CAPACITY STRENGTHENING AND LOCALIZATION OF AID IN KENYA

Abstract

The International actors including donors, UN agencies and INGOs have signed to different commitments including the Grand Bargain, the Charter for Change (C4C) and the Pledge for Change demonstrating their will to actualise, take account, give account, and be held accountable in actualizing a locally led humanitarian response. The purpose of this research was to investigate the progress of one of the commitment instruments i.e., C4C commitments implementation and its effects on aid localization in Kenya. The independent variable in the study was one of the C4C commitments i.e., capacity strengthening approaches while the dependent variable was aid localization in Kenya. Aldrich’s resource dependence model guided the study. The research design was fit for this study as it ensured an in-depth analysis and description of the various phenomena under investigation. The study conducted a census of all the 16 signatories and 36 endorsers in Kenya and the response rate was 52%. Primary data was collected using semi-structured questionnaires administered through Kobo toolbox and in-depth interview guides. Research findings indicated that whilst a majority of the Local and National NGOs (LNNGOs) (71.4%) endorsers indicated that they had participated in capacity strengthening initiatives organised by the INGOs signatories in the last 12 months, most of them (still 71.4%) indicated that the capacity gaps identified in their capacity assessment needs reports are sometimes supported by the INGOs signatories. 28.6% of the endorsers reported that the INGO signatories rarely support LNNGOs in strengthening gaps identified in the capacity assessment needs reports. The most topmost capacity needs required by the LNNGOs C4C endorsers in Kenya include resource mobilization, project management and MEAL, and financial management. These were scored at 42.9%, 28.6% and 28.5% respectively. Only 14.3% of the C4C Kenyan chapter endorsers reported to be having occasional well-structured institutional capacity strengthening by INGO signatories. 28.6% indicated that they received ad hoc institutional capacity strengthening and another 28.6% indicated that they received ad hoc project related capacity strengthening from INGO signatories. 100% of the endorsers highlighted that INGOs signatories that they partner with, partially contribute to their administrative core costs. The study concluded that; there is need for INGOs signatories to collaborate among themselves in conducting capacity strengthening that are locally led by the LNNGOs endorsers. Whilst technical areas are key for the successful delivery of projects, LNNGOs institutional capacities are fundamental in the success of projects, their organisation and sustainability of programs. INGO signatories should invest in institutional capacity strengthening of their LNNGOs partners. There is also needed to contribute to a fair share of LNNGOs core administrative costs.