Strategic Plan: Objectives and Actions 2017-2019 · Teacher Education (Associate Dean (Teacher...
Transcript of Strategic Plan: Objectives and Actions 2017-2019 · Teacher Education (Associate Dean (Teacher...
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
Excellence in Research Research (1)
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
Excellence in Research Research (1)
5. Increase efforts to recruit, foster and support the
postgrad research community.
Excellence in Research
Outstanding Student
Experiences
Student Support (5)
6. To nurture and support the development of research
publications amongst staff and doctoral students.
Excellence in Research
4
Focus Area Key Objectives UO Strategic Direction to
2020
Humanities Div Draft
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
Focus Area Key Objectives UO Strategic Direction to
2020
Humanities Div Draft
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
Excellence in Teaching Teaching (2)
2. Systematic review of EDUC undergraduate offerings Excellence in Teaching Teaching (2)
3. College of Education involvement in the reframing of
the BA degree
Excellence in Teaching Teaching (2)
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
Excellence in Teaching Teaching (2)
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
Excellence in Research
Outstanding Student
Experiences
Student Support (5)
5. Effective marketing of postgraduate courses [Refer to
Dean’s Office objective 2]
Strong External Engagement Community Engagement
(3)
6
Focus Area Key Objectives UO Strategic Direction to
2020
Humanities Div Draft
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
Excellence in Teaching Teaching (2)
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
Sustaining Capability Staff Support (8)
Southland
(Academic
Programmes
Coordinator –
Southland)
1. Provide excellence in teacher education at the
Southland Campus
Excellence in Teaching Teaching (2)
2. Maintain and strengthen the culture and whanau
community at Ahuahu te Matauranga
Outstanding Student
Experiences
Committed Citizen
Community Engagement
(3)
Te Rangahau Māori
(2)
3. Maintain and promote the profile of the Southland
Campus within the whole University
Strong External Engagement Community Engagement
(3)
4. Continue to promote and profile UOCE in the
Southland region
Strong External Engagement Community Engagement
(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
Strong External Engagement
2. To recruit and retain quality students and staff for initial
teacher education programmes
Excellence in Teaching
7
Focus Area Key Objectives UO Strategic Direction to
2020
Humanities Div Draft
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
Strong External Engagement
Internationalisation (4)
Early Childhood
Education Sector
(Programme
Coordinator
(ECE))
1. Develop a coherent culturally responsive programme
that is locally, nationally and internationally recognised.
Outstanding Student
Experiences
Strong External Engagement
Community Engagement
(3)
Internationalisation (4)
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
Strong External Engagement Community Engagement
(3)
3. Support research by: Promoting, Producing,
Participating, Pondering, & Partnering
Excellence in Research Research (1)
Primary Teacher
Education
(Programme
Coordinator
(Primary))
1. To support staff hauora (holistic wellbeing) by
developing a safe and respectful working community
Sustaining Capability Staff Support (8)
2. To support staff teaching, research and service pursuits
and to develop courses which reflect high quality 21st
century learning principles and social justice
Excellence in Research
Excellence in Teaching
Committed Citizen
Research (1)
Staff Support (8)
3. To maintain curriculum integrity in Primary
programmes
Excellence in Teaching Teaching (2)
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.
Excellence in Teaching Teaching (2)
Promoting Growth
and Development
(4)
Focus Area Key Objectives UO Strategic Direction to
2020
Humanities Div Draft
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
Māori Development (6)
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
Māori Development (6)
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
Strong External Engagement
Māori Development (6)
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
Strong External Engagement
Māori Development (6)
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.
Excellence in Research
Excellence in Teaching
Pacific Development
(7)
Encouraging
Pacific Curricula
(5)
9
Focus Area Key Objectives UO Strategic Direction to
2020
Humanities Div Draft
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)
Pacific Development (7)
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
Excellence in Teaching
Strong External Engagement
Internationalisation (4)
5. To monitor worldwide contracts from grants-in-aid
sources with a view to future contract possibilities off-
shore
Committed Citizen
Strong External Engagement
Internationalisation (4) Contributing to the
Pacific Region and
International
Progress (6)
Focus Area Key Objectives UO Strategic Direction to
2020
Humanities Div Draft
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
Sustaining Capability Staff Support (8)
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
Sustaining Capability Management (9)
4. To develop a Three Year Financial Forecast in support
of the wider UOCE Strategic Plan
Sustaining Capability Management (9)
Educational
Assessment
Research Unit
1. Raise EARU's research profile within the University of
Otago and nationally.
Strong External Engagement Research (1)
Community Engagement
(3)
2. Maintain high quality outputs for EARU’s major
project under contract to the Ministry of Education:
NMSSA
Excellence in Research Research (1)
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
Focus Area Key Objectives UO Strategic Direction to
2020
Humanities Div Draft
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
Sustaining Capability Management (9)
2. To provide professional support to build sustainable
whakaakotanga a akotanga
Sustaining Capability Staff Support (8)
Management (9)
Ngā
Whakahaerenga Pai
(3)
3. To evaluate practice focusing on continuous
improvement
Sustaining Capability Management (9)
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)
Pacific Development (7)
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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
4. To nurture and support the development of research
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
6. To nurture and support the development of research
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
Key Objectives Key Tasks Responsibility Costs/Resources Monitoring Completion
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
Key Objectives Key Tasks Responsibility Costs/Resources Monitoring Completion
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
Key Objectives Key Tasks Responsibility Costs/Resources Monitoring Completion
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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
Associate Dean Teacher
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
Key Objectives Key Tasks Responsibility Cost Monitoring Completion
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.
All Southland staff Ongoing
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.
All Southland staff Ongoing
23
Key Objectives Key Tasks Responsibility Cost Monitoring Completion
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.
All Southland Staff Ongoing
Continue to strengthen existing relationships within
Southland community organisations/groups.
All Southland Staff Ongoing
Use campus facilities for education and community
events/services as often as possible.
Administrator Ongoing
24
UOCE ACTION PLAN 2017 - 2019: TEACHER EDUCATION
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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
Associate Dean (Teacher
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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
Associate Dean (Teacher
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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
Key Objectives Key Tasks Responsibility Costs/Resources Monitoring Completion
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.
Key Objectives Key Tasks Responsibility Costs/Resources Monitoring Completion
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.
Associate Dean Teacher
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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
Associate Dean (Teacher
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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.
Financial Administrator to confirm
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.
Financial Administrator to confirm
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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
Key Objectives Key Tasks Responsibility Costs Monitoring Completion
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