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Promotion of Education Link Organisation (PELO) updated its PLAN page.

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A SUMMARY OF FIVE-YEAR STRATEGIC PLAN OF PELO (2013/14-2017/18)

STRATEGIC STATEMENTS

Vision:

PELO envisages a democratic Tanzania where children and youth are assured of acquiring the education that will deliver them and their families from poverty.

Mission:

To achieve measurable changes in the quality of basic education through linkage with individuals, groups and communities for influencing the delivery of services in education sector and transparency in governance.

CORE VALUES:

Consistency

  • Providing reliable, well-defined processes and procedures
  • Setting program standards
  • Applying policies and guidelines fairly

Objectivity

  • Personal prejudices are not entertained in decision makings of the organization

Communication

  • Providing timely information
  • Engaging our stakeholders
  • Building partnerships

Excellence

  • Members and staff of PELO are inspired to causing words and concrete actions to always go hand-in-hand.

Accountability

  • Using resources responsibly and effectively
  • Regular reporting to the stakeholders about how we are doing
  • Having well-defined roles and responsibilities

Integrity

  • Demonstrating professionalism, fairness and a willingness to do the right thing
  • Following through on commitments

Innovation

  • Encouraging the exploration of new ideas and developing workable approaches to benefit communities
 

GOALS

Goal 1: Improved quality and equitable access to secondary education in five councils.

Goal 2:Improved financial management and accountability in five district councils.

STRATEGIC DIRECTION

STRATEGIC OBJECTIVES

Objective 1: By 2016, the number of girl students specializing science and mathematics subjects is increased in five district councils.

Objective 2: By 2016, the number of school dropouts in public secondary schools is reduced through empowering community members to take a lead role on intervening on school pregnancies in five councils that are peculiar on the problem.

Objective 3: By 2016, the number of orphans and vulnerable children who are provided with basic needs is increased in the municipal councils of Ilala, Temeke and Kinondoni.

Objective 4: By 2016, corrective actions in five councils regarding recommendations coupled to reports of oversight bodies are increased through analysis of performance of LGAs on Financial Governance and Accountability (FGA).

Objective 5: By 2016,citizen participation on budget planning and holding accountable of the five councils on mismanagement of public funds is increased through empowering community members on playing their role of voicing their needs, monitoring government actions and demanding for accountability and service delivery.

Objective 6: By 2016, the organization is strategically linked and partnering with at least two international and two national network organizations.

Objective 7: By 2016, functioning secretariat of PELO is strengthened with functioning governance structure and system as per constitution

IMPLEMENTATION PLAN

The strategic plan will be implemented under three core programs thus Community Empowerment and Partnership (CEP),Communication,Alliance and Networking (CAN) and Organization Development and Governance (ODG).There will be two thematic working groups that will be meeting quarterly but also able to convene ad hoc meetings. The purpose of adopting this approach is to ensure that PELO is a member led organization involving community groups not only on governance but also on implementation of its activities .The thematic working groups are: the Education Working Group (EdWG) which would work on objective 1,2,3 and 6 and Governance and Accountability Working Group (GAWG) which would work on objective 4,5 and 7.

                    

PELO’s STRATEGIC BUDGET FOR 2013/14-2017/18

Core Program

2013/14

2014/15

2015/16

2016/17

2017/18

TOTAL

 

CEP

158,400,000

160,490,000

140,792,000

173,080,608

137,197,202

769,959,810

 

CAN

62,500,000

15,750,000

15,987,750

15,628,988

16,578,296

126,445,034

 

OGD

59,000,000

30,450,000

31,972,500

31,255,375

51,006,578

203,684,462

 

Secretariat

164,200,000

172,410,000

 181,030,500

190,082,025

199,586,126

907,308,651

 

Grand Total (T.shs)

444,100,000

   379,100,000

369,782,750

 410,046,996

   404,368,211

2,007,397,957

 

Grand Total (USD)

281,076

239,937

234,040

259,523

255,929

1,270,505

 



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