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The expected change – 2002 to 2007

This strategy is a critical area for early development during the life of the TES. Without improvements in overall system capability and strategic capacity, it will be difficult to make progress on the other strategies and objectives in the TES. Improvements in these areas are critical to realising the changes set out in the change messages.

Stengthening system capability and quality requires improved strategic capacity and leadership at both management and governance levels. TEOs should have a greater focus on student success rather than on simply increasing student numbers. They should be developing robust, long-range planning, based on the needs of their communities, regions and the nation. It is expected that TEOs will have an increased focus on their distinctive contribution to tertiary education, and there will be increased differentiation of provision.

This strategy requires that TEOs work much more collaboratively with each other and with key stakeholders. Improved collaboration needs to result in better use of the limited resources available for tertiary education in New Zealand, improved networks of professional practice across TEOs and other institutions, and more integrated course and qualification offerings for learners that draw on the distinctive strengths of different organisations.

A stronger emphasis on quality and innovation in tertiary education teaching and learning is also required, through improving teaching capability and learning environments and developing a more coherent and reliable system of qualifications, learning recognition and credit transfer. One of the main challenges for the sector will be to develop a better common understanding of what constitutes quality teaching and good professional practice.

Included within this strategy is a focus on sustainable growth of export education capability, centred on a reputation for quality teaching and pastoral care. This has been a growth area for the tertiary education sector since 2000. Success in this area is critical to New Zealand’s international image and connections with major trading partners, as well as bringing a range of educational, economic and social benefits to New Zealand. It is also an important source of additional revenue for TEOs. However, there are a number of risks in this area that need to be actively managed by the sector.

The success of this strategy will be evidenced through a tertiary education system that is more robust and is responsive to the needs of learners, research users and key stakeholders. It will be strongly networked within itself and with key stakeholders. There will be much more coherent options and pathways available for learners across the system. The improved confidence of students, employers and the public in the system will also be evidence of success.

The baseline picture in 2002

In aggregate, the financial health of TEOs has improved from 2000 to 2002, with fewer TEOs running operating deficits. This places TEOs in a stronger financial position to take on the changes required in the TES.

There have been a number of new initiatives focused on governance and management capability in TEOs, including the TEI Governance Review and introduction of charters and profiles.

A number of policies are being implemented which are directed at enhancing the focus on quality, including the New Zealand Register of Quality Assured Qualifications and a project on enhancing quality in teaching.

A number of collaborative initiatives have been developed by TEOs over the last few years. These aim to contribute to a variety of outcomes relevant to the TES. Assistance is being provided to encourage further collaboration.

Export education has been an area of rapid growth for the sector. The high reliance on North Asia as a source for international students poses risks in terms of long term sustainability and the possibility of short term disruptions. The recent introduction of a Code of Practice for pastoral care of international students and enhancement of quality assurance mechanisms should reduce risks arising from poor practice in this area.

Further development of monitoring

Development of strategic capability and leadership in TEOs is a critical priority for future monitoring. TEIs will be encouraged to report on and self-assess their management and governance capability. A more systematic basis for ongoing assessment of TEOs' collaborations is also a critical priority. Assessing the value created by these collaborations will be a key challenge.

Key source information for these areas will come from TEO profiles and charters. The work of the Collaborating for Efficiency review groups will also provide valuable benchmark data on existing collaborations. The perspectives of key stakeholders will be vital to the analysis.

The improvement in TEO financial status may in part be the result of TEOs optimising for current funding arrangements. As funding policies change, it will be important to continue to monitor impacts on TEO financial performance and position.

The development of better information on quality and innovation in tertiary education is also a priority. This will require the development of a range of measures that provide a rich picture of educational delivery and success. It is not possible to assess quality purely on the basis of a single measure. Measures need to be considered across a range of areas, including:

• student achievement (eg completion rates, retention rates and progression onto further study)
• student outcomes, in terms of employment and the ability to apply the skills and knowledge gained from tertiary education to work and life in general
• teacher workforce experience and qualifications
• TEO focus on teaching practice, innovation and student achievement
• the confidence of students, employers and the general public in the quality of the tertiary education system.

Information on compliance with the International Student Code of Practice will also be included in future monitoring.

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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