STRATEGIC GOALS, OBJECTIVES AND STRATEGIES

TIE is aware of the challenges ahead in the implementation of her mission towards realizing her vision for the five-year period starting 2006-2011.  The outstanding challenges that TIE faces include:

• The Institute does not have the adequate human capacity to perform its core functions effectively;
• The expansion of TIE activities has not been consistent with physical resource requirements;
• There is public concern in the quality and relevance of curricula to users’ daily life;
• The COBET concept and programme are still not clearly articulated by most stakeholders;
• Complementary Secondary Education in Tanzania (COSET) has not been fully conceptualised;
• There is inadequate integration of cross-cutting issues such as HIV/AIDS, gender, environment and life skills in the school curricula;
• There is lack of skilled personnel in metal works, wood works, glassware, plastic materials and electrical components needed for producing materials in the form of prototypes, tryouts and samples for replication and training;
• TIE has more than 40 offices equipped with computers, although not all of these are linked, and TIE has not yet benefited from computer assisted learning.
• TIE’s publication of the ‘Tanzania Educational Journal’ (TEJ), ‘Studies in Curriculum Development Journal’ and the ‘TIE Newsletter’ is not being done timely; and
• New works on curriculum issues are limited to educational institutions, not  much has been done with NGO’s, communities, employers and other stakeholders, and funds are not available for fostering the desired linkages.

2.  Key Results Areas
Based on the  above critical issues and SWOT, TIE’s Strategic Goals (SGs) and Strategic Objectives (SOs) were set in all key results areas and strategies drawn for the next five years (2006-2011) as explained and  summarized below.

Strategic  Goals 1:  Strengthened Financial Capacity and Management of TIE

Objectives:
1.1 Improved financial capacity and management for effective institutional operations.


Strategies:

1.1.1 Strengthen financial capacity.
1.1.2 Enhance financial management practices.

Strategic Goal  2:  Enhanced Capacity of Human and Physical Resources

Objectives:

2.1 Developed core competences required for the functions of TIE.
2.2 Improved physical infrastructure.

Strategies:

2.1.1 Improve staffing level.
2.2.1 Improve physical infrastructure and facilities.
2.2.2 Enhance security of assets.


Strategic Goal 3: Enhanced Publicity and Linkage with Partners within and outside Tanzania.

Objectives:
3.1   Established institutional partnership with national, regional and global stakeholders.
3.2    Promoted TIE products and services within and outside Tanzania.

Strategies

3.1.1 Strengthen existing collaborations, linkages, and partnerships with other institutions.
3.1.2 Solicit new collaborations.
3.2.1 Market TIE products and services.
3.2.2 Improve consultancy services in curriculum development.

Strategic Goal 4:  Improved institutional legal framework, organizational structure and working environment.

Objectives:
4.1 Reviewed legal framework and organizational structure responsive to current demands.
4.2 Mainstreamed current and cross-cutting issues into institutional policy, programmes and activities.
4.3 Enhanced health services.

Strategies:
4.1.1 Review TIE Act to enhance autonomy in curricula design and development.
4.1.2 Review Organisational structure.
4.1.3 Recruit competent people to fill vacant positions.
4.2.1 Retool offices to enhance operational efficiencies.
4.2.2 Review incentive, retention and service schemes.
4.2.3 Improve catering services for employees.
4.3.1 Promote workers awareness on HIV/AIDS.
4.3.2 Adapt health insurance scheme.

Objectives:
5.1 Promoted application of ICT in the development of electronic curriculum materials and programmes.
5.2 Improved education management information systems capable of enhancing institutional functions.

Strategies:
5.1.1 Establish an ICT  Master  Plan and Policy.
5.1.2 Acquire ICT equipment and tools.
5.1.3 Design and develop electronic curriculum programmes.
5.2.1 Enhance knowledge of staff on ICT.
5.2.2 Strengthening ICT Networks.
5.2.3 Improve TIE Information Delivery System.
5.2.4 Strengthen Information sharing Mechanisms.

Strategic Goal 6:  Improved quality of curriculum

Objectives:

6.1 Established specialized courses in curriculum development and implementation.
6.2 Improved quality of the curriculum at pre-primary, primary, secondary and teacher education levels.
6.3 Religious subjects introduced in school curricula.
6.4 Improved professional competences in implementing curricula.

Strategies:

6.1.1 Design and develop specialised training curriculum programmes.
6.1.2 Improve quality of curriculum manuals and guides for pre-primary and primary levels.
6.2.1 Improve the quality of COBET learners and  facilitators modules.
6.2.2 Develop O-level secondary school guides and manuals.
6.2.3 Develop COSET curriculum.
6.2.4 Revise A-Level curriculum.
6.2.5 Revise teacher education certificate and diploma curriculum.
6.2.6 Design and develop teaching/learning aids (equipment and materials).
6.2.7 Design and develop monitoring and evaluation systems for all TIE programmes and products.
6.2.8 Improve quality of O-level bias subjects syllabi.
6.3.1 Design and develop syllabi of religious subjects.
6.4.1 Design and develop training programme on curriculum implementation.
6.4.2 Monitor and evaluation curriculum implementation at all levels.

3.   Strategic Action Plan
Appendix  I  summarizes the strategic goals (key results areas), strategic objectives, strategies, together with the corresponding activities, performance indicators, time-frame and the responsible officers to oversee  implementation of the activities.

The purpose of the activity plan schedule is to orient responsibility centre managers of TIE on their being alert all the time.  The activities that fall under their jurisdiction should be incorporated in the annual budget when they are due for implementation.  As a matter of principle, implementation of some activities may require outsourcing services of consultants.  In that aspect, a write-up proposal will be mandatory, and such write-ups must go through all the approval system of TIE.  In general, most activities in this plan will be implemented through the annual budgets of TIE.  However, if large amount of cash outlay is required, a write-up proposal may be needed, detailing the costs and benefits.  It is emphasized that responsibility centre managers prepare write-up proposal and sell then to development partners/collaborators for funding.  Indeed this is the essence of any active strategic management practices.