BfH Strategic Plan 2020 – 2025

Since its establishment in 2004, BfH has made a very significant contribution to improving healthcare access for Cambodian people, particularly the poor and vulnerable through its comprehensive health protection and social accountability programs.
Most recently, from February 2019 to June 2020, BfH partnered with HP+, to expand Community Managed Health Equity Funds (CMHEFs) to include HIV/AIDS and TB support as well as successfully integrating CMHEF activities into respective CIPs across the 4 provinces of Battambang, Pailin, Kampong Cham and Prey Veng. The incorporation of HIV/AIDS and TB support in CMHEF activities, makes the role of CMHEFs more valuable to local authorities and stakeholders, and more beneficial for communities. Integration of CMHEFs in the CIPs, makes most CMHEFs function better and become more sustainable, and enables HIV/AIDS patients, TB patients and other vulnerable populations to have greater accessibility to healthcare services, which is worthwhile to be replicated to other areas. Between 2014 – 2018, through the USAID Social Health Protection Project, BfH together with URC supported the transfer of the Health Equity Fund over to the responsibility of the government, and established 274 CMHEFs in 8 target provinces. As CMHEFs work to promote awareness of CMHEF and national HEF services, CMHEF members interact at the grassroots level with poor users and serve as advocates for the ID Poor process in their communities. As a result, a higher proportion of poor users accessed health services in CMHEF areas, i.e. in 2016: 0.85 per capita/annum in CMHEF area Vs 0.75 nationwide; and 2017, that of 1.10 Vs. 0.89 nationwide.

As the Health Equity Fund Operator during 2004 – 2016, as an independent third party contracted by the Ministry of Health, BfH facilitated access to quality health services for approx. 300,000 poor people annually in 4 provinces – Takeo, Kampot, Kep, and Preah Sihanouk. BfH also the implemented the Community Based Health Insurance Scheme during 2007 – 2015, which covered approx. 25,000 near-poor persons in Takeo province. This scheme also contributed good lessons learned for the government in designing appropriate Social Health Insurance schemes for the country.
With regard to the area of improving social accountability, between 2012 to 2013, BfH also implemented a Community Scorecard for Health Services in Takeo province. This intervention has had helped health care staff and local authorities to have a joint ownership in effectively improving health services as well as improved utilization of health services by the poor and vulnerable populations.
Having assessed and reviewed the effectiveness of the organization against the country context through the process of a Stakeholders Consultation as well as conducting PESTEL and SWOT analyses, this strategic plan 2020-2025 will provide strategic guidance to demonstrate how BfH can best respond to the changing donor and health context in Cambodia and achieve our objectives. The newly agreed overarching strategic objectives for BfH for the duration of this Plan, are:
Effective and Responsive Programmes
• CMHEFs: Strengthening, expanding, and extending the CMHEFs
• Social Accountability: Advocating for social protections measures with involved Local Authorities
• Volunteer Strategy: Developed and implemented to support various aspects of BfH’s work
• Exploring new activities e.g. community based support for people with drug and alcohol problems; environmental issues and potential BfH social enterprises.
Organisational Development and Sustainability:
• Internal Capacity development: BfH capacity development process reviewed and upgraded to ensure staff and organisation performance responds effectively to the needs of our constituents
• Organisational Sustainability: Sufficient resources are secured to sustain BfH’s effectiveness
• BfH structure and leadership is fit with the purpose to effectively support the program and organization functioning.
• Strengthening BfH Foundation: The foundation supports the sustainability of some BfH services
• Organisational Policies and Procedures: Clear policies and procedures developed/revised and complied with to enhance good governance and mutual understanding with the organisation.
• Managing for Results: Robust M&E systems and processes support data collection and analysis to demonstrate outcomes and impact

In terms of sustainability, all the programs articulated in this SP will build on the main strengths of BfH, mainly strengthening and expanding CMHEFs, which have proven to be self-sustained, and dynamic in terms of evolving to respond to local needs and priorities. BfH will continue to build and develop existing and new donor relations, whilst the BfH Foundation will continue to raise funds from all of the pagodas in the capital city of Phnom Penh and from wealthy individuals and families as well as through the private sector. Funds raised will contribute to the sustainable operations and programs of BfH as well as supporting the implementation of the SP. In addition, small social enterprises will be initiated, such as the production of pure drinking water for distribution across our networks; which will help to sustain BfH’s operations to continue supporting the implementation of social assistance initiatives in our target areas.

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Updated: August 27, 2020 — 4:09 pm
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