Strategic Plan: Objectives and Actions 2017-2019 · Teacher Education (Associate Dean (Teacher Education)) 1. To be proactive and reactive to external and internal proposals that

Strategic Plan:

Objectives and

Actions

2017-2019

2

Mission

The mission of the University of Otago College of Education is to:

Achieve national and international excellence of educational practice through high quality

teaching, scholarship, research, professional leadership and community service for the

benefit of students and the wider community

Enhance the well-being of children and young people by developing creative, critical and

caring teachers.

Guiding Principles

Fusing together the study of education and educational practice

Demonstrating and promoting an ethic of care

Working with and for Māori, in accordance with the University’s Māori Strategic

Framework

Building partnerships with the wider education community

Respecting the expertise and wisdom of teacher practitioners

Advocating for children and for quality education

Supporting the University’s role as critic and conscience of society.

Staff Culture Values

Staff of the College aspire to work in an informed and motivating environment that:

1. Stimulates the holistic growth and wellbeing (hauora) of all in the College community

2. Promotes partnerships and understanding across all College sectors, including ESS and

EARU

3. Demonstrates an ethic of care, respect, and trust

4. Models professionalism

5. Appreciates and values people’s diversity

6. Fosters collegiality and sense of belonging (whanaungatanga)

7. Engages in respectful and open communication

8. Builds and enhances positive relationships with our university/school/early childhood

communities

3

Focus Area Key Objectives UO Strategic Direction to

2020

Humanities Div Draft

Plan

Māori Strategic

Framework

2013-2020

Pacific Strategic

Framework

2013-2020

Academic

Environment

(Associate Dean

(Academic &

Research))

1. To explore and consider assessment feedback processes

using technological affordances.

Excellence in Teaching Teaching (2)

2. To develop academic literacies induction for teachers

who start postgraduate studies

Sustaining capability Student Support (5)

3. To continue to develop initiatives to enhance the well-

being of all staff

Sustaining capability Staff Support (8)

4. To develop and implement a mentoring scheme that

creates connections between first-year students and

academic staff (as currently being considered for

adoption by the Humanities Division as a whole)

Outstanding Student

Experiences

Student Support (5)

Research and

Development (Associate Dean

(Academic &

Research))

1. To encourage research collaboration within and between

teaching staff, ESS, EARU, and CELA.

Excellence in Research Research (1)

2. To increase the number and value of external research

grants


3. To promote intra, inter-university and community

research collaboration, including with overseas

universities, and the range of education sectors.

Excellence in Research

Strong External Engagement

Research (1)

Internationalisation (4)

4. To nurture and support the development of research

expertise and fluency with a range of methodologies and

theoretical frameworks amongst staff


5. Increase efforts to recruit, foster and support the

postgrad research community.


Outstanding Student

Experiences

Student Support (5)


publications amongst staff and doctoral students.


4


2020


Plan

Māori Strategic

Framework Goals

2013-2020

Pacific Strategic

Framework 2013-

2020

Dean’s Office

(Dean)

1. External relations: To build positive relationships with

schools in our community

Strong External Engagement Community Engagement

(3)

2. Programme review

- 2017: To review teacher education programmes in

light of Government and ECNZ future directions

- 2018: To support currency of staff teaching and

learning practice

- 2019: To investigate and purchase new educational

technologies for use at College to support staff

currency in modern learning environments

Excellence in Teaching

Teaching (2)

3. Marketing/Public relations: To plan and develop a

targeted marketing/PR strategy with specific annual

objectives

Strong External Engagement Student Support (5)

Community Engagement

(3)

4. Synergies within the University: To promote and enact

synergies between College and University-wide staff

Sustaining capability Staff Support (8)

5. Increase student enrolments, particularly Māori and

Pasifika students

Sustaining capability Student Support (5) Te Arahina me Te

Honohono (1)

Promoting Growth

and Development

(4)

6. Staff workload system: To review the current system in

semester 2 2017, to ensure fairness and capacity to

respond to ever-changing external ITE environment

Excellence in Teaching Staff Support (8)

7. Southland campus: To investigate better utilization of

the Nelson Street site

Outstanding Campus

Environments

Management

5


2020


Plan

Māori Strategic

Framework Goals

2013-2020

Pacific Strategic

Framework 2013-

2020

Education

Studies (Programme

Coordinator

(Education))

1. Exploring possible new pathways for entry into a

postgraduate teacher education programme


2. Systematic review of EDUC undergraduate offerings Excellence in Teaching Teaching (2)

3. College of Education involvement in the reframing of

the BA degree


Postgraduate

(Postgraduate and

Distance

Programme

Coordinator

(Education))

1. Building supervision capacity Excellence in Teaching Staff Support (8)

2. Complete review of current programmes and create new

programmes


3. Improve support for postgraduate students/enhancing

research culture within the UOCE, with a focus on

research students

Outstanding Student

Experiences

Student Support (5)

4. Ensuring training for postgrads in required areas

(including research skills, reviewing literature etc.) and

determine adequate levels of administrative support for

postgraduate programmes


Outstanding Student

Experiences

Student Support (5)

5. Effective marketing of postgraduate courses [Refer to

Dean’s Office objective 2]


(3)

6


2020


Plan

Māori Strategic

Framework Goals

2013-2020

Pacific Strategic

Framework 2013-

2020

Distance

Learning and

ICT

(Postgraduate and

Distance

Programme

Coordinator

(Education))

1. Ensure that our distance courses are in line with best

practice


2. Ensure that staff working in distance education receive

the professional development and support that they need

to work effectively in a distance environment

Sustaining Capability Staff Support (8)

3. Ensure ICT is being effectively integrated in both their

personal practice and in terms of what they are asking

students to do


Southland

(Academic

Programmes

Coordinator –

Southland)

1. Provide excellence in teacher education at the

Southland Campus


2. Maintain and strengthen the culture and whanau

community at Ahuahu te Matauranga

Outstanding Student

Experiences

Committed Citizen


(3)

Te Rangahau Māori

(2)

3. Maintain and promote the profile of the Southland

Campus within the whole University


(3)

4. Continue to promote and profile UOCE in the

Southland region


(3)

Teacher

Education

(Associate Dean

(Teacher

Education))

1. To be proactive and reactive to external and internal

proposals that could impact on Initial Teacher

Education


2. To recruit and retain quality students and staff for initial

teacher education programmes


7


2020


Plan

Māori Strategic

Framework Goals

2013-2020

Pacific Strategic

Framework 2013-

2020

Teacher

Education

(cont.)

3. Continuous improvement in external relations with

partnering early childhood services and schools across

Otago and Southland regions

Strong External Engagement Staff Support (8)

4. To operationalise study abroad (teaching) programme Excellence in Teaching



Early Childhood

Education Sector

(Programme

Coordinator

(ECE))

1. Develop a coherent culturally responsive programme

that is locally, nationally and internationally recognised.

Outstanding Student

Experiences



(3)


Māori Development (6)

Pacific Development (7)

Ngā

Whakahaerenga Pai

(3)

Ngā Taonga Tuku

Iho (4)

Demonstrating and

Valuing Leadership

on Pacific Matters

(1)

2. Develop greater visibility and leadership in: Local ECE

community, ECE sector, & University


(3)

3. Support research by: Promoting, Producing,

Participating, Pondering, & Partnering


Primary Teacher

Education

(Programme

Coordinator

(Primary))

1. To support staff hauora (holistic wellbeing) by

developing a safe and respectful working community


2. To support staff teaching, research and service pursuits

and to develop courses which reflect high quality 21st

century learning principles and social justice



Committed Citizen

Research (1)

Staff Support (8)

3. To maintain curriculum integrity in Primary

programmes


Secondary

Teacher

Education (Prog.

Coord(Secondary))

1. To complete review of all aspects of the Masters in

Teaching and Learning and implement changes to move

it from a pilot to an established secondary programme.


Promoting Growth

and Development

(4)


2020


Plan

Māori Strategic

Framework Goals

2013-2020

Pacific Strategic

Framework 2013-

2020

Māori Studies

Development in

1. Te Ao Māori - Promote, develop and support te reo me

ngä tikanga Mäori, te ao Maori, kaupapa Maori among

staff and students on campus across all programmes.

Outstanding Student

Experiences


Ngā

Whakahaerenga Pai

(3)

8

Teacher

Education

Outstanding Campus

Environments

2. Professional Development - To explore professional

development opportunities specific to te ao Māori, te

reo me ngā tikanga, mātauranga Māori, kaupapa Māori,

Treaty in Education and Ako.

Sustaining Capability

Committed Citizen


Staff Support (8)

Te

Whakapakaritanga

o nga Kaimahi

Māori (6)

Te Taumata Angitu

Māori (5)

3. To promote and engage in cultural activities Outstanding Student

Experiences



Pacific Development

(7)

Te

Whakapakaritanga

o nga Kaimahi

Māori (6)

4. Relationships - To continue building relationships with

internal and external stakeholders of kaupapa Maori

inclusive of mana whenua, UoO departments

Committed Citizen



Te Rangahau Māori

(2)

5. Maori medium - Promote, maintain and develop links

with Maori medium settings for students and staff

across Dunedin and Southland campus

Excellence in Teaching Māori Development (6)

Ngā

Whakahaerenga Pai

(3)

Pasifika Studies

1. Staff and students across all programmes have

knowledge of and access to up to date Pasifika research

and initiatives which include the current Pasifika

Education Plan.



Pacific Development

(7)

Encouraging

Pacific Curricula

(5)

9


2020


Plan

Māori Strategic

Framework Goals

2013-2020

Pacific Strategic

Framework 2013-

2020

Pasifika Studies

(cont.)

2. Continue to foster relationships with key internal and

external Pasifika individuals, groups and agencies.

Strong External Engagement Pacific Development (7) Demonstrating and

Valuing

Leadership(1)

Strengthening

Community

Engagement (3)

Contributing to the

Pacific Region (6)

3. Strengthen pathways for Pacific Students to achieve

success

Excellence in Teaching Student Support (5)


Promoting Growth

and Development

(4)

International

1. To operationalise the College study abroad (teaching)

programme

Excellence in Teaching Internationalisation (4)

2. To explore future programmes with Malaysia, and

Batu Lintang in particular: [student programmes at

UOCE, consultancy work in Malaysia]

Strong External Engagement Internationalisation (4)

3. To ensure that development of UOCE postgrad papers

includes opportunity for international student

participation

Excellence in Teaching Internationalisation (4)

4. To win a 3-year short course professional development

contract with Qingdao early childhood education




5. To monitor worldwide contracts from grants-in-aid

sources with a view to future contract possibilities off-

shore

Committed Citizen


Internationalisation (4) Contributing to the

Pacific Region and

International

Progress (6)


2020


Plan

Māori Strategic

Framework Goals

2013-2020

Pacific Strategic

Framework 2013-

2020

Financial

Management

1. To ensure that staff understand allowable expenditure,

including times when preapproval is required, and are

informed of who administers the budgets for the

individual areas of the UOCE

Sustaining Capability Management (9)

10

(College

Administrator) 2. To ensure that individual staff who have responsibility

for administering budgets are trained and supported

appropriately


Management (9)

3. To ensure UOCE staff are aware of equipment and

resources that are available to them, and of policies

that apply to them


4. To develop a Three Year Financial Forecast in support

of the wider UOCE Strategic Plan


Educational

Assessment

Research Unit

1. Raise EARU's research profile within the University of

Otago and nationally.

Strong External Engagement Research (1)


(3)

2. Maintain high quality outputs for EARU’s major

project under contract to the Ministry of Education:

NMSSA


Management (9)

3. Demonstrate a commitment to the UO Maori strategic

plan

Committed Citizen Māori Development (6)

Te Arahina me Te

Honohono (1)

4. Ensure a safe and happy working environment with

consideration given to mitigating risk factors regarding

staff wellbeing.

Outstanding Campus

Environments

Staff Support (8)

Management (9)

11


2020


Plan

Māori Strategic

Framework Goals

2013-2020

Pacific Strategic

Framework 2013-

2020

Education

Support Services

(Director ESS)

1. To establish the long term viability and sound financial

base for ESS


2. To provide professional support to build sustainable

whakaakotanga a akotanga


Management (9)

Ngā

Whakahaerenga Pai

(3)

3. To evaluate practice focusing on continuous

improvement


4. To provide a safe and inclusive environment which

values and supports the cultures and diversity of

Aotearoa New Zealand

Committed Citizen Māori Development (6)


Ngā

Whakahaerenga Pai

(3)

Demonstrating and

Valuing Leadership

on Pacific Matters

(1)

12

UOCE ACTION PLAN 2017 - 2019: ACADEMIC ENVIRONMENT

Key Objectives Key Tasks Responsibility Costs Monitoring Completion

1. To explore and consider assessment feedback

processes using technological affordances. Plan and facilitate a staff forum

Plan and oversee/evaluate enhancement initiatives Associate Dean

(Academic)

Nil

Reporting on

objectives

to Dean

- 30 June

- 30 Nov

Ongoing

2. To develop academic literacies induction for teachers

who start postgraduate studies Develop self-guided tutorials and self-assessment tasks for

the Blackboard environment Associate Dean

(Academic) and

Postgraduate

coordinator

$1,000 (in

budget)

Ongoing

3. To continue to develop initiatives to enhance the well-

being of all staff Invite ideas for further well-being initiatives

Connect with HUAG Associate Dean

(Academic)

Budgeted Ongoing

4. To develop and implement a mentoring scheme that

creates connections between first-year students and

academic staff (as currently being considered for

adoption by the Humanities Division as a whole)

Apply for QA grant for a Humanities Division pilot in

conjunction with Director FYE Associate Dean

(Academic)

Budgeted Ongoing

13

UOCE ACTION PLAN 2017 - 2019: RESEARCH AND DEVELOPMENT


1. To encourage research collaboration within and

between teaching staff, ESS, EARU, and CELA. To explore resource implications and opportunities within

the EARU

Associate Dean

(Academic &

Research) and

Associate Dean

PBRF

responsible for

all objectives

Nil

Reporting on

objectives to

Dean

- 30

June

- 30

Nov

Ongoing

2. To increase the number and value of external

research grants

Develop a proposal related to retaining a proportion of

overheads Nil Ongoing

3. To promote intra, inter-university and community

research collaboration, including with overseas

universities, and the range of education sectors.

Respond to research opportunities as they emerge Nil Ongoing


expertise and fluency with a range of methodologies

and theoretical frameworks amongst staff

Invite ideas for workshops from staff e.g. qualitative

research

Nil Ongoing

5. Increase efforts to recruit, foster and support the

postgrad research community. Actively pursue known opportunities for international

student recruitment

Budgeted

under

International

Ongoing


publications amongst staff and doctoral students.

Hold an annual writing retreat to support staff in writing

for publication

Continue the fortnightly writing group meetings to support

staff and postgraduate students in their writing

Inform staff of the availability of financial support to enrol

in EDUC 464: Writing for publication in the Social

Sciences

Continue mentoring of individual staff to support their

writing

Research Co-

ordinator

Research Co-

ordinator (in

collaboration

with others

with relevant

expertise, eg

Susan

Sandretto)

Research Co-

ordinator

Research Co-

ordinator and

mentors

$250 room

hire

$164 to

cover food

for breaks +

lunch

$414 for 1-

day (a 2-day

retreat could

be

considered

in the future)

Reporting on

objectives to

Dean

Ongoing

14

UOCE ACTION PLAN 2017 - 2019: DEAN’S OFFICE

Key Objectives Key Tasks Responsibility Costs/Resources Monitoring Completion

1. External relations: To build

positive relationships with schools

in our community

Work with Assoc Dean (Teacher Ed) and programme leaders

to establish partnership directions through advisory groups,

and speaking annually at Principal Association meetings:

Primary in Dunedin; Secondary in Wanaka (2 staff).

Dean

Primary: College

car Dunedin

Secondary: 3 years

x travel x I night

accommodation/

meals = $700 p.a.

Annually

For 2017:

Primary: by

30 June

Sec: 19

October

Deliver a free 2-day course for Young Women in Leadership

to Dunedin, Tokomairiro and EOHS secondary schools. To be

piloted in 2017.

Karen Nairn

Expenses for guest

speakers/lunch met

from CELA budget

After day 2 6 July 2017

2. Programme review

2017: To review teacher education

programmes in light of Government

and ECANZ future directions

Review of MTL programme effectiveness of delivery at

UOCE and in schools in semester 2 2017

Assoc Dean Teacher

Education

Nil Ongoing in

semester 2

30

November

2017

Planning for postgraduate qualification for ECE Assoc Dean Teacher

Education

Nil 30 Nov 2017

Establish an agreed philosophy about qualification goals:

postgrad and undergrad courses offered or just postgrad only?

Dean + Assoc Deans

Teacher Education &

Academic

Nil 1 June 2017

2018: To review and improve currency

of staff teaching and learning practice

Create time for staff to review and improve the currency and

effectiveness of their ITE courses

Encourage staff to participate in school classroom team

teaching outside of College as service

Dean + Assoc Dean

Teacher Education

Staff professional

development costs =

$10,000

Quarterly

30

November

2018

2019: To investigate and purchase new

educational technologies for use at

College to maintain staff currency in

modern learning environments

Work closely with schools to source most appropriate

technologies

College technology staff $10,000 (estimate) Quarterly 30

November

2019

Source staff professional development in new technologies College technology staff $5,000


3. Marketing/Public relations: To plan and

develop a targeted marketing/PR strategy

with specific annual objectives

For example, target areas June – November 2017:

In-house with OU staff in Humanities and other divisions

OU students contemplating postgrad options, particularly

Dean

Katie Smith

$10,000 annually Annually 30

November

15

halls of residence

Year 12 and 13 students in Otago/Southland/South

Canterbury secondary schools

Maori and Pasifika students across NZ

Otago Polytechnic, especially IT and design students

each year

4. Synergies within the University: To

promote and enact synergies between

College and University-wide staff

Establish planning relationships with a view to joint

teaching/research activity e.g. Catechetical

studies//theological studies; art//art history; Maths;

Science etc.

Programme

coordinators

Nil Appraisal

reporting

30

November

each year

5. Increase student enrolments [Refer Marketing key objectives] Dean

Katie Smith

6. Staff workload system: To review the

current system in semester 2 2017, to

ensure fairness and capacity to respond to

ever-changing external ITE environment

Establish working party and terms of reference Dean Nil 30 June

2017

Carry out review and offer recommendations Assoc Dean

Academic + working

party

Nil Monthly to Dean 15

December

2017

7. Southland campus: To investigate better

utilization of the Nelson Street site Establish Southland staff think tank on generating a range

of possibilities: 2 meetings in semester 2 2017

Jill Paris Nil

Make report and recommendations to the Dean Final

recommendations

to Dean

15

December

2017

16

UOCE ACTION PLAN 2017 - 2019: EDUCATION STUDIES


1. Exploring possible new pathways

for entry into a postgraduate

teacher education programme

Use Jacques van der Meer’s proposal as a

starting point.

Programme Coordinator to

invite those interested to be

part of the working party –

mid May or after government

feedback on the future of ITE.

Working party is responsible

for seeking input from other

staff and developing the

proposal.

Funding for 2 x half day retreats:

$200

Funding for research assistance to

gather feedback from past and

present students, and put together

the proposal.

Consider applying for an

improvement grant from the

Quality Advancement Unit in

2018 Associate Dean

(Academic &

Research)

Undergraduate

Coordinator

(Education)

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

On-going

2. Systematic review of EDUC

undergraduate offerings Analyse present EDUC under-graduate

offerings. Consider adding, deleting

papers, double coding, to appeal more

widely.

Use previous BA Review as a starting

point.

As above Nil Ongoing

3. College of Education

involvement in the reframing of

the BA degree

At the divisional level, there is

discussion happening regarding the

reframing of the BA degree.

Suggestions include:

The introduction of a

common paper (or papers)

for all BA students

Divisional discussions:

- Keep College staff informed of

content divisional discussions.

- Provide opportunities for staff to

develop ideas

- Ensure College staff have input into

those discussions at College level

- Present the ideas of College staff in

divisional meetings.

Divisional discussions:

Associate Dean Academic &

Research

Nil On-going

17


3. College of Education

involvement in the reframing of

the BA degree – cont.

Mentoring of all first-year

BA students through a

divisional initiative

The introduction of capstone

papers

Identify College priorities, including:

- Attracting new non-teacher EDUC

students

- Retaining students

- Fostering a sense of community among

non-teacher EDUC students

Undergraduate coordinator to

inform lecturers of the number

of non-teacher EDUC students

in their classes each semester

Nil Associate Dean

(Academic &

Research)

Undergraduate

Coordinator

(Education)

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

On-going

18

UOCE ACTION PLAN 2017 - 2019: POSTGRADUATE

Objectives Key tasks Responsibility Costs Monitoring Completion

1. Building supervision capacity ensure all postgrad. supervisors complete HEDC course

on postgrad supervision Postgrad coordinator

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

Ongoing

wherever possible involve new postgrad supervisors in co-

supervising with experienced supervisors Postgrad coordinator Ongoing

conduct regular mentoring/seminar sessions for postgrad

supervisors (including all levels: 480, 580, 590, masters

and doctoral)

Postgrad coordinator Administration

support

Ongoing

2. Complete review of current

professional programmes and

create new programmes

continue current process, with aim of making 2017 CUAP

deadline

look at the content and structure of the papers as they are

reworked, to ensure their delivery and assessment are in

line with best practice and create a coherent experience for

student

Assoc Postgrad

coordinator/Postgrad

coordinator

Administration

support

Costs for planning

days

Marking support for

those creating new

papers

mid 2018

(most work

done mid

2017/late

2017)

3. Increasing & improving support for

postgraduate students/ enhancing

research culture within the UOCE,

with a focus on research students

survey all postgraduate students regarding their support

needs, and then work to fulfill them

ensure handbooks detailing available support are updated

regularly

Postgrad coordinator Admin support to

survey students

maybe associated

costs depending on

what needs are

identified

Ongoing

4. Ensuring training for postgrads in

required areas (including research

skills, reviewing literature etc.)

review what skills we want our postgraduates to have

(such as research, reviewing literature etc.) and then

ensuring that these are embedded in

Postgrad coordinator

with committee and

wider teaching staff

Ongoing

19

Objectives Key tasks Responsibility Costs Monitoring Completion

5. Effective marketing of postgraduate

courses - review effectiveness of current marketing

- seek new avenues of marketing

- use existing forms of communication with schools for

postgrad marketing in order to save postage costs

- ensure considering all areas in marketing (ECE

primary, secondary, education studies, leaders etc., our

graduates etc.)

Postgrad coordinator,

with Assoc Postgrad

coordinator and

Marketing staff

Any added costs of

additional marketing,

expect to have to

create a new

marketing campaign

associated with the

new programmes

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

Ongoing

20

UOCE ACTION PLAN 2017 - 2019: DISTANCE LEARNING AND ICT


1. Ensure that our distance courses are in

line with best practice Work with the CDELT staff to identify best practice

for distance teaching, and then to compare our

practice with this

Postgrad & Distance

coordinator

Nil

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

Ongoing

2. Ensure that staff working in distance

education receive the professional

development and support that they need

to work effectively in a distance

environment

Ensure all staff teaching by distance participate in

professional development opportunities (DISTAID

courses, distance learning symposium, etc.)

Postgrad & Distance

coordinator

Most courses are free,

however, some in-

house Professional

Development likely to

be useful, with small

amounts of costs

involved in this. In

addition, regular

support – pedagogical,

technical and

administrative – is

needed, with costs

associated with this

Ongoing

3. Ensure ICT is being effectively

integrated in both their personal practice

and in terms of what they are asking

students to do

Identify current levels and aspirations

Identify ways of meeting the gap, and increasing

aspirations as appropriate

To be determined -

need to ensure we work

with ITS to make the

most of centrally

provided services

There may be some

need for support /

seminars etc. which

will have costs

associated with it

Ongoing

21

UOCE ACTION PLAN 2017 - 2019: SOUTHLAND

Key Objectives Key Tasks Responsibility Cost Monitoring Completion

1. Provide excellence in

teacher education at the

Southland Campus

Ensure the provision of undergraduate pathways for ITE

in Primary, Te Pōkai Mātauranga, Early Childhood

Education, and postgraduate pathways where relevant.

Dean

Associate Dean Teacher

Education

Covered under

operational

costs

Objectives

reviewed by Dean

and Academic

Programme

Coordinator

Southland annually

in February; with

progress update in

June

Ongoing

Emphasize the uniqueness of Te Pōkai Mātauranga and

the contribution made by all staff to its success.

All Southland staff

Dean

Associate Dean Teacher Ed.

Te Pōkai Mātauranga

Programme Leader

Ongoing

Retention of Education Support Services in Southland. Dean

Director ESS

Ongoing

Maintain existing staffing levels across all sectors:

Academic

Education Support Services

Administration

Dean

Academic Prog. Coord.

Director ESS

College Administrator

Ongoing

Work collaboratively, recognising and valuing the

contribution of all.

All Southland staff Ongoing

To have access to professional development for College

Staff


Education

Ongoing

2. Maintain and strengthen the

culture and whanau

community at Ahuahu te

Matauranga

All members of our campus staff whanau feel valued,

respected and have a voice. This will be achieved

through:

Whole team meetings

Sharing information i.e. events, focuses and

needs

Organised social events, attended by staff.

Induction for new staff

All Southland Staff Ongoing

22


2. Maintain and strengthen the

culture and whanau

community at Ahuahu te

Matauranga – cont.

Encouraging all members to contribute to and

participate in all college events, Marae noho, kapa haka,

shared kai, social events i.e. campus idol, Te herenga a

whanau, Polyfest, café reo, coffee in library

All Southland Staff

Objectives

reviewed by Dean

and Academic

Programme

Coordinator

Southland annually

in February; with

progress update in

June

Ongoing

Maintain and continue to strengthen pastoral care of

each other as the key component of our campus whanau

through the ahua of manaakitanga, whanaungatanga,

tautoko and aroha etc.


Develop a new written philosophy statement Academic Prog. Coord. Ongoing 3. Maintain and promote the

profile of the Southland

Campus within the whole

University

Southland staff offer themselves for service roles in the

wider University and contribute to seminars,

departmental meetings, coordinate college courses and

professional development opportunities.

Relevant staff Ongoing

Continue to promote Southland Campus through digital

technology and social media.

Marketing

IT Support

Ongoing

To actively communicate with all University of Otago

Campus sites (Chch, Wellington, Dunedin, Southland

Hospital).

Relevant staff Ongoing

Continue to have a strong input into the marketing

strategies of the UOCE.

Programme Leaders

Marketing

Ongoing

To continually promote the uniqueness and philosophy

of Te Pōkai Mātauranga endorsement of BTchg.


23


4. Continue to promote and

profile UOCE in the

Southland region

To engage in ongoing and timely communications with

community and media

- Community newspapers/publications

- Information evenings, expos, events

- Social Media

Academic Programme

Coordinator Southland

Te Pōkai Mātauranga

Programme Leader

Marketing

Objectives

reviewed by Dean

and Academic

Programme

Coordinator

Southland annually

in February; with

progress update in

June

Ongoing

Capitalise on connections/relationships with other

groups/organisations to promote UOCE.


Continue to strengthen existing relationships within

Southland community organisations/groups.


Use campus facilities for education and community

events/services as often as possible.

Administrator Ongoing

24

UOCE ACTION PLAN 2017 - 2019: TEACHER EDUCATION


1. To be proactive and reactive to

external and internal proposals

that could impact on Initial

Teacher Education

Continue to monitor external and internal

environments

Meet regularly with key external and internal

stakeholders

Review qualifications and development of new

qualifications as required.

Associate Dean (Teacher

Education)

Airfares and travel – $3k

MTchgLn Review $37k

Monitoring $6,100

Within budget of Teacher

Ed. Office

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

Ongoing

2. To recruit and retain quality

students and staff for initial

teacher education programmes

For students:

Marketing

Continuous improvement of selection

Pastoral support

Quality Course advising

For staff:

Ongoing review of staffing needs

Appropriate advertising when necessary

Induction and mentoring

Support of promotion and professional

development

Marketing Officer, selection

staff, staff with pastoral

support and course advising

responsibilities, staff

appointed as mentors and

Associate Deans

Within budgets for

marketing C04, selection

and recruitment

Ongoing

3. Continuous improvement in

external relations with partnering

early childhood services and

schools across Otago and

Southland regions

Meet regularly with key external and internal

stakeholders

ITE advisory groups

Principal’s Day

Iwi relationships current

Professional and industrial groups consulted

with as required

Administrator OTE

Associate Dean TE

Sector Programme Leaders

Programme Staff (as

appropriate – curriculum

groups, Iwi contacts etc.).

$400 catering

External Advisory Meetings

$370p.a.

Ongoing

4. To operationalise study abroad

(teaching) programme Approval courses in programme

Streamline application processes (interview,

VCA safety checking)

Secure placement options for student groups


Education) and Sector

Programme Leaders

International Office personnel

Any identified costs to be

included in Office of

Teacher Education budget

Ongoing

25

UOCE ACTION PLAN 2017 - 2019: EARLY CHILDHOOD EDUCATION SECTOR


1. Develop a coherent culturally

responsive programme that is

locally, nationally and

internationally recognised.

Regular meetings of team members for the purpose of

programme development and student learning


Education);

Prog. Co-ordinator DN;

Early Childhood Liaison

INV

ECE staff

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

Ongoing

Annual face to face ECE team hui Nominal sum for

catering per

annum

Use associates/mentor bi-annual meetings for

professional learning & development opportunities

Draw on the ECE and wider education community to

support and develop the programme, including Māori

and Pacifica Student Support Officers

Discuss Monitor and external moderation feedback and

make changes where necessary

Ongoing development of teaching team

Annually revise and create a programme development

plan

2. Develop greater visibility and

leadership in:

a. Local ECE community

b. ECE sector

c. University

Actively make and maintain relationships with the ECE

community and related government and non-government

services

Programme Coordinator ECE staff

programme

mtgs & end of

year team hui

Ongoing

Continue to develop relationships and engage with

groups and faculties within the University to share ECE

perspectives and support staff professional learning and

teaching

Programme Coordinator and

all ECE staff

Support August Hui in partnership with OMEP Programme Coordinator 5 August 2017

Develop opportunities for international collaboration Dean & Associate Deans

26


3. Support research by:

a. Promoting

b. Producing

c. Participating

d. Pondering

e. Partnering

Develop research culture by:

Integration of student research on their practice in paper

content and assessment

All ECE staff Reporting on

objectives to Dean

- 30 June

- 30 Nov

Ongoing

Regularly disseminating and discussing current research

and thinking across the ECE team

Ensuring paper content is current and research-informed

ECE staff at

programme mtg and

end of year team

hui

Develop and promote research opportunities for

postgraduate students Programme Coordinator

Promote the ECE OMEP research hui partnering with

the ECE community to disseminate new initiatives &

research

Programme Coordinator

Engage and undertake research in and across

programmes (e.g. ECE and Primary) Programme Coordinator

End of year

combined ECE /

Primary Hui

27

UOCE ACTION PLAN 2017 - 2019: PRIMARY TEACHER EDUCATION

Key Objectives Tasks Responsibility Costs Monitoring Completion

1. To support staff hauora (holistic

wellbeing) by developing a safe and

respectful working community

a) Embrace the cultural competency

of manaakitanga

b) Have clear and current knowledge

and understanding of the

contributions of all members of our

community

Purposeful focused regular meetings with a variety of groups

including our extended school based community.

Staff making a personal commitment to be part of wider

staff meeting opportunities e.g. morning tea, social events.

Respecting that this may not be possible for all staff.

Respect and valuing all staff

Setting up an online communication for staff so that we

know what’s happening with staff (people on leave, RSL,

conferences, illness, good news and so on).

Clear, respectful and professional communication systems

to promote transparency in all aspects of College life.

Ensure that new staff are properly welcomed into the

College, and introduced to their new colleagues on an

individual basis.

Ensure that staff details are up to date on signage, email

lists, staff web pages and Blackboard sites.

Programme

Coordinator and

all staff

Nominal sum for

catering for

meetings per annum

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

Ongoing

2. To support staff teaching, research and

service pursuits

and

To develop courses which reflect high

quality 21st century learning principles and

social justice

- Develop a clearer understanding of

what people are doing, including

teaching, research, service and

general staff roles

- Seek opportunities for all staff to

network with and support primary

school communities

Encouraging the contribution of all staff members.

Having a non-hierarchical view of all members of the college

community.

Appreciate value and supporting diversity.

Kahikatea and Tataiako PLD.

Seek e-learning/digital fluency opportunities in PLD.

Develop better college links with ESS PLD

Use staff forums as interactive professional learning

opportunities

Develop a system to share learning from attending

conferences

Review the prac process, procedures and staffing.

Programme

Coordinator

Budget to cover

PLD and

conference travel,

as per UOCE

policies.

Maintain currency

in digital resourcing

and infrastructure

Annual noho marae

for staff

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

Ongoing

28

Key Objectives Tasks Responsibility Costs Monitoring Completion

2. To support staff teaching, research and

service pursuits – cont.

- Identify and meet professional

development needs of school and

university staff involved in the

Primary programmes (including

curriculum assistants and other key

general staff).

- Provide focus on social justice,

culturally responsive pedagogy, te

reo maori, digital fluency and e-

learning PLD.

Review the selection process to ensure that all involved know

precisely what’s expected of them. Greater consistency re:

interview questions, scoring and decision making process.

Ongoing

3. To maintain curriculum integrity in

Primary programmes.

a) Maintain specialist curriculum

knowledge in staffing

b) Create communities of learning for

college curriculum and all teaching

staff and curriculum assistants.

c) Seek opportunities for all staff to

network with and support primary

school communities.

Staff supported to attend regional and national PLD

opportunities.

Better college links with ESS, MoE and other ITE providers

Supporting opportunities for staff to spend time in schools to

see current practice.

Supporting staff to be part of subject associations

Programme

Coordinator

Appraisal

process

29

UOCE ACTION PLAN 2017 - 2019: SECONDARY TEACHER EDUCATION


1. To complete review of all aspects

of the Masters in Teaching and

Learning and implement changes

to move it from a pilot to an

established secondary

programme.

Review has particular focus on the:

a) structure of the year

b) content, delivery and

assessments of core papers

EDUC471, EDUC476,

EDUC477/577 and

EDUC478/578.

c) secondary curriculum

structure with the goal of

providing a robust and quality

programme that covers all of

the learning areas in the New

Zealand curriculum, and

within these a broad range of

specialist foci

d) programme-wide

understandings of ways to

support 21st Century learners

in secondary schools through

culturally responsive

pedagogy and digital fluency

Review panel. To continue review process in response to

changes to ITE ready for implementation in 2018 and 2019.

Review panel to meet once we hear back from Ministry

Associate Dean of

Teacher education

working with MTchgLn

review team.

Catering MTchgLn

review team, cluster

meetings of

principals,

liaison/lead teachers

and school-based

curriculum lecturers.

Budget to cover

external meetings.

Associate Dean

of Teacher

education

working with

MTchgLn review

team.

End of 2017

Planning, delivery and evaluation of papers to ensure that

UOCE maintains high quality secondary initial teacher

education.

All staff: The continuous

review and

improvements

All staff: The

continuous

review and

improvements

Ongoing

Review secondary curriculum structure. Curriculum team

to seek feedback from UOCE staff, schools, education

council, Ministry. Academic and teacher education deans

to review

Curriculum Team

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

Review communication with schools, liaison and mentor

teachers and school-based curriculum lecturers to ensure it

is consistent, timely and effective.

Conduct process improvement team (PIT) approach to

review and streamline systems related to professional

experience. A PIT team has a specific function and consists

of academic and non-academic representative people

working within the current systems – in this case PIT Team

would consist of secondary coordinator, Practicum

Coordinator, EBI, a liaison lecturer, and a liaison teacher.

Secondary coordinator,

Practicum Coordinator,

EBI, a liaison lecturer,

and a liaison teacher.

Seek opportunities for all staff to network with and support

secondary school communities.

Document current networking involvement

Each secondary staff

member reports on their

current involvement and

support of secondary

school communities.

Budget to cover

curriculum staff

membership on

regional and national

subject Associations

Appraisal

process?

This is reported

on annually as

part of Sector

report.

Ongoing.


e) reviewing and streamlining

systems relating to

professional experience

Identify and meet professional development needs of school and

university staff involved in the MTchgLn. In 2017-2019 there

will be a particularly focus on culturally responsive pedagogy

and digital fluency and e-learning.


Education

Budget to cover PLD

and conference travel,

as per UOCE

policies.

Ongoing

30

f) fostering and maintenance

of relationships with the

secondary sector in and

beyond Otago and

Southland

Secondary team, including school-based curriculum staff

to be part of 2017-2019 Kahikatea PLD.

Seek e-learning/digital fluency opportunities in PLD.

Curriculum staff encouraged to attend at regional and

national subject association conferences

Better college links with ESS PLD

31

UOCE ACTION PLAN 2017 - 2019: MĀORI STUDIES DEVELOPMENT IN TEACHER EDUCATION


1. Te Ao Maori

Promote, develop and support te

reo me ngä tikanga Mäori, te ao

Maori, kaupapa Maori among

staff and students on campus

across all programmes.

Develop a pathway of learning in relation to te reo me nga tikanga Maori

for all staff.

Survey of te reo Maori and tikanga capabilities and needs of all staff

to validate the known and identify the ‘where to next’

All staff

Any

objective

costs subject

to budget

approval

Reporting on

objectives

to Dean

- 30 June

- 30 Nov

July 2017

Develop ideas for te reo Maori me nga tikanga Maori to be the integrated

of into relevant papers across all programmes offered at the College of

Education.

Ideas for social managerial reo, contextual reo and tikanga relevant

to the content of the paper have been provided as a guide for use

Management katoa

(Jill, Ross, Alex, Sandra,

Sonya, Jacques etc)

Parker Ormond, Yvonne

Brouwer, Marama Pohatu

July 2017

(social

managerial te

reo)

To develop and reflect upon the effectiveness of ITE courses across the

College in working towards students’ attainment of the Graduating

Teacher Standards related to te reo me nga tikanga.

Critically reflective statements evident in course evaluations, PDR

(appraisals), programme statements, paper coordinator reports as to

how specific GTS related to te reo have been meet by staff member

All staff Progressively

over 2017

(tikanga)

2. Professional Development

To explore professional

development opportunities

specific to te ao Māori, te reo me

ngā tikanga, mātauranga Māori,

kaupapa Māori, Treaty in

Education and Ako.

Propose to have two staff hui/retreats – one wānanga (Te Araiteuru)

and one noho marae (Murihiku)

Professional development workshop/s implemented for 2017:

- Ka hikitia

- Tataiako

- Culturally responsive practice

Programme Coordinator To be

confirmed

Enrolment in te reo Maori workshops available to staff

He Timatanga, Te Waharoa, Treaty of Waitangi workshops accessed

where necessary

Ongoing

Whole staff development of te reo Maori based on capabilities/needs of

staff

32


3. Promotion and Engagements Engage in cultural activities throughout the calendar year to promote what we do

in Māori Teacher Education e.g. Matatini, Manu Ponamu, Manu korero,

Kingitanga, Polyfest – Otago and Southland

All staff Ongoing

4. Relationships

To continue building relationships with

internal and external stakeholders of

kaupapa Maori inclusive of mana

whenua, UoO departments

Pastoral Care for Māori Students in the College of Education

- Identify Maori students at each year level

- Pass rates of 1st year Māori students in ITE programme

- Exit interviews for Māori students from the ITE programme

- Te Pokai Mātauranga

- Mangai Māori Support Network

- Kaiwhakahaere Yr 1-3

- Yr 1- Yr 2

- Yr. 3- GradDipTchg MM0-8yrs

- Post-Graduate

Attend Māori pre-graduation ceremonies

Māori Advisory Committee (3 times a year meetings) - 2 iwi/Maori reps - 1

x Ngai Tahi and 1 x iwi/Maori (Mata waka)

Liaise with local runaka

Programme

Coordinator

Ongoing

5. Maori medium

Promote, maintain and develop links

with Maori medium settings for students

and staff across Dunedin and Southland

campus

Provide opportunities for students with appropriate skills and knowledge to

be placed in bilingual and full immersion settings for practicum

Southland specific

- Develop professional links with bilingual/immersion classes in

Southland/Otago: Te Wharekura, Kura Kaupapa Maori o Otepoti,

Riverton, Bathgate, Takaro School (Palmerston North)

Maintain professional links with other ITE Maori medium providers.

Continued involvement in conferences/hui that impact upon Maori medium

settings

Check professional teaching programme aims across papers to provide

opportunities for students to work in kōhanga kura, whare kura and

bilingual settings in the wider region of Otago/Southland.

Dean

Assoc. Dean

Teacher Ed.

Academic Prog.

Coordinator

Southland

Programme

Coordinator

Ongoing

33

UOCE ACTION PLAN 2017 - 2019: PASIFIKA STUDIES

Key Objectives Tasks Responsibility Costs/Resources Monitoring Completion

1. Staff and students across

all programmes have

knowledge of and access

to up to date Pasifika

research and initiatives

which include the

current Pasifika

Strategic Framework

The current Pasifika Strategic Framework is included in

teaching content for each teaching programme.

Access to copies of PEP is made available online to staff and

students

Access to request speakers from MoE and other Pasifika

related services and providers to support staff, students and

programmes.

Programme Coordinator

Any objective

costs subject to

budget approval

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

Ongoing

2. Continue to foster

relationships with key

internal and external

Pasifika individuals,

groups and agencies.

Identify Pasifika Staff and students within the UOCE

Ensure two way communication between the UOCE and

Pacific Communities

Invite representatives from wider Pasifika community to

UOCE events

Pacific Island Students’ support officer, Humanities Division

and Pacific Island Centre liaises with staff and students

providing information about services and support available.

Liaise with other organisations to share knowledge and

resources to support Pasifika staff, students and programmes.

Administration staff – E

Vision information about

students is up to date

Staff delivering Pasifika

content in teaching

programmes.

Pacific Island Students’

support officer, Humanities

Division

Pasifika Support persons

Dunedin & Southland

Ongoing

3. Strengthen pathways for

Pacific Students to

achieve success.

Staff practice is informed by culturally responsive pedagogy

Pasifika students’ identities are affirmed within the practices

and programmes within UOCE

Staff and students have access to knowledge of ceremonies,

scholarships, leadership opportunities and resources.

Culturally responsive pedagogy is included in all teaching

programmes

Identify and monitor all Pasifika students’ assessment in each

semester and proactively intervene where students are at risk

Teaching Staff

Pacific Island Students’

support officer, Humanities

Division

Pasifika Support persons

(Dunedin & Southland)

Associate Dean – Academic

Ongoing

34

UOCE ACTION PLAN 2017 - 2019: INTERNATIONAL


1. Study Abroad - To operationalise

the College study abroad (teaching)

programme

Approval courses in programme

Streamline application processes (interview,

VCA safety checking)

Secure placement options for student groups


Education) and Sector Programme

Leaders International Office

personnel

Any identified

costs to be

included in

Office of Teacher

Education budget

Reporting on

objectives to

Dean

- 30 June

- 30 Nov

Ongoing

2. Malaysia - To explore future

programmes with Malaysia, and Batu

Lintang in particular: [student

programmes at UOCE, consultancy

work in Malaysia]

Sharon Young to meet with Selma, Education

Attaché at Malaysian High Commission in

Wellington

Sharon Young

Nil Ongoing

Dean to follow up with Selma Ross Notman Nil Ongoing

3. Postgraduate - To ensure that

development of UOCE postgrad

papers includes opportunity for

international student participation

Incorporate international elements in new paper

outlines

David Berg

Keryn Pratt

Nil Ongoing

Apply for CALT funding to support College

internationalisation of the curriculum

Keryn Pratt

David Berg

Nil Report progress

to Dean 30

June 2017

4. China - To win a 3-year short course

professional development contract

with Qingdao early childhood

education

Develop two-week programme for 10 ECE

teachers

Alex Gunn

Nil Ongoing

Develop two-week programme for 10 ECE

leaders

Ross Notman Nil Ongoing

5. Aid Contracts - To monitor

worldwide contracts from grants-in-

aid sources with a view to future

contract possibilities off-shore

Monitor NZAsia/MFAT contracts; UNESCO;

World Bank Sources

Susan Sandretto Nil Ongoing

35

UOCE ACTION PLAN 2017 - 2019: FINANCIAL MANAGEMENT


1. To ensure that staff

understand allowable

expenditure, including times

when preapproval is

required, and are informed of

who administers the budgets

for the individual areas of the

UOCE.

Include this information in New Staff

Induction documentation

Financial Administrator to confirm

details and Executive Officer to add

to Induction documentation

Nil Requires updating each

time the information

changes. Check

documentation

annually.

Ongoing

Include this information in a clearly identified

folder on the UOCE Shared file where all staff

can easily locate it.


details and Executive Officer to set

up and advertise folder

Nil Requires updating each

time the information

changes. Check

contents of folder

annually.

Ongoing

2. To ensure that individual

staff who have responsibility

for administering budgets are

trained and supported

appropriately.

Work with designated staff individually to

ensure they have the correct levels of access

and approval to financial systems, and have

completed the required University training.

Financial Administrator Some in-house

University

training courses

with modest fees.

Annually Ongoing

3. To ensure UOCE staff are

aware of equipment and

resources that are available to

them, and of policies that

apply to them.

To ensure that this information is available in

Induction information and on the Shared

Folder, and that changes are advertised to all

staff.


details and EO to incorporate in

Induction documentation and

Shared Folder. College

Administrator to advise all staff of

major changes at staff meetings or

via email.

Nil Annually Ongoing

4. To develop a Three Year

Financial Forecast in support

of the wider UOCE Strategic

Plan

To identify anticipated income and

expenditure arising from the UOCE Strategic

Plan (2017-2019) and incorporate these into a

draft UOCE Financial Forecast for the same

period.

College Administrator in

conjunction with the Dean

Nil Six monthly June 2017

(review if

circumstances

change)

UOCE ACTION PLAN 2017 - 2019: EDUCATIONAL ASSESSMENT RESEARCH UNIT

36


1. Raise EARU's research profile within

the University of Otago and

nationally.

Present at seminars/conferences on EARU related work

Encourage collaboration, research opportunities, and

publications between EARU, College of Education,

Humanities and other divisions at the University of

Otago.

Be open to other externally funded research

opportunities (e.g. Ministry of Education (MoE), TRLI,

other)

Albert Liau Budgeted costs

Programme Leader to

report on objectives

to Dean

- 30 June

- 30 Nov

Ongoing

2. Maintain high quality outputs for

EARU’s major project under contract

to the Ministry of Education:

NMSSA

Continue to meet reporting deliverables to the MOE.

Raise the impact of NMSSA activities across the

broader education sector

(e.g. investigate earlier MoE release of Key Findings,

reporting to schools, releasing resources to schools,

teacher professional development)

Continue to exemplify excellence in assessment

practices and introduce advancements in the use of

technology in assessment design

Sharon Young Budgeted through

MoE.

Ongoing

3. Demonstrate a commitment to the

UO Maori strategic plan Build a relationship with Te Tumu

Develop a greater degree of confidence and

competence with tīkanga Māori / protocols around

meeting procedures and presentations.

Lynette Jones

Sharon Young

Nil Ongoing

4. Ensure a safe and happy working

environment with consideration given

to mitigating risk factors regarding

staff wellbeing.

Revisit roles and responsibilities of all staff members

and realign tasks if necessary to mitigate the pressure

times.

Ensure the budget for the next cycle has capacity for

adequate staffing to alleviate stress.

Lynette Jones

Sharon Young

Nil End 2017

End 2017

Encourage all staff to continue to develop their skills

through attending relevant professional development

and/or conferences.

Ongoing

UOCE ACTION PLAN 2017 - 2019: EDUCATION SUPPORT SERVICES


37

1. Establish the long term

viability and sound

financial base for ESS

ESS staffing model finalised - currently under review Director, College

Dean, PVC

Humanities, HR

Nil Regular meeting

between Director,

College Dean, HR

Current staffing to be

finalised- March/April

Reviewed at the end

of the year

Develop a coherent strategy to identify new opportunities for delivery

of education support locally, regionally and nationally

identify strengths & capabilities of ESS team to provide education

support

marketing of ESS

identifying & aligning with other initiatives in the region

develop innovative delivery e.g. online/interactive technology

apply for GETS/contracts

build on partnership developed with Te Tapuae o Rehua (TToR)

Director, senior

advisers,

supported by

whole team

Minimal,

possibly

some

marketing

costs

Updated at each

Senior Advisers

team meeting (twice

yearly)

Mid-year

monitoring point 31

July

On-going throughout

the year

Promote and market ESS as a source of quality PLD provision

marketing strategy developed

flyers, advertising, newsletters out to schools

upgrade website

meetings with target groups e.g. principal assocs. Education

Council

Marketing Officer

Refer to Deans

plan – key

objective 3

A sum to be

budgeted

Monthly meeting

with Director and

ESS marketing

(Kate) and ESS

Consultancy (Mal)

The ESS strategic plan reviewed to ensure that it incorporates both

strategic and financial objectives

Director to review ESS strategic plan incorporating strategic and

financial objectives

Director Nil Regular meetings

between Director,

Finance

Administrator.

Annual review of

Strategic Plan The ESS financial plan reviewed to enable ESS to continue to

function within its forecasted budget

Director, ESS Financial Administrator review current systems and

processes

Director, ESS

Financial

Administrator

38


2. Provide professional

support to build

sustainable

whakaakotanga a

akotanga

Quality professional development for facilitators

participation in ESS hui

PLD designed according to identified facilitator needs and MOE

strategic direction

support provided by Ngāi Tahu and TToR Kaiārahi facilitators

personal study, attendance at hui and conferences

Director, PLD

coordinator & whole

team

Ngāi Tahu and TToR

Kaiārahi facilitators

PLD funding

budgeted for

Additional

funds budgeted

for hui, marae

noho

Updated at each

monthly meeting

between Director

and senior

advisers

Mid-year

monitoring point

31 July

Annual review of

Strategic Plan

Ongoing

Quality induction and mentoring

induction programme developed and implemented for all new

advisers

use of buddy support and shadowing

use of current readings & research

Director, senior adviser

responsible for

induction

Nil Ongoing

Quality delivery

alignment with other initiatives

use of evidence driven decision making

innovative delivery, including the use of digital technology

sharing of effective practice at ESS hui

Nil Ongoing

3. Evaluate practice

focussing on

continuous

improvement

Demonstrate understanding of and desire to continually review

professional practice with the goal of continuous improvement

review professional practice through PLD hui

appraisal

Director, senior adviser

responsible for PLD,

senior advisers

Nil Ongoing

4. Provide a safe and

inclusive environment

which values and

supports the cultures

and diversity of

Aotearoa New Zealand

Demonstrate culturally responsiveness in facilitator practice

(whakakotanga a akotanga)

and

Demonstrate whanaungatanga, wananga and manaakitanga

and

Demonstrate an awareness of tangata whenuatanga by

being familiar with Tātaiako and the Pasifika Education Plan

continually focus on facilitators culturally responsive practice

support provided by Ngāi Tahu and TToR Kaiārahi facilitators

Director and team

leaders (Primary &

Secondary) supported

by whole team

Ngāi Tahu and TTOR

Kaiārahi facilitators

Nil Annually Ongoing

Documents

Strategic Plan: Objectives and Actions 2017-2019 · Teacher Education (Associate Dean (Teacher Education)) 1. To be proactive and reactive to external and internal proposals that