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HAVE YOUR SAY
13 Feb - Consultation starts
27 Feb - Minister and RoVE Team
08 March - RoVE Team Tai Tokerau
5 April - Consultation ends
Technical Documents - Proposals on :
Roles of providers and industry
Single NZ Institute of Skills & Technology
Unified funding system
Factsheets for :
Iwi and Māori stakeholders
The consultation period on the three key RoVE proposals is finished with feedback provided to government on the 5 April 2019.
You can read an overview of the NorthTec submission here.
We see an opportunity to take a major and positive step further in reducing the fragmentation and competition within the sector by expanding the scope of the new system to include all VET providers within a regionally-driven collaboration model. We develop this concept with a Regional Leadership Board to drive the Northland regional investment plan, utilising our initial work with the TEC on a regional VET funding and provision model (Tai Tokerau Regional Investment Plan or TRIP).
A group of National Industry Skills boards are proposed. We believe that overall sector priorities and standards can be better managed by a single central Industries Skills Board. We propose that existing Industry representative bodies, at both regional and national levels, are the best placed to identify new programme needs and to work collaboratively with the curriculum design agency, or agencies, to establish qualifications and programmes. We name these as Regional Industry Skills Groups (RISGs) and National Industry Groups.
There are many “Māori success” initiatives across the VET Sector. To deliver a sustainable lift in Māori achievement we propose a sector-wide approach combining the cultural transformation of IST providers through the Regional Board model with the decentralisation of provision to Māori entities in a partnership of pastoral care and VET Delivery. Tai Tokerau Wānanga/NorthTec wishes to become a CoVE for Māori VET outcomes.
The new model must optimise decision-making to balance a regional sense of local ownership and responsiveness to local needs with the benefits of national consolidation. We support a NZ-wide IST with a central governance entity. However we propose that its charter be specific to IST governance level management with most operational management at regional ISTs, shared service centres, and the curriculum development entity. Network teams can provide national network integration and leadership.
The future of VET education will rely heavily on the most effective blend of digitally-based delivery media and direct learner contact to ensure world-leading outcomes. The mix of delivery components will change according to both local markets and global innovation and change. We believe that RoVE should step away from backing a singular approach or solution as part of this review and pass the decision to the new IST governance structure to manage as part of their strategic portfolio.
All financial risk in the polytechnic sector is currently centred on ITPs. A combination of under-funding, a high fixed cost structure and an inflexible and, at times, punitive funding regime has exposed ITPs to downturns in enrolments. With the move to a converged VET model sufficient funding is required to fund the transition, support the new business model and (for Northland and others) to urgently recapitalise balance sheets.