRAMME 2484 KAJIADO DISTRICT DEVELOPMENT ORGANIZATION 2485 KAKAMEGA DAY - CARE AND EDUCATION TRAINING CENTRE 2486 KAKAMEGA DEVELOPMENT CENTRE 2487 KAKAMEGA FOREST CONSERVATION SCHOOLS' NETWORK 2488 KAKAMEGA NATURAL FOREST AND RESOURCES CONSERVATION ORGANIZATION 2489 KAKIRI EDUCATION SUPPORT ORGANIZATION 2490 KAKUMA INTEGRATED DEVELOPMENT ORGANISATION 2491 KALYET WOMEN GROUP 2492 KAMKUNJI JUA KALI PRODEMA ORGANISATION 2493 KANAANI WIDOW AND ORPHANS CARETAKERS 2494 KANYADIETO REHABILITATION 2495 KAPSABET INITIATIVE FOR DEVELOPMENT AND CONSERVATION 2496 KARAMOJA CLUSTER PEACE AND DEVELOPMENT ORGANIZATION 2497 KARIBUNI - KENYA 2498 KARIBUNI KENYA INTERNATIONAL 2499 KARIMA WOMEN EMPOWERMENT PROGRAMME 2500 KARIOBANGI DEVELOPMENT AGENCY OF KENYA (KDAK) 2501 KARIOBANGI LIGHT INDUSTRY YOUTH TRAINING CENTRE ORGANIZATION 2502 KARIOBANGI LIGHT INDUSTRY YOUTH TRAINING CENTRE PROGRAMME 2503 KASARANI DEVELOPMENT ORGANIZATION (KADO)

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2504 KASASI INTEGRATED COMMUNITY DEVELOPMENT 2505 KASEI COMMUNITY INTEGRATED ORGANISATION 2506 KASARANI DEVELOPMENT ORGANIZATION 2507 KATOLO MATERNAL AND CHILD WELFARE ORGANIZATION 2508 KATUMO INTERNATIONAL FOUNDATION 2509 KAURIONG COMMUNITY INTEGRATED PROJECT 2510 KAY CARE NETWORK 2511 KAZI MASHAMBANI DEVELOPMENT PROGRAMME 2512 KEEPING ALIVE SOCIETIES' HOPE 2513 KEHACHA COMMUNITY EDUCATION DEVELOPMENT 2514 KEHANCHA COMMUNITY EDUCATION DEVELOPMENT ORGANIZATION 2515 KEINA DEVELOPMENT ORGANISATION AND ENTREPRENEURSHIP (K'DOE) 2516 KEIYO DEVELOPMENT SUPPORT PROGRAMME 2517 KEIYO, UASIN GISHU, NANDI COMMUNITIES HEALTH FOUNDATION 2518 KELMO RURAL DEVELOPMENT PROGRAMME (KELMORDEP) 2519 KEMAR RELIEF AND DEVELOPMENT ORGANIZATION 2520 KEMERA LOCATION DEVELOPMENT NETWORK 2521 KEMOMO FOUNDATION 2522 KEN AFRIC FOUNDATION 2523 KEN-AFRIC CHARITABLE ORGANIZATION 2524 KENIA - HILFE BUXHEIM E.V 2525 KENIA KINDER HILFE (KENYA CHILDREN HELP) 2526 KENSUDAN YOUTH FOR PEACE AND DEVELOPMENT AGENCY 2527 KENYA ACORN PROJECT 2528 KENYA ADULT EDUCATION ASSOCIATION 2529 KENYA ADULT LEARNERS ASSOCIATION 2530 KENYA ADVENTIST YOUTH AGENCY 2531 KENYA AGAINST CORRUPTION 2532 KENYA AGENCY FOR THE DEVELOPMENT ARID LAND (KADAL) 2533 KENYA AGRICULTURAL PROMOTION FOR POVERTY ALLEVIATION (KAPPA) 2534 KENYA AIDS AND DRUGS ALLIANCE 2535 KENYA AIDS EDUCATION AND TRAINING 2536 KENYA AIDS INTERVENTION PREVENTION PROJECT GROUP 2537 KENYA AIDS NGOS CONSORTIUM 2538 KENYA AIDS ORPHANS RESCUE ORGANIZATION 2539 KENYA AIDS PRIMACY PREVENTION SOCIETY 2540 KENYA AIDS REFRAIN TEAM 2541 KENYA AIDS VACCINE INITIATIVE 2542 KENYA AIDS WATCH INSTITUTE 2543 KENYA AIDS/DRUGS INTEGRATED PROGRAMME 2544 KENYA ALLIANCE FOR ADVANCEMENT OF CHILDREN 2545 KENYA ALLIANCE FOR COMMUNAL CO-EXISTENCE AND DEVELOPMENT 2546 KENYA AMKA INITIATIVE 2547 KENYA ANGLICAN CHARITIES INC USA 2548 KENYA ANTI-AIDS FOUNDATION 2549 KENYA ARID REGIONS CHILDREN FUND 2550 KENYA ARTISANAL FISHERY DEVELOPMENT NETWORK 2551 KENYA ASSOCIATION FOR THE INTELLECTUALLY HANDICAPPED 2552 KENYA ASSOCIATION FOR THE WELFARE OF PEOPLE WITH EPILEPSY 2553 KENYA ASSOCIATION OF PROFESSIONAL COUNSELORS (KAPC) 2554 KENYA ATHLETIC STAR SEARCH ORGANIZATION

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2555 KENYA BASIC SUPPORT FOUNDATION 2556 KENYA BOOK FOUNDATION 2557 KENYA BREAST HEALTH PROGRAMME 2558 KENYA BUSINESS AND PROFESSIONAL WOMEN‟S CLUB 2559 KENYA BUSINESS DEVELOPMENT SERVICES PROGRAMME 2560 KENYA CANADA PAMOJA FOUNDATION 2561 KENYA CANADIAN HARAMBEE EDUCATION ORGANISATION 2562 KENYA CENTER FOR ENVIRONMENTAL PROTECTION AND AGRO- AQUACULTURE 2563 KENYA CENTER FOR INTENSIVE FARMING 2564 KENYA CENTRE FOR CO-OPERATIVE MANAGEMENT INTERNATIONAL 2565 KENYA CENTRE FOR ENVIRONMENT PROTECTION AND AGRO- AQUACULTURE 2566 KENYA CENTRE FOR INFORMAL SECTOR PROMOTION 2567 KENYA CHANGE AGENT 2568 KENYA CHILD AND FAMILY DEVELOPMENT ORGANISATION (KECFADO) 2569 KENYA CHILDREN TRUST FUND 2570 KENYA CHRISTIAN INDUSTRIAL TRAINING INSTITUTE (KCITI) 2571 KENYA COMMERCIAL INSECT DEVELOPMENT ORGANIZATION 2572 KENYA COMMUNITY BASED HEALTH FINANCING ASSOCIATION 2573 KENYA COMMUNITY DATABASE PROGRAMME 2574 KENYA COMMUNITY HEALTH NETWORK 2575 KENYA COMMUNITY RESOURCE INITIATIVE 2576 KENYA COMMUNITY SUPPORT CENTER 2577 KENYA CONNECT 2578 KENYA CONSORTIUM TO FIGHT AIDS, TUBERCULOSIS AND MALARIA 2579 KENYA CONSUMERS' ORGANIZATION 2580 KENYA DEBT RELIEF NETWORK 2581 KENYA DISABLED PERSONS PROGRAMME 2582 KENYA DISASTER CONCERN 2583 KENYA DISTRESS RELIEF PROGRAMME 2584 KENYA DRUG EDUCATION PROGRAMME 2585 KENYA DRUG FREE COMMUNITIES NETWORK 2586 KENYA DRUG/SUBSTANCE ABUSE CONSORTIUM 2587 KENYA DYKES AND RAIN HARVESTERS 2588 KENYA EAR FOUNDATION 2589 KENYA ECOLOGICAL AND CULTURAL ORGANIZATION 2590 KENYA ECONOMIC PASTORALIST DEVELOPMENT ORGANIZATION 2591 KENYA ECO-VILLAGES PROGRAMME 2592 KENYA EDUCATION & DEVELOPMENT ORGANIZATION 2593 KENYA EDUCATION COMMUNICATION AND ECONOMIC EMPOWERMENT 2594 KENYA EDUCATION PARTNERSHIPS 2595 KENYA EDUCATION PROJECT 2596 KENYA E-GOVERNANCE AND E- CONTENT BACKBONE 2597 KENYA EMERGENCY RESCUE OPERATIONS 2598 KENYA ENTREPRENEURSHIP PROMOTION PROGRAMME 2599 KENYA ENTERPRISE DEVELOPMENT SERVICES CENTRE 2600 KENYA ENTERPRISE OPPORTUNITY 2601 KENYA ENTERPRISE SERVICES AND RESOURCE CENTRE 2602 KENYA ENTREPRENEURIAL DEVELOPMENT ORGANIZATION 2603 KENYA ENTREPRENEURSHIP IMPROVEMENT ORGANIZATION 2604 KENYA ENVIRONMENT CONSERVATION

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2605 KENYA ENVIRONMENTAL AND DEVELOPMENT INITIATIVES 2606 KENYA ENVIRONMENTAL AND PASTORALIST INTEGRATED DEVELOPMENT INITIATIVE PROGRAMME 2607 KENYA ENVIRONMENTAL AND PASTORALISTS INTEGRATED DEVELOPMENT 2608 KENYA EVANGELICAL RURAL & URBAN DEVELOPMENT OUTREACH 2609 KENYA FAMILY DEVELOPMENT FOUNDATION 2610 KENYA FEMALE ADVISORY ORGANISATION 2611 KENYA FOUNDATION FOR YOUTH & WOMEN PROGRAMMES 2612 KENYA FRIENDS FOR THE NEEDY 2613 KENYA FRIENDS OF DEVELOPMENT 2614 KENYA GATSBY TRUST 2615 KENYA GLIMMER OF HOPE FOUNDATION 2616 KENYA GOOD NEIGHBORS 2617 KENYA GOOD SAMARITAN WOMEN PROGRAMME 2618 KENYA GRAND LODGE OF INTERNATIONAL ORGANISATION OF GOOD TEMPLARS 2619 KENYA GRANDMOTHERS CARE GIVERS NETWORK 2620 KENYA HEART AND LUNG RESEARCH CENTRE 2621 KENYA HIGH YIELD FARMERS FOUNDATION 2622 KENYA HIV/AIDS PRIVATE SECTOR FORUM 2623 KENYA HOPE ORGANIZATION 2624 KENYA HUMAN RIGHTS COMMISSION 2625 KENYA HUMAN SERVICE DEVELOPMENT PROGRAMME 2626 KENYA INITIATIVE FOR DEVELOPMENT 2627 KENYA INSTITUTE OF ORGANIC FARMING 2628 KENYA INSTITUTE OF URBAN SOLID WASTE MANAGEMENT 2629 KENYA INTEGRATED AGRICULTURAL DEVELOPMENT INITIATIVES 2630 KENYA INTER RELIGIOUS AIDS CONSORTIUM (KIRAC) 2631 KENYA UNDERDEVELOPMENT INITIATIVE INTERNATIONAL 2632 KENYA INTEGRATED PROGRAM FOR DISABLED PERSONS 2633 KENYA INTERNATIONAL DEVELOPMENT ORGANISATION 2634 KENYA INTERNATIONAL DEVELOPMENT ORGANISATION(KIDO) 2635 KENYA KIDS LEARNING CENTRE 2636 KENYA LEGAL AND ETHICAL ISSUES NETWORK ON HIV/AIDS 2637 KENYA LITERACY DECADE NETWORK 2638 KENYA MANAGEMENT ASSISTANCE PROGRAMME (K-MAP) 2639 KENYA MEDICAL WOMEN'S ASSOCIATION 2640 KENYA MICRO - FINANCE ASSISTANCE PROGRAMME 2641 KENYA MICRO FINANCE ASSISTANCE 2642 KENYA MICRO-ENTERPRISE PROMOTION PROGRAMME 2643 KENYA MISSION OF WORLD PRESBYTERIAN 2644 KENYA MUNICIPALITIES INFRASTRUCTURES AND INVESTMENTS 2645 KENYA MUSLIM CHARITABLE SOCIETY 2646 KENYA NATIONAL ASSOCIATION FOR RURAL DEVELOPMENT 2647 KENYA NATIONAL COUNCIL OF TRADITIONAL PRACTICES 2648 KENYA NATIONAL DEAF HIV/AIDS EDUCATION PROGRAMME 2649 KENYA NATIONAL OUTREACH, COUNSELING AND TRAINING PROGRAM 2650 KENYA NATIONAL SELF HELP NETWORK ORGANISATION 2651 KENYA NATIONAL SLUM PEOPLES ORGANISATION 2652 KENYA NEEM FOUNDATION 2653 KENYA NETWORK FOR DISSEMINATION OF AGRICULTURAL TECHNOLOGIES

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(KENDAT) 2654 KENYA NETWORK OF WOMEN WITH AIDS (KENWA) 2655 KENYA NGO ALLIANCE AGAINST MALARIA 2656 KENYA NILE DISCOURSE FORUM 2657 KENYA ONE WORLD LINK FORUM 2658 KENYA ORGANISATION OF ENTERPRISES PROGRAMME 2659 KENYA ORGANIZED WOMEN ASSOCIATION 2660 KENYA ORGANIZATION FOR WELFARE RELIEF, HEALTH, EDUCATION AND WATER DEVELOPMENT 2661 KENYA ORGANIZATION OF ENTERPRISES PROGRAMME 2662 KENYA ORPHANS AND VULNERABLE CHILDREN NETWORK 2663 KENYA ORPHANS RURAL DEVELOPMENT PROGRAMME 2664 KENYA ORPHANS SUPPORT ORGANISATION 2665 KENYA ORTHODOX DEVELOPMENT MISSION 2666 KENYA OUTREACH SOCIAL AND WOMEN EMPOWERMENT PROGRAMME 2667 KENYA PARAPLEGIC ORGANIZATION 2668 KENYA PASTORALIST COMMUNITIES NETWORK 2669 KENYA PASTORALIST FOUNDATION OF HOPE 2670 KENYA PEACE ASSOCIATION MINISTRY 2671 KENYA PHILANTHROPIC INTERNATIONAL NETWORK 2672 KENYA POTTERS REMOLDING SERVICES 2673 KENYA POVERTY ELIMINATION NETWORK(K-PEN) 2674 KENYA POVERTY REDUCTION VOLUNTEERS 2675 KENYA PRISONERS INTEGRATION ASSOCIATION 2676 KENYA PROGRAMMES FOR SUSTAINABLE DEVELOPMENT 2677 KENYA PROGRAMMES OF DISABLED PERSONS 2678 KENYA PROGRESSIVE YOUTH ORGANISATION 2679 KENYA RELIEF AND EDUCATIONAL SERVICES 2680 KENYA RESTORATION INTERNATIONAL 2681 KENYA RETIRED PERSON ASSOCIATION 2682 KENYA RETRENCHES AND GENDER NETWORK ORGANIZATION 2683 KENYA ROAD ACCIDENT PREVENTION PROGRAMME 2684 KENYA ROAD USERS ORGANIZATION 2685 KENYA ROADS AND LIFE SAFETY 2686 KENYA RURAL BOOK SERVICE 2687 KENYA RURAL ECONOMIC TRANSFORMATION PROGRAMME (KRETRAP) 2688 KENYA RURAL ENTERPRISE PROGRAMME DEVELOPMENT AGENCY 2689 KENYA RURAL INITIATIVE PROJECTS (KERIP) 2690 KENYA RURAL SERVICE PROGRAMME 2691 KENYA RURAL SURVIVAL ORGANISATION 2692 KENYA RURAL TRICKLE UP ENTREPRENEURSHIP PROMOTION PROGRAMME 2693 KENYA SABBATARIAN ASSISTANCE NETWORK 2694 KENYA SCHOLARSHIP FOUNDATION 2695 KENYA SCHOOL NET 2696 KENYA SELF HELP STRATEGIES POOL 2697 KENYA SELF SUSTAINABLE AND DEVELOPMENT PROGRAMME 2698 KENYA SLUM YOUTHS DEVELOPMENT ORGANIZATION 2699 KENYA SMALL SCALE INDUSTRIAL DEVELOPMENT PROGRAMME 2700 KENYA SOCIETY FOR DEAF 2701 KENYA SOCIETY FOR PEOPLE WITH AID 2702 KENYA SOIL AND WATER ENVIRONMENT ENHANCEMENT PROGRAMME

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2703 KENYA SOIL CONSERVATION SOCIETY 2704 KENYA SPORTS DEVELOPMENT ORGANISATION 2705 KENYA STREET CHILDREN‟S ORGANISATION 2706 KENYA STROKE ASSOCIATION 2707 KENYA STUDENTS AGAINST HIV/AIDS 2708 KENYA SUPPORT OF CENTERS AND CHILDREN HOMES 2709 KENYA SUSTAINABLE HEALTH AID 2710 KENYA TALENTS DEVELOPMENT ORGANIZATION 2711 KENYA TENRI SOCIETY TENRIKYO MISSION 2712 KENYA TOURISM CONCERN 2713 KENYA TOURISM FOUNDATION 2714 KENYA TRAFFIC RESCUE MISSION 2715 KENYA TREATMENT ACCESS MOVEMENT 2716 KENYA TRENCHLESS FUTURE ORGANISATION 2717 KENYA U.S FRIENDS ASSISTANCE 2718 KENYA UNITED STATES FRIENDS ASSISTANCE 2719 KENYA URBAN SLUM SERVICE ORGANISATION 2720 KENYA VICTIMS ASSISTANCE PROGRAMME 2721 KENYA VICTORIA BEACH MEDICAL LABORATORY NETWORK SERVICES 2722 KENYA VILLAGE DEVELOPMENT ORGANIZATION 2723 KENYA VINCENTIAN VOLUNTEERS 2724 KENYA VISIONARIES ORGANIZATION 2725 KENYA VOLUNTARY DEVELOPMENT ASSOCIATION 2726 KENYA VOLUNTARY WOMEN REHABILITATION CENTRE 2727 KENYA VOLUNTEER DEVELOPMENT SERVICES 2728 KENYA WATER ENERGY CLEANLINESS AND HEALTH PROJECT 2729 KENYA WATER FOR HEALTH ORGANIZATION 2730 KENYA WATER FOR HYGIENE INITIATIVE 2731 KENYA WATER, ENERGY, CLEANLINESS AND HEALTH PROJECT 2732 KENYA WELFARE ADVISORY FOUNDATION 2733 KENYA WIDOWS AND ORPHANS SUPPORT PROGRAMME 2734 KENYA WOMEN AIDS SUPPORT ORGANIZATION 2735 KENYA WOMEN AND YOUTH LEAGUE 2736 KENYA WOMEN ECONOMIC NETWORK 2737 KENYA WOMEN FINANCE TRUST 2738 KENYA WOMEN IN ACTION PROGRAMME 2739 KENYA WOMEN PARTICIPATING IN RURAL ACTIVITIES 2740 KENYA WOMEN SHULE 2741 KENYA WORKERS RIGHTS AND HARMONIZATION PROGRAM 2742 KENYA WORKING GROUPS ON MEDICINAL AND AROMATIC PLANTS 2743 KENYA YOUNG MEN'S CHRISTIAN ASSOCIATION 2744 KENYA YOUTH DEVELOPMENT ASSISTANCE 2745 KENYA YOUTH DEVELOPMENT FOUNDATION 2746 KENYA YOUTH ECONOMIC EMPOWERMENT ORGANIZATION 2747 KENYA YOUTH EDUCATIONAL AND COMMUNITY DEVELOPMENT PROGRAMME 2748 KENYA YOUTH EMPOWERMENT IN THE NATIONAL BUILDING 2749 KENYA YOUTH EMPOWERMENT PROGRAMME 2750 KENYA YOUTH MOTIVATORS 2751 KENYA MED AID FUND FOR THE PROMOTION OF NATURAL MEDICINE IN KENYA

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2752 KENYAN ACTION MISSION 2753 KENYAN BIKE RIDERS ORGANIZATION 2754 KENYAN CHILD EDUCATION FUND 2755 KENYAN COMMUNITIES UPGRADING STANDARDS 2756 KENYAN ORGANISATION FACILITATING ACTIVE COMMUNITY DEVELOPMENT METHODOLOGIES 2757 KENYAN SCHOLARSHIP FOUNDATION 2758 KENYAN SKILLS UPLIFTING PROJECT 2759 KENYANS TO KENYANS PEACE INITIATIVE 2760 KENYANS WORKING FOR ENVIRONMENTAL RESTORATION 2761 KERERA DEVELOPMENT ORGANIZATION 2762 KERICHO YOUTH CENTRE 2763 KERIO COMMUNITY DEVELOPMENT AND REHABILITATION ASSISTANCE 2764 KERIO COMMUNITY DEVELOPMENT ASSISTANCE 2765 KERIO GREEN INTERNATIONAL 2766 KERIO VALLEY INTEGRATED FOOD PROMOTION AND RESOURCE CONSERVATION COMMUNITY SERVICES 2767 KERIO VALLEY PEOPLE LIVING WITH HIV/AIDS ORGANIZATION 2768 KERIO WELFARE ASSOCIATION 2769 KERUGOYA FAMILY DEVELOPMENT FOUNDATION 2770 KEY ENVIRONMENTAL AWARENESS AND SOCIO ECONOMIC EMPOWERMENT 2771 KHWISERO COMMUNITY HEALTH CARE (KCHC) 2772 KIALA FOUNDATION 2773 KIAMBAA MILLENNIUM DEVELOPMENT INITIATIVE 2774 KIAMBU ORPHANS INITIATIVE 2775 KIAMOKAMA RURAL DEVELOPMENT AND COMMUNITY EMPOWERMENT PROGRAMMES 2776 KIANDA JOINT WOMEN ORGANIZATION 2777 KIBERA CANOPY 2778 KIBERA COMMUNITY SELF HELP PROGRAMMES KENYA 2779 KIBERA HUMAN DEVELOPMENT PROJECT 2780 KIBERA SLUM EDUCATION PROGRAMME 2781 KIBERA SLUMS COMMUNITY DEVELOPMENT PROGRAM 2782 KIBERA SLUMS YOUTH DEVELOPMENT PROGRAMME 2783 KIBERA TRANSFORMATION AND DEVELOPMENT PROGRAMME 2784 KIBEREKE TREE GROWERS PROGRAMME 2785 KIBWEZI EDUCATIONAL PROGRAM 2786 KICHEEP SEMI - ARID DEVELOPMENT ORGANIZATION (KISADO) 2787 KICKSTART INTERNATIONAL INC. KENYA 2788 KIDNEY TRANSPLANT ORGANISATION OF KENYA 2789 KIDS HOME INTERNATIONAL 2790 KIDS OF MOMBASA PROGRAMME 2791 KIDUMBU WOMEN IN DEVELOPMENT 2792 KIEMA KILONZO FOUNDATION 2793 KIFAFA CARE AND SUPPORT CHILD PROJECT 2794 KIGULU HIV/AIDS ORPHANAGE HOUSE 2795 KIHARU CONSTITUENCY DEVELOPMENT FUND 2796 KIHARU CONSTITUENCY DEVELOPMENT ORGANISATION 2797 KIINI SUSTAINABLE INITIATIVE 2798 KIJANA EDUCATIONAL EMPOWERMENT INITIATIVE 2799 KIKAMBUANI HOPE LAND CHILDREN CENTRE

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2800 KILELE JUNIOR FOUNDATION 2801 KILETIEN ACTION WATER ORGANIZATION 2802 KILIFI ORPHANS RESCUE CENTRE 2803 KILIMANJARO INITIATIVE 2804 KIMA INTEGRATED COMMUNITY INITIATIVE PROGRAMME 2805 KIMA KIMWE RESIDENTS RIGHTS AND INTEGRATED DEVELOPMENT ORGANISATION 2806 KIMETTO FOUNDATION 2807 KINANGOP CHILDREN'S CENTRE 2808 KINAPA WOMEN DEVELOPMENT ORGANIZATION 2809 KINDA COMMUNITY DEVELOPMENT ORGANIZATION 2810 KING OF KINGS INTERNATIONAL 2811 KING'ARA CHILDREN'S HOMES 2812 KINGS OF KINGS INTERNATIONAL 2813 KINGS REVIVAL INTERNATIONAL CHARITABLE TRUST 2814 KIOMONYARA FOR DEVELOPMENT 2815 KIPCHORIAN CHILDREN ORGANISATION CENTRE 2816 KIPEVU STRATEGIES 2817 "KIPKELION EDUCATION CENTRE (INCORPORATING TUMAINI CHILDREN'S HOME)" 2818 KIPKELION EDUCATION FOUNDATION 2819 KIPLAIGEI DEVELOPMENT ORGANIZATION 2820 KIPSIGIS HERITAGE FOUNDATION 2821 KIPTUIYA KAPKANGANI SIRWA COMMUNITY ORGANIZATION 2822 KIRIRA CHILD WELFARE ORGANIZATION 2823 KIRUBI FOUNDATION 2824 KISA RURAL DEVELOPMENT ORGANIZATION 2825 KISAUNI COMMUNITY INITIATIVE 2826 KISII DEAF ACADEMY 2827 KISII NETWORK FOR ECOLOGICAL AGRICULTURE AND 2828 KISIMA INITIATIVE KENYA 2829 KISIMA MINISTRY 2830 KISTRECH THEATRE INTERNATIONAL 2831 KISUMU ENVIRONMENTAL NETWORK 2832 KISUMU HOSPICE AND EDUCATIONAL ORGANISATION 2833 KISUMU KIDS EMPOWERMENT ORGANIZATION 2834 KISUMU URBAN APOSTOLATE PROGRAMMES 2835 KISUMU YOUTH OLYMPIC CENTRE 2836 KITETE FOOD SECURITY INITIATIVE 2837 KITMAK INTEGRATED DEVELOPMENT PROJECT 2838 KITOBEN CHILDREN VISION 2839 KITUI COMMUNITY BASED HIV/AIDS PROGRAMME 2840 KITUI COMMUNITY DEVELOPMENT ORGANIZATION 2841 KITUI DEVELOPMENT CENTRE 2842 KITUI INTEGRATED CREATIVE ARTS AND BUSINESS APPRAISAL 2843 KITUO CHA UKUZAJI WA LUGHA NA FASIHI ZA KIAFRICA 2844 KIVULI COMMUNITY YOUTH ORGANIZATION 2845 KIYE COMMUNITY BASED DEVELOPMENT PROJECT 2846 KIZAZI KIPYA INITIATIVE 2847 KOA RURAL DEVELOPMENT AGENCY 2848 KOCHOLA DEVELOPMENT GROUP

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2849 KODERA COMMUNITY DEVELOPMENT ORGANIZATION 2850 KOGWENO DEVELOPMENT ORGANIZATION 2851 KOIBATEK WATER PROJECT INITIATIVE 2852 KOINONNIA CHILDREN'S RETREAT CENTRE 2853 KOKIRI HEALTH CARE AND RESEARCH PROJECT 2854 KOKOKS HERBAL THERAPY 2855 KOKOS MEDICINE THERAPY INTERNATIONAL 2856 KOMMUNALAKTION ORGANIZATION FOR DEVELOPMENT ASSISTANCE 2857 KOMOTHAI PRIMARY HEALTHCARE PROJECT 2858 KONGASIS COMMUNITY DEVELOPMENT ORGANISATION 2859 KORANDO POVERTY ERADICATION ORGANISATION 2860 KORANDO POVERTY ERADICATION ORGANIZATION 2861 KORBANAS INTERNATIONAL INC 2862 KOWUOTH VISION 2863 KUHENZA FOR THE CHILDREN'S FOUNDATION 2864 KUNA TUMAINI COUNSELING INSTITUTE 2865 KURESOI DEVELOPMENT PROGRAMMES 2866 KURIA DEVELOPMENT FORUM 2867 KURIA INITIATIVE FOR JUSTICE 2868 KURIA SOCIAL CHAPTER 2869 KUUGO INTEGRATED DEVELOPMENT SERVICES 2870 KWA REUBEN CENTRE FOR HIV/AIDS AWARENESS INTERVENTION AND BARRIERS 2871 KWACHA AFRIKA 2872 KWALE HEALTH FORUM 2873 KWETU TRAINING CENTRE FOR SUSTAINABLE DEVELOPMENT 2874 KYAMATU COMMUNITY DEVELOPMENT ORGANIZATION 2875 KYENI INTERNATIONAL ORGANIZATION 2876 KYENI KYA MAENDELEO ASSOCIATION 2877 KYENI POVERTY ERADICATION ORGANISATION 2878 KYNETT DEVELOPMENT AND RELIEF AGENCY 2879 KYUSO COMMUNITY DEVELOPMENT ASSISTANCE 2880 LA FEMME ( THE LADY ) 2881 LABOUR AWARENESS AND RESOURCE CENTRE 2882 LADDER SELF HELP STRATEGIES 2883 LAIKIPIA CENTRAL COMMUNITY DEVELOPMENT ORGANISATION 2884 LAIKIPIA COMMUNITY DEVELOPMENT FUND (LACODEF) 2885 LAIKIPIA HIV/AIDS CONTROL ORGANIZATION 2886 LAIKIPIA WEST RURAL COMMUNITY EDUCATION CENTRE 2887 LAIKIPIA WOMEN ADVOCACY DEVELOPMENT ORGANISATION 2888 LAIKIPIA YOUTH FOR DEVELOPMENT 2889 LAKE NAKURU RESTORATION INITIATIVE 2890 LAKE REGION INITIATIVE FOR ENHANCED LIVELIHOODS 2891 LAKE SEA NETWORK INTERNATIONAL (LASENI) 2892 LAKE VICTORIA CHARITABLE ORGANIZATION 2893 LAKE VICTORIA EDUCATIONAL DEVELOPMENT PROGRAMME 2894 LAKE VICTORIA ISLANDS MOBILE CLINIC (LAVICIMOC) 2895 LAKE VICTORIA PARTNERS FOR DEVELOPMENT 2896 LAKE VICTORIA WETLANDS TEAM 2897 LALAHADZO PROGRAMME 2898 LAMU COMMUNITY DEVELOPMENT ORGANIZATION

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2899 LAMU FOUNDATION 2900 LAMU WEST PROFESSIONALS ORGANIZATION 2901 LAMURIA COMMUNITY DEVELOPMENT ORGANISATION 2902 L'ANCRE INTERNATIONAL 2903 LAND BAHARI ENVIRONMENT AWARENESS ORGANIZATION 2904 LAND RIGHTS IN MODERN AFRICA 2905 LANDMINE ACTION (KENYA) 2906 LANGOBAYA COMMUNITY DEVELOPMENT PROGRAMME 2907 LANGUAGE RECORDINGS INTERNATIONAL KENYA 2908 LAPNARD KENYA 2909 LATJOR DEVELOPMENT AND RELIEF ORGANISATION 2910 LATTER DAY SAINT CHARITIES 2911 LAY VOLUNTEERS INTERNATIONAL ASOCIATION 2912 LAZARA REHABILITATION CENTRE FOR GIRLS 2913 LCMS WORLD MISSION - EAST AFRICA 2914 LEA INTERNATIONAL RESCUE CENTRE 2915 LEA MASKANI 2916 LEADERSHIP AND DEVELOPMENT CENTRE 2917 LEADERSHIP EDUCATION AND AFRICAN DEVELOPMENT 2918 LEADERSHIP FOR LIFE, KENYA 2919 LEADERSHIP TRAINING NETWORK 2920 LEADING AFRICA INTERNATIONAL YOUTH FOUNDATION 2921 LEAGUE FOR HEALTH EDUCATION, REHABILITATION AND DEVELOPMENT 2922 LEAP OF HOPE KENYA 2923 LEARNING AND DEVELOPMENT KENYA 2924 LEARNING RESOURCES FOUNDATION 2925 LEGAL ADVICE CENTRE (KITUO CHA SHERIA) 2926 LEGAL AID AND ENLIGHTENMENT NETWORK 2927 LEGAL AID BUREAU 2928 LEGAL CARE CENTRE FOR HIV/AIDS 2929 LEGAL RESEARCH AND INFORMATION CENTRE 2930 LEGAL RESOURCE CULTURAL CENTRE 2931 LEISSUN ENDEAVOUR CARE FOUNTAIN INTERNATIONAL 2932 LEL SANDAS CENTRE FOR ORPHANS 2933 LELAITICH INTER-SECTORAL DEVELOPMENT ORGANISATION 2934 LELMAL ENTERPRISE FOR COMMUNITY DEVELOPMENT 2935 LENA FOUNDATION 2936 LEO COMMUNITY DEVELOPMENT NETWORK 2937 LESADA COMMUNICATION NETWORK 2938 LESALO DEVELOPMENT FOUNDATION 2939 LIASION CENTRE FOR MEDICAL WOMEN IN AFRICA (LCMWA) 2940 LIBERTY AGAINST POVERTY ORGANIZATION 2941 LIBERTY PROMOTION CENTRE 2942 LIBRARY AND INFORMATION SUPPORT SERVICES 2943 LIFE - LINK ORGANISATION 2944 LIFE - SPRING FOUNDATION 2945 LIFE - SPRING FOUNDATION (AFRICA) KENYA 2946 LIFE ACTION INITIATIVES KENYA 2947 LIFE AND ECONOMIC SOLUTIONS AGENDA (LESA) 2948 LIFE AND FAMILY COMPASSION 2949 LIFE AND PEACE INSTITUTE

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2950 LIFE BLOOM SERVICES INTERNATIONAL 2951 LIFE CARE AND SUPPORT-KENYA 2952 LIFE CARE AND SUPPORT CENTRE KENYA 2953 LIFE CHANGERS (KENYA) 2954 LIFE CONCERN INTERNATIONAL (LICI) 2955 LIFE EQUIPPING AND RESTORATION SERVICES 2956 LIFE FOCUS NETWORK 2957 LIFE IMPROVEMENT VENTURES 2958 LIFE IN ABUNDANCE- KENYA 2959 LIFE INITIATIVE FOR DEVELOPMENT 2960 LIFE LINE RESOURCE ORGANIZATION 2961 LIFE REFORMATION INTERNATIONAL 2962 LIFE RESCUE MISSION AND DEVELOPMENT AGENCY 2963 LIFE SALVAGE INTERNATIONAL CENTRE 2964 LIFE SKILLS COMMUNITY PROGRAMMES 2965 LIFE SKILLS EMPOWERMENT PROGRAMME 2966 LIFE SUPPORT VOLUNTEERS INTERNATIONAL 2967 LIFE, LIGHT AND LOVE 2968 LIFE BLOOM SERVICES INTERNATIONAL 2969 LIFEBOAT FOUNDATION 2970 LIFELINE COMMUNITY SERVICES 2971 LIFELINE DEVELOPMENT INITIATIVE 2972 LIFELINE FOUNDATION 2973 LIFE LINK ORGANISATION 2974 LIFELONG EDUCATIONAL OPPORTUNITIES 2975 LIFE NETS EAST AFRICA CHAPTER 2976 LIFE-SPRING FOUNDATION (AFRICA)KENYA 2977 LIFE STREAM CONCERNS 2978 LIFT ORPHAN CENTER 2979 LIGHT HOUSE OUTREACHES 2980 LIGHT ON EARTH INTERNATIONAL 2981 LIGHT SISTERS ORGANIZATION 2982 LIGHTHOUSE OUTREACHES 2983 LIKONI COMMUNITY DEVELOPMENT PROGRAMME 2984 LIMURU GIRLS CENTRE 2985 LINDA-KENYA 2986 LINGUISTIC CULTURAL MISSION CENTRE 2987 LINK EMPOWERMENT PROGRAMME 2988 LINK STRATEGIES ORGANISATION 2989 LINK TO PASTORALISTS DEVELOPMENT ORGANIZATION 2990 LINKAGES FOR INTEGRATED COMMUNITY SERVICES ORGANISATION 2991 LIONESS CUBS STREET CHILDREN KENYA 2992 LITERACY AND DEVELOPMENT BUREAU 2993 LITERACY AND EVANGELISM FELLOWSHIP 2994 LITERACY FOR ALL COMMUNITIES ORGANIZATION 2995 LITERACY FOR DEVELOPMENT OF WOMEN 2996 LITTLE ANGELS HOME FOR ORPHANS AND DESTITUTE CHILDREN 2997 LITTLE CHILDREN CARE (KENYA) 2998 LITTLE SPORTS ORGANIZATION 2999 LIVE AND LEARN IN KENYA INTERNATIONAL 3000 LIVELIHOODS, ENVIRONMENT AND PEACE ORGANIZATION

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3001 LIVERPOOL VCT, CARE AND TREATMENT 3002 LIVESTOCK AND AGRICULTURAL TECHNOLOGY PROMOTION CENTRE 3003 LIVESTOCK DROUGHT SURVIVAL (LIDROSUR) 3004 LIVING HOPE COUNSELING AND TRAINING ORGANISATION 3005 LIVING IN A VISIONARY ENVIRONMENT- KENYA 3006 LIVING TESTIMONY ORGANIZATION 3007 LIVING WATER ENLIGHTEN SCHEME 3008 LIVING WATER INTERNATIONAL 3009 LIVING WATER MEDICAL PROGRAMME 3010 LIVING WATER RESOURCES 3011 LIVING WATERS PROGRAMME (LWP) 3012 LLOLIA COMMUNITY DEVELOPMENT ORGANIZATION 3013 LOBADE FOUNDATION 3014 LOCAL AID ORGANIZATION 3015 LOCAL CAPACITIES FOR PEACE INTERNATIONAL 3016 LOCAL DEVELOPMENT SOLUTIONS 3017 LOCAL DEVELOPMENT STRATEGIES 3018 LOCAL INITIATIVE DEVELOPMENT SUPPORT 3019 LOCAL INITIATIVES DEVELOPMENT AGENCY 3020 LOCAL PEOPLES HOPE 3021 LOCAL RESOURCES DEVELOPMENT INITIATIVES 3022 LOCAL STRATEGIES INITIATIVES 3023 LOCALLY INITIATED ORGANISATION FOR WOMEN, ENVIRONMENT AND DEVELOPMENT (LIOWED) 3024 LOGISTICAL AND DEVELOPMENT AGENCY 3025 LOITOKITOK COMMUNITY BASED INTEGRATED RURAL DEVELOPMENT SERVICES 3026 LOLANI - KENYA 3027 LOMIZONE SERVICES 3028 LONDIANI FAMILY LIFE EMPOWERMENT PROGRAMMES (LOFEP) 3029 LOODO - KILANI YOUTH EDUCATIONAL ORGANIZATION 3030 LOOLOL DEVELOPMENT INITIATIVE 3031 LORESHO CONSTRUCTION YOUTH DEVELOPMENT ORGANISATION 3032 LORNAH KIPLAGAT FOUNDATION 3033 LOVE A CHILD AFRICA 3034 LOVE FOR SICK HOMELESS AND ABANDONED CHILDREN IN KENYA 3035 LOVE IN ACTION-KENYA (LIAK) 3036 LOVE INTERNATIONAL KENYA 3037 LOVE MERCY REHABITATION CENTRE 3038 LOVE THE CHILDREN 3039 LOVE THY NEIGHBOUR MINISTRY 3040 L'QUIPE D'UGENCE DE LA BIODIVERSITE 3041 LU GAKENIA CENTRE 3042 LUBO FOUNDATION 3043 LUGARI GIRL CHILD EDUCATION PROJECT 3044 LULECHE ORPHANAGE AND REHABILITATION CENTRE 3045 LUMBWA COMMUNITY DEVELOPMENT PROJECT 3046 LUPAN 3047 LURAMBI DEVELOPMENT INITIATIVE (LDI) 3048 LUTHERAN WORLD FEDERATION DEPARTMENT FOR WORLD SERVICE 3049 LUTHERAN WORLD RELIEF - EAST SOUTHERN AFRICA REGIONAL OFFICE

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3050 LUZINGA AGROFORESTRY ENVIRONMENTAL ORGANISATION 3051 LWANDA MAGERE COMMUNITY DEVELOPMENT AND RESOURCE CENTRE 3052 LWEYA DEVELOPMENT FOUNDATION 3053 M/S TURKANA WOMEN CONFERENCE CENTRE 3054 MAA AIDS AWARENESS PROGRAMME 3055 MAA HABITAT RESTORATION INITIATIVE 3056 MAAHAD DAAWAH ORGANISATION 3057 MAARIFA NI UWEZO - KNOWLEDGE ENABLES 3058 MAARUTA HERBAL ESTATES AGENCY 3059 MAASAI AMERICAN ORGANIZATION 3060 MAASAI ASSISTANCE ASSOCIATION 3061 MAASAI ASSOCIATION - KENYA 3062 MAASAI CHRISTIAN YOUTH FELLOWSHIP 3063 MAASAI CONSERVATION AND DEVELOPMENT ORGANISATON 3064 MAASAI DEVELOPMENT PROJECT 3065 MAASAI EDUCATION DISCOVERY 3066 MAASAI ENVIRONMENTAL RESOURCE CENTER 3067 MAASAI GIRLS EDUCATION FOUNDATION 3068 MAASAI HOPE OUTREACH ORGANIZATION 3069 MAASAI INTEGRATED DEVELOPMENT INITIATIVE 3070 MAASAI PASTORALIST DEVELOPMENT FOUNDATION 3071 MAASAI RETO CONSERVATION PROGRAMME 3072 MAASAI TRANSFORMATION SERVICES 3073 MAATH COMMUNITY DEVELOPMENT SERVICES 3074 MABAN RELIEF AND DEVELOPMENT ORGANIZATION 3075 MACAG DEVELOPMENT GROUP 3076 MACHAKOS POVERTY ALLEVIATION ORGANIZATION 3077 MACHEO CHILDREN'S CENTRE 3078 MACHUNGWA INTERNATIONAL DEVELOPMENT AGENCEY 3079 MACLIAM LIFE AFRICA INTERNATIONAL FUND 3080 MACMILLAN KIIRU 3081 MAENDELEO ENDELEVU ACTION PROGRAM 3082 MAENDELEO YA VIJANA WA KENYA 3083 MAENDELEO YA WANAWAKE 3084 MAFANIKIO(SUCCESS) DEVELOPMENT AGENCY 3085 MAFUTAPOLE EDUCATIONAL AND DEVELOPMENT FOUNDATION 3086 MAGADI DIVISION DEVELOPMENT PROGRAMME 3087 MAGARINI HEALTH CARE PROGRAMME 3088 MAGARINI INITIATIVE FOR COMMUNITY DEVELOPMENT 3089 MAGHARIBI DEVELOPMENT FOUNDATION 3090 MAGO FOUNDATION 3091 MAGRAMA MISSION FOUNDATION 3092 MAHARAJA EDUCATION AND HEALTH RESOURCE FOUNDATION 3093 MAHMOUD KHALIF MOHAMED 3094 MAHWI EDUCATIONAL CHARITY FUND 3095 MAI (WATER) INTERNATIONAL 3096 MAINYOITO PASTORALIST INTEGRATED DEVELOPMENT ORGANISATION 3097 MAISHA INC 3098 MAISHA YETU 3099 MAISHAMBANI COMMUNITY DEVELOPMENT ORGANIZATIN 3100 MAJASHO HUMAN DEVELOPMEENT

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3101 MAJASO HUMAN DEVELOPMENT 3102 MAJI INTERNATIONAL KENYA PROJECT 3103 MAJI MAZURI AFFORESTATION AND RECLAMATION PROGRAMME 3104 MAJI MAZURI CENTRE INTERNATIONAL 3105 MAJIMOTO FELLOWSHIP PROJECT 3106 MAKADARA SLUM DWELLERS ORGANIZATION 3107 MAK-DEEL FOR DEVELOPMENT AND TRAINING (MDT) 3108 MAKE A DIFFERENCE AFRICA 3109 MAKINDU CHILDREN'S CENTRE 3110 MAKUENI AREA DEVELOPMENT ORGANISATION 3111 MAKUENI DEVELOPMENT AND RESEARCH CENTRE (MDCR) 3112 MAKUENI PARTNERSHIP AND LINKAGES ORGANISATIO (MPALO) 3113 MAKUENI WIDOWS, WIDOWERS AND ORPHANS ORGANISATION 3114 MAKUYU COMMUNITY ECONOMIC EMPOWERMENT ORGANIZATION 3115 MALAIKA CHILDREN HOME 3116 MALAIKA DEVELOPMENT ORGANIZATION 3117 MALANGA ORPHAN CHILDREN CENTRE 3118 MALARIA AWARENESS AND CONTROL KENYA 3119 MALAVA DEVELOPMENT ORGANISATION 3120 MALAVA WOMEN AND YOUTH EMPOWERMENT CENTRE 3121 MALTESER-GERMANY 3122 MAMA AFRICA CHILD SUPPORT INC 3123 MAMA AND DADA MANAGEMENT PROJECT 3124 MAMA TOTO AWARENESS LEAGUE 3125 MAMELA FOUNDATION 3126 MANAGEMENT AND DEVELOPMENT FOR INTEGRATED COMMUNITY 3127 MANAGEMENT ASSISTANCE FOR HEALTH AND POPULATION 3128 MANAGEMENT LIAISON CENTRE FOR DEVELOPMENT 3129 MANAGEMENT OF ARID ZONES INITIATIVES DEVELOPMENT INTERNATIONAL 3130 MANAGEMENT PROMOTION AND DEVELOPMENT ORGANIZATION 3131 MANAGEMENT WITH COMPASSION 3132 MANAGING THE ENVIRONMENT NATIONALLY IN KENYA 3133 MANARET CHILDREN RESOURCE AID 3134 MANDELA COMMUNITY DEVELOPMENT PROGRAMME 3135 MANDERA PASTORALIST COMMUNITY DEVELOPMENT AGENCY 3136 MANEE KENYA 3137 MANGA RIDGE DEVELOPMENT AND RELIEF FOUNDATION 3138 MANGELETE COMMUNITY INTEGRATED DEVELOPMENT PROGRAMME 3139 MANGERS FOR ORPHANS AND WIDOWS 3140 MANKIND CONCERN INTERNATIONAL 3141 MANNA INTERNATIONAL - KENYA 3142 MANNA PROGRAMME COMMUNITY CENTER 3143 MANNA SUDAN 3144 MAPENDO INTERNATIONAL 3145 MARAGOLI COMMUNITY DEVELOPMENT FOUNDATION 3146 MARAKWET GIRLS AND WOMEN PROJECT 3147 MARANATHA INTERNATIONAL COUNSELLING FOUNDATION 3148 MARANATHA RESOURCE CENTRE 3149 MARARUI COMMUNITY DEVELOPMENT PROGRAMME 3150 MARENYO FRIENDS OF THE POOR COMMUNITY PROGRAMME 3151 MARGAR ITA DEVELOPMENT CENTER

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3152 MARGARET OKARI CHILDREN'S FOUNDATION 3153 MARGARET WANZUU FOUNDATION 3154 MARGINAL DEVELOPMENT AND ENVIRONMENT AWARENESS PROGRAMME 3155 MARGINALIZED PEOPLE DEVELOPMENT ORGANISATION 3156 MARIA ALEXANDER CHILDREN OUTREACH 3157 MARIANNA TENSENS CHILDRENS AFTER CARE CENTRE 3158 MARINE CONSERVATION AND FISHERIES DEVELOPMENT 3159 MARISKA FOUNDATION 3160 MARKET TUG PROJECT 3161 MARWANGA FOUNDATION 3162 MASAAI AMERICAN ORGANIZATION 3163 MASAAI INTEGRAL RESOURCE PROGRAMME 3164 MASENO CHILD SELF HELP COMMUNITY DEVELOPMENT SUPPORT SERVICE 3165 MASENO HIV/AIDS AWARENESS AND DEVELOPMENT ORGANIZATION 3166 MASHAMBANI COMMUNITY DEVELOPMENT ORGANISATION (MCDO) 3167 MASHINANI ORGANISATION ON RIGHTS AND ENVIRONMENT 3168 MASHURU DIVISION COMMUNITY DEVELOPMENT ORGANISATION 3169 MASINET WORLD AGENCIES 3170 MASOGO INTEGRATED DEVELOPMENT PROGRAMME 3171 MASONGALENI ORGANIZATION FOR SUITATABLE DEVELOPMENT 3172 MASS TRAINING AND AIDS SENSITISATION 3173 MASSABA RURAL DEVELOPMENT ORGANISATION 3174 MATANGWE COMMUNITY HEALTH AND DEVELOPMENT 3175 MATANYA'S HOPE 3176 MATAPATO DIVISIONAL DEVELOPMENT ORGANIZATION 3177 MATAPATO ECOSYSTEM INITIATIVE ALLIANCE 3178 MATHARE JUNIOR CENTRE 3179 MATHARE KASARANI YOUTH DEVELOPMENT ORGANISATION 3180 MATHARE NORTH YOUTH FOUNDATION 3181 MATHARE YOUTH SPORTS ASSOCIATION 3182 MATHIMA INTERGRATED DEVELOPMENT PROGRAMME 3183 MATHIOYA ENVIRONMENTAL CONSERVATION ORGANISATION 3184 MATIBABU FOUNDATION 3185 MATONYOK NOMADS DEVELOPMENT ORGANIZATION 3186 MATUNGU VOLUNTEERS DISABLED PERSONS SELF HELP ORGANIZATION 3187 MATUU AIDS AWARENESS ( KENYA) 3188 MAUWWA COMMUNITY DEVELOPMENT ORGANIZATION (MACDO) 3189 MAVUNO CHRISTIAN COMMUNITY DEVELOPMENT CENTRE 3190 MAVUSHO SELF HELP PROJECT / INTEGRATED PROJECT 3191 MAWAIDHA NA KAZI 3192 MAWAIDHA NA KAZI DEVELOPMENT ORGANIZATION 3193 MAZINGARA MEMA KENYA 3194 MAZINGIRA INSTITUTE 3195 MAZZOLDI SUDAN INITIATIVE PROGRAMME 3196 MBAANI RURAL COMPUTER OUTREACH FOUNDATION 3197 MBAITO ENVIRONMENTAL FOUNDATION 3198 MBAITU HEALTH, WATER AND SANITATION INITIATIVE 3199 MBALEKO CHILD FOUNDATION (KENYA) 3200 MBARUK ECOLOGY CENTRE 3201 MBEERE ECONOMIC DEVELOPMENT INITIATIVE 3202 MBITHI DEVELOPMENT ORGANISATION

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3203 MBITHI MEMORIAL EDUCATION CENTRE 3204 MCCORMACK PARTNERSHIP AFRICA 3205 MCHANGANYIKO UNITY WOMEN ORGANIZATION 3206 MEANS OF SURVIVAL AND DEVELOPMENT KENYA 3207 MEDAIR EAST AFRICA 3208 MEDECINS DU MONDE (FRANCE) 3209 MEDECINS SANS FRONTIERES - FRANCE (KENYA) 3210 MEDECINS SANS FRONTIERES - HOLLAND ( ARTSEN ZONDER GRENZEN - HOLLAND) 3211 MEDECINS SANS FRONTIERES - SWITZERLAND 3212 MEDECINS SANS FRONTIERES BELGIUM 3213 MEDECINS SANS FRONTIERES- SWITZERLAND 3214 MEDECINS SANS FRONTIERS - FRANCE 3215 MEDIA CENTRE FOR AFRICA 3216 MEDIA DEVELOPMENT IN AFRICA (MEDEVA) 3217 MEDIASPEAK AFRICA 3218 MEDICAL AID AND DISASTER MANAGEMENT SERVICES 3219 MEDICAL AND EDUCATIONAL AID TO KENYA (MEAK) 3220 MEDICAL AND SPORTS EVANGELISM MINISTRIES 3221 MEDICAL ASSISTANCE IN AFRICA 3222 MEDICAL CARE DEVELOPMENT INPUTS 3223 MEDICAL EMERGENCY RELIEF INTERNATIONAL 3224 MEDECINS SANS FRONTIERES - SPAIN 3225 MEDICINE FOR LIFE ORGANIZATION 3226 MEDICO- PHARMACEUTICAL HUMANITARIAN CENTRE 3227 MEDICOS DEL MUNDO SPAIN 3228 MEDICOS DEL MUNDO-SPAIN 3229 MEDICS INTERNATIONAL - KENYA 3230 MEMISA KENYA 3231 MEN AWAKEN NETWORK 3232 MEN FOR WOMEN INTERNATIONAL 3233 MEN OF AFRICA NETWORK 3234 MENDI FOUNDATION 3235 MENNONITE BOARD IN EASTERN AFRICA 3236 MENO OUTREACH PROGRAMMES 3237 MENYENI DEVELOPMENT AGENCY 3238 MERCIFUL CHILDREN CARE AND EDUCATION CENTRE 3239 MERCIFUL INTERNATIONAL GUILD 3240 MERCY AIDS ORPHANED CHILDREN ORGANISATION 3241 MERCY COMPASSIONATE CENTRE 3242 MERCY CORPS 3243 MERCY GATES INTERNATIONAL 3244 MERCY HOMES OF KENYA 3245 MERCY TOUCH INTERNATIONAL 3246 MERCY USA FOR AID AND DEVELOPMENT KENYA 3247 MERIT INTERGRATED DEVELOPMENT PROGRAMME 3248 MERLINA FOUNDATION INTERNATIONAL 3249 MERTI DEVELOPMENT ORGANISATION 3250 MERTI DEVELOPMENT PROGRAMME 3251 MERTI INTEGRATED DEVELOPMENT PROGRAMME (MID - PROGRAMME ) 3252 MERU YOUTH AND WOMEN EMPOWERMENT PROGRAMME

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3253 METAMETA RESOURCE BUREAU 3254 METRA MICRO FINANCE KENYA 3255 MFANO COMMUNITY DEVELOPMENT STRATEGIES 3256 MICRO - CONCEPTS KENYA 3257 MICRO ENTERPRISE AND ENVIRONMENTAL DEVELOPMENT NETWORK 3258 MICRO ENTERPRISES DEVELOPMENT AGENCY 3259 MICRO SMALL ENTERPRISES INITIATIVE (MSE) 3260 MICRO-FARMING DEVELOPOMENT AND MANAGEMENT CENTRE 3261 MICRO-FINANCE CONCEPTS KENYA 3262 MICROSECTOR DEVELOPMENT ORGANIZATION 3263 MIDAR CENTRE FOR RURAL DEVELOPMENT AND EDUCATION 3264 MIDDLE EAST REFORMED FELLOWSHIP (MERF) 3265 MIGORI COMMUNITY BASED ORPHANS HIV/AIDS CENTRE 3266 MIGORI YOUTH & RURAL HEALTH PROGRAM 3267 MIGORI YOUTH EDUCATION AND RURAL HEALTH PROGRAMMES 3268 MIJIKENDA GIRL CHILD ORGANIZATION 3269 MIKE EDEN FOUNDATION 3270 MIKINDURI CHILDREN OF HOPE FOUNDATION (MCOHF) 3271 MIKONO INTERNATIONAL 3272 MIKUNDURI CHILDREN OF HOPE FOUNDATION 3273 MILDMAY INTERNATIONAL- KENYA 3274 MILLENIA DEVELOPMENT ORGANIZATION (MDO) 3275 MILLENIUM COMMUNITY DEVELOPMENT AGENCY 3276 MILLENIUM COMMUNITY DEVELOPMENT PROGRAMME 3277 MILLENIUM DEVELOPMENT ORGANIZATION KENYA 3278 MILLENIUM EDUCATION CHARITABLE ORGANIZATION 3279 MILLENIUM EMPOWERMENT ORGANIZATION 3280 MILLENIUM ENVIRONMENTAL SERVICES - 2000 3281 MILLENIUM HUMAN AND NATURAL RESOURCES DEVELOPMENT PROGRAM 3282 MILLENIUM SKILLS AND TALENT DEVELOPMENT CENTRE 3283 MIND ALL SUPPORT GROUP 3284 MINES ADVISORY GROUP 3285 MINES AWARENESS TRUST 3286 MIRACLE CHILDREN INTERNATIONAL 3287 MIRIAM KANANA MUBICHI FOUNDATION 3288 MISSION CARE INTERNATIONAL 3289 MISSION FOR PEACE AND DEVELOPMENT AFRICA 3290 MISSION FOR YOUTH DEVELOPMENT 3291 MISSION MOVING MOUNTAINS 3292 MISSION NETWORK ORGANIZATION 3293 MISSION OF HOPE INTERNATIONAL 3294 MISSION OUTREACH DEVELOPMENT CENTRE 3295 MISSION SCENE FOR JUSTICE DEVELOPMENT 3296 MISSION SUPPORT KENYA 3297 MISSION TO BETHEL FOUNDATION 3298 MISSIONARIES OF THE POOR 3299 MISSIONARY BOARD OF THE CHURCH OF GOD 3300 MISSIONS OF HOPE INTERNATIONAL 3301 MITALNISYI POVERTY ALLEVIATING PILOT PROGRAMME (MPAPP) 3302 MITIGATION AGAINST ILLITERACY DUE TO AIDS 3303 MITIGATION INTERNATIONAL

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3304 MJI WA YOHANA 3305 MKOKOTENI WELFARE ASSOCIATION 3306 MKOMANI CLINIC SOCIETY 3307 MOBILE CANCER INFORMATION CENTRE FOR WOMEN 3308 MOBILE EDUCATION FOR LIFE INTERNATIONAL 3309 MOBILE HEALTH SERVICES 3310 MOBILIZATION FOR RELIEF AND DEVELOPMENT INITIATIVES 3311 MODU HEALTH MANAGEMENT CENTRE 3312 MOGRA SOUL WINNER RESCUE CENTER 3313 MOI'S BRIDGE COMMUNITY WELFARE ASSOCIATION 3314 MOMBASA CAPACITY BUILDING ORGANISATION 3315 MOMBASA EDUCATIONAL AND DEVELOPMENT SERVICES 3316 MOMBASA LEGAL RIGHTS CENTRE 3317 MON KIBAIMWA DEVELOPMENT PROGRAMME 3318 MOONA ORGANIZATION 3319 MOOYO INTERNATIONAL 3320 MORAA NEW HOPE FOUNDATION 3321 MORAMATI FOUNDATION NETWORK FOR THE SUSTAINABLE DEVELOPMENT OF AFRICA 3322 MORONJO PARTNERSHIP CENTRE 3323 MOTHER CHILD MISSION CENTRE OF KENYA 3324 MOTHERS AND CHILD DEVELOPMENT PROGRAMME 3325 MOTHERS AND DAUGHTERS ASSOCIATION 3326 MOTHERS DELIGHT MOMENT 3327 MOTHERS IN NEED ORGANIZATION 3328 MOTHERS OF MERCY ORPHANS PROJECT 3329 MOTHERS RESCUE CENTRE 3330 MOTHERS RURAL CARE FOR AIDS ORPHANS 3331 MOTORISTS ROAD SAFETY ORGANISATION 3332 MOUNT ELGON COMMUNITY ORGANIZATION (MECO) 3333 MOUNT ELGON GARDENS INTEGRATED 3334 MOUNT KENYA HOME FOR RESCUE AND REHABILITATION OF THE NEEDY 3335 MOUNT KENYA ORGANIC FARMING 3336 MOUNT KENYA ORGANIZATION 3337 MOUNT KENYA WILDLIFE CONSERVANCY 3338 MOUNT OLIVES LEARNING CENTRES 3339 MOVE ON DEVELOPMENT ENTREPRENEUR PROGRAMME 3340 MOVEMENT AGAINST SUSBSTANCE ABUSE IN AFRICA 3341 MOVEMENT OF MEN AGAINST AIDS IN KENYA 3342 MOVIMENTO AFRICA 70 3343 MOVING MOUNTAINS KENYA 3344 MOYO CHILDREN CENTRE 3345 MPALA RESEARCH CENTRE 3346 MSAFIRI MWEMA ORGANISATION 3347 MSAMARIA MWEMA 3348 MSHIKAMANO AGRICULTURAL PROJECT 3349 MT KENYA COMMUNITY HEALTH SERVICES 3350 MT KENYA WILDLIFE CONSERVANCY 3351 MT. KENYA ENVIRONMENTAL PROTECTION MOVEMENT 3352 MT. KENYA HOME FOR RESCUE AND REHABILITATION OF THE NEEDY 3353 MT. KENYA ORGANIC FARMING (MOOF -AFRICA)

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3354 MT. ZION CHILD EDUCATION SUPPORT 3355 MT. ZION EDUCATION SUPPORT 3356 MT. ZION RELIEF MISSION CO- ORDINATION OFFICE 3357 MT.KENYA ENVIRONMENTAL NETWORKS(MKEN) 3358 MTAANI YOUTH SPORTS DEVELOPMENT 3359 MTONGWE COMMUNITY INITIATIVE 3360 MUBARAK FOR RELIEF AND DEVELOPMENT ORGANIZATION 3361 MUCHEENE AFFORESTATION AND CONSERVATION COMMUNITY PROGRAMME FOR MT. KENYA FOREST(MACCKENYA) 3362 MUGWE COMMUNITY DEVELOPMENT ORGANISATION 3363 MUHORONI AIDS AWARENESS AND COUNSELLING SERVICES 3364 MUKOA YOUTH DEVELOPMENT ORGASATION 3365 MUKOA YOUTH DEVELOPMENT PROGRAMME 3366 MUKOGODO PASTORALIST INTEGRATED DEVELOPMENT ORGANIZATION 3367 MUKURU COMMUNITY CENTRE KWA NJENGA 3368 MUKURU SLUMS DEVELOPMENT PROJECT 3369 MUKURWE - INI DEVELOPMENT INITIATIVE ORGANIZATION 3370 MULANGAZA INTEGRATED DEVELOPMENT PROGRAM 3371 MULTI - FACETED ASSISTANCE AND INFORMATION SHARING ON HIV/AIDS 3372 MULTI - SECTORAL ORGANIZATION FOR THE NEEDY 3373 MULTINATIONAL FUND FOR DEVELOPMENT AID 3374 MULTIPLE OPTIONS DEVELOPMENT SERVICE 3375 MULTIPURPOSE DEVELOPMENT CENTRES 3376 MULTIPURPOSE PARNERSHIP PROGRAMME 3377 MULTI-SECTORAL DEVELOPMENT PROGRAMME 3378 MULTY TOUCH INTERNATIONAL 3379 MUM - AFRICA ( MALIZA UMASIKINI NA MAGONJWA AFRICA) 3380 MUMA RURAL URBAN DEVELOPMENT 3381 MUMBO DEVELOPMENT ORGANIZATION 3382 MUMBO SELF- HELP DEVELOPMENT 3383 MUMONI AND KYUSO ORGANIZATION FOR RURAL DEVELOPMENT AND ACTIVE PARTICIPATION 3384 MUNADHAMAT AL DAWA AL ISLAMIA 3385 MUNDRI RELIEF AND DEVELOPMENT 3386 MUNDU AGRICULTURAL ENVIRONMENTAL EDUCATIONAL ORGANISATION 3387 MUNICIPAL DEVELOPMENT PARTNERSHIP FOR EASTERN AFRICA 3388 MUSAMBWA CULTURAL CENTRE 3389 MUSIC FOR LIFE KENYA 3390 MUSILM WOMEN ASSOCIATION 3391 MUSLIM AID 3392 MUSLIM DEVELOPMENT ORGANIZATION OF KENYA 3393 MUSLIM EDUCATION AND WELFARE ASSOCIATION 3394 MUSLIM WORLD LEAGUE 3395 MUSLIMS FOR HUMAN RIGHTS 3396 MUTARAKWA YOUTH ADVOCACY FORUM 3397 MUTONGWE COMMUNITY INITIATIVE 3398 MUTUNGA FOUNDATION 3399 MUUNGANO COMMUNITY DEVELOPMENT ORGANIZATION 3400 MUUNGANO NYERI WOMEN ORGANISATION 3401 MUUNGANO ORGANIZATION 3402 MUUNGANO WA KUONDOA UMASKINI - KENYA LEO

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3403 MUUNGANO WA WANAWAKE NA WATOTO WA KENYA 3404 MVITA EDUCATION AGENCY 3405 MVULE FOUNDATION 3406 MWAFRIKA INSTITUTE OF DEVELOPMENT 3407 MWAMBA FOUNDATION 3408 MWAMBULI DEVELOPMENT ORGANISATION 3409 MWANA MWENDE CHILD DEVELOPMENT CENTRE 3410 MWANANCHI ROAD SAFETY ACTION 3411 MWANANCHI SELF HELP ORAGANISATION 3412 MWANGAZA COMMUNITY DEVELOPMENT PROGRAMME 3413 MWANGAZA HUMANITARIAN ASSISTANCE 3414 MWANGAZA RESCUE CENTRE 3415 MWANGAZA SOCIAL RECONSTRUCTION AND DEVELOPMENT PROGRAMME 3416 MWANGAZA WEALTH CREATION CENTRE 3417 MWANYAGETINGE CARE AND SUPPORT INITIATIVE 3418 MWANYAGETINGE COMMUNITY FORUM FOR DEVELOPMENT 3419 MWANZO WA TUMAINI LETU 3420 MWATATE COMMUNTIY BASED INTEGRATED PROGRAMMES 3421 MWATIKHO NATIONAL REHABILITATION CENTRE FOR VICTIMS OF TORTURE 3422 MWELEKEO ORGANIZATION 3423 MWENDELEZI INITIATIVE 3424 MWERENI INTEGRATED DEVELOPMENT INITIATIVE 3425 MWINGI DEVELOPMENT ORGANIZATION 3426 MWINGI INTERGRATED POVERTY ERADICATION ORGANISATION 3427 MWINGI OASIS OF HOPE 3428 MYRA MEMORIAL COUNSELLING ORGANISATION 3429 NAATH COMMUNITY DEVELOPMENT SERVICES 3430 NABWABINI ENVIRONMENTAL HEALTH CARE INTERVENTION PROJECT 3431 NADA FOUNDATION 3432 NAIROBI CHILDREN CARE AND REHABILITATION CENTRE 3433 NAIROBI COMMUNITY FOUNDATION 3434 NAIROBI FAMILY SUPPORT SERVICES 3435 NAIROBI HOSPICE(NAIROBI TERMINAL CARE CENTRE) 3436 NAIROBI RECYCLERS 3437 NAIVASHA COMMUNITY HIV/AIDS GROUP 3438 NAIVASHA FOOD SECURITY (NAFOS ) ORGANIZATION 3439 NAIVASHA ORPHAN RESCUE REHABILITATION PROGRAMME 3440 NAKURO ECONOMIC POLICY ANALYSIS 3441 NAKURU REGIONAL MOBILIZATION AND STRENGTHENING AGENCY 3442 NAKURU VISION PROGRAMME 3443 NALDO ORGANIZATION 3444 NAMBALE YOUTH BROTHERHOOD 3445 NAMELOK - EISHOI INTEGRATED ORANIZATION 3446 NAMONI COMMUNITY DEVELOPMENT OGRANIZATION 3447 NAMUKONYI COMMUNITY DEV PROJECT 3448 NAMUNYAK MAASAI WELFARE 3449 NAPASTAA FOUNDATION KENYA 3450 NAROK AIDS CONTROL ORGANISATION 3451 NAROK DISTRICT WILDLIFE FORUM 3452 NAROK MEDICAL OUTREACH ORGANIZATION 3453 NASCENT RESEARCH & DEVELOPMENT ORGANIZATION

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3454 NASHETU CAPACITY PROVIDER 3455 NASIB RELIEF AND DEVELOPMENT ORGANIZATION 3456 NASIR COMMUNITY DEVELOPMENT AGENCY 3457 NATION ASSOCIATION FOR THE PREVENTION OF STARVATION 3458 NATION PILLARS CENTRE 3459 NATIONAL AID FOR PASTORAL CHANGE 3460 NATIONAL AIPCA HEALTH AND WELFARE ORGANIZATION 3461 NATIONAL ALLIANCE FOR THE PROTECTION OF MINORITIES AND MARGINALIZED PERSONS 3462 NATIONAL ALLIANCE OF ORPHANS AND WOMEN IN KENYA 3463 NATIONAL ASSOCIATIATED TRINITY ORGANISATION 3464 NATIONAL ASSOCIATION FOR THE PREVENTION OF STARVATION - KENYA 3465 NATIONAL AWARENESS AND FOCUS ORGANISATIONS 3466 NATIONAL CHILDREN IN NEED NETWORK 3467 NATIONAL CHRISTAN YOUTH NETWORK 3468 NATIONAL CIVIC EDUCATION FORUM 3469 NATIONAL COALITION OF CLERGY AND COMMUNITY TOGETHER 3470 NATIONAL COMMISSION ON THE STATUS OF WOPMEN 3471 NATIONAL COUNCIL OF WOMEN OF KENYA 3472 NATIONAL DEMOCRATIC INSTITUTE FOR INTERNATIONAL AFFAIRS 3473 NATIONAL DERMATOLOGY ORGANIZATION 3474 NATIONAL DEVELOPMENT STRATEGIES 3475 NATIONAL EDUCATION SUPPORT FOR VISUALLY IMPAIRED PERSONS(NESVIP) 3476 NATIONAL EMPOWERMENT NETWORK OF PEOPLE LIVING WITH HIV/AIDS IN KENYA 3477 NATIONAL EMPOWERMENT OF DEAF KENYA 3478 NATIONAL HEALTH SPECIAL EDUCATION 3479 NATIONAL INTEGRITY PROMOTION FORUM 3480 NATIONAL MSCHOOL FEEDING COUNCIL OF KENYA 3481 NATIONAL ORGANISATION FOR PRIVATE PUBLIC PARTNERSHIP 3482 NATIONAL ORGANISATION FOR REHABILITATION AND DEVELOPMENT OF YOUTH 3483 NATIONAL ORGANISATION FOR VOLUNTEERS AND CHARITY WORKERS 3484 NATIONAL ORGANISATION OF PEER EDUCATORS 3485 NATIONAL ORGANIZATION OF WOMEN TEACHERS 3486 NATIONAL OUTDOOR EDUCATION PROGRAMME 3487 NATIONAL PEASANT LEAGUE 3488 NATIONAL PRODUCTIVITY INSTITUTE 3489 NATIONAL RURAL LINK 3490 NATIONAL SCHOOL FEEDING COUNCIL OF KENYA 3491 NATIONAL YOUTH RESOURCE CENTRES 3492 NATIONALLY INITIATED ORGANIZATION FOR WOMEN, ENVIRONMENT AND DEVELOPMENT 3493 NATIONWIDE LINK SERVICES 3494 NATURAL HEALTH ORGANIZATION 3495 NATURAL RESOURCES AND ENVIRONMENT CONSERVATION PARTNERSHIP OF KENYA 3496 NATURE AND ENVIRONMENT CONSERVATION VOLUNTEERS 3497 NATURE AND FRIENDS IN KENYA 3498 NATURE CONSERVATION SOCIETY AFRICA 3499 NATURE'S ENVIRONMENT PROGRAMME

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3500 NATURE'S WISDOM 3501 NAWIRI KENYA 3502 NAZAREE COMMUNITY DEVELOPMENT ORGANIZATION 3503 NAZARENE COMPASSIONATE ORGANIZATION 3504 NDABIBI ENVIRONMENTAL CONSERVATIONS CENTRE 3505 NDAKAMU THOMSON FALLS WOMEN ORGANIZATION 3506 NDALU COMMUNITY DEVELOPMENT ORGANISATION 3507 NDAVAYA COMMUNITY DEVELOPMENT INITIATIVE 3508 NDEGE HEALTH CARE AND RESEARCH PROJCT 3509 NDERE HEALTH CARE & RESEARCH PROJECT 3510 NDERE YOUTH ORGANIZATION 3511 NDUMBANI CHILDREN'S FOUNDATION 3512 NEEDY COMMUNITIES DEVELOPMENT ORGANIZATION 3513 NEEDY FRIENDS CENTRE 3514 NEEDY PEOPLE RESCUE CENTRE 3515 NEEDY YOUNG CARE KENYA 3516 NEEM ENVIRONMENT PROJECT 3517 NEEMA COMMUNITY COUNSELLING AND REHABILITATION CENTRE 3518 NEEMA COTTAGE DEVELOPMENT ORGANIZATION 3519 NEEMA EDUCATION AND HEALTH CARE SERVICES 3520 NEEMA EMPOWERMENT PROGRAMME 3521 NEHEMIAH INTERNATIONAL 3522 NEHEMIAH INTERNATIONAL ORGANIZATION 3523 NEIGHBOUR AND PEOPLE CONCERN 3524 NEIGHBOURHOOD CHILDREN SERVICE 3525 NEIGHBOURS DEVELOPMENT AGENCY 3526 NEIGHBOURS FOR PERSONS WITH SPECIAL NEEDS 3527 NEIGHBOURS IN ACTION - KENYA 3528 NEIGHBOURS IN DEVELOPMENT INITIAITIVES(NIDI) 3529 NEIGHBOURS IN DEVELOPMENT SERVICES 3530 NEIGHBOURS INITIATIVES ALLIANCE 3531 NEIGHBOURS KEEPER ORGANIZATION 3532 NEKEKI COMMUNITY BASED HEALTH PROJECT 3533 NET - LINK DEVELOPMENT CENTRE FOR SEMI ARID AND ARID REGION 3534 NET 2000 3535 NETHERLANDS HARAMBEE FOUNDATION FOR HEALTH 3536 NETREACH PROGRAMME 3537 NETWORK FOR ADOLESCENT AND YOUTH OF AFRICA (NAYA) KENYA CHAPTER 3538 NETWORK FOR ECO - FARMING IN AFRICA (NECOFA - KENYA ) 3539 NETWORK FOR ECOFARMING IN AFRICA 3540 NETWORK FOR EDUCATION AND DEVELOPMENT FOUNDATION 3541 NETWORK FOR EMPOWERMENT CONSERVATION AND DEVELOPMENT 3542 NETWORK FOR ENVIRONMENTAL CONSERVATION AND DEVELOPMENT 3543 NETWORK FOR EQUALITY AND EMPOWERMENT OF MUSLIM WOMEN IN KENYA 3544 NETWORK FOR INTEGRATED COMMUNITY EMPOWERMENT PROGRAMME 3545 NETWORK FOR POSITIVE WOMEN CHILDREN AND YOUTH 3546 NETWORK FOR RURAL DEVELOPMENT 3547 NETWORK FOR THE IMPROVEMENT OF THE WORLD HEALTH 3548 NETWORK FOR WATER AND SANITATION INTERNATIONAL

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3549 NETWORK OF AFRICAN PEOPLE LIVING WITH HIV/AIDS 3550 NETWORK OF AIDS RESEARCHERS EAST & CENTRAL AFRICA 3551 NETWORK OF CHILD RIGHTS AND ADVOCACY FORUM 3552 NETWORK OF COMMUNITY AND ORPHAN SUPPORT INITIATIVE 3553 NETWORK OF COMMUNITY BASED ORGANISATIONS SELFHELP GROUP IN KENYA 3554 "NETWORK OF MEN LIVING WITH HIV / AIDS IN KENYA" 3555 NETWORK OF PASTORALIST WOMEN IN KENYA (NOPWIK) 3556 NETWORK OF PEOPLE LIVING WITH HIV/AIDS 3557 NETWORK OF PEOPLE LIVING WITH HIV/AIDS IN KENYA 3558 NETWORKING IN WATER PROVINCIAL AND POVERTY ALLEVIATION 3559 NEW DAWN FOR THE PHYSICALLY CHALLENGED IN KENYA 3560 NEW DAWN KENYA 3561 NEW ERA DEVELOPMENT SERVICES 3562 NEW GENERATION OUTREACH 3563 NEW HOPE FOUNDATION FOR KENYAN CHILDREN 3564 NEW HORIZON DEVELOPMENT ORGANIZATION 3565 NEW LIFE AWARENESS & RAHABILITATION CENTRE KENYA 3566 NEW LIFE MISSION KENYA 3567 NEW START HIV SERVICES 3568 NEW SUDAN CHRISTIAN LINK 3569 NEW SUDAN WILDLIFE CONSERVATION ORGANISATION 3570 NEW SUDAN WOMEN FEDERATION 3571 NEW SUDANESE INDIGENOUS NGOS NETWORK (NESI-NETWORK) 3572 NEW WORLD INTERNATIONAL 3573 NEXT GENERATION KENYA 3574 NGALA JARED COMMUNITY DEVELOPMENT FOUNDATION 3575 N'GARUA COMMUNITY DEVELOPMENT ORGANIZATION 3576 NGELANI RURAL DEVELOPMENT CENTRE 3577 NGOLANYA COMMUNITY AID PROGRAMME 3578 NGOMONGO ENVIRONMENT AND POVERTY ALLEVIATION INITIATIVE 3579 NGUMA COMMUNITY DEVELOPMENT INITIATIVE 3580 NGUNGUNI ACTS COMMUNITY DEVELOPMENT 3581 NIAJE INITIATIVE 3582 NIGHTINGALES RURAL HEALTH SERVICES 3583 NILE AGENCY FOR RELIEF AND DEVELOPMENT (NARD) 3584 NILE HOPE DEVELOPMENT FORUM 3585 NILE INTER - DEVELOPMENT PROGRAMME 3586 NILE INTERNATIONAL DEVELOPMENT PROGRAMME 3587 NILELAND CHARITABLE TRUST 3588 NJAAGA CHILD HOPE KENYA CHAPTER 3589 NJABINI DEVELOPMENT FOUNDATION 3590 NJARANGE AREA PROJECT KENYA 3591 NJEMA MICRO-ENTERPRISE INITIATIVE KENYA 3592 NJORO DESTITUTE REHABILITATION SERVICES 3593 NO PEACE WITHOUT JUSTICE 3594 NOBLE CHARITY HOMES FOR DESTITUTES 3595 NOLOW COMMUNITY DEVELOPMENT ORGANIZATION 3596 NOMAD CHARITIES - KENYA CHAPTER 3597 NOMADIC AID-KENYA 3598 NOMADIC CHILDREN EMPOWERMENT PROGRAMME

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3599 NOMADIC CHRISTIANS AND DEVELOPMENT ORGANIZATION 3600 NOMADIC COMMUNITY HEALTH PROGRAMME 3601 NOMADIC DEVELOPMENT ORGANIZATION 3602 NOMADIC HERITAGE AID 3603 NOMADIC PASTORALISTS PEOPLES ORGANISATION (NOPPO) 3604 NOMADIC VOCATIONAL TRAINING INITIATIVE 3605 NOMADS AND NATURE 3606 NOMADS INTERNATIONAL 3607 NOMDAD RESOURCES UTILIZATION PROGRAMME 3608 NONRO WELFARE ORGANIZATION 3609 NORTH IMENTI DEVELOPMENT NETWORK 3610 NORTH SOUTH HUMANITARIAN ORGANIZATION 3611 NORTHERN AID 3612 NORTHERN ARID PASTORAL DEVELOPMENT OPRGANISATION 3613 NORTHERN ARIDLANDS DEVELOPMENT INITIATIVES 3614 NORTHERN COMMUNICATION SOLUTIONS 3615 NORTHERN EDUCATION AND ENVIRONMENTAL DEVELOPMENT ORGANIZATION 3616 NORTHERN GIRL CHILD ORGANIZATION 3617 NORTHERN HEALTH AND DEVELOPMENT FORUM 3618 NORTHERN KENYA CHILDREN'S LEGAL CENTRE 3619 NORTHERN KENYA DEVELOPMENT FOUNDATION 3620 NORTHERN LEGAL RESOURCE CENTRE 3621 NORTHERN PEACE AND DEVELOPMENT CONCERN 3622 NORTHERN REGION DEVELOPMENT AGENCY 3623 NORTHERN VISION FOR PEACE AND PASTORAL AID 3624 NORTHERN WOMEN DEVELOPMENT AID 3625 NORWEGIAN CHURCH AID 3626 NORWEGIAN PEOPLES AID HORN OF AFRICA 3627 NORWEGIAN REFUGEE COUNCIL 3628 NOSIM WOMEN ORGANISATION 3629 NOTHERN REGION DEVELOPMENT AGENCY 3630 NOVIB OXFAM NETHERLANDS 3631 NUB DEVELOPMENT LOPMENT ORGANISATION 3632 NUB RELIEF, REHABILITATION AND DEVELOPMENT ORGANIZATION 3633 NUFAIKA WATER DEVELOPMENT AND AFFRORESTATION CENTRE 3634 NURU DEVELOPMENT CENTRE 3635 NUTRIBOOST - AFRICA 3636 NUTRIBOOST- KENYA 3637 NUTRITIONAL ADVANCEMENT CO - OPERATION 3638 NUTRITIONISTS WITHOUT BORDERS 3639 NYAGUKI ORGANIZATION FOR EMPOWERMENT AND CAPACITY BUILDING 3640 NYAHURURU LEAGUE FOR ENVIRONMENTAL AWARENESS & CONSERVATION 3641 NYAIMAMU COMMUNITY DEVELOPMENT ORGANIZATION 3642 NYAKACH COMMUNITY INITIATIVE SUPPORT SERVICE FOR WIDOWS, ORPHANS AND PEOPLE WITH DISABILITIES ( NYAC). 3643 NYAKACH COMMUNITY SUPPORT SERVICES FOR WIDOWS, ORPHANS AND DISABLED 3644 NYAKAMWE SUPPORT AGENCY 3645 NYAKONGO EDUCATION AND HEALTH RESOURCE MANAGEMENT PROGRAMME

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3646 NYALENDA,RECYCLING PROJECT 3647 NYAMBENE CHILD MINISTRY-KENYA 3648 NYAMESOCHO AGENCY (N.A) 3649 NYAMGONDHO MEN AND WOMEN SUPPORT ORGANIZATION 3650 NYAMULU AFRICA FOUNDATION 3651 NYAMUMBO WELFARE FUND 3652 NYANDO DEVELOPMENT COMMUNITY ENVIRONMENTAL CONSERVATION NETWORK 3653 NYANDO DISTRICT RURAL DEVELOPMENT AND RESOURCE CENTRE ORGANIZATION 3654 NYANUMBA FOUNDATION 3655 NYANZA CENTRE FOR THE DESTITUTE 3656 NYANZA COMMUNITY INITIATIVE 3657 NYANZA LINT NETWORK 3658 NYANZA SOUTH COMMUNITY EMPOWERMENT AND DEVELOPMENT INITIATIVE 3659 NYISANGO HEALTH MANAGEMENT AND COMMUNITY DEVELOPMENT PROJECT 3660 NYOTA DEVELOPMENT ORGANISATION 3661 NYOTA LIKONI SELF HELP GROUP 3662 NZIA WOMEN ORGANIZATION KITUI DISTRICT 3663 NZIU ORPHANED CHILD WELL WISHERS ORGANIZATION 3664 OASIS AFRICA 3665 OASIS OF COMMUNITY DEVELOPMENT PROGRAMME 3666 OASIS OF FRIENDS RESTORATION CENTRE 3667 OASIS OF HELP ORGANIZATION 3668 OASIS OF HOPE DEVELOPMENT KENYA 3669 OASIS OF MERCY FOUNDATION 3670 OASIS REHABILITATION CENTRE (INTERNATIONAL) 3671 OBAMAS FOR YOUTH EMPOWERMENT 3672 OBOMO FOUNDATION 3673 OBUBA COMMUNITY DEVELOPMENT ORGANIZATION 3674 OCEAN OF HOPE KENYA 3675 ODYSSEY WOMEN INTERNATIONAL EDUCATION SERVICES 3676 ODYSSEY WORLD INTERNATIONAL EDUCATION SERVICES 3677 OGIEK CULTURAL INITIATIVE PROGRAMME 3678 OGIEK DEVELOPMENT CULTURAL & ENVIRONMENTAL 3679 OGIEK PEOPLES DEVELOPMENT PROGRAMME 3680 OGIEK RURAL INTEGRATION PROJECT 3681 OGRA FOUNDATION 3682 OIKOCREDIT, ECUMENICAL DEVELOPMENT ORGANIZATION U.A. 3683 OKIEK DEVELOPMENT AGENCY 3684 OKOA RURAL DEVELOPMENT AGENCY 3685 OLANGI WOSHO FOUNDATION IN KENYA 3686 OLDOINYO OIBOR DEVELOPMENT ORGANIZATION 3687 OLDOINYO OLMAA ORGANIZATION 3688 OLMAA PASTROLISTS DEVELOPMENT PROGRAMME 3689 OLMORAN LUMAMONDO COMMUNITY DEVELOPMENT ORGANISATION 3690 OLOOLAISER COMMUNITY DEVELOPMENT ORGANISATION 3691 OLORUKOTI DEVELOPMENT PROGRAMME 3692 OMEGA FOUNDATION

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3693 ONDIRI SWAMP CONSERVANCY TRUST 3694 ONE HEART WITH AFRICA INC 3695 ONE KENYA ONE NATION 3696 ONE LOVE USA INTERNATIONAL, KENYA 3697 ONE VIBE ENTERTAINMENT FOUNDATION 3698 ONE WORLD DEVELOPMENT FOUNDATION 3699 ONEKID ONEWORLD 3700 ONGATA RONGAI ALLIED COMMUNITY LIFE EMPOWERMENT (ORACLE) 3701 ONGATA RONGAI ORGANISATION FOR THE NEEDY 3702 OPEN ARMS INTERNATIONAL 3703 OPEN HEARTS AND MINDS FOUNDATION 3704 OPENHAND CHILDCARE PROGRAMME 3705 OPERATION EYESIGHT PROGRAM 3706 OPERATION GIVE AND GROW 3707 OPERATION SAVE INNOCENT LIVER 3708 OPERATION SMILE MISSION IN KENYA 3709 OPPORTUNITY INTERNATIONAL 3710 ORBIT COMMUNITY DEVELOPMENT CENTRE 3711 ORGANIC AGRICULTURE CENTRE OF KENYAN 3712 ORGANISATION FOR ADVANCEMENT OF SOCIAL WELFARE PROJECTS 3713 ORGANISATION FOR ASSISTING HEARING IMPAIRED PERSONS 3714 ORGANISATION FOR ASSISTING HEARING IMPAIRED VOICES 3715 ORGANISATION FOR COMMUNITY DEVELOPMENT KENYA 3716 ORGANISATION FOR COMMUNITY INITIATIVE 3717 ORGANISATION FOR DEVELOPMENT OF INTEGRATED RURAL COMMUNITY ENTITIES 3718 ORGANISATION FOR GENDER AND CHILD CONCERN-KENYA 3719 ORGANISATION FOR HEALTH AND TECHNOLOGY STUDIES 3720 ORGANISATION FOR PARTICIPATORY DEVELOPMENT 3721 ORGANISATION FOR RELIEF AND COMMUNITY DEVELOPMENT(ORCD) 3722 ORGANISATION FOR SOCIAL SCIENCE RESEARCH IN EASTERN AND SOUTHERN AFRICA (OSSREA) KENYA 3723 ORGANISATION FOR SUSTAINABLE CAPACITY DEVELOPMENT 3724 ORGANISATION FOR THE CONSERVATION OF NATURAL RESOURCES AND THE COMBAT OF HIV/AIDS 3725 ORGANISATION FOR WOMEN AND CHILDREN 3726 ORGANISATION FOR WOMEN AND CHILDREN RIGHTS 3727 ORGANISATION MONDIALE DES PAYSANS 3728 ORGANISATION OF SOCIAL SCIENCE RESEARCH IN EASTERN AND SOUTHERN AFRICA 3729 ORGANIZATION FOR ADVANCEMENT OF SOCIAL WELFARE PROJECTS 3730 ORGANIZATION FOR ADVANCEMENT OF THE PEOPLE 3731 ORGANIZATION FOR ALL PEOPLES INITIATIVE 3732 ORGANIZATION FOR ASSISTING HEARING IMPAIRED PERSONS 3733 ORGANIZATION FOR BETTER ENVIRONMENT AND CHILD CARE 3734 ORGANIZATION FOR CAPACITY DEVELOPMENT KENYA 3735 ORGANIZATION FOR COMMUINITY DEVELOPMENT 3736 ORGANIZATION FOR COMMUNITY INITIATIVES 3737 ORGANIZATION FOR DEVELOPMENT MANAGEMENT 3738 ORGANIZATION FOR DEVELOPMENT OF INTEGRATED RURAL COMMUNITY ENTITIES

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3739 ORGANIZATION FOR ELDERLY PERSONS INTERNATIONAL 3740 ORGANIZATION FOR HEALTH AND TECHNOLOGY STUDIES 3741 ORGANIZATION FOR HEALTH EDUCATION AND RESEARCH SERVICES 3742 ORGANIZATION FOR INTERCULTURAL EDUCATION 3743 ORGANIZATION FOR PARTICIPATORTY DEVELOPMENT 3744 ORGANIZATION FOR PASTROLISTS EDUCATION ECONOMIC DEVELOPMENT 3745 ORGANIZATION FOR SOCIAL SCIENCE RESEARCH IN EASTERN AND SOUTHERN AFRICA KENYA 3746 ORGANIZATION FOR SUSTAINABLE ENVIRONMENTAL SOLUTIONS 3747 ORGANIZATION FOR THE ADVANCEMENT OF THE BOY CHILD 3748 ORGANIZATION FOR THE CONSERVATION OF NATURAL RESOURCES AND THE COMBAT OF HIV/AIDS 3749 ORGANIZATION FOR THE DEVELOPMENT MANAGEMENT 3750 ORGANIZATION FOR TRANSFORMING INITIATED TECHNOLOGIES 3751 ORGANIZATION FOR WOMEN AND YOUTH EDUCATION PROGRAMME 3752 ORGANIZATION FOR YOUTH IN ENVIRONMENTAL AND EDUCATIONAL AFFAIRS 3753 ORGANIZATION MONDIALE DES PAYSANS 3754 ORGANIZATION OF YOUTH EMPOWERMENT AND SOLIDARITY 3755 ORGANIZATION TO COMBAT AIDS EPIDERMIC IN KENYA 3756 ORONGO WIDOWS AND ORPHANS PROJECT INTERNATIONAL (K) 3757 ORPHAN AID - AFRICA 3758 ORPHAN CHILD AFRICA ORGANIZATION 3759 ORPHAN CONCERN INTERNATIONAL 3760 ORPHAN CONCERN INTERNATIONAL - KENYA 3761 ORPHANAGE CHARITABLE ORGANIZATION 3762 ORPHANCARE CENTRE 3763 ORPHANS AND STREET CHILDREN FOUNDATION KENYA 3764 ORPHANS AND STREET KIDS, KENYA 3765 ORPHANS DEVELOPMENT PROGRAMME INTERNATIONAL 3766 ORPHELINS SANS FRONTIERES FRANCE 3767 OSIENALA FRIENDS OF LAKE VICTORIA 3768 OSILALEI RURAL DEVELOPMENT SUPPORT 3769 OSILIGI HEALTH CENTRE INTERNATIONAL 3770 OSIM LE MAA (THE MAA PEOPLE INITIATIVE) 3771 OSOGO COMMUNITY - FAMILY HEALTH INITIATIVES 3772 OSOTUA "PEACE" ADVANCEMENT PROGRAMME 3773 OSUPUKO LENARRESHO ENVIRONMENTAL PROGRAMME 3774 OTTO HOFMANN SELF HELP GROUP 3775 OUR HERITAGE CULTURAL CENTRE 3776 OUR TREASURE CHILD DEVELOPMENT CENTRE 3777 OURLADY OF PERPETUAL SUPPORT FOR PEOPLE LIVING WITH HIV/AIDS AND ORPHANS 3778 OUT OF AFRICA KENYA 3779 OUTREACH INTERNATIONAL 3780 OUTREACH SOCIAL & WOMEN EMPOWERMENT PROGRAMME 3781 OXFAM - QUEBEC 3782 OXFAM GB 3783 OXFAM NOVIB 3784 PACE INTERNATIONAL 3785 PACT KENYA

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3786 PALM DEVELOPMENT ORGANIZATION 3787 PALM INTERNATIONAL 3788 PAMBAZUKO 3789 PAMOJA CHARITY FOUNDATION 3790 PAMOJA COMMUNITY ORGANISATION 3791 PAMOJA INTERGRATED DEVELOPMENT PROGRAMME 3792 PAMOJA RESOURCES FOR TRANSFORMATION 3793 PAMOJA WOMEN DEVELOPMENT PROGRAMME 3794 PAN - AFRICAN INTERNATIONAL AGENCY FOR DEVELOPMENT 3795 PAN AFRICA HAZARDS AND MINE ACTION FOUNDATION 3796 PAN AFRICA HEART FOUNDATION 3797 PAN AFRICAN RELIEF AND DEVELOPMENT ORGANIZATION 3798 PAN AFRICAN STRATEGIC AND PEACE RESEARCH GROUP KENYA 3799 PAN AFRICAN SYSTEMS FOR ANALSIIS, RESEARCH AND TRAINING CENTRE 3800 PAN AFRICAN WILDLIFE 3801 PANDA AGENCY FOR COMMUNITY EMPOWERMENT 3802 PARAMOUNT INTEGRATED RELIEF INITIATIVE 3803 PARASITE CONTROL CENTRE 3804 PARENTING EDUCATION AND CHILD DEVELOPMENT AID - KENYA 3805 PARENTS CAMPAIGN FOR EDUCATION AND DEVELOPMENT 3806 PARENTS OF DEAFBLIND PERSONS ORGANIZATION 3807 PARNTERS FOR PROGRESS 3808 PARRAINS DE L'ESPOIR KENYA 3809 PARTICIPATORY APPROACHES FOR INTEGRAL DEVELOPMENT ORGANIZATION 3810 PARTICIPATORY COMMUNITY SUPPORT PROGRAMME 3811 PARTICIPATORY RESEARCH AND DEVELOPMENT CONCERN 3812 PARTICIPATORY RESOURCE DEVELOPMENT PROGRAMME 3813 PARTICIPATORY RURAL DEVELOPMENT ORGANIZATION IN KENYA 3814 PARTNERS COMMUNITY INITIATIVE ORGANIZATION 3815 PARTNERS FOR CAPACITY BUILDING AND EMPOWERMENT 3816 PARTNERS FOR TRANSFORMATION AND PROSPERITY PROGRAMMES 3817 PARTNERS IN CHILDREN AND FAMILY SUPPORT 3818 PARTNERS IN COMMUNITY EDUCATION 3819 PARTNERS IN DEVELOPMENT 3820 PARTNERS IN EDUCATION FOR ALTERNATIVE DEVELOPMENT STRATEGIES 3821 PARTNERS IN LITERACY MINISTRIES 3822 PARTNERS IN MISSION 3823 PARTNERS IN POVERTY ALLEVIATION 3824 PARTNERS IN TEA INITIATIVE 3825 PARTNERS WITH VISION 3826 PARTNERSHIP FOR AFRICAN WOMEN ENTREPRENEURSHIP 3827 PARTNERSHIP FOR DEVELOPMENT AND WELFARE ALBINO LOW VISION PROJECT 3828 PARTNERSHIP FOR DEVELOPMENT MISSION 3829 PARTNERSHIP FOR INFORMATION AND DEVELOPMENT 3830 PARTNERSHIP FOR PRODUCTIVITY SERVICE FOUNDATION 3831 PARTNERSHIP FOR SUSTAINABLE DEVELOPMENT 3832 PASSION CHILDREN CARE 3833 PASSIONATE FUNDS INTERNATIONAL 3834 PASTORAL COMMUNITIES EMPOWERMENT PROGRAMME 3835 PASTORAL COMMUNITY AID

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3836 PASTORAL DEVELOPMENT PROGRAMME IN KENYA 3837 PASTORAL LINK AND NETWORK AFRICA 3838 PASTORAL ORIENT 3839 PASTORALIST AREAS DEVELOPMENT ORGANIZATION 3840 PASTORALIST COMMUNITY INITIATIVE DEVELOPMENT AND ASSISTANCE 3841 PASTORALIST DEVELOPMENT SUPPORT ORGANIZATION 3842 PASTORALIST EDUCATION AND TRAINING INITIATIVE 3843 PASTORALIST EDUCATION FOR DEVELOPMENT IN ARID LANDS 3844 PASTORALIST FOUNDATION FOR POVERTY REDUCTION 3845 PASTORALIST GIRLS INITIATIVE 3846 PASTORALIST HEALTH SYSTEMS 3847 PASTORALIST HOPE INTERNATIONAL PROJECT 3848 PASTORALIST INTEGRATED SUPPORT PROGRAMME 3849 PASTORALIST LEGAL AID ORGANIZATION 3850 PASTORALIST ORGANIZATION FOR WOMEN EMPOWERMENT AND RIGHTS 3851 PASTORALIST SHADE INITIATIVE 3852 PASTORALIST SHELTER ORGANISATION 3853 PASTORALISTS CHILDREN ORPHANAGE HOMES INTERNATIONAL 3854 PASTORALISTS COMMUNITY DEVELOPMENT ORGANIZATION 3855 PASTORALISTS WOMEN FOR HEALTH AND EDUCATION 3856 PASTORAL AID 3857 PAT AND JUDE (EXCHANGE) 3858 PATHFINDER INTERNATIONAL 3859 PATHWAYS 3860 PARTICIPATORY APPROACHES FOR INTEGRAL DEVELOPMENT ORGANIZATION 3861 PAULINE WANGU FOUNDATION (THIKA) 3862 PEACE AMBASSADORS INITIATIVE 3863 PEACE AND DEVELOPMENT NETWORK AFRICA 3864 PEACE AND DEVELOPMENT PARTNERS 3865 PEACE AND HUMAN SECURITY RESEARCH CENTRE 3866 PEACE BUILDING, HEALING AND RECONCILIATION PROGRAMME 3867 PEACE INTERNATIONAL 3868 PEACE LINK INITIATIVE 3869 PEACE MERCY FOUNDATION 3870 PEACE MISSIONERS 3871 PEACE OFFICERS FOR CHRIST INTERNATIONAL 3872 PEACE PROGRESSIVE AND CHARITY ORGANIZATION 3873 PEACE PROMOTERS FORUM 3874 PEACE VILLAGE (VISION IN THE GREAT LAKES) 3875 PEACEBUILDING INTERNATIONAL 3876 PEACEBUILDING HEALING AND RECONCILIATION PROGRAMME 3877 PEER EDUCATION AND TRAINERS ORGANIZATION 3878 PEER RESOURCE INITIATIVE 3879 PEGGY COMFORT CENTRE 3880 PENDEKEZO LETU 3881 PENDEZA AFRICA 3882 PENDO CENTER EMBAKASI 3883 PENIEL MERCY ORGANIZATION 3884 PENIEL SUPPORT PROGRAMME 3885 PENUEL FOUNDATION KENYA 3886 PEOPLE AGAINST POVERTY

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3887 PEOPLE FOR PEOPLE INITIATIVE - KENYA 3888 PEOPLE IN ACTIVE MANAGEMENT OF BIODIVERSITY AND AGRICULTURE 3889 PEOPLE UNITED TO SAVE THE HARBOURLINE 3890 PEOPLES' DRIVEN DEVELOPMENT 3891 PEOPLE'S EMPOWERMENT AND DEVELOPMENT SERVICES 3892 PEOPLE'S INITIATIVES FOR SELF EMPOWERMENT 3893 PEOPLES RIGHTS FORUM 3894 PEOPLES WELFARE ORGANISATION 3895 PEP POVERTY ERADICATION PROGRAMME 3896 PERFECT LOVE DEVELOPMENT INITIATIVE 3897 PERFORMANCE IMPROVEMENT SERVICES(PIS) 3898 PERMANENT AGRICULTURE AND COMMUNITY NUTRITION 3899 PERSONAL EMPOWERMENT SERVICES 3900 PHARMACISTS FOUNDATION 3901 PHARMACIENS SANS FRONTIERES (PSF) 3902 PHEISIC INTERNATIONAL 3903 PHILADELPHIA NEEDY FOUNDATION 3904 PHILEMON FOUNDATION 3905 PHYLLIS MEMORIAL CHILDREN'S HOME 3906 PHYSICIANS FOR HUMAN RIGTHS INC 3907 PIDIMANGO WATER PROJECT 3908 PILDA COMMUNITY DEVELOPMENT ORGANISATION 3909 PILLARS OF HOPE WOMEN DEVELOPMENT PROGRAM 3910 PINNACLE RELIEF CENTRE 3911 PIONEER CHILD PROJECT 3912 PIONEER DEVELOPMENT PROGRAMME TRANS - COMMUNITY ORGANIZATION 3913 PIONEER VISION INTEGRATED DEVELOPMENT AGENCIES 3914 PIVOT ACCESS INITIATIVE 3915 PLAN INTERNATIONAL 3916 PLANET - RESOURCES AND DEVELOPMENT ORGANIZATION 3917 PLANNED PARENTHOOD FEDERATION OF AMERICA-INTERNATIONAL AFRICA REGIONAL OFFICE 3918 PLANNED PARENTHOOD- INTERNATIONAL AFRICA REGIONAL OFFICE 3919 PLANT RESOURCES OF TROPICAL AFRICA 3920 PLANT THE SEED 3921 PLANTS FOR LIFE INTERNATIONAL 3922 PLASMOD WATCH 3923 PLEDGE ACTION INTERNATIONAL 3924 PLUMBERS WITHOUT FRONTIERS 3925 POKOT ACTIVE PARTICIPATION ORGANIZATION 3926 POKOT EDUCATION AND DEVELOPMENT PROGRAMME 3927 POKOT ENVIRONMENTAL CONSERVATION AND LIVESTOCK DEVELOPMENT ORGANISATION 3928 POKOT LEGAL AWARENESS CAMPAIGN AND CIVIC EDUCATION 3929 POKOT MOTHER AND CHILD SUPPORT 3930 POLYTHENE WASTE RECYCLING AND CHILDREN'S REHABILITATION 3931 PONGEZI KENYA 3932 POOR BRIGHT AND ORPHANS KENYA 3933 POPUILATION,ENVIRONMENT DEVELOPMENT AND RESEARCH AGENCY (PEDRA) 3934 POPULATION COMMUNICATIONS INTERNATIONAL

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3935 POPULATION EDUCATION AND ECONOMIC NETWORK 3936 POPULATION EDUCATION INSTITUTE 3937 POPULATION SERVICES INTERNATIONAL KENYA 3938 PROACTIVE HEALTH ENVIRONMENTAL SERVICES INITIATIVE PHOENIX PATH INC. 3939 PORINI FOUNDATION 3940 PORT FLORENCE MEDICAL SERVICES 3941 PORT FLORENCE YOUTH INITIATIVE 3942 POSITIVE EDUCATION INTERNATIONAL 3943 POSITIVE MENTAL ATTITUDE NETWORK 3944 POSITIVE WOMEN GROUP 3945 POST PENAL EMPOWERMENT PROGRAMME 3946 POTTERS CLAY AFRICA 3947 POPULATION COUNCIL 3948 POVERTY AFRICA KENYA 3949 POVERTY AFRICA REGIONAL OFFICE 3950 POVERTY ALLEVIATION IN RURAL AND URBAN HOUSEHOLD PROGRAMS 3951 POVERTY ALLEVIATION PARTNERS FOR AFRICA 3952 POVERTY ALLEVIATION RESEARCH AND DEVELOPMENT INSTITUTE 3953 POVERTY BE HISTORY ORGANIZATION 3954 POVERTY ERADICATION AND COMMUNITY EMPOWERMENT 3955 POVERTY ERADICATION CONSORTIUM OF AFRICA 3956 POVERTY ERADICATION FOR DEVELOPMENT ORGANIZATION 3957 POVERTY ERADICATION NETWORK 3958 POVERTY ERADICATION THROUGH EDUCATION HEALTH AND AGRICULTURE 3959 POVERTY FIGHTERS ORGANIZATION 3960 POVERTY REDUCTION, DRUGS AND HIV/AIDS AWARENESS ORGANIZATION 3961 POVERTY REDUCTION SUPPORTIVE ORGANIZATION 3962 POVERTY RELIEF AID 3963 PRACTICAL ACTION 3964 PRACTICAL SOLUTION FOR PASTORALIST DEVELOPMENT 3965 PRECIOUS BLOOD CHILDREN'S FAMILY 3966 PRECIOUS HERITAGE CONSERVATION NETWORK 3967 PREMIERE URGENCY ( FIRST EMERGENCY) KENYA PROGRAM 3968 PRESBYTERIAN RELIEF AND DEVELOPMENT AGENCY 3969 PRESERVE KENYA ORGANIZATION 3970 PRESBYTERIAN RELIEF AND DEVELOPMENT AGENCY 3971 PREVENTION AGAINST DRUG A BUSE- EAST AFRICA 3972 PREVENTIVE DIPLOMACY INTERNATIONAL 3973 PRIDE AFRICA 3974 PRIDE ECONOMIC EMPOWERMENT PROGRAMME 3975 PRIEUMBER CHARITY FUND 3976 PRIMA HEALTH RESEARCH CENTRE 3977 PRIMARY HEALTH AND EVANGELISM ORGANISATION OF KENYA 3978 PRIME HEALTH AND ENVIRONMENT 3979 PRISONERS AID KENYA 3980 PRISONERS CARE PROGRAMME 3981 PRIVATE AGENCIES COLLABORATING TOGETHER INC 3982 PROGRAM FOR APPROPRIATE TECHNOLOGY IN HEALTH 3983 PROGRAM FOR INDIGENOUS COMMUNITY INIATIATIVES 3984 PROGRAMME AGAINST MALNUTRITION

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3985 PROGRAMME DEVELOPMENT PROGRAMME 3986 PROGRAMME FOR APPROPRIATE TECHNOLOGY IN HEALTH (PATH) 3987 PROGRAMME FOR APPROPTRATE TECHNOLOGY IN HEALTH(PATH) 3988 PROGRAMME FOR BETTER HEALTH,EDUCATION AND ENVIRONMENTAL DEVELOMENT 3989 PROGRAMME FOR HELPING THE ELDERLY AND VULNERABLE INDIVIDUALS IN KENYA 3990 PROGRAMME FOR POSITIVE LIVING WITH HIV/AIDS 3991 PROGRAMME FOR PROMOTION OF ORGANIC FARMING AND AGROFORESTRY PRACTISE IN KENYA 3992 PROGRAMME FOR THE AGED AND CHILDREN 3993 PROGRAMME FOR THE PROMOTION OF ORGANIC FARMING AND AGROFORESTRY PRACTICES IN KENYA 3994 PROGRAMME FOR WOMEN IN SOCIO ECONOMIC DIFFICULTIES (PROWED) 3995 PROGRAMMW FOR REHABILITATION OF WOMEN IN SOCIO-ECONOMIC DIFFICULTIES 3996 PROGRESS FOR COMMUNITIES FOUNDATION 3997 PROGRESS IN LIFE ORGANIZATION 3998 PROGRESSIVE DEVELOPMENT PROGRAMME 3999 PROGRESSIVE INITIATIVES AND METHODOLOGIES FOR SOCIAL AND ECONOMIC ENHANCEMENT IN KENYA 4000 PROGRESSIVE INITIATIVES FOR COMMUNITY EMPOWERMENT 4001 PROGRESSIVE INTERVENTIONS KENYA 4002 PROGRESSIVE ORGANIZATION FOR POVERTY ALLEVIATION 4003 PROJECT AFRICA 4004 PROJECT BAOBAB KENYA 4005 PROJECT EDUCATION INCORPORATION 4006 PROJECT HOUSE SUPPORT ORGANIZATION 4007 PROJECT OF AFRICAN YOUTH EMPOWERMENT 4008 PROJECT RELIEF KENYA 4009 PROJECT SOUTH ( PROGETTO SUD ) 4010 PROJECT(SHOPPS)UNITED COMMUNITIES INTEGRATED DEVELOPMENT NETWORK 4011 PRO-LIFE KENYA 4012 PROMETRA KENYA 4013 PROMOTION OF RURAL INITIATIVE AND DEVELOPMENT ENTERPRISES (PRIDE) 4014 PROVIDE INTERNATIONAL 4015 PROVIDENCE WHOLE CARE INTERNATIONAL 4016 PSYCHOLOGICAL CONFLICT AWARENESS AND CONTROL AGENCY 4017 PUBLIC AND LAND AFFAIRS ADVISORY INITIATIVE 4018 PUBLIC CORUPTION ETHICS AND GOVERNANCE WATCH 4019 PUBLIC LAW INSTITUTE 4020 PUBLIC LEADERSHIP CENTRE FOR WOMEN 4021 PURE LOVE EXPRESSED HEALTH CARE INTERNATIONAL 4022 PWANI DEVELOPMENT GROUP 4023 PWANI DEVELOPMENT INTERNATIONAL 4024 PWANI WOMEN INITIATIVE NETWORK 4025 QUALITY HEALTH ORGANIZATION TRUST OF KENYA 4026 QUALITY LIFE PROVISION PROGRAMME 4027 QUALITY MANAGEMENT FOR SUSTAINABLE DEVELOPMENT 4028 QUEST FOR SUSTAINABLE DEVELOPMENT

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4029 QUICK AID ORGANIZATION 4030 RACE AGAINST POVERTY (RAP) 4031 RACECOURSE INTERNATIONAL HOME FOR THE HOMELESS 4032 RACHUONYO COUNSELLING CENTRE (RACCO) 4033 RACHUONYO INTEGRATED OUTREACH PROGRAMME 4034 RACHUONYO INTEGRATED RELIEF AND DEVELOPMENT PROJECT 4035 RACING FOR GLOBAL AID 4036 RAFIKI CARING HOME 4037 RAFIKI FOUNDATION OF KENYA 4038 RAFIKI KENIA FOUNDATION 4039 RAFIKI ORTHOPAEDIC REHABILITATION CENTRE 4040 RAFIKI PARTICIPATORY DEVELOPMENT PARTNERS 4041 RAFIKI REHABILITATION PROGRAMME 4042 RAINBOW DEPARTMENT OF RELIEF AND DEVELOPMENT INTERNATIONAL 4043 RAINCATCHER ORGANIZATION 4044 RAMATI DEVELOPMENT INITIATIVES 4045 RANALO CHILD AND OLD - AGE DEVELOPMENT PROGRAMME 4046 RAPHA TRANSFORMATION CENTRE 4047 RATUDI HIV/AIDS AWARENESS CENTRE 4048 RAVENS MUELLER FOUNDATION 4049 RAVINE COMMUNITY HEALTH SERVICES 4050 RAVINE INITIATIVE ON POVERTY ERADICATION FOR DEVELOPMENT 4051 RAWA WIDOWS AND ORPHANS RESCUE 4052 RAWA WIDOWS, ORPHANS AND YOUTH DEVELOPMENT 4053 RAY OF GOOD HOPE 4054 RAYS OF HOPE 4055 REACH & TOUCH MISSION INTERNATIONAL 4056 REACH ENVIRONMENTAL ACTION PROGRAM 4057 REACH KENYA 4058 REACH KENYA RURAL DEVELOPMENT AGENCY 4059 REACH ONE MISSION INTERNATIONAL KENYA 4060 REACH OUT DISABLED FOUNDATION 4061 REACH THE CHILDREN INC 4062 REACH THE DESTITUTE FOR BETTER DESTINY 4063 REACH TO RECOVERY KENYA 4064 REACH WOMEN AND YOUTH DEVELOPMENT ORGANIZATION 4065 READING ASSOCIATION OF KENYA(RAK) 4066 REAFFORESTATION AFRICA 4067 REAL IMPACT FOR SUSTAINABLE GROWTH ORGANIZATION 4068 REDEEM OUR MAZINGIRA 4069 REED REHABILITATION AND DEVELOPMENT FOR SOUTHERN SUDAN 4070 REFUGEE CONSORTIUM OF KENYA 4071 REFUGEE EDUCATION TRUST- KENYA 4072 REFUGEE HIGHER EDUCATION LINK (REHEL) 4073 REFUGEE INITIATIVE SERVICE ORGANIZATION 4074 REGENERATION OF MEN AND WOMEN AGENCY OF KENYA 4075 REGIONAL ADVISORY CENTRE FOR ENVIRONMENTAL DISASTERS AND CRISIS MANAGMENT 4076 REGIONAL AID, SOCIAL AND ENVIRONMENTAL DEVELOPMENT ORGANIZATION 4077 REGIONAL CAPACITY BUILDING NETWORK FOR HIV/AIDS

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4078 REGIONAL CENTER FOR COMBATING TRAFFICKING IN PERSONS 4079 REGIONAL CENTRE FOR PASTORALIST ELDERS 4080 REGIONAL CENTRE FOR SOCI- ECONOMIC STUDIES AND DEVELOPENT 4081 REGIONAL COMMUNICATION AND DEVELOPMENT ORGANIZAITON 4082 REGIONAL COUNSELLING AND PSYCHOSOCIAL ORGANISATION 4083 REGIONAL CULTURE OF PEACE NETWORK 4084 REGIONAL DEVELOPMENT CENTRE FOR GENDER EMPOWERMENT 4085 REGIONAL DISASTER INFORMATION CENTRE 4086 REGIONAL DISASTER PREPAREDNESS PROGRAM 4087 REGIONAL MICROENTERPRISE SUPPORT SERVICES ORG 4088 REGIONAL NETWORK ON CHILD PROTECTION (RENOCP) 4089 REGIONAL ORGANIZATION ON RESOURCE BASED CONFLICTS 4090 REGIONAL ORGNIZATION FOR CONFLICT ANALYSIS AND RESOLUTION 4091 REGIONAL STRATEGIES ORGANIZATION 4092 REGIONAL URBAN ENVIRONMENT CENTRE 4093 REHABILITATION, INTERVENTION AND SUPPORT EDUCATION 4094 REHABILITATION AND EDUCATION OF CHILD CARE SUPPORT ORGANIZATION 4095 REHABILITATION CENTER FOR VICTIMS OF VIOLENCE 4096 REHABILITATION CENTRE FOR DRUG ADDICTS 4097 REHABILITATION INITIATIVE PROGRAMME 4098 REHABILITATION PROGAMME FOR DISABLED SOUTHERN SUDAN 4099 REHEMA AIDS INTERVENTION AND DEVELOPMENT PROGRAMMES 4100 REHEMA FOUNDATION 4101 REHEMA KENYA ENTERPRISE DEVELOPMENT ORGANIZATION 4102 REHOBOTH POPULATION INITIATIVE 4103 REINTEGRATE KENYA 4104 REKEBISHO 4105 RELAYNET (K) 4106 RELIEF AND DEVELOPMENT COMMISSION 4107 RELIEF AND DEVELOPMENT INITIATIVE SUPPORT PROGRAMME 4108 RELIEF AND ENVIRONMENTAL CARE AFRICA (RECA) 4109 RELIEF AND SUPPORT PROGRAMMES 4110 RELIEF FOUNDATION 4111 RELIEF INTERNATIONAL - KENYA 4112 RELIEF, RECONSTRUCTION AND DEVELOPMENT ORGANIZATION 4113 REMY YOUTH DEVELOPMENT AND RELIEF ORGANIZATION 4114 RENEWABLE ENERGY TECHNOLOGY ASSISTANCE PROGRAMME 4115 REPRODUCTIVE HEALTH COMMUNITY INITIATIVE 4116 REPRODUCTIVE HEALTH HAZARD WATCH 4117 REPRODUCTIVE HEALTH SERVICES 4118 RESCUE HOPE INTERNATIONAL 4119 RESCUE INITIATIVE CENTRE 4120 RESCUE YOUTH AFRICA 4121 RESEACH EXTENSIONS AND MARKETING FOR INTEGRATED DEVELOPMENT IN KENYA 4122 RESEARCH APPROACH TO DEVELOPMENT AND ADVANCEMENT 4123 RESEARCH CENTRE FOR PROMOTION OF PROGRESSIVE INSTITUTIONS AND SOCIAL INNOVATIONS 4124 RESEARCH EDUCATION, ENVIRONMENT AND COUNSELLING CENTRE (REECHO) 4125 RESEARCH WEB CENTRE

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4126 RESEARCH, CARE AND TRAINING PROGRAMME 4127 RESIDENTS LAND PROTECTION OF KENYA 4128 RESIDENTS LAND PROTECTION ORGANIZATION OF KENYA 4129 RESOURCE CENTRE FOR PSYCHO- EDUCATION AND COUNSELING 4130 RESOURCE CENTRE FOR SLUMS 4131 RESOURCE CONFLICT INSTITUTE 4132 RESOURCE DEVELOPMENT FOUNDATION FOR AFRICA 4133 RESOURCE DOCUMENTATION AND DISSEMINATION CENTRE 4134 RESOURCE ENGINEERING FOR DEVELOPMENT 4135 RESOURCE EVALUATION AND COMMUNITY INTENSIVE PARTICIPATION TO ERADICATE POVERTY IN KENYA 4136 RESOURCE EXCHANGE IN THE ADVANCEMENT OF COMMUNITY HEALTH 4137 RESOURCE INSTITUTE FOR COMMUNITY AND HUMAN DEVELOPMENT 4138 RESOURCE MAXIMIZATION PROGRAMME 4139 RESOURCE NETWORK INTERNATIONAL 4140 RESOURCE ORIENTED DEVELOPMENT INITIATIVES 4141 RESOURCE PARTNERS FOR AGRICULTURE PROGRAMME 4142 RESOURCE PROJECTS-KENYA 4143 RESOURCEEVALUATION AND COMMUNITY INTENSIVE PARTICIPATION TO ERADICATE POVERTY IN KENYA 4144 RESOURCES MANAGEMENT FOUNDATION 4145 RESOURCES ORIENTED DEVELOPMENT INITIATIVES 4146 RESOURCES, INVESTMENTS, DEVELOPMENT AND GROWTH OF ENTERPRISES 4147 RESTORATION - AFRICA 4148 RESTORATION AND REHABILITATION CENTRE 4149 RESTORATION MISSION INTERNATIONAL 4150 RESTORE HOPE FOUNDATION 4151 RETO - O - RETO FOUNDATION 4152 RETO MARA DEVELOPMENT ORGANIZATION 4153 RETRAK INTERNATIONAL 4154 REV. MUNGAI MAINA FOUNDATION 4155 REVITALIZATION OF INDIGENOUS INITIATIVE FOR COMMUNITY DEVELOPMENT 4156 REVIVAL LINE INTERNATIONAL 4157 REVIVAL LINK IN AFRICA 4158 REVIVAL POWER OUTREACH 4159 REVIVE AFRICA INTERNATIONAL 4160 REVIVE COMMUNITY AFRICA 4161 RHEIN VALLEY HOSPITAL ASSOCIATION SWITZERLAND/ KENYA 4162 RHINO ARK KENYA CHARITABLE TRUST 4163 RIFT - VALLEY RURAL WOMEN'S EMPOWERMENT NETWORK 4164 RIFT VALLEY AND WESTERN KENYA DEVELOPMENT ORGANIZATION 4165 RIFT VALLEY COMMUNITY EMPOWERMENT PROGRAMME 4166 RIFT VALLEY ENVIRONMENTAL CONSERVATION NETWORK 4167 RIFT VALLEY FOUNDATIONS FOR NEEDY STUDENTS 4168 RIFT VALLEY VOLUNTARY COUNSELLORS 4169 RIFT VALLEY WOMEN AND YOUTH EMPOWERMENT INITIATIVE 4170 RIGHT DESTITUTE MOTHER CHILD ORGANIZATION 4171 RIGHTS AND VISION KEEPERS ORGANIZATION 4172 RIMOI COMMUNITY DEVELOPMENT ORGANIZATION 4173 RIPE FOR HARVEST INC.

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4174 RITHO PROGRAMME FOR HIV/AIDS INFECTED & AFFECTED 4175 RIVER ARROR DEVELOPMENT ORGANIZATION 4176 RIVER OF LIFE INTERNATIONAL 4177 RIZIKI KENYA 4178 ROAD ACCIDENT FREE FOUNDATION 4179 ROBBAH NAGAH PASTORALIST SUPPORT PROGRAMME 4180 ROCKVILLE CENTRE FOR SUSTAINABLE DEVELOPMENT 4181 ROHI CHILDREN ORGANIZATION 4182 ROMANIA DIRECT HELP - INTERNATIONMAL DIRECT HELP 4183 RONALD NGALA FOUNDATION 4184 RONALO CHILD AND OLD AGE DEVELOPMENT PROGRAMME 4185 ROOTS AFRICA DEVELOPMENT ORGANIZATION 4186 ROOTS AND CULTURE INEGRATED PROJECT 4187 RORET INTEGRATED DEVELOPMENT INITIATIVES 4188 RPO - MEND KENYA 4189 RUAI HIV/AIDS AWARENESS CAMPAIGNERS AND POVERTY ERADICATION (RHAACPE) 4190 RUIRU REHABILITATION CENTRE 4191 RUMURUTI COMMUNITY DEVELOPMENT ORGANIZATION 4192 RURAL - KENYA WORLD CULTURAL LINK 4193 RURAL - URBAN HIV/AIDS INTERVENTION ORGANIZATION 4194 RURAL ACTION ON DISABILITY AND DEVELOPMENT 4195 RURAL AGENCY FOR COMMUNITY DEVELOPMENT AND ASSISTANCE (RACIDA) 4196 RURAL AGROFORESTRY WATER, ENERGY AND TECHNOLOGY ORGANISATION 4197 RURAL AID - KENYA 4198 RURAL AIDS AWARENESS PROGRAMME 4199 RURAL AIDS PREVENTION AND DEVELOPMENT ORGANIZATION 4200 RURAL AND PASTORAL DEVELOPMENT ORGANIZATION 4201 RURAL AND URBAN COMMUNITY AGENCY FOR DEVELOPMENT 4202 RURAL AND URBAN COMMUNITY INITIATIVE SUPPORT ORGANIZATION 4203 RURAL ASSISTANCE DEVELOPMENT ORGANISATION 4204 RURAL AWARENESS AND DEVELOPMENT SERVICES 4205 RURAL BASED DEVELOPMENT ORGANIZATION 4206 RURAL CHILD EDUCATION ORGANIZATION 4207 RURAL COMMUNITIES DEVELOPMENT FOCUS ORGANIZATION 4208 RURAL COMMUNITIES IN THE 21ST CENTURY 4209 RURAL COMMUNITY CONCERN 4210 RURAL COMMUNITY DEVELOPMENT AGENCY 4211 RURAL COMMUNITY INTERVENTION PROGRAMME 4212 RURAL DEVELOPMENT AGENCY 4213 RURAL DEVELOPMENT COMMUNICATION ORGANIZATION (RUDCO) 4214 RURAL DEVELOPMENT GOVERNANCE AND POVERTY ERADICATION PROGRAMME 4215 RURAL DEVELOPMENT INFORMATION RESEARCH PROJECT 4216 RURAL DEVELOPMENT MINISTRIES 4217 RURAL DEVELOPMENT ORGANIZATION FOR GARISSA 4218 RURAL DEVELOPMENT PROGRAMME 4219 RURAL DEVELOPMENT SOLUTIONS FOR AFRICA 4220 RURAL DEVELOPMENT THROUGH SOCIAL APPROPRIATION OF TECHNOLOGIES (RUDESAT) INTERNATIONAL

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4221 RURAL EDUCATION AND ECONOMIC ENHANCEMENT PROGRAMME 4222 RURAL EMPOWERMENT DISCOVERY 4223 RURAL ENERGY & FOOD SECURITY ORGANIZATION 4224 RURAL ENTERPRISE AND AGRICULTURE DEVELOPMENT 4225 RURAL ENTERPRISES SUPPORT ORGANISATION (K-RESO) 4226 RURAL ENVIRONMENT AND MEDICARE SERVICES 4227 RURAL FARM ALTERNATIVES ORGANIZATION 4228 RURAL FRIENDS KENYA 4229 RURAL HEALTH CARE 4230 RURAL HEART- KENYA 4231 RURAL HOPE FOUNDATION 4232 RURAL INDUSTRIAL AND COMMERCIAL INNOVATIONS PROGRAMME 4233 RURAL INFORMATION DEVELOPMENT RESEARCH PROJECT 4234 RURAL INITIATIVE APPROACH 4235 RURAL INITIATIVE DEVELOPMENT PROGRAMME KENYA 4236 RURAL INITIATIVE FOR OVERALL DEVELOPMENT 4237 RURAL INITIATIVE FOR SUSTAINALBE DEVELOPMENT 4238 RURAL INITIATIVE PROGRAMME 4239 RURAL INITIATIVES FOR SUSTAINABLE DEVELOPMENT 4240 RURAL INTEGRATED DEVELOPMENT AND ENTERPRISES 4241 RURAL INTERGRATED DEVELOPMENT ENTEPRISES INTERNATIONAL 4242 RURAL- LAKE REGION DEVELOPMENT 4243 RURAL MAENDELEO PROGRAMME 4244 RURAL NURSERIES AND NATURAL TREE ORGANISATION 4245 RURAL ORPHAN RESCUE CENTRE 4246 RURAL OUTREACH PROGRAM 4247 RURAL PAMOJA INTEGRATED DEVELOPMENT PROGRAMME 4248 RURAL PARTNERSHIP FOR COMMUNITY ADVANCEMENT 4249 RURAL PARTNERSHIP IN RESEARCH AND SUSTAINABLE DEVELOPMENT AFRICA 4250 RURAL RECONSTRUCTION 4251 RURAL RESCUE KENYA 4252 RURAL SERVICES FOR ORPHANS DISABLED AND WIDOWS 4253 RURAL URBAN DEVELOPMENT ALTERNATIVE 4254 RURAL VISION CHILDREN,S REHABILITATION HOME 4255 RURAL VISION REHABILITATION GROUP 4256 RURAL VOICES INITIATIVE 4257 RURAL WATER AID FOCUS 4258 RURAL WOMEN EDUCATION CENTRE 4259 RURAL WOMEN EMPOWERMENT AND DEVELOPMENT 4260 RURAL WOMEN EMPOWERMENT AND DEVELOPMENT ORGANIZATION 4261 RURAL WOMEN EMPOWERMENT IN BASIC SERVICES 4262 RURAL WOMEN ENTERPRENEURS PROMOTIONAL PROGRAMMES 4263 RURAL WOMEN THIRD POWER PROGRESS 4264 RURAL-URBAN HIV/AIDS INTERVENTION ORGANISATION 4265 RUTH DAWA DEVELOPMENT ORGANISATION 4266 SAACID - KENYA 4267 SABENA DEVELOPMENT ASSOCIATION 4268 SACRED LOVE ORGANISATION 4269 SADHAQA DEVELOPMENT AID ORGANIZATION 4270 SADHAQA DEVELOPMENT ORGANISATION

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4271 SAFE CRANE INTERNATIONAL 4272 SAFE ENVIRONMENT AND HEALTH ORGANIZATION 4273 SAFE HARBOR INTERNATIONAL RELIEF 4274 SAFE HEALTH CARE AFRICA 4275 SAFE HOUSE FOR CHILDREN IN DIFFICULT CIRCUMSTANCES 4276 SAFE ROADS 4277 SAFE WATER & AIDS PROJECT 4278 SAFEGUARD YOUNG LIVES ORGANIZATION ( SAY LIVE ) 4279 SAFERWORLD (AFRICA) 4280 SAFETY AND TECHNICAL TRAINING SERVICES 4281 SAGANA HEALTH SUPPORT SERVICES 4282 SAHAYA DEAF, KENYA 4283 SAHELIAN SOLUTIONS KENYA 4284 SAHIL INTERNATIONAL HUMANITARIAN ORGANIZATION 4285 SAIDIA DADA NETWORK 4286 SAIDIA FURAHA ORGANIZATION 4287 SAIDIA KWA MOYO FOUNDATION KENYA 4288 SAIDIA USAIDIKE WOMEN ORGANIZATION (KENYA) 4289 SAIDIA WAJANE NA MAYATIMA ORGANIZATION 4290 SAKINA PEOPLE AGAINST DRUG ABUSE (SPADA) 4291 SAKOMO RURAL DEVELOPMENT PROGRAMME 4292 SALAMA CHILDRENS EDUCATION TRUST FUND 4293 SALAMA COMMUNITY ASSOCIATION 4294 SALT LICK (SEMI ARID LANDS TRAINING AND LIVESTOCK IMPROVEMENT CENTRES OF KENYA) 4295 SALUS OCULI KENYA (EYE HEALTH) 4296 SALUTE E SVILUPPO ONG (HEALTH AND DEVELOPMENT - KENYA) 4297 SALVAGE PRAGRAMMES (SP) 4298 SAMAKI CHILD CARE AND RESCUE PROJECT 4299 SAMARITAN DEVELOPMENT PROGRAMME 4300 SAMARITAN MEDICAL SERVICES 4301 SAMARITAN ORGANIZATION FOR ADVOCACY AND EMPOWERMENT 4302 SAMARITAN PEOPLE'S VISION 4303 SAMARITAN'S ARK INITIATIVE 4304 SAMARITAN'S HEART RELIEF AND DEVELOPMENT CENTRES 4305 SAMARITAN'S PURSE INTERNATIONAL RELIEF 4306 SAMBURU AID IN AFRICA 4307 SAMBURU COMMUNITY SUPPORT PROGRAMME 4308 SAMBURU DEVELOPMENT INITIATIVE (SADI) 4309 SAMBURU INTEGRATED PROGRAMME 4310 SAMBURU PASTORALISTS PROJECT DISADVANTAGED CHILDREN 4311 SAMBURU WINGS OF MERCY DISABLED CHILD CARE 4312 SAM'S CHILDREN OF HOPE FOUNDATION 4313 SAMWEL KANDIE FOUNDATION AND EDUCATIONAL CENTRE 4314 SANAA ART PROMOTIONS 4315 SANAA CENTRE FOR RURAL EMPOWERMENT AND DEVELOPMENT KENYA 4316 SANDCRESCENT GREEN PASTURES DEVELOPMENT PROJECTS 4317 SANE ART STUDIOS 4318 SANEPA COMMUNITY DEVELOPMENT INITIATIVE PROGRAMME 4319 SANGO COMMUNITY BASED FOOD SECURITY AND NUTRITION PROJECT 4320 SARAMBEI COMMUNITY ORGANISATION

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4321 SARU ENKITENG 4322 SARUSOBET NORTH RIFT WOMEN ORGANIZATION 4323 SARVADEV SHIV MANDIR DUNGA 4324 SATIET RESOURCE AND EDUCATION CENTRE 4325 SAUTI NJIWA MINISTRIES ORGANIZATION 4326 SAUTI YA AKINA MAMA KENYA 4327 SAUTI YA WAMAMA, VIJANA NA WATOTO AFRICA 4328 SAVATI CHRISTIAN EDUCATION CENTRE 4329 SAVE A CHILD MISSION FOR AFRICA 4330 SAVE A LIFE COMMUNITY DEVELOPMENT INITIATIVE 4331 SAVE A LIFE FOR RURAL COMMUNITY DEVELOPMENT (SALRD) 4332 SAVE A SOUL INTERNATIONAL 4333 SAVE AFRICA 4334 SAVE GENERATIONS AGAINST AIDS KENYA 4335 SAVE SOMALI WOMEN AND CHILDREN 4336 SAVE SUB-SAHARAN ORPHANS 4337 SAVE THE AGED AFRICA INTERNATIONAL 4338 SAVE THE CHILDREN CANADA 4339 SAVE THE CHILDREN CENTRE 4340 SAVE THE CHILDREN DEVELOPMENT FEDERATION INC. 4341 SAVE THE CHILDREN FEDERATION INC. 4342 SAVE THE CHILDREN FINLAND 4343 SAVE THE CHILDREN FUND (UK) 4344 SAVE THE CHILDREN SWEDEN 4345 SAVE THE GIRLS - KURIA 4346 SAVE THE POOR CHILD ORGANISATION 4347 SAVEDA CHARITY SAVINGS 4348 SAVELIFE OPERATION INTERNATIONAL 4349 SAVINGS AGRICULTURE AND ENVIRONMENT IN TIME (SAET) 4350 SAYARI THINK TANK 4351 SCARS TO STARS 4352 SCHOLAR FAMILY FOUNDATION 4353 SCIENCE PRODUCTS CENTRE (SCIENCE- PC) 4354 SCIENCE TO KENYA 4355 SCIENTIFIC ADVISORY AND INFORMATION NETWORK 4356 SCILO-SUPPORT CO-OPERATION INTERNATIONAL LIVING ORGANISATION 4357 SCORING GOALS 4358 SECRET HAVEN CENTRE 4359 SEED OF DEVELOPMENT ORGANIZATION 4360 SEED OF HOPE 4361 SEED SOWING NETWORK 4362 SEEDS FOR AFRICA - KENYA 4363 SEEDS OF COMPASSION 4364 SEEDS OF HELP COUNSELLING CENTRE 4365 SEEDS OF PEACE AFRICA INTERNATIONAL 4366 SEKI COMMUNITY EMPOWERMENT ORGANIZATION 4367 SELF EMPLOYMENT ENTERPRISE DEVELOPMENT IN KENYA. 4368 SELF HELP DEVELOPMENT INTERNATIONAL KENYA 4369 SELF INITIATIVE FOR DEVELOPMENT AND IMPROVEMENT PROGRAMME (SIDAI-P) 4370 SELF INITIATIVE SUPPORT INSTITUTE (SISI)

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4371 SELF RELIANT KENYA 4372 SELP - HELP ALLIANCE IN POVERTY ERADICATION - AFRICA 4373 SEMI - ARID LANDS DEVELOPMENT ORGANIZATION 4374 SEMI ARID 4375 SEMI ARID AGRO REAFFORESTATION INNOVATION DEVELOPMENT ORGANISATION 4376 SEMI-RURAL AIDS CONTROL ORGANIZATION 4377 SENGWER INDIGENEOUS DEVELOPMENT PROJECT 4378 SENIOR WOMEN CITIZEN FOR CHANGE 4379 SENSE INTERNATIONAL EAST AFRICA 4380 SENTINELLES 4381 SERAPHIM CHILD AND COMMUNITY DEVELOPMENT INITIATIVE 4382 SERE AFRICA INTERNATIONAL 4383 SERE COMMUNITY PROGRAMME 4384 SERVANTHOOD AND LIGHT DEVELOPMENT FOUNDATION 4385 SERVANT'S HEART KENYA (SHK) 4386 SERVE ALL THE PEOPLE OF AFRICA DEVELOPMENT PROGRAMME 4387 SERVE EDUCATION MEDICAL RELIEF PROGRAMME 4388 SERVE PASTORALIST INTERNATIONAL 4389 SERVERS OF HEALTH AND ENVIRONMENT 4390 SET YOUR ROOTS ORGANIZATION 4391 SETAT WOMEN'S ORGANIZATION 4392 SETKWONY WOMEN NETWORK- KERICHO 4393 SEVENTH DAY ADVENTIST REHABILITATION PROGRAMME 4394 SEVERAL PROJECTS IN ONE ORGANIZATION (SPINO) 4395 SHADE FOR EDUCATION AND DEVELOPMENT 4396 SHADE SELF HELP GROUP FOR DEVELOPMENT 4397 SHADE SELF HELP GROUP RURAL DEVELOPMENT 4398 SHADOW OF LOVE ORGANIZATION 4399 SHAKINI COUNTRY SAHO 4400 SHALOM CENTER FOR COUNSELLING AND DEVELOPMENT 4401 SHAMMAH HELP(HEALTH,EDUCATION,LIVESTOCK AND POVERTY REDUCTION) 4402 SHAPE THE CHILD CHARITY FOUNDATION 4403 SHARE AN OPPORTUNITY (S.A.O) KENYA 4404 SHARMARKE PEACE FOUNDATION 4405 SHASHA REHABILITATION HOPE 4406 SHELTER 2000 4407 SHELTER FORUM 4408 SHELTER LINKS INTERNATIONAL 4409 SHELTER SELF INITIATIVES APPROACH 4410 SHELTER WOMEN OF KENYA 4411 SHEPHERD COMMUNITY BASED CHILDREN REHABILITATION ORG 4412 SHEPHERD MICROFINANCE WOMEN 4413 SHEPHERDS ROCK COMMUNITY DEVELOPMENT 4414 SHERYLS ORPHANS CHILDREN HOME 4415 SHIELD WOMEN EMPOWERMENT PROGRAMME 4416 SHIKOMERE INSTITUTE OF RURAL DEVELOPMENT 4417 SHIKOTI COMMUNITY ENTERPRISE DEVELOPMENT ORGANISATION 4418 SHILIDA ORGANIZATION 4419 SHINING STAR CENTRE OF ORPHANS

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4420 SHINYALU SATELITE 4421 SHINZEN ORGANISATION (LOVE KENYA) 4422 SHIPPING PRACTICE ORGANIZATION 4423 SHIRIKA LA KUSAIDIA WATOTO WA KENYA - FAIDI KENYA 4424 SHIRIKI CHARITY ORGANIZATION 4425 SHIRIKISHO MEN AND WOMEN DEVELOPMENT PROGRAME 4426 SIAYA COMMUNITY ORIENTED DEVELOPMENT PROGRAMME 4427 SIGHT BY WINGS 4428 SIGHT SAVERS INTERNATIONAL 4429 SIGHT SAVERS INTERNATIONAL (ROYAL COMMONWEALTH SOCIETY FOR THE BLIND) 4430 SIGOR COMMUNITY ENVIRONMENTAL & ECONOMIC EMPOWERMENT 4431 SIKOM PEACENETWORK FOR DEVELOPMENT 4432 SILOAM SOLUTIONS ORGANIZATION 4433 SIMBA - MAASAI OUTREACH ORGANIZATION -SIMOO 4434 SIMBULA CENTRE FOR DEVELOPMENT 4435 SIMILANI DEVELOPMENT ORGANIZATION 4436 SIMON MUTISO ACHILLES CHARITY FOUNDATION 4437 SIMON PETER THE ROCK CHILDREN'S HOME 4438 SINAGA CENTRE 4439 SIONGIROI COMMUNITY DEVELOPMENT ORGANIZATION 4440 SIRGON COMMUNITY INITIATIVE PROGRAMME 4441 SISDO MICRO FINANCE 4442 SISE CRESCENT INTEGRATED COMMUNITRY DEVELOPMENT PROGRAMME 4443 SISI NA MAENDELEO (SINAM) MANAGEMENT FOR SUBSTANCE ABUSE THERAPY 4444 SISTER ARISE PROJECT 4445 SISTERHOOD IN ACTION FOR DEVELOPMENT AND EDUCATION 4446 SISTERS BEYOND BOUNDARIES 4447 SISTERS KEEPER ORGANIZATION 4448 SISTERS OF MARY COMMUNITY HEALTH AND DEVELOPMENT PROGRAMME 4449 SKILLS CENTRES AFRICA 4450 SKILLS DEVELOPMENT FOR SELF RELIANCE 4451 SKILLS FOR LIFE INITIATIVE 4452 SKILLS FOR LIVING - KENYA 4453 SLUMS COMMUNITY DEVELOPMENT ORGANISATION 4454 SLUMS FIRST-KENYA 4455 SLUMS INFORMATION DEVELOPMENT AND RESOURCE CENTRES 4456 SLUMS LIGHT RAYS INTERNATIONAL 4457 SMALL BUSINESS ENTERPRISES DEVELOPMENT AGENCIES(SBEDA) 4458 SMALL ENTERPRISE DEVELOPMENT AND INFORMATION CENTER 4459 SMALL ENTERPRISE DEVELOPMENT CENTER 4460 SMALL ENTERPRISES DEVELOPMENT ADVISORY CENTRE 4461 SMALL ENTERPRISES TRAINING SERVICES 4462 SMALL HOLDER IRRIGATION SCHEME DEVELOPMENT 4463 SMALL HOLDER PIG AND SMALL RUMINANT IMPROVEMENT 4464 SMALL-HOLDER PIG,POUTRY AND SMALL RUMINANT IMPROVEMENT PROJECT 4465 SMILE AFRICA DEVELOPMENT ORGANISATION 4466 SMILE AFRICAN CHILD - KENYA 4467 SMILE CENTRE FOUNDATION

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4468 SMILE INTERNATIONAL 4469 SMOKE - FREE AFRICA 4470 SOBAT DEVELOPMENT AGENCY 4471 SOBRIETY OPTION 4472 SOCIAL ACCOUNTABILITY AND TRANSPARENCY FOR DEVELOPMENT 4473 SOCIAL AFFAIRS DEVELOPMENT ORGANIZATION 4474 SOCIAL AND ECONOMIC RIGHTS ADVOCACY CENTRE 4475 SOCIAL CULTURAL ALLIANCE 4476 SOCIAL CULTURAL INFORMATION AGENCY 4477 SOCIAL DEVELOPMENT NETWORK 4478 SOCIAL DIMENSIONS AGAINST POVERTY KENYA 4479 SOCIAL ECONOMIC ALLIANCE FOR PROMOTION OF ADULT DEVELOPMENT 4480 SOCIAL ECONOMIC DEVELOPMENT AND EDUCATION PROGRAMME 4481 SOCIAL ECONOMIC DEVELOPMENT INTEGRATED ORGANISATION 4482 SOCIAL ECONOMIC MOBILIZATION AGENCY 4483 SOCIAL ECONOMIC MOBILIZATION AGENCY 4484 SOCIAL EFFORT EMPOWERMENT PROGRAMME 4485 SOCIAL EMPOWERMENT PROGRAMME INTEGRATED ORGANISATION 4486 SOCIAL EMPOWERMENT PROMOTIONAL PROGRAMME 4487 SOCIAL FOUNDATION FOR ECONOMIC DEVELOPMENT 4488 SOCIAL HEALTH EDUCATION UNILATERAL DEVELOPMENT PROGRAMME 4489 SOCIAL INITIATIVE AND DEVELOPMENT FOR ENTERPRENEURS PROGRAMMES 4490 SOCIAL INITIATIVE FOR DEVELOPMENT 4491 SOCIAL MINISTRY RESEARCH NETWORK CENTRE 4492 SOCIAL MOBILISATION PROGRESS 4493 SOCIAL NEEDS NETWORK 4494 SOCIAL PLAN INTERNATIONAL 4495 SOCIAL REFORM CENTRE 4496 SOCIAL SUPPORT COMMUNITY PROGRAMME 4497 SOCIAL UNITY FOR LEADERSHIP AND WOMEN EMPOWERMENT 4498 SOCIETY EMPOWERMENT AND DEVELOPMENT PROGRAMME 4499 SOCIETY FOR HOSPITAL AND RESOURCE EXCHANGE 4500 SOCIETY FOR PREVENTION OF ROAD ACCIDENTS 4501 SOCIETY FOR PROTECTION OF NVIRONMENT 4502 SOCIETY FOR WOMEN AND AIDS IN KENYA 4503 SOCIO - CULTURAL AID AND INFORMATION AGENCY 4504 SOCIO - ECONOMIC RIGHTS & ADVOCACY CENTRE 4505 SOCIO-ACCOUNTABILITY & TRANSPARENCY FOR DEVELOPMENT 4506 SOFIA CHILDREN'S CENTRE 4507 SOICAL NEEDS NETWORK 4508 SOIN INTEGRATED DEVELOPMENT PROJECT 4509 SOKONI WOMEN'S DEVELOPMENT INITIATIVE 4510 SOLACE OUTREACH FOUNDATION 4511 SOLAR COOKERS INTERANTIOAL (E.A) 4512 SOLARAID KENYA 4513 SOLARNET 4514 SOLE OPHARNAGE HOMES 4515 SOLIDARITIES AIDE HUMANITAIRE D'URGENCE 4516 SOLIDARITY AGAINST HIV/AIDS IN KENYA 4517 SOLIDARITY AND DEVELOPMENT ORGANIZATION 4518 SOLIDARITY CO-ORDINATION SERVICES

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4519 SOLIDARITY WITH WOMEN IN DISTRESS 4520 SOLOLO AND MOYALE DEVELOPMENT AGENCY 4521 SOLUTIONS FOR COMMUNITY CARE ORGANIZATION 4522 SOLUTIONS FOR COMMUNITY DEVELOPMENT 4523 SOLUTIONS FOR WOMEN ORGANIZATION 4524 SOMA - ACTION INTERNATIONAL 4525 SOMA COMMUNITY BOOK SERVICES 4526 SOMAIDS 4527 SOMALI AIDS ORGANIZATION 4528 SOMALI FAMILY CARE NETWORK - AFRICA 4529 SOMALI RELIEF AND REHEBILITATION OF MINNESOTA - IGAD REGION 4530 SOMALIA HEALTH NETWORK ORGAZATION (SOHNO) 4531 SOMALIKIND 4532 SONDU MIRIU NAM AWACH DEVELOPMENT ORGANIZATION (SONNADO) 4533 SONGA MBELE WOMEN ORGANISATION 4534 SOOT RURAL DEVELOPMENT ORGANISATION 4535 SOS CHILDREN'S VILLAGE KENYA 4536 SOS KINDERDORF INTERNATIONAL 4537 SOS SAHEL INTERNATIONAL UK 4538 SOS-CHILDRENS VILLAGE KENYA 4539 SOTIK MEDICAL SUPPORT SERVICES 4540 SOUL SISTERS AFRICA 4541 SOUL TO SOUL INTERNATIONAL 4542 SOUND HEALTH CAMPAIGNERS 4543 SOURCE - NET WOMEN EMPOWERMENT PROGRAM 4544 SOURCE 2000 PLUS DEVELOPMENT ORGANIZATION 4545 SOURCE OF LIGHT - EAST AFRICA 4546 SOURCENET 2000 PLUS DEVELOPMENT ORGANISATION 4547 SOURCES OF LIGHT - EAST AFRICA 4548 SOUTH -COAST COMMUNITY CONCERN ORGANIZATION 4549 SOUTH NYANZA BONGU ORGANISATION 4550 SOUTH NYANZA FORUM FOR GENDER AND SOCIO - ECONOMIC 4551 SOUTH SUDAN DISBLED PERSONS ASSOCIATION (SSDPA) 4552 SOUTH SUDAN OPERATION MERCY 4553 SOUTH SUDAN RELIEF AND DEVELOPMENT ASSOCIATION (SSURDA) 4554 SOUTH SUDAN WOMEN CONCERN 4555 SOUTH SUDANESE COMMUNITY ASSOCIATION IN U.K 4556 SOUTH SUDANESE DEVELOPMENT ORGANIZATION 4557 SOUTH WEST RELIEF DEVELOPMENT AGENCY 4558 SOUTHERN AND EASTERN AFRICAN TRADE INFORMATION AND NEGOTIATIONS INSTITUTE 4559 SOUTHERN ECONOMIC DEVELOPMENT ORGANIZATION 4560 SOUTHERN KISII RELIEF AND DEVELOPMENT SERVICES 4561 SOUTHERN NETWORKS FOR ENVIRONMENT AND DEVELOPMENT 4562 SOUTHERN NYANZA AIDS NETWORK (SONA - NET) 4563 SOUTHERN SUDAN COMMUNITY ALLIANCE 4564 SOWETO KAYOLE COMMUNITY HEALTH SERVICES 4565 SOY COMMUNITY POVERTY ALLEVIATION 4566 SPA COUNSELLING CENTRE 4567 SPANFIELD PEACE EDUCATION PROGRAMMES 4568 SPEARHEADING ECONOMIC DEVELOPMENT FOR AFRICA

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4569 SPEARS OF HOPE 4570 SPECIAL MINISTRIES 4571 SPECIAL OLYMPICS KENYA 4572 SPECIAL PROVISIONS FOR LESS FORTUNATE 4573 SPIGO INSTITUTE 4574 SPIRIT OF FAITH LTD 4575 SPLENDOUR COMMUNITY DEVELOPMENT AND GENDER CENTRE 4576 SPONSORED ARTS FOR EDUCATION 4577 SPORT FOR YOUTH DEVELOPMENT INITIATIVE 4578 SPORTS AND DEVELOPMENT 4579 SPORTS FOR LIFE PROGRAMME 4580 SPORTS OUTREACH AMBASSADEURS 4581 SPORTS WOMEN ADMINISTRATORS INTERNATIONAL (SWAI) 4582 SPORTS WORLD AFRICA 4583 SPORTSWOMEN AND ADMINISTRATORS INTERNATIONAL 4584 SPRINGS AID IRRIGATION WATER PROJECT 4585 SPRINGS ARID IRRIGATION WATER PROJECT 4586 SPRINGS OF HOPE AND HEALING INTERNATIONAL 4587 SPRINGS OF KATARTISMOS AFRICA 4588 SPRINGS OF LIFE INTERNATIONAL 4589 SPURGEON CHILD CARE KENYA 4590 SRINGS OF LIFE INTERNATIONAL 4591 ST .JOSEPH CHAKOL SECONDARY SCHOOL EDUCATION IMPROVEMENT ORGANISATION 4592 ST JUDE CHILDRENS CENTRE BUSIA 4593 ST LAZARUS COMMUNITY FOCUS DEVELOPMENTFOUNDATION (SAINTLAZ) 4594 ST LUKES REHABILITATION HOME 4595 ST PAUL CHILDREN CARE CENTRE 4596 ST, ALEX COMMUNITY PROJECT 4597 ST, ALEX FOUNDATION 4598 ST. AUGUSTINE RURAL TRANSFORMATION CENTRES 4599 ST. BAKHITA HOPE SERVICES 4600 ST. CECILIA PROGRAMME FOR DESTITUTE CHILDREN 4601 ST. FRANCIS COMMUNITY DEVELOPMENT PROGRAM 4602 ST. JOSEPH DESTITUTE AND ORPHANS CARE CENTRE 4603 ST. JOSEPH SHELTER OF HOPE 4604 ST. JUDE CHILDREN'S FOUNDATION 4605 ST. JUDES HURUMA COMMUNITY HEALTH SERVICES 4606 ST. KEZIAH'S DEVELOPMENT FOUNDATION 4607 ST. MARGARETTA DEVELOPMENT CENTRE 4608 ST. MARIA GORETI LEARNING CENTRE 4609 ST. MARTINS REHABILITATION CENTRE AFRICA 4610 ST. MICHAEL COMMUNITY DEVELOPMENT INTERNATIONAL 4611 ST. PAULS COMMUNITY SERVICE 4612 ST. VINCENT DE PAUL COMMUNITY DEVELOPMENT ORGANIZATION 4613 ST.MARIAN CHILDREN CENTRE 4614 STABLE COMMUNITY AND BETTER ENVIRONMENT 4615 STACY CARE FOUNDATION 4616 STAFF OF HOPE INCORPORATED ORGANIZATION 4617 STAR OF HOPE INTERNATIONAL FOUNDATION 4618 STARA PEACE WOMEN ORGANISATION

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4619 STARDOM REHABILITATION CENTRE 4620 STARFISH AFRICA - KENYA 4621 STARLIFE CARE INTERNATIONAL 4622 STARSHINE DEVELOPMENT PROGRAMME 4623 STAY ALIVE COMMUNITY ORGANIZATION 4624 STEADFAST CARE 4625 STEETS OF HOPE INTERNATIONAL 4626 STEP BY STEP FOCUS 4627 STEP OUT LOVE LIFE ORGANIZATION (SOK) 4628 STEPPING OUT BY CHOICE INTERNATIONAL 4629 STEP-UP DEVELOPMENT ORGANIZATION 4630 STICHING CATHARINA FONDS KENYA 4631 STOET TUZLAS SKOLER INTERNATIONAL SOLIDARITY - KENYA CHAPTER 4632 STOP DESERT - AFRICA 4633 STOP SUFFERING HELP CENTRE 4634 STRATEGIC COMMUNITY DEVELOPMENT NETWORK 4635 STRATEGIC INTERVENTION FOR POVERTY ALLEVIATION IN KENYA (SIPAK) 4636 STRATEGIC ORGANIZATION ON RURAL DEVELOPMENT (SORD) INTERNATIONAL 4637 STRATEGIC PARTNERS IN RESEARCH AND DEVELOPMENT 4638 STRATEGIC RURAL ECONOMIC EMPOWERMENT PROJECT 4639 STRATEGIES FOR NORTHERN DEVELOPMENT 4640 STRATEGISE ( AFRICA ) PROGRAM 4641 STRATEGY FOR POVERTY ERADICATION AND ADVANCEMENT, KENYA 4642 STREAKLINE GROUP 4643 STREAM OF FAITH AND LOVE 4644 STREAMS OF LIFE KENYA 4645 STREET CHILDREN INTERNATIONAL 4646 STREETS AND SLUMS INTEGRATION PROJECTS 4647 STREETS OF HOPE INTERNATIONAL 4648 STREETWISE ORGANISATION 4649 STRENGTH IN DIVERSITY - KENYA 4650 STRENGTHENING COMMUNITY PARTNERSHIP AND EMPOWERMENT 4651 STUDENT AND VOLUNTEER ENRICHMENT INTERNATIONAL PROJECT 4652 STUDENTS FOR EDUCATION, EMPOWERMENT AND DEVELOPMENT 4653 STUNDENT AND VOLUNTEEN ENRICHMENT INTERNATIONAL PROJECT 4654 SUB - SAHARA DEVELOPEMENT INITIATIVE 4655 SUBSTANCE ABUSE REHABILITATION AND HIV/AIDS ORGANIZATION 4656 SUBUKIA SCHOLARSHIP FUND 4657 SUCCESS EDUCATIONAL PROGRAMME 4658 SUDAN COUNCIL OF CHURCHES - USA 4659 SUDAN EDUCATION & DEVELOPMENT AGENCY 4660 SUDAN EDUCATION AND DEVELOPMENT ORGANISATION 4661 SUDAN EVANGELICAL MISSION 4662 SUDAN HOPE FOR DEVELOPMENT 4663 SUDAN INITIATIVES FOR COMMUINITY DEVELOPMENT 4664 SUDAN INTEGRATED MINE ACTION SERVICES 4665 SUDAN INTERIOR AID 4666 SUDAN MEDICAL CARE 4667 SUDAN PARTNERS INTERNATIONAL 4668 SUDAN RELIEF AND DEVELOPMENT AGENCY

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4669 SUDAN RELIEF AND REHABILITATION ASSOCIATION 4670 SUDAN RELIEF AND REHABILITATION COMMISSION 4671 SUDAN SERVICE INTERNATIONAL KENYA 4672 SUDAN WOMEN IN DEVELOPMENT AND PEACE 4673 SUDANESE VOLUNTARY AGENCY FOR DEVELOPMENT 4674 SUDANESE WOMEN EMPOWERMENT FOR PEACE INFORMATION CENTRE (SWEP) 4675 SUDANESE WOMENS VOICE FOR PEACE 4676 SUDANESE YOUTH CONSOLIDATIOPN PROGGRAMME 4677 SUDD DEVELOPMENT AGENCY 4678 SUDI DEVELOPMENT INITIATIVES 4679 SUDKEN INTERNATIONAL 4680 SUITABLE LIFE DEVELOPMENT ORGANIZATION 4681 SULUHISHO AFRICA ORGANIZATION 4682 SULUNYE FOUNDATION 4683 SUMMER INSTITUTE OF LINGUISTICS 4684 SUMMIT ECONOMIC EMPOWERMENT AND DEVELOPMENT ORGANIZATION 4685 SUNAID - AFRICA 4686 SUNRISE AGENCY FOR DEVELOPMENT 4687 SUNRISE COMMUNITY SERVICE 4688 SUNRISE SOCIAL DEVELOPMENT FOUNDATION 4689 SUNSHINE REHABILITATION CENTRE NAIVASHA 4690 SUNTON ESTATE RESIDENTS ORGANISATION 4691 SUNYA SUPPORT PROGRAM FOR MENTALLY RETARDED COMMUNITIES 4692 SUPPORT ACTIVITIES IN POVERTY ERADICATION AND HEALTH 4693 SUPPORT CENTRE FOR EDUCATION ON DRUGS AND ENVIRONMENT 4694 SUPPORT COOPERATION INTERNATIONAL LIVING ORGANIZATION 4695 SUPPORT FOR ADDICTIONS PREVENTION AND TREATMENT IN AFRICA 4696 SUPPORT FOR COMMUNITY RESPONSE 4697 SUPPORT FOR RURAL CHILDREN (SURCH) 4698 SUPPORT FOR RURAL INITIATIVES ENHANCEMENT 4699 SUPPORT FOR TROPICAL INITIATIVE ON POVERTY ALLEVIATION (STIPA) 4700 SUPPORT INITIATIVE FOR HEALTH EDUCATION AND DEVELOPMENT 4701 SUPPORT INNOVATIONS ORGANIZATION 4702 SUPPORT WIDOWS AND ORPHANS PROGRAMME(SWOP) 4703 SUPPORTERS FOR THE NEEDY - KENYA 4704 SUPPORTERS OF THE YOUTH WORLDWIDE 4705 SURVIVAL AND HOPE INTERNATIONAL FOUNDATION - KENYA 4706 SURVIVAL MINISTRIES 4707 SUSTAIN INTERNATIONAL (SI) 4708 SUSTAINABILITY AFRICA 4709 SUSTAINABLE AGRICULTURAL INFORMATION INITIATIVE 4710 SUSTAINABLE AGRICULTURE CENTRE FOR RESEARCH AND DEVELOPMENT IN EAST AFRICA 4711 SUSTAINABLE AGRICULTURE COMMUNITY DEVELOPMENT PROGRAM 4712 SUSTAINABLE AGRICULTURE FOR SEMI - ARID LANDS 4713 SUSTAINABLE AID IN AFRICA INTERNATIONAL 4714 SUSTAINABLE ALTERNATIVE AGRICULTURAL TECHNOLOGIES 4715 SUSTAINABLE AND RENEWABLE RESOURCES 4716 SUSTAINABLE COMMUNITY DEVELOPMENT SERVICES 4717 SUSTAINABLE COMMUNITY ENTERPRISES AND ENVIRONMENT PROMOTION

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INITIATIVES 4718 SUSTAINABLE COMMUNITY ENVIRONMENT PROGRAMME 4719 SUSTAINABLE COMMUNITY OPPORTUNITIES FOR RESTORATION AND DEVELOPMENT 4720 SUSTAINABLE COMMUNITY OPPORTUNITIES FOR RESTORATION AND EMPOWERMENT 4721 SUSTAINABLE COMMUNITY PEACE ENHANCEMENT INITIATIVE 4722 SUSTAINABLE DEVELOPMENT AND ENVIRONMENT NETWORK OF KENYA 4723 "SUSTAINABLE DEVELOPMENT FOR ALL - KENYA" 4724 "SUSTAINABLE DEVELOPMENT FORUM- SUDEF" 4725 SUSTAINABLE DEVELOPMENT SOLUTION 4726 SUSTAINABLE DEVELOPMENT SUPPORT- AFRICA 4727 SUSTAINABLE ENTERPRENEURSHIP PARTICIPATORY PROGRAMME 4728 SUSTAINABLE ENTERPRENUERSHIP PARTICIPATORY PROGRAMME SEPP - KENYA 4729 SUSTAINABLE ENVIRONMENT AGRICULTURE NETWORK 4730 SUSTAINABLE GREEN FOUNDATION 4731 SUSTAINABLE HEALTH CARE FOUNDATION 4732 SUSTAINABLE HEALTH EDUCATION FOR THE DISADVANTAGED 4733 SUSTAINABLE HEALTH SOLUTIONS 4734 SUSTAINABLE HEALTHCARE FOUNDATION 4735 SUSTAINABLE HUMANITARIAN INITIATIVES SUPPORT AFRICA 4736 SUSTAINABLE INITIATIVES FOR POVERTY REDUCTION 4737 SUSTAINABLE INTEGRATED HERDERS INSTITUTE NETWORK 4738 SUSTAINABLE LIFE DEVELOPMENT ORGANISATION (SLIDO) 4739 SUSTAINABLE NATIONAL ENVIRONMENTAL PROGRAM 4740 SUSTAINABLE OPPORTUNITY TRAINING EPIDEMIOLOGY NETWORKING INTERDEPENDENCE 4741 SUSTAINABLE ORPHANS AND VULNERABLE CHILDREN CARE NETWORK- KENYA (SOCNET- KENYA) 4742 SUSTAINABLE PARTNERSHIP INITIATIVE 4743 SUSTAINABLE PROGRAMME FOR SOCIO - ECONOMIC EMPOWERMENT AND DEVELOPMENT 4744 SUSTAINABLE PROGRAMMES ON POVERTY REDUCTION FOR THE MARGINALIZED COMMUNITY 4745 SUSTAINABLE PROJECT ADMINISTRATION SERVICES 4746 SUSTAINABLE PROJECTS ALLIANCE DEVELOPMENT ORGANISATION 4747 SUSTAINABLE PROJECTS AND ALLIED DEVELOPMENT ORGANIZATION 4748 SUSTAINABLE RESOURCE MANAGEMENT FOR RURAL DEVELOPMENT 4749 SUSTAINABLE RURAL DEVELOPMENT FOUNDATION 4750 SUSTAINABLE UTILIZATION OF FOOD AND DEVELOPMENT ORGANIZATION 4751 SUSTAINABLE WATER DEVELOPMENT SERVICES 4752 SUSTAINALBE COMMUNITY OPPORTUNITIES FOR RESTORATION AND EMPOWERMENT 4753 SWAHILI CULTURAL CENTRES OF KENYA 4754 SWAHILI HERITAGE 4755 SWEDISH AFRICAN WELFARE ALLIANCE 4756 SWEDISH CO - OPERATIVE CENTRE 4757 SWEDISH COOPERATIVE CENTRE KENYA 4758 SWEET WATERS VISIONS 4759 SWISS FOUNDATION FOR MINE ACTION ( KENYA CHAPTER )

279

4760 TAA DEVELOPMENT ORGANISATION 4761 TAAITTA TOWEETT FOUNDATION 4762 TABASAMU MTOTO 4763 TACT AFRICA 4764 TAKE HEART ASSOCIATION PROJECT 4765 TALENT EMPIRE 4766 TALENT INTERNATIONAL COMMUNITY ORGANIZATION 4767 TAMASHA PEACE FOUNDATION 4768 TANA - RIVER LIFE FOUNDATION 4769 TANA ALIM CENTRE FOR RESEARCH, TRAINING AND DEVELOPMENT 4770 TANA DELTA CONSERVATION ORGANISATION 4771 TANA DEVELOPMENT PROGRAMME 4772 TANA RIVER PASTORALISTS DEVELOPMENT ORGANISATION 4773 TANNYE POVERTY REDUCTION PROGRAMME 4774 TAPLULE FOUNDATION 4775 TAPZIBOI FOUNDATION 4776 TARANDA FOUNDATION 4777 TARGET ON PASTORALIST 4778 TARIKIH - TANA RIVER CHILDREN AID 4779 TAUSA DEVELOPMENT PROGRAMME 4780 TAVETA DEVELOPMENT INITIATIVE 4781 TAWA ECONOMICS EMPOWERMENT ORGANIZATION 4782 TAXWATCH AFRICA 4783 TEACHERS WITHOUT BORDERS - KENYA 4784 TEAM AND TEAM INTERNATIONAL, KENYA 4785 TEAM WORK COMMUNITY FOUNDATION 4786 TEAR FUND 4787 TEARS CHILDREN AND YOUTH AID 4788 TEARS GROUP KENYA 4789 TEARS WOMEN ORGANISATION 4790 TEC EDUCATIONAL AND DEVELOPMENTAL FOUNDATION 4791 TECHNICAL ENTERPRISE SUPPORT SERVICES (TESS) 4792 TECHNICAL INNOVATIONS FOR RURAL AREAS 4793 TECHNICAL LINKAGE KENYA 4794 TECHNO SOCIAL 4795 TECHNOLOGIES AND ACTION FOR INTEGRATED DEVELOPMENT 4796 TECHNOLOGY AND CARE FOR IMPROVED LIVELIHOOD 4797 TECHNONOLGICAL AND ACTION FOR INTEGRATED DEVELOPMENT 4798 TECHNOSERVE KENYA 4799 TEEN CHALLENGE OF KENYA 4800 TEENAGE MOTHERS AND GIRLS ASSOCIATION OF KENYA 4801 TEENS IN CONTROL 4802 TEERS WOMEN ORGANISATION 4803 TEGEMEA WIDOWERS/WIDOWS AND ORPHANS ORGANISATION 4804 TEGEMEO LA UHAI DESTITUTE CENTRE 4805 TEGEMEO WELFARE DEVELOPMENT ORGANIZATION 4806 TEKELEZA 4807 TENDER HANDS INITIATIVE 4808 TENDER HEART AFRICANS HIV/AIDS ORGANIZATION 4809 TENWEK HOSPITAL 4810 TERRA NUOVA

280

4811 TERRE DES HOMES NETHERLANDS 4812 TESIA ISANGA ORGANISATION 4813 TESTIMONY FAITH HOMES 4814 THARAKA INTEGRATED DEVELOPMENT ASSISTANCE (TIDA) 4815 THE 2ND CHANCE FOUNDATION 4816 THE 410 BRIDGE INTERNATIONAL 4817 THE AFFECTED UNITED AGAINST SPREAD OF HIV/AIDS IN KENYA 4818 THE AFRICAN ACADEMY OF SCIENCES(AAS) 4819 THE AFRICAN CENTRE FOR EMPOWERMENT GENDER AND ADVOCACY 4820 THE AFRICAN CENTRE FOR HUMAN ADVOCACY 4821 THE AFRICAN CONSERVATION FOUNDATION - KENYA 4822 THE AFRICAN COUNCIL FOR DISTANCE EDUCATION 4823 THE AFRICAN FOREST FORUM 4824 THE AFRICAN TOUCH 4825 THE AIDS COUNSELLING AND SUPPORT SERVICES 4826 THE AIDS PREVENTION FORUM OF KENYA (APFOK) 4827 THE ALBINO CHILDREN SUPPORT PROGRAMME 4828 THE ARK OF ORPHANS DEVELOPMENT PROGRAMME 4829 THE ARMS OF JESUS CHRISTIANS MISSION INC. 4830 THE ASSOCIATION FOR THE CONSERVATION OF ENVIRONMENT AND NATURE 4831 THE ASSOCIATION FOR THE PHISICALLY DISABLED OF KENYA (APDK) 4832 THE ASSOCIATION OF PEOPLE WITH AIDS IN KENYA 4833 THE BIBLE LANGUAGE 4834 THE BIBLE LEAGUE 4835 THE BORDER VILLAGE 4836 THE BOY CHILD FOUNDATION 4837 THE BRIDGE NETWORK 4838 THE BROADER VILLAGE 4839 THE BUDALANGI HEALTH AND DEVELOPMENT 4840 THE CARTER CENTRE INC.GLOBAL 2000 PROG. 4841 THE CENTRE FOR AFRICAN AESTHETICS 4842 THE CENTRE FOR INTERLECTUAL PROPERTY LAW ADVOCACY AND RESEARCH INTERNATIONAL 4843 THE CENTRE FOR LION CONSERVATION AND RESEARCH IN KENYA 4844 THE CENTRE FOR POLICY PLANNING AND PERFORMANCE 4845 THE CENTRE FOR THE UNDER PRIVILEDGED AND MISPLACED PERSONS INTERNATIONAL 4846 THE CHARITY ORGANISATION OF KENYA 4847 THE CHILDRENS VOICES FOUNDATION 4848 THE CHRISTIAN CONCERN MINISTRIES 4849 THE CHRISTINA CLINIC INTERNATIONAL FOUNDATION 4850 THE COAST RESIDENTS PLATFORM 4851 THE COLIN POWELL FOUNDATION 4852 THE COLLECTIVE FOR ORPHAN CARE AND EDUCATION 4853 THE COLLINS FOUNDATION INSTITUTE 4854 THE COMMISSION FOUNDATION 4855 THE COMPANIONSHIP OF WORKS ORGANISATION 4856 THE COUNCIL OF INTERNATIONAL FELLOWSHIP 4857 THE CROSS -DISCIPLINARY NETWORK FOR URBAN 4858 THE CROSS DISPLINARY NETWORK FOR URBAN RESEARCH 4859 THE DENISE C. HOGAN LIBRARY IN KENYA

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4860 THE DEVELOPMENT ASSISTANCE FOR RURAL ENTERPRISE (DARE) FOUNDATION 4861 THE DISABLED FOR EDUCATION AND ECONOMIC DEVELOPMENT SUPPORT - KENYA 4862 THE DOOR KENYA 4863 THE EAST AFRICAN HUMAN RIGHTS INSTITUTE 4864 THE EAST AFRICAN RESOURCE CENTRE 4865 THE EDUCATION KENYA INTERNATIONAL FUND 4866 THE ENVIRONMENT EYE FOR RESEARCH AND ADVISORY 4867 THE EYE OPENER KENYA 4868 THE FAITH HOMES OF KENYA 4869 THE FATHER'S HEART MINISTRY 4870 THE FEDERATION OF WOMEN GROUPS 4871 THE FOOD AND TRADE NETWORK FOR EAST AFRICA 4872 THE FORGOTTEN CHILDREN 4873 THE FORUM FOR AFRICAN WOMEN EDUCATIONALIST KENYA CHAPTER 4874 THE FOUNDATION FOR ECONOMIC SOCIAL AND CULTURAL ORGANIZATION 4875 THE FRIENDS OF THE EARTH YOUTH LINK INITIATIVE 4876 THE GOLDEN HEART FOR THE NEEDY 4877 THE GOOD SAMARITAN ORPHANAGE CENTRE 4878 THE GOOD SAMARITAN CHILDREN‟S HOME AND REHABILITATION CENTRE 4879 THE GOOD SAMARITAN COMMUNITY ON REHABILITATION OF STREET CHILDREN 4880 THE GOVERNANCE FORUM 4881 THE GRACE MINISTRIES 4882 THE GREAT ALTER CALL FELLOWSHIP MINISTRY 4883 THE GREAT EASTERN DEVELOPMENT ORGANIZATION 4884 THE GREAT MISSION FOUNDATION 4885 THE HALLER FOUNDATION 4886 THE HEILDBURG CHRISTIAN COMMUNITY 4887 THE HIDDEN TREASURE 4888 THE HOPE AIDS RESOURCE CENTRE 4889 THE HUT OF ORPHANS OF KENYA 4890 THE INSTITUTE OF CULTURAL AFFAIRS IN KENYA 4891 THE INSTITUTE OF MULTILATERAL TRADING SYSTEM, ANALYSIS AND RESEARCH 4892 THE INTER - AGENCY RURAL DEVELOPMENT PROGRAMME 4893 THE INTER - SUDANESE CONSULTATION ON PEACE AND JUSTICE 4894 THE INTEGRATED PROGRAMME ON HIV/AIDS IN KENYA 4895 THE INTERNATIONAL AGRICULTURE COMMUNITY SUPPORT 4896 THE INTERNATIONAL DRUG REHABILITATION CENTRE 4897 THE INTERNATIONAL SERVICE FOR THE ACQUISITION OF AGRI - BIOTECH APPLICATIONS (ISAAC AFRICENTER) 4898 THE JAPAN CENTRE FOR CONFLICT PREVENTION 4899 THE JULIUS AND DORAH ADOYO CHILDREN'S CENTRE 4900 THE JUNIOR SHELTERS 4901 THE KALONZO MUSYOKA FOUNDATION 4902 THE KANGEMI WOMEN EMPOWERMENT CENTRE 4903 THE KENYA ANTI-TRIBALISM EDUCATION 4904 THE KENYA INTER-RELIGIOUS AIDS CONSORTIUM (KIRAC) 4905 THE KENYA NATIONAL COMMITTEE FOR THE PREVENTION OF ALCOHOLISM

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AND DRUG DEPENDENCY 4906 THE KENYA ORGANIZATION FOR THE ENVIRONMENTAL EDUCATION 4907 THE KENYA SKILLS UPLIFTING PROJECT 4908 THE KENYA TALENT SHARING MISSION 4909 THE KENYA WOMEN ECONOMIC NETWORK 4910 THE KONYWADU HEALTH ORGANIZATION 4911 THE LEAGUE OF MUSLIM WOMEN OF KENYA 4912 THE LEAGUE OF PASTORALISTS WOMEN OF KENYA 4913 THE LIFE MINISTRY 4914 THE LIFE WATER KENYA 4915 THE LIVELIHOODS FOUNDATION 4916 THE LORNA CROSSE INTERNATIONAL ORGANIZATION 4917 THE LORNA CROSSE INTERNATIONAL ORGANIZATION OF KENYA 4918 THE LUTHERAN OUTREACH COMMUNITY BASED ORGANIZATION 4919 THE MAASAI CENTRE FOR FIELD STUDIES 4920 THE MAASAI CONSERVATION AND DEVELOPMENT ORGANIZATION 4921 THE MAASAI DEVELOPMENT FOUNDATION 4922 THE MEDIA INSTITUTE 4923 THE MOHAMED AMIN FOUNDATION 4924 THE MOTHER'S VISION ORGANIZATION 4925 THE MOVE AGAINST POVERTY ORGANIZATION 4926 THE MUSLIM EDUCATION AND DEVELOPMENT AGENDA NETWORK 4927 THE MWANANGU KENYA 4928 THE MWEA FUND 4929 THE NATIONAL AUTISTIC CENTER KENYA 4930 THE NATIONAL CENTER FOR LEARNING DIFFICULTIES AND DISABILITIES IN KENYA 4931 THE NATIONAL COMMITTEE FOR THE PREVENTION OF ALCOHOLISM AND DRUG DEPENDENCY 4932 THE NATIONAL HEALTH DEVELOPMENT ORGANIZATION 4933 THE NATIONAL INTEGRATED COMMUNITY DEVELOPMENT AND POLICY CHANGE ORGANIZATION 4934 THE NATIONAL ORGANIZATION FOR PRIVATE PUBLIC PARTNERSHIPS 4935 THE NATURAL PRODUCT RESEARCH NETWORK FOR EASTERN AND CENTRAL AFRICA(NAPRECA) 4936 THE NEEDY COMMUNITY TRAINING, EDUCATION AND DEVELOPMENT FOUNDATION 4937 THE NEW DAWN COMMUNITY DEVELOPMENT ORGANIZATION 4938 THE NEW SUDAN COUNCIL OF CHURCHES (NSCC) 4939 THE NIGHTINGALES RURAL HEALTH SERVICES 4940 THE OBJECTIVE FOR ORPHAN CARE AND EDUCATION 4941 THE ODHIAMBO MBAI CENTRE 4942 THE ORGANIZATION OF STUDENT MOTHERS IN KENYA 4943 THE PALM HOUSE FOUNDATION 4944 THE PASTORALIST DEVELOPMENT EDUCATION PROGRAMME 4945 THE PATIENTS ASSOCIATION 4946 THE PATRIOTIC CARE CENTRE 4947 THE PLIGHT OF WIDOWS ECONOMIC REVIVAL 4948 THE POOREST OF THE POOR POVERTY ERADICATION PROGRAMME 4949 THE PRECIOUS STONEVILLE 4950 THE PROGRAMME FOR SUSTAINABLE HEALTH & EDUCATION FOR THE

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DISADVANTAGED 4951 THE PROGRAMME FOR SUSTAINABLE HEALTH AND EDUCATION FOR THE DISADVANTAGE 4952 THE REGIONAL AIDS TRAINING NETWORK (RATN) 4953 THE REGIONAL CENTRE FOR COMMUNITY WELFARE AND EXTENSION 4954 THE REGIONAL INFORMATION CENTRE ON LOCAL GOVERNANCE 4955 THE REGIONAL INFORMATION CENTRE ON NATIONAL GOVERNANCE (E.A) 4956 THE RESCUE COMMUNITY INITIATIVE SERVICES 4957 THE RUHAMA FOUNDATION 4958 THE SAFE CENTER 4959 THE SAFETY AND EMERGENCY MANAGEMENT CENTRE 4960 THE SANCTUARY 4961 THE SEMPELE FOUNDATION 4962 THE SHEPHERD EDUCATION CENTRE 4963 THE SHEPHERDS LITTLE LAMBS AFRICA 4964 THE SILVER LINING NETWORK 4965 THE SMILE TRAIN 4966 THE SOCIO ECONOMIC DEVELOPMENT AND RESEARCH INSTITUTE 4967 THE SOURCE SOLUTION INTEGRATION PROGRAMME KENYA 4968 THE SPORTS LINKS FOUNDATION OF KENYA 4969 THE SPRINGBOARD EDUCATIONAL CENTRE 4970 THE STAR OF DAVID CHILDREN'S CENTRE 4971 THE STRIVE PROJECT INITIATIVE 4972 THE SWORD OF THE LORD KENYA 4973 THE TOWER OF IVORY WELFARE ORGANIZATION 4974 THE TURNING POINT TRUST-KENYA 4975 THE USENGE COMMUNITY HEALTH AND EDUCATION ORGANIZATION - KENYA 4976 THE VILLAGE INITIATIVE 4977 THE WEMA CENTRE 4978 THE WESTON FOUNDATION 4979 THE WIDOW'S WINDOW 4980 THE WILDLIFE FOUNDATION 4981 THE WILLIAM CHEPTUMO FOUNDATION 4982 THE WINDLE CHARITABLE TRUST 4983 THE WORLD FAMILY PROGRAMME 4984 THE WORLD STUDENT CHRISTIAN FEDERATION 4985 THE WORLD LIFE FOUNDATION 4986 THE YOUNG PEOPLE EMPOWERMENT INITIATIVE 4987 THE YOUTH AGENDA 4988 THE YOUTH FOUNDATION OF KENYA 4989 THE YOUTH VISION 4990 THIKA INTEGRATION CENTRE 4991 THIKA MEDICAL CENTRE 4992 THREE ANGELS BROADCASTING NETWORK - KENYA 4993 THROUGH THE STORM INTERNATIONAL 4994 TIANIA DEVELOPMENT ASSOCIATION 4995 TIBA AFRICA FOUNDATION 4996 TIBA AFRICA INTERNATIONAL 4997 TILIL KENYA 4998 TINGWANGI DEVELOPMENT COMMITTEE 4999 TIRIKI HUMAN HABITAT

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5000 TO LOVE CHILDREN EDUCATIONAL FOUNDATION INTERNATIONAL - KENYA 5001 TOBACCO ALCOHOL SUBSTANCE ABUSE AND HIV/AIDS COUNSELING 5002 TOGETHER AFRICAN CHILDREN 5003 TOLERANCE INTERNATIONAL AFRICA 5004 TOLOSIO COMMUNITY HEALTH ORGANIZATION 5005 TOMORROW'S CHILD INITIATIVE 5006 TONYOUTU INTEGRATED SUPPORT PROGRAMME 5007 TOOLS FOR HUMANITY 5008 TORCH FOR FOUNDATION AND SUSTAINABLE PROGRAMMES - KENYA 5009 TOTAL QUALITY LIFE - KENYA 5010 TOTOS INTERNATIONAL ADVOCATES FOR HUMAN 5011 TOTOTO HOME INDUSTRIES 5012 TOUCH A LIFE CENTRE FOR DEVELOPMENT 5013 TOUCH A LIFE INTERNATIONAL 5014 TOUCH AFRICA FOUNDATION 5015 TOUCH KENYA MISSION 5016 TOUCH THE HEART CENTRE 5017 TOURISM REHABILITATION AND PROMOTION CENTRE 5018 TRACE KENYA 5019 TRADITIONAL FOOD PROMOTION ASSOCIATION OF KENYA 5020 TRADITIONAL HEALTHCARE INTEGRATION NETWORK 5021 TRADITIONAL MEDICINE DEVELOPMENT AGENCY 5022 TRAINING FOR DEVELOPMENT INITIATIVE, INC. 5023 TRANS - AFRICA REGIONAL INSTITUTE FOR PEACE AND DEVELOPMENT 5024 TRANS AIDS AFRICA 5025 TRANSAID KENYA 5026 TRANSFORMATION COMMUNITY INITIATIVES 5027 TRANSFORMATION PASTORAL MISSIONS 5028 TRANSFORMATIVE AGENTS OF CHANGE INITIATIVES 5029 TRANSFORMED INTERNATIONAL 5030 TRANSFORMING RURAL AREAS FOR IMPROVED LIVELIHOOD 5031 TRANS-KENYA DEVELOPMENT FORUM 5032 TRANSMARA MAASAI SELF - SUFFICIENCY SUPPORT PROGRAM - KENYA 5033 TRANS-NZOIA ORGANIZATION FOR SUSTAINABLE DEVELOPMENT AND ENVIRONMENTAL CONSERVATION 5034 TRANSPARENCY DEMOCRATIC GOVERNANCE AND REFERENDUM FOUNDATION 5035 TRAUMA RESPONSE ORGANIZATION 5036 TRAVELLERS OASIS CENTRE 5037 TREASURE OF AFRICA MUSEUM 5038 TREE AND TREE CROP MULTIPLICATION 5039 TREE CROPS NETWORK 5040 TREE CROPS NETWORK-AFRICA 5041 TREE THOU SANDERS ENVIRONMENTAL CONSERVATIONISTS 5042 TRINITY CENTRE FOR EXCELLENCE 5043 TROCAIRE 5044 TROPICAL COMMUNITY DEVELOPMENT 5045 TROPICAL FOCUS FOR RURAL DEVELOPMENT 5046 TRUCK AID KENYA 5047 TRUE LIGHT OF COMMUNITY 5048 TRUE LOVE WAITS KENYA

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5049 TRUTH RECONCILIATION AND UNITY 5050 TSAVO WILDLIFE HUMAN RELATION PROMOTION 5051 TUANGAZE FOUNDATION FOR COMMUNITY DEVELOPMENT 5052 TUJENGE KWETU ORGANIZATION 5053 TUJENGE NA TUJIJENGE (LET US DEVELOP INDIVIDUALLY AND COLLECTIVELY) 5054 TUJENGE TUJIJENGE 5055 TUJIJENGE PAMOJA ( KENYA ) 5056 TULIA ROYAL ORGANIZATION 5057 TUMA-INI- ( HOPE FOR THE FUTURE INTERNATIONAL) 5058 TUMAINI AFRICA FOR ECONOMIC DEVELOPMENT 5059 TUMAINI AFRICA PROGRAMME 5060 TUMAINI COMMISERATION INITIATIVE 5061 TUMAINI FUND FOR ECONOMIC DEVELOPMENT INTERNATIONAL 5062 TUMAINI INTERNATIONAL ORGANIZATION 5063 TUMAINI INTERNATIONAL 5064 TUMAINI LA WATOTO OUTREACH FOUNDATION 5065 TUMAINI LADIES INTERNATIONAL PROGRAM 5066 TUMAINI LIFE SPRING FOUNDATION 5067 TUMAINI OMBUBASHI ORGANIZATION 5068 TUMSHANGILIENI MTOTO 5069 TURASHA WATER NETWORK 5070 TURKANA DEVELOPMENT FOCUS 5071 TURKANA EDUCATIONAL AWARENESS DEVELOPMENT INITIATIVE 5072 TURKANA PASTORALIST DEVELOPMENT ORGANIZATION 5073 TURKANA WOMEN CONFERENCE CENTRE 5074 TURN - AROUND 5075 TURN - AROUND LABOR IN KENYA 5076 TUSAIDIANE HEALTH CARE AND RESEARCH INTERNATIONAL 5077 TUSAIDIANE PEOPLE WITH AND WITHOUT HIV/AIDS 5078 TUSAIDIANE REHABILITATION CENTRE 5079 TUSHAURIANE AFRICA 5080 TUTTO PER LE PERSONE FOUNDATION (ALL PEOPLE'S FOUNDATION) 5081 TUUNGANE PWANI 5082 TUUNGANE RESOURCE MOBILIZATION CENTRE 5083 TWANA TWITU ORGANIZATION 5084 TWAWEZA AFRIKA 5085 TWENDE MBELE DEVELOPMENT INITIATIVES 5086 TWO WINGS SOCIAL DEVELOPMENT 5087 UBUNTU FOR LIFE 5088 UBUNTU ORGANIZATION 5089 UBUNTU YOUTH ORGANIZATION FOR DIGNITY 5090 UFANISI KENYA 5091 UGA COLLEGE DEVELOPMENT ORGANIZATION 5092 UGENYA EDUCATIONAL FOUNDATION 5093 UGUNJA COMMUNITY RESOURCE CENTRE 5094 UHAI LAKE FORUM 5095 UHURU ORGANIZATION (INTERNATIONAL) 5096 UJAMAA CENTRE 5097 UJAMAA COMMUNITY DEVELOPMENT PROGRAMMES 5098 UJANA POWER KENYA

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5099 UJIMA FOUNDATION FOR TRAINING AND DEVELOPMENT 5100 UKAMBANI HIV/AIDS PROGRAMME 5101 UKAWA DEVELOPMENT ASSOCIATION 5102 UKIMWI ORPHANS ASSISTANCE PROGRAMME 5103 UMBRELLA INTERNATIONAL 5104 UMOJA AS ONE PERFECT MISSION FOR PEACE INITIATIVE 5105 UMOJA CHILDREN'S CENTRE 5106 UMOJA COMMUNITY WELFARE ORGANIZATION 5107 UMOJA SELF HELP ORGANIZATION 5108 UMOJA WOMEN ENTREPRENEUR PROGRAMME 5109 UNA IN KENYA 5110 UNDER FORTY PATRIOTS 5111 UNDUGU SOCIETY OF KENYA 5112 UNGANA JISHINDE USHINDE WOMEN'S PROGRAM 5113 UNIFIED COMMUNITY APPROACHES FOR INTEGRAL DEVELOPMENT ORGANIZATION 5114 UNIFIED COMMUNITY OUTSHINE NETWORK 5115 UNIMA (UNION INTERNATIONALE DE LA MARIONATTE) 5116 UNITE TO FIGHT AIDS ORGANIZATION 5117 UNITED COTTON OUT GROWERS FOUNDATION 5118 UNITED DISABILITY EMPOWERMENT IN KENYA 5119 UNITED EFFORT FOR COMMUNITY DEVELOPMENT 5120 UNITED HEALTH AND AGRICULTURE INITIATIVES 5121 UNITED INDIGENOUS DEVELOPMENT INITIATIVE ORGANIZATION 5122 UNITED KENYA ENVIRONMENTAL DEVELOPMENT PROGRAM 5123 UNITED MISSION FOR THE NEEDY 5124 UNITED PARTNERS FOR AFRICA EDUCATION AND DEVELOPMENT 5125 UNITED SCHOLARS ASSOCIATION INTERNATIONAL COOPERATION 5126 UNITED WAY KENYA 5127 UNITED WIDOWS AND ORPHANS NETWORK 5128 UNITY FOR WOMEN ECONOMIC AND SOCIAL ORGANIZATION 5129 UNIVERSAL AIDS AWARENESS ORGANIZATION-KENYA 5130 UNIVERSAL ARTS AND FOLKLORE INTERNATIONAL 5131 UNIVERSAL COMMUNITY DEVELOPMENT FOUNDATION 5132 UNIVERSAL EMPOWERMENT PROGRAMME 5133 UNIVERSAL HEALTH AND SAFETY CENTRE 5134 UNIVERSAL INTERNATIONAL 5135 UNIVERSAL MULTI-PURPOSE INTEGRATED COMMUNITY EMPOWERMENT FOUNDATION 5136 UNIVERSAL RIGHT YOUTH UNION 5137 UNIVERSAL SELF HELP ORGANIZATION OF KENYA 5138 UNIVERSAL WELFARE LADDER ORGANIZATION 5139 UNIVERSITY OF MISSOURI ASSISTANCE PROGRAM 5140 UNLOCKING AFRICAN POTENTIAL 5141 UNMET NEEDS FOUNDATION KENYA 5142 UNTU AFRICA 5143 UNYOLO VILLAGE PROJECT 5144 UONGOZI - CENTRE FOR NGO STUDIES, LEADERSHIP AND MANAGEMENT 5145 UP[PERNILE FISHING AID 5146 UPENDO CHILDREN'S DEVELOPMENT ORGANIZATION 5147 UPENDO CHILDREN'S REHABILITATION CENTER - MURANG'A

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5148 UPENDO FOUNDATION 5149 UPPER IMENTI FOREST AND RURAL CONSERVATION & MANAGEMENT ORGANIZATION 5150 UPPER NILE DEVELOPMENT ORGANIZATION 5151 UPPER NILE FISHING AID 5152 UPPER NILE ORGANIZATION FOR RELIEF AND DEVELOPMENT 5153 UPPERNILE KALAAZAR EDUCATION ASSOCIATION 5154 UPPERNILE SUSTAINABLE DEVELOPMENT 5155 URAFIKI COMMUNITY LINKAGE, MOBILIZATION AND SUPPORT PROGRAMME 5156 URAFIKI INITIATIVE DEVELOPMENT ORGANIZATION 5157 URAFIKI WA KUTOA MISAADA YA KIMATAIFA (KENYA CHAPTER) 5158 URAMATI DEVELOPMENT ORGANIZATION 5159 URBAN 5160 URBAN AND PERI URBAN FOOD SECURITY PROGRAMME 5161 URBAN CENTRE INTERNATIONAL 5162 URBAN ENVIRONMENT CONSERVATION SYSTEM 5163 URBAN RESEARCH AND DEVELOPMENT CENTRE FOR AFRICA 5164 URBAN RURAL INITIATIVE FOR OVERALL DEVELOPMENT 5165 URBAN SECURITY RESEARCH MANAGEMENT CENTRE - INTERNATIONAL 5166 URBAN SETTLEMENT IMPROVEMENT PROGRAMME 5167 URBAN VOLUNTEERS ORGANIZATION 5168 URGENT ACTION FUND FOR WOMEN'S HUMAN RIGHTS 5169 USALAMA UDUMU KENYA 5170 USAWA INITIATIVES 5171 USERS AND SURVIVORS OF PSYCHIATRY IN KENYA 5172 USHINDI CARE CENTRE BARINGO PROGRAMME 5173 UTUNZI PROJECT 5174 UVUMBUZI YOUTH ORGANIZATION 5175 UWEZO AWARENESS ORGANIZATION 5176 UWEZO TO DEVELOPMENT 5177 UZIMA CENTRE LEADERSHIP AND DEVELOPMENT 5178 UZIMA CHILDREN ORPHAN CENTRE 5179 UZIMA FOUNDATION AFRICA 5180 VALLEY AFRICAN CENTRE 5181 VALLEY AIDS COUNCIL, INC. 5182 VALUE ADDITION AND COTTAGE INDUSTRY DEVELOPMENT INITIATIVE AFRICA 5183 VALUE FOR HUMAN LIFE INTERNATIONAL 5184 VALUES INTER-DEVELOPMENTAL NETWORK TECHNIQUES 5185 VANILLA - JATROPHA DEVELOPMENT FOUNDATION 5186 VENUS EDUCATIONAL CENTRE AND CHARITABLE 5187 VESSEL OF HOPE INTERNATIONAL 5188 VET CONSULT INTERNATIONAL 5189 VETAID 5190 VETERINARIES SANS FRONTIERS(SWITZERLAND) 5191 VETERINARIES SANS FRONTIERS BELGIUM (VSF-DZP) 5192 VETERINARIES WITHOUT BORDERS 5193 VET WORKS EASTERN AFRICA 5194 VI.AGRO FORESTRY PROJECT 5195 VICTIMS TRUST IN MOTION 5196 VICTORIA FAMILY HEALTH ASSOCIATION

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5197 VICTORIA INSTITUTE FOR RESEARCH ON ENVIRONMENT AND DEVELOPMENT 5198 VICTORY AFRICA 5199 VICTORY CHARITABLE CENTRE 5200 VICTORY FOUNDATION PROGRAMME 5201 VICTORY VISION INTERNATIONAL 5202 VIFUKOFUKO ADOLESCENT RECOVERY CENTRE 5203 VIHDA ASSOCIATION 5204 VIHIGA COMMUNITY DEVELOPMENT FOUNDATION 5205 VIHIGA YOUTH DEVELOPMENT ORGANIZATION 5206 VIJANA ORGANIZATION 5207 VIJIJI PROJECTS 5208 VILLAGE HEALTH AND FOOD SECURITY - KENYA 5209 VILLAGE HOPE CORE INTERNATIONAL 5210 VILLAGE HOPE CORE INTERNATIONAL(KENYA) 5211 VILLAGE MISSIONS INTERNATIONAL 5212 VILLAGE VOCATIONS PROGRAM 5213 VILLAGE WOMEN ORGANIZATION - KENYA 5214 VINES - KENYA 5215 VIRTUE MOLDERS INITIATIVE ORGANIZATION 5216 VISION & LITERACY FOR AFRICA 5217 VISION ADVISORY CENTRE 5218 VISION AFRICA GIVE A CHILD A FUTURE 5219 VISION AND LITERACY FOR AFRICA 5220 VISION CARE FOR THE ELDERLY 5221 VISION COMMUNITY DEVELOPMENT SERVICES 5222 VISION FOR ECONOMIC EMPOWERMENT IN AFRICA 5223 VISION FOR HEALTH AND ENVIRONMENTAL PROGRAMS 5224 VISION FOR LIFE 5225 VISION FOR YOUTH TALENT DEVELOPMENT ASSOCIATION 5226 VISION HEALTH AIDS AND AWARENESS CENTRE 5227 VISION INTEGRATED COMMUNITY DEVELOPMENT PROGRAMME 5228 VISION KENYA 5229 VISION OF GOOD HOPE INTERNATIONAL 5230 VISION OUTREACH CONCERN 5231 VISION PLAN AFRICA 5232 VISION RURAL NETWORK (VI-RUN) 5233 VISION SELF HELP PROGRAMME 5234 VISIONARY EMPOWERING ORGANIZATION 5235 VISIONARY EMPOWERMENT PROGRAMME 5236 VISIONARY NURSE INTERNATIONAL 5237 VISIONS COMMUNITY DEVELOPMENT SERVICE 5238 VISIONS DEVELOPMENT INITIATIVE NETWORK 5239 VITA (RTI) 5240 VI-TREE PLANNING PROJECT 5241 VIVID COMMUNICATION WITH WOMEN IN THEIR CULTURES 5242 VIZAZI INTERNATIONAL 5243 VOICELESS CHILDREN 5244 VOICES OF AFRICA FOR SUSTAINABLE DEVELOPMENT 5245 VOICES OF CHANGE ORGANIZATION 5246 VOLUNTARY AGENCIES DEVELOPMENT ASSISTANCE 5247 VOLUNTARY AGENCY FOR LOCAL INITIATIVES DEVELOPMENT

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5248 VOLUNTARY COMMUNITY SERVICES GROUP 5249 VOLUNTARY LINK 5250 VOLUNTARY SERVICES OVERSEAS (VSO) 5251 VOLUNTEER FOR AFRICA ORGANIZATION 5252 VOLUNTEER INTERCULTURAL PROGRAMS AND INTERNSHIPS - AFRICA 5253 VOLUNTEER INTERNATIONAL COMMUNITY DEVELOPMENT AFRICA ( VICDA) 5254 VOLUNTEERS FOR AFRICA 5255 VOLUNTEERS FOR AFRICA ORGANIZATION 5256 VOLUNTEERS FOR LEGAL AID SERVICES 5257 VOLUNTEERS INTERNATIONAL AGENCY - AFRICA (VIA_AFRICA) 5258 VOLUNTEERS INTERNSHIP PROMOTION AND COMMUNITY DEVELOPMENT IN AFRICA 5259 VOLUNTEERS PLACEMENT COMMUNITY DEVELOPMENT 5260 VSF - DZG BELGIUM 5261 VISION FOR YOUTH TALENT DEVELOPMENT ASSOCIATION KENYA 5262 WAHOPNEL DEVELOPMENT ORGANIZATION 5263 WAILING SOULS OF AFRICA FOUNDATION 5264 WAJIBU AFRICA 5265 WAJIR NORTH PASTORAL AID 5266 WAJIR PEACE AND DEVELOPMENT AGENCY 5267 WAJIR SOUTH DEVELOPMENT ASSOCIATION 5268 WAKEDU COMMUNITY DEVELOPMENT CENTRE 5269 WAKENYA PAMOJA DEVELOPMENT PROGRAMME 5270 WAKE-UP INTERNATIONAL 5271 WAMACHE FOUNDATION INTERNATIONAL 5272 WAMBUTURA COMMUNITY INITIATIVE 5273 WAMBUTURA+ 5274 WAMULU INTERNATIONAL 5275 WANGA POVERTY ALLEVIATION THROUGH RURAL SAVINGS 5276 WANG'NDONYA ETERNITY ORGANIZATION 5277 WAR AGAINST AIDS IN KENYA 5278 WAR CHILD KENYA PROGRAMME 5279 WASO TRUST LAND PROJECT 5280 WATER AND DEVELOPMENT ( MAJI NA UFANISI) 5281 WATER AND ENVIRONMENT DEVELOPMENT SERVICES 5282 WATER AND ENVIRONMENTAL ORGANIZATION KENYA 5283 WATER AND FARMING AID 5284 WATER AND SANITATION ENGINEERING FRONTIERS 5285 WATER AND SANITATION FOR COMMUNITY DEVELOPMENT 5286 WATER AND SANITATION FOR POVERTY REDUCTION 5287 WATER ASSOCIATION SUPPORT ORGANIZATION 5288 WATER CARE SERVICE ORGANIZATION 5289 WATER CATCHMENT AND AGRICULTURAL ORGANIZATION 5290 WATER FOR ALL ORGANIZATION 5291 WATER FOR ARID AND SEMI-ARID PROGRAMME KENYA 5292 WATER FOR LIFE (WFL) 5293 WATER HARVESTING INITIATIVE 5294 WATER INTERVENTIONS FOR DEVELOPMENT 5295 WATER PARTNERS KENYA 5296 WATER AID 5297 WATER NET

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5298 WATOTO KWANZA KENYA 5299 WATOTO WA BARAKA INTERNATIONAL 5300 WATOTO WENYE NGUVU INTERNATIONAL ORPHAN CARE 5301 WATOTO WETU ORPHANS ORGANIZATION 5302 WAU ORGANIZATION FOR REHABILITATION AND DEVELOPMENT (WARD) 5303 WAZALENDO YOUTH FOUNDATION OF KENYA 5304 WEALTH INNOVATION PROMOTION PROGRAMME 5305 WELFARE FOR SINGLE MOTHERS AND WIDOWS 5306 WELFARE INITIATIVE DEVELOPMENT NETWORK 5307 WELL BEING CENTRE LIMITED 5308 WELL OF HOPE INTERNATIONAL 5309 WELLSPRING KENYA 5310 WEM INTEGRATED HEALTH 5311 WEM INTEGRATED HEALTH SERVICES 5312 WEMA COMMUNITY EMPOWERMENT AND MOBILIZATION ACTION 5313 WEMA INTERNATIONAL 5314 WEMA WOMEN DEVELOPMENT ORGANIZATION 5315 WEMA YOUTH LIFE FOCUS 5316 WENDANI DEVELOPMENT PROJECT (WEDEP) 5317 WEST KENYA COMMUNITY EMPOWERMENT NETWORK 5318 WEST KENYA DEVELOPMENT ORGANIZATION 5319 WEST KENYA ENERGY NETWORK 5320 WEST KENYA LEGAL AID CENTRE 5321 WEST LAIKIPIA COMMUNITY DEVELOPMENT ORGANIZATION 5322 WEST RURAL DEVELOPMENT PROGRAMME 5323 WESTERN - RIFT SUPPORT ORGANIZATION 5324 WESTERN ADVOCACY AND CARE FOUNDATION 5325 WESTERN AIDS RESPONSE NETWORK (K) 5326 WESTERN CONSERVATION PROGRAM 2000 5327 WESTERN CONSERVATIONAL AND EDUCATIONAL DEVELOPMENT 5328 WESTERN EDUCATION, ADVOCACY AND EMPOWERMENT PROGRAMME 5329 WESTERN HEALTH INITIATIVES 5330 WESTERN HIV/AIDS NETWORK 5331 WESTERN KENYA ENERGY NETWORK 5332 WESTERN KENYA HUMAN RIGHTS WATCH 5333 WESTERN KENYA MENTAL HEALTH ORGANIZATION 5334 WESTERN PROVINCE COMMUNITY BASED VOLUNTEERS ORGANIZATION 5335 WESTERN RELIEF AND ENVIRONMENTAL CARE 5336 WESTERN WATER AND SANITATION FORUM 5337 WESTERN WOMEN CHARITABLE ORGANIZATION 5338 WESTERN WOMEN EMPOWERMENT NEEDS 5339 WESTERN WOMEN'S NETWORK 5340 WESTWIDE ORGANIZATION 5341 WEZESHA WATOTO WA KENYA 5342 WEZO WELLNESS AND REHABILITATION CENTER 5343 WHITESTONE COMMUNITY BASED CARE ORGANIZATION 5344 WHOLE MAN LIFE CARE 5345 WIDE RESCUE INITIATIVE ORGANIZATION 5346 WIDE WATER INTERVENTIONS FOR DEVELOPMENT 5347 WIDOW DEVELOPMENT 5348 WIDOWS AND ORPHANS INTERNATIONAL

291

5349 WIDOWS AND ORPHANS SOCIETY OF KENYA 5350 WIDOWS AND ORPHANS WELFARE ASSOCIATION SOCIETY OF KENYA 5351 WIDOWS OF THE WORLD 5352 WIDOWS WINDOW 5353 WIFIP EDUCATION AND DEVELOPMENT 5354 WIKWATYO COMMUNITY DEVELOPMENT PROJECT 5355 WILD LIVING RESOURCES 5356 WILDLIFE RESOURCE CENTRE 5357 WILLIAM HOLDEN WILDLIFE FOUNDATION 5358 WILLIAM MURGOR FOUNDATION 5359 WILLIAM WAMALWA AIDS FOUNDATION 5360 WILLING WATERS ON ORGANIC FARMS 5361 WILLING WORKERS ON ORGANIC FARMS 5362 WIN INTERNATIONAL 5363 WINDA KENYA 5364 WINDOWS ORPHANS AND DISABLED REHABILITATION ASSOCIATION OF THE NEW SUDAN 5365 WINGS OF HOPE 5366 WINGS OF MERCY 5367 WIN ROCK INTERNATIONAL INSTITUTE FOR AGRICULTURAL DEVELOPMENT 5368 WINYANAM COMMUNITY DEVELOPMENT COUNSELING CENTRE 5369 WIRED KENYA 5370 WISH KENYAN CHILDREN WELL 5371 WOMAN AID 5372 WOMAN KIND KENYA 5373 WOMAN TO WOMAN 5374 WOMAN AID INTERNATIONAL DEVELOPMENT AGENCY 5375 WOMEN - PLUS KENYA 5376 WOMEN ACCESS PROGRAMME INTERNATIONAL 5377 WOMEN ACTION FORUM FOR NETWORKING 5378 WOMEN ADVOCACY FOR RURAL DEVELOPMENT (WARD) 5379 WOMEN AGAINST POVERTY INTERNATIONAL 5380 WOMEN AMBASSADORS OF VULNERABLE GIRLS ORGANIZATION 5381 WOMEN AND CHILDREN ALTERNATIVE LIVES 5382 WOMEN AND CHILDREN SUPPORT TEAM INTERNATIONAL 5383 WOMEN AND GIRLS EMPOWERMENT SOLUTIONS 5384 WOMEN AND YOUTH IN AFRICAN DEVELOPMENT 5385 WOMEN AND YOUTH IN DEVELOPMENT 5386 WOMEN ASSISTANCE IN POVERTY ALLEVIATION STRATEGIES (AWAPA) 5387 WOMEN AWARENESS AND DEVELOPMENT INITIATIVE 5388 WOMEN CAPACITY DEVELOPMENT INTERNATIONAL ORGANIZATION 5389 WOMEN DEVELOPMENT ORGANIZATION 5390 WOMEN DEVELOPMENT RESPONSE AGENCY 5391 WOMEN ECONOMIC CONSORT EMPOWERMENT 5392 WOMEN ECONOMIC EMPOWERMENT CONSORT 5393 WOMEN ECONOMIC MOBILIZATION AGENCY 5394 WOMEN ECONOMIC PROMOTIONAL PROGRAMME. 5395 WOMEN ENTERPRISE 5396 WOMEN ENTREPRENEUR TRAINING NETWORK 5397 WOMEN ENTERPRISE DEVELOPMENT 5398 WOMEN ENTERPRISE TRAINING NETWORK

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5399 WOMEN EQUAL OPPORTUNITY DEVELOPMENT 5400 WOMEN FEDERATION FOR WORLD PEACE - KENYA 5401 WOMEN FIGHTING AIDS IN KENYA (WOFAK) 5402 WOMEN FOR CHANGE ORGANIZATION 5403 WOMEN FOR IMPROVED RURAL HEALTH AND NUTRITION 5404 WOMEN FOR JUSTICE IN AFRICA 5405 WOMEN FOR WATER AND SANITATION 5406 WOMEN FOR WOMEN AND CHILDREN IN KENYA 5407 WOMEN HERITAGE CENTRE 5408 WOMEN IN AGRICULTURE FORM RELIEF TO DEVELOPMENT 5409 WOMEN IN ENVIRONMENT AND ECONOMIC DEVELOPMENT 5410 WOMEN IN FISHERIES RESEARCH FOR DEVELOPMENT 5411 WOMEN IN HEALTH EDUCATION AND ECONOMIC LEVERAGE 5412 WOMEN IN LAW AND DEVELOPMENT IN AFRICA (WILDAF) 5413 WOMEN IN NEED NETWORK 5414 WOMEN IN SCIENCE TECHNOLOGY AND INNOVATION 5415 WOMEN INITIATIVES IN POVERTY ERADICATION 5416 WOMEN INITIATIVES ON KNOWLEDGE AND SURVIVAL 5417 WOMEN MINORITY RIGHTS INITIATIVE 5418 WOMEN OF ACTION ORGANIZATION 5419 WOMEN OF WORTH, EMPOWERMENT AND DEVELOPMENT ORGANIZATION 5420 WOMEN RESEARCH CENTRE AND DEVELOPMENT INSTITUTE 5421 WOMEN RURAL DEVELOPMENT PROGRAMME 5422 WOMEN SHELTER CREDIT AND EDUCATION (WOSCE) 5423 WOMEN TO WOMEN KENYA 5424 WOMEN UNITED AGAINST DIFFICULT CIRCUMSTANCES 5425 WOMEN UNITED FOR PEACE INITIATIVE 5426 WOMEN WITHOUT BORDERS - KENYA 5427 WOMEN YOUTH AND CHILDREN DEVELOPMENT ORGANIZATION 5428 WOMEN'S EMPOWERMENT LINK 5429 WOMEN'S FEDERATION FOR WORLD PEACE - KENYA CHAPTER 5430 WOMEN‟S GRASSROOTS DEVELOPMENT PROGRAMME 5431 WOMEN‟S NETWORK CENTRE 5432 WOMEN'S PROPERTY RIGHTS ORGANIZATION 5433 WOMEN'S RESEARCH CENTRE AND DEVELOPMENT INSTITUTE 5434 WOMEN'S RESOURCE CENTRE - KENYA 5435 WOMEN'S RESOURCES CENTRE 5436 WORLD ASSEMBLY OF MUSLIM YOUTH 5437 WORLD CHILDREN ORGANIZATION (KENYA) 5438 WORLD CONCERN INTERNATIONAL 5439 WORLD CONFERENCE ON RELIGION AND PEACE INTERNATIONAL 5440 WORLD CORPS KENYA 5441 WORLD EVANGELISM OUTREACH 5442 WORLD FAMILY, MARRIAGE DIVORCE AND RECONCILIATION 5443 WORLD FEDERATION OF THE DEAF REGIONAL SECRETARIAT FOR EASTERN AND SOUTHERN AFRICA 5444 WORLD FOR US ORGANIZATION 5445 WORLD FORUM FOR DEVELOPMENT IN AFRICA 5446 WORLD HOPE INTERNATIONAL KENYA 5447 WORLD IN NEED KENYA 5448 WORLD LINK MICRO-SAVE AND CREDIT DEVELOPMENT

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5449 WORLD NEIGHBORS - KENYA 5450 WORLD OPPORTUNITIES INTERNATIONAL 5451 WORLD ORGANIZATION FOR THE PROTECTION OF ANIMALS 5452 WORLD POVERTY ALLEVIATION ORGANIZATION 5453 WORLD QUEST INC. 5454 WORLD RELIEF CANADA 5455 WORLD RELIEF INTERNATIONAL 5456 WORLD SERVANTS ORGANIZATION 5457 WORLD SERVICE OF MERCY 5458 WORLD STUDENT CHRISTIAN FEDERATION 5459 WORLD URBAN AND RURAL SOCIETY INTERNATIONAL 5460 WORLD VISION KENYA 5461 WORLD VOICES POSITIVE IN KENYA 5462 WORLD YOUTH CHANNEL 5463 WORLD YOUTH INTERNATIONAL KENYA 5464 WORDSTAR YOUTH ENVIRONMENTAL ORGANIZATION 5465 WORLDVIEW INTERNATIONAL FOUNDATION 5466 WORLDWIDE HANDSHAKE (KENYA) 5467 WOUND RELIEF AND DEVELOPMENT ORGANIZATION 5468 WYCLIFFE BIBLE TRANSLATORS AFRICA 5469 YARA SOLMA FOUNDATION 5470 YATTA COMMUNITY DEVELOPMENT ASSISTANCE PROGRAM 5471 YAWO ENVIRONMENT CONSERVATION AND DEVELOPMENT KENYA 5472 YES TO KIDS (Y2K) HEALTH SERVICES 5473 YOUTH EDUCATION NETWORK 5474 YOUNG GENERATION SELF HELP TECHNIQUES 5475 YOUNG GENERATIONS CENTRE 5476 YOUNG MUSLIM ASSOCIATION 5477 YOUNG PROFESSIONALS FOR DEVELOPMENT 5478 YOUNG VOLUNTEERS FORUM 5479 YOUNG WOMEN CAMPAIGN AGAINST AIDS 5480 YOUNG WOMEN'S CHRISTIAN ASSOCIATION (YWCA) 5481 YOUR VOICES CENTRE 5482 YOUTH AGAINST CRIME 5483 YOUTH AGENCY FOR THE DEVELOPMENT OF SCIENCE TECHNOLOGY AND INNOVATIONS 5484 YOUTH AGENDA 5485 YOUTH AID KENYA 5486 YOUTH ALIVE! KENYA 5487 YOUTH ALLIANCE FOR LEADERSHIP AND DEVELOPMENT IN AFRICA - YALDA ( K ) 5488 YOUTH AND WOMEN INITIATIVES 5489 YOUTH AND WOMEN SELF HELP PROGRAMME 5490 YOUTH ARTS, DEVELOPMENT AND ENTREPRENEURSHIP NETWORK 5491 YOUTH BUILDING GREEN PROGRAM 5492 YOUTH CAPACITY DEVELOPMENT INTERNATIONAL 5493 YOUTH CARE AND POSITIVE DEVELOPMENT CONCERN 5494 YOUTH CENTER FOR BIODIVERSITY CONSERVATION 5495 YOUTH CONSCIOUSNESS DEVELOPMENT AND PROGRAMME - KENYA 5496 YOUTH CONSCIOUSNESS DEVELOPMENT PROGRAMME 5497 YOUTH CRIME AND SUBSTANCE ABUSE CONTROL INITIATIVE

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5498 YOUTH CRISIS INTERVENTION ORGANIZATION 5499 YOUTH EDUCATION NETWORK 5500 YOUTH EDUCATION TRAINING PROGRAMME 5501 YOUTH EDUCATIONAL NETWORK 5502 YOUTH EMPOWERMENT SUPPORT SERVICES - KENYA 5503 YOUTH ENTERPRISE FOUNDATION 5504 YOUTH FEDERATION FOR NATURE CONSERVATION 5505 YOUTH FEDERATION FOR WORLD PEACE 5506 YOUTH FOCUS AGAINST ADDICTION INITIATIVE 5507 YOUTH FOR CONSERVATION 5508 YOUTH FOR CONSERVATION (YFC) 5509 YOUTH FOR KENYA TOURISM AND ENVIRONMENT 5510 YOUTH FOR SCIENCE ORGANIZATION 5511 YOUTH FOR SOCIAL TRANSFORMATION 5512 YOUTH FOR UNDERSTANDING INTERNATIONAL EXCHANGE 5513 YOUTH HEALTH SERVICES INITIATIVE 5514 YOUTH HOPE AND DEVELOPMENT INITIATIVE 5515 YOUTH IMPACT NETWORK INTERNATIONAL 5516 YOUTH IN ACTION AGAINST AIDS INITIATIVE 5517 YOUTH IN MEDIA AND COMPUTER TECHNOLOGY 5518 YOUTH INFORMATION EDUCATION AND COMMUNICATION NETWORK 5519 YOUTH INITIATIVES-KENYA 5520 YOUTH INTERNATIONAL 5521 YOUTH KINDS FOUNDATION 5522 YOUTH LIVING WITH AIDS ORGANIZATION 5523 YOUTH NET AFRICA 5524 YOUTH ON THE MOVE 5525 YOUTH ORGANIZATION ON CLIMATE CHANGE 5526 YOUTH PARTNERSHIP FOR DEVELOPMENT 5527 YOUTH PEACE ALLIANCE 5528 YOUTH PEACE FOR AFRICA INTERNATIONAL 5529 YOUTH RESOLUTION PROGRAM 5530 YOUTH SPORTS AND DEVELOPMENT ALLIANCE OF KENYA 5531 YOUTH SPORTS CONTACT KENYA 5532 YOUTH VOLUNTEER FOR CHANGE 5533 YOUTH WITH AN IMPACT 5534 YOUTH, GOVERNANCE AND ENVIRONMENTAL PROGRAMME 5535 YOUTH NET AFRICA 5536 ZA-CARE OUTREACH 5537 ZALOPA RURAL PROJECTS 5538 ZAMZAM FOUNDATION 5539 ZAMZAM MEDICAL SERVICES 5540 ZINDUKA AFRIKA 5541 ZION COUNSELING AND EDUCATION 5542 ZION COUNSELING AND EDUCATION SUPPORT CENTRE INTERNATIONAL 5543 ZOA REFUGEE CARE-NETHERLANDS 5544 ZONAL DEVELOPMENT AID 5545 ZOOLOGISCHE GESSELLSCHARI FRANKPURT 5546 11A-COMMUNITY DEVELOPMENT AND CHILD SPONSORSHIP 5547 21ST CENTURY AFRICAN YOUTH MOVEMENT, EAST AFRICA REGION

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APPENDIX 5: NACOSTI LETTER OF RESEARCH AUTHORIZATION

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APPENDIX 6: NACOSTI RESEARCH CLEARANCE PERMIT

297