This year has been a bit of a roller coaster. There have been several highs and a few lows with the movement between each providing some exhilarating or challenging emotions.
Across the year, Te Pūkenga moved along towards establishing its organisational structure. The upper levels of management were to be in place by April 2024. However, we have had a change in government and the new centre-right coalition government has implemented, within their 100 day plan, to disestablishment of Te Pūkenga. There have been little detail as to what will replace the current situation. Hopefully, there will be more information in the new year. Meanwhile, Te Pūkenga has halted all work on the organisational structure and awaits instructions from the Minister.
On a brighter note, I launched a series of projects to better understand how we can integrate AI into vocational education courses / programmes. These projects began in June and we are now in the process of data analysis. The main output will be a book, to be published by Springer mid-2024.
The above projects involve courses, students and teachers at levels 4 to 7 - certificate to bachelor degree. We drew on the research allocation of teachers teaching on degrees, to carry out the participatory action research studies. In October, I recieved an invitation from Ako Aotearoa to put in an expression of interest, for research project which cover AI, foundation and Māori learners with equity focus. We will now have funding to bring in foundation and career/study skills courses from levels 1 to 4 into the project. We hope to identify ways AI can be usefully deployed to support learners, attaining foundational academic study skills. Then, the findings may be used to develop 'bespoke' AI tools or apps to localise, customise and indigenise AI support. All something to look forward to in 2024.
My work team has been considerably stretched as several of our colleagues have moved to other organisations due to the uncertainties with Te Pūkenga structuring. For the moment, we are in a 'holding area' until the main organisational structures are put in place. Now, we may likely revert to the management lines existing pre-Te Pūkenga. Last week, our ex-CE, who was appointed rohe four (area or sector) director for Te Pūkenga, reverted back to his role as our institute CE. This provides an indication of the move back into individualised institutions.
Bringing 25 organisations into one large entity is no mean feat. Yet, the incoming government has decided not to progress the formation of one large VET organisation. A large organisation brings some economies of scale, especially with IT, information systems, student and learning mangement systems etc. along with more holistic approaches with regards to curriculum and learning development. As an example, AI holds great possibilities for supporting personalised learning environment. Developing these systems is resource hungry. With the disestablishment of Te Pūkenga, we will perhaps have lost the opportunity as devolving back into individual institutes will not provide the economies of scale, collaborative / shared workflows, leveraging off the expertise of many, and the large student pool to test and refine the system.
So let's see what 2024 brings and regroup, restrategise to meet the requirements of the new VET world in Aotearoa NZ.
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