We are privileged to present to our esteemed stakeholders our annual report for 2019, the final year of the implementation of our fourth strategic plan, covering 2015–2019.

We are honored to present to our esteemed stakeholders our annual report for 2018, the fourth year of the 2015–2019 strategic plan.

We are very delighted to present to our esteemed stakeholders our Annual Report for 2017, the third year of implementation of our Strategic Plan for 2015-2019. 2007 marked the mid-point in Strategic Plan, an appropriate time to reflect on how we have performed so far and the strategic choices we

This year was the first year of implementation of our Strategic Plan for 2015-19. Responding to changes in the priorities and commitments of development partners, REPOA’s model for financing the plan was reviewed. Under this new model, collaborative research grants will be increasingly emphasized as our primary source of income,

Generating knowledge to inform national policies and programmes to improve the quality of life of all Tanzanians is the essence of REPOA’s vision and mission. In line with the recommendations of the mid-term review report undertaken in 2012, REPOA continued to strengthen its capacity to become Tanzania’s leading think-tank for

As the third phase of REPOA’s Strategic Plan 2005-2009 draws to a close, 2009 was a time for us to reflect on activities, our achievements, as well as making a concerted effort to learn from our experiences and harness all aspects of what we have learned from 2005 to 2009

In 2008 an external review was conducted, as per our Memorandum of Understanding, with the basket funders that provided valuable insight that will be incorporated into the next strategic plan. a follow-up review was deemed necessary to highlight the specific recommendations on how to strengthen our research activities. the process

The year 2007 marks the mid-point of REPOA’s Strategic Plan 2005 – 2009 and, re ecting on the performance to date, the Board’s overall impression is that REPOA is steadily advancing, yet the demands are not abating. Stakeholders are calling for more from REPOA, which is pleasing, as it clearly

During the first ten years of its existence, REPOA’s focus was on increasing the understanding of poverty, initially through the development of the capacity of researchers and conducting research activities. During the latter part of this period, REPOA’s activities expanded to facilitating policy dialogue and policy development. The demands of

During the first ten years of its existence, REPOA’s focus was on increasing the understanding of poverty, initially through the development of the capacity of researchers and conducting research activities. During the latter part of this period, REPOA’s activities expanded to facilitating policy dialogue and policy development. The demands of