AFRICA CHILD FOUNDATION MISSION OF TANZANIA

MSIMAMO STREET, KIHONDA WARD

P.O.BOX 53, House no. 173/ Block 2.
MOROGORO-TANZANIA.
Email. morogorofacmttanzania@gmail.com
Call. +255 764814904. /+255768245874.

AFRICA CHILD FOUNDATION MISSION OF TANZANIA .

STRATEGIC PLAN 2022 – 2026.

Prepared by.
Prepared by

YIZUKANJI SIKOMBE
AFRICA CHILD FOUNDATION MISSION OF TANZANIA.
Country Project Director.
TANZANIA.
REG.NO. 00NGO/R/2384

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PHONE. +255 764814904.
DATE: February,26. 2021.
INTRODUCTION
1. Background Information.
Africa Child Foundation Mission of Tanzania(ACFMT)) is a Non-Governmental
Organization Networking, Non Political and Non- profit making that has been
established in Tanzania for organizing and helping the children who are living in
poor environment and orpans by provision school feeding, education on rights ,
School Gardening, Agriculture trainning, Poutry Production, school uniform and
soaps.

1.1.Legal Stutas
Africa Child Foundation Mission of Tanzania (ACFMT) established since early 2017 and registered
in the year 2021 Under NGO Act No. 24 of 2002 of Tanzanian Laws which amended in 2005 and
2019. It has been registered at The Ministry of Health, Community Development, Elders and
Children. It awarded a Certificate of Registration at National level with Registration Number
00NGO/R/2384 of 7th October , 2021.

1.2. The specific objectives of Africa Child Foundation Mission of Tanzania

are:
➢ To provide food for young children at primary school in Tanzania

➢ To establish school Gardening for the aim of reducing hunger to school in

Tanzania

➢ Provision of financial and non-financial business development services in

form of business loans and training/advice on business management skills
with the aim of reducing poverty among small-scale entrepreneurs in
Tanzania

➢ To create gender sensitivity within the population of Morogoro and Mbeya

Region to school children and youth.

➢ To provide training for business entrepreneurs.

ACFMT is governed by the board of directors comprising 9 members and the

management run by the employed staff lead by the Country Project Director.
Other staff include trainers, office secretary/cashier and office
messenger/guard and volunteers are the total number of 356 all the country.

ACFMT is funded by one donor ARAMAIC INTERNATIONAL RELIEF

FROM SWITHERLAND. However, ACFMT can access funds from other
donors both local and internationall.

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 2. The purpose of strategic planning
ACFMT is a young organization that is struggling to create its own identity as it
was created by the donor and has therefore been haunted by its shadow. As a
limited company by guarantee, ACFMT has tended to have predominant
features of a typical company with minimal influence of the membership.
Ironically the current 7 founder members that constitute the board of the
organization are in principle members of the Annual General Meeting. This
brings in complications when the issues of effective accountability come to the
fore. The organization is also faced with a choice to make whether to continue
offering a wide range of services in a wider geographical area, or reduce the
scope of its services in a limited area to become more focused and effective!
There are also questions around the target group as well as making choices with
regard to strategic alliances.
ACFMT decided to embark on a strategic planning process in order to effectively
address most if not all of the issues mentioned above. In broad terms the
organization would undergo a strategic thinking process that would indicate
how it is positioned in its environment to take advantage accruing to it for
improved performance. Internally the process aimed at reviewing the vision,
mission, and goals, as well as critically examining the issues of constituency,
target group, membership, functions and structure as well as organizational
sustainability.
3. Methodology
This strategic planning process has been in essence linked to a broader
framework of Organization Development. The organization has been engaged in
a strategic thinking process that has in the first place translated into what came
to be termed as a strategic planning process including a visit to MVIWAMO a
membership organization, holding a stakeholder meeting and a week-long
strategic planning involving members of the board and staff. The two events
were facilitated by a consultant GEM Business Consult from Denmark and in
both occasions invaluable information was collected on the current situation of
BEST on the basis of which visioning was done and strategies crafted for a
couple of years to come.
Participative methods pre-dominated in both the stakeholders meeting and
strategic planning. Participants worked in groups on tasks painstakingly
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 developed by the facilitator. Group presentations were done in plenary where
more discussions ensued guided by the facilitator to ensure that they are
focused. Attempts were made to ensure that the participants owned both the
content and process of strategic planning. There was adequate reflection during
the planning process in order to capture important lessons.
4. Organization of the plan/report
The stakeholders’ analysis forms the second section of the report, the third part is
on the SWOT analysis, and the fourth part is on the vision, mission and goals.
The objective of ACFMT for 2022- 2026 forms the fifth section of this report. The
sixth section is on the goals, objectives, and activities summarized in a logical
framework format indicating objectively verifiable indicators, means of
verification and assumptions. The strategic planning process model, critical
issues, the outcome of the visioning on the organization and community,
evaluation and the way forward form the list of appendices

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 II. ACFMT STAKEHOLDERS ANALYSIS
Name Business Expectations of Stakeholders’ Nature of Suggestions
ACFMT contribution relationship for
improvement.
1 Board of  Make policies and ensure  Effectiveness,   Good Create
Directors implementation. transparency and Commitment. relations awareness of
 Appoint committees of the accountability of  Time. with other ACFMT
organization. management.  Views, stakeholders. activities
 Approves plans and  Sustainability of experiences,  Find ways
budgets. ACFMT skills and and means of
 Recruit senior staff.  Delivery of opinions. building and
expected services. maintaining
relations with
other
stakeholders.
 Seek for
more
capacities to
deliver a wide
range of
activities and
in a wider
area of
operation
2 Beneficiaries  Farming, small-scale  Farming, small-  Raising  Good.  Increase the
businesses, raising livestock. scale businesses, consciousness  Involved loans to meet
 School food provision to raising livestock. of women by ACFMT current needs.
young children  Training on groups to join in various  (What are

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 Provision of school effective farming ACFMT. learning the current
gardening education for all techniques.  Ensure processes. rates and
school in Tanzania.  Farm inputs. timely what does the
 Improvement repayment of policy say on
on small scale loans. loans?)
businesses.  To
Improvement of contribute
school food (money)
provision to towards
young children at seminars and
school in Tanzania pay
Establishment of membership
school Gardening contributions.
at school

3 Staff  Implementation of policies,  Staff capacity Skills.  Good,  Each

programmes/activities of building. Knowledge participatory stakeholder to
ACFMT.  Conducive Care of among staff play his/her
working organization’s and with respective
environment (job property. other role.
security, clear Satisfaction stakeholders.
policies, fringe of beneficiary 
benefits etc.) needs. Supportive
 Expansion of Collaborating relations.
organization and and
sustainability networking
with other
organizations.
4 TRIAS & Training.  Transparency  Sharing of  Fair,  Growth
TRIAS  Credit provision. and accountability ideas. generally towards

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 partners  Networking with other of funds.  EC partners good. sustainability.
organizations.  Providing  Commitment. complementing   Come up
funds and technical services.  Good relations activities. Dependent with a clear
and cooperation.  Sharing from the side identity in
 Relevant available of TRIAS. strategic
feedback/progress resources. planning. 
reports.  Providing Stay willing to
 Quality OD (TRIAS) grow with
services/real  Funds. others
impact on target
group.
 To grow as an
organization
(sustainability).

III. BEST SWOT ANALYSIS

A. Internal Analysis
NO Element Strengths Weaknesses
1 Vision, Mission and Goals • Best has written vision, mission and • The vision and mission are
goals. too wordy and repetitive.
• Vision, mission and goals are included • There does not seem to be
in a number of ACFMT documents. any difference between the
vision and mission, the two
seem to be one and same.
• The vision is in ward
looking.
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2 Constituency and beneficiaries
3 Governance
4 Management
5 Financial Management
6 Human Resource Management
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• Constituency as defined in the
constitution gives room for expansion.
• ACFMT is registered under the laws of • The board wields too much
the country.
• A strong and committed board
governs ACFMT.
• To some extent the Board is clear about • The status of registration
its roles and responsibilities.
• ACFMT has a well functioning
structure.
• The organization has committed staff.
• Human resource and financial
procedures are in place.
• ACFMT has reliable sources of funds.
• The accounts of the organization are
audited annually.
• Staff regulations are in place.
• There are clear job descriptions.
• There is competent staff to fulfill the employees.
mission of the organization.
• There is reasonable supervision
practice.
• The target group is not well
defined.
• The constituency of ACFMT
is rather confusing.
authority with regard to
financial matters of the
organization.
does not necessitate the
primacy of the members in
running the affairs of the
organization.
• Demarcation of roles
between governance and
management is clearly
stipulated but not adhered to.
• No adequate qualified
personnel e.g. accountant.
• The board micro manages in
matters related to finance.
• The organization is 100%
donor dependent.
• Staff remuneration does not
meet the expectations of the
• Some of the components in
the regulations are not put into
practice.
• Job descriptions are not used

7 Physical Resources •ACFMT owns the office building.
• The organization has two vehicles.
• Adequate office equipment in terms of repairing and maintaining
computers, photocopier and other
machines.
• Means of communications are
installed and functional.
8 Service Delivery • The services that are delivered address • Inadequate project-specific
the needs of the target groups.
• There is an increase in the demand for
services provided by ACFMT.
• The services are of good quality.
• Impact assessment is conducted to
some extent.
9 External Relations •There are good relations with
government institutions, donor and
other Civil Society Organizations.
• ACFMT works consciously on its
public relations
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as a management tool and staff
appraisal is not carried out.
• Training needs assessment is
not carried out as basis for
determining the capacity
needs of the organization.
• The organization does not
have reliable income for
physical resources.
skills.
• Impact assessment is not
effectively carried out/no
effective monitoring and
evaluation systems that is
formalized and effectively
used.
• The organization does not
have adequate resources to
meet increasing demand for
services.
• No contacts with new
possible donors and partners.
• Other NGOs tend to be in
competition with ACFMT.
10 Sustainability • There are endeavours to put ACFMT
institutional framework in place.
• The organization is aware of its
limitations as regard movement towards
sustainability.
• The organization depends on
one donor TRIAS in financing
all programme activities.

B. ACFMT ENVIRONMENTAL ANALYSIS.

NO Factors and Actors
1 Government laws and policies
2 NGOs and institutions
3 Economy
4 Donors
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Opportunities
• Supportive to existence and
operations of NGOs.
• People and their property
protected thanks to existence and
enforcement of laws in the country.
• NGOs and other organizations that
offer complementary services and
ready to cooperate/collaborate.
• Availability of NGO networks and
alliances.
• Economic status of people in the
target area calls for the services
offered by ACFMT.
• Economic and fiscal policies
guiding financial institutions
especially credit institutions not in
favour of grass root communities.
• Existence of donor organizations
that embrace global strategies for
Threats
• Lack of proper control over
registration of NGOs leading to abuse
of right provided by laws and policies.
• Some laws and policies that are not
favourable to the development of
NGOs.
• Commercial banks that offer similar
services under more favourable
conditions.
• Competition for funds and areas of
operation.
• Deteriorating economy in the
country leading to loss of clients due
to lack of business development
services.
• Unfavourable donor conditions that
are tied to support.
 fighting poverty in developing
countries.
• Existence of donors providing
funds and technical support.
5 Politics • Political stability favourable for the
growth of NGOs and other actors in
development.
• Politicians urged to use NGOs
agenda in search of political support
in their constituencies.
6 Media • Use of media for promotion and
advertising the activities of the
organization as well as networking
with various stakeholders.
7 Physical environment • High soil fertility and weather that
is conducive to agricultural
production.
• Topography conducive to building
infrastructure.
8 Society and culture • Limiting norms and traditions that
are changing positively (e.g.
restricting women rights). •
Activities performed by ACFMT and
other NGOs accepted and valued by
the community.
9 Infrastructure • Improved infrastructure. Better and
reliable telephone services and
electricity especially in urban areas.
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• Tendency to over depend on donor
support.
• Possibility of political upheavals.
• Possibility of the politicians
hijacking the agenda of NGOs.
• NGOs to be perceived to be part of
partisan politics.
•Misrepresentation of NGO’s work
and what its stands for in society.
• Natural hazards such as drought,
floods and their outcomes e.g.
epidemics, hunger and what have
you.
• There are still traditions that do not
allow women to possess assets, and
others.
• Practice of borrowing still alien and
considered dangerous by many
people in society.
•Some places in the target area are not
easily accessed due to poor
infrastructure.
• Infrastructure as relates to water and
electricity not well developed in rural

10 Technological developments • Technological developments e.g.
mobile phones and internet has
brought about efficiency in
information sharing/exchange.
• Information management enhanced
by use of computers especially in
urban areas.
settings.
• Technological advances are too fast
and hence difficult for organizations
in the developing world to catch up
especially due to the costs involved.

IV. ACFMT VISION, MISION, AND GOALS.

ACFMT-VISION
To have Communities where children and their caregivers are empowered to improve their own livelihood

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 through apppropriate and affordable alternatives.

ACFMT MISSION STATEMENT

To restore the hope among vulnerable children and communities that have been affected by Covid 19, Poverty,
abuse, Violence, diseases, natural calamities, Children and women rights, Environmental conservation, school
gardening and Provision of food to all children at school in Tanzania.

GOALS
1.Increasing the income of small-scale entrepreneurs by providing business development services so as to
improve their living standards
2.Promoting networking with other development actors for sharing experiences and securing support.
3. Promoting gender awareness for increased participation of women, children at school and other marginalized
groups in business entrepreneurial development.
4.Provision of food to young children at school and Establishing school gardening so as to make the feeding
program me to be sustainable.

VALUES

 Punctuality
 Honesty
 Team spirit
 Accountability

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  Commitment
 Respect
 Confidentiality
 Harmony
 Transparency
 Efficiency

V. THE OBJECTIVES OF ACFMT 2022-2026

i. 50,000 clients from 12 district of Morogoro and Songwe Regions provided with credit by December 2026.
ii. 25,000 clients within the area of operation provided with basic business management training by December 2026.
iii. 250 primary school from 12 districts of Morogoro and Songwe Regions provided with school food program me by
December 2026.
iv. 20 specialized seminars in poultry keeping, food preservation, dairy farming, bee keeping and HIV/AIDS offered to
1000 clients by December 2026.
v. 30 consultancy services provided to clients in the six Ddistrict of Morogoro and Songwe by December 2026.
vi. Networking guidelines for ACFMT developed by December 2022.
vii. . Strategic relations with 10 organizations/institutions/networks established and functional by December 2022.
viii. 10 networking meetings/workshops with other development actors organized for the purposes of learning, joint
lobbying and advocating by December 2024.
ix. viii. 2500 Small-scale entrepreneurs trained via seminars on gender sensitization related to business activities in the 6
divisions in Morogoro Region by December 20225.
ix. 1500 women trained on group formation and maintenance by December 2025.
x. One accountant, one credit officer and two trainers employed by December 2022.

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xi. Al lACFMT staff trained in respective areas of profession by December 2022.
xii. Performance appraisal, management information, monitoring and evaluation systems developed and operational by
June 2026.
xiii. 43 members of ACFMT recruited and participating fully in the affairs of ACFMT by December 2020.
xiv. One multi purpose hall built at ACFMT premises by December 2024.
xv. Management of credit fund transferred to ACFMT by June 2023.
xvi. Locally generated income by ACFMT increased to 5% by December 2023.
xvi At least 10 additional donors secured by December 2025.

I. GOALS, OBJECTIVES, AND ACTIVITIES

NO Goal Objectives and Activities Objectively Means of Assumptions

verifiable verification
indicators
1 Increasing the income Objective 1.1 Improvement o Monitoring Community will

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 of small-scale 50,000 clients from 12 in the business reports view credit
entrepreneurs by district of Morogoro and status of clients. o financial reports facility as part of
providing business Songwe Regions  Increase in the o Visitations business.
development services provided with credit by loan portfolio
so as to improve their December 2026. with clients. 
living standards Activities Capacity of
1.1.1 To receive and process clients to repay
loan applications. loans.
1.1.2 To disburse loans to  Ability of
successful applicants clients to meet
1.1.3 To follow-up their basic needs
performance and loan
repayments
2 Promoting Objective .2  Improvement o Reports on The community
networking with 25,000 clients within the in the clients’ training. o realizes the
other development area of operation provided business status. Interviews with importance of
actors for sharing with basic business clients business
experiences and management training by development
securing support for December 2026. training.
business support Activities
clients. 2.1 To conduct sensitization
meetings.
2.2 To conduct clients needs
assessments and develop
training programme.
2.3 To conduct training and
follow-up as well as
evaluation.

3 Promoting gender Objective 3.0  Increase in the o Interviews with Government

awareness for 20 specialized seminars number of small-scale policies will
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 increased Children rights at school, in women entrepreneurs. remain
participation of poultry keeping, food participating in o Site visits favourable.
women, children at preservation, dairy farming, bee family business o Progress reports
school and other keeping and HIV/AIDS offered and other
marginalized groupsto 40,000 clients by December economic
in business 2025 activities.
entrepreneurial Activities  Increase in
development. 3.1. To inform community family income
leaders on the objectives of  Improvement
the training. in standard of
3.2 To conduct mobilization living.
meetings in selected
villages.
3.3 To prepare training
materials and conduct
training seminars.
3.4 To monitor and evaluate
the training

4 Provision of food to Objective 4.0 Diversification o Facilitators’ Community will

young children at 250 primary school from 12 of business reports. o cooperate.
school and districts of Morogoro and activities within Interviews with
Establishing school Songwe Regions provided the target group. clients.
gardening so as to with school food program  Increase in o Focus group
make the feeding me and establishment of awareness on discussions/reports
program me to be gardening to that school by matters related
sustainable. December 2026. to HIV/AIDS
Activities
4.1 To solicit for funds for
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 buying food and
establishing gardening.
4.2 To engage facilitators
and teachers
4.3 To conduct training for
school gardening and make
follow up visits.

CONCLUSION.

That strategic plan prepared with the team of staff members, community and researchers . I submit to all sponsors and partners to help us the
implementation of that action plan which will will start effectively, January, 2022 to December, 2026.

Regards

Yizukanji Yoradi Sikombe

Country Project Director

Africa Child Foundation Mission of Tanzania.

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