The document provides a review and roadmap for UNAD Malawi in 2023. It summarizes goals accomplished in 2022 including successful elections and expansion plans. Areas for development in 2023 include improving public awareness, addressing potential conflicts of interest, and strengthening finances. Priorities include capacity building, public awareness campaigns, representing citizen groups, contributing to policymaking and project management, and strengthening community integration. The document outlines responsibilities of officers and the board of directors and calls for elected members and local NGOs to take on more decision-making roles.

1. 2022 End-
of-Year
Review
Roadmap Caucus for
2023
Prepared by: PATRICK ULEMU NKHOMA
UNAD Malawi Country President

2. Agenda
In this meeting, we'll be going over the following:
01
Business
Goals/Accomplished
03
Responsibilities &
Strength
02
Areas to Develop
04
Priorities

3. Our Goals
Our major goals
focused on this year and a year
to come
Expansion
Successful elections for the leadership team (president, vice president,
secretary, vice secretary, treasurer, and vice treasurer)
Successful elections for different portfolios (director of finance, director of
health, director of youth, director of education, director of agriculture &
forestry, director of arts, culture & tourism, director of women & social
welfare, director of youth & children, director of media & communication,
director of gender & disability
Successful elections for regional & district coordinators
Successful proposal of the membership subscription fee, monthly
contributions, and special contributions
Getting registered as NGO
The aim is to act in the public arena on concerns and issues related to the
well-being of people, specific groups of people, or society as a whole.
UNAD Malawi is not pursuing the commercial or professional interests of its
members.
In practical terms, UNAD Malawi can focus on operational and/or advocacy
activities.
Financial contributions are the operational activity leading to achievable goals
and related values

4. Our Rate of Expansion
Q1 - 2021
Oct, 2021
Expand presence
to nationawide
Membership
growth was good
Q2 - 2022
Member drop offs
Q3 - 2022
Board members
drop offs
Q4 - 2022
Board and general
membership drop
offs
Q5 - 2023
Expand presence
to 85 local
communities
nationwide.
Q6 - 2023
Expand presence
to finances &
registration
WE ARE HERE!

5. Responsibilities
& Strength
01 President
02 Secretary
03 Treasurer
04 Board of Directors
05 Governance

6. Roles of
Officers
President
The President heads up the board and supervises all of the business and affairs of
the board.
While the President can also serve as the CEO or Executive Director of the
organization, keep in mind that these two roles are separate.
The role of the President is a matter of governance, while the role of CEO/ED is
management.
Secretary
The Secretary records and archives the minutes, or record of discussion and votes,
of each meeting of the Board of Directors.
Additionally, the Secretary is responsible for keeping track of the organization’s
activities to make sure the actions of the organization are in accordance to the
organization’s Bylaws.
The Secretary is usually the officer who keeps board members’ contact
information in order to inform them about upcoming meetings of the board.
Treasurer
The Treasurer is the officer accountable for keeping accurate accounting records of the receipts and
disbursements of the organization.
This person is usually a signatory on all bank accounts, though he or she shouldn’t be the only signatory.
Additionally, the Treasurer is responsible for keeping track of the organization’s financial condition.
This is an important role because it keeps the other officers and board members informed about the
financials.

7. Board of Directors
The Board of Directors is the
governing body of a nonprofit.
Individuals who sit on the board
are responsible for overseeing the
organization’s activities.
At a minimum, an annual meeting
must occur with all board
members present. 
Additional meetings are likely to
take place throughout the year so
board members can discuss and
make other necessary decisions.
Board members meet periodically
to discuss and vote on the affairs
of the organization.
Board memberships are not set
up to be permanent positions;
most organizations have terms
set up for board members, which
typically fall between two and five
years.
Who are they?

8. Govern
ance
Board of Directors
The board of directors, as a governing body, should focus on the organization’s
mission, strategy, and goals.
Staff members are responsible for the implementation of the mission. 
Having dual-capacity board members can often lead to problems between a
nonprofit’s mission and how it operates.
Governance is high level: strategy, oversight, accountability.
Management is the day-to-day operations of a nonprofit.
Ideally, a nonprofit’s governance team is different from its management team,
which is made up of paid or volunteer staff members.
Currently, UNAD Malawi governance is comprised of President, Vice President,
Secretary, Treasurer, and Projects Directors

9. Board Vacancies
Qualifications
Qualifications for successive
board members are identical to
those of initial board members.
A board over-weighted with
visionaries will be all over the
place. Likewise, a board that tilts
toward execution will lack for
ideas.
The bigger issue regarding
successive board members is
related to the legalities.
The bylaws are the internal rules
of governance that the
organization’s board is bound to
operate within.
A compliant set of bylaws will contain
specific rules that spell out (among other
things) the responsibilities of board
members, as well as things like the
length of terms (1 year, 2 year, etc.) and
the processes for removing and adding
board members.
It is absolutely critical that the
bylaws are followed to the letter,
lest there be grounds for a legal
challenge by anyone so choosing
to question the procedures
employed.
This is not optional! State
corporate law, as well as 501(c)
requirements, demand it.

10. Qs/A Session
Comments/Suggestions
Recommendations

11. Areas to Develop in 2023
Public Awareness
Campaign:
The majority of members of the society participate in
programs and meetings
The low level of public awareness about NGOs is perceived
as a serious problem by social service providers, (a need to
raise awareness level)
An attitude of mistrust and suspicion toward their
organization is admitted, (a need to raise trust among the
general public
Obviously, citizens have abundantly made use of their right
to form ‘associations.
This resulted in a large number of so-called NGOs in
almost (all?) countries.
A very large majority of these deserve the ‘lack-of-quality’
descriptions
NGOs are “a significant component of civil society” and
“providers of valuable support for a democratic system of
Governments”.
Conflict of Interest:
Related parties serving on the board together
Board members who are not financing the organization
when need be
Board members who are not participating in meetings and
programs
Certain transactions involving board members (illegal
businesses)
 Property conflicts (land lords and etc)
A conflict of interest is a transaction or arrangement that might
benefit the private interest of an officer, board member,
employee…or even a relative of the same.
Conflicts of interest on a board of directors can take several
forms:
Finance:
UNAD Malawi is not created to generate personal profit.
 Although it may have paid products/services and engage in
revenue-generating activities it does not distribute profits or
surpluses to members or management;
 UNAD Malawi is voluntary. This means that it is formed
voluntarily and that there is usually an element of voluntary
participation in the organization;
UNAD Malawi has formal statutes or other governing documents
setting out its mission, objectives, and scope.
 UNAD Malawi is accountable to its members and donors;
 UNAD Malawi is independent, in particular of government and
other public authorities and of political parties or commercial
organizations;
 UNAD Malawi is not self-serving in aims and related values.
 Their aim is to act in the public arena at large, on concerns and
issues related to the well-being of people, specific groups of
people, or society as a whole.
 UNAD Malawi is not pursuing the commercial or professional
interests of its members.
 In practical terms, UNAD Malawi can focus on operational and,
or advocacy activities.
 Financial contributions are the operational activity leading to
achievable goals and related values
Raising the bar:

12. Tasks:
01 Elected members of UNAD Malawi to rise up in decision-
making.
However, they can make a contribution to fostering more
participatory efforts in their country
Fostering participatory efforts.
02 Representing the views of specific groups of citizens (such as
people with disabilities, and ethnic minorities, or advocating
issues such as the environment, human welfare, and
entrepreneurship for the youth) to relevant government
institutions
03
Contributing to policymaking. UNAD Malawi can provide expert
input and deliver feedback on the results of policies such as
agriculture and entrepreneurship
04 The contribution of UNAD Malawi is particularly important in tackling social
exclusion and discrimination, protecting the natural environment, and the
provision of humanitarian and development aid.
The expertise and dedication of UNAD staff and their willingness to work under
difficult operational conditions mean that they are vital partners for the
community. This point is comprised of information gathering and education and
training of UNAD Malawi staff as well as of the wider public.
Contributing to project management.
05
Contributing to Community integrations. Encouraging local NGOs to work together
with UNAD to achieve common goals
Local NGO networks are making an important contribution to the general public

13. Strengthened Management
Providing information, advice,
and technical assistance;
Co-operation among members
and safeguarding their
interests;
Co-ordination between UNAD
Malawi and UNAD Secretariat,
and UNI by participating in and
doing presentations in weekly
meetings;
Financial support for the
organization;
Co-operation between
sponsors and UNAD
Malawi;
The development of relevant
skills within UNAD Malawi;
The principles of volunteerism
and to help make good use of
volunteers; and
The availability of information
to the general public about
UNAD Malawi

14. Priorities of UNAD Malawi
Capacity building:
The UNAD Malawi aims to be an advocate and to
promote the interests of the people.
Working together with state institutions to
influence and improve co-operations that will
continue to develop and strengthen the
organization to be recognized as a competent and
interested partner.
Training. Organizing seminars and training
sessions
Working to raise the professional qualifications of
UNAD Malawi in training sessions on grant writing,
leadership, public relations, and other topics, and
the publication of handbooks.
Advocacy for NGO sector development
Through diverse activities and methods, UNAD will
promote and publicizes the important roles which
NGOs play in civil society, among these the
‘Round Table’ discussions, lectures and special
meetings
Support SDGs development programs
Utilizing its considerable knowledge of the NGO
sector and the priority issues it faces,
Consultations for foundations and donor
organizations that may support UNAD Malawi
Support the development of UNAD Malawi and
umbrella structures
Administer the Community – Based Development
Programme,
Financing:
UNAD Malawi will create more income:
increase contributions (in kind or in cash) by
all members and other well-wishers
Win more private and business members or
sponsors that are willing to pay a regular fee,
raise income per paying member or sponsor
Win income from services delivered (sales); if
any
Pay less functioning costs for the aims
financed (work more efficient, diminish costs).
For financial existence to be sustainable in the
long run will have to set our expenses not to
surpass the incomes. Theoretically, there are only
two ways to reach a better financial position for
any financial household, including all CSOs:
increase income and diminish expenses.
This can be done in four different ways.

15. 5-Step Plan
Communication:
Information: accurate, timely,
planning, performance
monitoring, and individual
assessment
Communication: clear, open,
and timely sharing of information
with appropriate individuals and
groups
Commitment: teamwork
promises to produce the agreed-
upon results on time
01
Management:
Staffing needs to be addressed,
 Additional support staff are
required; Capacity building
needs in order to enable staff to
carry out activities.
 Development of organization
policy
 Financial compliance policy
 Reporting and accountability
 Registration of UNAD
organization
 Opening of bank account
02
Project 1:
Opening of bank account
Working closely with relevant
partners
Resource Mobilization
03
Project 2:
Focus on empowering
communities to strengthen
climate solutions through smart
farming
Climate Smart Agriculture
04
Project 3:
Partner with relevant
organizations to engage in smart
farming and entrepreneurship
programs
Entrepreneurs
05
WE ARE HERE!

16. Thank you
for attending!
For more detailed reports,
suggestions & recommendations
please send our team a message!
WhatsApp: +265 999 245 271
Email: unitynetmalawi@gmail.com
/patricknkhoma055@gmail.com