• LIST OF ABBREVIATIONS
• THE EXECUTIVE SUMMARY
• CHAPTER ONE: CONGOMA IN PERSPECTIVE
• CHAPTER TWO: ORGANISATIONAL PERFORMANCE ANALYSIS
• CHAPTER THREE: GOALS AND STRATEGIES
• CHAPTER FOUR: ORGANISATIONAL IMPLICATIONS
• CHAPTER FIVE: IMPLEMENTATION OF THE PLAN
• ANNEX 1: STRATEGIC PLAN'S CONTEXTUAL ANALYSIS
• REFERENCES

• A consultative appraisal exercise.
• NORAD assessment
• Stakeholder consultations for strategic planning (done by Salephera Consulting)
• Stakeholder strategic planning workshop that took place at Sun 'N Sand Holiday Resort in Mangochi from 1 to 3 May 2002
• Adoption by the Annual General Meeting of CONGOMA

• The 1998-2001 Strategic Framework, though not implemented, has expired.
• The improvement in leadership and accountability system in CONGOMA.
• The NGO operational environment has experienced fundamental developments with the enactment of the NGO Act and Decentralization Act.
• The growing trend to engage and consult non-state actors (including NGOs) in planning and implementing co-operation projects and programmes to combat poverty.
• The challenges posed by HIV/AIDS, the observance of the Rule of Law and Human Rights.

• To promote an enabling environment for NGO activities.
• To promote and facilitate coordination, collaboration and cooperation between the NGO community, Government, donor community and commercial sector in Malawi.
• To further the standing of NGOs as competent, professional and suitable agents of development.
• To support NGOs to become institutionally strong.
• To assist NGOs carry out their functions under this Act.

1. Unity in the diversity of our members whose work is "grassroots' value-driven".
2. Ability to work with our Government and other stakeholders while maintaining an independent and sometimes critical stance.
3. Legitimacy in society on the basis of our membership base and the NGO Act.
4. People-centred development in which gender, equality and equity, peace, love; justice and sustainable use of resources are the basis of socio-economic development.
5. Enhanced NGO institutional development through sharing of the abundant skills and experiences of member NGOs.
6. Integrity and professionalism of our member NGOs through democratic, transparent and accountable structures.
7. Political Non-Partisanship and respect for the Rule of Law and Human Rights.
8. Respect for the autonomy of our member organizations.

• Government's and other stakeholders' recognition of CONGOMA as legitimate NGO coordinating body in Malawi.
• CONGOMA's foundation, mandate and pillars being its member NGOs.
• CONGOMA philosophy of harmonising NGO operations in Malawi.
• Diverse fields of specialisation or operation by member NGOs
• Large number of functioning and legally instituted NGOs with a lot of resources.
• Vision-oriented secretariat
• CONGOMA's non-partisanship.
• CONGOMA and its members role as intermediaries or change agents in sustainable development.
• Dedicated leadership in the Governing Council and at secretariat

• Unadequate human and financial capacity.
• Lack of updated information on NGOs and their geographical spread.
• Less commitment from member NGOs in supporting CONGOMA Secretariat for example through payment of membership fees.
• Weak regional structures for the North and Centre to facilitate easy access to members in these regions.
• Limited initiatives to facilitate effective collaboration of its members.
• Competition among members instead of collaboration
• Limited membership understanding of their roles in CONGOMA.
• Weak fundraising and narrow financial base.
• Irregular consultative meetings.
• Weak governance structures.

• The greater need for harmonising NGO operations in Malawi.
• Mandatory membership through the NGO Law.
• Room to learn from experienced international NGOs.
• CONGOMA's knowledge of its problems and other issues affecting it.
• Increasing NGO membership in Malawi
• Increasing recognition of NGOs' role in development
• Increasing interest in Donors to support NGOs.
• Existence of similar organisations or networks at Regional levels (e.g. SADC).
• NGO law in place for legitimising the sector
• Possibilities of fiscal incentives for all NGOs.
• Legal designation as an NGO co-ordinating body.

• The funding sympathy for institutions implementing projects/programmes is higher than that of institutions coordinating aspects of development. This calls for creativity and innovativeness on the part of CONGOMA
• The political climate in Malawi remains unpredictable.
• Donor dependence
• Absence of NGO policy document.

• CONGOMA is suffering from constraints and gaps in almost all areas considered important for an organisation: Few staff, weak governance, meagre funding, weak ownership and support from members. The challenge for CONGOMA is to reverse the trends.
• There are unclear strategies, few activities and inadequate delivery of services. On the other hand there have been positive improvements over the last two years under the leadership of the current Executive Secretary. The challenge is to decide how and where to start the process of change. To find and clearly define the strategies for an effective, efficient and professional organisation and build on the positive improvements registered so far. In a complex environment like the one CONGOMA is in with high level of uncertainty, it is sometimes better to move slowly, a little bit at a time and make sure that changes can be made along the way.
• CONGOMA has gone through a very important process that of coming up with the strategic plan document. A well-formulated strategy document alone will most likely not serve the interests of CONGOMA and its members. The challenge is to combine strategic planning with action -a short-term operational plan to demonstrate and test ideas and objectives. It is necessary for CONGOMA to discuss and agree on direction (what CONGOMA is), basic priorities and define more clearly diffuse concepts like advocacy, capacity building, mediation and others. At the end of it all CONGOMA should translate all its intentions into action. Another challenge is for CONGOMA to continue demonstrating and proving to members, donors and government that a change has taken place and that the secretariat is able to deliver. CONGOMA must quickly be result-oriented. Hence the programmes should consist of and preferably start with a few projects that can be implemented with a high chance of success, visibility and relevance. In addition, some more long term and complex activities could be started simultaneously.
• CONGOMA has some success stories to its credit such as good management system, donor confidence, government support, and improved membership fees payment. The challenge is for CONGOMA to build its future on these success stories and gradually develop and expand over time. This will build the organisation, its credibility and viability, which will demonstrate new commitment and attract more donor support especially in the initial period of implementation of this plan.
• There is now the NGO law, which directly impinges on the operations of CONGOMA. The challenge is for CONGOMA to find its rightful place in as far as the implementation of this law is concerned. There is need to answer some questions about the law and its effect on the operations and development of NGOs in the country.
• The constitution of CONGOMA stipulates that membership is voluntary. What this means is that while some NGOs opt not to belong to CONGOMA some of those that have chosen to be members are not giving their full support. The Challenge is to review this position and categorise membership and benefits based on their ability to meet the set membership obligations.

- CONGOMA will help NGOs develop their own Strategic Plans to guide their operations. It will also develop manuals on NGO Self-Understanding, Proposal Writing and Financial Procedures.

- CONGOMA will identify key and relevant national policies and regional structures that have a bearing on NGO activities and national development. These policies and structures will then be repackaged into user-friendly information kits.

- CONGOMA will facilitate the development of partnerships of enrichment between well established and the upcoming NGOs. This will involve exposure to documented best practices, NGO Week, local and regional study tours.

- CONGOMA will motivate young professionals to join the NGO Sector through internship programs between NGOs and education institutions. It will develop guidelines for internship in the NGO Sector.

- CONGOMA will foster the working together of NGOs among themselves and with other CSOs. CONGOMA will build synergies by forming new sector networks in the areas they do not exist; consult and work together with existing networks.

- CONGOMA will solicit activity reports from member NGOs and will send its activity and other reports to its members in such other forms as newsletter, annual reports, bronchures, kits and on the website.

- CONGOMA will establish Programs Committee whose membership will be from the member NGOs to create a sense of ownership of CONGOMA Secretariat.

- CONGOMA will consult and closely work together with other Civil Society networks such as PAC, trade unions. This is meant to build a unified critical mass of the Civil Society.

- CONGOMA will facilitate the enhancement of skills and build trust among NGOs through staff exchange programs.

- CONGOMA will facilitate access to centralized information on and related to NGOs and other stakeholders' work. This will involve procurement of new computers and its accessories, development of a website, procurement of additional telephone lines for fax and internet and improvement of the information resource centre.

- CONGOMA will enhance interface of NGOs and its visibility at regional levels by holding regular regional meetings and establishment of NGO Service Centres.

- CONGOMA will create awareness on NGO programs and project areas for the facilitation of spatial distribution. To do this, CONGOMA will produce an NGO District Map.

CONGOMA will engage government towards the development of NGO policy and review of relevant statutes.

profile of NGOs in Malawi and contribute towards a better understanding and appreciation of NGO work in Malawi.

• Improved organisation and Management
• An enhanced service to our members
• Realise staff potential
• Improve financial planning and control

• Remain an autonomous agency independent of government.
• Publish an annual work programme together with a review of achievements and progress made during the previous year.
• Strengthen the regional committees and aim to establish regional offices so that they are able to perform support functions to members and liase with other stakeholders.
• Introduce a system of performance management and open appraisal where all divisions and sections operate according to annual work plans in the secretariat.
• Ensure that all staff with management responsibilities receive training in Management.
• Delegate more management responsibilities to department managers who will also delegate more responsibilities to their staff.

• Raise awareness of CONGOMA products and services by continuing to give priority to paper-based publications, but also exploiting opportunities such as the media, the Internet, open days, and our regional and networking structure.
• Include our mission statement in all our publications.
• Formally assess the needs of our members for services and support users in each major area of NGO work in Malawi.
• Establish technical working groups of member organisations and specify key areas.
• Produce and maintain a directory of members
• Develop and maintain an electronic databank of NGOs.
• Develop methods for electronic dissemination, including the Internet, CD-ROM, and other methods.
• Be proactive in marketing the services and products and image of CONGOMA.
• Ensure our staff members are equipped to produce quality services through specialised training.
• Establish Service Centre with such facilities as telephones, computer, Internet, photocopying and library.
• Create the NGO District Impact Area Map.

• Ensure that all staff agree with their managers on personal development plans each year inline with our goals
• Reformulate the staff-training programme to ensure that it meets the career development needs of all cadres and grades.
• Introduce a policy of job rotation where necessary and appropriate.
• Improve the management capabilities of staff by developing a programme of management training.
• Design and implement an induction programme for all new staff members who join the organisation's secretariat
• Identify key competencies required for professionalism and incorporate this into the training plan.
• Establish and publicise a human resource policy including an internal code of conduct procedures regarding privileges and allowances.

• Allocate and monitor funds through an internal Expenditure Management Committee that shall meet every month.
• Implement a system of quarterly work plan and financial planning for all the departments.
• As far as possible, decentralise financial management by allocating funds to departments to carry out agreed priority activities in their work plans.
• Improve accounting procedures including the computerisation of accounts.
• Utilise funds as efficiently as possible when procuring goods and services, managing fieldwork and travel.
• Improve the transparency and involvement of department staff in the budgeting process

• General Assembly (Composed of all associating members and proprietors)
• Board of Trustees (Provided for in the current constitution as custodians of the organisation's resources).
• Board of Directors (with its own board committees for finances and administration etc)
• Secretariat (with management functions and authority for day-to-day implementation)
• Regional Committees (Composed of member organisations units in each Region)
• Networks (Sectoral interest groups of member organisations)

• Capacity Building at member NGO and Secretariat levels.
• Networking and Program Co-ordination
• Advocacy

All new staff will be recruited following a transparent system of advertising, interviews and selection guided by the principle of "equal opportunity' employer. Staffing levels will be rationalized in line with departmental work plans.

· A competitive performance based remuneration package will be designed in order to maintain a highly motivated staff working to their full potential.

· CONGOMA will adopt an open performance appraisal system in which performers are rewarded through either promotion or bonuses. A vital tool in appraising staff will be annual individual work plans generated from departments and sectional work plans. This reward system will be more effective as CONGOMA is an autonomous organisation.

• Equitable training
• Performance based promotions
• Job rotation (where appropriate)
• Job empowerment (the one day boss)
• Job enrichment (broadening ones span of control)
• Bonuses (performance based)
• Attachment to other organisations and offices
• Study tours
• Coaching and mentoring (within teams)

• When negotiating with funders on grants and or contracts, ensure that the terms and conditions of funding agreements and the procedures and timetable for reporting are mutually acceptable;
• Only pursue or accept grants or contracts that:
  • Are fully consistent with CONGOMA's mission and objectives and do not cause its identity, integrity, methods and activities to be distorted, subverted, or corrupted;
  • Do not compromise CONGOMA's independence
  • Do not place more responsibility on CONGOMA than the organisation can manage;
• Seek to avoid dependence on single, narrow or insecure sources of funding or contracts. Whenever possible CONGOMA income bases will be broad and orientated to long-term sustainability. Other means of achieving such sustainability will include developing and capitalizing upon CONGOMA's specialist expertise and skills
• Ensure that CONGOMA's own fundraising efforts do not undermine the viability and sustainability of its member organisations
• In preparing budgets and costing, ensure that the full organisational and administrative costs are recognized and included and adequate resources obtained to meet them
• Have adequate and appropriate procedures for financial review and monitoring
• Ensure that funds provided are always used for their intended purpose.

· CONGOMA will develop a Programme Plan of Operation as a step forward towards implementation of this Strategic Plan. The logical framework will be the master plan for all activities to be carried out in the next three years. The log frame will ensure accountability and transparency apart from being used as a yardstick in monitoring progress towards the achievement of the agreed goals and objectives for the 2003 - 2006 planning years.

· CONGOMA will prioritise our secretariat activities when developing departmental and sectional work plans from the log frame.

· CONGOMA will strengthen transparency and accountability in all our endeavours with respect to budgeting, recruitment, staff development and allocation of resources.

· CONGOMA will strengthen Internal Procurement and Expenditure Monitoring Systems.

· CONGOMA will strengthen its communication and information sharing with all our members and stakeholders.

• Member Organisations who will collaborate, network and link CONGOMA secretariat.
• General Public that plays an important role in providing feedback.
• The Government
• Donors

• Assessing the impact of CONGOMA's work as outlined in the strategic plan
• Organizational strengthening and institutional learning
• Program planning and management
• Meeting accountability standards: public, financial, legal, policies

• Setting clear objectives and activities in line with the strategies in the plan
• The selection of relevant indicators for each impact area (objectives and activities)
• Collecting information/data (quantitative and qualitative) relevant to the set indicators
• Analysing and interpreting the collected information/data
• Presenting the information/data collected in a simple and appropriate manner
• Using the information to improve CONGOMA's work and future plans

• Regional dimension: the Southern Region is the poorest. Poverty levels significantly vary within regions. For instance, relatively very poor and relatively well -off districts can be found in the same region.
• Rural and urban dimension: most of the poor are located in rural areas. However, although urban income levels can be said to be generally higher and access to services and amenities greater in urban settings, the number of urban poor is on the increase and in some cases such people are in greater need that the rural poor.
• Gender dimension: Most poor households are male-headed; however female - headed households (estimated at 27.4%) are disproportionately poor.
• Meeting food and other basic needs: in general, poor households do not meet their normal basic needs, especially food. For instance, only 34% of all households satisfy the recommended daily calorie requirements (meaning that as much as 66% do not do so).
• Greater effects on vulnerable groups: poverty impacts more seriously on vulnerable groups. These include women, children, orphans people with disabilities and the elderly.