Swiss Cooperation Programme Tanzania 2021 2024
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Federal Department of Foreign Affairs FDFA Swiss Cooperation Programme Tanzania 2021 – 2024
Table of contents
Foreword 5
Abbreviations and Acronyms 6
1. Context Analysis 7
2. Swiss Foreign Policy in Tanzania and Donor Landscape 10
3. Achievements and Lessons Learned 2015–20 12
4. Implications 14
5. Strategic Orientation and Swiss Priorities 2021–24 16
Strengthening state institutions 16
Protecting and promoting civic space 17
Improving youth livelihoods 17
Transversal themes: gender and governance 18
Other themes: climate change and culture 18
6. Programme Management and Implementation 19
7. Programme Steering 21
Annexes
Annex 1: Map of Tanzania 22
Annex 2: Gender Index Tanzania 2019 23
Annex 3: Theory of Change (simplified) 24
Annex 4: Financial Planning 25
Annex 5: Results Framework 26
Foreword
The United Republic of Tanzania has seen impressive
improvements in macroeconomic stability over the
past two decades, cumulating in a classification as
a lower-middle income country by the World Bank
for the first time in 2020. However, considerable
development challenges remain. While the growing
number of youth and young adolescents provide women, to be the main driver of the country’s
opportunities linked to demographic dividends, it is development. To that end, Switzerland will pursue
evident that needs are significant in terms of provision three cross-sectoral outcomes – i.e., strengthening
of skills for gainful income and decent employment, state institutions, protecting and promoting civic
access for all to quality public services and productive space, and improving the health and livelihoods
resources, gender equalities, and democratic political of youth. It will keep promoting democratic
and civic space. governance, accountability and human rights, which
are critical components of peace and necessary pre-
The Swiss Cooperation Programme Tanzania conditions for sustainable development. Switzerland
2021–24 was developed by the Swiss Agency for will also continue supporting the Tanzania National
Development and Cooperation (SDC) in consultation Malaria Control Programme, one of the best
with Tanzanian and Swiss stakeholders and performing malaria programmes worldwide. To
implementing partners. Aligned with the 2030 leave no one behind, it will invest in Tanzania’s main
Agenda for Sustainable Development and the social protection scheme and promote the inclusion
Swiss International Cooperation Strategy 2021–24, of vulnerable groups such as young women and
the cooperation programme renews Switzerland’s low-income families. Better disaster preparedness,
commitment to support Tanzania in its efforts to response and recovery will enhance the population’s
reduce poverty and become an equitable society. It resilience to adverse effects of climate change.
builds on achievements and lessons learned from past
cooperation, while concentrating on areas where Switzerland and the United Republic of Tanzania
Switzerland adds value, such as enabling access have enjoyed strong relations and - since the early
to Swiss innovation and technologies for positive 1960s - development cooperation and evidence-
impacts on systems and communities. It is one of the based policy dialogue have played an important part
first Swiss cooperation programmes to factor in the of the cordial ties between the two countries. I thank
social and economic consequences of the COVID-19 all those involved in establishing and implementing
outbreak and to plan for COVID-19 recovery. the strategic priorities set out in the present Swiss
Cooperation Programme Tanzania 2021–24. I trust
Young people represent around two-thirds of the these priorities will make a positive contribution to
Tanzanian population. The overall goal of the Swiss the quality of life in and to the sustainable develop-
Cooperation Programme Tanzania 2021–24 is to ment of Tanzania, as well as continued stability in
empower these young people, and especially young the region.
Swiss Agency for Development
and Cooperation (SDC)
Patricia Danzi
Director General
4 5
Abbreviations and Acronyms 1. Context Analysis
AfDB African Development Bank The United Republic of Tanzania consists of GOVERNANCE
CCM Chama Cha Mapinduzi Mainland Tanzania and Zanzibar (see map in Annex
CoForEST Conserving Forests through Sustainable, Forest-based Enterprise Support in Tanzania 1). Tanzania’s vision is to transition from a least Politically, Tanzania is at a crossroads after almost two
CSO Civil Society Organization developed country to middle-income status by 2025. decades of slow but steady progress towards a more
DAC Development Assistance Committee Tanzania is Africa’s sixth-most populous country inclusive democracy. The Tanzania Development
EU European Union (58 million). It is also experiencing high population Vision 2025 lists good governance as one of five goals.
FDFA Federal Department of Foreign Affairs growth. Models predict that, by 2050, it could be Since coming into power in 2015, the government
FSDT Financial Sector Deepening Trust home to over 100 million people. With children and has chosen a strongly state-led development model;
FYDP Five Year Development Plan youth under the age of 25 accounting for around decision-making power and financial resources have
GBV Gender-Based Violence two-thirds of the population, Tanzania is also an moved to the central government. Strengthening
GDP Gross Domestic Product extraordinary young country. While two-thirds of the decentralisation to and capacities at the local level
GoT Government of Tanzania population live in rural areas, it is among the fastest- is a challenge.
HBF Health Basket Fund urbanising countries in Africa. New urban settlements
HRH Human resources for health are emerging and cities and towns rapidly growing. Democratic institutions and processes are under
IAGD Internal Auditor General Division Dar es Salaam, the major economic hub, is expected threat in Tanzania. There are only few checks and
iCHF Improved Community Health Fund to become a megacity with over 10 million people balances. Parliament and formal accountability in-
IDA International Development Association within the next decade. stitutions are only partially independent. Social ac-
IHI Ifakara Health Institute countability is also limited as the space for communi-
MERV Monitoring System for Development-relevant Changes Tanzania ranked 130th among 189 countries in the ties and civil society is shrinking and reliable data is
MoEST Ministry of Education, Science and Technology Gender Inequality Index 2019. High and persistent scarce.
MoH Ministry of Health gender inequalities are mainly due to traditional so-
NAOT National Audit Organization of Tanzania cial norms and the prevailing legal framework.1 In Increasing revenues, the efficient use of public re-
NCD Non-Communicable Diseases 2017, the Government of Tanzania launched a Na- sources and anti-corruption are flagship policy pro-
NGO Non-Governmental Organisation tional Plan of Action to End Violence Against Women jects of the current Government. Citizens perceive
ODA Official Development Assistance and Children, but gender-based violence (GBV) re- corruption to have declined dramatically. However,
OECD Organisation for Economic Co-operation and Development mains high. An important step towards empowering limited transparency in government spending puts
PCCB Prevention and Combatting of Corruption Bureau women are reserved seats in parliament, thanks to the sustainability of the ambitious agenda at risk.
PHC Primary Health Care which the share of women parliamentarians (37%) is The government has also instilled more discipline
PO-RALG President’s Office, Regional Administration and Local Government Tanzania well above the sub-Saharan Africa average. among civil servants and cut administrative costs. Im-
SDC Swiss Agency for Development and Cooperation provements in local government revenue collection
SDG Sustainable Development Goal Tanzania’s vast natural resources are under and management have been reported. But despite a
SECO State Secretariat for Economic Affairs huge pressure from the growing population and strong drive to increase domestic revenues, the over-
SIFEM Swiss Investment Fund for Emerging Markets unsustainable production and consumption patterns. all tax-to-GDP ratio has barely changed.
SRH Sexual and Reproductive Health Climate change, unless successfully mitigated, will
TASAF Tanzania Social Action Fund further harm the natural capital and the health Tanzania remains peaceful. However, the traditionally
TZS Tanzanian shilling and livelihoods of millions of Tanzanians. Higher fairly open political and civic space is shrinking, and
UNDP United Nations Development Programme temperatures, flooding and droughts, and a rise in sea the relatively strong social fabric is under pressure.
UNESCO United Nations Educational, Scientific, and Cultural Organization level threaten agricultural production and exacerbate Laws such as the Media Services Act, the Cybercrime
UNFPA United Nations Population Fund illness and mortality linked to malnutrition, diarrheal Act and the Statistics Act can serve to hinder media
USD United States dollar disease and malaria. Exposure to air pollution, freedom and public debate, and the amended NGO
VSD Vocational Skills Development associated with rapid urbanisation, increases the Act and new NGO Guidelines create challenges
prevalence of respiratory diseases. that potentially affect the work of CSOs as public
service providers but even more so as legitimate
accountability actors. Tanzania’s position in the
Press Freedom Index from Reporters without Borders
declined dramatically from rank 75 in 2015 to 124
(among 180 countries) in 2020.
1 See also OECD-DAC Gender Index in Annex 2.
6 7
SOCIAL low-risk zones; Zanzibar has maintained malaria
prevalence below 1% for the past decade.
Public spending on social sectors is low compared to
countries with similar income levels. In 2018 only 9% Prior to the COVID-19 outbreak, Tanzania was
of the national budget was allocated to health, 50% well positioned to make good progress towards
of which was financed through an externally funded the health-related Sustainable Development Goals
Health Basket (HBF) and initiatives such as the Global (SDGs). The pandemic, however, has highlighted
Fund to Fight AIDS, Tuberculosis and Malaria and weaknesses of the system to mount an effective
the Global Alliance for Vaccines and Immunisations. infection prevention and containment strategy,
Access to primary health care (PHC) has significantly slowed down PHC service delivery and is expected to
improved thanks to decentralised Health Basket further undermine the quality of services.
funding and an e-health-strategy that introduced
innovations such as health insurance management According to the World Bank school enrolment has
and electronic patient records. PHC clinics have increased thanks to free education, but only 69% of
been upgraded and accountability for health sector children complete primary school and 27% proceed
resources has increased. Eighty-five percent of with secondary education in 2018, and many quit
births take place in clinics, which has contributed to without having developed a sound level of basic skills.
reduced maternal and neonatal mortality. Under-five Over recent years, the government has shown more
mortality has declined by over 50%. interest in the learning needs of out-of-school youth
and vocational skills development (VSD). However,
While access has increased, health outcomes access to VSD remains low; the quality and labour
are compromised by poor quality standards, an market-relevance are unsatisfactory. Consequently,
insufficient human resource base and inadequate the employment rate among graduates of technical
professional skills. Inequalities because of high training programmes is very low (2014: 14%).
dependency on out-of-pocket payments are likely to The agricultural sectors (production, trade and
remain. Various national social protection schemes processing) represents 70% of employment. This is
exist, however with no clear architecture. One-third where women and youth are most likely to engage,
of Tanzanian citizens have a basic health insurance in particular in the more vulnerable and lower-paid
(primary care without specialised services). Social occupations. As legal protection is absent, working
ECONOMY of GDP. Most exports are natural-resources based protection programmes targeting the poorest such hours can be long, incomes are extremely volatile
(coffee, cashew, gold, metals and other minerals). as the Tanzania Social Action Fund (TASAF) are and social benefits inexistent. On top of inadequate
Tanzania has one of Africa’s fastest-growing While 70% of the population lives in rural areas inadequately resourced and in no position to cater skills, informal sector workers and especially young
economies (an average 7% during the past two and more than 50% depends on agriculture, 85% for all food-poor households. women are prevented from engaging in more
decades) and its economic potential is unmistakable. of the population uses biomass to satisfy energy gainful economic opportunities by limited access to
Prior to the COVID-19 crisis, economic growth needs (World Bank 2019). It is thus evident that the Tanzania is a world leader in controlling malaria productive assets and quality health services as well
proved resilient, driven by public investments in big livelihoods of the majority of Tanzanians, particularly and has embarked on an effort to expand malaria as natural hazards.
infrastructure projects, gold exports and tourism. of future generations, rely on the sustainable free zones. At least 30% of the population lives in
Inflation and exchange rates were relatively stable. management of natural resources.
In 2020, Tanzania was for the first time classified as
a lower middle-income country by the World Bank Tanzania’s ranking in the Ease of Doing Business Index
with a GDP per capita of USD 1,080. However, is the second-lowest in East Africa.2 Among other
growth has not been inclusive and barely enough to things, the strong interventionist economic policy,
raise incomes of the poor. significant corporate income taxes, inadequate access
to finance and business development services and a
Tanzania hosts one of the largest poor populations struggle to find suitable skills limit the attractiveness of
in Africa. Approximately 14 million live below the starting businesses and engaging in formal economic
national poverty line of USD 21 per adult equivalent activities. The slow pace of implementation of much-
per month, a number that is growing. The share of needed reforms to the business environment and
poor people declined only slightly between 2012 and human capital investment is worrisome.
2018 from 28.2% to 26.4%. In rural areas poverty
eased from 33.4% to 31.3%, while urban poverty The economic impact of the coronavirus disease
stagnated at around 16%. Inequalities are increasing pandemic is unclear. The World Bank estimates that
and vulnerability is high. Over 80% of the poor live in 500,000 Tanzanians could be pushed (back) into
rural areas. Poverty is more prevalent among women- poverty, many of them women in the informal urban
headed households and young people. Whereas sector. Tourism, a key foreign currency earner for
16% of the population escaped poverty, 12% fell Tanzania, will be hit particularly hard. On the other
back into it. hand, the rise in the gold price, Tanzania’s most
important export, could offset some of these losses.
Environmental and natural resources play a critical role
for the economy and the poor. Agriculture, forestry
and fisheries account for 30% of GDP. Tourism, 2 The ranking improved to 132nd in 2016 (among 190
mostly nature-based, accounts for more than 13% economies), but reverted to 141st in 2019 (among 190 economies).
8 9
2. Swiss Foreign Policy in Tanzania and
Donor Landscape
SWISS TRADITION, INTERESTS AND ADDED Switzerland has contributed to sustainable develop-
VALUE ment in Tanzania based on the values of participation
and accountability, and a rule-based administration.
The Government of Switzerland has been active in As a heterogeneous, democratic and federal state,
Tanzania since the early 1960s. Its physical presence Switzerland has important experiences to share. Its
was strengthened in 1981 with the opening of a added value lies in its long-term support for institu-
cooperation office, now an integral part of the Swiss tional capacity building and access to Swiss innova-
Embassy. Apart from Swiss official development tion and technology for positive impacts on systems
assistance (ODA), there is a long tradition of Swiss and communities, all the while remaining flexible to
philanthropy and commerce, including from adapt to local realities and dynamic contexts. Swit-
missionaries, scientists, and sisal and coffee traders. zerland has established itself as a thought leader and
A vast range of Swiss NGOs and academics and a actor in the areas of health system strengthening,
modest, but growing number of Swiss companies malaria control and VSD as well as in the governance
and entrepreneurs are present in the country. Many sub-sectors of media support and anti-corruption. It
strong Tanzanian institutions and businesses have has contributed to a thriving Tanzanian civil society,
Swiss origins. which for many years has allowed the population to DEVELOPMENT COOPERATION IN
live mostly free and peaceful lives. In anti-corruption, TANZANIA
Swiss international cooperation and geographi- Switzerland is the second-largest donor after the
cal priorities are determined by the needs of part- United Kingdom. Swiss leadership in biomedical in- Tanzania remains one of the largest aid recipients
ner countries and Switzerland’s long-term interests. novation has allowed the Tanzania National Malaria in sub-Saharan Africa. However, the share of ODA
Swiss cooperation in East Africa serves the promotion Control Programme to become one of the best per- towards financing the country’s development dropped
of democratic values, Switzerland’s humanitarian tra- forming malaria programmes worldwide. dramatically from 70% of central government
dition, and a just and peaceful international order. expenditure in 2009 to 29.5% in 2018.4 Expecting
Switzerland also has an interest in a sustainable and at best stagnating ODA levels due to political and
investment-friendly regional economic framework.3 economic developments in donor countries and in
Tanzania remains a priority country. Specifically, a Tanzania, the share will likely further decline. The
democratic, prosperous and peaceful Tanzania is im- top donors by far (2017–18 average) are the United
portant for relieving economic and migration pres- States and the World Bank (IDA), followed by the
sures and maintaining stability in a conflict-prone United Kingdom, the African Development Bank
region. More attractive and easier access to Tanza- (AfDB), the Global Fund to Fight AIDS, Tuberculosis
nian markets strengthens economic cooperation and and Malaria, the EU and Sweden. Switzerland
benefits Swiss companies – e.g., in research; inno- contributes approximately CHF 25 million per year
vation and digitalisation; tourism; financial services; and is among a large group of mid-level bilateral
and mineral extraction. donors. The significant donor landscape is increasingly
fragmented calling for strong collaboration of
Swiss cooperation is aligned with the development traditional and non-traditional partners to support
goals of Tanzania as stipulated in medium-term Tanzania in achieving tangible results.
plans and the Tanzania Development Vision 2025.
It is guided by the Swiss Foreign Policy Strategy The Swiss Embassy is well networked with multilateral
2020–23 and Switzerland’s Strategy for International and other OECD-DAC bilateral donors. It represents
Cooperation 2021–24 which pursues key objectives Switzerland within the Development Partners Group
in the areas of economic development; the environ- (DPG) and co-leads and participates in DPG groups –
ment; human development; and peacebuilding and i.e., in agriculture, health, governance, gender, VSD,
governance. private sector development, economic development
and sustainable forest management.
4 Net ODA for 2014–18 was 15% lower compared to the
3 Tanzania is a country member of two Regional Economic previous five-year period (2009–13). Between 2014 and 2018, net
Communities (EAC, SADC). ODA to Tanzania fluctuated at around USD 2.52 billion.
10 11
3. Achievements and Lessons Learned GOVERNANCE: Switzerland has gained high
credibility in the governance domain, where it has
balanced support for state systems, mostly through
EMPLOYMENT AND INCOME: In the employment
and income domain, Switzerland continued to
engage with government institutions, NGOs, CSOs
2015–20 key accountability actors, and support for CSOs and
the independent media to advocate for transparency
and inclusion. Notably, Switzerland provided long-
and the private sector. Swiss support for evidence-
based advocacy and social accountability monitoring
contributed to the removal of taxes on cashew nuts,
term embedded experts to strengthen the Prevention rice, cotton and potato crops, which benefited
and Combatting of Corruption Bureau (PCCB). an estimated 5.7 million smallholder farmers. For
Among other things, the equipment of 150 law instance, 3.5 million farmers in the cashew value
enforcement officials with financial investigation chain increased their incomes by an average 19%
tools and capacities has played an important role in in 2018; over 1 million female farmers had higher
reducing corruption. Swiss support for the National earnings in 2019. Switzerland also contributed to
HEALTH: Swiss policy dialogue in the context of the Innovation Hub in Ifakara, with close linkages to Audit Organization of Tanzania (NAOT) contributed the elaboration of a National Post-Harvest Strategy
HBF has emphasised administrative and financial Swiss academia and private sector. to an increase in the share of local government and Action Plan to reduce post-harvest losses, and
decentralisation of the health sector. As a result, authorities with clean audit certificates from 81% in stimulated the development of a private sector-based
around 90% of the 6,000 PHC clinics introduced Globally recognised practices to further reduce 2015 to 94% in 2018. market for post-harvest technologies.
electronic planning and accounting systems, and thus malaria prevalence and incidence have been
improved their service delivery and accountability for developed and scaled up. Compared to 2002, 11 Moreover, Swiss-supported CSOs, alongside other Over recent years Switzerland has started its
the utilisation of public funds. Furthermore, support million people are less exposed to a high malaria risk, partners, secured amendments to the Political Parties involvement in employment with a focus on
for the President’s Office, Regional Administration and the malaria-free zones are being enlarged. Act and the Statistics Act, which otherwise would have agriculture. Thanks to the modest initial support for
and Local Government Tanzania (PO-RALG), allowed limited political and research activities even more. VSD that will increase over the years to come, nearly
the government to enter into agreements with the Lessons: (i) Regional and sub-national data-driven Improved accountability is also noted at the local 90% of the targeted 7,635 disadvantaged youth and
private sector for emergency procurement of out- projects foster evidence-based sector dialogue, level: Swiss-supported CSOs and national networks young adults in the Morogoro region (of which 3,347
of-stock medicines. Consequently, 80% of clinics ensure value for money, and allow the scaling up of were involved in monitoring exercises. Budgets were female) entered (self-) employment in agribusinesses
reported no stock-outs of essential medicines, project innovations at the national level; (ii) The HBF analysed using a gender lens, but disaggregated data and renewable energy. They started to earn higher
medical equipment or reagents. Collaboration with is an effective sector dialogue platform and remains have yet to influence interventions. incomes (on average USD 37 per month compared
PO-RALG also facilitated the nationwide roll-out the most reliable funding source for health service to USD 17).7
of the improved community health fund insurance delivery, although more efforts could be made to Switzerland maintained its role as lead agency
(iCHF) and digital claims management system. increase the extent to which services are responsive in the media sub-sector. Financial and technical The scaling up of the Swiss-financed project
to the special needs of youth; (iii) The One Health support permitted selected Tanzanian media actors “Conserving Forests through Sustainable, Forest-
The renowned Ifakara Health Institute, in approach5 will gain importance in the aftermath of to increase their revenues by 20%; a Yearbook on based Enterprise Support in Tanzania” (CoForEST)
collaboration with Swiss and international research the COVID-19 crisis. Media Quality provides a new tool for monitoring benefited close to 100,000 persons in terms
groups, has generated a significant amount of media performance. Supported community radio of income generation, social services, reduced
evidence for public health policies. Innovative health 5 “One Health” is an approach to designing and implementing stations experienced an increase in visitors to their deforestation and community resilience.
reforms and technologies and social change to programmes, policies, legislation and research in which multiple blogs from around 150,000 in 2017 to 750,000 in
sectors communicate and work together to achieve better public
improve the livelihoods of youth, in particular poor health outcomes. https://www.who.int/news-room/q-a-detail/one-
2018; 52 Niambie radio edutainment episodes have Lessons: (i) Developing truly gender-sensitive
young women, have also been promoted by the health. been aired since 2015 and provided some 1.6 million, programmes and improving the quality of the
mostly young people, with the information they need engagement of and benefits for women requires
to take part in important decisions affecting their extensive analyses; (ii) For the huge majority of youth,
lives. and particularly rural youth, future perspectives are
in self-employment in the informal sector rather than
Lessons: (i) Strong and independent local formal jobs; experience shows that there are sufficient
accountability CSOs remain important pillars of the and attractive market opportunities for youth in
accountability system; (ii) Technical assistance to specific niches; (iii) Youth require a comprehensive
government bodies in areas where political will is set of skills that include life/soft, entrepreneurial and
high is an effective mode of supply-side engagement; financial skills besides quality and market-relevant
and (iii) New models of media support are required vocational skills, accompanied with market linkages
considering the quadruple crisis of the sector6, such and access to finance; (iv) The environment for
as strengthening young and often female innovative large-scale investments in agricultural value chains
individuals and groups to communicate through has increasingly become unconducive due to a
social media. challenging business environment.
7 Results from the “Opportunities for Youth Employment”
6 Quadruple crisis: Structural change in media consumption; project. In comparison, the Tanzanian National Bureau of Statistics
concerns about press freedom; reduced revenues; and the advance has set the basic needs poverty line in at USD 21 per adult
of fake news. equivalent per month.
12 13
4. Implications
With ten years to go, the coming period is crucial access to health services including in the areas of
for Tanzania’s progress towards the SDGs. Going for- sexual and reproductive health (SRH) and GBV. These
ward, Tanzania clearly faces a series of challenges, interventions will complement institutional support
but can draw on the benefits of a peaceful past, a for the health sector through the HBF.
strong social fabric and low levels of violence. How-
ever, the social and economic consequences of the The large cohort of young people in Tanzania carries
COVID-19 outbreak in early 2020 could have a pro- huge potential. However, many of them live in poverty
found impact on Tanzania’s development outlook with little or no prospects. Swiss cooperation
and consequently across Switzerland’s cooperation will enhance its focus on youth below 25 as
programme and implementation arrangements. beneficiaries, partners and agents of change. As
in recent years, Switzerland will continue increasing
The domains of intervention of the previous its engagement in youth employment. Basic
cooperation strategy remain relevant to the domestic education and vocational skills are both essential
context and align with Switzerland’s Strategy for elements of socio-economic empowerment and civic
International Cooperation 2021–24 (IC Strategy) engagement. Switzerland will therefore continue
through the SDC Strategic Guidelines for Eastern supporting young men and women with opportunities
Africa 2021–24. Generally, the Swiss Cooperation to learn market-relevant vocational skills in formal
Programme 2021–24 will allow for continuity, education and alternative learning pathways. Within
capitalisation and scaling up of previous Swiss VSD programmes, it will explore possibilities to
support. To maintain its visibility and accelerate increase its engagement in soft/life skills and to
impact, Swiss cooperation will transition from expand ICT skills development, and will include
a domain to a cross-sectoral approach to basic education components for illiterate and most vulnerable population groups – i.e., food-poor
policy dialogue, planning, programming and low-skilled participants. families, youth and in particular poor young women.
implementation. The programme will cover areas
where needs are greatest and where Switzerland To improve access to finance, Switzerland will also While still recognising the advantages of clustering
adds value to the efforts of national and international support the Financial Sector Deepening Trust (FSDT) for efficiencies and synergies, the cooperation
development partners to achieve systemic change. that aims to narrow the financial inclusion gap and programme will no longer have a geographic
drive a financial system that contributes to improved focus. This in order to increase flexibility for
Switzerland will continue to enhance demo- well-being of four selected target groups: women, implementing partners to engage where data show
cratic governance by providing support for reform- rural youth, famers and SME’s. In doing so, a clear that needs are highest and to underline the ambition
ing state institutions to increase public revenues and focus on rural youth and poor young women’s to work on sustainable national reforms rather than
provide better, equitable and more relevant public capital is a key contribution to change for the next pilot projects.
services for all citizens and by strengthening key ac- generations.
countability actors and facilitating civil society en- In light of rapid urbanisation and urban poverty, the
gagement. The generation, dissemination and Stronger emphasis will be given to engaging programme will build on a better understanding
analysis of disaggregated data will substantiate with the private sector, as well as to innovation of peri-urban spaces, services and opportunities
and guide Swiss policy dialogue on the ground. and technology as a vehicle to addressing urgent and rural-urban mobility dynamics. Attention will
Compared to the previous strategy and in order development challenges and influencing growth be given to Zanzibar, especially in connection with
to focus on available resources, maintaining peace dynamics. This includes reinforcing linkages to Swiss governance, the functioning of state institutions and
will no longer figure as a stand-alone objective. But innovation centres and building on the existing the growing unrest among the youthful population.
Switzerland remains committed to promoting social innovation ecosystem in Tanzania.
cohesion.
True to Switzerland’s commitment to leaving no
Achieving better health will remain a prominent one behind, an overarching objective of the 2030
feature across the entire Swiss portfolio and be Agenda for Sustainable Development and the SDGs,
pursued from a governance and a youth livelihoods Switzerland will invest in Tanzania’s main
angle through interventions to further strengthen social protection scheme (TASAF) and identify
the capacities of the health sector, to enable civic entry points for policy dialogue and programmes
activities around health governance, and to facilitate that directly target and protect the poorest and
14 15
5. Strategic Orientation and Swiss Priorities
2021–24
The overall goal of the Swiss Cooperation Pro- STRENGTHENING STATE INSTITUTIONS PROTECTING AND PROMOTING CIVIC IMPROVING YOUTH LIVELIHOODS
gramme Tanzania 2021–24 is to empower young SPACE
people, especially poor young women, to ad- Outcome 1: State institutions are more efficient Outcome 3: More youth, especially poor young
vance socially and economically, thus enabling and effective, inclusive and increasingly free of Outcome 2: Civic space is protected and enables women, benefit from gainful income-generating
them to be a main driver of Tanzania’s move to corruption all citizens and especially young women to opportunities and sustainable livelihoods
an equitable and stable middle-income country, influence local and national policy making
and contributing to regional stability and pros- IC Strategy Sub-objective 7: Strengthening equitable and implementation and protects their human IC Strategy Sub-objective 2: Promoting innovative
perity. To reinforce coherence and synergies, Swiss access to quality basic services rights. private sector initiatives to facilitate the creation of
cooperation will pursue three cross-sectoral portfo- decent jobs
lio outcomes where national policy objectives and IC Strategy Sub-objective 10: Promoting good IC Strategy Sub-objective 9: Strengthening and
Switzerland’s Strategy for International Cooperation governance and the rule of law and strengthening promoting human rights and gender equality IC Strategy Sub-objective 7: Strengthening equitable
2021–24 align (see Theory of Change Annex 3). civil society access to quality basic services
IC Strategy Sub-objective 10: Promoting good
Governance reforms have shown mixed success governance and the rule of law and strengthening IC Strategy Sub-objective 9: Strengthening and
to date. The Tanzanian civil service appears more civil society promoting human rights and gender equality
efficient and effective in raising and utilising public
resources and perceptions of public corruption have The traditionally fairly open civic space in Tanzania Switzerland recognises that the growing Tanzanian
improved, but more efforts are needed. Basic social has come under pressure. Too many young people population is a huge opportunity for accelerating
services coverage is expanding, but is challenged by lack the necessary skills and avenues to create and growth and shared wealth. However, poverty is
changing global health risks such as the COVID-19 access information, and voice their interests and most prevalent among young people. Youth and
outbreak, prioritised infrastructure spending, concerns. They remain unrepresented and unable particularly young women are often stuck in low-
population growth and urbanisation, and quality and to participate in decisions that affect the society, paid informal or nonpaid work where they face
equity issues. their communities and human rights. CSOs and the limited prospects. Moreover, negative gender norms
media are increasingly facing tightening restrictions, and traditions, as well as sexual and reproductive ill
Outcome 1 therefore aims at strengthening core including regulatory hurdles and strict oversight. health hamper their socio-economic development.
state institutions and local authorities to be more
efficient and effective in a systemic and sustainable Outcome 2 therefore aims at protecting and Outcome 3 therefore aims at empowering and
manner, to be more responsive and accountable to promoting the space that enables citizens, especially improving the livelihoods of youth, in particular poor
– young – men’s and women’s needs and less prone poor young women, to express themselves freely young women, by contributing to increased access to
to corruption. A mix of sector budget support and and to shape, monitor and influence social, (i) market-relevant vocational skills, innovations and
technical assistance, including for oversight bodies, political and economic matters that concern them. financial solutions; (ii) SRH and GBV services; and (iii)
will help inform government policies and foster the Advocacy activities of Swiss-supported accountability social protection for those most in need. Combined,
ability and capacities of the public sector to deliver actors (mainly CSOs and media) and human rights Swiss-supported public service delivery and private
quality and gender-sensitive basic health and GBV defenders will preserve and open new spaces for sector/impact enterprise engagement will expand
services, social protection, market-relevant VSD citizens, especially youth, to engage with institutions social and economic options and allow youth to
(with a basic education component), and financial at national and local levels and hold them to account pursue new gainful income-generating opportunities
solutions and innovations that leave no one behind. for their duties. The likelihood is thus greater that and/or enhance the productivity of their current
policies, structures and processes take into account activities, thus supplementing and stabilising income
the needs and aspirations of young people, whether flows, and contributing to sustainable livelihoods and
from rural or urban areas, and that their human reduced income poverty.
rights are better respected, protected and fulfilled.
16 17
6. Programme Management and
Implementation
AID MODALITIES work environment, the Swiss government will
continue to seek selective strategic partnerships
Budget support and technical assistance to the with NGOs and other non-governmental institutions.
Government of Tanzania: Switzerland provides Mandates for carrying out SDC-initiated activities will
financial and technical assistance to Tanzanian be awarded in areas where external expertise offers
government counterparts and engages in policy a clear added value.
dialogue and donor coordination. Focused sector
dialogue – e.g., in health, education/VSD and anti-
corruption – has been productive, and, to bring ENGAGEMENT WITH THE PRIVATE SECTOR
about further systemic reforms, Switzerland will
support TASAF in addition to the HBF. Switzerland has engaged the private sector,
including Swiss businesses, particularly in the health
At the political level, there has been limited donor sector. Examples include collaboration with SICPA
TRANSVERSAL THEMES: GENDER AND OTHER THEMES: CLIMATE CHANGE AND dialogue in recent years and few opportunities on traceability of materials to render Tanzanian
GOVERNANCE CULTURE to pursue Swiss interests and arrive at a common institutions more efficient; with Medgate in
understanding of priorities, reform strategies and telemedicine to expand medical services to remote
Gender equality is at the core of Swiss cooperation Climate change: The ND-GAIN Country Index, which long-term vision for Tanzania, including regarding locations; and with Novartis and Sanofi to expand
since the reduction of gender-based discrimination combines the vulnerability of a country with its ability human rights, democracy and the rule of law. access to affordable long-term prevention and
and gender gaps is both a goal and a pre-condition to respond to climate change, features Tanzania at Switzerland stands ready to revive high-level working treatment of non-communicable diseases (NCD).
for development. In Tanzania, Switzerland seeks the low end. Climate change is not a stand-alone relationships with the Tanzanian government. Building on such positive experiences, Switzerland
to promote more gender-inclusive governance theme within the Swiss portfolio, but, as hitherto, will will seek closer cooperation with private sector
and public institutions (Outcome 1); increase the be addressed as an amplifier of existing stressors in Core contributions to Tanzanian non-state players, including Swiss businesses, to explore
participation of women in decision- and opinion- the areas where Switzerland is engaged, for instance actors: In line with SDC’s approach to aid efficient and larger-scale solutions to strengthening
making (Outcome 2); and improve poor young in connection with malaria, agriculture and especially effectiveness, support for local systems and actors public service delivery, empowering youth and
women’s livelihoods (Outcome 3). Identifying forest management. remains the preferred avenue to bring about systemic improving livelihoods though, including through
entry points and effective approaches for gender change. Over the years, Switzerland has nurtured a inclusive finance and innovative practices and (digital)
mainstreaming and the development of programmes Culture: Switzerland will continue to allocate 1% long list of Tanzanian partners who have grown into technologies. To this end, Switzerland will reinforce
that aim for transformative change in these areas of SDC’s operational budget to the promotion of independent sustainable organisations and helped linkages with Swiss innovation centres – e.g., in
requires extensive analyses to understand constraints local artists and culture. Aligned with Swiss portfolio drive development. Core contributions to local health – and build on the innovation ecosystem in
related to roles and power relations, gender norms Outcome 2 “Enabling space” and Outcome 3 “Youth CSOs, private sector and media partners leverage Tanzania.
and behaviour, decision-making, access to and livelihoods”, the embassy will support a limited Swiss cooperation. Core contributions are aligned
control over resources, and legal frameworks and number of local (youth) cultural organisations, with those of other donors and are linked to Swiss
policies. Switzerland will address gender in its policy and (young) cultural managers and promoters in representation in partner organisations’ governance WHOLE-OF-GOVERNMENT APPROACH
dialogue, planning and monitoring, capacity building Mainland Tanzania and the Isles to contribute to mechanisms.
and communication. building a strong, dynamic and innovative arts and The main responsibility for implementing the Swiss
culture sector. Mandates and project contributions to Swiss Cooperation Programme Tanzania 2021–24 lies with
Governance is a strategic objective and a transversal and international NGOs: There is a good number SDC, at the country level represented by the Swiss
theme. Aware that it is a sensitive undertaking, of international and Swiss NGOs in Tanzania. Embassy. In fulfilling its commitments, SDC closely
and that therefore risks to stakeholders need to Where NGOs and Switzerland share common collaborates with the Political Division and the Hu-
be mitigated, Switzerland aims to influence power goals, mandates and project contributions have man Security Division of the Federal Department of
relations. It will support duty bearers to deliver strengthened Swiss results. Especially Swiss NGOs Foreign Affairs (FDFA) and with SECO. In particular,
services in an efficient and effective manner and to have traditionally and successfully worked alongside the embassy will continue interacting with selected
create enabling spaces for citizen participation, and the Swiss government by translating policies into SECO and SIFEM supported programmes – e.g., in
rights holders to hold decision-makers accountable local actions and promoting community participation local economic development and innovations; in
at different governance levels. Governance in planning and decision-making or by implementing audit and revenue administration; and in forestry.
principles will cut across all interventions, especially official Swiss development cooperation – e.g., in The Swiss Embassy also endeavours to increase its
the principles of accountability and transparency health, agriculture and youth employment. While awareness of and reinforce strategic and mutually
which are of paramount importance to overcome recognising that international NGO operations in beneficial linkages with relevant SDC global pro-
corruption. Tanzania are increasingly challenged by a restrictive grammes for greater leverage and better results in
18 197. Programme Steering
A comprehensive monitoring system contributes to ed Swiss portfolio outcomes and contributions to
professional documentation and communication, selected country outcomes, including with regard
including annual reporting on the efficiency and to the transversal themes gender and governance.
effectiveness of Swiss development cooperation. It Among other data gathering instruments, monitor-
demonstrates accountability and allows for evidence- ing builds on perception surveys, annual reports by
based corrective measures. implementing partners and youth consultations. The
Swiss embassy in Tanzania is looking into digital data
Monitoring observes three dimensions: (i) the gathering for more frequent data collection. A mid-
country context; (ii) Swiss portfolio results; and (iii) term review of the cooperation programme will be
management. The first dimension, the country conducted after two years.
context, is monitored through SDC’s Monitoring
System for Development-relevant Changes Four instruments are used to monitor management,
(MERV). MERV tracks Tanzania’s economic, social, the third dimension of the monitoring system – i.e.,
environmental and political development and how it the Internal Control System, the Office Management
affects Swiss cooperation. Report, the Gender Equality Mainstreaming Plan and
financial reporting.
Monitoring of Swiss results along the Results Frame-
work in Annex 5 assesses progress towards expect-
policy dialogue. Collaboration in health and around Projected Budget by Domain in CHF (millions):
sustainable forests and climate change have been Swiss Cooperation Programme Tanzania 2021–249
particularly successful. The embassy provides inputs
that help shape Swiss positions in multilateral gov- Employment and income 44.0
ernance bodies such as the World Bank, AfDB, the Health 26.0
Global Partnership for Education (GPE), UNFPA, UN- Governance 23.5
ESCO and UN-Women. Other (culture and transversal themes) 6.5
TOTAL* 100.0
HUMAN AND FINANCIAL RESOURCES *Potential complementary engagement of other
Swiss actors to be determined.
The current embassy staffing is adequate for
managing and implementing the Swiss Cooperation
Programme Tanzania 2021–24. Cost-effective
management will be emphasised by focusing on
fewer but larger programmes, which will also create
the necessary space for pursuing the new cross-
sectoral orientation of the cooperation programme.
The total predicted budget for 2021–24 is CHF 100
million or an average of CHF 25 million per year
(compared to an average yearly expenditure of CHF
22.6 million for the period 2015–208). Financial al-
locations to employment and income are expected to
be by far the largest, and have exceeded allocations
for health (see also Annex 4: Financial Planning).
8 Budget execution per domain 2015–20: Health CHF 54 million; 9 While Swiss cooperation will transition from a domain
employment and income CHF 48 million and governance CHF 34 approach to a cross-sectoral approach, for administrative purposes
million. the budget is structured along domains/sectors.
20 21Annex 1: Map of Tanzania Annex 2: Gender Index Tanzania 2019
UGANDA
30
° L.
32
° Lake 34
° 36
°The boundaries and names shown
38
°and the designations used
Rushwa Bukoba V i c t o r i a on this map do not imply official endorsement or acceptance
Buoen Mara
U
Musoma by the United Nations.
k
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Arusha
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National capital Nachingwea Mtwara
M A L A W I
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Provincial capital Masasi
Town, village
R U V U M A M T W A R A Newala
Airport Tunduru a
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International boundary
Provincial boundary Q U E
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12
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Main road
M O Z A M 12
°
Secondary road 0 100 200 300 km
Railroad
0 100 200 mi
30
° °
32 34
° 36
° 38
°
Map No. 3667 Rev. 6 UNITED NATIONS Department of Peacekeeping Operations
January 2006 Cartographic Section
* Manyara, Geita, Katavi, Njombe, Simiyu and Songwe are now regions.
22 23Annex 3: Theory of Change (simplified) Annex 4: Financial Planning
Financial Year: 2021 2022 2023 2024 Total 2021-24 in %
Break down of budget allocation according to Domain of Intervention:
Domain of Intervention
Employment and Income 9'500'000 10'500'000 11'500'000 12'500'000 44'000'000 44%
Domain of Intervention
Health 6'500'000 6'500'000 6'500'000 6'500'000 26'000'000 26%
Domain of Intervention
Governance 5'000'000 5'500'000 6'000'000 7'000'000 23'500'000 24%
Financial Year: 2021 2022 2023 2024 Total 2021-24 in %
BreakLines
Other down of budget allocation according to Domain of Intervention:
of intervention
Domainand
Culture of Intervention
transversal Themes 1'000'000 1'500'000 2'000'000 2'000'000 6'500'000 6%
2
Employment and Income 9'500'000 10'500'000 11'500'000 12'500'000 44'000'000 44%
Total budget allocation (to Intl.
Domain of Intervention
Cooperation-Office(s) 22'000'000 24'000'000 26'000'000 28'000'000 100'000'000 100%
Health 6'500'000 6'500'000 6'500'000 6'500'000 26'000'000 26%
Domain of Intervention
General overview of
Governance indicative budget allocation
5'000'000by Swiss Federal Offices
5'500'000 (for information
6'000'000 7'000'000purpose only):
23'500'000 24%
Other Lines of intervention
Budget
Culture andallocated to IC-Office(s)
transversal Themes 22'000'000
1'000'000 24'000'000
1'500'000 26'000'000
2'000'000 28'000'000
2'000'000 100'000'000
6'500'000 6%
thereof: SDC-South Cooperation 22'000'000 24'000'000 26'000'000 28'000'000 100'000'000
Total budget allocation (to Intl.
Cooperation-Office(s)
Total budget allocation by federal offices 22'000'000
26'000'000 24'000'000
28'000'000 26'000'000
30'000'000 28'000'000
32'000'000 100'000'000 100%
116'000'000
General overview of indicative budget allocation by Swiss Federal Offices (for information purpose only):
Budget allocated to IC-Office(s) 22'000'000 24'000'000 26'000'000 28'000'000 100'000'000
thereof: SDC-South Cooperation 22'000'000 24'000'000 26'000'000 28'000'000 100'000'000
Total budget allocation by federal offices 26'000'000 28'000'000 30'000'000 32'000'000 116'000'000
24 2526
Final, September 14 2020
Swiss Portfolio Outcome 1: Efficient, effective and inclusive state institutions Final, September 14 2020
Contributing to Sub-objectives
Swiss Portfolio Outcome 1: Efficient, IC Strategy
of the effective and2021-2024:
inclusive state institutions
Sub-objective 7: Strengthening
Contributing to Sub-objectivesequitable access
of the IC to quality
Strategy basic services
2021-2024:
Sub-objective 10: Promoting good governance and the rule
7: Strengthening equitable access to quality basic and strengthening civil society
of lawservices
Sub-objective
Theory 10: Promoting
of change: If, throughgood governance
Swiss interventions,and the
key rule law and strengthening
stateofinstitutions become more civil
efficient
societyand effective in raising funds and using public resources, as
well as more
Theory accountable
of change: to citizens
If, through Swissand
interventions,
less pronekey to corruption, then the
state institutions become of basic
deliverymore social
efficient andservices
effectivein inselected
raising areas
funds like
and vocational skills
using public development,
resources, as well as more accountable to citizens and
health services
less prone to corruption,
and socialthenprotection
the delivery better
will beofofbasic quality
social and more
services inclusive
in selected because
areas reforms are
like vocational implemented
skills development, processes
andhealth improved,
services and social strengthening
thusprotection will be of better quality and more inclusive
governance and resource
because reforms are implemented to social
allocationand processes services
improved,
and to thus
localstrengthening
authorities. governance and resource allocation to social services and to local authorities.
(1)
(1) Swiss
Swiss portfolio
portfolio outcome
outcome (2)
(2) Contribution
Contribution of
of Swiss
Swiss programme
programme (3)
(3) Country
Country development outcome
devel-
Outcome statement: The Swiss programme contributes to a stronger state in terms of Outcomeop- statement:
State institutions are more efficient and effective, inclusive and in- accountability and reduced corruption as well as enhanced ca- Universal
mentaccess to high-quality basic social services
creasingly free of corruption. pacity in selected areas like vocational skills development (with a that leave
out- no one behind
basic education component), health and social protection in order come
Indicators: (Sources: African Union/East and Central Africa;
to deliver more inclusive and better-quality basic social services,
Outcome
1.1 Number statement:
of local government authorities that benefit from increased The Swiss programme a stronger state in terms of SDG; 2025 Vision (good governance chapter))
Outcome
in particular to the mostcontributes
vulnerable,toincluding poor young women.
Statesources of revenue,
institutions are more Swiss support
withefficient (GOV ARI
and effective, 2)
inclusive and in- accountability and reduced corruption as well as enhanced ca- statement:
Indicators:
Assumptions:
pacity in selected areas like vocational skills development (with a
creasingly
Source:free
Goodof corruption.
Financial Governance (GFG), CoForEST Universal
1.1 Total revenue (tax and non-tax) collected by the
- Sector
basic reforms
education that improve
component), efficiency,
health and socialtransparency and
protection in ac-
order access
Indicators:
Baseline 2020: GFG (10); CoForEST (30) Central
to Government
countability government priority.
Annex 5: Results Framework
to deliver more inclusive
remain aand better-quality basic social services, high-quality
1.1 Number of local
Target 2024: GFG government authorities
(15 new ones), that benefit
CoForEST (4 newfrom
onesincreased
by project in to the most vulnerable, young women. Source: Controller and Auditor General (CAG)
- particular
The independence of oversightincluding
bodies ispoor
upheld. social
basicReport
sources of revenue, with Swiss support (GOV ARI 2)
end in 2022) Assumptions:
- The government is open to working in partnership with ex- services that
1.2 Source:
ProportionGood Financial
of people whoGovernance
had at least(GFG), CoForEST
one contact with a public official leaveBaseline
no one (CAG Report 2020): 25.817 bn TZS
ternal actors.
- Sector reforms that improve efficiency, transparency and ac-
and who paid a bribe to a public
Baseline 2020: GFG (10); CoForEST (30) official, or were asked for a bribe by remain a government priority. 1.2 Proportion of Local Government Authority (LGA)
behind
those public officials, during the previous 12 months (TRI 5) - countability
The government continues to invest in education and has budget financed by own source revenue
Target 2024: GFG (15 new ones), CoForEST (4 new onesGOV by project - Thesupportive policies in
independence of place for Vocational
oversight Skills Develop-
bodies is upheld. (Sources:
Source: SDC
end in 2022) 2021 Perception Survey Source:
African Un- CAG Report
ment, which facilitate the delivery of skills
- The government is open to working in partnership with relevant to market
ex-
Baseline 2020:
1.2 Proportion of people
7% who had at least one contact with a public official ion/East
Baseline
and (CAG Report 2020): 15%
ternal
needs.actors.
Central Af-
and
Target
who2024: a bribe to a public official, or were asked for a bribe by
paid2% Risks: 1.3 Proportion of total government spending on es-
previous 12 months 5) - The government continues to invest in education and has rica; SDG;
sential services (education, health and social pro-
1.3 those
Proportion
publicofofficials,
actions taken
duringinthe
relation to audit reports(TRI
filedGOV
by sup- Continued government
- supportive prioritisation
policies in place of infrastructure
for Vocational devel-
Skills Develop- 2025tection)
Vision (SDG Indicator 1.a.2)
Source:
ported public 2021 Perception
SDC supervisory bodiesSurvey
on either performance or control of the consequence services do (good gov-
ment,
opmentwhich
with facilitate the delivery
thatofbasic
skillssocial
relevant to market
local government
Baseline 2020: 7%authorities (GOV TRI 4) not receive adequate budget allocations.
needs. Source: National Budget, TASAF
ernance
Source: CAG
Target 2024: 2% report - Revenue re-centralization that would jeopardise the financial
Risks: Baseline 2020: education 13.5%; health 9.1%;
chapter))
Baseline 2020: 31% of audit recommendations implemented; 25% not decentralisation and community engagement in planning social protection (2.35%)
Indicators:
implemented and budgeting at village level, including community-based 1.4 Tanzania’s score and ranking in the Corruption
Target 2024: 50% of audit recommendations implemented forest management (CBFM). Perception Index
1
1
- Unpredictable government and changing policies that nega- Source: Transparency International
1.4 Number of births attended by skilled health personnel (HLT ARI 1) tively affect the delivery of social services. Baseline 2020: 37/100 (Score); 96/180 (rank)
Source: HBF Scorecard - Continued weakening of the independence of accountability 1.5 Tanzania’s Score in Transparency in Budget
Baseline 2020: 83% actors and institutions. Process
Target 2024: 95% Source: Open Budget Survey
1.5 Proportion of women of reproductive age (aged 15-49 years) who have Baseline: 17/100 (2019 data)
their needs for family planning satisfied with modern methods 1.6 Number of high and moderate malaria transmis-
(HLT TRI 4) sion intensity districts
Source: HBF Scorecard Source: National Malaria Control Program
(NMCP) Annual Report
Baseline 2020: 42%
Baseline 2020: 64 / 52 districts.
Target 2024: 75%
Target: 20 / 40 districts
1.6 Percentage of Productive Social Safety Net (PSSN) programme bene-
ficiary households who receive their cash payments within the first 10
days of the next month following the payment cycle (measures effi-
ciency) (Local Indicator)
Source: TASAF reports
Baseline 2020: 0%
Target 2024: 90%
(4) Lines of intervention
- Technical support to key accountability institutions (PCCB, NAOT, IAGD) to monitor financial accountability of public institutions.
- Assist local government authorities to enhance their local revenues in line with fiscal decentralization as permitted by the law by putting community-based forest management in place.
- Technical support to Local Government Authority to enhance local revenue through effective collection of service levy from registered businesses.
- Budget support for health services, in particular provision of youth-friendly sexual and reproductive health services.
- Technical assistance to the nationwide implementation of the Community Health Fund (CHF) and digitisation of health insurance management system within broader e-health strategy.
- Technical assistance to National Malaria Control Program to expand malaria-free areas benefitting economic growth regions.
- Policy dialogue and technical support to the government for enhancing services of technical and vocational training institutions and digitisation of labour market information collection and man-
agement.
- Technical support to multi-stakeholder dialogue in Vocational Skills Development (VSD) Sector Skills Councils (SSCs) and National Skills Council (NSC) to support assessment of skills demand
by the private sector and translate this into relevant VSD by public and private VSD institutions.
- Targeted financing to state institutions that provide social protection (TASAF).
Gender: Inclusive institutions through: i) gender planning and budgeting in health, education/VSD/employment and governance in order to formulate policies/strategies that integrate women’s and men’s
needs/rights, ii) Legal framework that promotes gender equality and hinders GBV, iii) Capacity building on gender equality of the institutions supported (tailored trainings and follow up), iii) Production/ex-
istence of code of conduct that prevents sexual harassment/abuse within these institutions. v) Functionality of the local government fund for women, youth and the disabled.
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