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Since the launch of the TES, there have been a number of initiatives put in place to provide support for enhanced TEO leadership and governance.

Independent review of TEI governance conducted

An independent review of New Zealand Tertiary Education Institution Governance was recently completed by Professor Meredith Edwards of the University of Canberra. The review’s aim was to examine the governance of the TEIs and establish good practice, identify options for new and changed governance structures and advise on optimal ways of developing overall governance capability.

The report recommends a new framework to achieve good governance practice. It found that while governance is not seriously flawed, there is room for improvement. It found a need for a fresh focus on lifting governance performance with a view to improving strategic positioning, engaging with a wider range of stakeholders and aligning with the government’s tertiary education priorities.

The package of measures recommended includes a National Protocol on TEI Governance which sets out principles for good governance. Once the protocol is agreed, TEIs will be required to report against it in their annual reports. Along with the Protocol it is recommended that Institutional Codes of Governance Practice be developed to reflect the special features, values and approaches of each institution. Both of these would be overseen by an Association of Chancellors and Chairs with representation from across TEIs. A number of legislative changes are also recommended.

Some of the recommendations are already being implemented through governance and management workshops for council members and senior management staff being delivered by the Ministry of Education. Others are being adopted by institutions and sub-sectors. The Ministry of Education has also recently commissioned preliminary work on issues of Māori governance in the sector. Ministers have yet to make decisions with regard to legislative change.

Charters and profiles bring greater focus on strategic direction

The introduction of charters and profiles for TEOs heralds a greater focus on TEO strategic direction. Charters require TEOs to articulate their mission and role within the tertiary education system and their alignment with the TES. Profiles will provide a more systematic annual review of TEO achievement against educational as well as financial targets. They will support good business practice and complement other organisational planning tools. They will be a basis for both internal and external monitoring and accountability with a range of stakeholders, including government.

Charters and profiles will be fully implemented across the sector by the end of 2004.

Other developments

The Innovation and Development Fund aims to foster new and innovative ideas, and to develop TEOs' capability to improve the operation of the tertiary education system. It is also designed to help TEOs align with and deliver on the TES and national goals. The fund will make available $40 million over four years from July 2003, with $20 million available for projects to be undertaken from 1 January 2004 to 30 June 2005.

One hundred and thirty-three applications, totalling $134 million, were received for the 2003 funding round. Nine projects have been approved, covering Māori development, foundation education curriculum alignment between schools and polytechnics, industrial design and research and industry training.

The Industry Training Amendment Act 2002 included a new requirement for ITOs to provide leadership to their industries on skill and training matters. Guidelines have been developed, in consultation with ITOs, to provide the framework for implementing this new role. ITOs are required to reflect this in their charters and develop objectives, performance indicators and a reporting framework in their profiles for 2005.

ACE collaborative networks have been set up to better connect ACE to the rest of the tertiary system and effect a more strategic approach to ACE provision. Innovation and development funding has been made available for ACE providers.

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• Table of Contents

• The Baseline Picture

• Cross Strategy Indicators

• Raise foundation skills

• Skills for our knowledge society

• Strengthen research and knowledge creation

• Te rautaki mātauranga Māori

• Pacific people’s development and success

• Capability and quality

• Technical and Data Definitions