NAPHAM Lauches New Strategic Plan
The National Association for People living with HIV/AIDS in Malawi

NAPHAM is a member based organization which was founded in 1993 with the aim of providing a forum for PLHIV to share their experiences and information and to find solace because at that time they were stigmatized and treated like outcasts. At the helm of NAPHAM are the members who as provided in the organizational Constitution, meet by representation at the Annual General Meeting. Below the members is the board of trustees whose members are elected every five years. This board is then supported by a secretariat which is headed by the Executive Director, supported by one director of Finance and Administration and another for Programmes respectively.

In order to provide direction, NAPHAM developed a Strategic Plan covering the period 2008 to 2012 which was extended to June 2013. The objectives of this plan were: to advocate for a conducive environment that promotes essential services for survival in order to reduce vulnerability and dependence; enhance prevention care and support for people living with HIV and AIDS and those directly affected; empower and promote personal development of PLHIVs and those directly affected; facilitate the growth and development of membership to respond to their evolving needs and; strengthen the capacity of NAPHAM to effectively function as an organization and also to deliver on its mandate.

It is from this background that getting to the end of term, and one year extension, of the 2008-2012 strategic plan in 2013, NAPHAM decided to employ a consultant to assist in developing a new plan for the 2014-2019 term. The exercise began with an evaluation of NAPHAM’s performance on the 2008-2012 Strategic Plan which provided a basis for course setting of the new strategic plan.

The mission thus adopted for this plan is, “to promote and advocate for demand driven quality care, support, economic empowerment and prevention services in order to enhance positive living, self-reliance and reduce new HIV infections for all people infected and affected by HIV and AIDS in Malawi”. NAPHAM aspires for the complete physical, mental, social wellbeing and self-reliance of people infected and affected by HIV and AIDS in Malawi and; to have economically empowered members who are food secure, self-reliant, without worries due to stigma and discrimination as are able to access adequate and right treatments.

To realize this vision and mission, NAPHAM has taken on ten strategic focus areas. These are:

1.Prevention, Treatment, Care and Psychosocial Support
2.Membership Anchor, Growth and Development
3.Children and young people living with and directly affected by HIV and AIDS
4.Advocacy and Communication
5.Resource and Recreation
6.Research, Monitoring and Evaluation
7.Sustainability of NAPHAM
8.Human Resource Management and Development
9.Financial and Procurement Management
10.Cross Cutting Issues

The main thrust of this strategic plan is: “a satisfied membership”. It is the hope of NAPHAM Board of Governors that with a satisfied membership NAPHAM will live to be an exemplary membership organization in the fight against HIV and AIDS pandemic in Malawi and beyond.


In the early days of HIV and AIDS, stigma and discrimination was rife. Most people diagnosed with HIV experienced stigma and discrimination at all levels including the family, community, workplace and schools. There was little or no support to anyone found positive and as such to be told that one is HIV positive was like receiving a death sentence. As such self-stigma and denial among people found with HIV was also high.

In 1993, four people led by late Winnie Chikafumbwa formed a group of people living with HIV. The other three founding members were: Dickiens Kolondo, late Jane Paranjeta and late Tereza Kampeni. The four mobilized other members who joined them and they include Dorothy Mluwaza, Mrs Munthali, Christopher Chisendera and Enock Mmbanga The intention of the founders was for NAPHAM to provide a forum for PLHIV to share their experience and information and for them to find solace because at that time they were stigmatized and treated as outcasts. This shows that the founders wanted to give HIV and AIDS a human face.

From its humble beginnings with four people in 1993, NAPHAM has grown into an important national player in the response to the HIV and AIDS pandemic in Malawi. This has been made possible because NAPHAM found favour from many partners the world over. For example, NAPHAM got its first funding from Action Aid International in 1994 with one full time employee. The organization got a second funding in 1995 from AIDS FONDS. This funding enabled the organization to recruit more staff members and to diversify and intensify the services that it was providing to its members. By 2006, with funding from National AIDS Commission (NAC) and other donors, NAPHAM had well organized structures at community, district, region and national levels. It had established its own secretariat in Lilongwe and three regional offices in Mzuzu, Lilongwe and Blantyre with offices in 10 districts namely Kasungu, Lilongwe, Chitipa, Karonga, Nkhata Bay, Mzimba, Phalombe, Thyolo, Chiradzulu and Blantyre. NAPHAM’s membership by then was estimated at ten thousand. Today, NAPHAM is providing services to PLHIV in all the twenty eight districts in the country and has offices in twenty seven districts in the country with Nkhata Bay and Likoma being managed by one office based in Nkhata Bay. Its membership has grown from ten thousand in 2006 to over eighty thousand people in 2013.

At the helm of NAPHAM are its members who according to the Constitution, meet by representation at the Annual General Meeting. NAPHAM has a Board of Trustees with a membership of fourteen.

The Board of Trustees has many other roles and responsibilities beyond those that are summarized here. Below the Board of Trustees is the Secretariat whose head office is in Lilongwe. The Secretariat is headed by the Executive Director who is supported by two Directors, one for Finance and Administration and the other for Programmes. In all, NAPHAM has 77 employees. Twenty are at Head office and the rest are in the districts.


NAPHAM’s Strategic Plan for 2014-2019 has been developed with the primary interest of contributing towards the 2011 United Nations General Assembly Political Declaration which is to achieve “Zero new HIV infections, Zero Discrimination and Zero AIDS Related Deaths” “Prevention and Management of Nutrition, HIV and AIDS disorders‟ is one of the key priority areas in the MGDS II (2011 to 2016). Government of M realizes that there can never be any meaningful development if the HIV and AIDS epidemic is not addressed.
In line with the World Health Organization’s holistic definition of health: “Our vision is to have complete physical, mental, social wellbeing and self-reliance for people infected and affected by HIV and AIDS in Malawi.”
NAPHAM exists to promote and advocate for demand driven quality treatment care, support, economic empowerment and prevention services in order to enhance positive living, self-reliance and reduce new HIV infections for all people infected and affected by HIV and AIDS in Malawi.
NAPHAMs values aim at enforcing positive living among PLHIV. They include:

  1. Trust and confidentiality;
  2. Self-reliance and dependability;
  3. Empathy and support;
  4. Hope and optimism.
  •  To receive and approve the accent and other reports from the Board of Trustees
  • To approve amendments to the constitution
  • To approve the appointment of auditors
  • To elect four Trustees
  • To consider any other special matter
  • Raise and receive fund and donations
  • Cooperate with Government, donors and other partners
  • Administer, hold , manage and invest any money
  • Allow land and building or chattels to be occupied, used and enjoyed
  • Sell, lease, mortgage, charge and deal with all land in hands of NAPHAM
  • Borrow from any persons any sum of money as demeaned necessary
  • Appoint managers, officers and other staff members
  • Review policies
  • Secretary to the Board of Trustees
  • Leadership and direction
  • Planning and execution of those plans
  • Custodian of NAPHAMs official records
  • Spokesperson and representative of NAPHAM

The development of the 2014-2019 Strategic Plan has given NAPHAM an opportunity to strategically re-examine its current vision, mission, objectives, and efforts and build up structures and programs that are essential in implementing an effective response to the HIV/AIDS pandemic. The main thrust of the 2014-2019 Strategic Plan is greater membership satisfaction. In order to achieve this, NAHPAM aims to leverage the strong membership foundation that it has built over the years with new member focused strategies and evidence-based-programmatic direction that are responsive to member needs. In pursuit of this direction in the coming five years, NAPHAM will realign its programs towards sustainable development of its members and equitable access to health and social services of PLHIV by focusing on social justice, PLHIV rights and PLHIV involvement.
The AGM is the highest governance body for NAPHAM. It brings together all members through representation every year to discuss their association. A number of things happen at the AGM including the following:

The AGM is an important institution for NAPHAM and is critical for the implementation of the strategic plan. The SP will be presented at the AGM for members to appreciate. Thereafter, Board will be reporting progress being made towards the achievement of the objectives defined in the Strategic Plan.
The AGM appoints a Board of Trustees for NAPHAM. Members of the Board of Trustees are between five and fourteen people according to NAPHAM’s Constitution. A Trustee holds office for a period of three years. The Executive Director of NAPHAM is an ex-officio member of the Board of Trustees. According to the constitution the powers of the Board of Trustees include the following:

Apart from these defined objectives, functions, roles and responsibilities, the Board of Trustees provide leadership and direction of NAPHAM. They are, therefore, the custodians of the Strategic Plan.
NAPHAM has a Secretariat comprising the Head office, Regional and district offices. The Secretariat is headed by the Executive Director who is supported by two Directors, one for Programmes and the other one for Finance and Administration.
Cross Cutting Issues
While NAPHAM’s work is guided by core thematic areas that are directed to promoting positive living of NAPHAM members, there are also a number of cross-cutting issues that are equally important to its work. These include environment and climate change, gender, human rights and governance, and water and sanitation. These directly and indirectly influence the level of an individual’s risk and vulnerability to HIV infections. The cross cutting issues could be part of the factors in determining the level and quality of care, treatment and support the people living with HIV and AIDS. Under this focal area, NAPHAM aims to achieve the following:

To ensure sustainable utilization of the environment among all support groups in their communities
To ensure that at least 80% of NAPHAM households have access to safe and potable water and adhere to proper sanitation practices by 2019
To ensure that all NAPHAM programs are gender responsive by 2019
To promote a rights based approach to HIV and AIDS programming in NAPHAM
To promote disability responsive programming

Sustainability of NAPHAM
NAPHAM is currently dependent on donors for up to 90% of its financial requirements. It raises funds from membership fees but this income is not significant. In addition, there is no system dedicated to the management of these fees which results in expenditure and accounting discrepancies. There are also other issues including global economic crisis, maternal and child health, climate change, international politics competing for attention from donors and development partners. There are indications that global financial resources aimed at supporting the national response against the HIV and AIDS pandemic are on the decline. In the next five years, NAPHAM aims at achieving the following:

To increase capacity of NAPHAM staff and members in resource mobilization initiative
To increase income of NAPHAM by 25% from self-generating activities by 2019
To have 20% support groups with viable IGAs by 2019

Research, Monitoring And Evaluation
NAPHAM currently does not engage in research and at the same time, its M&E system is significantly weak to support evidence-based decision-making. Therefore, NAPHAM wishes to have robust research and M&E systems in place. In the next five years, NAPHAM aims to achieve the following:

To strengthen management information systems by December 2015
To enhance the Monitoring and evaluation capacity of NAPHAM by 2016
To build the capacity of NAPHAM to conduct research by 2015
To disseminate research results annually beginning 2016


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