Te Pūkenga’s Proposed Operating Model Engagement Begins

With the vision of ‘Whakairohia he toki, tāraia te anamata | Learning with purpose, creating our futures’; Te Pūkenga aims to redefine and build a world-class vocational, applied and on-the-job learning system by keeping the learners at the centre. The new proposed operating model has completed its review circle earlier this year and is now moving towards the engagement phase. [1]

This model is composed of a comprehensive network of stakeholders such as staff, employers, and Te Tiriti o Waitangi partners (te awhi rito) to support the learners. It is considered that the new proposed model will be holistically impactful on the underlying elements of the education system with high-level planning for the excel in future. A transformational change is expected from this model to establish a balance between national consistency and regional and local responsiveness. [2]

Planning to focus more on collaboration rather than competition; this system appears to be a different approach compared to the current vocational and applied learning system. The operating model outlines how Te Pūkenga could be organised to deliver on its vision, the intent of the Reform of Vocational Education (RoVE) and Te Pūkenga’s Charter.

It is expected that the new proposed model will strengthen the road leading to the future of the Learners with the aid of the network, together with employers, staff and iwi, hapū and Māori. This movement will most benefit the Māori, Pacific, and disabled learners.

The organisation design will be examined separately next year, but this proposed system provides the foundations to have further kōrero in the next stage by breaking down the system into its core components.

key areas covered :

1. To deliver high quality education and effective holistic wellbeing support for empowerment; Teaching, learning, support and navigation functions will be defined to interact directly with learners, their whānau, and employers.
2. To identify opportunities for innovation, measure the impact of initiatives and interventions, and the network’s performance; Strategic functions will be enacted to support other parts of the network and system, which build strategic insights and incorporate them into the network to augment the efficiency.
3. To increase effectiveness and reduce duplication and inadequacy within the network; Processes will be established to nurture functions and information flows, which enables quality, certainty and consistency across the network.

Desired Outcomes :

1. Enhance the effectiveness of Te Tiriti o Waitangi .
2. Provide exceptional learning experiences and equitable outcomes for Māori.
3. Be learner centric. Recognise the diverse and unique needs of all learners, with a focus on the unmet needs of Māori, Pacific and disabled learners, and staff, to empower diversity, belonging, and wellbeing.
4. Partner with employers to deliver relevant work-integrated education that meets skills needs.
5. Be responsive and empowering to staff and learners.
6. Become a connected and future focussed education provider driven by innovation, collaboration, research, data driven decision-making and teaching excellence.
7. Delivering regional flexibility and nationally consistent outcomes. Create-barrier free access, mobility across, and clear pathways within the network for learners.
8. Become a sustainable network of the provision creating social, economic, environmental and cultural wellbeing.
9. Focus on efficient and cost-effective delivery across the network.[3]

SH MCC