In 2024, Nomadic Assistance for Peace and Development (NAPAD) embarked on a strategic journey to strengthen its governance and leadership systems as part of a broader institutional resilience agenda. Supported by the Danish Refugee Council with support from the Ministry of Foreign Affairs of Denmark through the Sustainability Model Programme, NAPAD through the consultancy firm Howard & Associates guided its Board through a comprehensive governance and systems strengthening process. This initiative aimed not only to equip board members with practical knowledge on effective governance but also to elevate their role in resource mobilization and fundraising.
The process began with a series of workshops that examined NAPAD’s existing governance structures and the gaps that limited optimal oversight. Through practical training sessions, the Board was introduced to recognized governance standards, fiduciary responsibilities, transparency practices, and the principles that define effective nonprofit leadership. These sessions were designed to be participatory, enabling the Board to reflect on real, contextualized issues within the organization and adopt newly learned concepts directly to NAPAD’s operational context.
One of the most significant outcomes of this learning process was the co-creation of the NAPAD Board Charter. Developed collaboratively between the consultants and the Board, the charter provides a clear framework for decision-making, ethical conduct, and strategic oversight. It has since become the backbone of NAPAD’s governance culture, shaping how the Board engages with senior leadership and how responsibilities are shared and communicated across the organization.
As these systems began taking root, noticeable shifts in leadership emerged. The Board, once largely advisory, has become more proactive and engaged. Members have increasingly taken ownership of their oversight role and begun participating actively in strategic representation and partnership-building. An example of this change occurred when a board member represented NAPAD at the Pastoralist Leadership Summit in Wajir. At this forum, which convened government actors, civil society leaders, and private sector stakeholders, NAPAD’s work was showcased to potential partners. This engagement not only elevated the organization’s profile but also generated new interest in collaboration to support pastoralist communities.
This renewed leadership momentum extended into 2025. As NAPAD prepared and submitted new proposals to expand its programming, board members have provided strategic input that significantly strengthened the quality and alignment of these submissions. Their involvement continues to enhance the organization’s positioning with donors and affirms the growing synergy between governance and resource mobilization functions. The strengthened partnership between the Board and senior management was further evident during the annual leadership meeting held at the beginning of 2025. This meeting served as an opportunity to reflect on NAPAD’s progress made in 2024 and agree on strategic priorities for the year ahead. The discussions reflected a deeper sense of shared accountability, signalling that governance transformation had become embedded in the organization’s way of working.
Through these collective efforts, NAPAD has developed a governance system that is stronger, responsive, innovative, and deeply invested in the organization’s processes. The Board now plays an integral role in shaping the organization’s future, supporting resource mobilization, and ensuring alignment between organizational priorities and long-term sustainability goals. As we continue to serve vulnerable communities in the ASAL regions, the renewed commitment and capacity of the Board greatly contribute to NAPAD’s future growth, innovation, and meaningful change.