Outcome TZA_O_5

Products, Services and Processes

Country office is using the Gender Equality Accelerators as a key programming tool to implement its SN but the alignment with the core elements of the 10 corporately prioritized Gender Equality Accelerators as strategic areas for impact is partial. Efforts will be made in the next programming year to ensure that the level of alignment is improved to achieve gender equality and the empowerment of women and girls, based on UN Women’s comparative advantage.

Products, Services and Processes

Key Results and Achievements 1. Resource Mobilization and Staffing Throughout 2025, resource mobilization efforts were initiated and sustained to secure funding for critical posts supporting programmatic and coordination functions. Costs were applied as planned, and the Programme Specialist – PMER remained onboard, providing technical leadership in planning, monitoring, evaluation, and reporting. This ensured continuity in delivering high-quality support to the Country Office (CO) and advancing strategic priorities. 2. Strategic Note (SN) Mid-Term Review and Adaptive Planning UN Women Tanzania prioritized adaptive management through a Light Mid-Term Review (MTR) of the Strategic Note (2023–2027). Initiated in Q1 and completed in Q3, the MTR assessed delivery across the triple mandate, revisited the theory of change, and informed strategic repositioning. Key milestones included: Development of an MTR roadmap and analytical matrix. Desk reviews and thematic one-pagers synthesizing progress and challenges. A one-day consolidation meeting in September to validate findings. The process strengthened internal learning and alignment with national priorities, culminating in actionable recommendations for the remaining SN cycle. 3. Knowledge Management (KM) Strategy Operationalization The Tanzania Country Office transitioned from foundational KM development to strategic integration and operationalization: Q1: Initiated KM implementation using the operational framework and indicators to monitor progress. Integrated KM and communications strategies to capture lessons from DRF initiatives. Q2: Embedded KM into performance management processes; referenced KM milestones in staff evaluations; initiated plans for outcome harvesting and mapping capacity-building. Q3: Validated KM Strategy during SMT meeting; aligned KM with SN priorities and PRISM migration; introduced Knowledge Product (KP) Planning template for programme teams to identify 1–2 knowledge products per team within 6–12 months. These efforts institutionalized KM as a core function, linking it to planning, reporting, and performance frameworks. 4. Participation in UNSDCF Coordination Mechanisms UN Women actively engaged in UNSDCF governance structures, including Programme Working Groups (PWGs), Programme Monitoring Committees (PMCs), and the Monitoring, Evaluation and Learning (MEL) Group. As Co-Secretariat for the Enabling Environment Outcome Group, UN Women: Supported finalization of Joint Work Plans (JWPs) for 2024–2025. Coordinated mid-year and annual reporting cycles, ensuring narrative and indicator alignment in UNINFO. Led data verification sessions and facilitated transition to SharePoint-based reporting. Contributed gender-responsive indicators under Prosperity and People outcome areas. This engagement strengthened inter-agency coordination and positioned gender equality as a cross-cutting priority. 5. High-Level Government–UN Technical Meeting (Dec 2025) On 3–4 December 2025, UN Women presented consolidated progress under Outcome 4 during the Joint Technical Meeting in Dodoma. Key achievements included: Enhanced democratic governance and fiscal oversight through gender-responsive budgeting. Operationalization of HR–PayMIS in Zanzibar, improving payroll integrity. Revitalization of the Gender Mainstreaming Working Group and adoption of inclusive policies. Expanded civic space via media campaigns, journalist-safety initiatives, and digital governance fora. Strengthened data systems through dissemination of census data, integration of gender/disability indicators, and improved CRVS and GBV data. Progress in social protection (PSSN II, climate-linked pilots), women’s leadership, and justice services. Lessons emphasized embedding reforms in government systems, institutionalizing tools, and linking data to frontline services. Priorities for 2026 include scaling gender-responsive financing, widening civic space, and consolidating survivor-centered justice. 6. Monitoring Missions and Evaluations UN Women conducted multiple field missions to validate progress and build partner capacity: WLER Monitoring (Q1): Delivered RBM training to 8 LGA officials and 2 CSO partners in Singida and Arusha; observed increased women’s leadership aspirations and local bylaw reforms promoting gender equality. EU Project M\&E Mission (Q2): Strengthened monitoring systems in Zanzibar; refined workplans and logframes; supported GPAC documentation and partner capacity-building. JP RWEE Mid-Term Review (Q3): Documented transformative results in women’s economic empowerment, financial inclusion, gender norm change, nutrition, and market access across Dodoma and Singida. Programme Evaluations: WLER endline data collection completed; KOICA sustainability assessment validated gains in agriculture and market systems; JP RWEE review informed adaptive programming. 7. Knowledge Products and Gender Profiles The Country Office finalized the Tanzania Gender Snapshot and initiated a Knowledge Management Strategy. Gender Equality Profiles for Mainland and Zanzibar were updated with latest datasets, reviewed by AfDB and UN Women technical teams, and shared with the Regional Office for final editing and layout. These profiles will inform policymaking and programming and be digitally available in the next quarter. UN Women Contribution UN Women provided technical leadership, coordination, and capacity-building support across all activities under Output 5.1, ensuring: Strategic alignment of programmatic contributions with SN and UNSDCF frameworks. Institutionalization of KM and RBM practices. Strengthened inter-agency coordination and gender mainstreaming in national and UN processes. Evidence-based advocacy and policy influence at national and regional levels. Evidence Final KM Strategy Document: TCO KM Strategy_FINAL-Revised . SMT Meeting Notes (Sept 2025): Validation of KM Strategy and resourcing commitments. Joint Technical Meeting Report (Dec 2025): Documented UN Women’s presentation and priorities under Outcome 4. UNINFO Verified Indicators: Reflect contributions to gender-responsive budgeting, social protection, and women’s leadership. Field Mission Notes and Partner Reports: Capture results from WLER, EU Project, and JP RWEE monitoring missions. Gender Profiles (Mainland & Zanzibar): Updated and cleared by AfDB and UN Women technical teams.

Products, Services and Processes

Under products, services, and processes, UN Women Tanzania provided crucial technical and coordination support to the UNCMT, facilitating the production and dissemination of a comprehensive country gender equality profile for Tanzania. TCO supported and contributed to the successful reporting process of SDG/VNR, ensuring that gender perspectives were adequately integrated. Moreover, UN Women Tanzania actively supported the effective implementation and operationalization of the UN Country Office Monitoring, Evaluation & Research Plan (MERP). Led by the PMER Specialist, the CO strengthened its monitoring and evaluation mechanisms, thereby enhancing accountability and ensuring that RBM considerations are mainstreamed across all programming areas. In addition, TCO actively engaged in UNSDCF (One UN) Programme Working Groups (PWGs) & Programme Management Committees (PMCs), where we supported the tracking of the progress of implementation of Work Plans on People, Prosperity, Planet, and Enabling Environment Outcome Groups.