Strategic Objective 3.1: Effective BMF Operational Systems
With increasing demands and in order to sustain the commendable efforts as an organization, BMF embraces technology and embarks on digital transformation journey to reach a larger public, improve HR productivity and efficient use of resources as well as improving its programs and services to the beneficiaries. Thus we strive to ensure better learning and communication with our partners and collaborators, at the same time increase their meaningful engagement in bringing a lasting change to the society.
Strategic Objective 3.2: Enhanced Oversight and Accountability
The Foundation via the Internal audit unit carries quarterly internal auditing exercise in line to the Risk based Annual audit plan, which is approved by the Board of Trustees. The audit findings have been guiding the Management and Staff in strengthening internal controls, as well as ensuring adherence to set policies, rules and regulations of the Foundation and its related donor or partner.
To keep our financial and technical supporters informed, we customarily hold Annual Partners meetings whereas Government, Donors and Corporate partners are involved to discuss on the performance update of the Mkapa Foundation, as per our Strategic direction.
Strategic Objective 3.3: Improved Technical Excellence
The more than a decade BMF’s experience on working with different partners in designing and implementing programs from Central to the Lower level in Tanzania has resulted into wealth of program experiences and lessons learnt, integrating well within Government structure and systems and expanding partnerships and financing dynamics with different partners that have all led to building confidence and credibility of BMF to variety of stakeholders.
The Foundation through its 3rd Strategic Business Plan ( 2019 – 2024) aims to reinforce its role in grant management and grant making by working with and through other local implementing entities, such as the LGAs, NGOs, Associations, Private sector, Media, Community groups, and others, to attain BMF Vision and Mission. It will capitalize its work through individual entities, and the different consortium, alliances and forums in existence or those to be revived and re- formulated, in-order to have stronger voices and bigger impacts.
BMF also commits to expand to neighbouring countries, by working in close collaboration with Governments of the respective countries within SADC and EAC regions, by opening links and networks within the region with like-minded Institutes both international and local organizations, private for profit and non- for profit – all aiming at addressing health sector development programs.
Strategic Objective 3.4: Enhanced Strategic Partnerships and Sustainable Funding Base
BMF has actively been engaged in the Health Sector Wide Approach (SWAp) policy and technical forums that involves the Donors, Non-Government Organization and Ministries, under the leadership of the Ministry of Health, Community Development, Gender, Elderly and Children (MoHCDGEC). BMF’s further engagement in the sector extends from its involvement in the technical and consultative meetings during the designing of the National Health Sector Initiatives, which focused on improving HIV/AIDS, TB, Human Resources for Health; Reproductive Maternal Newborn Health; Facility Performance and Health Commodities. Our involvement in the development and implementation of Global Fund supported Country initiatives is historical and runs for a decade now. BMF under the umbrella of Non-State Actors (NSA) Coordination group, has been actively engaged in the development of the Country Concept Note for TB/HIV, Malaria and Resilient and Sustainable Systems for Health (RSSH). Similar experience gauged by BMF in the Country level engagement toward Global fund grants, has been further extended to the planning and implementation process of the PEPFAR funded country initiatives.
Furthermore, the Foundation has been able to implement the noble work by securing grants through solicited and unsolicited proposals from the bilateral and multilateral donors and philanthropists. To enhance more ownership of the beneficiaries and encouraging giving back to the community, in-country fundraising was initially launched in year 2012 in Dar es Salaam, and this was scaled up to the Lake zone side of the country in the year 2014. In principle least once in every 1 – 2 years, similar fundraising event have been carried geared towards contributing to the support of the Institutional Strategic Plan that aims to improve health and well being for all.
Strategic Objective 3.5: Enhanced Monitoring and Evaluation Systems and Structure
BMF anchors its decisions and program designing and expansions based on collected and well analysed evidence that is obtained through a robust Monitoring, Evaluation, Research and Learning systems and structure which highly depends or aligns to the existing national/ public systems, particularly for programme related strategic information.
The BMF Monitoring, Evaluation, Research and Learning framework takes stock of BMF resources, activities, and its results. It also provides the mechanisms on periodic assessments and analysis that are integrated into the implementation, monitoring and evaluation of the Foundation’s strategy.BMF work essentially contributes to National level impact indicators during the lifetime of its third Strategic Business Plan.Effective management and technology related systems are usually well articulated in the monitoring and evaluation system to keep track of the progress of the planned milestones within specific timeframes and adapt to changes. BMF has been carrying research and evaluations of the Institutional and project specific performances, which further informs our internal and external stakeholders.