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Base de données d'évaluation

Evaluation report

2004 TNZ: Country Programme Funding and Fundraising

Author: Silver, J.

Executive summary

The Country Programme of Co-operation 2002-2006 between UNICEF Tanzania and the Government of the United Republic of Tanzania was signed in December 2001. The Country Programme is based on a life-cycle approach to assessment, analysis and action regarding children's human rights. The Master Plan of Operations (MPO) encompasses six individual programmes. Activities and projects within these six programmes were budgeted at a total cost of US$ 148 million over the five-year duration of the Country Programme. The total funding requirement is expected to be met from UNICEF regular resources (RR), complemented by funding raised from external sources, referred to as other resources (OR).

The UNICEF Tanzania Country Programme of Co-operation 2002-2006 with the Government of Tanzania is at its mid-point and, therefore, is undertaking a Mid Term Review (MTR), a Medium-term Strategic Plan-Mid-term Review (MTSP-MTR) and participating in a Joint UN Review. A component of the MTR is a review of country programme funding and fundraising activities designed to contribute to an improved fundraising strategy. The review comprises three specific sub-components:

  1. An assessment of the current funding situation relative to the funding forecast in order to identify any funding gaps that need to be addressed;
  2. A review of the office's fundraising strategy and the effectiveness of its execution
  3. An assessment of the quality of donor "fulfillment" efforts through an appraisal of donor reports and a survey of donors

Desk review; two-day visits to three different districts, included an intensive ECD learning district, an intensive BELSA district and one implementing both intensive ECD and BELSA activities; half day meeting for all MTR consultants; observation of the ECD MTR consultative meeting and minutes of the BELSA consultative meeting; and final two-day consultative meeting at the end of September 2004. Key UNICEF staff members were interviewed individually and a focus group was held with the MTR team.

Findings and Conclusions:

  • RR funding is substantially on target in relation to the forecast set in the MPO and CPR for 2002 and 2003, and has exceeded the target in 2004 due to increased RR allocations.
  • OR funding was significantly below target across all programmes in 2002 and 2003, except EPR. The AMCA, DCD and Cross-Sectoral programmes received zero, or almost zero, OR funding.
  • OR funds are being lost through unspent balances remaining at PBA expiry.
  • Unutilised RR appears to have been a serious problem in previous years, and mostly occurred as a result of failure to correctly close CRQs and SRQs.
  • Quality of advocacy materials prepared for the launch of the 2002-2006 MPO is high, as is the quality of the eight new branded funding proposals
  • Fund raising efforts, at present, appear to be undertaken on an ad hoc basis and are not carried out in a co-ordinated and complementary way, according to a defined strategy
  • Monitoring and critical assessment of the success of funding proposals and other fund-raising initiatives is not routinely carried out at present.
  • Failure to fully utilise contributions (especially in relation to ECHO funds) disappoints and frustrates donors and could result in decreased future contributions
  • A significant proportion (36/87) of donor reports submitted between January 2003 and July 2004 were between one and three months late, and 17 were submitted four months or more after the deadline.


  • The MTR could be a useful opportunity to review RR allocation across programmes and ensure that the allocation is consistent with evolving UNICEF and government priorities
  • The priority for the country programme should be to increase the efficiency of utilisation of existing RR and OR funds prior to embarking on intensive fundraising initiatives
  • A comprehensive and formalised fundraising strategy is required to ensure that appropriate funding levels are achieved and maintained and that all staff understand their specific roles and responsibilities in relation to fund raising and contribution management.
  • Several major global donors to UNICEF do not currently support UNICEF Tanzania, including the Japanese government and the German and Japanese National Committees. The potential of these donors as future funding sources for UNICEF Tanzania should be investigated, with the assistance of PFO and GRO.
  • Project Officers would benefit from training/orientation on proposal writing and donor report writing to ensure that donor reports are produced in a timely fashion, to a high standard, conform with UNICEF branding (“Issue, Action, Impact”) and comply with PFO/GRO and donor requirements
  • Formal procedures for proposal and donor report review should be introduced as part of quality assurance efforts, and reports should be signed off by the SPO or Representative
  • Maintaining all information / documentation relating to a specific PBA in a single location would facilitate the preparation of donor reports that reflect the objectives and strategies of the original proposal.

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