Playing for the Future
An Inside Look at a Social Network Affecting Youth Development in Kenya
International Development Studies Capstone Report
Michael Bardgett, Jessica Bowers, David Sokoloff and Jessica Wells
May 6, 2009
1
Table of Contents
Acknowledgements
2
Acronyms
3
Executive Summary
4
Introduction
6
Sports for Youth Development
9
Benefits of Sports-Based Programs
9
Sports in Conflict
11
Sports and Gender
11
Sports and HIV/AIDS
12
Sport for Social Change Initiative
12
Networks for Social Change
13
Project Description
16
Discussion
21
Recommendations
22
Conclusion
33
References
35
Appendix I: Findings
38
Appendix II: Questionnaire
40
Appendix III: Online Survey One
42
Appendix IV: Online Survey Two
45
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
2
Acknowledgements
The research sponsor for this report was CARE, an international humanitarian
organization founded in 1945 that works to alleviate poverty in 66 countries around the world.
CARE focuses its community-based efforts on the poor, particularly women, to improve basic
education, prevent the spread of HIV/AIDS, increase access to clean water and sanitation,
expand economic opportunity and protect natural resources. CARE also delivers emergency aid
to survivors of conflict and natural disasters, and helps survivors of conflict and disasters rebuild
their lives and communities.
We would like to extend our sincere gratitude and thanks to all of the organizational
leaders, staff, community members, and government officials we met in the course of this
research, who work tirelessly for the youth of Kenya and without whom this report would not
have been possible. We would like to extend special thanks to the following individuals and
organizations in particular: Wayne Lifshitz for providing us with the opportunity to work with
CARE’s Sport for Social Change Initiative; and Dr. Auma Obama and Lucy Njoroge for their
generous support of our project. Our thanks go as well to the staff of the following organizations
who provided us with their time and insights: Alive and Kicking, The Big Issue, Boxgirls
Eastlands, Capital Area Soccer League, Carolina for Kibera, Kenya Girl Guides Association,
Kenya National Team at the Homeless World Cup, Kenya Sports Association for the Mentally
Handicapped, Kibera Mpira Mtaani, Mathare Youth Sports Association, Moving the Goalposts,
National Paralympics Committee, and Sadili Oval.
Finally, Dr. David Gow provided valuable guidance, insight, and support during this project.
This work was made possible with financial support from CARE and The George Washington
University Elliott School of International Affairs.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
3
Acronyms
CASL
Capital Area Soccer League
ECARMU
CARE Regional Management Unit for East and Central Africa
GWU
The George Washington University
MYSA
Mathare Youth Sports Association
NGO
Non-governmental Organization
SMS
Short Message Service (Text Messaging)
SSCI
Sport for Social Change Initiative
SSCN
Sport for Social Change Network
TYSA
Trans-nzoia Youth Sports Association
UN
United Nations
WHO
World Health Organization
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
4
Executive Summary
Recognizing the ability of sports to minimize the effects of poverty on marginalized
youth, CARE established the Sport for Social Change Initiative. The SSCI supports communitybased organizations that use sports as a vehicle for engaging youth in productive skill- and
knowledge-building activities. SSCI efforts in Kenya led to the formation of the Sport for Social
Change Network. The SSCN is a social network of 31 organizations throughout Kenya
committed to improving the lives of youth through sport-based development programs. In
December 2008, four graduate students from The George Washington University traveled to
Kenya to help CARE assess the SSCN and a workshop and grant-making process it administered
for SSCN member organizations in August 2008.
The GWU research team conducted field research in Nairobi and Kilifi from December 5
through December 22, 2008. They met with representatives from SSCN member organizations,
program participants, and government officials to learn about the impact and impressions of the
August 2008 SSCI workshop and the operations and effectiveness of the SSCN. To gather data,
the researchers conducted semi-structured interviews, online surveys, and observed
organizational management and programming. While time restrictions and funding limitations
prevented the team from communicating with every SSCN member organization, the information
gathered came from a diverse cross-section of network member organizations.
The GWU team’s research uncovered a diverse range of impressions and perceptions of
the workshop, grant process, and the SSCN in general. The SSCN members who participated in
the workshop reported mixed reviews of it and the grant process. While the primary research
question related to the workshop, the GWU research team found that the larger issue of network
cohesiveness and collaboration was more critical. The members largely support the SSCN, but
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
5
agree that certain factors are preventing it from achieving its objectives. There are significant
problems with communication at all levels. Further, the members have varying degrees of
commitment to and participation in the network. Many members do not recognize the value and
potential of the network.
To address these concerns the GWU research team produced several recommendations to
help strengthen the SSCN and increase the likelihood of the network being sustainable, including
shared mission and vision, ratification of the SSCN constitution, and improving communication
and participation. As a successful network with fully realized potential, the SSCN has the ability
to vastly strengthen their impact on the development of youth in Kenya as well as improve their
own chances of long-term success as an organization.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
6
Introduction
The international development community is continually engaging in new models and
methods to reduce poverty and empower the poor. One such concept that is gaining in popularity
is the use of sports to assist poor, marginalized youth. Sports for youth development programs
often utilize athletic activities, such as soccer, to teach young people life skills, like providing
information on HIV/AIDS. As Koss and Alexandrova note, “Sport and play are the natural
forums for knowledge and information sharing.”1 Studies have demostrated that this method is
more effective than teaching the same lessons in a classroom setting.2 These programs focus on
such diverse development issues as peace and conflict, gender inequality, economic
development, and humanitarian disaster recovery. Notable examples of sports for youth
development organizations are Grassroot Soccer, based in South Africa, and Right to Play, based
in Canada.
To research the sports for youth development movement, a graduate student team from
The George Washington University (GWU) traveled to Kenya, where CARE, an international
development organization, has established a network of local non-governmental organizations
(NGOs) that work with youth through the use of sports. The research group’s primary research
question related to a workshop CARE had recently convened to develop network members’
capacity. CARE asked the graduate researchers to evaluate the effectiveness of the workshop
training sessions, and a new grant-making process that had been employed, through surveys and
interviews with the staff of 13 of the network’s member organizations. Secondary research
questions assessed the network members’ programming. What the research team found through
the interviews and surveys led them to conclude that workshops, such as the one evaluated,
Johann O. Koss and Anna Alexandrova, “HIV/AIDS prevention and peace through sport,” Lancet 366 (2005): S3.
Thomas S. Clark et al., “An Adolescent-targeted HIV Prevention Project Using African Professional Soccer
Players as Role Models and Educators in Bulawayo, Zimbabwe,” AIDS and Behavior 10 (2006).
1
2
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
7
would be more effective if the network itself was strengthened, through increased member
participation and communication—activities that the workshop did not specifically target.
To describe the research project and its findings, this paper will first place it in its
Kenyan context. It will then provide a more detailed overview of the sports for youth
development movement and information on CARE’s development sports program, the Sport for
Social Change Initiative (SSCI). The next section will offer a literature review on social
networks, such as the Sports for Social Change Network (SSCN) in Kenya, which was the
subject of this research. Subsequent sections will include a comprehensive description of the
project and its methodology and then a discussion of the research findings. The paper will
conclude with recommendations to CARE on how to strengthen the SSCN.
The Kenyan Context
Despite a 2008 Gross National Income per capita of just $680 USD and a socioeconomic
status that earned it a United Nations Human Development Index ranking of 144, the Republic of
Kenya has managed to remain a relatively stable and peaceful country since achieving
independence from the United Kingdom in 1963.3 Because of this, the country has in recent
decades attracted significant donor interest and investment, as well as experienced slow, but
steady, economic growth.4 However, life expectancy remains low at 51 years for adult males and
50 years for females, and approximately 120 infants do not survive past age five. HIV/AIDS is a
leading cause of death among Kenya’s youth, as well as an impediment to development. 5 Poverty
The World Bank, “Kenya Data Profile,” http://ddpext.worldbank.org/ext/ddpreports/ViewSharedReport?&CF=&REPORT_ID=9147&REQUEST_TYPE=VIEWADV
ANCED; and United Nations Development Program, “2008 Human Development Report.” Human Development
Indices. http://hdr.undp.org/en/statistics/, Accessed April 23, 2009.
4
Ibid.
5
The World Health Organization, “Kenya,” 2003 http://www.who.int/countries/ken/en, Accessed April 23, 2009.
3
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
8
results in limited economic and educational opportunities and the ongoing threat of HIV/AIDS
and other diseases. With nearly half of its population under the age of 15, this poses immense
challenges for the future of the country.6 The aforementioned factors prevent many youth from
developing the skills and knowledge they need to lead healthy, productive lives.
In December 2007, accusations of vote rigging plagued Kenya’s presidential election,
which were widely acknowledged to be flawed, resulting in initially peaceful protests that
spiraled quickly into violent demonstrations. The previously stable country was subsequently
plunged into a conflict during which 700 to 1000 people were killed and 260,000 were internally
displaced.7 The incumbent party leadership was suspected of corruption. This, along with
deliberate ethnic provocation by political factions, was a critical factor in the violence. Through
international intervention, a peaceful solution was reached in early 2009 and a coalition
government formed between the two opposing political parties. However, the toll of the violence
on the population and on the economy was severe. Employment is since more difficult to secure
and the number of disaffected youth without jobs or educational opportunities to occupy them is
growing.
Sports have long been a popular part of Kenyan culture, from soccer to track and field.
Addressing soaring HIV-infection rates, growing unemployment, ever-expanding slums, and the
overall effects of poverty in Kenya requires creative solutions that aim to engage youth in an
appealing yet sustainable manner. Athletic activities can play an effective role in providing youth
with opportunities including educational and vocational training, as well as interaction with their
communities and peers. It is within this context that government agencies, NGOs, and
multilateral groups like the United Nations (UN) are increasingly focusing on sports for youth
CIA, “The World Factbook: Kenya,” https://www.cia.gov/library/publications/the-worldfactbook/geos/ke.html#People, Accessed April 23, 2009.
7
“Kenya death toll hits 693: report,” IOL January 13, 2008, Africa section.
6
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
9
development in Kenya. The Youth, Sport, Recreation and Community Service Unit within the
Kenyan Ministry of Youth Affairs and Sports works to facilitate the use of sports as a way of
enhancing behavior change and to mobilize youths to form sports groups and engage in
community service.8 International NGOs like CARE and the Nike Foundation, and multilateral
groups like UNICEF, work alongside local and national organizations such as the Mathare Youth
Sports Association (MYSA) and Carolina for Kibera to employ sports as a tool to reach youth
and achieve development objectives. The next section will provide further information on the
international sports for youth development movement.
Sports for Youth Development
The UN General Assembly declared 2005 the International Year of Sport and Physical
Education, underscoring the growing international recognition of the value sport in promoting
education, health, development and peace, particularly for youth. Sport for development is also
recognized as playing a significant role in achieving the Millennium Development Goals. 9
Evidence from sports programs in developing countries shows that sport can act as an effective
programmatic tool to achieve improvements in health, education, gender equality, and peacebuilding.10
Benefits of Sports-Based Programs
Despite the Kenyan national government’s purported interest in sports for youth development, it is not involved
with the CARE initiative that is the focus of this report. During an interview with Commissioner for Sport, Gordon
Oluoch, he stated that was not familiar with CARE’s sports for youth development work in Kenya.
9
UNICEF, “Football Helps Girls in Brazil Put Exploitation Behind Them,” UNICEF,
http://www.unicef.org/infobycountry/brazil_40769.html, Accessed July 14, 2008.
10
Ibid.
8
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
10
Today, there are 1.3 billion young people between the ages of 12 and 24.11 The explosion
in the youth population, particularly in the developing world, provides unprecedented
opportunities for harnessing the energy and potential of youth to further development objectives.
Ensuring that the next generation is prepared to lead is crucial to the continued development of
growing economies, and it is therefore critical to find new and creative ways to give them the
tools they will need to thrive. Especially important in developing countries, sports programs can
help prepare vulnerable young people to meet challenges and to take leadership roles within their
communities, while providing them with opportunities to express themselves and become agents
for change.12 Youth participation in sports can contribute to a wide range of positive social
outcomes. Sports encourage positive relationships and build social cohesion and capital. Team
games and play promote positive social integration and provide a unique forum for facilitating
the development of social skills, including cooperation, coping mechanisms, sharing, teamwork,
self-esteem, discipline, and respect for oneself and for others.13 Team membership gives young
people a sense of belonging and offers them opportunities to learn how to communicate,
cooperate, and negotiate on and off the playing field.14
Sports activities act as an attractive hook to draw young people into programs that aim to
improve their circumstances, serving as a gateway to engage targeted youths with social, health,
and education programs.15 Sports-based programs have also been shown to improve the learning
11
The World Bank. World Development Report 2007 Development and the Next Generation (Washington: The
World Bank, 2006), http://www.worldbank.org/wdr2007, Accessed August 11, 2008.
12
UNICEF 2007.
13
R. Chappell, “The Problems and Prospects of Physical Education in Developing Countries,” International Sports
Studies 23 (2001).
14
M. Brady and A. Khan, Letting Girls Play: The Mathare Youth Sports Association's Football Program for Girls,
(New York: Population Council, Inc., 2002). http://www.popcouncil.org/pdfs/girlsplay.pdf., Accessed August 11,
2008.
15
M. Ewing, L. Gano-Overway, C. Branta, and V. Seefeldt, “The Role of Sports in Youth Development,” in
Paradoxes of Youth and Sport, ed. M. Gatz, M. Messner, and S. Ball-Rokeach (Albany: State University of New
York Press, 2002), 31–47.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
11
performance of children and young people. A recent study on sports involvement with young
people in Namibia showed that those who participated in sports and physical activity were more
likely to pass Grade Ten examinations.16
Sports in Conflict
Because sports are universal, they can facilitate peace and understanding between
warring states or factions. Sport can also play a significant role in improving the lives of children
through the promotion of development and peace. Sport for youth development has been used as
one component of a holistic peace-building program in conflict settings, bringing together young
people from hostile communities, and helping with the reintegration and psychosocial recovery
of child soldiers. In conflict areas, sports can provide traumatized children with a sense of hope
and normalcy and help them address the pain, fear and loss they have experienced.17 The World
Health Organization (WHO) asserts that participation in sports and play help “prevent and
control the feelings of anxiety and depression,” giving young people opportunities for natural
self-expression, achievement, self-confidence, relief from tension, and social interaction.18
Sports and Gender
Girls’ participation in sports represents a “departure from traditional femininity and
challenges male privilege and cultural myths about female frailty.”19 Girls are often socially
conditioned to view their bodies solely in sexual and reproductive terms, rather than as sources
of power and strength for themselves. Sports participation helps girls develop a sense of
ownership of their bodies, allowing them to challenge traditional notions of femininity and
establish self-worth outside of their sexuality. Adolescent girls who participate in sports tend to
16
The World Bank 2006: 76
UNICEF, “Sport for Development,” UNICEF, http://www.unicef.org/football/index_intro_33799.html, Accessed
August 28, 2008.
18
WHO 2003: 4
19
Brady and Khan 2002: 4
17
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
12
become sexually active later in life, have fewer sexual partners, and are more likely to use
contraception than girls who do not play sports.20 The 1994 Brighton Declaration on Women and
Sport and the Platform for Action at the Fourth World Conference on Women held in Beijing in
1995 emphasized the importance of sports and physical activity for girls and women.21
Sports and HIV/AIDS
In addition to the obvious benefits of sport to overall health, sport-based programs have
been shown to be effective in combating HIV/AIDS. Sport for youth development programs such
as Kicking AIDS Out! use sport and physical activity to emphasize behavioral changes like
abstinence and condom use and build awareness about HIV/AIDS, while also encouraging peers
to discuss issues affecting their lives and their communities. Sport programs around HIV/AIDS
may also reduce the disease’s stigma.22 An HIV-prevention youth project in South Africa,
Shosholoza AIDS Project trains young male football players as peer educators to spread HIVprevention messages to others in their social network. Due to the popularity of football among
young people in South Africa, the messages of the players carry more significance among their
peers. Sport programs also improve the health of people living with HIV/AIDS. Studies have
shown that physical activity, including sports, has a positive effect on those infected and
decreases HIV-RNA viral loads.23
The Sport for Social Change Initiative
20
Brady and Khan 2002
Brady and Khan 2002.
22
Koss and Alexandrova 2005
23
C. Bopp, K. Phillips, L. Fulk, W. Dudgeon, R. Sowell, and G. Hand, “Physical activity and immunity in HIVinfected individuals” AIDS Care 16 (2004).
21
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
13
CARE launched the SSCI to use “sport as a vehicle to minimize the effects of poverty
and social injustice on marginalized youth and youth adult populations.”24 Recognizing the
power of sport to connect and engage youth, CARE developed the SSCI to support its core
initiatives, including gender equality, nutrition, education, health, and HIV/AIDS.
CARE is incorporating the SSCI into existing programs and believes that it can play a
significant role in helping the organization reach its program objectives and improve the wellbeing of youth and their communities. The SSCI aims to use sport as a conduit for empowering
girls, developing young leaders, increasing classroom success, fostering the recreation
participation of youth with disabilities, and assisting the development of local organizations. The
SSCI is carried out in collaboration with local partners in an interdependent system that fosters
partnerships and communal organizational advancement. In Kenya, this partnering system
emerged as the SSCN, comprised of 31 organizations that work on initiatives to address youth
poverty and marginalization with sports. To better understand the potential and challenges of the
SSCN, the next section provides a discussion of the use of networks in international
development.
Networks for Social Change
Networks for social change have become increasingly prevalent as the role of NGOs and
community-based organizations in development has steadily increased.25 Networks exist in a
variety of forms, sizes, and levels of capacity. Their success is largely dependent on the forces
driving them. Actors from a wide array of sectors can establish, support, and utilize networks to
further their agendas. For example, governments may wish to launch a network to deliver social
24
CARE internal report 2005.
Anne K. Bernard, “IDRC Networks: An Ethnographic Perspective,” International Development Research Centre
Evaluation Unit (September 1996): 11.
25
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
14
services. Additionally, a group of marginalized individuals or organizations may decide to
collaborate to lobby the government for policy changes. 26 In the case of the SSCN, an
international donor, CARE, formed the network to galvanize specific development
programming.
The SSCN and similar networks have the power to produce significant benefits for their
members, including access to knowledge, skills training, and programming opportunities.27
Through information and skills sharing, networks increase their members’ efficiency and
effectiveness. By building relationships and diversifying skills, member organizations are less
likely to suffer from disruptive changes in their social and political environments. In addition,
networks increase the visibility of members’ issues.28
Network participation also entails risks for member organizations. For example, networks
may draw limited resources and support away from other initiatives. 29 These risks increase as
networks insist upon collaboration and cooperation. Additionally, poor network leadership may
misrepresent members and jeopardize their standing in the donor or participant communities.30
“Networks work best where donors consciously apply a light and facilitative hand.”31
The network organizer is largely responsible for its success; it plays a fundamental role in
determining the direction, effectiveness, and sustainability of the network. It is required to both
provide assistance and foster member ownership and accountability. Initially, networks are labor
intensive, requiring significant technical support, capacity building, and funding. Smutylo and
26
Banda Davies, et al., Partnerships involving sports-for-development NGOs and the fight against HIV/AIDS (York:
St. John University, 2008).
27
Claudia Liebler and Marisa Ferri, “NGO Networks: Building Capacity in a Changing World,” Washington, D.C.:
Office of Private and Voluntary Cooperation (November 2004).
28
Beryl Levinger and Jean Mulroy, “A Partnership Model for Public Health: Five Variables for Productive
Collaboration,” Washington, D.C.: CORE, Pact Publications (2004).
29
Bernard 1996, 29.
30
Ibid, 29
31
Rajesh Tandon, “Networks as Mechanisms of Communication and Influence,” Paper prepared for the Evaluation
Unit (1995): 19.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
15
Koala estimate that the establishment of a functioning network requires between five and seven
years.32 Over-funding and micro-management tend to weaken the legitimacy of the network in
the eyes of the members and disrupt participation and advancement towards common objectives.
33,34
The successful development of a strong and sustainable network requires active member
commitment. All members must agree upon a clear agenda. As most organizations have limited
staff and funding resources available, dedication to a network’s vision is vital.35
“You need a clear reason for being there, with enough sense of a structure to mobilize, maintain,
evaluate and move forward purposely.”36
Once the mission of a network is established, effective leadership is required. Leadership
should identify opportunities, interact with donors, mentor members, mediate conflicts, plan
activities, and foster collaboration. In challenging environments, network leaders must use
limited resources in creative ways.37 Leaders should respect and encourage the ideas and
contributions of all members, improve network capacity and facilitate “skills development, risktaking, [and] an open-exchange environment.”38
Strong network capacity should complement strong leadership. Members require capacity
to gather information, implement best-practices, experiment with taking risks, and capitalize on
opportunities.39 Moreover, members should learn from each other and identify regional or
sectoral differences and how to implement appropriate strategies for those environments.
Networks must also be able to manage change with strong negotiation, communication, and
Terry Smutylo and Saidou Koala, Research Networks: Evolution and Evaluation from a Donor’s Perspective
(London: Intermediate Technology Publications, 1993).
33
Liebler and Ferri 2004, 57.
34
Sakiko Fukuda-Parr and Ruth Hill, “The Network Age: Creating New Models of Technical Cooperation,” in
Capacity for Development: New Solutions to Old Problems ed. Sakiko Fukuda-Parr, Carlos Lopes and Khalid Malik
(Sterling, VA: Earthscan Publications, 2002).
35
Liebler and Ferri 2004, 7.
36
Bernard 1996, 26.
37
Ibid, 23.
38
Ibid, 23
39
Bernard 1996, 23.
32
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
16
management skills and structures.40 Finally, organizations must take ownership of their network
if it is going to be sustainable.41
“Members must work within a network, not for it.”42
Commitment to a network begins with a common vision and continues as members
develop vested interests in achieving that vision. Organizations should “not simply perform the
business of the network, but take responsibility for ensuring that that business remains important,
beneficial and well implemented.”43 Failures in networks can occur when organizations end up
carrying out the vision of the donor and lose track of their own agenda. “When there is too much
guidance, networks can become detached from their understanding and appreciation of their own
competencies.”44 Developing ownership and lessening dependence on donors can ensure that the
core-values of the members are adhered to, furthering the sustainability of the network.
Project Description
In Kenya, the SSCI works closely with local organizations to help them achieve
sustainability and improve their ability to deliver quality programming to their targeted
populations. To facilitate these goals and build capacity, CARE, in partnership with Nike,
delivered a Training Workshop and Marketplace to provide technical and financial assistance to
31 SSCN organizations. The workshop took place in Nairobi from August 14–18, 2008.
According to a follow-up report from CARE, the workshop, “was targeted towards providing
an opportunity for all SSCN members to improve on their organisational skills and to ‘buy’ and
‘sell’ skills and expertise from one another, to promote networking among the members, and to
40
Ibid, 28.
Ibid, 25.
42
“Completing the Transition: Strategic Adjustments for IDRC,” IDRC (1995).
43
Bernard 1996, 25.
44
Liebler and Ferri 2004, 7.
41
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
17
challenge the members to share and exchange information to create a pool of affordable skills
and expertise that they can all tap into.”45 Although the workshop took place over five days, only
a few organizations participated in sessions on each day. The organizations were divided into
two tiers based on size, experience, and technical capacity.
Tier 1 organizations included:
Alive and Kicking
Carolina for Kibera
Kampala Kids League
MYSA
Moving the Goalposts
Sadili Oval
Trans-nzoia Youth Sports Association (TYSA)
Tier 2 organizations included:
Abila Creative Centre
Capital Area Soccer League Best Buddies Kenya
CARE Daadab
Handicap International Kenya
Kenya Community Sports Foundation
Kenya National Team at the Homeless World Cup
Kibera Mpira Mtaani
SAAICO
Slucano Learning Centre
Sony Sugar youth Group/ House of Nanny
The Big Issue
Young Women Leadership Institute
A-Step
Boxgirls Eastlands
Community Capacity Building Initiative
Jumuiya Women Group
Kenya Girl Guides Association
Kenya Sports Association for the Mentally
Handicapped
National Paralympics Committee
Sacrena Sporting Organisation
Smart Ladies Youth Group
Tegla Loroupe Peace Foundation
Youth Empowered to Succeed
WRT Mobile for Good
During the workshop these 31 organizations participated in such training sessions as
Marketing and Branding Strategies, Event Management, Art of Story Telling, Digital Marketing,
Gender Equity, and Advocacy. The final day of the workshop was set aside for a Marketplace,
during which participating organizations could ‘buy’ and ‘sell’ skills and expertise from one
another. Information SSCN members received prior to the workshop described this component
45
CARE, “SSCN Workshop and Marketplace Report,” October 29, 2008.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
18
as, “an opportunity for the members not only to buy and sell but to also network…” 46 In the
follow-up report, the purpose of the Marketplace was explained as providing, “an opportunity for
SSCN members to recognise and appreciate the value of collaboration to build the movement of
Sport for Social Change through buying and selling of skills and expertise from member
organisation(s).”47 To encourage cooperation among members, CARE and the Nike Foundation
held a small grants competition to encourage organizations to partner and create a project
together. Twenty-two grants worth a total of $7,500 USD (Ksh. 491,250) were awarded. Grants
were given based on the number of collaborators, benefit to the SSCN, potential impact, ability
to execute, and clear budgeting.
According to the follow-up report, most organizations understood the objectives of the
workshop and found the training sessions and marketplace to have been helpful in identifying
strengths and weaknesses and providing adequate skills and knowledge. The report states that,
“participants felt they learnt that collaborative working on a local level had huge advantages such
as affordability and sustainability.”48
Working in collaboration with CARE staff in Washington, DC and the SSCN staff at the
CARE Regional Management Unit for East and Central Africa (ECARMU), the research team
created a questionnaire to measure the activities and growth of the network.49 Specifically, the
primary research objective was to discover measureable impacts of the August 2008 workshop.
This primary research question divided into components to measure the workshop training
sessions, as well as impacts such as increased funding, changes in programming, the formation
46
CARE Internal Memo to SSCN Participants, August 1, 2008
CARE, “SSCN Workshop and Marketplace Report,” October 29, 2008.
48
Ibid.
49
See Appendix II.
47
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
19
of new partnerships, and member perceptions of the SSCN. The secondary research objective
sought to measure the impact and efficiency of the grant making process.
In December 2008, the GWU research team traveled to Kenya. Upon arrival in Kenya,
only half of the interviews had been successfully scheduled; the remaining interviews were
scheduled in the following weeks. This process proved to be more challenging than the research
group anticipated and lasted until the final working day when the last interview was completed.
All but one of the organizations interviewed were based in Nairobi; the other
organization operates out of Kilifi in Coast Province. The Nairobi-based organizations were
selected partly based on their proximity to CARE’s office, but also because they were
representative of the network’s diverse programming. Moving the Goalposts, the Kilifi-based
organization, was chosen because of its integral role in the network, providing technical support
to current members and also recruiting new members to the SSCN from the coastal region. Semistructured interviews were conducted in English with relevant staff of 13 member organizations.
The following organizations participated in the study:
Alive and Kicking
Boxgirls Eastlands
Capital Area Sports League
Carolina for Kibera
Kenya Girl Guides Association
Kenya National Team at the Homeless World Cup
National Paralympics Committee
Kenya Sports Association for the Mentally
Handicapped
Kibera Mpira Mtaani
Moving the Goalposts
MYSA
Salili Oval
The Big Issue
The researchers made it clear to interviewees at the start of each interview that their
responses would in no way affect their relationship with CARE or endanger future funding. The
researchers explained that they did not work for CARE and were a separate entity collecting
research for academic purposes. Each interview team consisted of an interviewer and at least one
note taker to record the responses on a laptop computer. Audio recording devises were employed
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
20
initially, although this practice was abandoned due to poor quality and several interviews taking
place outdoors with much background noise. This did not ultimately present a problem when it
came to compiling and analyzing the data, as the interview notes were thorough and detailed.
Depending on the respondent, interviews lasted from 45 minutes to more than two hours.
Generally, two organizations were interviewed per day and the results were discussed when the
team reconvened in the evening. Adjustments were made to the interview formatting, usually
consisting of clarification of language or the sequencing of questions. There were no major
changes in the content of the questions asked, which proved helpful when the responses were
later coded and analyzed.
The research group had gained additional information about each organization through a
short response questionnaire distributed prior to arrival in Nairobi and collected throughout the
trip. This questionnaire was intended to compile basic statistical information about each
organization which would help in cataloguing responses from the organizations. Data analysis
consisted of entering the responses for each question into one spreadsheet to allow for crosscomparison of the responses. This helped to identify response patterns. Following the initial data
compilation and analysis, the research group sent two online surveys to organizations to gather
their thoughts on suggested recommendations and further insight into the network.
The interview process was largely successful, particularly when considering the limited
timeframe and the number of organizations reached. A few issues encountered along the way
included organizations wanting to use the interviews as advertising space for their programs,
likely thinking that the research group could have an impact on future funding; general
misconceptions of the reasons for the research project; difficulty locating the members of the
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
21
organization that actually attended the workshop; and organizations not being able to commit
adequate time for the interview.
To better understand CARE’s role in the workshop, preliminary and follow-up interviews
were conducted with the coordinator of CARE’s SSCI in Kenya. An interview with the SSCN
coordinator before the research team’s departure from Kenya provided significant clarification
regarding several questions and issues that had arisen during the interviews. In addition, CARE
Kenya staff assisted the research team with building a database of documents pertaining to the
workshop, including informational advertisements, participants’ contact information, and
documents distributed prior to and during the workshop. Following the group’s departure from
Kenya, a meeting was scheduled with CARE, Washington, DC staff to report initial findings.
The feedback from this meeting proved helpful in broadening the group’s understanding of the
workshop, as well as the SSCN as a whole.
Discussion
A comprehensive list of the findings can be found in Appendix I, but general
observations can be summarized as follows. The participating organizations greatly appreciated
the workshop training sessions and found Nike session leaders to be extremely knowledgeable.
However, many respondents felt the workshop sessions were too short or too advanced for some
of the smaller, less established organizations. Organizations enjoyed the opportunity to network
with fellow members during the workshop. Despite numerous email messages and phone calls
from ECARMU staff, most, if not all, organizations wished more information had been
distributed prior to the workshop. Organizations reported modest impacts from the workshops,
including increased internal capacity and organizational structure, better use of websites and
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
22
other forms of communication used in fundraising, improved event management and planning,
and increased familiarity with other network members. Most member organizations felt that
there is still a need to build trust amongst the SSCN members, and that CARE should continue to
play a central role in the network.
The research trip took place three months after the SSCN workshop had been held, and
coincided with the deadline by which groups were to submit progress reports to CARE on their
grant-funded projects. Initially the organizations had a November 30, 2008, deadline for the
progress reports. Upon the research team’s arrival, few organizations had responded to CARE’s
repeated requests for the progress reports.
CARE’s difficulty in securing the reports is representative of the dynamics of the SSCN,
which is a nascent association of loosely bound NGOs possessing varying levels of experience
and expertise. However, this is not unusual for new networks, nor is it particularly indicative of
the SSCN’s potential future success or failure. As mentioned above, it is estimated to take
between five and seven years to establish a properly running network, which leaves several more
years for the SSCN to work through its growing pains. While CARE is working to relinquish its
position as the leader of the SSCN, most members seem more interested in cultivating a
relationship with it than with the other network members. Based on these findings, which related
more to the network itself than the Marketplace workshop, the next section offers
recommendations to strengthen the SSCN.
Recommendations
This section, which will elaborate on the section on networks above, offers
recommendations to CARE and the SSCN on the two most significant challenges facing the
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
23
network. The first challenge is to decrease the network’s dependence on CARE through
increased participation of, and collaboration among, the member organizations. These issues are
intertwined and we will examine them in tandem with the assumption that enhancing member
collaboration will decrease dependence on CARE. Increasing inter-network collaboration could
produce several benefits including knowledge creation and transfer, increased social and political
influence, and avoidance of duplication of effort. The second challenge this section will address
is communication. Communication flows in the network have been predominantly one-way, with
CARE staff communicating messages, mainly via email, to member organizations. Our research
indicates that SSCN members often have not adequately internalized the information contained
in the emails. There are myriad explanations for the inconsistent communication the network has
experienced, including lack of dependable internet access, failure of the SSCN members to relay
the information throughout their organization, and ambiguous information sent from CARE. This
section will also provide additional recommendations which, while beyond the scope of this
project’s research, we believe would be valuable to the SSCN in the future and should be
considered.
Issue: Increasing collaboration among SSCN members to decrease dependency on CARE
Recommendation: Solidify vision for and purpose of SSCN; ratify the constitution; consider
increasing involvement of members by assigning partnerships
The SSCN as it exists today benefits from many advantages. It encompasses more than
30 sports and youth NGOs from across Kenya. Several of these NGOS have already experienced
great success in their programming and have relatively stable sources of funding. It has a draft
constitution that delineates its membership and leadership structures. It also has the support of a
prominent international NGO in CARE. However, while CARE maintains a relationship with
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
24
each individual member organization, collaboration among network members is negligible.
During interviews, several members admitted that they were not familiar with the names or work
of other members, despite being part of the same network. Therefore, increasing and enhancing
collaboration among networks is likely to benefit the network at the macro-level and individual
members at the micro-level.
As stated earlier, networks have been a feature of development for years and continue to
expand. Several authors have identified challenges to and benefits of networks, or
interorganizational collaboration.50 Hardy, Phillips, and Lawrence define collaboration as “a
cooperative, interorganizational relationship that is negotiated in an ongoing communicative
process, which relies on neither market nor hierarchical mechanisms of control.” 51 Lister,
drawing on previous works, enumerates requisite elements for a successful partnership, including
reciprocal accountability, joint decision-making, clearly articulated goals, equitable distribution
of costs and benefits, clear delineation of responsibilities, and a long-term commitment to
working together.52
According to Abelson, obstacles to effective networks include disinclination of member
NGOs to share best practices, lack of substantive participation, disparate capacity among
members, and competition for funding.53 Lister also discusses the money issue, specifically
regarding the donor-NGO relationship. Because the development community has long regarded
control of funding as the basis of power, donors de facto wield more influence than recipient
NGOs. Lister summarizes this relational imbalance with this quote from Elliot, “…the donor can
50
See Lister 2000; Abelson 2003; and Hardy, Phillips and Lawrence 2003.
Cynthia Hardy, Nelson Phillips and Thomas B. Lawrence, “Resources, Knowledge and Influence: The
Organizational Effects of Interorganizational Collaborations,” Journal of Management Studies 40 (2003): 323.
52
Sarah Lister, “Power in partnership? An analysis of an NGO’s relationships with its partners,” Journal of
International Development 12 (2000): 229.
53
Adam Abelson, “NGO Networks: Strength in Numbers?” Office of Private and Voluntary Cooperation, Bureau of
Democracy, Conflict, and Humanitarian Assistance U.S. Agency for International Development (July 2003).
51
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
25
do to the recipient what the recipient cannot do to the donor.”54 This leads to asymmetry of
power, which may partially explain the SSCN members’ reliance on CARE, who they view as
the donor or steward of the network. In fact, several responses from an online survey of SSCN
members corroborate this point. When asked whether CARE or the member organizations should
run the SSCN, a common response was that CARE should be in charge. The director of one of
the more well-known members stated, “CARE is an established institution with clear goals.
Many of the network members are still in [the] development stage and the network still needs to
develop further before we think [of] replacing CARE. I am not aware of any organization that
has the capacity to manage the network at the moment. Maybe it is a skill that needs to be shared
with members.”55
While the donor-NGO power imbalance is beyond the scope of this paper, overcoming
two other common obstacles to networks—encouraging substantive participation and disparate
capacity among members—is crucial for increasing collaboration within the SSCN. To do so, the
network must determine exactly what kind of organization it is and what its goals are. As Lister
notes, intentionality is vital. “If partnership between agencies is desired, then there should be a
clear understanding between the potential partners of what this entails and its implications for
practice.”56 Prospective SSCN members must understand exactly what they are getting into by
joining the network and what is expected of them. It should be a symbiotic relationship, wherein
they can reap many benefits, but to which they contribute. At least one survey response indicates
that this is not the case among some SSCN members. When asked if the members of the network
share the same goals and expectations, one member replied with an unambiguous “no.” 57 While
54
Elliott 1987 as quoted in Lister 2000, 65.
GWU Research Team, “SSCN Online Survey One.” April 2009.
56
Lister 2000, 242.
57
GWU Research Team, “SSCN Online Survey Two.” April 2009.
55
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
26
the unratified SSCN constitution lists several objectives and principles of the network, such as
social change through the promotion of sports for youth, it fails to clearly state the network’s
mission or vision. The constitution states that the network endeavors to become “…a recognized
and an accepted national coordinating or umbrella organization/ combination of organizations
with aims, objects, purposes and goals consistent with this constitution.”58 There is little mention
of collaboration or cooperation among members other than providing “appropriate assistance and
advice,” which lacks specificity.59 The SSCN constitution should be revised to emphasize
member participation and collaboration, with a clearly stated mission and vision.
There are many reasons, including those noted earlier, why increasing collaboration and
cooperation among SSCN members would be beneficial. More specifically, Hardy, Phillips, and
Lawrence identify three types of collaborative effects—strategic, knowledge creation, and
political—that can result from networks like the SSCN.60 Strategic effects are those that enable
organizations to improve their strategic performance by developing an enhanced competitive
advantage. Knowledge creation effects result from one member learning new skills and
technologies from another member. In addition to transferring existing information and practices,
new knowledge creation can also occur. Hardy, Phillips, and Lawrence state, “networks of
collaborating organizations are an important source of knowledge creation…new knowledge
grows out of the sort of ongoing social interaction that occurs in ongoing collaboration.”61
Political effects of collaboration relate to the increase in an organization’s influence and
centrality over other organizations. The prevalence of each type of collaborative effect is
contingent on the form the partnership or network assumes in terms of involvement and
58
Sport for Social Change Network-Kenya Chapter, Constitution and Rules (2008).
Ibid.
60
Hardy, Phillips, and Lawrence 2003.
61
Hardy, Phillips, and Lawrence 2003, 326.
59
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
27
embeddedness. The authors found that organizational collaborations that are both highly
involved—exhibiting deep interactions, partnerships, and bilateral information flows—and
embedded—having interactions with third parties, representation and multi-directional
information flows—are more likely to produce knowledge creation effects, while those that are
only involved are more likely to be associated with strategic effects; those that are only
embedded are more likely to be associated with political effects.
To apply this collaboration theory to the SSCN, its members should first identify which
types of effects they most desire to achieve. They could then facilitate partnerships among
members accordingly. For example, because knowledge transfer and creation effects result from
both high involvement and high embeddedness, member organizations could be matched up
according to their strengths and weakness. These pairings would be long-term (a year or more)
and include consistent, deep exchanges of information and meetings to include possible staff
exchanges. It would also incorporate reaching out to third party organizations, such as donors or
advisory groups, to create new relationships and information-sharing. Examples of SSCN
members that are good candidates for such a match-up are MYSA and the Capital Area Soccer
League (CASL), and Moving the Goalposts and BoxGirls Eastlands. In both of these cases the
organizations share at least one common characteristic. MYSA and CASL both use soccer to
empower youth and provide health messages in specific communities in and around Nairobi,
while Moving the Goalposts and BoxGirls Eastlands are two organizations that work exclusively
with girls. By creating these partnerships, which could rotate annually, each member
organization would participate in a knowledge exchange and creative process that would
strengthen both their own programming, as well as making the SSCN a more innovate,
influential network.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
28
Issue: Ineffective communication between CARE and SSCN members and among members
Recommendation: Explore other technologies for communication, particularly the use of text
messaging; consider integrating annual internal-evaluation
Based on interviews with SSCN members and conversations with CARE staff, we
ascertained that the majority of the network’s communication occurs via email, with some
communication also taking place by telephone. In Kenya, inconsistent internet access for
members and limited coverage reduce this communication method’s effectiveness. Furthermore,
despite CARE’s efforts to regularly send emails to members to keep them abreast of upcoming
conferences and other pertinent news, that information does not always reach the appropriate
contact within the NGO. This problem was evident in discussions with SSCN members
regarding the Marketplace workshop that took place in August 2008 in Nairobi. Several
organizations maintained that they were not aware of certain important details of the conference,
such as who from within their organization should attend, even though that information was
included in CARE’s email messages. It appears that the staff member who monitors the
organizations’ email does not necessarily relay the information onward.
Using text messaging, or SMS, in conjunction with email, could increase communication
effectiveness throughout the SSCN. Cellular phone use is widespread in Kenya and growing. As
of 2007, there were reportedly 11.4 million mobile cellular telephone subscribers in the
country.62 Safaricom and Zain (formerly Celtel Kenya) are the country’s two largest cellular
service providers. Both companies offer business and personal cellular services with coverage in
all major Kenya cities and towns, including Nairobi, Mombasa, Eldoret, and Kisumu. During our
interviews with selected SSCN members, it was evident that everyone had a mobile phone and
CIA “World Factbook: Kenya,” https://www.cia.gov/library/publications/the-world-factbook/geos/ke.html,
accessed April 7, 2009.
62
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
29
was highly literate in text messaging. Therefore, rather than sending one email to each
organization, which may be inadvertently neglected, CARE could send a mass SMS message,
albeit brief, to several contacts within each member organization, which would increase
accountability. This could be done relatively inexpensively since, as noted, most SSCN members
already appear to have mobile phones and new technology is making this form of
communication increasingly affordable.
Case Study: FrontlineSMS
One popular platform for this SMS technology is FrontlineSMS. This text messaging
system is intended exclusively for NGOs working in developing countries. It works anywhere
there is a mobile signal, which includes nearly all of Kenya’s most populated areas. Frontline
SMS is already in use around the world, including in countries such as Tanzania, Ethiopia,
Malawi, and Zimbabwe. Creator Ken Banks originally designed the system for conservationists
in South Africa’s national parks to maintain contact with local communities. FrontlineSMS
allows mass-messaging to mobile phones, as well as the ability for cellular recipients to reply to
a central computer. FrontlineSMS also receives messages, making it possible to conduct surveys,
solicit opinions, or run competitions. This latter feature was employed in the 2007 Nigerian
presidential election to report cases of fraud.
An SMS communication system such as FrontlineSMS could be an asset to the SSCN.
The software can be easily downloaded onto any computer with the assistance of a FrontlineSMS
installer. In the program, groups can be created with contact information added for each member.
The MessageTracker monitors all successfully sent and received messages, as well as failed and
pending messages. A pending message could indicate that a cellular phone has been
disconnected or has run out of credit. With this feature, the sender, whether it be CARE or an
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
30
SSCN member organization, would know right away who did not receive the message. The
process for requesting a download of the system requires completion of a simple, online
information form that includes the name of the organization, its location, focus, and a brief
description of how it plans to employ the technology. Furthermore, the system already supports
both English and Kiswahili languages, the two official languages of Kenya.
In additional to updating the technology it uses, the SSCN could integrate internal
evaluations into its activities to improve communication. NGOs have been increasingly
employing internal evaluation in response to cuts in funding and greater demands for their
services. Love defines internal evaluation as “…the process of using staff members (or persons
closely connected to an organization) to evaluate programs or issues of direct relevance to an
organization, including its managers, staff, and clients.”63 The output of internal evaluations,
organizational learning, would allow the SSCN to identify and articulate its information needs
and develop a collective, cost-effective response. The benefits of an NGO organization
evaluating itself include the evaluators’ intimate knowledge of the organization and their longterm commitment to its mission and success. An obstacle to internal evaluations are, as with any
evaluation, staff resistance due to fear of criticism and repercussions of a negative evaluation.
CARE and the SSCN would have to be fastidious in ensuring that member organizations realize
that internal evaluatios are intended to strengthen the network and not to punish
underperformers. According to Love, the key factors for effective internal evaluations are
leadership support, an organizational culture in support of continual learning and critical
program review, proactiveness, and a highly positive image of evaluations in the organization.64
A.J. Love, “Internal evaluation: integrating evaluation and social work practice,” Scandinavian Journal of Social
Welfare 7 (1998): 146.
64
Love 1998.
63
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
31
It would be essential that CARE promote the benefits of internal evaluations to the network
members.
This section has offered recommendations addressing two of the SSCN’s greatest
challenges, increasing cooperation and collaboration among member organizations, in an effort
to create benefits and reduce dependency on CARE, and improving network communication.
The first challenge requires the network as a whole to evaluate and clarify its mission, revise and
ratify its constitution accordingly, and consider forming rotating, long-term partnerships between
member organizations. These tasks are complex and will not be accomplished in a short
timeframe. They will require strong leadership from within the SSCN, especially from its
executive committee. Unambiguous intentionality is imperative; member organizations must
understand exactly what they are signing up for. Pairing member organizations in long-term
partnerships has the potential to increase involvement and embeddedness, thereby producing
knowledge transfer and creation effects, as well as strategic and political effects. CARE has
already initiated this process on behalf of the SSCN with the August 2008 Marketplace
workshop. It is up to the network members to redouble their efforts in this area.
Improving communication within the network, the second challenge, is more
straightforward. By harnessing new technology, such as the FrontlineSMS system, the SSCN can
be a better informed and more cohesive organization. It would also obviate the excuse that
messages were not received or information was not transmitted. In addition, SMS recipients
would have the ability to respond to messages instantaneously to provide feedback or clarify
points. This system is inexpensive and tailored to NGOs working in developing countries.
Internal evaluations are another method for improving communication within the network. They
would increase the network’s ability to identify and respond to its needs. Organizational context
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
32
is important here. As Love states, it “affects both the evaluation methodology and the utilization
of evaluation results.”65
These are just a few of the many ways CARE and the SSCN members can improve the
network. In additional to these three recommendations, the SSCN and CARE may wish to
implement further improvements to increase participation and collaboration, and improve
communication. These suggestions include an incentive point structure and the establishment of
a communications chair. To encourage greater interaction among the network members,
participation and collaboration could be rewarded using a point structure. The SSCN could set
aside small grant funds from their membership fees that would be given to organizations that
have done an exemplary job of interacting with other organizations. This may include attending
other member organizations’ events, partnering on joint projects, or transferring skills. It may be
difficult for certain members to interact regularly with others because of logistical challenges.
Therefore, members that are located outside of Nairobi could earn more points for their efforts
than those in Nairobi. Additionally, efforts by a member that benefit the SSCN would also earn
points. These efforts may include helping with SSCN management, marketing, advocacy,
reporting, or grant applications. Implementing this suggestion would be put to a network-wide
vote, as outlined in the constitution.
The role of the communications chairperson would be ensuring that each member
organization is well-informed of network issues and events. As well as addressing the
communication issue, this suggestion could also transfer power from CARE to the network
members.
Implementation of these recommendations would require additional funding. It would be
incumbent upon CARE to provide this funding for a fixed time period, such as the five to seven
65
Love 1998, 149.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
33
years cited earlier for establishing a functioning network. By building upon the strong foundation
that is already in place, CARE and member organizations can ensure that the SSCN develops
into a leading force for sports and youth development in Kenya.
Conclusion
This report has tried to provide key next steps for CARE and the SSCN as the network
transitions from a loose collaboration of organizations to a strong network of NGOs. A few of
these recommendations—employing SMS technology and revisions to the constitution to
strengthen cooperation—can be implemented almost immediately. Other recommendations, such
as developing an incentive program, will take more time and cooperation to achieve. However,
prior to implementation of major changes, members must become convinced of the benefits of
their membership in the SSCN. The network will not survive on its own without the full
cooperation and support of all its members and this will not likely take place without a strong
presence from CARE in the short term.
It was clear from the interviews of various SSCN members that there is a lack of
understanding between member expectations of CARE’s role in the SSCN and CARE’s
anticipation of that role. This is not something that can be corrected by CARE alone, but instead
must come from within the network. Research has shown that while the role of donors in a
network can be positive, network members must eventually bear the responsibility for furthering
their own network. A clear agenda agreed upon by all members is the cornerstone. All members
must come to an explicit consensus on the objectives of the network to which they will devote
their valuable time and resources. The ratification of the constitution and the institution of
member leadership will facilitate this process. In addition, increased communication will bring
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
34
increased cooperation, as well as a better understanding of how the interaction of all
organizations with each other can ultimately be beneficial for all network participants. For the
SSCN to reach its full potential, its members will have to heed to the wisdom of the proverb:
“Sticks in a bundle are unbreakable.”
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
35
References
Abelson, Adam. “NGO Networks: Strength in Numbers?” Office of Private and
Voluntary Cooperation, USAID. July 2003.
Bernard, Anne K. “IDRC Networks: An Ethnographic Perspective.” International Development
Research Centre Evaluation Unit (September 1996).
Bopp, C., K. Phillips, L. Fulk, W. Dudgeon, R. Sowell, and G. Hand. “Physical activity and
immunity in HIV-infected individuals.” AIDS Care 16 (2004): 387-393.
Brady, M. and A. Khan. Letting Girls Play: The Mathare Youth Sports Association's Football
Program for Girls. New York: Population Council, Inc., 2002.
British Sports Council. Brighton Declaration on Women and Sport. Brighton, UK, 1994.
CARE. Internal Report. 2005.
CARE Internal Memo to SSCN Participants, August 1, 2008
CARE. “SSCN Workshop and Marketplace Report.” October 29, 2008.
Chappell, R. “The Problems and Prospects of Physical Education in Developing Countries.”
International Sports Studies 23 (2001): 88-95.
CIA. “The World Factbook: Kenya.” https://www.cia.gov/library/publications/the-worldfactbook/geos/ke.html (accessed April 7, 2009).
Clark, Thomas S. et al. “An Adolescent-targeted HIV Prevention Project Using African
Professional Soccer Players as Role Models and Educators in Bulawayo, Zimbabwe.”
AIDS and Behavior 10 (2006): S77-S83.
“Completing the Transition: Strategic Adjustments for IDRC.” IDRC (Ottawa: IDRC, 1995).
Davies, Banda, Iain Lindsey, Ruth Jeanes, and Tess Kay. Partnerships involving sports-fordevelopment NGOs and the fight against HIV/AIDS. York: St. John University, York
(2008).
Ewing, M., L. Gano-Overway, C. Branta, and V. Seefeldt. “The Role of Sports in Youth
Development.” In Paradoxes of Youth and Sport, edited by M. Gatz, M. Messner, and S.
Ball-Rokeach, 31-47. Albany: State University of New York Press, 2002.
Frontline SMS. http://www.frontlinesms.com (accessed April 7, 2009).
Fukuda-Parr, Sakiko and Ruth Hill. “The Network Age: Creating New Models of Technical
Cooperation.” Capacity for Development: New Solutions to Old Problems. Eds. Sakiko
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
36
Fukuda-Parr, Carlos Lopes and Khalid Malik. Sterling, VA: Earthscan Publications,
United Nations Development Programme, (2002).
GWU Research Team. “SSCN Online Survey One.” April 2009.
GWU Research Team. “SSCN Online Survey Two.” April 2009.
Hardy, Cynthia, Nelson Phillips and Thomas B. Lawrence. “Resources, Knowledge
and Influence: The Organizational Effects of Interorganizational Collaboration.” Journal
of Management Studies 40 (2003): 321-347.
“Kenya death toll hits 693: report.” IOL, April 29, 2009, January 13, 2008, Africa section.
Koss, Johann O., and Anna Alexandrova. “HIV/AIDS prevention and peace through sport.”
Lancet 366 (2005): S3-S4.
Levinger, Beryl and Jean Mulroy. “A Partnership Model for Public Health: Five Variables for
Productive Collaboration.” Washington, D.C.: CORE, Pact Publications (2004).
Liebler, Claudia and Marisa Ferri, “NGO Networks: Building Capacity in a Changing World.”
Washington, D.C.: Office of Private and Voluntary Cooperation (November 2004).
Lister, Sarah. “Power in partnership? An Analysis of an NGO’s relationships with its
partners.” Journal of International Development 12 (2000): 227-239.
Love, A.J. “Internal evaluation: integrating evaluation and social work practice.”
Scandinavian Journal of Social Welfare 7 (1998): 145-151.
Smutylo, Terry and Saidou Koala. Research Networks: Evolution and Evaluation from a
Donor’s Perspective. (London: Intermediate Technology Publications, 1993).
Sport for Social Change Network-Kenya Chapter. Constitution and Rules. (2008).
Tandon, Rajesh. “Networks as Mechanisms of Communication and Influence.” Paper prepared
for the Evaluation Unit. Ottawa: IDRC, 1995.
UNICEF. “Football Helps Girls in Brazil Put Exploitation Behind Them.” August 31, 2007.
UNICEF, “Sport for Development,” UNICEF,
http://www.unicef.org/football/index_intro_33799.html, Accessed August 28, 2008.
WHO. Health and Development Through Physical Activity and Sport. Geneva: 2003.
WHO. “Kenya.” http://www.who.int/countries/ken/en (accessed April 23, 2009).
World Bank, “Kenya Data Profile,” http://ddpext.worldbank.org/ext/ddpreports/ViewSharedReport?&CF=&REPORT_ID=9147&REQ
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
37
UEST_TYPE=VIEWADVANCED; and United Nations Development Program, “2008
Human Development Report.” Human Development Indices.
http://hdr.undp.org/en/statistics/ (accessed April 23, 2009).
World Bank. World Development Report 2007 Development and the Next Generation.
Washington, DC: 2006.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
38
Appendix I: Findings
Upon returning from Kenya, the Capstone Group coded the data from the interviews to find
overarching themes from the members’ organizations. These findings are presented in the
following pages.
Participant Opinions on Workshop
Positives:






Participants greatly enjoyed the workshop and would participate again.
It was helpful to have the opportunity to meet, connect and partner with network
members and share experiences and learn from one another, especially for smaller
organizations.
Nike trainers were outstanding; content and breadth of sessions was excellent.
The small size of the sessions allowed for individual attention.
Organizations were able to take the lessons they learned and apply them directly to their
programming in the ensuing months.
The grant process was efficient and the immediate access to the funds was appreciated.
Negatives:
 Some sessions lacked depth and were too short. Some people were unable to attend all
the sessions they wanted.
 Some organizations wanted examples of how to apply acquired knowledge and skills
locally.
 Some felt the tier system was divisive.
 Some organizations would have appreciated greater opportunity to help with the structure
and content of the workshop.
 Nairobi-based organizations wished in-town transport costs were covered.
 Translators would have been helpful.
 Some organizations felt that the grant process disproportionately benefitted organizations
with more grant-writing experience.
 Many participants felt unprepared for the grant process.
 Some organizations felt that the grants should not have been disbursed in cash.
 Most respondents wished the grant amounts were larger.
Participant Recommendations
Workshop:




Provide more time for informal networking.
Eliminate the tier system.
More information should be given out prior, especially about the marketplace which was
poorly understood.
Add sessions on public relations, proposal writing, and how to reach new donors abroad.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
39





CARE should consult with SSCN beforehand to see what sessions the network feels it
needs.
Consider holding a retreat-style workshop outside of Nairobi with travel expenses
provided.
Branding session did not apply to all organizations.
Consider having translators for the sessions.
Lengthen sessions to allow for greater individual attention.
Grant Process





Participants would have preferred larger grants that could have a bigger impact.
More information prior to the workshop would have helped so that they can better
prepare themselves to create a grant proposal.
Provide an optional workshop on how to create and prepare a grant proposal.
Don’t give grants out in cash to ensure greater accountability.
Allot extra time for organizations to discuss with their boards and other staff.
Participant Comments on the Network





Most organizations appreciate the SSCN and would like to see it used to its full potential.
Five of 13 organizations collaborate with other network members–of those, five have two
or fewer partners.
A few organizations already transferred skills to others, while more hope to do so in the
future.
There is a need to build trust between members, particularly between the smaller and
larger organizations.
Many members remain dependent on CARE and have not yet taken ownership of the
network.
Reported Impact of the Workshop




Half of the respondents reported changes in their organization since the workshop.
Positive impacts included:
• Organizational structure and mission
• Internal capacity building
• Branding/marketing in the Kenyan context
• Website, leaflets and newsletters
• Event management and planning
The organizations are now more familiar with each other and many have started new
partnerships within the network.
Many reported minimal or no change in revenue, but expect significant improvement in
the future because of the workshop.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
40
Appendix II: Questionnaire
Target: Management Staff
What did you think of the workshop?
Would you consider participating in another workshop in the future?
What parts would you keep and what parts would you change?
How helpful was the SSCI workshop on a scale of 1-5? (1 being the least and 5 being the most)
How likely would you be to partake in another workshop? (1 being the least and 5 being the most)
How much has your organization changed as a result of the workshop on a scale of 1-5? (1 being the
least and 5 being the most)
How much has your revenue changed on a scale of 1-5? (1 being the least and 5 being the most)
How much has your programming changed on a scale of 1-5? (1 being the least and 5 being the most)
What sessions did you attend at the workshop?
Did you learn anything at the workshop that you then applied to your programs? What and how?
Have you addressed organizational weaknesses identified in the workshop? If so, how?
Has your funding increased as a result of what you learned at the workshop?
Do you work with other organizations in the SCCI? If so, which ones, in what capacity and how
often?
Do the SSCI orgs work well together?
Do you feel there is any competition between SCCI organizations for funding? Could that affect
sharing skills?
Do you have any recommendations for the SSCI or for CARE?
How are the SSCN organizations perceived?
Grants/Grant Process
What did you think of the grant process? What would you change?
Was the grant process fair?
How did you use the grant?
Participant Focused
How much time do your participants spend in the program?
Are they using their free time differently now? How?
How do the participants feel when they win or lose?
Who are the participants’ heroes? What do they want to do when they get older?
How would you like to improve the abilities of the educators?
Do the participants pay any fees?
Gender
Does your organization target both boys and girls?
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
41
Do you use different methods to involve them?
Are separate programs available for girls?
How do you monitor girls' participation and progress?
Has your organization ever conducted a gender analysis or an analysis of women's empowerment?
Describe the interaction between boys and girls in your programs.
CARE's Theory of Change
Does your program specifically support Improving Social Equity in the following ways? (y/n)
Are there any types of participants (gender, disabled, culture) you wish you had more of? How do
you attract them?
Do you focus on mutual respect? How?
Do you target specifically, gender/ethnicity/faith/age? How?
Does your program specifically support Increasing Opportunity in the following ways? (y/n)
Do your programs improve livelihoods? How?
Does your program focus on increasing productivity and capabilities of your participants (writing and
reading skills, leadership, etc.?
Does your programming focus on increasing income and assets (e.g. house, bicycle, appliances)?
Does participation in the program increase awareness of and access to resources, markets, and social
services? How?
Does participation affect vulnerability and how? (e.g. health, safety, feelings of personal security)
Does your program specifically support Enabling Environments in the following ways? (y/n)
Does your program teach participants about environmental responsibility? What lessons do you have
on the environment?
Does your organization affect the local economy? How?
Does your program focus on resolving fights? How?
Have you noticed your participants being interested in local and national politics? Examples?
Do the participants feel more able to stand up for themselves (government, local, individual issues)?
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
42
Appendix III: Online Survey One
Kenya Sport for Social Change Network
Dear Sport for Social Change Network members:
Our research team is hoping to gain greater insight into the SSCN. We wish we could travel back
to Kenya and revisit many of you, but unfortunately we will have to settle for emails for the time
being.
As described in the SSCN constitution, the principles of SSCN are to:
To establish a network that will be non-profit making to give the Kenyan youths all possible
opportunities to reach their fullest potential by recognizing their rights to participate in training
in a variety of developmental activities, as well as experience joy and sharing of skills and
friendship with their peers, families, and the communities around them. This will include sports
as a vehicle for social change.
The George Washington University Research Team developed this brief survey to gain further
understanding of the network and specifically, the areas listed below:
1. Identify the positive aspects of the SSCN
2. Identify the areas for improvement in the SSCN
3. Identify strategies to improve the SSCN to better enable the network to achieve their
objectives
Your answers will not be shared with the SSCN, CARE or anyone else without your express
written consent.
Thank you very much for your cooperation.
Best regards,
David Sokoloff, Jessica Wells, Michael Bardgett, and Jessica Bowers
George Washington University Research Team
Washington, DC USA
* Required
Name *
Please enter your name, the name of your organization, and your email address. Your answers
will not be shared.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
43
On a scale of 1 to 5, how much has the SSCN helped youth development in Kenya? *
1 being the least and 5 being the most
1
2
3
4
5
Least
Most
What else should the SSCN do to help youth development in Kenya? *
On a scale of 1 to 5, how much communication is there between the organizations and the
SSCN leadership? *
1 being the least and 5 being the most
1
2
3
4
5
Least
Most
What else should the SSCN do to improve the communication within the SSCN? *
Do you think it would help to share information through text messages to members of the
network? Especially, for those organizations in remote areas. *
On a scale of 1 to 5, how much has the SSCN helped the organizations to work together and
share ideas and skills? *
1 being the least and 5 being the most
1
2
3
4
5
Least
Most
In what ways should the SSCN stimulate further collaboration and the transferring of
skills between network organizations? *
On a scale of 1 to 5, how much has the SSCN helped your organization? *
1 being the least and 5 being the most
1
2
3
4
5
Least
Most
What else should the SSCN do to assist your organization? *
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
44
In your opinion, what role does CARE wish to play with the SSCN? *
On a scale of 1 to 5, how involved is CARE is running the SSCN? *
1 being not involved at all and 5 being very involved
1
2
3
4
5
Least
Most
Should CARE be involved in running the SSCN or should the organizations run the SSCN
without assistance from CARE? *
o CARE should be involved
o CARE should not be involved
o Other:
If you think that CARE should not run the SSCN, what does the network need to do to take
more control of the SSCN?
Please write any further comments on CARE and the SSCN below. *
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
45
Appendix IV: Online Survey Two
SSCN Survey 2 by GWU Researchers
Dear SSCN Members:
We greatly appreciate the responses we received from our first survey. Your information is
significantly helping our research. Below we have developed another brief survey to gain
additional insights into the SSCN. The SSCN has made remarkable progress for being such a
young social network. In this survey we would like to hear your opinions of where the SSCN
ranks as a network. Experts say that it may take about 7 years for a network to fully develop into
the body that was envisioned by its founders.
As with the previous survey, all your answers will be anonymous and not shared with CARE or
any of the other organizations. This survey is for our research has no bearing on the SSCN,
CARE or any additional funding. It is simply to help us with our graduate studies research
project.
Also, please feel free to contact us directly if you have any questions. Further, let us know if you
would like us to contact you by telephone to discuss this research in more detail. We greatly
appreciate your continued support and assistance with our project.
All the very best,
Michael Bardgett
Jessica Bowers
David Sokoloff
Jessica Wells
The George Washington University Research Team
Washington, DC
* Required
Please enter your name and email address. *
Do you feel that the SSCN members all share the same goals and expectations of the SSCN?
*
o Yes
o No
o Other:
What are your goals and expectations of the SSCN? *
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
46
How much communication exists between your organization and other organizations in the
SSCN? *
1
2
3
4
5
Least
Most
Typically, how many organizations do you speak with each week and how many times? *
How much participation or joint programming is there between your organization and
other organizations in the SSCN? *
1
2
3
4
5
Least
Most
Typically, how many organizations do you arrange joint activities with each month and
how many activities? *
How much sharing of skills takes place between your organization and other organizations
in the SSCN? *
1
Least
2
3
4
5
Most
Typically, how many organizations do you share skills or best practices with each year and
how many times? *
Do you think Communications Chairs would help inform network members? *
We learned through our trip to Kenya, that some organizations felt they were not receiving all of
the SSCN messages being circulated and had trouble voicing their opinions or concerns. We
thought the SSCN could establish a Communications Chair in different regions throughout the
SSCN who would be responsible for making sure that all the members in that region are updated
on the current SSCN news or activities. This would be a temporary position that would rotate to
different members throughout that region. Phone calls and text-messaging would be used to help
spread the information where internet is not available.
o I support this idea and think it could be of value
o I do not think this idea would help increase communication in the SSCN
o Other:
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells
47
Lastly, we would like your thoughts on setting up a program rewarding members for their
participation in the SSCN. *
Research has shown that as network members increase communication and participation within
the network, the network becomes stronger, adds more value to the members, and is more
successful in achieving its goals. We would like your input on a program that would give points
to organizations that do any of the following: 1) perform joint projects, 2) engage in skills
transfers, 3) visit other organizations programming, and 4) help out with the SSCN through
advertising, communication, or management. The points received from these activities would
vary and organizations could redeem the points earned at the end of the year from funding
available in a SSCN bank account. This funding would have to be obtained by the SSCN from a
donor or other means.
o I support this idea and think it could be of value.
o I do not think this idea would help increase communication and participation in the SSCN
o Other:
Please add any additional comments or ideas.
Thank you very much for your assistance and support.
Michael Bardgett, Jessica Bowers, David Sokoloff, Jessica Wells