Governance and Administration in Programme Continuity and Organizational Resilience at Beacon of Hope in Kibera Kenya

This study examined governance and administration in relation to programme continuity and organizational resilience at Beacon of Hope, an organization supporting orphans and vulnerable children in Kibera, Nairobi County. Three specific objectives guided the article: to describe perceived governance and administrative practices; to examine stakeholders' accounts of how these practices support continuity and resilience; and to assess the reported association between governance and the available composite organizational outcome. A mixed methods single-organization study combined 29 completed staff and volunteer questionnaires with 16 purposively selected key informant interviews. Descriptive statistics, Spearman's correlation and a supplementary Kruskal–Wallis comparison were interpreted alongside interview themes. First, respondents rated board functionality, role clarity and donor-related governance arrangements positively, with reported item means of approximately 4.31 on a five-point scale; documented policies received a mean of 4.17. Second, informants described board oversight, audits, implemented procedures and safeguarding arrangements as foundations for accountability and institutional credibility, although independent evidence of service continuity was unavailable. Third, governance correlated positively with a composite combining perceived funding readiness, continuity and resilience (ρ = .617, p < .01); this does not establish separate relationships with each outcome or causation. The study concludes that governance was perceived as an important institutional capability, while demonstrated resilience remains insufficiently measured. It recommends verifying the implementation of governance policies, linking oversight to explicit continuity procedures, and measuring funding readiness, service continuity and resilience separately in future longitudinal research.