Coincidentally, MAA is midway between its inception in 1990s and the next 3o years as provided in our strategic vision for the year 2050. Yet, the dryland communities of Tanzania and their environment still face more complex challenges that inevitably call for more support and long-term strategic interventions. Key to these challenges are; inequitable governance systems and practices in the management of natural resources; inadequate engagement of traditional institutions in addressing community development challenges; inadequate access to socio-economic development investments and opportunities leading to high rise in food insecurity and poverty; poor access and management of water and sanitation; widespread fragility and vulnerability to climate change; and inadequate resources to strengthen local civil society organizations to support local communities. MAA believes that just as the world’s severest problems call for creative solutions, so do they at the local setting. Africa cannot achieve a fairer and sustainable future when those who have contributed least to the global crisis suffer most, yet are denied influence on the local, national and global stage. So in partnership with others, and for the next 30 years, MAA will continue to focus our energies on the challenges where we can have greatest effect, making sure those who are excluded from decision making and sustainable development opportunities can gain greater agency over their lives and their environment.
Founded in MAA theory of change, our vision for year 2050 maintains that knowledge is the primary means of empowerment and transformation of the target people and their landscapes. This requires increasing people’s capacities to transform their visions for the future into reality through behavioral change and informed actions; that knowledge develops values, behavior and lifestyles required for a sustainable future through a process of learning how to make decisions that consider the long-term future of equity, justice, economy, climate and ecology. Going forward, MAA will continue to review the relevance of our entry points and to learn more about the challenges, and possible solutions. Special attention will continue to be paid to effective local and international organizations to partner with, the potential for co-funding and the ability to leverage more financing for scaling-up of support. With partners, MAA will work on the particular challenges women, youth and marginalized indigenous peoples (IPs) face and build on their unique assets and perspectives.
To be able to work towards its vision 2050, MAA needs to address three important tasks: First, reinforce the internal capacity of MAA as an institution. This should be viewed in terms of its leadership and management effectiveness. Secondly, secure the required financial resources to successfully leverage our program support; and lastly, locate and expand the necessary partnership base.