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The New Zealand Tertiary Sector Capability Framework

The New Zealand Tertiary Education Commission is developing and piloting a capability framework for New Zealand tertiary education organizations. This framework is intended to support the development and maintenance of a self-improving, self-correcting tertiary system that responds and adapts to the changing needs of learners and employers. This presentation will provide an overview of the creation and piloting of the capability framework and the underlying model of organizational improvement and development that is being used to frame this internationally significant work.

Abstract
The New Zealand Tertiary Education Commission (TEC) has initiated a project aimed at creating a framework focused on holistic improvement of TEO capability. This will support tertiary education organization (TEO-led) capability improvement investments by TEC, developing and maintaining effective systems for learning and teaching. It will enable a diversity of responses by TEC to diverse TEO capabilities and support a diversified and coordinated network of TEOs. By enabling high-capability TEOs to operate with greater latitude it will enable responsive, agile and flexible models of education operated by TEOs.

The framework is being developed using a capability maturity model approach derived from other tertiary quality frameworks including the e-learning Maturity Model (eMM) and the Student Engagement, Success and Retention Maturity Model (SESRMM).

Capability describes the ability of a tertiary education organization to ensure that their educational activities are meeting the evolving needs of students, internal and external stakeholders.

Capability is examined over a set of specific organization activities. The term ‘maturity’ is used to describe the collective impact of the specific capabilities on the activities of the organization. Critically, capability describes the ability of an institution to sustain educational provision and the support of learning and teaching as demand grows and change occurs. This means that the focus of capability development is on future-focused change and growth, not on extensive optimization of existing systems to the current context.

High capability organizations have demonstrated the necessary characteristics to allow the TEC and other agencies to have a high degree of trust that the organization can operate with a high level of autonomy. Consequently these high capability organizations are trusted to manage the risks of new models of delivery or forms of provision and supported practically in their initiatives.