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strategic plan

hali ya hewa

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strategic plan to combat corruption

mpango mkakati wa kupambana na rushwa

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action plan

mpango wa utekelezaji

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assessment of implementation strategic planning

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plan a consultation here

kuunda mashauriano hapa

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and i secretly plan.

na mimi napanga mpango.

Last Update: 2014-07-03 Usage Frequency: 1 Quality: Reference: Anonymous

what is your plan for it

mpango wako wa leo ni upi

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and who plan the implementation.

wakidabiri mambo.

indeed, my plan is firm.

hakika mpango wangu ni madhubuti.

but i am planning a plan.

do you plan to visit uganda

saudi ikoje

Last Update: 2021-11-12 Usage Frequency: 1 Quality: Reference: Anonymous

let make a plan for catching up hey

niko vizuri nimekuwa busy sana

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it's always god's plan

mpango wa mungu in

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sudan: is unity still a strategic choice? · global voices

sudani: je, umoja bado ni chaguo la kimkakati

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a goal without a plan is just a dream

lengo bila mpango ni hamu tu

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deliberate plan to pull everyone under one umbrella

mpango wa makusudi wa kuvuta kila mtu chini ya mwavuli mmoja

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and i will give them respite. my plan is firm.

na ninawapururia muhula; hakika hila zangu ni imara.

but indeed, we are devising [a plan].

bali ni sisi ndio tunao pitisha.

and i respite them; certainly my plan is strong.

nami nitawapa muda. hakika mpango wangu ni madhubuti.

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strategic plan in swahili

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East African Kiswahili Commission Discusses Strategy Implementation Plan

Written on 20 March 2017 . Posted in Education, Science & Technology News

East African Kiswahili Commission; Zanzibar, Tanzania; 20 March 2017 : From the 15th-17th March 2017, the East African Kiswahili Commission (EAKC) convened a three-day strategy implementation forum at the Imperial Botanical Beach Hotel, in Entebbe, Uganda.

The meeting brought together stakeholders from EAC Partner States, Kiswahili Associations and the Media to build a common understanding and shared ownership and to facilitate a consensus on the implementation approach to the Commission’s Strategic Plan (2017-2022).

The forum articulated a sequence of investments and activities needed to achieve the mandate of coordinating and promoting the development and use of Kiswahili in regional integration and sustainable development of the East African Community.

Explaining the framework and soliciting their reaction and opinion, the Executive Secretary of the Commission Prof. Kenneth Simala informed participants that road-mapping is considered good planning for successful implementation of the Commission’s strategy.

The forum was, therefore, seen as the beginning of what will be an interactive, collaborative and participatory process between the stakeholders and the management in the implementation of the Strategic Plan for the next five years.

Prof. Simala said that the stakeholders and development partners will have to consider many variables that include a majority agreeing on specific approach to be used in order to realize the intended objectives.

He further challenged the stakeholders to be ready and willing to invest financial and human resources in the implementation of the plan. He thanked Kiswahili stakeholders, more so the EAC Partner States, for taking various practical initiatives to ensure that Kiswahili is developed and used in the service of the Community.

The Commission presented for discussion three priority areas in the roadmap to the implementation plan: Institutional Capacity Assessment of the development and use of Kiswahili in the EAC; EAKC Mobility Policy and Programme; and the production and dissemination of Kiswahili knowledge in the EAC and beyond.

The meeting was informed that the need for the assessment of the development and use of Kiswahili in various institutions in the Community can never be more urgent. The assessment is a prerequisite for understanding capacity development needs imperative in the implementation of the Commission Plan.

Participants discussed and approved a draft Capacity Assessment Manual and Guide developed by the Commission and which will be used in the planned exercise that will culminate in a capacity assessment report showing the status of Kiswahili development and use in various institutions across EAC Partner States.

The stakeholders acknowledged that whereas there has been a phenomenal growth and complexity of the number of institutions involved in the development and use of Kiswahili in the EAC and beyond, there are enormous challenges confronting them and which impact on their roles and effectiveness. There is need, therefore, for Kiswahili stakeholders in the Community to work together amongst themselves and with others elsewhere in the world in order to strengthen joint action to address these and other emerging issues.

The meeting was informed that the Commission had identified mobility as a major pillar of its strategy for dealing with these challenges.  Mobility is considered an important element of the mission of the Commission of promoting and coordinating the development and use of Kiswahili for regional integration and sustainable development in the Community. It is for this reason that the Commission is investing in a Mobility Policy and Programme as a framework of strategic partnerships and strong and broad cooperation and as a tool to provide opportunities for Kiswahili stakeholders to interact. The forum approved both the policy and programme developed by the Commission.

The Commission reaffirmed its commitment to provide high quality research driven policy advice to Kiswahili stakeholders, especially Partner States governments. While aiming to be a truly international institution that is firmly rooted in the Community and working closely with Partner States governments, business, society and the public, the Commission intends to play an active role in the integration process and sustainable development agenda as an innovative knowledge institution. Hence, knowledge production and dissemination is crucial to the implementation roadmap.

It is within this context that this year’s first EAKC Conference in Zanzibar, on 6th-8th September marks what promises to be a feature of the Commission’s outreach programme. Themed ‘The Role of Kiswahili in the Transformation of the East African Community’, the Conference has attracted participants from various sectors of society who will critically examine Kiswahili as a resource and tool necessary for the attainment of Sustainable Development Goals. The deadline for receiving abstracts was extended to 31st March, 2017 so as to allow more stakeholders to participate.    

For more information, please contact:

Executive Secretary East African Kiswahili Commission; Tel: +255 242 232 704; email: isimala [at] eachq.org

About the East African Kiswahili Commission:

The East African Kiswahili Commission (EACK) is an institution of the East African Community based in Zanzibar, The United Republic of Tanzania. The Commission started its operations in May, 2015 and has developed the Annual Operations Plan for 2016-2017.  The Commission’s vision is to be the leading body in the promotion and coordination of the development and usage of Kiswahili for regional integration and sustainable development.

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Strategic planning in English. Strategic planning Meaning and Translation from Swahili

  • deta yoyesera
  • kuyesetsa mwakhama
  • mfundo yonse
  • tenga mwayi

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The United Republic of Tanzania

Ministry of finance, tax revenue appeals board (trab).

strategic plan in swahili

STRATEGIC PLAN

                       

ABBREVIATIONS

ES                   -           Executive Secretary

HIV/AIDS     -           Human Immunodeficiency Virus/Acquired Immune

DS                               Deficiency Syndrome                                       

ICT                 -           Information, Communication and Technology

IPAs               -           Individual Performance Agreements

KPI                 -           Key Performance Indicators

M&E              -           Monitoring and Evaluation

MDAs            -           Ministries, Independent Departments and Executive Agencies

MTEF             -           Medium Term Expenditure Framework

NCDs -           Non-Communicable Diseases

OPRAS          -           Open Performance Review and Appraisal System

PCCB             -           Prevention and Combating of Corruption Bureau

PEs                 -           Procuring Entities

PMS               -           Performance Management Systems

PMU                -           Procurement Management Unit

PSRP              -           Public Service Reform Programme

QMS               -           Quality Management System

SDG                -           Sustainable Development Goals

SDS                -           Service Delivery Survey

SP                    -           Strategic Plan

SWOC           -           Strengths, Weaknesses, Opportunities and Challenges

FYDP             -          Five Years Development Plan

TDV                -           Tanzania Development Vision 2025

TRAB             -           Tax Revenue Appeals Board

CHAIRMAN ’S STATEMENT

I am pleased to present the Strategic Plan of Tax Revenue Appeals Board (TRAB), which provides a roadmap towards the accomplishment of the TRABS’s strategic objectives and realization of its vision. This Plan has revised the vision, upheld the mission, core values and sets five (5) objectives to be achieved in the next five years (2021/2022 - 2025/2026).

The Plan provides a systematic implementation of TRAB’s mandate while considering the National Vision 2025, Tanzania Five Year Development Plan, Ruling Party Election Manifesto 2020 – 2025, Sustainable Development Goals (SDGs), Medium Term Strategic Planning and Budgeting Manual of 2008 and Sector related policies. It also provides the basis for developing TRAB’s Annual Medium-Term Expenditure Frameworks (MTEF) for the sake of linking performance to sector expectations. This Plan should  be a beacon and roadmap for all stakeholders staff mandated to deliver the TRAB’s Mission. It should be the point of reference for all staff and guide them in daily undertakings. We have an obligation to ensure ongoing improvements in our ding business through proper application of laws and innovation as well as staff capability that will empower us to deliver better services in supporting industrialization drive by providing required level playing business environment where tax payers are protected from unfair tax systems .

On behalf of the Board, I wish to thank the Management and all stakeholders who participated in the preparation of this Plan. I call upon all stakeholders of the TRAB to collaborate and be part in the successful implementation of this plan.

……………………………………………..

Mr. S.S SANGA

Tax Revenue Appeals Board

STATEMENT OF THE EXECUTIVE SECRETARY

This Strategic Plan for 2021/22–2025/26, guides TRAB to pursue its vision of “A trusted appeal board for fair tax dispute resolution.” The SP defines the five (5) objectives, numerous strategies and targets that are necessary to achieve the TRAB’s Mission of “determination of tax appeals in a fair and timely manner through effective and efficient use of available resources”. In addition, this Strategic Plan sets out the key performance indicators which will be used to assess the level at which the objectives and targets are to be met.

The preparation process was highly consultative by making the Strategic Plan a reflection of the true aspirations of the stakeholders and thus guaranteeing their ownership. It entailed in-depth consultations with the key stakeholders and documentary reviews. A thorough assessment of the previous Strategic Plan for 2017/18 – 2021/22) was conducted for the purpose of evaluating the performance during the past three years. Based on the assessment conducted, issues for consideration in this Strategic Plan were identified and accommodated. The attainment of the objectives will be TRAB’s topmost priority for the next five years so as to embrace changing dimensions of issues relating to tax disputes and appeal issues. Periodically, the Strategic Plan will be monitored and evaluated to ensure that the anticipated performance outcomes are achieved.

At this juncture, I would like to join the Board Chairman to thank all stakeholders who provided valuable inputs in the formulation of this plan. Special thanks and appreciation are extended to the Members of the Board, Management and staff for their enormous contribution during development of this strategic plan.

Ms. B.M. Ndeserua

CHAPTER ONE

INTRODUCTION

1.0        Overview

This chapter presents the historical background of TRAB, roles and functions, approach adopted and purpose of the Strategic Plan. In addition, it describes the layout and structure of the plan.

1.1       Background of TRAB

The Tax Revenue Appeals Board (TRAB) is a quasi-judicial institution under the Ministry of Finance and Planning. In the year 2000, the Government of the United Republic of Tanzania as a matter of Policy decided to establish Unified Tax Appeal machinery under which tax disputes arising from all Revenue Laws administered by Tanzania Revenue Authority (TRA) have to be lodged in the same appellate authority. Prior to the establishment of the New Unified Tax Appeals Machinery, there was the National Tax Appeals Board, which had jurisdiction to hear and determine only Income Tax Appeals arising from the decision of the Commissioner of Income Tax. Other tax disputes were filed in other courts of law. An Act of Parliament, the Tax Revenue Appeals Act, Cap 408, established the Tax Revenue Appeals Board (TRAB).

1.2       Roles and Functions of TRAB

Pursuant to Section 7 of the Tax Revenue Appeals Act Cap 408, the Tax Revenue Appeals Board has the sole original jurisdiction to hear and determine civil disputes arising from revenue laws administered by the Tanzania Revenue Authority (TRA). TRAB has been established under the guts and ambitions of the vision that is, To hear and determine tax disputes of civil nature arising from revenue laws administered by the Tanzania Revenue Authority (TRA); To give advice to parties to Tax disputes on procedures of appealing to the Board; To prepare and avail Tanzania Tax Law Reports; and To provide public awareness on Tax Revenue Appeals Act, Cap.408, Tax Revenue Appeals Board Rules, 2018 and other related tax laws.

1. 3        TRAB Strategic Plan Development Process

The preparation of this Strategic Plan has been participatory, entailing in-depth consultations with the key stakeholders and documentary review.  It has been prepared based on the format prescribed in the Medium Term Strategic Plan and Budgeting Manual (2008) issued by President's Office, Public Service Management and Good Governance (PO-PSMGG). The plan is aligned with the Third Five-Year Development Plan 2021/2022 – 2025/202 6 ,Ruling Party Election Manifesto 2020 – 2025, National Development Vision 2025, Ministry of Finance and Planning (MoFP) Strategic Plan 2021/22 – 2025/26, Sustainable Development Goals (SDGs),National Anti-Corruption Policy (NACSAP) and National Policy on HIV/AIDS of 2001.

1.4       Purpose and Rationale of the Plan

The main purpose of this Strategic Plan is to guide TRAB in implementing its mandate as stipulated in the Tax Revenue Appeals Act, Cap 408 and serve as a vehicle towards realization of its Vision and Mission.The plan also intends to monitor and evaluate TRAB performance through Key Performance Indicators (KPIs) as illustrated herein. The Results Framework and KPIs help to inform TRAB stakeholders what is planned and serve as a basis for accountability.

1. 5        Layout of the Strategic Plan

This Strategic Plan is structured in four main chapters. Chapter One introduces the background of TRAB, development process, purpose and rationale; and layout. Chapter Two presents the situation analysis which covers functions of TRAB, performance review, SWOC analysis, stakeholders’ analysis and critical issues.  Chapter Three presents the Plan which has vision, mission, core values, and strategic objectives of this Strategic Plan. Chapter Four contains the results framework; and monitoring and evaluation framework.

CHAPTER TWO

SITUATIONAL ANALYSIS

2. 0        Introduction

This chapter assesses the current environment in which TRAB is operating in order to establish critical issues to be addressed in the Strategic Plan for the period 2021/22 –2025/26 . The situational analysis has focused on the objectives and functions, performance review of the previous Strategic Plan, SWOC analysis, PESTEL analysis, stakeholders’ analysis, Analysis of Current Vision, Mission Statements and a highlight of critical issues derived from the previous strategic plan .

2.1      Performance Review of the Previous Strategic Plan

This section reviews performance of the Strategic Plan for the period of 2017/18 – 2021/22where major achievements, milestones and lessons learnt were recorded. It sets out an important baseline for the new Strategic Plan by evaluating key achievements andconstraints and inform accordingly .

2.2       Analysis of Current Vision, Mission Statements and Institutional Core Values

Current Vision: To be a reputable Institution in determining tax appeals disputes and maintaining accessible Justice to stakeholders.

The analysis of current vision reveals that the vision statement was too long and probably hard to memorize.

Current Mission : To provide a Just and timely determination of Tax Appeals disputes to stakeholders.

The analysis of current mission reveals that the mission statement needs to incorporate effective and efficient in using available resources during determination of tax appeals rather than a just and time only.

  • Performance Review of the previous Objectives

The Strategic Plan for the period 2017/18-2021/22 had the following five Objectives:

Objective A: HIV/AIDS infection reduced and supportive services improved ;

Objective B:   Effective Implementation of National Anticorruption Strategy ;

Objective C:   Determination of tax appeals disputes improved

Objective D:  Staff Performance and Services delivery improved

Objective E:   Financial management and accountability improved

Objective F:   Communication with Stakeholders improved

The achievement, constraints and way forward for each Objective is as shown in the table below.

ACHIEVEMENT

CONSTRAINTS

WAY FORWARD

HIV/AIDS infection reduced and supportive services improved

Prevention programme developed, reviewed and implemented annually by June 2021

  • Prevention programme developed in 2021
  • 4 four trainings to staff on HIV/AIDS and Non-Communicable Diseases Conducted
  • Voluntary testing to 30 staff on HIV/AIDS and Non-Communicable Diseases conducted

Some staff were not ready for voluntary testing

Conduct HIV/AIDS and NCD awareness seminars

Programme to support staff living with HIV/AIDS developed, reviewed and implemented by June 2021

  • Programme to support staff living with HIV/AIDS developed 2021
  • Staff living with HIV/AIDS supported

Some staff were not ready to disclose their status due to stigmization

Conduct awareness seminars on HIV/AIDS

Effective Implementation of National Anticorruption Strategy;

TRAB ant- corruption action plan developed, reviewed and implemented by June 2021

• TRAB ant- corruption action plan developed

  • Three (3) out of five (5) awareness training sessions on corruption conducted to all staff
  • Integrity Committee established

Two awareness training were not conducted due to COVID-19

Continue to implement Anti-corruption Action Plan to ensure corruption free at TRAB.

Determination of tax appeals disputes improved

90% of Tax disputes filed disposed 12months by June 2021

•Two (2) Public awareness on appealing procedures conducted.

• Increase of registered appeals and applications from 354 appeals and 65 applications by 2017 to from 605 appeals and 68 applications by 2021 .

• 104 appeals and 22 applications were determined against 864 Appeals and 64 application registered for four years.

  • Delay in appointment of Board members
  • Inadequate Board rooms for conducting case sessions

Renovate TRAB offices

  • Continue to determine tax disputes timely and impartially.

Tax Revenue Appeals Act cap 408 and Tax Revenue Board Rules,2001 reviewed by June 2021

  • Cap 408 reviewed
  • Tax Revenue Board Rules amended
  • Zero draft of Swahili version of  Cap 408 prepared

Case Management database developed, updated and maintained by June 2021

Case Management Database developed.

Users of Case Management Database are not trained

Conduct Training to users

Tanzania Tax Law Reports produced annually by June2021

Tanzania Tax Law Reports for the year 2017 -2021 were in house edited stage.

Inadequate of fund for finalize and publish report

Solicit fund for finalize and publish Tanzania Tax Law reports

Modern library established and maintained by June2021

Lack of office space for library

Staff Performance and Services delivery improved

Human resources plan reviewed and implemented annually by June 2021

Staff Regulations developed

           

Lack of new employment approval

Follow up on new employment approval

Human Resources Training Programme reviewed and implemented by June 2021

  • Training Need Assessment conducted
  • 15 staff attended training in their respective field;

Client Service Charter developed by June 2017

Client Service Charter ( 2019) developed

Scheme of Service reviewed by June 2017

Reviewed Organizational structure submitted to the President Office, Public Service Management and Good Governance for approval

Statutory and Administrative services delivered annually by June 2021

  • Permanent Office acquired/granted to solve insufficient office accommodation challenge
  • Government Electronic Payment System, Human Capital Management Information System (HCMIS) and Government Salary Payment Platform (GSPP) Implemented

Inadequate office space

Retooling Plan prepared and implemented annually by June 2021

Retooling Plan developed and implemented

Financial management and accountability improved

Accounting system developed by June 2017

Accounting Package (Quick Book) acquired

Some GFS code missing

Shift to use MUSE (MfumowaMalipoSerikalini) in financial management

TRAB Strategic Plan reviewed and implemented by June 2021

TRAB Strategic Plan reviewed and implemented

Financial statement prepared annually by June 2021

  • Financial Regulations developed
  • Financial Statement prepared

Asset register updated annually by June 2021

Asset register updated?

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strategic plan in swahili

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Translation of "strategic" into Swahili

kimkakati is the translation of "strategic" into Swahili. Sample translated sentence: All the bells are placed strategically to prevent any acoustic interference, occasionally caused by dominant harmonics of some of the bells. ↔ Kengele zote zimewekwa mahali pafaapo ili kuzuia hitilafu yoyote ya sauti, ambayo mara kwa mara husababishwa na sauti za juu zaidi za baadhi ya kengele.

of or pertaining to strategy [..]

English-Swahili dictionary

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Automatic translations of " strategic " into Swahili

Translations of "strategic" into swahili in sentences, translation memory.

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Secondary Education Development Programme (SEDP)

Secondary Education Development Programme (SEDP) is the National-wide programme which is run under the umbrella of Education Sector Development Programme (ESDP). The programme is implemented into phases of 5 years each.

SEDP is being implemented by several stakeholders,including: the Ministry of Education and Vocational Training (MoEST); the President’s Office –Regional  Administration and Local Government (PO–RALG); Regional Secretariats; Local Government Authorities (LGAs); Ward Level officers; School Boards and School Management Teams; Non-State Actors; and Development Partners, including the World Bank (WB).

SECONDARY EDUCATION DEVELOPMENT PROGRAMME – PHASE I (SEDP I)

SEDP I was implemented between 2004 and 2009, building on the national goals of secondary education provision. It also builds on national and international reforms regarding the education sector. Some of these reforms are based on key policy documents such as the Tanzania Development Vision 2025, the National Strategy for Growth and Reduction of Poverty (NSGRP – commonly referred to by its Kiswahili acronym: MKUKUTA), the Education and Training Policy of 1995, the Education Sector Development Programme (ESDP, 2001) and the Millennium Development Goals (MDGs).

The Overall objectives of SEDP I were to improve access with equity, quality, management and delivery of secondary education in Tanzania. Review of SEDP I implementation has shown that the Programme was most successful in improving access and equity. The number of secondary schools has tripled between 2004 and 2009 to serve different underserved communities and so has the number of enrollees. Despite these successes, there have been a number of challenges, in terms of performance, adequacy of the professional teachers, equality of learning environment among different schools, adequacy of infrastructure, teaching approaches, school management, and low transition rate. 

SECONDARY EDUCATION DEVELOPMENT PROGRAMME – PHASE II(SEDP II)

SEDP II is a Government project supported by a loan from the World Bank (WB) since 2010. According to the agreement between the World Bank and the Government of the United Republic of Tanzania, the overall Project Development Objective (PDO) is “to improve the quality of secondary education with the focus on underserved areas”. The PDO is being realized through implementation of activities stipulated under four main components:-

1. Upgrading existing schools infrastructure

The objective of this component is to increase the number of secondary schools meetingminimum infrastructure requirements, moving them toward becoming fully functionalper SEDP II.

The component provides support for rehabilitation and completion of existingschool structures, with a minimum cost-effective infrastructure package. Given resourceconstraints, the project finances based on assessed needthe construction, supervision ofworks, and associated furnishing of (i) classrooms, (ii) science laboratories, (iii) teachersresidences, (iv) latrines, (v) water supply, and (vi) electricity supply (through the grid orsolar power). These goals were derived through extensive consultations with variousstakeholders, which determined these to be the most essential infrastructure unitsfor enhancing the teaching and learning environment in schools and for addressingconcerns over teacher deployment as well as the enrollment and attendance of girls.

2. Improving the equitable provision of teachers and the quality of teaching in Mathematics, sciences, and languages.

The objectives of this component areimproved deployment of teachers to ruralareas; improved instruction in mathematics,sciences, and languages; and better teachingpractices. Achievement of the above objectivesare indicated by the following: (i) in teacher deployment, measured increases in the numberof qualified teachers in designated ?hardto reach schools; and (ii) increased supply ofteachers for mathematics and science, measured improvements in student-teacher enrollment incourses on teaching mathematics and science at teacher-training colleges (TTCs).

3. Ensuring adequate financing to secondary schools and improving utilization of resources.

The objective of this component is to ensurethat adequate financing is provided to publicsecondary schools (currently at Tsh. 25,000 per students per year)disbursed timely, and monitored effectively. These objectives are being achievedthrough the provision of goods, technical assistance, and capacity building support.The resources under this component are earmarked for specific learning improvementpurposes: such as improving textbook provision and delivering teaching materials thatbetter match the needs of students (e.g., teacher supplies, teacher manuals, teacherguides; laboratory apparatus, equipment andchemicals). The current level of the government’s capitation grant programme amount is Tsh. 25,000, which was set in 2004 during the preparation of SEDP I.

4. Providing capacity building and technical assistance to implement current and future reforms.

The objective of this component is to strengthen institutional capacity for educationalmanagement; these institutions are ADEM, TIE and NECTA. Sustained inputs to strengthen capacity for planning, management,delivery, monitoring and supervision of education are critical to improving thequality and efficiency of education service delivery. Expansion of the Education Management Information System (EMIS) currentlyunder development to capture data relevant to the secondary education subsectorthat is accurate, easy to retrieve and process, and readily available to all is essentialfor decision-making and to promote transparency and efficiency. 

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strategic plan in swahili

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strategic plan in swahili

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strategic plan in swahili

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strategic plan in swahili

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FCS NEW SP 2022-2026

In September 2021, Foundation for Civil Society completed the development of its strategic plan for 2022 to 2026. The new plan marks the beginning of the organization’s 4th strategic period. FCS envisions an empowered, resilient, and responsible citizenry realizing social and economic justice and improved quality of life within the new strategic plan.

strategic plan in swahili

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strategic plan in swahili

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strategic plan in swahili

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strategic plan in swahili

CSO and LGAs Collaboration improve monitoring in agriculture sector in Tunduru district.

strategic plan in swahili

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strategic plan in swahili

Knox County Schools will share plan to improve achievement in Region 5

During a series of community meetings beginning this week, the public can learn about a strategic plan to address persistent achievement gaps in Knox County Schools' Region 5 .

The district began the strategic planning process last fall to raise student expectations and transform outcomes for Region 5, according to a release. Two schools in the district's Region Five were put on the state's list of  lowest performers . 

When Jon Rysewyk began as KCS superintendent last summer, he and his team divided the district's 91 schools into five regional groups based on their distinct needs and geography, Knox News reported in June 2022.

Through a review of data and national education research, and working with more than more than 200 stakeholders, the district developed region-specific goals, actions and milestones to improve learning.

“KCS has not always articulated a clear vision of success for its schools in Region 5,” Rysewyk said in the release. “This strategic plan is our commitment to doing whatever it takes to ensure that our students excel in the district’s four priorities.”

Four community meetings in May will provide an overview of the Region 5 strategic plan. All meetings are open to the public and begin at 5:30 p.m.:

  • May 11 at Fulton High School, 2509 N. Broadway
  • May 15 at Austin-East Magnet High School, 2800 Martin Luther King Jr. Ave. Kirundi and Swahili interpreters will be available.
  • May 16 at Lonsdale Elementary, 1505 Louisiana Ave. A presentation in Spanish will be available.
  • May 18 at Sarah Moore Greene Magnet Academy, 3001 Brooks Ave.

Schools in Region 5

Elementary schools

  • Beaumont Magnet Academy
  • Belle Morris Elementary
  • Christenberry Elementary
  • Fair Garden Family Center
  • Green Magnet Academy
  • Lonsdale Elementary
  • Maynard Elementary
  • Sarah Moore Greene Magnet Academy
  • Spring Hill Elementary
  • Virtual Elementary

Middle schools

  • Holston Middle
  • Vine Magnet Middle
  • Virtual Middle
  • Whittle Springs Middle

High schools

  • Austin-East Magnet High
  • Fulton High
  • Virtual High

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COMMENTS

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  4. National Five Year Development Plan 2021/22-2025/26

    English-Fulltext (3.965Mb) Swahili-Fulltext (4.350Mb) Date 2021-06 Author Tanzania, United Republic Metadata Show full item record It is with a great privilege and honor that I introduce the Third National Five Year Development Plan (FYDP III; 2021/22 - 2025/26).

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  6. East African Kiswahili Commission Discusses Strategy Implementation Plan

    The East African Kiswahili Commission (EACK) is an institution of the East African Community based in Zanzibar, The United Republic of Tanzania. The Commission started its operations in May, 2015 and has developed the Annual Operations Plan for 2016-2017. The Commission's vision is to be the leading body in the promotion and coordination of ...

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  9. Sustainable Development Goals (SDGs) in Kiswahili

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  10. NALHN Strategic Plan Summary 2020-25 (Swahili)

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  14. PDF THE NATIONAL ACTION PLAN 2018:2021

    PREFACE ACKNOWLEDGEMENT 1.0 BACKGROUND 2.0 OBJECTIVES OF THE NATIONAL ACTION PLAN 2.1 Specific Objectives 3.0 VISION 4.0 MISSION 5.0 GUIDING PRINCIPLES 5.1 Government Ownership 5.2 Stakeholders Participation 5.3 Human Rights based Treatment of Victims 5.4 Interdisciplinary Coordination 5.5 Systematic Monitoring, Evaluation and Sustainability

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  16. Secondary Education Development Programme (SEDP)

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  17. Swahili

    In September 2021, Foundation for Civil Society completed the development of its strategic plan for 2022 to 2026. The new plan marks the beginning of the organization's 4th strategic period. FCS envisions an empowered, resilient, and responsible citizenry realizing social and economic justice and improved quality of life within the new ...

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  19. PDF Ministry of Public Service, Youth and Gender Affairs

    This is the first Strategic Plan by the State Department of Gender Affairs (SDGA) since its establishment in November 2015 in the Ministry of Public Service, Youth and Gender Affairs. The plan covers the period 2018-2022 and is anchored on the Third Medium Term Plan (MTPIII), drawing on the lessons from MTP I and II, among other policy frameworks.

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  23. Knox County Schools sets meetings to share Region 5 strategic plan

    Four community meetings in May will provide an overview of the Region 5 strategic plan. All meetings are open to the public and begin at 5:30 p.m.: May 11 at Fulton High School, 2509 N. Broadway

  24. How to say strategic in Swahili

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