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The Imperative for Change
“Five frogs sitting on a log, four decide to jump off.
How many are left?
The answer is five.
Why?
Because there’s a difference between deciding and doing.”
A riddle.
Our tertiary education system already delivers major benefits to our economy and society through the development of skilled and adaptable people, and through the new ideas created by research and scholarship. However, if we are to achieve the national vision and goals outlined in the previous section, and respond to the challenges of globalisation, accelerating technological change and the increasing importance of knowledge, the tertiary education system will need to play an even greater role and one that differs in focus.
Two sorts of change are required.
Firstly, we need to shift away from an approach centred almost exclusively on raising participation at least cost, to one that recognises the capabilities of our tertiary education system as key national development assets. The focus in future needs to ensure that the tertiary education system and key sectors and communities in New Zealand are better connected. This is essential if New Zealand is to build from its existing strengths while also developing new strengths.
Several key changes have been identified through consultation with the tertiary education sector and its stakeholders. All relate to increasing the relevance, connectedness, and quality of the system. They are discussed in detail in the next section, and in summary are:
- Greater alignment with national goals
- Stronger linkages with business and other external stakeholders
- Effective partnership arrangements with Maori communities
- Increased responsiveness to the needs of, and wider access for, learners
- More future-focussed strategies
- Improved global linkages
- Greater collaboration and rationalisation within the system
- Increased quality, performance, effectiveness, efficiency and transparency
- A culture of optimism and creativity
Secondly, the tertiary education system must significantly raise the skill levels of all New Zealanders so as to ensure they are adept at creating knowledge, transferring knowledge, and applying that knowledge through all parts of the economy and society. This requires a set of specific strategies related to the development of skilled and knowledgeable people, the creation of research and scholarship and the organisational capability needed to support these.
Widespread consultation with system stakeholders has strongly endorsed six specific strategies for the development of the tertiary education system in the period 2002–07. They are discussed in detail in the later sections of this Strategy, and relate to skill development, research and capability as follows:
- Strategy One: Strengthen System Capability and Quality. National goals cannot be achieved unless we enhance the strategic capability and robustness of the tertiary education system as a whole.
- Strategy Two: Te Rautaki Mätauranga Maori – Contribute to the Achievement of Maori Development Aspirations. We need to recognise the unique position of Maori as Treaty partners, and the huge significance that learning and education has for Maori communities. This strategy addresses issues related to skill development, research and capability-building for Maori.
- Strategy Three: Raise Foundation Skills so that all People can Participate in our Knowledge Society. Improving foundation skills (literacy, numeracy and other basic skills), will ensure that more New Zealanders are able to participate effectively in the economic and social benefits of our vision for national development.
- Strategy Four: Develop the Skills New Zealanders Need for our Knowledge Society. This strategy recognises that we will need high-level generic skills in much of the populace, and more highly-specialist skills in areas of comparative advantage, for New Zealand to accelerate its transformation into a knowledge society.
- Strategy Five: Educate for Pacific peoples’ Development and Success. Pacific peoples represent a significant and rapidly growing proportion of New Zealand’s population. This strategy addresses issues relating to Pacific peoples’ capability needs and skill development that will ensure their success and development.
- Strategy Six: Strengthen Research, Knowledge Creation and Uptake for our Knowledge Society. This strategy recognises that research and innovation are key drivers of modern economies, and also that the broader application of new knowledge will enable the achievement of social, environmental and structural goals.
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