Tanzania Institute of Education
Message from the Director General 2009/10

Tanzania Institute of Education has the responsibility of ensuring and maintaining high quality education at pre primary, primary, secondary and teacher training.  TIE is a coordinating institution as far as curriculum issues are concerned but the consumer of what we produce is the general public.  So, we invite opinions through this website from various education stakeholders aiming at improving pre primary, primary, secondary and teacher training curriculum.  Your opinions will be highly respected.

However, the years 2006 – 2010 have posed a new threat to organizational performance with challenges resulting in unprecedented shift in the age distribution of the workforce.  The management is pushed to adopting new techniques to survive the massive exodus of skills and experiences as retirement tightens.  Meeting the expectations of the 35 – 54 midcareer age who are disillusioned and burnt out from work and family pressures is a challenge the top management and all Head of Departments cannot run away from.  The management should appreciate that we are currently faced with shortage of skills and no longer a shortage of workers.  We should design intervening strategy to address this serious mishap.

The shortage of skill crisis affects workforce participation by age and experience at TIE.  Related to this challenge is seeking answers to the question:  What are mutually beneficial ways of maximizing efficiency among the mid-career age cohort and especially the older workforce?  What are the most efficient recruitment and deployment techniques able to avail and retain the skills to fill today’s and tomorrows jobs at TIE.  More pressing is; to what extent do the newly recruited and/or the young work force enter the Institute to replace and even surpass the skill and talent of retirees?

Faced with the workforce challenges, the top management at TIE is innovatively adopting to training techniques and arrangements for continuing workforce learning for the different age cohorts.  While the Director General sets the institutional direction, we all need to make sure that TIE has the right organizational model, processes and assets – including to meet the goals, set in the     Corporate Strategic Plan (2006/2011).  Our plans and strategic activities should focus on addressing shortage of skills and experiences; contain the pressure on training and development; encouraging employees’ continuing education and also providing that education directly to maintain needed skill levels for curriculum design, development, research training and publication.   TIE should, therefore, continue to provide quality curriculum for quality education, informed by national policies, regional and global values and challenges.

We should further endeavour to create a coherent forward-looking workforce strategy that maintains the talent supply during turbulence and shortage.  This is a challenge and a responsibility that every manager, head and employee should subscribe to as we all pursue our daily roles and functions guided by TIE’s organization pillars which are:  Accountability; Diligence; Integrity; Professionalism; Team Spirit and Transparency.   

All employees should subscribe to the six Pillars which are TIE’s organizational culture. Our  genuine commitment to innovate work arrangements that are responsive to the fore-cited organizational challenges is an important tool as  we endeavour to create a sustainable and vibrant Tanzania Institute of Education that is responsive to the internal and external stakeholder demands.

Thank you for consulting our website.Always keep in touch.

Dr. P.S.D Mushi
DIRECTOR GENERAL
TANZANIA INSTITUTE OF EDUCATION