The republic of Kenya through the ministry of health established Hospital Management Boards(HMBs) in the early 1990s. This was among her decentralized strategies that were common to many other developing countries. The board was set up to work with the now County Health Management Boards(CHMBs), Hospital Management Teams (HMTs) and the local community, so as: To give community interest on matters health planning first priority; To work with the County Health Management Teams (CHMTs) to harmonize and observe the execution of health initiatives by government and non-government organizations; To recognize problems associated with policy enactment and possible solutions required; To promote cost-sharing and public literacy on health. The effectiveness of the Hospital Management Boards (HMBs) in the governance of hospitals is a challenge that needs thorough investigation putting in mind that the process of constituting neither them nor their effectiveness has neither been studied at length. The goals of this research objectives of the study were to assess the influence of the board’s best practices, on the performance of the mission hospital. The study employed the descriptive survey research technique. The research chose a sample size of 400 individuals including: 13 Hospital Management Board members; 8 Hospital Management Team members; 21 HODs & Unit In- Charges; 20 Administrative Staff; 252 medical staff and 86 supportive staff. A sample size of 200 participants were selected using stratified random sampling technique. Questionnaires were majorly employed to gather information. The viability of tools used was examined using the test- retest method and acceptable levels set at r>0.7 while the validity was determined using expert opinion. Quantitative data was explored by help of descriptive statistics including means, frequencies, ratios and percentages. The hospital management board was found to have adopted the best management practices.

Although the NGOs adopt different strategic management practices to be competitive and sustainable, they still face performance challenges. This study examined the influence of strategic planning on performance of Health and Environmental NGOs in Kisii County, Kenya. The study was anchored on Stakeholder Theory supported by the Resource-Based View. Taking a mixed methods research design targeting 120 managers from 40 Health and Environmental NGOs, quantitative data was collected from a simple random sample of 102 NGO staff using structured questionnaires. A pilot study was done involving 10 Health and Environmental NGOs in Nyamira county. Data collection tools were administered through drop-and-pick and online methods. SPSS Version 25 was used to perform a descriptive, linear regression and Pearson’s correlation analyses to establish the relationships between the variables. The Qualitative data was subjected to manual content thematic analysis as secondary data from published annual reports was used to validate the primary results. The results show that strategic planning positively and significantly correlates with NGO performance. The findings inform academic, policy and strategic management practices in the NGO sector as the study recommends policies and procedures for identifying and addressing some of the concerns in strategic planning by building on the strengths noted so far to improve performance. Local NGOs should adopt the best management practices that will position the organizations for greater engagements with development partners. Regenerative activities and intensified resource mobilization are recommended to expand the financial resource base and increase NGO sustainability. For future research, this study should be replicated in other counties and further focusing on Agricultural NGOs that provide agribusiness interventions. Comparative studies should also be conducted to unearth some differences or similarities in strategic management practices and performance of the Health and Environmental NGOs in the County.

Sustainability has become one of the key challenges for Non-Governmental Organizations (NGOs) currently and into the future. Only those institutions that have sound financial structures, stable cash flow flows and proper management will be able to complete their various missions and react to the difficulties that are present in a setting that is becoming more complicated and global. NGOs must make every effort to broaden their funding sources in an effort to increase their autonomy, as well as to broaden and strengthen their base of support so they could use it for both membership dues and volunteer work. This study sought to assess the effect of organizational factors on sustainability of Non-Governmental Organizations in Kenya. Specifically, the study assessed the effect of funding, stakeholder involvement, Capacity building and technical expertise on sustainability of NGOs in Kenya, a case study of Heart-to-Heart Ministry located in Nairobi County, Kenya. In this study, exploratory research design was used for a population totalling 61 comprising management and staff. Since the population was small, sampling was not carried out. Primary and secondary data was collected for this study. Primary data was collected using a questionnaire and interview schedule while secondary information was gathered from NGOs and other documented literature. The collected data was analysed using both quantitative and qualitative data analysis methods. Descriptive tools such as frequencies and percentages were used to present the data. With the help of the Statistical Package for Social Science, data was coded and analysed (SPSS V 21.0). The study tried to determine whether funding, stakeholder participation capacity building and technical expertise have an influence on sustainability of NGOs in Kenya. The findings of the study will benefit the management and policy makers of NGOs with regard to improved sustainability. The study will also contribute to the body of knowledge that will be helpful to scholars interested in the topic in the future

In today’s dynamic and competitive business environment, firms are faced with ever evolving risks as they implement their strategic objectives to create value. Proactively therefore, organizations are adopting the enterprise risk management framework to address the inadequacies in risk management to ensure realization of business objectives. This study examined the intervening effect of corporate strategy on the relationship between transformational leadership and enterprise risk management adoption by commercial state corporations in Kenya. This research adopted a positivist research philosophy and cross-sectional survey design approach. Target population comprised all the 52 Commercial State Corporations in Kenya listed in the register of State Corporations Advisory Committee in January 2021. Census method was applied, and all members of the top management team were enumerated as respondents. The study used primary data, which was collected through structured questionnaires. The Statistical Package for Social Sciences (SPSS version 22) was used in regression modeling for prediction and causal inferences between study variables. The study findings indicated a partial mediation effect on the intervening role of corporate strategy on the relationship between transformational leadership and ERM adoption by commercial state corporations in Kenya. The study recommends that the commercial state corporations should anchor the ERM adoption activities and other management programmes in the corporate strategic plan for effective execution. It is further recommended that ppractitioner’s involved in enterprise risk management advisory, learning and development should ensure that professional development programs in ERM, incorporate linkages between corporate strategy and enterprise risk management.