Since its formation
in 2000 as an Executive Agency, the Tanzania Public Service
College (TPSC) has strived to become a centre of excellence
in providing training and development interventions to the
public and private sectors in Tanzania. The first five years
of TPSC were meant to lay the foundation of a staff college.
During the period, TPSC managed to strengthen its internal
capabilities by building capacity of its staff, renovating
and re-tooling its training and prepared its first Strategic
Plan. The implementation of the plan resulted into an increase
in the volume of business of the college and an improvement
in its financial resources.
Several major changes have taken
place since the formulation of the first Strategic Plan, both
nationally and internationally. Such changes have lead to
new requirements in terms of training, consulting and applied
research, which need a focused approach. TPSC’s clientele
have called for a quick transformation of the college into
a fully-fledged Staff College, to meet these challenges and
address the needs of its clientele timorously. TPSC has to
identify its strategic direction for its future in order to
enhance its efforts to become a centre of excellence. It has
become imperative that TPSC now graduates into a “Staff
College”.
TPSC as a Staff College will
have several unique features which need systematic and comprehensive
effort to facilitate and sustain this strategic change. Participation
of all its stakeholders will be a key ingredient to its success.
This strategic plan has identified a series of strategic interventions
to bring about changes in the directions, structure, processes,
interfaces and performance of the college. The use of strategic
partners, the reliance on multiple source of knowledge, the
design of coordinated interventions and development of shared
goals are a significant feature of this strategic plan.
The strategic plan consists
of an integrated and interdependent set of action plans that
must be viewed and acted upon in a holistic manner. The transformation
process to a fully-fledged staff college should be one of
guided and directed change, which would lead to the achievement
of the College’s short and long term goals.
The plan contends that TPSC should
strive to become one of the best public service colleges in
the region and develop more areas of national leadership.
Such an aspiration implies a strong and vigorous emphasis
on quality; the focusing of effort, time, and funds; an attitude
of receptivity to change; and an aggressive effort to obtain
new inroads in meeting the training and development needs
of the public service. Successful progress towards achieving
this centre of excellence status depends on the support of
the public service, and its cooperating partners.
This strategic plan is a result
of concerted efforts by staff, stakeholders and partners who
have examined several facets of TPSC, articulated strategic
initiatives for change, and spelt out Action Plans for each
of them. It includes six chapters on background, situation
analysis, visioning process, the plan, risk and force field
analysis. An executive summary has also been included. Implementation
of this strategic plan is intended to transform TPSC into
a fully-fledged Staff College.
It gives the College great pleasure
to submit this, the 2006/ 07 – 2011/12 Strategic Plan.
I trust you will find the plan useful in respect of TPSC’s
strategic priorities for the next five years and more.
Saidi .H. Nassor
Chief Executive: TPSC
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