Release of the Tertiary Education Strategy 2025–2030

The New Zealand Government released the Tertiary Education Strategy (TES) 2025–2030 on 2 December 2025. Issued by the Ministry of Education under the Education and Training Act 2020, the strategy provides the long-term direction and medium-term priorities for the tertiary sector. It guides public funding decisions by the Tertiary Education Commission (TEC) and shapes how universities, polytechnics, and other providers plan and deliver education and research.

Universities Minister Dr Shane Reti and Vocational Education Minister Penny Simmonds jointly announced the strategy. It aligns with the Government’s Going for Growth plan and responds to economic pressures, productivity challenges, and outward migration trends. The document emphasises preparing students and trainees for meaningful careers while strengthening New Zealand’s innovation capacity and global connections.

Five Strategic Priorities

The TES outlines five interconnected priorities that will shape investment, performance monitoring, and provider plans over the next five years. These priorities replace earlier frameworks and place greater emphasis on measurable outcomes in employment, research commercialisation, and international engagement.

• Achievement – Ensuring students and trainees acquire skills that lead to strong career pathways and economic security, with clearer transitions from secondary school through tertiary study and into the workforce.
• Economic impact and innovation – Delivering adaptable skills and research that boost productivity, drive commercialisation, and support broader economic opportunities.
• Access and participation – Expanding opportunities for learners from all regions and backgrounds so that more people gain relevant skills throughout their lives.
• Integration and collaboration – Strengthening partnerships between tertiary providers, industry, iwi, and communities to align education with national needs.
• International education – Growing international student numbers and deepening global connectivity in line with the International Education Going for Growth Plan.

Economic Impact and Innovation Focus

A central pillar of the strategy is increasing the economic contribution of tertiary education. Providers are expected to expand entrepreneurial education, particularly for graduate researchers, and accelerate the commercialisation of research. The document notes gaps in market-driven entrepreneurial skills and calls for stronger links between universities and industry to address New Zealand’s long-standing productivity issues.

TEC will incorporate these expectations into its investment approach. Plan guidance and templates scheduled for release in early March 2026 will require providers to demonstrate how their programmes contribute to skills needs, innovation outcomes, and regional development. This shift encourages universities such as the University of Auckland, University of Otago, and Massey University to prioritise applied research and industry partnerships.

International Education Component

The international education priority directly supports economic growth objectives. The strategy references the separate International Education Going for Growth Plan, which aims to increase enrolments and double the sector’s economic contribution to approximately $7.2 billion by 2034. International students bring tuition revenue, regional spending, research collaboration, and long-term talent pipelines.

Providers are encouraged to diversify source countries, enhance the quality of the student experience, and develop transnational education offerings. Stronger global connectivity is expected to enrich domestic programmes and support New Zealand’s export-oriented economy. The TES positions international education as a strategic asset rather than a supplementary revenue stream.

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Implementation Through TEC Investment

The Tertiary Education Commission will translate the strategy into funding decisions. From March 2026 onward, investment plans submitted by universities and other tertiary organisations must align with the five priorities. Performance monitoring will track progress on employment outcomes, research impact, participation rates, collaborative activity, and international student growth.

Early indications suggest TEC will introduce clearer metrics around graduate employment, research commercialisation, and equity of access. Providers that demonstrate strong alignment with national priorities are likely to receive favourable funding considerations, while others may need to adjust programmes or partnerships.

Implications for New Zealand Universities

New Zealand’s eight universities will play a leading role in delivering the strategy. Institutions are expected to strengthen pathways from school to degree programmes, expand work-integrated learning, and increase research commercialisation activity. Vocational providers and polytechnics will focus on trades and applied skills that address immediate labour market shortages.

Administrators and academic leaders are reviewing curriculum design, industry advisory structures, and international recruitment strategies. The emphasis on lifelong learning and regional access may also prompt new delivery models, including more flexible and online options for mature students.

Stakeholder Perspectives

Minister Reti described the strategy as providing “clearer and more deliberate direction” for the sector. Minister Simmonds highlighted the need for skills that support a productive and competitive economy. Sector organisations, including Universities New Zealand and Ako Aotearoa, have welcomed the focus on outcomes while noting the importance of adequate resourcing and realistic timelines for change.

Early commentary from vice-chancellors and industry bodies stresses the value of stronger industry linkages but cautions that success will depend on sustained investment and coordinated policy across education, immigration, and research funding.

Challenges and Opportunities

Implementation faces several challenges, including funding constraints, demographic shifts, and competition for international students from other English-speaking countries. Outward migration of skilled graduates remains a concern that the strategy seeks to address through improved career outcomes and retention pathways.

Opportunities lie in leveraging New Zealand’s reputation for high-quality education, unique research environments, and quality of life. Enhanced collaboration between universities, polytechnics, and industry could accelerate innovation in areas such as agritech, renewable energy, and health sciences. The strategy also creates openings for academics and researchers whose work aligns with national priorities in economic impact and international engagement.

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Future Outlook for Academics and Administrators

Over the coming years, the TES will influence hiring priorities, research funding, and professional development opportunities in New Zealand higher education. Roles that combine teaching excellence with industry engagement or international collaboration are expected to grow in demand. PhD graduates and early-career academics who demonstrate impact in skills development or applied research may find stronger pathways into permanent positions.

Administrators will need robust data systems to report against the strategy’s priorities. Institutions that successfully integrate the five priorities into their strategic plans are likely to strengthen their position in future funding rounds and international rankings.

Actionable Insights for the Sector

University leaders are advised to audit current programmes against the five priorities and identify quick wins in work-integrated learning and industry partnerships. Academic staff can contribute by embedding employability skills and entrepreneurial thinking into curricula. International offices should align recruitment strategies with the Going for Growth targets while maintaining high standards of student support.

Regular engagement with TEC guidance documents, scheduled for release in March 2026, will be essential. Providers that treat the strategy as a living framework rather than a compliance exercise are best placed to deliver sustained benefits for students, the economy, and New Zealand’s global standing.