The overall objective of TIE's Corporate Strategic Plan (CSP) is to set a long-term plan that guides the Institute while planning and implementing various activities that fall within its mandate.
EXECUTIVE SUMMARY FOR TIE'S 2011/2012 - 2015/2016 CSP
TIE's CSP was designed to span a period of five years, July 2011 – June, 2016. The plan did took into consideration the major recommendations of MoEST’s (by then MoEVT's) Medium Term Strategic Plan (2010/2011 – 2012/2013), National Development Vision 2025, National Strategy for Growth and Reduction of Poverty (NSGRP), ESDP and its plans (PDP II and SEDP II), relevant cross cutting programmes, the Election Manifesto (2010 – 2015) as well as the views of TIE’s varied stakeholders.
The implementation of the plan was expected to enable TIE to become the centre of excellence in the design, development and implementation of curricula. In the endeavour to realise this vision, TIE is mandated to facilitate provision of quality education through production of quality curricula in pre-primary, primary, secondary, and teacher education. Further, promotion of excellence; professionalism; diligence; responsiveness; accountability; integrity; innovativeness and transparency guided the implementation of the plan.
Together with the overall developmental objective of TIE which is to deliver effective services to pre-primary, primary, secondary schools teachers and colleges’ tutors to ensure improvement of education in Tanzania schools and colleges, the plan was hinged on the following four objectives:
1. Quality of Education of Tanzanian Schools Improved through better Curriculum, and better Training;
2. Capacity of TIE to deliver its Core Functions Strengthened;
3. Care and Supportive Services Improved and HIV and AIDS Infection Reduced; and
4. National Anti-Corruption Strategy effectively Enhanced, Sustained and Implented.
The four objectives were further defined by sub-objectives for clarity and ease of implementation. Under the objective of improving quality of education in Tanzania’s schools via quality curriculum the sub-objectives included: Curriculum reviewed, improved at designated levels and addresses cross-cutting issues; Quality curriculum support materials prepared and standards established; Training of curriculum implementers scaled up and improved; and Research and monitoring of curriculum implementation informing curriculum development activities. In regard to the second objective, the sub-objectives included: Improving financial capacity and management; enhancing human and physical resources for better working environment; Publishing and communication services strengthened; and ICT and data base strengthened.
Expected results of the Strategic Plan were depicted by the outputs and outcomes specifically developed to facilitate monitoring and evaluation of the plan’s implementation and its impact. There were a total of thirty eight (38) outputs and thirteen outcomes. The plan’s outcomes included the following; tutors effectively implementing reviewed curricula in teachers’ training colleges; teachers at pre-primary, primary, and secondary level effectively implementing the reviewed curricula, improved quality of education in pre-primary, primary and secondary education in the context of content and teaching methods; curriculum development is being informed by research observatory on the quality of education; increase in TIE’s financial capacity; improved implementation rate of planned activities; informed stakeholders on TIE’s activities; availability of curriculum support materials and textbooks in schools; improved TIE’s working environment; TIE’s library being the reference documentation centre in curriculum development; implementation of TIE’s HIV and AIDS intervention programme together with subsequent guidelines on care and support for PLWA; and staff at TIE who are free from corruption.
Under the last part of this CSP, that is, monitoring and evaluation two main monitoring instruments, namely the performance framework (matrix of outcomes) and results framework (matrix of outputs) was used by the Management to follow up and evaluate the progress in the implementation of the plan. Further, two reviews had been planned (mid and annual reviews) for each year in the five years of implementation of the plan. These reviews were being complemented by the reporting framework on the implementation of the CSP to various appropriate authorities in accordance to reporting guidelines and requirements.
|Last Updated on Wednesday, 02 November 2016 12:50|