Tanzania Education Network /Mtandao wa Elimu Tanzania (TEN/MET) is a national NETWORK of over 150 national NGOs and CBOs, international NGOs and district networks throughout Tanzania that are concerned with the promotion of education. Its core aim is to work and link with other actors in Civil Society Organizations (CSOs) to support local groups, such as Community Based Organizations (CBOs), Faith Based Organizations (FBOs), and NGOs, to carry out their advocacy work with an informed collective voice so as to influence policies for basic quality education for all in Tanzania.
Tanzania Education Network/Mtandao wa Elimu Tanzania (TEN/MET) was founded in April 1999 by 39 NGOs in a workshop convened by Oxfam and Maarifa ni Ufunguo. The network membership is comprised of NGOs, CBOs, and other networks throughout mainland Tanzania.
Vibrant CSOs that promote equitable access to quality education.
TEN/MET is a network organization committed to promote equitable access to quality education by strengthening education CSOs in Tanzania through capacity building, advocacy, research, and networking.
- Equal access to quality basic education for all Tanzanians. Education is a basic human right and all citizens, especially children regardless of gender, race, disability, religion, geographical location, and social and economic background, should have access to it in order to improve their quality of life and social well-being.
- Local communities and poor people have potential to contribute to and to demand good quality education. Local communities, even the poorest of the poor, have indigenous knowledge and creative ideas on how to improve education and their social well being in an empowering process.
- Partnership with local communities, through their networks, and other local, national, and international actors in education. Effective collaboration between different actors, both governmental and non-governmental, will create positive changes in education.
- Integrity (respect and honesty) at all times. The secretariat and all members are expected to discharge their duties and responsibilities in influencing education policies with the highest levels of integrity. They will not corruptly solicit or accept any gift or consideration as an inducement or reward for doing or refraining from doing anything in their official capacity or showing favour or disfavour to any person in that capacity.
- Transparency and accountability in our engagement with education policy and practice issues.
- Enhanced maintenance of accurate records with the requisite built-in confidentiality.
- Leadership and constancy of purpose. To ensure the core functions are kept in focus, TEN/MET will develop and be guided by regularly reviewed Medium Term Strategic, Work, and Action Plans. All members of the secretariat will be involved in the planning process for ownership and empowerment. The plans will be based on beneficiary and member oriented, clear and visible values and expectations.
The TEN/MET approach emphasizes the following principles to enhance the overall TEN/MET goal in its contribution to improved quality of life and social well-being;
Members implement through core group structures, lead/support system, and other strategies; the secretariat facilitates and coordinates a few limited, strategic activities
TEN/MET secretariat’s work will be guided by this strategic document and will focus on core strategic functions with quality, rather than taking on too much in an ad hoc fashion
In order to serve its members effectively, TEN/MET needs a small and highly competent, multi-skilled secretariat
To live up to its mission, TEN/MET will adopt the most effective leadership style and skills to ensure commitment to excellence and continuous improvement
TEN/MET will use all its resources efficiently and effectively, including the full potential and creativity of its members. It will also continually monitor and evaluate its products, services and processes to bring about improvements in education
Strategic Planning Methodology
The methods for developing this strategic plan included focus group discussions, consultations, brainstorming, and taking stock of major achievements over the past four years of implementation of the first strategic plan 2007-2011. TEN/MET’s Vision and Mission have been redefined and issues have been identified for the next strategic plan for the period 2013-2016.