Our transition pathway
Te Pūkenga has a significant
transformation programme ahead.
Building a new organisation
Our Transition Pathway sets out the direction we will take to design the future of Vocational Learning in New Zealand. Our establishment and transformation programme through to 2022 will:
- bring New Zealand's Institutes of Technology and Polytechnics (ITPs) and transition Industry Training Organisations (ITOs) into a single institution
- transform the network, its delivery models, its Te Tiriti o Waitangi relationships, its physical and digital presence, and its engagement approaches
- actively manage the provider network, so we can continue to operate effectively during the transition period.
Key to these changes is our Transition Pathway, which is described as six Transformation workstreams and three Core Capabilities workstreams. The workstreams are explained below and will be updated as we progress.
Maintaining business as usual
As we build our new operating model, we will continue to maintain our range of high-quality and valued foundation, vocational, professional and applied programmes across the country.
We offer programmes at all levels of the New Zealand Qualifications Framework. Our programmes reflect the needs of learners, business and communities and the demands of the economic and social response to the COVID-19 pandemic.
Transformation workstreams
Māori Partnership & Equity
Ākonga at the Centre
Employer Aligned
Operating Model
TITO Transition & Work-based Learning
Academic Delivery Innovation
Mana Ōrite
The Māori Partnerships and Equity workstream will deliver collaborative approaches with Māori; embed Te Tiriti o Waitangi Excellence Framework throughout all Te Pūkenga activities, and help us to describe core objectives within a rautaki/strategy co-designed and agreed to with Māori partners.
Ana Morrison, DCE Partnerships and Equity leads this workstream.
Objectives
We will:
- ensure our systems and services work well for Māori
- respond with excellence to the priorities of Māori learners and their whānau, and to the wider aspirations of hapū and Māori hāpori throughout Aotearoa
- always seek to work in accordance with Te Tiriti o Waitangi.
In our work practice we will co-design approaches that meet Ka Hikitia expectations with Māori, to facilitate Māori succeeding as Māori throughout vocational education.
Ko te Ākonga te Pūtake
The Ākonga at the Centre workstream will provide us with a greater understanding of learners. This is important so we can deliver learning in a way that embraces the unique needs of all learners, including those who have been traditionally under-served.
Tania Winslade, DCE Learner Journey and Experience leads this workstream.
Objectives
We will:
- develop learner journey maps and use an analysis of these to help design our future operating model
- ensure the unique needs of ākonga, including Māori, Pacific Peoples, disabled and other under-served learners, are met through co-design with our learners, their whānau and our stakeholders
- develop strategies that Te Pūkenga can implement to maintain momentum as we transition to our new operating model.
Hāngai ki te Kaitukumahi
The Employer Aligned workstream will ensure we are aligned to the needs of employers throughout the transformation programme. This is important as it drives our ability to maintain and grow apprenticeship and traineeship opportunities in New Zealand.
Warwick Quinn, DCE Employer Journey and Experience, leads this workstream.
Objectives
We will:
- develop employer journey maps and analytics to inform the design of the future operating model
- ensure the needs of employers are aligned throughout the wider transformation programme
- develop strategies that Te Pūkenga can implement to maintain momentum as we transition to the new operating model
- develop and build an employer, industry and community engagement model so we can:
- understand what good looks like and adapt our approach to meet the regional and national requirements of these groups
- fit seamlessly with Regional Skills Leadership Groups and Workforce Development Councils
- ensure the right relationships at the right level.
Whakaumu i te ako
The Operating Model workstream will deliver a design putting learners at the centre, meeting employer, and community need, and delivering equitable outcomes for Māori.
Our focus is on realising the aspiration of the Reform of Vocational Education. The cornerstone of this is the design and implementation of a longer-term operating model for Te Pūkenga. We will create a sustainable, national network of regionally accessible vocational education and training, which is responsive to the needs of all regions of New Zealand, their learners, industries, employers and communities.
Read more about the Operating Model here.
Objectives
In partnership with Māori, we will:
- design our new operating model so that it achieves equity for Māori, places learners at the centre and is employer aligned
- develop an implementation plan that will take Te Pūkenga from its current state to the future state.
Ahumahi, Ahuako
The TITO Transition and Work-based Learning workstream will ensure we are prepared to provide for work-based training and support.
Vaughan Payne, DCE Operations leads this workstream.
Objectives
We will:
- develop a practical implementation plan to transition the arranging training function and capability currently provided by transitional industry training organisations (TITOs)
- ensure Te Pūkenga is ready to provide work based learning
- consider and address the key operational risks associated with any transition of TITOs to Te Pūkenga
- integrate the work of arranging training and capability into the operating model.
He Tukunga Auaha
The Academic Delivery Innovation workstream will deliver innovative and flexible learning products, modes and practices that meet the changing needs of learners.
Dr Angela Beaton, DCE Delivery and Academic leads this workstream.
Objectives
We will:
- design and plan our qualification and regulatory framework to support the transformation of our teaching and learning models
- support deeper and wider engagement with academic staff to support change (Discipline Forums).
Māori Partnership & Equity
Mana Ōrite
The Māori Partnerships and Equity workstream will deliver collaborative approaches with Māori; embed Te Tiriti o Waitangi Excellence Framework throughout all Te Pūkenga activities, and help us to describe core objectives within a rautaki/strategy co-designed and agreed to with Māori partners.
Ana Morrison, DCE Partnerships and Equity leads this workstream.
Objectives
We will:
- ensure our systems and services work well for Māori
- respond with excellence to the priorities of Māori learners and their whānau, and to the wider aspirations of hapū and Māori hāpori throughout Aotearoa
- always seek to work in accordance with Te Tiriti o Waitangi.
In our work practice we will co-design approaches that meet Ka Hikitia expectations with Māori, to facilitate Māori succeeding as Māori throughout vocational education.
Ākonga at the Centre
Ko te Ākonga te Pūtake
The Ākonga at the Centre workstream will provide us with a greater understanding of learners. This is important so we can deliver learning in a way that embraces the unique needs of all learners, including those who have been traditionally under-served.
Tania Winslade, DCE Learner Journey and Experience leads this workstream.
Objectives
We will:
- develop learner journey maps and use an analysis of these to help design our future operating model
- ensure the unique needs of ākonga, including Māori, Pacific Peoples, disabled and other under-served learners, are met through co-design with our learners, their whānau and our stakeholders
- develop strategies that Te Pūkenga can implement to maintain momentum as we transition to our new operating model.
Employer Aligned
Hāngai ki te Kaitukumahi
The Employer Aligned workstream will ensure we are aligned to the needs of employers throughout the transformation programme. This is important as it drives our ability to maintain and grow apprenticeship and traineeship opportunities in New Zealand.
Warwick Quinn, DCE Employer Journey and Experience, leads this workstream.
Objectives
We will:
- develop employer journey maps and analytics to inform the design of the future operating model
- ensure the needs of employers are aligned throughout the wider transformation programme
- develop strategies that Te Pūkenga can implement to maintain momentum as we transition to the new operating model
- develop and build an employer, industry and community engagement model so we can:
- understand what good looks like and adapt our approach to meet the regional and national requirements of these groups
- fit seamlessly with Regional Skills Leadership Groups and Workforce Development Councils
- ensure the right relationships at the right level.
Operating Model
Whakaumu i te ako
The Operating Model workstream will deliver a design putting learners at the centre, meeting employer, and community need, and delivering equitable outcomes for Māori.
Our focus is on realising the aspiration of the Reform of Vocational Education. The cornerstone of this is the design and implementation of a longer-term operating model for Te Pūkenga. We will create a sustainable, national network of regionally accessible vocational education and training, which is responsive to the needs of all regions of New Zealand, their learners, industries, employers and communities.
Read more about the Operating Model here.
Objectives
In partnership with Māori, we will:
- design our new operating model so that it achieves equity for Māori, places learners at the centre and is employer aligned
- develop an implementation plan that will take Te Pūkenga from its current state to the future state.
TITO Transition & Work-based Learning
Ahumahi, Ahuako
The TITO Transition and Work-based Learning workstream will ensure we are prepared to provide for work-based training and support.
Vaughan Payne, DCE Operations leads this workstream.
Objectives
We will:
- develop a practical implementation plan to transition the arranging training function and capability currently provided by transitional industry training organisations (TITOs)
- ensure Te Pūkenga is ready to provide work based learning
- consider and address the key operational risks associated with any transition of TITOs to Te Pūkenga
- integrate the work of arranging training and capability into the operating model.
Academic Delivery Innovation
He Tukunga Auaha
The Academic Delivery Innovation workstream will deliver innovative and flexible learning products, modes and practices that meet the changing needs of learners.
Dr Angela Beaton, DCE Delivery and Academic leads this workstream.
Objectives
We will:
- design and plan our qualification and regulatory framework to support the transformation of our teaching and learning models
- support deeper and wider engagement with academic staff to support change (Discipline Forums).
Core capabilities workstreams
Network Collaboration
Governance & Accountability Framework
Capital Asset Strategy & Network Stabilisation
Whātui Mahi Tahi
The Network Collaboration workstream will focus on bringing together the network to work together in response to identified and emerging challenges facing the vocational education sector.
Vaughan Payne, DCE Operations leads this workstream.
Objectives
We will:
- support collaboration of efficiency gains across the network
- respond to training skills and needs development resulting from COVID-19
- improve accessibility for learners across the sector, for example through the Technology Access Fund
- support a reset of the internationalisation strategy within the post COVID-19 environment.
Mana Tiaki, Manu Mātai
The Governance & Accountability Framework workstream will ensure appropriate and necessary levels of representation are in place to contribute to our governance structure.
Vaughan Payne, DCE Operations leads this workstream.
Objectives
We will:
- design and develop functions of the new entity that can effectively monitor consolidated performance of the group
- develop the Te Pūkenga Investment Plan
- establish Staff and Learner Committees.
Tātai Rawa
The Capital Asset Strategy and Network Stabilisation workstream will take ownership of planning for the ongoing management and development of physical sites and assets across the network.
Vaughan Payne, DCE Operations leads this workstream.
Objectives
We will:
- complete an assessment of physical footprint of the network
- progress the development of a capital asset management policy and strategy, an asset management information system, and a sector-wide improvement plan.
Network Collaboration
Whātui Mahi Tahi
The Network Collaboration workstream will focus on bringing together the network to work together in response to identified and emerging challenges facing the vocational education sector.
Vaughan Payne, DCE Operations leads this workstream.
Objectives
We will:
- support collaboration of efficiency gains across the network
- respond to training skills and needs development resulting from COVID-19
- improve accessibility for learners across the sector, for example through the Technology Access Fund
- support a reset of the internationalisation strategy within the post COVID-19 environment.
Governance & Accountability Framework
Mana Tiaki, Manu Mātai
The Governance & Accountability Framework workstream will ensure appropriate and necessary levels of representation are in place to contribute to our governance structure.
Vaughan Payne, DCE Operations leads this workstream.
Objectives
We will:
- design and develop functions of the new entity that can effectively monitor consolidated performance of the group
- develop the Te Pūkenga Investment Plan
- establish Staff and Learner Committees.
Capital Asset Strategy & Network Stabilisation
Tātai Rawa
The Capital Asset Strategy and Network Stabilisation workstream will take ownership of planning for the ongoing management and development of physical sites and assets across the network.
Vaughan Payne, DCE Operations leads this workstream.
Objectives
We will:
- complete an assessment of physical footprint of the network
- progress the development of a capital asset management policy and strategy, an asset management information system, and a sector-wide improvement plan.
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