JOCELYN WILLIAMS EDUCATOR

My willingness to go the extra mile by taking service roles is evidenced in these examples:

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2021 – Present (Unitec Te Pūkenga)

- Chair, Ako Ahimura Learning & Teaching Committee

- Lead, Generative AI Working Group (Unitec and MIT)

- Lead, Regional Learning & Teaching Symposium – Stronger Together, February 2023

- Member, Te Komiti Matauranga (Academic Board)

- Member, Te Poari Kounga (Quality Alignment Board)         

2020 – 2021 (MIT Te Pūkenga)             

- MIT Self-Assessment, Evaluation and Review (SAER) Committee

- MIT Academic Standards Committee

- Te Pūkenga ITP Academic Managers Forum 

- ITP Learning and Teaching Advisory Group – Steering Group

2017 -2020 (ICL Graduate Business School) 

- Chair, ICL Graduate Business School Programme Committee

- Coordinated/managed the ICL Academic Board, Research Advisory Board, Industry Advisory Board.

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Pre-2017 (Unitec Institute of Technology)

- Member of an Institute-wide Assessment Working Party (2015) at the request of the Dean Learning & Teaching and Academic Board. I know first-hand the real teaching practice issues and opportunities, as well as the leadership and management dimension of dealing with frontline colleagues. In processes such as this one - more or less auditing Unitec assessment practices toward a more coherent institute-wide approach - where I can lend my experiences both as a classroom teacher and a manager, it’s good to be at the table to share my knowledge and experience.

- Reader for Unitec’s proposed Doctor of Professional Practice programme document (2015), prior to its submission to NZQA for accreditation, and part of the mock panel process. The kind of input I can offer draws on my many experiences of accreditation, reading programme documents and understanding what NZQA is looking for.

- Unitec academic representative on the NZQA Accreditation Panel for the new Master of Applied Practice suite of postgraduate programmes (2014.) This process had me on the “other side of the table” – as part of the NZQA panel this time, I was well placed to assist it to evaluate the proposed programmes in a balanced way and to understand Unitec strategy.

 - Chair of the Communication Studies Programme Committee (to 2016) from around 2010 when the Academic Board and Deans requested that the number of Programme Committees be reduced. As a team we agreed to have a single committee for Communication that met about 8 times a year and was an important part of assuring academic quality; it was a space for debate and consideration of curriculum issues. I chaired it as leader of the department so that consistency and robust processes were managed evenly across our programmes.

- In addition, I was a member of various Faculty Academic Committees for as long as I can remember 

- Member of the NZQA Mandatory Review of Qualifications (MRoQ) Communication L1-6 Governance Board (2013). I agreed to be a part of this national process led by an academic at MIT, to ensure Unitec was part of the conversation about the evolution of new national qualifications. This was about both contributing to leadership in this area and being informed about likely developments, to assist Unitec.

- Author of an FCIB Communication Strategy (2013) at the request of the Executive Dean FCIB. This came about as a result of very poor outcomes for Faculty staff engagement in that year’s Staff Survey. Although my recommendations were never followed up, the document's insights continue to have value.

- A Living Curriculum Phase 2 Evaluator for Architecture’s Design Studio 2 course (2013)- because my team was stretched and I share the load.

- The Academic Integrity Champion (an initiative of the Dean Learning & Teaching, with Te Puna Ako) for the Department of Communication Studies, for the same reason as above.

- Chair of the Five-Year Review of Unitec’s Landscape Architecture degrees including the Masters (November 2012). I steered a process that gave the right assistance to the LA HOD and her team in identifying appropriate strategic plans and going on to implement them, to public acclaim, such as a Māori Advisory Group for these programmes.

- Member of an IBM Leverage Group led by Darren Horsman (2013) tasked with guiding the IBM/Unitec relationship to ensure the opportunities were being leveraged, especially for the Business programmes. This group faltered after a year or so, and its function transferred to the work of colleagues like Diana Sharma.

- Member of the Student Grievance Policy Working Party (2011), a complex and detailed consultation process led by Alison Dow, Director Pou Aroha Student Support.

- Recipient of a 2013 Chief Executive’s Award as taking a key role, in the right ways, in relocating departments to allow IBM to move into Building 172. In part, the citation read “…[the] team models the high performance, cross organisation team work that Unitec will require over the next few years, with the converging of so many exciting initiatives.... Congratulations to the whole team” - refer to the essence of the story in the slide show here.