A/HRC/44/3 E/CN.6/2020/8 and Child Care to standardize and decentralize psychiatric assessments. This is a direct result of lessons learned in the first project, in which it was found that the legal requirement to travel to Harare for psychiatric assessment was a significant barrier to justice. II. Midterm review of the strategic plan 17. The midterm review of the trust fund’s strategic plan for 2015–2020 was issued in June. The review was informed by participatory and utilization-focused approaches to evaluation and followed a mixed-method approach that involved 51 interviews, questionnaires and a documentation review. Among the interviewees were trust fund donors and grantees, staff members of UN-Women other United Nations agencies, staff members of the trust fund secretariat, and representatives of women ’s rights organizations. Reviewers also distributed an online questionnaire to grantees. The trust fund received 101 responses. 18. The reviewers found that the trust fund was on track to deliver the targets set out in its strategic plan for 2015–2020 and concluded that its open and inclusive approach to grant selection was strategically sound and appropriate in fulfilling its mandate and to apply the principle of leaving no one behind. They also found that the trust fund was on track to reach its goal of $20 million in fundraising by the end of 2019, one year earlier than planned, and to double the amount it could award in grants. The reviewers highlighted the trust fund’s reputation for being independent, inclusive, thorough and reliable. They also found that for grantees, receiving funding from such a reputable institution is an important factor in increasing visibility and credibility. Moreover, it encourages them to approach other funders and boosts their sense of empowerment. The reviewers concluded that the trust fund had made significant strides in realizing its ambition to b e more than a donor. They identified as the added value of the trust fund its focus on small women -led and women’s rights organizations, so that it fills a gap in the sector by providing such organizations, which can be real catalysts for change, with resources and capacity-building. 19. The reviewers made a series of recommendations to build on the trust fund ’s current strengths by continuing and expanding the current practice of publicizing grantees’ stories, being responsive to donors and exploring ways to diversify the funding base, and working towards creating the evidence hub and diversifying the production and exchange of knowledge, such as through communities of practice, to influence programming. They also recommended that the trust fund develop an explicit strategy around sustainability, that it develop a communications strategy to message its strategic priorities and ambitions, that it continue to develop the programme and evaluation capacity of grantees based on a systematic needs assessment while prioritizing small women’s rights and women-led organizations in that area, and that it sharpen its unique strategic emphasis on small women ’s rights and women-led organizations. III. Strategy-led grant giving 20. In line with its strategic plan for 2015–2020, the trust fund focuses its grantgiving so as to support three key objectives: primary prevention of violence against women and girls; enhancing access to support services for survivors of violence; and strengthening the implementation of national laws, policies and action plans. The following are some of the grantees’ achievements in these areas in 2019. 6/15 19-21597