STRATEGIC PARTNERSHIPS AND PERFORMANCE OF NON- GOVERNMENTAL ORGANIZATIONS IN DAADAB REFUGEE CAMP, KENYA.

Abstract

In the dynamic landscape of humanitarian aid, strategic partnerships have emerged as a cornerstone for enhancing the performance of NGOs, particularly within the challenging environment of refugee camps. This study delved into the impact of strategic partnerships on the performance of NGOs in Dadaab Refugee Camp, Kenya. It investigated essential elements of strategic alliances, including mutual joint investment and commitment, communication and trust, shared vision, and the effectiveness of teamwork—and their correlation with NGO performance indicators such as resource optimization, program effectiveness, stakeholder satisfaction, and social impact. Drawing from the theoretical foundations laid out in the Resource Dependence Theory and Institutional Theory, the research employed a mixed methods approach to collect and analyze data. The research encompassed a sample of 81 NGOs operating in Dadaab, alongside their diverse stakeholders, to provide a multifaceted perspective on the partnerships’ efficacy. The study utilized stratified and purposive sampling techniques to ensure a comprehensive representation of the various sectors and key stakeholders. Data was gathered through structured questionnaires and interviews. Data analysis was done by the help of SPSS Version 28.0 and presented using frequency distribution tables, bar charts and pie charts complete with explanations. Both descriptive and inferential statistics were calculated in this study. In order to test for significance, ANOVA was also carried out. This study found that strategic partnerships play a crucial role in enhancing the performance of non-governmental organizations (NGOs) in Dadaab refugee camp, Kenya. The findings indicated that a shared vision among partners significantly improves strategic alignment and operational effectiveness, with an overall mean and SD of (M=4.028, SD=0.7614). Teamwork effectiveness was also found to contribute positively to NGO performance, with an overall mean and SD of (M=4.014, SD=0.7536). Moreover, open communication and trust were identified as foundational elements that enhance NGO performance through effective strategic partnerships, with an overall mean and SD of (M=4.00, SD=0.772). Joint commitment and investment in partnerships were also significant, showing a positive correlation with NGO performance, with an overall mean and SD of (M=4.012, SD=0.743). This study concluded that the performance of NGOs in Dadaab refugee camp is significantly influenced by the quality of their strategic partnerships. Key factors such as a shared vision, effective teamwork, open communication and trust, and joint commitment and investment collectively enhance NGO operational efficiency, strategic alignment, and overall effectiveness. This study recommends that NGOs in Dadaab prioritize developing and maintaining strategic partnerships. Establishing a shared vision, promoting teamwork through joint training and meetings, fostering open communication, and committing to joint investment and resource sharing are essential to enhance the sustainability and impact of their projects.