Learner Success Ōritetanga

Transcription

1 Psitin Title Grup/Team Directrate Lcatin Reprts t Learner Success Ōritetanga Senir Management Team Learner Success Ōritetanga Wellingtn Chief Executive Tertiary Educatin Cmmissin Te Amrangi Mātauranga Matua TEC s missin is t ensure New Zealand s future success. Our visin is that all New Zealanders are equipped with the knwledge and skills they need fr life lng success. The TEC is the gvernment funder f tertiary educatin in New Zealand. It has three key functins: invest, mnitr and prvide infrmatin. Frm July 2017, it als became the gvernment s lead career agency with Careers New Zealand merged int the TEC. It invests $2.87 billin annually in the tertiary educatin system. The cre guiding dcument fr the TEC is the Tertiary Educatin Strategy (TES). Since 2013 the TEC has been n a change path t becme a leading crwn entity. The new TEC stry sets ut hw we will implement the TES and is the backdrp t ur perating envirnment. TEC is a small rganisatin f just ver 300 FTE. Current staff engagement is 73% and staff turnver currently averages 13%. The TEC has an ambitius strategy t regenerate the tertiary educatin funding system, imprve perfrmance f the prer perfrming segments f that system, ensure the future financial viability f the TEIs, and t ensure every New Zealander has the tls, infrmatin and advice t plan fr their future career. Belw is a high-level view f the rganisatinal structure f TEC: Chief Executive Delivery Strategy & Design Learner Success - Ōritetanga Infrmatin Crprate & Finance / CFO

2 Senir Management Team The Senir Management Team (SMT) cmprises f the Chief Executive and the five Deputy Chief Executives. The Team is respnsible and accuntable fr delivering the TEC s strategic bjectives, ensuring rganisatinal decisin making and initiatives supprt the achievement f TEC bjectives, and fr aligning and cnveying the strategic directin f the TEC as determined by the Bard and Gvernment plicy. The s are als respnsible fr perfrming the duties f the Chief Executive, including acting n behalf f the TEC with external agencies, as required. Learner Success Team Ōritetanga Learner Success Ōritetanga is a cluster team whse functin is t lead the TEC s wrk in several imprtant areas, particularly Māri and Pasifika achievement, and in areas f ecnmic and scial deprivatin e.g. Nrthland. Mst rles in this team will be surced frm ther parts f the TEC, mst ntably the Strategy & Design, and Delivery directrates. The team will cmprise the strategists, designers, analysts and implementers required t bring a TEC-wide fcus t these imprtant issues. Peple in these rles will have psitin descriptins that reflect their (up t 100%) time cmmitment t the Learner Success Team Ōritetanga. The team is drawn frm acrss the rganisatin because it needs rganisatin-wide cmmitment in rder t wrk and t adequately mve the dial. Psitin Purpse The DCE Learner Success Ōritetanga rle is respnsible fr the develpment f a lng-term (up t 10 years) parity strategy, and its implementatin acrss the TEC. The DCE will create the draft lng term strategy thrugh evaluatin, research and cnsultatin with TEC staff and stakehlders, and manage the strategy planning prcess t Bard sign ff. They will als be respnsible fr managing its implementatin, reprting, and reviewing the strategy t ensure it stays relevant and successful. Dimensins f Psitin Direct Reprts 2 Ttal Number f Reprts (direct and indirect) Operating budget Delegatin level Tier 2 Remuneratin grade Develpment level 2, but will wrk with a cluster team frm acrss the rganisatin T be determined Manager f managers Key Relatinships The, Learner Success Team Ōritetanga is expected t wrk practively and creatively t identify and build cllabrative relatinships with key grups and peple, bth internally and externally, whse influence and input can advance ur strategic gals. Examples f these key grups and peple are:

3 Internal TEC Bard and Bard Cmmittees Senir Management Team clleagues Managers and staff in Strategy & Design, and Delivery Directrates Managers and staff in Crprate & Finance, and Infrmatin Directrates and ffice f the Chief Executive External Ministers and their staff Educatin sectr agencies Other Gvernment agencies Sectr stakehlders Tertiary Educatin Institutins (TEIs) Tertiary Educatin Organisatins (TEOs) Vendrs, suppliers, cnsultants and cntractrs Key Accuntabilities The appintee t this psitin will be expected t: Develp a lnger term parity strategy fr the TEC which will result in the achievement levels f all learners and their future life lng success t be equal. Cmmissin r carry ut research t infrm the strategy and its implementatin. Implement the strategy thrugh ensuring its integratin int the planning and wrk f ther directrates in the TEC. Mnitr the success f the plan, reprt n it as required, and review/amend the plan t keep it relevant and current. Create and maintain the cluster team acrss the TEC which will ensure the strategy s success. Wrk with the Senir Management Team (SMT) and ther DCEs t ensure that the rganisatin achieves its aims fr parity. Facilitate and prvide, where required, apprpriate cultural supprt t the CE, SMT and the Bard t ensure respectful relatinships are maintained when engaging with Māri, Pasifika and ther cultures. Strategic Management Cnsider and determine imprtant issues f directin and fcus at an rganisatinal level, as well as critical peratinal issues that are f strategic imprtance fr the whle f TEC perfrmance and reputatin. Translate strategic directin int peratinal plans, and mnitr the prgress t ensure utcmes are met. Mnitr rganisatinal perfrmance against key utcme and utput indicatrs n a regular basis.

4 Ensure each directrate and team is prepared t meet the future needs f the TEC, Educatin Sectr and Gvernment, and each directrate and team is able t practively supprt ther directrates and teams t deliver n thse future needs. Risk Management Fulfill the TEC s mnitring functins and manage risk thrugh a practive apprach t risk management/mnitring. Ensure the cnsistent applicatin f risk management and quality assurance framewrks and prcedures acrss TEC. Cntribute t risk identificatin at an rganisatinal level t manage emerging issues and events. Identify and evaluate pprtunities assciated with accepting risk t infrm decisin-making abut strategic risks and critical peratinal risks. Integrate strategy and risk management t shape future rganisatinal success. Prepare the Cmmissin, frm a risk management perspective, fr the strategic and critical peratinal implicatins as a result f legislative r regulatry changes. Management f Peple and Perfrmance Peple are a critical cmpnent f ur business. The DCE Learner Success Ōritetanga needs t be a sphisticated leader, manager and cach t get the best ut f the team. A cre cmpnent f the rle is achieving thrugh thers. Manage within the prescribed delegatins fr financial, capital and human resurces framewrks. Mdel behaviurs and share expertise t mtivate thers in line with TEC s visin. Managing and ptimising the use f allcated financial resurces. Align capability with lng term needs by identifying and building peple capability. Set clear expectatins, mnitr perfrmance, and ensure accuntability thrugh active perfrmance management and develpment. Cntribute t perfrmance imprvements by prmting a culture f cntinuus imprvement. Ensure grups and services perate chesively with strng wrking relatinships acrss the TEC by building rapprt and encuraging c-peratin within and acrss wrk teams. Organisatinal Leadership Demnstrate supprt fr decisins made by the SMT in setting and implementing the TEC s strategic directin and annual pririties. Act as a rle mdel fr staff especially in hw the TEC achieves things. Respnd cnstructively t changing cnditins and circumstances, and prmte a psitive attitude t change.

5 Set and enfrce high standards fr staff in their interactins with service prviders stakehlders and clleagues. Set high rganisatinal standards fr efficiency and effectiveness in day-t-day service delivery aligned with the TEC s strategic directin. Cmmunicate a strng visin fr grups and teams aligned with the TEC s strategic directin. Build n the identified desired rganisatinal culture acrss the TEC. Drive integratin acrss directrates and teams. Lead a unified TEC apprach t change and change activities. In exercising this leadership and gvernance rle s are als expected t: Demnstrate persnal drive, integrity and cmmitment t the successful leadership and gvernance f the TEC. Supprt the Chief Executive in the delivery f the TEC s gals and bjectives by actively and cnstructively participating in gvernance prcesses and ther crss-agency fra. Take an active rle in shaping strategic thinking and future service delivery by engaging in cnversatins at SMT abut strategic issues that affect the TEC as a whle. Cnsistently cntribute t decisin-making within SMT and demnstrate wnership f decisins by cmmunicating these psitively t thers. Supprt the Chief Executive in managing the key strategic risks fr the TEC thrugh the sharing f infrmatin at SMT and cntributing t a cllective view f apprpriate mitigatin strategies. Demnstrate a custmer facing apprach t maximise service delivery. Cmmunicate psitively abut the rganisatin, its peple and what it is achieving. Jb Descriptin and Scpe f Duties The DCE Learner Success Ōritetanga is als expected t perfrm such ther duties as can reasnably be regarded as incidental t the jb descriptin, and such ther duties reasnably within their experience and capabilities as may be frm time t time assigned fllwing cnsultatin. Once appinted a prgramme f wrk will be develped with the appintee that will set ut the specific tasks and time frames t achieve the key deliverables fr this psitin. Prgress will be mnitred thrugh TEC s Perfrmance and Develpment Prgramme. Persn Specificatins Required fr Effective Perfrmance in Psitin Qualificatins and technical skills A recgnised academic, prfessinal r technical qualificatin Strng strategic thinking and the ability t cme up with new slutins Advanced cmmunicatin and interpersnal skills, cmfrt in different cultural envirnments Advanced negtiatin skills; plitically and rganisatinally savvy

6 Experience and knwledge Substantial experience and successful track recrd at a senir executive level Experience at a senir level leading strategy and wrking with multiple stakehlders Demnstrated ability t achieve results Substantial experience and success in a cmplex envirnment Knwledge f the educatin sectr wuld be helpful but is nt essential Knwledge and experience f the machinery f gvernment is als helpful but nt essential Expected behaviurs fr this psitin Cnnects with peple level 4 Understands hw grups wrk and is an avid student f behaviur Actively wrks t predict hw grups will respnd, and acts t ensure risk is minimised and peple are engaged Prmtes principles f cntinuus imprvement and encurages thinking utside the square Is a team player level 4 Takes a whle f rganisatin apprach and is an utstanding team player Is a rle mdel fr psitive cllegial relatinships and encurages thers t wrk tgether Is knwn fr their grace under pressure, with a style that prmtes pen discussin Earns respect by being helpful yet challenging Can handle tugh questins and situatins and think n their feet withut letting their wn interests get in the way Is an ambassadr and champin fr One TEC level 4 Leads by example cllabrating with peple at all levels acrss the rganisatin and sectr Is excellent at telling the rganisatinal stry s staff knw the cntext f the visin and hw it applies t them Creates an envirnment f wnership, understanding and supprt f the rganisatinal directin Fully utilises frmal and infrmal netwrks t wrk acrss the rganisatin and achieve required utcmes Is innvative and breaks barriers level 4 Knws an innvative idea when they see it Selects and champins the best ideas fr investigatin Has excellent judgement n what prducts, services r features will make a difference t the rganisatin Energises thers t get excited abut innvatin and inspires them t be invlved in new ideas Is an excellent questiner Has the cultural capability t drive beneficial utcmes fr Māri learners level 4

7 Encurages and inspires the rganisatin t apply Māri cncepts and framewrks t their wrk Lead the rganisatin in its understanding f, and respect fr, tikanga and Te Re Māri, and including the imprtance f whānau, hapū and iwi Understands Māri wrld views and perspectives n educatin, Ka Hikitia, He kai kei aku ringa, Tū Māia e Te Āknga and the cntext f language, culture and the Treaty f Waitangi Actively champins the fcus n Māri learners thriving equally well in bth Te A Māri and Te A Hurihuri Uses Te Re Māri t engage effectively in Māri settings (fr example mihi whakatau, karakia, pepeha, whakataukī, waiata) Handles ambiguity level 4 Is an utstanding leader in unpredictable cnditins Others lk t them t quickly assess the situatin and prvide clear directin and visin Uses wide-ranging analysis f data and insight t plan gals and actins Leads change and manages cnflict level 4 Faces challenges head n with clear purpse Des nt shy away frm ptential cnflict and encurages debate t slve prblems Is lked t fr guidance and a calm apprach in difficult situatins Accepts the risks and respnsibilities f leading with vigur Builds and manages high perfrming teams level 4 Is knwn fr building great teams, carefully bringing peple tgether (mahitahi) with the right cmbinatin f skills and experience Builds exceptinal mrale thrugh shared cmmitment t thers and t the wrk An avid prmter f the whle being greater than the sum f its parts team success is as imprtant as individual achievements Open cmmunicatin and dialg is a pririty Thinks and acts strategically level 4 Is a transfrmatinal thinker Is a visinary able t anticipate develpments in the rganisatin and sectr, using this infrmatin t the rganisatin s strategic advantage Sees the big picture and maps steps t achieve the gals fr the rganisatin Other requirements Travel thrughut NZ is required frequently, and with ccasinal verseas travel.