“We remain committed to continuously learning, adapting, and leveraging technology to build a stronger, data-driven organization. One that ensures every resource contributes directly to improving the lives of the communities we support.” NAPAD MEAL Manager.
Introduction
Between 2022 and 2025, Nomadic Assistance for Peace and Development (NAPAD) underwent a transformative journey under the Sustainability Model Programme (SMP), a strategic initiative implemented in partnership with the Danish Refugee Council (DRC) and funded by Danida. This partnership marked a turning point in NAPAD’s institutional development, enabling the organization to strengthen its internal systems, governance, and digital capacity. These efforts align with the global localization agenda and the principles of the Grand Bargain, which advocate for shifting power and resources to local actors.
Context and Challenges
Before joining SMP, NAPAD faced challenges common to many local NGOs operating in fragile settings. Internal systems such as finance, MEAL, and donor engagement were fragmented. Institutional capacity was limited, governance structures were weak, and access to direct funding was minimal. These challenges reflected a broader global issue: despite the Grand Bargain’s commitment to channel 25% of humanitarian funding to local actors, local organizations still receive less than 2% of global financing. SMP offered NAPAD a strategic opportunity to build resilience and scale its impact.
Best Practices That Enabled Transformation
NAPAD implemented several best practices that contributed to its organizational transformation. First, the organization developed a Resource Mobilization Strategy (2024–2026) to guide donor diversification. It conducted organization-wide training on proposal development, expanding the proposal team from one to seven members. Through co-creation of proposals with partners, NAPAD aligned its fundraising efforts with donor priorities. The Board of Directors adopted a Resource Mobilization Action Plan to ensure strategic oversight. Additionally, NAPAD embraced and invested in digital and crowd fundraising through E-Marketing and platforms like Global Giving and M-Changa, raising over KES 23,296,000. The organization also relaunched its multilingual website with enhanced donation features and a local language Feedback and Complaints Mechanism to promote transparency and community engagement.
Second, NAPAD digitalized its MEAL systems by transitioning from paper-based reporting to a fully digital system using Kobo Toolbox and Power BI. It standardized data collection tools, revised MEAL SOPs, and developed a Data Protection and Quality Assurance Framework. Real-time dashboards now support project monitoring and decision-making. Continuous digital literacy training ensures inclusive adoption of these tools across the organization.
Third, NAPAD modernized its financial and operational systems by implementing Microsoft Dynamics 365 ERP. This integrated system consolidates finance, procurement, inventory, and HR functions. Core data migration and module configuration have enabled real-time tracking and automated workflows, positioning NAPAD for improved compliance, transparency, and operational efficiency.
Alignment with Localization Principles
NAPAD’s transformation under SMP reflects several key components and principles of localization. Institutional capacity strengthening was achieved by building robust internal systems that enable local actors to manage programs and partnerships independently. Governance and leadership were enhanced through board-level engagement, ensuring strategic direction and accountability. Technology and digital transformation improved transparency, efficiency, and data-driven decision-making.
Equitable partnerships are promoted through increased co-creation with international development and humanitarian partners, promoting shared ownership and mutual respect. Transparency and accountability were strengthened via feedback mechanisms and dashboards. Sustainability was supported by system investments that build long-term resilience and reduce dependency. Finally, access to direct funding was facilitated through improved resource mobilization strategies that empower local organizations to engage donors directly.
Recommendations for Strengthening Localization Implementation
To further advance localization commitments, donors and INGOs should invest in core systems by funding digital and operational infrastructure in local organizations. Promoting co-creation through joint proposal development and strategic planning between local and international partners is essential. Creating space for local leadership by shifting from subcontracting models to genuine partnerships will empower local organizations to lead.
Conclusion
NAPAD’s journey under the SMP project is a compelling example of how targeted support can unlock the potential of local organizations. By investing in systems, people, and partnerships, NAPAD is not only building resilience but also contributing to a more equitable humanitarian ecosystem.
To learn more about NAPAD’s work or explore partnership opportunities, please visit .https://napad-int.org reach us through info@napad@napad-int.org. Find us on Linkedin @ NAPADNGO, X: @NAPDNGO, and Facebook: @NAPADNGO.