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The change required to achieve this strategy

Key to achieving this strategy is supporting and developing strategic capacity and leadership at both management and governance levels. This has required TEOs to give greater attention to student success and to developing robust, long-range planning, based on the needs of their communities, regions and the nation.

This strategy requires TEOs to understand and articulate their distinctive contribution to the tertiary education system, and requires developing a more differentiated system.

One of the ways of achieving the greater capability identified in this strategy is improved collaboration between TEOs and with key stakeholders, to make better use of resources, improve networks of professional practice and offer more integrated courses and qualifications to learners.

This strategy also emphasises continued improvement in quality throughout tertiary education through improving teaching capability and learning environments, supported by the sector and government agencies working together to develop a more coherent and reliable system of qualifications, learning recognition and credit transfer.

Included within this strategy is a focus on sustainable development of export education capability, centred on a reputation for quality teaching and pastoral care.

Progress to 2005/06

The analysis of profiles found that most TEOs had change-focused objectives relating to this strategy. In 2005/07, the areas with most consistent change-focus across TEOs were ‘quality of teaching and learning’, ‘improving capability’ and ‘sustainable export education’. In 2006/08 profiles there were more TEOs with a change-focus on ‘quality of teaching and learning’, ‘improving capability’ and ‘collaboration and networking’.

Percentage of TEOs with change-focused objectives relating to ‘Strengthen System Capability and Quality’ in profiles 2005/07–2006/08

Ako Aotearoa: Tertiary Teaching for Learning Centre will provide new leadership for excellence in tertiary teaching and learning from within the tertiary sector. Combined with a sharper focus on quality and relevance in the new funding arrangements, this will shift the system focus from volume to outcomes and results. TEO profiles show an increased focus on monitoring retention, completion and outcomes, professional development of teachers and developing quality educational programmes.

Financial viability of TEIs remains an issue, particularly for ITPs. The government has signalled its intent to address certainty and sustainability of funding in its new funding arrangements. There is an overall improvement in management in PTEs. Part of this is due to a shift towards larger providers and closure of smaller, marginally viable providers. TEO profiles show an ongoing emphasis on continuous improvement in leadership and management.

The evidence suggests that collaboration between TEOs is strengthening. However, there is more to be done to improve the quality of collaboration between TEOs and other stakeholders. This requires the development of reciprocal relationships, commitment of time and resources from both sides and a common sense of purpose.

The government has initiated several areas of work to shift sub-degree provision to areas of higher relevance and quality. These will impact on funding from 2006 onwards. The government has also made funds available for improving system capability. Work continues on developing a more differentiated system. This will be reinforced by the new funding and quality arrangements.

There has been a decline in international students from Asia in 2005. There has been a small increase in international students from other regions, but not sufficient to prevent an overall decline in numbers. TEOs are taking a more strategic approach to internationalisation.

Key challenges for moving forward

The key challenges for moving forward on this strategy are maintaining the momentum towards higher quality and greater relevance in tertiary education, while developing a capable and sustainable system. This is very much at the heart of the government’s proposed new funding and quality changes.

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• Table of Contents

• The State of Play

• 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