NAJIMUDU EMPOWERMENT INITIATIVE STRATEGIC PLAN 2026 – 2030

Table of Contents

Table of Contents        1

Acronyms and Abbreviations        4

Executive Summary        1

Chapter 1: Organizational Background        3

1.1 Who We Are        3

1.2 Strategic Context        3

1.3 Why This Strategy Now        4

Chapter 2: Situational Analysis        6

2.1 Introduction        6

2.2 PESTEL Analysis        6

2.3 SWOT Analysis        8

2.4 Problem Tree Analysis        9

2.5: Theory of Change        10

2.6 Stakeholder Mapping and Analysis        12

Chapter 3: Strategic Issues and Thematic Areas        14

3.1 Thematic Area 1: Equitable Climate Action        14

3.2 Thematic Area 2: Disability Inclusion        15

3.3 Thematic Area 3: Youth and Women Empowerment        16

3.4 Crosscutting Priorities        16

Chapter 4: Vision, Mission, and Core Values        18

4.1 Vision        18

4.2 Mission        18

4.3 Core Values        18

Chapter 5: Strategic Objectives and Outcomes        20

5.1 Strategic Pillar 1: Equitable Climate Action        20

5.3 Strategic Pillar 3: Youth and Women Empowerment        21

5.4 Cross-cutting Strategic Objective: Mission 300,000 by 2030        21

Chapter 6: Flagship Programs and Projects        23

6.1 Flagship Program 1: Climate Resilient Communities Initiative (CRCI)        23

6.2 Flagship Program 2: Disability & Climate Adaptation Program (DCAP)        23

6.3 Flagship Program 3: Youth and Women for Climate Action (YW4CA)        24

6.4 Cross-Cutting Program Elements        25

Chapter 7: Resource Mobilisation Strategy        26

7.1 Objectives of the Resource Mobilisation Strategy        26

7.2 Strategic Approaches to Resource Mobilisation        26

7.3 Strengthening Internal Fundraising Capacity        29

Chapter 8: Monitoring, Evaluation & Learning (MEL)        31

8.1 Objectives of the MEL Framework        31

8.2 MEL Approach and Principles        31

8.3 Key Components of the MEL System        32

8.4 Roles and Responsibilities        33

8.5 MEL Tools and Platforms        34

8.6 MEL Budget and Sustainability        34

Chapter 9: Risk Management        35

9.1 Purpose of the Risk Management Framework        35

9.2 Risk Management Approach        35

9.3 Key Risk Categories and Mitigation Measures        36

9.4 Risk Monitoring and Reporting        38

9.5 Crisis and Emergency Preparedness        38

9.6 Roles and Responsibilities in Risk Management        39

9.7 Embedding a Risk-Aware Culture        39

9.8 Review and Updating of the Risk Framework        40

Chapter 10: Internal Governance and Accountability Framework        41

10.1 Introduction        41

10.2 Institutional Governance Structure        41

10.3 Accountability Mechanisms        42

10.4 Stakeholder Engagement        43

10.5 Policy and Legal Compliance        44

10.6 Governance Development        44

Chapter 11: NEI-Led Climate Resilience Consortium Framework        45

Overview        45

11.1 National Consortium Members        45

11.2 County-Level Implementation Partnerships        46

11.3 Youth Advisory Panel        47

13.4 Roles and Responsibilities        47

11.5 Coordination Mechanisms        48

Chapter 12: Sustainability and Exit Strategy        49

12.1 Sustainability Approach        49

12.2 Exit Strategy        50

12.3 Post-Strategy Sustainability Indicators        51

ANNEX 1: Implementation Matrix-NEI Strategic Plan 2026-2030        52

A. PILLAR 1: Equitable Climate Action        52

B. PILLAR 2: Disability Inclusion        53

C. PILLAR 3: Youth & Women Empowerment        54

D. CROSS-CUTTING AREAS: Governance, MEL, Resource Mobilization, Operations        55

Annex 2: PMEL Approach        57

Pillar 1: Equitable Climate Action        57

Pillar 2: Disability Inclusion in Climate Resilience        58

Pillar 3: Youth & Women Leadership for Climate Resilience        59

Annex 3: Strategic Partners by Thematic Area        62

1. Equitable Climate Action        62

2. Disability Inclusion        64

3. Youth and Women Empowerment        65

Acronyms and Abbreviations

CBOs                Community Based Organizations

CFGM        Community Feedback and Grievance Mechanisms

CSOs                Civil Society Organizations

CSR                Corporate Social Responsibility

CTWGs        Community Technical Working Groups

ESG                Environmental, Social and Governance

ICT                Information, Communication & Technology

IPCC                International Panel on Climate Change

IT                Information Technology

KPIs                Key Performance Indicators

M&E                Monitoring & Evaluation

MEL                Monitoring, Evaluation, and Learning

MOUs        Memoranda of Understanding

NEI                Najimudu Empowerment Initiative

NCCAP        National Climate Change Action Plan

NGO                Non-Governmental Organization

ODK                Open Data Kit

PWDs                Persons With Disabilities

SRHR                Sexual and Reproductive Health and Rights

Executive Summary

The Najimudu Empowerment Initiative (NEI) presents this 2026–2030 Strategic Plan as a bold roadmap to accelerate inclusive climate resilience across Kenya. Rooted in our mission to uplift youth, women, and persons with disabilities (PWDs), this strategy reflects NEI’s unwavering commitment to advancing climate justice from the grassroots up.

At the heart of this strategy lies our flagship ambition: Mission 300,000 by 2030, aimed at directly supporting 300,000 underserved individuals to adapt, survive, and thrive in the face of intensifying climate impacts.

Our strategic direction is guided by three interlinked thematic pillars:

• Equitable Climate Action: Supporting frontline communities, especially youth and women, to co-create and lead climate adaptation and mitigation strategies that enhance livelihoods, safeguard ecosystems, and improve community health outcomes.
• Disability Inclusion: Embedding accessibility, participation, and tailored interventions for persons with disabilities across all climate action, public education, and advocacy work.
• Youth and Women Empowerment: Investing in the leadership, innovation, and civic engagement of youth and women as essential co-drivers of sustainable, locally-led climate solutions.

To operationalize this plan, NEI will coordinate a national consortium of six Kenyan organizations, each contributing specialized expertise to scale climate-responsive solutions:

1. Najimudu Empowerment Initiative (NEI) - Consortium Lead
2. Kenya Youth Biodiversity Network - Climate literacy and environmental action
3. USIU - Research and MEAL coordination
4. GROOTs - Women-led resilience
5. Next Step Foundation - Disability inclusion and advocacy.
6.  -

Implementation will be localized across six counties - Nairobi, Kisumu, Kilifi, Kajiado, Meru, and Busia – through strategic partnership with trusted community-based organizations (CBOs), youth and women-led groups, and PWD-led networks.

To ensure meaningful youth participation in national decision-making, this plan introduces a six-member Youth Advisory Panel, one youth representative from each target county, who will advise the consortium on emerging grassroots needs, innovations, and accountability.

Recognizing that not all activities will be fully funded at launch, NEI adopts a phased, scalable implementation model, underpinned by resource mobilization, local ownership, and a robust Monitoring, Evaluation, and Learning (MEL) framework.

With this strategy, NEI positions itself as a community-rooted, inclusive, and catalytic force in Kenya’s climate and public health sectors unlocking localized solutions and amplifying the voices of those most affected by the climate crisis.

Chapter 1: Organizational Background

1.1 Who We Are

Founded in response to rising socio-environmental inequalities in Kenya, Najimudu Empowerment Initiative (NEI) is a youth- and women-led organization committed to building climate-resilient communities across underserved areas. Since its inception, NEI has positioned itself at the nexus of climate adaptation, inclusion and civic empowerment working with youth, women, and persons with disabilities to co-create sustainable solutions to the complex challenges they face.

Our core mandate is clear: championing climate resilience for underserved populations by equipping them with the knowledge, tools, and platforms needed to adapt, thrive, and lead in the face of climate-related shocks and structural inequalities.

Over the past years, NEI has implemented programs across Kajiado, Busia, Meru, Kilifi, Kisumu and Nairobi counties from climate health camps, civic education forums, disability-inclusive dialogues, to tree-growing and ecosystem restoration efforts. These programs have reached thousands and formed a strong foundation for this strategic period.

We are proudly guided by our values: equity, community leadership, sustainability, accountability, and inclusion.

1.2 Strategic Context

Kenya is increasingly vulnerable to the devastating effects of climate change, with rising temperatures, erratic rainfall, droughts, floods, and health-related emergencies that disproportionately affect already marginalized groups. According to the Ministry of Environment and Forestry (2021), climate-related disasters now account for over 80% of all natural disasters in Kenya. This has dire implications for food systems, water access, public health, economic livelihoods, and social cohesion, particularly for youth, women, and persons with disabilities who often face layered vulnerabilities.

Globally, the IPCC’s 2023 synthesis report warns that climate resilience must be localized, intersectional, and equity-driven in exactly the space that NEI occupies. In Kenya, despite progressive frameworks such as the Climate Change Act (2016), the National Climate Change Action Plan (NCCAP 2023–2027), and the Disability Act, implementation gaps persist, especially at the grassroots level.

Our strategy is informed by these gaps: lack of accessible, community-owned resilience infrastructure; low awareness of climate-health linkages; exclusion of vulnerable groups in adaptation planning; and limited access to youth-friendly, gender-sensitive, and disability-inclusive services in the context of climate disruption.

1.3 Why This Strategy Now

This strategic plan comes at a defining moment for NEI. The climate crisis is no longer a distant threat, it is a lived reality for the communities we serve. From prolonged droughts in Kajiado affecting pastoralist livelihoods to urban flooding in informal settlements around Nairobi, we are witnessing the erosion of dignity, safety, and opportunity among populations already facing social exclusion.

As NEI evolves, we are consolidating our learnings into a mission-driven, impact-oriented roadmap. This strategy allows us to:

• Scale our impact through targeted programming in three thematic areas (Equitable Climate Action, Disability Inclusion, and Youth & Women Empowerment)
• Strengthen our organizational sustainability through better systems, partnerships, and adaptive planning
• Champion Mission 300,000 by 2030 - Our bold commitment to building climate resilience for 300,000 underserved persons by the end of the strategy period

The plan is grounded in community voices, shaped by emerging data, and aligned with global calls for inclusive climate governance and locally led adaptation. It adopts a phased, resource-sensitive implementation model, recognizing the dynamic funding environment and the need for agility.

NEI envisions a Kenya where no one is left behind in the journey toward climate resilience  and this strategic plan is our contribution to that future.

Chapter 2: Situational Analysis

2.1 Introduction

As the climate crisis escalates, its repercussions disproportionately affect underserved populations, particularly youth, women, and persons with disabilities, who are often excluded from policy-making, climate finance, and critical adaptation infrastructure. The Najimudu Empowerment Initiative (NEI) recognizes that building climate-resilient communities demands an inclusive, intersectional approach that integrates environmental action, public health systems, and social equity. This chapter provides a contextual analysis of the external and internal environments affecting NEI’s work, laying the foundation for strategic interventions aligned to our mission: to build climate resilience for 300,000 underserved persons by 2030.

2.2 PESTEL Analysis

2.3 SWOT Analysis

2.4 Problem Tree Analysis

Core Problem:

Underserved communities (youth, women, and PWDs) remain highly vulnerable to climate shocks due to exclusion from health systems, climate adaptation planning, and social safety nets.

Root Causes:

1. Inadequate integration of climate risks into primary healthcare systems.
2. Limited youth and disability inclusion in climate governance.
3. Poor access to education and employment in climate-resilient sectors.
4. Weak dissemination of early warning information.
5. Insufficient funding and policy prioritization of local adaptation.

Effects:

1. Higher morbidity and mortality due to climate-sensitive diseases.
2. Economic precarity and food insecurity.
3. Forced migration and climate-induced displacement.
4. Rising mental health challenges and gender-based violence.
5. Limited adaptive capacity among communities.

2.5: Theory of Change

Impact Statement

By 2030, 300,000 underserved people in Kenya’s climate-vulnerable regions -especially women, youth, and persons with disabilities - will have improved health, livelihoods, and climate resilience through inclusive, community-led adaptation, strengthened health systems, and sustainable economic empowerment.

1. Impact Pathway

1. Inputs (What We Invest)

• Skilled NEI team & consortium partners.
• Financial resources (donor grants, local contributions, CSR partnerships).
• Community networks & youth-led platforms.
• Tools & technology (MEL systems, clean energy tech, climate data).
• Policy engagement channels with county/national government.

1.  Activities (What We Do)

Pillar 1 – Equitable Climate Action

• Deliver inclusive climate adaptation trainings.
• Implement nature-based solutions (tree growing, wetland restoration).
• Support adoption of clean energy and climate-smart livelihoods.
  

Pillar 2 – Disability Inclusion in Climate Resilience

• Adapt early warning systems for accessibility.
• Train PWDs in climate-smart enterprises.
• Advocate for universal design in climate infrastructure projects.

Pillar 3 – Youth & Women Leadership

• Provide SRHR and menstrual dignity services in climate-stressed areas.
• Equip youth & women with green skills and seed capital.
• Facilitate intergenerational climate knowledge exchanges.

Cross-Cutting: Consortium & Mission 300,000

• Coordinate multi-sector partners for joint programming.
• Strengthen MEL & knowledge sharing across partners.
• Develop policy briefs to influence climate-health integration.

2. Outputs (What We Produce)

• 300,000+ people trained in climate-health-livelihoods integration.
• 10,000 hectares of degraded land restored.
• 2,500 households with climate-resilient livelihoods.
• 500 PWDs in adaptive enterprises.
• 90% of adolescent girls in target areas with menstrual products & SRHR services.
• 300 youth-led projects implemented.
• 6 climate-resilience policies influenced or adopted.

3. Outcomes (What Changes in the Medium Term)

• Increased climate literacy and proactive adaptation in target communities.
• Reduced vulnerability to climate-related health and livelihood shocks.
• Improved income security for women, youth, and PWDs.
• Strengthened local governance structures for climate resilience.
• Greater policy and budget allocation for climate-resilience  integration.
  

4. Long-Term Impact

• Climate-resilient communities where vulnerable populations thrive with sustainable health systems, equitable economic opportunities, and restored ecosystems.

ToC Visual (Narrative in One Line)

If NEI and partners provide inclusive, community-driven climate adaptation, health, and livelihood interventions - with youth, women, and PWDs leading change - then vulnerable communities will have the knowledge, resources, and systems to withstand climate shocks and achieve sustainable wellbeing.

2.6 Stakeholder Mapping and Analysis

2.6 Summary

This situational analysis reveals a compelling need for inclusive, intersectional climate resilience approaches - ones that acknowledge and respond to the specific vulnerabilities of youth, women, and persons with disabilities. NEI’s strategic direction over the 2026–2030 period will be grounded in this ecosystem of risks, opportunities, and stakeholders, ensuring that all thematic areas reinforce our commitment to Mission 300,000 by 2030.

Chapter 3: Strategic Issues and Thematic Areas

Najimudu Empowerment Initiative (NEI)’s core mandate is to champion climate resilience among underserved populations, particularly youth, women, and persons with disabilities. Our approach is rooted in the understanding that climate change is not just an environmental issue, it is a development, justice, and equity issue. Marginalized communities often face multiple and compounding vulnerabilities that limit their ability to anticipate, respond to, and recover from climate shocks.

In response, NEI has identified three thematic pillars that guide its investments and programming over the next five years. Each pillar is aligned with Mission 300,000 by 2030, our organizational ambition to strengthen the climate resilience of 300,000 underserved individuals across Kenya by the year 2030.

3.1 Thematic Area 1: Equitable Climate Action

Strategic Issue:

Communities at the frontline of the climate crisis - especially those in informal settlements, arid regions, and low-income rural areas - remain underrepresented in national climate policy, under-resourced in adaptation efforts, and underserved in access to critical ecosystem services. Despite bearing the brunt of climate-related droughts, floods, food insecurity, and displacement, they are excluded from climate decision-making spaces.

Strategic Focus Areas:

1. Promote climate literacy through community-led education and awareness campaigns.
2. Support community-based adaptation initiatives including climate-smart agriculture, clean energy adoption, and ecosystem restoration.
   
3. Improve local access to early warning systems, nature-based solutions, and climate risk preparedness.
4. Advocate for the inclusion of vulnerable populations in climate planning processes at all levels.

Strategic Objective:

To increase the adaptive capacity of underserved communities by promoting localized, inclusive, and sustainable climate action models.

3.2 Thematic Area 2: Disability Inclusion

Strategic Issue:

Persons with disabilities (PWDs) often experience heightened exposure to climate hazards due to limited access to emergency response infrastructure, accessible information, and inclusive environmental planning. Their exclusion from climate dialogue further entrenches systemic inequities.

Strategic Focus Areas:

1. Integrate disability inclusion across all climate programs and resilience-building efforts.
2. Conduct accessibility audits of climate services, community infrastructure, and public institutions.
3. Build capacity and platforms for PWDs to engage in climate governance and community adaptation planning.
4. Strengthen partnerships with DPOs (Disabled Persons Organizations) to drive inclusive policies.

Strategic Objective:

To position persons with disabilities as equal stakeholders and change agents in climate resilience strategies.

3.3 Thematic Area 3: Youth and Women Empowerment

Strategic Issue:

Youth and women have immense potential to drive sustainable solutions but often lack the resources, representation, and skills needed to meaningfully engage in climate action. Structural challenges such as gender inequality, unemployment, and limited access to finance constrain their agency.

Strategic Focus Areas:

1. Facilitate leadership development, climate innovation training, and mentorship for young people and women.
2. Support youth- and women-led green businesses and climate-smart enterprises through capacity building and seed funding.
3. Foster civic engagement and policy literacy among youth and women on climate justice and resilience.
4. Create safe, inclusive platforms for intergenerational dialogue and local knowledge-sharing.

Strategic Objective:
To strengthen the leadership, livelihood, and advocacy capacity of youth and women as central actors in climate-resilient communities.

3.4 Crosscutting Priorities

Across all thematic pillars, NEI will integrate the following strategic enablers to ensure impact, sustainability, and inclusion:

1. Meaningful Youth Engagement: Embed young people in the design, implementation, and governance of all projects.
2. Community-Led Approaches: Uphold participatory processes and co-creation to ensure contextual relevance.
3. Gender Equity: Apply a gender lens across interventions to dismantle systemic bias.
4. Data and Evidence Use: Leverage research, M&E, and real-time data to inform adaptive learning and programming.
5. Policy Engagement: Engage policymakers and contribute to frameworks that promote inclusive, climate-resilient development.

Chapter 4: Vision, Mission, and Core Values

4.1 Vision

A climate-resilient society where underserved communities, especially youth, women, and persons with disabilities, thrive in dignity, inclusion and opportunity.

This vision reflects NEI’s long-term aspiration to create a future where environmental shocks no longer deepen inequality, but instead become opportunities for inclusive transformation and community-led progress.

4.2 Mission

To strengthen climate resilience among underserved populations in Kenya through inclusive programming, environmental justice, and community empowerment interventions, reaching 300,000 people by 2030.

Our mission, dubbed Mission 300,000 by 2030, reflects our unwavering commitment to support marginalized communities to withstand and recover from climate-induced challenges while advancing their right to equitable health, livelihoods, and representation.

4.3 Core Values

The following values guide our decisions, partnerships, and daily operations:

1. Equity and Inclusion

We center the most vulnerable youth, women, and persons with disabilities in all we do, ensuring no one is left behind in the climate resilience journey.

2. Community-Driven Action

We believe solutions are most impactful when led by those they serve. We build from the ground up.

3. Environmental Justice

We recognize climate change as a justice issue and work to redress imbalances caused by environmental degradation and social exclusion.

4. Integrity and Accountability

We uphold transparency, ethical leadership, and accountability to the communities we serve and to our partners.

5. Innovation and Learning

We embrace creativity and evidence-based approaches in program design and implementation, fostering adaptive learning.

6. Partnership and Solidarity

We build coalitions across sectors and geographies, united by the shared

Chapter 5: Strategic Objectives and Outcomes

This Strategic Plan for 2026–2030 is anchored in Najimudu Empowerment Initiative’s (NEI) core mandate: championing climate resilience for underserved communities, particularly youth, women, and persons with disabilities. The strategic objectives and outcomes outlined in this chapter are framed around three interconnected pillars: Equitable Climate Action, Disability Inclusion, and Youth and Women Empowerment each contributing to the overarching goal of building adaptive, just, and inclusive climate resilience systems in Kenya.

5.1        Strategic Pillar 1: Equitable Climate Action

Strategic Objective 1.1:
Advance inclusive, community-led climate adaptation and mitigation initiatives among underserved populations.

Expected Outcomes:

1. Increased adoption of locally relevant climate resilience practices among communities in vulnerable areas.
2. Improved awareness and engagement in climate governance by marginalized groups.
3. Strengthened partnerships with local governments, civil society, and environmental actors to support ecosystem restoration and sustainable livelihoods.

5.2        Strategic Pillar 2: Disability Inclusion

Strategic Objective 2.1:

Promote the inclusion of persons with disabilities in climate resilience efforts across programming, advocacy, and policy processes.

Expected Outcomes:

1. Barriers to participation of persons with disabilities in climate initiatives are identified and addressed.
2. Disability-inclusive strategies and tools integrated into NEI programs and community planning.
3. Increased visibility and leadership of persons with disabilities in climate adaptation and decision-making spaces.

5.3        Strategic Pillar 3: Youth and Women Empowerment

Strategic Objective 3.1:
Strengthen the capacity, leadership, and participation of youth and women in advancing climate resilience solutions in their communities.

Expected Outcomes:

1. Enhanced knowledge and skills among youth and women to lead climate-smart actions and influence policy.
2. Youth- and women-led climate advocacy initiatives implemented at grassroots and county levels.
3. Creation of green livelihood opportunities targeting young people and women in climate-vulnerable regions.

5.4        Cross-cutting Strategic Objective: Mission 300,000 by 2030

Objective:
Reach and empower 300,000 underserved individuals by 2030, including youth, women, and persons with disabilities, to become resilient actors in the climate ecosystem.

Expected Outcomes:

1. Sustained engagement with underserved populations through integrated programming.
2. Scalable models of community-driven climate resilience piloted and documented.
3. NEI is recognized as a national and regional actor advancing inclusive climate resilience.

Chapter 6: Flagship Programs and Projects

Najimudu Empowerment Initiative (NEI) delivers its mission, Mission 300,000 by 2030, through flagship programs and projects that are rooted in community realities and designed to strengthen climate resilience across Kenya’s most underserved populations. Each program directly contributes to one or more of the organization’s three strategic thematic areas: Equitable Climate Action, Disability Inclusion, and Youth and Women’s Empowerment. These initiatives serve as vehicles for systems change and impact delivery.

6.1 Flagship Program 1: Climate Resilient Communities Initiative (CRCI)

Aligned Thematic Area: Equitable Climate Action

Objective: To improve local adaptive capacity by equipping underserved communities with knowledge, tools, and resources to withstand climate shocks.

Key Activities:

1. Community-led climate education forums and digital campaigns.
2. Training in climate-health, renewable energy use, and eco-friendly livelihoods.
3. Community-driven reafforestration and environmental conservation.
4. Piloting early warning systems and local risk-mapping exercises.

Target: Reach 120,000 households in arid, semi-arid and rural  regions by 2030.

6.2 Flagship Program 2: Disability & Climate Adaptation Program (DCAP)

Aligned Thematic Area: Disability Inclusion

Objective: To ensure persons with disabilities are not only protected from the effects of climate change but are also central to resilience-building solutions.

Key Activities:

1. Accessibility audits for green spaces , water points shelters, and evacuation centers in climate-vulnerable zones.
2. Inclusive climate policy roundtables and forums co-designed with disability rights organizations.
3. Accessible Climate Education: Publication of braille, sign language, and easy-read materials for inclusive climate education.
4. Climate education and innovation

Target: Directly engage 80,000 persons with disabilities by 2030 across all counties of operation.

6.3 Flagship Program 3: Youth and Women for Climate Action (YW4CA)

Aligned Thematic Area: Youth and Women’s Empowerment

Objective: To harness the potential of youth and women as climate leaders, innovators, and economic drivers in their communities.

Key Activities:

• Capacity-building workshops on green entrepreneurship, agroecology, and eco-tourism.
• Fellowship programs for young climate advocates and emerging women leaders.
• Seed funding and technical mentorship for community-based eco-enterprises.
• Intergenerational learning dialogues and innovation labs on climate resilience.

Target: Support over 100,000 youth and women to initiate or scale climate-resilient enterprises by 2030.

6.4 Cross-Cutting Program Elements

Each flagship program embeds cross-cutting strategies to ensure sustainability and systemic impact:

1. Community Leadership: Programs are co-created with local leaders, elders, and grassroots movements.
2. Evidence-Based Practice: Continuous data collection, learning, and adaptation inform programming.
3. Policy Integration: Each program feeds into county and national policy engagements for long-term change.
4. Equity and Inclusion: Special attention is given to marginalized groups including indigenous populations and informal urban settlers.

By operationalizing these flagship initiatives, NEI aims to actualize its vision of a climate-resilient society where no one is left behind. These programs reflect NEI’s belief that transformation is only possible when those most impacted by climate change are placed at the center of solutions.

Chapter 7: Resource Mobilisation Strategy

To realize its 2026–2030 Strategic Plan and scale up impact across Kenya, Najimudu Empowerment Initiative (NEI) has developed a robust and adaptive Resource Mobilisation Strategy. This strategy supports financial sustainability, social capital development, and multi-stakeholder partnerships aligned with NEI’s thematic areas: Equitable Climate Action, Disability Inclusion, and Youth and Women Empowerment.

7.1 Objectives of the Resource Mobilisation Strategy

1. To secure diversified and sustainable funding streams for long-term program implementation.
2. To strengthen partnerships with donors, government, private sector, and grassroots communities.
3. To enhance NEI’s institutional capacity in grant acquisition, compliance, and results-based reporting.
4. To position NEI as a credible, community-led leader in climate resilience and social justice programming.

7.2 Strategic Approaches to Resource Mobilisation

a) Institutional Donor Engagement

NEI will develop competitive, tailored proposals targeting bilateral, multilateral, and philanthropic donors aligned with its thematic pillars. Priority will be given to climate resilience, youth empowerment, and disability-inclusive financing streams.

Key Prospects:

Green Climate Fund (GCF), Global Innovation Fund, UNDP, UNEP, WHO, UNFCCC Adaptation Fund, Global Environment Facility (GEF), SIDA, FCDO, NORAD, IrishAid, EU Delegations.

b) Strategic Partnerships & Consortium-Led Programming

To scale its Mission 300,000 by 2030 (reaching 300,000 lives with climate-resilient health interventions), NEI will host and coordinate a National Consortium of like-minded CSOs, CBOs, health professionals, and youth-led initiatives. The consortium will:

1. Co-implement mission 300,000 by 2030 programme.
2. Mobilize joint funding and advocacy.
3. Coordinate shared learning and policy influence.

NEI will serve as the secretariat, overseeing consortium governance, joint campaigns, and partner accountability.

c) Foundation Development

NEI will operationalize the Najimudu Foundation as a long-term vehicle for sustainability. The Foundation will:

1. Pool unrestricted funding from philanthropists, high-net-worth individuals, and diaspora networks.
2. Offer an endowment model to fund youth- and women-led climate innovations.
3. Serve as a grant-making and technical assistance body to community-based partners.

d) Engagement with Foundations and INGOs

NEI will collaborate with global organizations that share its mission, especially those interested in sub-granting, co-creation, or knowledge exchange.

Examples include:

Open Society Foundations, Ford Foundation, Climate Justice Resilience Fund, Disability Rights Fund, Global Greengrants Fund.

e) Corporate Engagement and CSR

NEI will align its programs with ESG goals of local and regional corporations to unlock Corporate Social Responsibility (CSR) investments. Co-branded interventions such as tree-growing, digital skilling, or women’s climate leadership will be proposed.

Targets:

Safaricom Foundation, Equity Group Foundation, ABSA Bank Kenya, Kenya Breweries Ltd (KBL Environmental Fund).

f) Community and Faith-Based Resource Leveraging

NEI will co-finance projects with community-based organizations, religious institutions, and cooperatives. These partnerships may provide venues, volunteers, land for demo projects, and in-kind support.

g) Social Enterprise and Income Generation

To reduce reliance on external funding, NEI will incubate and grow social enterprises aligned with its mission. These include:

• BanaCare Initiative (affordable, eco-friendly diaper  solutions).
• Inclusive digital AI tool.
• Fee-based consultancy services on inclusive climate  programs.
• Branded civic education kits and curricula for schools and CBOs.
  

h) Alumni and Individual Giving

NEI will launch a “Friends of NEI” giving platform, targeting alumni, supporters, and diaspora for recurring contributions. Special campaigns will coincide with global events like Earth Month, Disability Awareness Month etcettera.

7.3 Strengthening Internal Fundraising Capacity

To effectively mobilize and manage resources, NEI will:

1. Establish a dedicated Resource Mobilisation and Partnerships Unit.
2. Build internal skills in proposal writing, donor stewardship, MEL, and grant compliance.
3. Invest in digital donor CRM tools and knowledge management systems.
4. Formalize government linkages through County Climate Action Plans and Public–Private–Community Partnerships (PPCPs).

7.4 Key Performance Indicators (KPIs)

Conclusion

NEI’s resource mobilisation strategy combines traditional fundraising with innovative financing, partnerships, and local ownership models. Through the establishment of the Najimudu Foundation and coordination of a national consortium, NEI seeks to institutionalize sustainability and collective impact ensuring that its vision for climate-resilient, inclusive communities becomes a reality by 2030.

Chapter 8: Monitoring, Evaluation & Learning (MEL)

A robust Monitoring, Evaluation, and Learning (MEL) system is central to the successful implementation of the Najimudu Empowerment Initiative (NEI) 2026–2030 Strategic Plan. The MEL framework is designed to track progress, promote accountability, generate evidence, and facilitate continuous improvement across all programs and thematic pillars: Equitable Climate Action, Disability Inclusion, and Youth and Women Empowerment.

8.1 Objectives of the MEL Framework

1. To systematically measure performance against strategic objectives and outcomes.
2. To enhance data-driven decision-making and adaptive management.
3. To strengthen accountability to stakeholders including communities, partners, and donors.
4. To promote continuous learning and innovation for improved impact.

8.2 MEL Approach and Principles

The MEL system will be anchored on the following principles:

1. Participatory and Inclusive: Engaging youth, women, persons with disabilities, and local stakeholders in design, monitoring, and feedback processes.
2. Outcome-Focused: Measuring not just outputs but the longer-term changes aligned to the three strategic pillars.
3. Adaptive: Generating timely evidence to inform real-time decision-making and program adjustments.
4. Gender and Disability Responsive: Ensuring indicators and tools are inclusive, disaggregated, and context-sensitive.
5. Accountable and Transparent: Ensuring regular reporting to stakeholders and a clear flow of information and learning.

8.3 Key Components of the MEL System

a) Performance Indicators and Results Framework

NEI will develop a detailed results framework aligned with strategic objectives and thematic outcomes. Each flagship program and intervention will have measurable indicators with clear baselines, targets, means of verification, and timelines. Data will be disaggregated by age, gender, and disability status where applicable.

b) Data Collection and Analysis

Mixed methods (quantitative and qualitative) will be used to collect data. These include:

• Surveys, pre/post-tests, and structured interviews
• Community scorecards and participatory mapping
• Focus group discussions and digital storytelling
• Mobile-based tools and GIS mapping where applicable

c) Routine Monitoring and Reporting

NEI will conduct regular activity tracking through monthly and quarterly reports submitted by program leads. A centralized digital MEL dashboard will allow for real-time tracking of performance indicators across counties.

d) Evaluation and Impact Assessments

Mid-term and end-line evaluations will be conducted for all major projects. Additionally, NEI will invest in periodic outcome harvesting and impact assessments to determine contribution to climate resilience, social equity, and inclusion.

e) Learning and Adaptation

NEI will facilitate quarterly Learning Reflection Forums and Annual Learning Retreats with staff, partners, and communities to reflect on what is working, what needs improvement, and what should be scaled or changed. Lessons learned will be documented in briefs, case studies, and integrated into future programming.

f) Knowledge Management

A central repository of MEL data, reports, tools, and learning products will be maintained to facilitate institutional memory and cross-program learning. NEI will also invest in communications and dissemination strategies to share key findings with external stakeholders.

8.4 Roles and Responsibilities

8.5 MEL Tools and Platforms

1. NEI Performance Dashboard (customized in Google Data Studio/Power BI)
2. KoboToolbox and ODK for mobile data collection
3. Outcome Harvesting and Most Significant Change stories
4. Community Feedback and Grievance Mechanisms (CFGM)
5. GIS for mapping tree-growing and inclusive infrastructure coverage

8.6 MEL Budget and Sustainability

A dedicated MEL budget will be integrated into each program and project, constituting at least 5-7% of total project costs. NEI will also build internal MEL capacity through staff training, mentorship, and external technical partnerships with research institutions.

Chapter 9: Risk Management

To achieve the ambitions set out in the 2026–2030 Strategic Plan, Najimudu Empowerment Initiative (NEI) must anticipate, identify, mitigate, and monitor potential risks that may affect the successful implementation of its programs. This chapter outlines the organization’s risk management framework, key risk areas, mitigation strategies, and roles and responsibilities.

9.1 Purpose of the Risk Management Framework

The purpose of this framework is to:

1. Ensure the proactive identification and mitigation of risks.
2. Strengthen institutional resilience and program continuity.
3. Promote a culture of accountability, transparency, and adaptive planning.
4. Safeguard the interests of stakeholders, especially vulnerable groups (youth, women, and persons with disabilities).
5. Enhance donor and partner confidence in NEI’s governance and operational systems.

9.2 Risk Management Approach

NEI’s risk management approach is guided by the following principles:

1. Prevention-first: Early identification and management of risks before they escalate.
2. Institutionalized responsibility: Risk management is embedded in all levels of operation.
3. Participatory and inclusive: Risks are identified through staff, community, and stakeholder engagement.
4. Continuous improvement: Learning from past experiences to refine future risk strategies.
5. NEI follows a cyclical risk management process:

Risk Identification → Risk Assessment → Mitigation Planning → Monitoring & Review → Reporting

9.3 Key Risk Categories and Mitigation Measures

9.4 Risk Monitoring and Reporting

NEI will maintain a Risk Register to track identified risks, mitigation measures, timelines, responsible personnel, and status updates. This register will be:

• Reviewed quarterly by the MEL and Risk Oversight Teams.
• Integrated into board reporting and annual performance reviews.
• Updated whenever a new risk emerges or context significantly changes.

NEI will also incorporate risk tracking into:

1. Program review meetings
2. Financial reviews and audits
3. Staff and stakeholder feedback mechanisms
4. Monitoring and evaluation activities
   

9.5 Crisis and Emergency Preparedness

NEI recognizes the need to prepare for and respond effectively to emergencies (e.g., civil unrest, pandemics, or extreme weather events). Key actions include:

1. Development of an Emergency Response Plan for each project site.
2. Training staff in first aid, emergency communication, and evacuation procedures.
3. Pre-identification of safe zones and emergency contacts.
4. Contingency budgeting for rapid response needs.

9.6 Roles and Responsibilities in Risk Management

9.7 Embedding a Risk-Aware Culture

To make risk management part of NEI’s DNA, the organization will:

1. Conduct annual risk management training for staff and volunteers
2. Promote open dialogue and safe spaces for flagging risks.
3. Incentivize proactive risk identification and solution generation.
4. Include risk sensitivity in program design and partner due diligence.

9.8 Review and Updating of the Risk Framework

The risk management framework will be reviewed every 12 months or in response to:

1. Shifts in operating environment
2. New partnerships, grants, or geographies
3. Incidents or near misses
4. Regulatory or compliance changes
   

Chapter 10: Internal Governance and Accountability Framework

10.1 Introduction

Najimudu Empowerment Initiative (NEI) is committed to transparent, inclusive, and accountable governance that enables the achievement of its mission: to build equitable and climate-resilient communities across Kenya. As we implement the Mission 300,000 by 2030 agenda, robust governance structures and internal systems ensure strategic coherence, operational efficiency, and alignment with our core values of equity, integrity, innovation, and inclusion.

10.2 Institutional Governance Structure

NEI’s governance structure is multi-tiered, designed to enhance participatory leadership, promote accountability, and ensure effective delivery of strategic objectives. It consists of the Board of Directors, Executive Management, and decentralized Program Structures, supported by Technical Working Groups (TWGs) at the community level.

A. Board of Directors

1. The apex decision-making body provides strategic oversight, policy guidance, risk governance, and fiduciary accountability.
2. Meets quarterly and during special sessions to approve major decisions including budgets, strategy, and organizational performance.
3. Includes representatives from youth, women, and persons with disabilities to reflect NEI’s commitment to inclusive governance.

B. Executive Management

Led by the Chief Executive Officer (CEO), the Executive Management Team drives the implementation of NEI’s strategy and oversees the operations of five functional departments:

1. Department of Corporate Affairs

Oversees institutional branding, partnerships, human resource management, legal compliance, and stakeholder communications.

2. Department of Finance

Manages budgeting, accounting, financial reporting, procurement, and compliance with donor and statutory requirements.

3. Department of Operations

Handles logistics, facilities, fleet, ICT infrastructure, field coordination, and internal support systems.

4. Department of Programs

Coordinates program design, execution, monitoring, and thematic alignment.

Houses Thematic Leads for each of NEI’s three pillars: Equitable Climate Action, Disability Inclusion, and Youth and Women Empowerment.

Thematic Leads oversee projects under each pillar and manage Project Leads, who directly engage and co-implement activities with Community Technical Working Groups (CTWGs) at grassroots level.

5. Department of Strategy, Research, and Innovation

Leads strategic planning, policy advocacy, research, innovation incubation, and knowledge management.

Each department reports directly to the CEO and meets monthly for strategic alignment and reporting.

10.3 Accountability Mechanisms

NEI enforces a comprehensive accountability framework that encompasses financial, programmatic, ethical, and social dimensions.

a. Financial Accountability

• Independent annual audits.
• Internal controls and donor-specific financial reporting.
• Use of real-time Financial Management System (FMS).

b. Programmatic Accountability

• Results-Based Management (RBM) and performance scorecards.
• Annual program reviews and public sharing of key results.

c. Social Accountability

• Community Scorecards and participatory beneficiary feedback mechanisms.
• Annual Stakeholder Forums and publicly accessible dashboards for transparency

d. Ethical Accountability

• Code of Conduct for all board members, staff, volunteers, and partners.
• Whistleblower Policy and grievance redress mechanisms.

10.4 Stakeholder Engagement

NEI fosters meaningful participation from all stakeholders including local communities, government agencies, youth groups, and marginalized populations. This includes:

1. Formation of Community Technical Working Groups (CTWGs) to guide project implementation and feedback.
2. Multi-stakeholder platforms for policy co-creation and community monitoring.
3. Inclusive representation across all governance structures.

10.5 Policy and Legal Compliance

NEI adheres to all regulatory frameworks applicable to Kenyan civil society organizations and aligns with international best practices. This includes:

1. Up-to-date NGO Board registration and compliance certifications.
2. Legal reviews of all major contracts and MOUs.
3. Safeguarding policies for minors, vulnerable populations, and staff.

10.6 Governance Development

To strengthen institutional governance throughout the strategy period, NEI will:

1. Conduct annual board capacity assessments and refresher training.
2. Establish performance contracts and KPIs for management.
3. Develop leadership pathways for youth and persons with disabilities to occupy key roles.

Chapter 11: NEI-Led Climate Resilience Consortium Framework

Overview

To achieve the ambitious vision of “300,000 climate-resilient champions by 2030,” the Najimudu Empowerment Initiative (NEI) will lead a national consortium that brings together six strategic partners with diverse expertise in climate justice, gender equity, disability inclusion, and youth empowerment. This consortium is designed to ensure a collaborative, multi-level implementation of the strategic plan while preserving NEI's ownership and strategic leadership.

The consortium model will deepen reach, enable knowledge exchange, and strengthen program delivery across the six target counties - Nairobi, Kisumu, Kilifi, Kajiado, Meru, and Busia.

11.1 National Consortium Members

1. Najimudu Empowerment Initiative (NEI) – Lead Organization & Secretariat: Serves as the convenor and secretariat of the consortium, providing strategic leadership, coordinating cross-thematic programs, ensuring quality assurance, and driving national-level policy advocacy on climate-health resilience.
   
2. Kenya Youth Biodiversity Network (Proposed):  Specializes in community-based environmental stewardship, agroforestry, and green livelihoods, fostering grassroots climate action and ecological restoration initiatives.
   
3. United States International University – Africa (Proposed):  Leads youth-driven climate action programs with a focus on eco-innovation, climate education, and sustainable urban youth initiatives.
   
4. Next Step Foundation (Proposed):  Advocates for climate justice by integrating human rights, land rights, governance, and legal empowerment, particularly within vulnerable coastal and rural communities.
   
5. European-based NGO (Proposed):  Promotes disability-inclusive climate resilience, ensuring accessibility in disaster risk planning and advancing adaptive livelihood models for persons with disabilities.
   
6. Women-led Climate Justice Organization (Proposed):  Advances gender-responsive climate action by integrating feminist climate advocacy, climate-smart livelihoods, and gender-sensitive budgeting in resilience planning.

11.2 County-Level Implementation Partnerships

In each of the six focus counties, NEI will identify and engage local partners including:

• Women and youth groups
• Community-based organizations (CBOs)
• Self-help and disability groups
• Technical working groups on climate adaptation

These partners will co-lead grassroots implementation, localize programming, and ensure cultural and contextual relevance. They will work closely with project officers and thematic leads under the Department of Programs.

11.3 Youth Advisory Panel

A key feature of the consortium is the establishment of a six-member Youth Advisory Panel, with one youth representative drawn from each county. The Panel will:

• Offer strategic youth insight into climate resilience programs
• Ensure meaningful youth participation in decision-making
• Serve as liaisons between the national consortium and county youth networks
• Co-develop tools and scorecards to track youth engagement

Members will serve one-year renewable terms and participate in quarterly consortium planning meetings.

13.4 Roles and Responsibilities

11.5 Coordination Mechanisms

1. A Consortium Steering Committee chaired by NEI will meet quarterly to align activities, monitor progress, and make high-level decisions.
2. A County Technical Coordination Forum will be held in each county monthly.
3. A Digital Knowledge Hub will be co-managed to share resources, stories, and data across partners.

Chapter 12: Sustainability and Exit Strategy

12.1 Sustainability Approach

NEI’s sustainability model is built on local ownership, institutional strengthening, and diversified resource mobilization to ensure that results from the 2026–2030 Strategic Plan are maintained and scaled beyond the strategy period. Sustainability will be achieved through:

1. Community Ownership and Leadership

• Establish and strengthen Community Technical Working Groups (CTWGs) composed of youth, women, persons with disabilities, and local leaders to champion climate resilience and public health initiatives.
• Integrate skills transfer, mentorship, and peer-learning models to build lasting local capacity for climate-smart livelihoods, advocacy, and policy engagement.

2. Institutional Capacity Development

• Strengthen governance, operational systems, and thematic expertise of consortium members and local partners to independently implement high-quality programs.
• Promote joint learning, research, and policy influence across consortium partners to enhance relevance and impact.

3. Diversified Resource Mobilization

• Implement a blended financing approach combining donor grants, CSR partnerships, social enterprise revenues, and individual giving.
• Operationalize the Najimudu Foundation as a long-term financing vehicle for youth- and women-led innovations.

4. Policy Integration for Long-Term Impact

• Align interventions with county and national development plans to secure government buy-in, budget allocations, and integration into public service delivery systems.

12.2 Exit Strategy

NEI recognizes that well-planned transition is essential for long-term impact. The exit strategy will be embedded in all project designs from inception, ensuring that when direct NEI or consortium involvement phases out, the work continues through empowered local actors.

Key Principles:

• Gradual Handover: Transition project management and decision-making to trained community structures, county departments, and local partners.
• Embedding in Systems: Ensure all interventions are institutionalized within existing community, county, or national frameworks.
• Post-Project Linkages: Facilitate connections between community groups and ongoing funding or technical support opportunities.

Exit Milestones:

• Functioning local CTWGs with clear governance structures and resources.
• County-level policy adoption or budget allocation for at least 50% of ongoing interventions.
• Documented models, tools, and learning resources accessible to partners and government for replication.
  

12.3 Post-Strategy Sustainability Indicators

• 70% of community-led initiatives remain active and self-sustaining two years after NEI exit.
• All six target counties have integrated climate-resilience priorities into local policies and budgets.
• Active partnerships continue among consortium members beyond the 2026–2030 period.
• The Najimudu Foundation is operational and generating funding for grassroots innovations.

ANNEX 1: Implementation Matrix-NEI Strategic Plan 2026-2030

1. PILLAR 1: Equitable Climate Action

2. PILLAR 2: Disability Inclusion

3.  PILLAR 3: Youth & Women Empowerment

4. CROSS-CUTTING AREAS: Governance, MEL, Resource Mobilization, Operations

ANNEX 2: PMEL Approach

Pillar 1: Equitable Climate Action

Strategic Focus: Drive community-led adaptation and mitigation strategies that safeguard livelihoods, protect ecosystems, and strengthen health resilience in the face of climate change.

Pillar 2: Disability Inclusion in Climate Resilience

Strategic Focus: Ensure persons with disabilities (PWDs) are active drivers and beneficiaries of climate resilience, not just passive recipients of services.

Pillar 3: Youth & Women Leadership for Climate Resilience

Strategic Focus: Equip youth and women with the skills, resources, and networks to lead climate-resilient health, environmental, and livelihood initiatives.

Cross-Cutting: Mission 300,000 & Consortium Coordination

Strategic Focus: Strengthen multi-stakeholder systems, data sharing, and advocacy to deliver integrated climate–health–economic resilience outcomes.

ANNEX 3: Strategic Partners by Thematic Area

This annex categorizes NEI’s strategic and operational partners according to the organization’s three core thematic areas. Each list includes local, national, and international actors supporting implementation through funding, research, training, policy advocacy, or technical expertise.

1. Equitable Climate Action

 Projects Covered:

1. Climate-Health Nexus Campaign
2. Takaungu Mangrove Restoration
3. Water Hyacinth Repurposing Project
4. Community Solarisation Initiative
5. AI Climate-Smart Agriculture
6. Solarisation Project

 Local & National Partners:

1. Kenya Red Cross Society (regional branches)
2. County Departments of Health and Environment (Kajiado, Kisumu, Kilifi)
3. Kenya Forest Service (KFS)
4. Lake Basin Development Authority (LBDA)
5. Kenya Marine and Fisheries Research Institute (KMFRI)
6. Ministry of Energy and Petroleum
7. Kenya Power & Lighting Company (KPLC)
8. Strathmore Energy Research Centre (SERC)
9. KIRDI
10. Local Beach Management Units (BMUs)
11. TVET Centers & Youth Groups
12. Community-Based Organizations (CBOs)

International & Technical Partners:

1. UNDP Climate Promise & Access to Energy Programme
2. Green Climate Fund (GCF)
3. WHO Kenya
4. Health Care Without Harm
5. Wellcome Trust
6. Planetary Health Alliance
7. Barefoot College International
8. Mangroves for the Future (MFF)
9. Global Mangrove Alliance
10. Conservation International
11. IKEA Foundation
12. GOGLA
13. EkoEnergy
14. SolarAid
15. ENDEV
16. FAO – Blue Transformation
17. GIZ
18. DFCD (Dutch Fund for Climate & Development)
19. Global Greengrants Fund
20. Blue Ventures
21. Global EverGreening Alliance
22. IUCN – ESARO
23. Ashoka / Acumen / GlobalGiving

2. Disability Inclusion

Projects Covered:

1. BanaCare – Eco-Diapers
2. Enable Software for Inclusive Education
3. Policy Influencing
4. Disability Innovation Hub

 Local & National Partners:

1. Ministry of Education
2. Ministry of ICT and the Digital Economy
3. Kenya Institute of Curriculum Development (KICD)
4. Kenya Society for the Blind (KSB)
5. Kenya Society for Deaf Children (KSDC)
6. Strathmore University Innovation Labs
7. County Disability Mainstreaming Units
8. Special Schools and PWD Associations
9. Cheshire Disability Services Kenya
10. United Disabled People of Kenya
11. National Council of Persons with Disabilities

International & Technical Partners:

1. Leonard Cheshire Disability
2. Global Initiative for Inclusive ICTs (G3ICT)
3. InAble
4. Microsoft AI for Accessibility
5. Safaricom Foundation
6. Airtel Kenya
7. Disability Rights Fund
8. Handicap International
9. Mastercard Foundation – Disability Inclusion Lab

3. Youth and Women Empowerment

Projects Covered:

1. YES Fellowship
2. SRHR for Justice & Equity
3. Biennial Social Justice Conference

Local & National Partners:

1. Ajira Digital Program
2. KYEOP (Kenya Youth Employment & Opportunities Project)
3. KEPSA
4. Strathmore Business School
5. Chandaria Innovation Centre
6. County Youth and Gender Departments
7. SheHubs Kenya
8. TICAH
9. RHNK
10. KELIN Kenya
11. Y-ACT
12. Girl Generation
13. Ministry of Health – Adolescent Program

International & Technical Partners:

1. UNFPA
2. IPPF
3. Plan International
4. Women Deliver
5. Pathfinder International
6. AmplifyChange
7. SRHR Africa Trust (SAT)
8. HIVOS
9. UNDP YouthConnekt Africa
10. Ashoka Africa
11. Tony Elumelu Foundation
12. GYEO Network
13. Tareto Africa Trust
14. Usawa Health Foundation
15. British Council
16. Global Fund for Children