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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. Te rautaki mātauranga Māori – contribute to the achievement of Māori development aspirationsRefer to Tertiary Education Strategy text for Strategy2
Ensuring Maori tertiary education success is critical for the social and economic development of Maori whanau, hapu and iwi, and of wider New Zealand. As evidenced through the Hui Taumata Matauranga process, iwi education partnerships and the consultation process for the Tertiary Education Strategy 2002–07, the Crown is committed to working with Maori to achieve their education aspirations. Agencies and TEOs also have particular commitments to Maori communities and to iwi Maori. The relationships and processes that will be developed during the period of this STEP will form the basis for meeting these commitments.
Priorities for Tertiary Education OrganisationsThe key priorities for this period are Objective8, Objective12 and Objective13. Ongoing relationship and partnership building will be a key part of TEOs’ strategic and business planning. TEOs should work closely with their local and regional Maori communities in order to improve their accountability to them and in order to ensure that their organisations contribute to regional and local Maori, whanau, hapu and iwi development. Meeting Maori development aspirations provides an opportunity for TEOs to differentiate themselves from one another by offering programmes that will contribute directly towards these local aspirations. Those organisations completing charters and profiles will need to reflect these aspirations and demonstrate continuing commitment to meaningful processes of engagement and consultation with Maori. In relation to Objective8 and Objective13, the charters are key documents in which TEOs will identify their stakeholder relationships, including with iwi Maori and Maori communities. A starting point for some TEOs will be to develop effective relationship-building processes with their Maori communities. For others, it will be to build upon already well-established relationships. With regard to Objective8, all organisations should show in their strategic and business plans how they intend to work with their Maori communities regarding the development of governance structures and processes that establish meaningful accountability. As a part of working with their Maori communities to develop governance structures and processes, TEOs should also make further progress in developing human resource planning for Maori staff profiles that illustrate how their organisation will develop a strong Maori staff capability over time. Strategy Two: Priorities for AgenciesThe work of the TEC and the NZQA to build the capability of Maori providers will need to be effectively co-ordinated. The NZQA will also continue to provide support for Maori tertiary education and training providers, and for the development of Maori qualifications. The TEC will also need to work closely with Te Puni Ko¯ kiri in this regard. Career Services will continue to work towards raising awareness of and improving access to quality advice for Maori and their whanau. Capability building for Maori will also be strengthened in the period through the strategic development initiatives, including the contestable Innovation and Development Fund and the Special Supplementary Grant (SSG) for Maori. Agencies will also need to work together to implement the recommendations of the review of this SSG, which was completed in August 2003. The MOE will continue the development of its ongoing partnership with wananga, in the context of its various memoranda of understanding with iwi Maori and Maori education groups. The MOE and the TEC will also develop particular initiatives to support Maori governance capability across the system. The Hui Taumata Matauranga process will continue to articulate strategic priorities for Maori educational achievement and inform the implementation of the STEP. The publication of the Maori Tertiary Education Framework will also provide direction for the sector as well as act as a catalyst for further discussion amongst iwi Maori as it relates to their aspirations for tertiary education.
← Strategy 1 | STEP2 | Strategy 3 → |
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