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Our transition pathway

Te Pūkenga has a significant transformation programme ahead. Our transition pathway sets out the direction we will take to design the future of vocational learning in Aotearoa New Zealand. 

Man demonstrating schist wall to learner

Building a new organisation

Our establishment and transformation programme through to 2022 will:

  • bring New Zealand's Institutes of Technology and Polytechnics (ITPs) and Transitional Industry Training Organisations (TITOs) into a single institution
  • transform the network, its delivery models, Te Tiriti o Waitangi relationships, physical and digital presence, and engagement approaches
  • actively manage the provider network, so we can continue to operate effectively during the transition period.

Key to these changes is our transition pathway, which is described as six transformation workstreams and three core capability workstreams. The workstreams are explained below and will be updated as we progress.


Maintaining business as usual

As we build our new Operating Model, we will continue to maintain our range of high-quality and valued foundation, vocational, professional and applied programmes across the country.

Our Work Plan

As we grow and establish ourselves, our Work Plan is used to group key activities, identify interdependencies, and ensure a connected and collaborative approach that is aligned to our Council priorities and Te Pūkenga outcomes.

It supports us to take a methodical approach to the scale of the challenge ahead, with key milestones to ensure we meet the deadlines ahead of us. Our work plan is a living document that evolves as we do to ensure we are continuously aligning our mahi with the pace of change in the organisation and indeed our network. 

Our Work Plan includes six programmes of work. Included below is an overview of the projects within each programme that we are working on to reach Horizon 1 – December 2023.

This plan was last updated in May 2022 and is subject to change.

Work Plan overview
May 2022

Work Plan overview

A living document that evolves as we do to ensure we are continuously aligning our mahi to Coun...

See what's in the Work Plan

Transition for learners and demonstrating culture
Transition for learners
  • Learners treated as enrolled in Te Pūkenga with consistency in Te Pūkenga brand and communications.
  • Digital Marketing Ecosystem — a connected ecosystem of all network websites that provides a seamless experience for learners and employers with access to all opportunities available throughout the network.
  • All graduating learners receive Te Pūkenga qualifications (co-branded until 2025 for learners enrolled prior to 2023).
National Strategic Disability Action Plan
  • National Strategic Disability Action Plan implements the Accessibility Charter across Aotearoa New Zealand, consistent data collection on disabled learners, and training.
Expanded mental health and wellbeing services
  • Greater primary mental health services for all learners are available across Aotearoa New Zealand (national and regional levels).
Network quick wins
  • New Māori, Pacific and disabled learners access new mentoring and early out-reach/connection services in most regions which focus on increasing access, participation and retention across the network.
Organisational performance
Learner success and equity
  • Te Rito learner success and equity action plans set a baseline for the network and drive equity for learners across Aotearoa New Zealand.
  • Learner Success and Equity Strategy with Horizon 1 actions in place. 
Te Pūkenga Outcomes Framework
  • Future outcomes framework drives network activities, investment and performance from 2023; governance ensures overarching view of performance against the framework.
  • Network-wide data framework approach.
  • Data ethics and governance board established (developed with Māori technical experts). 
Te Pae Tawhiti: Te Tiriti o Waitangi Excellence Framework
  • Te Pae Tawhiti: Te Tiriti o Waitangi Excellence Framework finalised and action plans in place within all subsidiaries, with Te Pūkenga to deliver impact monitoring.
Māori Cultural Capability
  • Lift the leadership practice and cultural capability to effectively partner with Māori.
Operating Model
Assets and liabilities
  • Capital Asset Management Strategy (CAMS) and plan.
Operating Model
  • Deliver and consult on future Operating Model and organisational design.
  • New high-level organisation design/structure is in place with key roles recruited.
  • Efficiencies and effectiveness (consolidation of subsidiaries, shared central capability or functions, financial viability of network).
  • Fast-track selected enabling functions through:
    • Develop high-level organisational structures

    • Selection of permanent Te Pūkenga leaders

    • Report Institutes of Technology and Polytechnic (ITPs) teams through to Te Pūkenga leadership

    • Develop and implement detailed organisational structures

    • Generation of efficiency initiatives.

  • Staged integration of early mover ITPs focusing on:
    • Regional models

    • Regional leadership structure/accountability design. 

Te Tiriti o Waitangi partnership model
  • Develop Te Tiriti o Waitangi partnership model and implementation plan.
  • Develop Te Tiriti o Waitangi blueprint to inform Operating Model design and process, and develop implementation plan.
  • Develop a mechanism to identify, receive and protect taonga Māori and mātauranga Māori within Te Pūkenga.
Learner engagement ecosystem  
  • Learner engagement framework and representation implemented through Operating Model and network-wide surveys in place.
  • Equity is integrated and embedded into Te Pūkenga Operating Model blueprint and programme business case.
Unification of programmes 
  • Establish and implement a transition programme of work for unification of programmes across the network.  
  • Unification of fees across network.  
  • Unification and Equity Strategy for each fee type, fees standardised across qualifications and levels, and consistency in student levies. 
Quality Management System and academic regulatory alignment
  • Establish and implement a Quality Management System and Quality Assurance Framework with roles and responsibilities for improved quality of provision.
  • Single Council with advisory committees and sub-committees (WBL board dissolution no later than mid 2023).




Work Based Learning
  • Work Based Learning (WBL) subsidiary integrates into new structure no later than mid-2023.
  • Ongoing transition of TITOs (Transitional Industry Training Organisations) into WBL and Horizon 1 outlook.
Employee transition
Transition for employees and onboarding
  • Complete the legal transfer of our network employees into Te Pūkenga.
  • Employees are warmly welcomed through an 'orientation' and series of engagements that connect them with one another, our network, our Te Piko strategy, our leadership, and our Te Pūkenga way of working.
  • Employee transfer/employment agreements, immigration accreditation, welcome to Te Pūkenga including onboarding, employee surveys.
  • Capability building for employees focuses on Te Tiriti, equity for learners, disability confidence to grow future capabilities required to support future transformation.
Change leadership 
  • Deliver change required for Horizon 1 with focus on supporting employee networks, unions and newly established change teams to support subsidiary readiness for change.
 Ako Teaching and Learning Framework
  • Ako Teaching Framework co-designed and responding to learner, employer and employee insights and personas to inform capability development, CAMS (Capital Asset Management Strategy) and ISSP (Information Systems Strategic Plan).
Key systems
Information Systems Strategic Plan (ISSP)
  • Develop the strategic vision and roadmap for the provision of information technology to Te Pūkenga over a two to three year horizon.
 Security and IAM (Identity and Access Management)
  • Ensure Te Pūkenga meets a minimum standard and that long-term security architecture is defined to inform the Information Systems Strategic Plan (ISSP).



  • Assurance Management Plan.
  • Business Case IQA/QRA.
  • Other planned assurance activities.

Overview of our agreed Minimum Viable Product for Horizon 1

The Minimum Viable Product (MVP) was agreed between the Tertiary Education Commission (TEC) and Te Pūkenga as the minimum required activity to transition to Horizon 1 on December 2023.

The MVP does not include some of the foundational work underway by Te Pūkenga in preparation for Horizon 2 (to 2026) and Horizon 3 (2027–2033+).

See the Minimum Viable Product overview document here

Strategic Advisory Review

An independent strategic review of the transformation programme of Te Pūkenga was undertaken in early 2022. This was jointly commissioned by the Tertiary Education Commission (TEC) and Te Pūkenga and intended to identify issues and risks, providing practical recommendations that would likely support a successful transformation programme. This is part of good practice, especially when undertaking such a large and complex transformation.

Te Pūkenga is acting on the practical recommendations and will continue to make changes where required to ensure it is progressing how it needs to so it can deliver a financially viable, well governed, and regionally relevant network.

The information being released by both TEC and Te Pūkenga summarises the strategic review and the recommendations made. Throughout our transformation journey, we have been transparent about the very important mahi Te Pūkenga has been tasked with as part of the Reform of Vocational Education.

We will continue this transparency as we progress through the remainder of our transformation programme and its implementation.

View Te Pūkenga Strategic Review Final Report here.