ASAP - A Self-Help Assistance Program


asap Date formed. May, 2008

Areas of Operation…Southern Malawi: Chikhwawa, Neno, Mwanza and Blantyre Rural ..

Legal Status: NGO, Limited Liability Company, SACCO, etc


Governance: brief profile of the Board members and kind of decisions they have taken over the last two years

  • Gracian Banda, Board Chairperson, Lawyer and Director Centre for Environmental  Policy  and  Advocacy (CEPA)
  • Emmanuel Chokani, Board Treasurer, Asset Manager, NICO
  • Priska Munthali, Board Secretary, Decentralization Specialist, COMPASS II
  • Dr T Gondwe, Program Development Adviser, Program  Manager, Catholic Relief  Services (CRS)

The Board has made very strategic decisions in ensuring that ASAP continue to perform and exist. Key decision made are among other  providing funding leads,  managing ASAP transition from  ASAP affiliated to ASAP USA to ASAP as a local NGO in Malawi. 
Ensuring that the Board regularly meets as scheduled and providing program oversight and strategic decisions in program implementation and financial management such as recruiting auditors and approving audits reports. 

Management: brief profile of the top management

Twisiwile  Mwaighogha,   Program Manager,   BA in Humanities, University of Malawi, Chancellor  College
Master of Business Administration, (Current studies) University of Malawi, The Polytechnic  
Seven  years experience managing development aid programs  in Malawi with International NGOs: Oxfam, World Vision etc
Machiel Mainje,  Projects Coordinator,  Bsc Agriculture, University of Malawi, Bunda College , 
Six year experience  in micro-finance and sustainable livelihoods  management
Dina Kaphinde,   Accountant,  Advanced Diploma in Business Management ,  
Five years experience in project accounting
Virginia Ndalama Advance Diploma in Information Technology, Data Monitoring and Entry Officer
2 years experience in microfinance   data monitoring and management 
4 Field Officers all with Diplomas in Agriculture and 6 six years of experience in community mobilisation and implementation of savings-led micro-finance.

Organizational structure and branch network

Use a different page

MIS – type – main features, advantages and drawbacks

 Excel Macro-enabled worksheet
Main Features
Group names & its numbers
Date of savings start up
Members of savings start up
Date of visit. (The date when the FO visited the group)
Active men & women at time of visit
Members attending meeting
Drop out since start of cycle
Number of active loans
Value of loans outstanding
Cash on hand and at bank
Cash in social fund
Cash cost of goods in stock
The advantage
It is easy to use
The disadvantage
formulas cannot be edited, and variables or features that are relevant to the project cannot be added, e. g. the number of times a group shares out its savings, amount of mount the members shared out;
Some information that the organization does not require cannot be deleted

Products and features

Savings-led  microfinance

  • Trainings in savings-led microfinance
  • Access to  internally generated savings
  • Access to internally generated  credit
  • Training in business planning and management
  • Monitoring and evaluation
  • Group follow up and information management

Funding sources and amounts

MK83,000,000  for  Three years

Strategic targets: no. clients? (Women, men, youth), loan, savings, staff, etc in 2012

The project intends to  reach out to  500  new   clients   in 2012
400 women
100  men
Expected Savings:  MK2,800,0000
Projected Loans to be made to members: 1,650,000
Staff  managing this:  8


Reason for more funding – e,g expansion, new products, TA, purchase of MIS, etc

ASAP savings-led microfinance has produced visible economic changes to the lives of participants during its three years of implementation.  7689 rural households with 70% women participation have increased their household incomes; have accessed internally generated savings, credit and cash assets/capital for their various rural enterprise activities. 

As a result of this, more community members are demanding the service and ASAP would like to expand its reach by sourcing additional funding, on the same, ASAP would also like to upgrade its MIS and build the capacity of its staff in cutting edge tools for managing micro-finance information for its clients and projects.

ASAP would also like to try new products such as providing small-credit and/or matching credit to rural households. 


ASAP is a member of  MAMN
ASAP is a member  of CONGOMA
ASAP is a partner with Total Land Care and Majete Game Reserve.

Performance Indicators Table

Performance Indicator




Number of clients




Loan Portfolio

K29, 435, 243

K12, 687, 850

K1, 872, 043

Number of Savers





K39, 640, 647

K16, 703, 111

K 1, 519, 987









ASAP’s operating revenues are  sourced  from donors and this covers both administrative and direct clients services such as trainings  for a  defined project lifetime. As such, the two indicators cannot be calculated justly.  In the same vein, ASAP does not collect interest from the clients it serves, the interest are shared by members of the saving groups as part of their profits.