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38“This mindset needs to switch nationally. Skilled migrantscoming here are just as important as having our students on theground. There is no doubt that the international post-graduatestudents help New Zealand drive innovation and withoutthem we are worse off in terms of being an innovative nation.Plus, universities, including the University of Auckland, willstruggle to maintain the surplus which is reinvested and furtherbenefits the community.”Many countries are focused on attracting the internationalstudent base again, the UK has begun chartering several flightsto bring in hundreds of international students and Australia isdoing the same. Over the last decade New Zealand universitiesand government worked extremely hard to make New Zealandthe destination of choice for international students againstheavy competition.“We now risk international students choosing other options.To have secured a proportion of the market and then to loseit when New Zealand is stable and secure would be tragic.We need to use the opportunity to leverage these optionsright now while we have international students beatinga path to our door.“This risk extends to not only losing the opportunitiesdriven over the last decade for international students, but thepartnerships created with South-East Asia, the Pacific andwith other parts of the globe through student exchange andimportantly innovation, collaboration and thinking abouthow we work together to solve some of the world’s grandchallenges."“We’re working with the government and believe we canwelcome international students and manage them throughour systems in a way that would protect and maintain thehealth and safety of all our students, staff and communities.We’re hopeful we’ll be able to begin doing this laterin the year.”DELIVERING CHANGEAlthough the University of Auckland was already investigatingdifferent ways to support mature students in the workplaceto upskill and reskill for the future of work, Freshwater saysthat this process has simply been accelerated as a resultof COVID-19 and the pandemic.“Many mature students don’t want to leave the securityof employment, so we need to provide an alternative wayto upskill and the opportunity to do this in chunks. Oftenthey want small stackable credentials that will take them tothe point of developing the competency they require and notto do that all in one go.”The University of Auckland began offering this option throughAuckland Online, she adds.“We’re now offering some masters programmes throughAuckland Online. We’ve positioned this as an escalator thatstudents can get on and off at different points in their career,and it’s an excellent opportunity for post graduate students.“We also want to work closer with business and industry tooffer continued professional development in the workplace.Our central city location means we are really well positioned todeliver our programmes virtually or face-to-face.”Freshwater comments that the university is seeing an influxof domestic students who are now unable to take a gap yearand want to attend university, plus an increase in numbersof mature students wanting to undertake a masters.“For our domestic students we really need to think aboutthe way we draw from the different areas of the community.”Over a number of years, the university has implemented verygood intentions to be able to diversify the undergraduatecohort, particularly within the Māori and Pacific community.This provides another opportunity area where the Universityof Auckland will increase their school engagement strategyand help students consider and investigate future careers.“All of that means we start to think more broadly about whowe are as a university, the service we provide and our rolein the community. I think this is an important part of the newstrategy which is not really a response to COVID, but thepandemic informs this strategy as one of the big challengesto overcome. We are no longer preparing people for jobs;we’re preparing people with skill sets that are transferableto multiple jobs.”“We are no longer preparing people for jobs;we’re preparing people with skill sets thatare transferable to multiple jobs.”Dawn Freshwater, University of Auckland“I set a challenge to the country’s leaders, how canNew Zealand organisations work more effectively and ina more integrated way to ensure that we are really drivingthe imagination, innovation and outcomes which the nationdeserves in the future.”
39LEadERpROFIlEDR CARALEE McLIESH, CHIEF EXECUTIVEAND SECRETARY, NEW ZEALAND TREASURYMEttle sat down with Dr Caralee McLiesh to learn aboutthe path that led her to her current role, and to understandhow she views the challenges New Zealand faces.
Page 2 and 3: 2MEttle, a collection of stories an
Page 4 and 5: 4This time last year, the pages of
Page 6 and 7: 6
Page 8 and 9: 8Has COVID-19 enabled yourorganisat
Page 10 and 11: 10a faster pace that may not be per
Page 12 and 13: 12Should the private sector be able
Page 14 and 15: 14
Page 16 and 17: 16“Let’s not waste this crisis.
Page 18 and 19: 18
Page 20 and 21: 20In late March, the impact of Covi
Page 22 and 23: 22“Covid is not over, not even on
Page 24 and 25: 24With airlines contributing 5% of
Page 26 and 27: 26
Page 28 and 29: 28TECHNOLOGY IS DRIVING PIVOTABILIT
Page 30 and 31: 30His advice is all about transpare
Page 32 and 33: 32“We have a big resource hole th
Page 34 and 35: 34
Page 36 and 37: 36Born in the UK and leaving school
Page 40 and 41: 40“We have an opportunity to cont
Page 42: 42CURATED BYMinterEllisonRuddWatts

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