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These pages contain the original text of the Tertiary Education Strategy documents. Only edit content if you notice the text is inconsistent with the final published document. Feel free to develop your own cross references and index structure. Improved strategic capacity and leadership at both governance and management levels
Better governance and leadership will be illustrated in more effective and robust institutional strategies. These will have a much greater focus on building quality and organisational capability. Decision-makers will focus on ensuring that students succeed rather than on simply increasing student numbers. Risks will be more effectively managed through investment in strategic alliances within the system as well as beyond. This will be evidenced by effective long-range strategic planning processes, strategic challenges being met in creative ways, and tertiary educators being encouraged to innovate in core teaching and learning activities. Managers and governors will be investing energies in understanding the needs of community, region and nation and in forming value-creating connections of all kinds, both within the tertiary education system, and beyond it. Managers, Councils, and Boards will be committed to the development of internal provider cultures that are characterised by a ‘make it happen’ ethos. These decision-makers will have access to improved system performance information (including benchmarks, sector averages and national and international best practice exemplars) to assist them in the preparation of high quality charters and profiles. The TEC will play a key role in encouraging the development of strategic vision and innovative leadership on the part of tertiary education providers and ITOs. All tertiary leaders will be regularly encouraged by the TEC to take a fresh look at their distinctive strengths, at their contribution to national goals, and at the opportunities for providing learning differently and in more connected ways. « Strategy 1 | Index | Objective 2 » |
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