Te Hiranga Rū QuakeCoRE Directors Portfolios

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The Te Hiranga Rū QuakeCoRE Directors are responsible for the strategic and operational activities of the CoRE, this is implemented and monitored through the following Key Performance Indicators and Milestones.


   Key Performance Indicators / Milestones
Research & Strategy
Operational Planning 1. Develop an Annual Operational Plan by 31 March
2. Annual Review of Operational Plan against Three Year Plan (December)
Budget / Finance 1. Ensure Annual budget and expenditure in line with TEC 3.5yr budget and reported to Board & Partners [every Q, with focus on Q4 board meeting]
2. Discretionary funding (if any) utilized following documented processes [every Q, with focus on Q4 board meeting]
3. Monitor and identify unspent funds for reallocation [every Q, with focus on Q4 board meeting]
Research Programme 1. Ensure, via reporting, that all DT, IP, RfP and CM projects are proceeding in line with contracts [every Q]
Planning Committee 1. Convene Planning Committee >4x annually to obtain leadership feedback on key strategic activities [every Q]
2. Ensure continuity of PC membership through rotation of PALs [Q4]
Coordination Mechanisms (CM) 1. Call for, and confirm, co-leaders for all regional and tech megatrend CMs – with a focus on leadership pathway for personnel not current PALs [Q2]
2. Hold workshops via Zoom, and in person in line with QC AM [Q3]
3. Obtain strategy from co-leaders of each CM and maintain virtual presence via wiki or eqvalent [Q4]
Request for Proposals (RfP) 1. Develop 2022 RfP documents and call for proposals in collaboration with the sub-committee [Q3]
2. Undertake robust process to evaluate proposals and award funding in line with budgeted amount [Q4]
External Funding 1. Convene external funding (EF) committee with membership that covers disciplinary and institutional representation of QC [Q2]
2. Develop high-level strategy for improving applications for, and success in, external funding to complete the core QC programme, including mentoring approaches and how QC ‘internal’ funding can assist [Q3]
3. Prepare an Annual Plan covering Committee activities and reporting metrics (e.g.: Numbers of linked proposals submitted, successes, etc.) [Q4]
Scholarships 1. Develop 2022 Masters scholarship criteria in collaboration with the sub-committee [Q3]
2. Develop call for masters and PhD scholarships in line with annual RfP in collaboration with the sub-committee [Q3]
3. Undertake robust process to evaluate and award funding in line with budgeted amounts [Q4]
Communications & Engagement
Communications: Strategy 1. Complete strategy and annual work plan to frame CEE actions in first three years of QC2
2. Quarterly CEE committee meetings to get feedback from the committee about CEE work plan progress and new initiatives
Communications: Implementation 1. Recruit Communications Advisor
2.  Transition to new roles and responsibilities for communication tasks
3. refresh website
4. Develop toolkit of QC marketing and brand resources, e.g. PowerPoint templates, banners, presentation slides and infographics
Education: Schools 1. Engage with key school education stakeholder at MoE, NEMA, EQC and contribute to the new National Strategy
2. Work with key delivery partners via the Education Alliance
3. Partner with the Eureka Trust on the annual Science Awards
Education: Tertiary Undergraduate 1. Benchmark against other CoREs (or similar organisations) to review opportunities for developing pathways into tertiary education
2. Development of new curriculum opportunities within or across QuakeCoRE partner organisations will be developed by a sub-committee of QC researchers with specific skills and interests in doing so, and these initiatives will sit within the CEE portfolio.
3. Encourage undergraduate attendance by inviting students to QuakeCoRE seminars
4. Is there a contribution that QERCs can make here? e.g. at University Postgrad Days, where Masters/PhD research opportunities are being presented at each Uni campus? Is this something QC should drive, or should it be something QC PI/AIs at institution should be thinking about?
5. Also Summer scholarships/USER programme development?
Engagement 1. Manage transition of Engagement Coordinator from 1.0 to 0.25 FTE role
2. Continue to collaborate with ECLab and AF8 on appropriate joint initiatives
3. Undertake school engagement sessions each year (led by Engagement Coordinator) and other schools presentations by QuakeCoRE researchers.
External Relationships: National Agencies 1. Develop a list of key agencies and identify principal contacts for each and engagement method(s) for each
External Relationships: Industry 1. Undertake survey of Industry Affiliates and other industry personnel to quantify degree of participation in QC activities, and identify areas for improvement [Q3]
2. Review current named ‘Industry Affiliates’ and confirm their continued participation. [Q2]
3. Make a call for the Industry Affiliates and undertake appointment process [Q2]
External Relationships: Other Funding Programmes 1. Maintain, through personnel overlap, connections to other significant research programmes (e.g., NSCs, MBIE Endeavour programmes). Develop a list of key programmes and identify principal contacts for each
External Relationships: Affiliate Organisations 1. Scrutinise current list of Affiliate Organisations to ensure all are still actively participating in QC [Q4]
2. Use Planning Committee to identify potential new Affiliate Orgs, and progress such relationships, if relevant [Q4]
External Relationships: TEC & Other CoREs 1. Engage with TEC as QC funder, attending annual events that they facilitate [Q4]
2. Be an active participant at aCoRE meetings, and actively engage in initiatives that align well with the QC mission [Q4]
Internal Relationships: PALs & Leadership 1. Identify current PALs who will sit on the 2022 Planning Committee [Q4]
2. Obtain sentiments from each of PALs on succession planning for their respective DT/IP, and ECRs who show leadership potential [Q4]
Internal Relationships: Board 1. Prepare reports and hold 3 QC Board meetings to obtain advice on strategic and operational execution of QC activities [every Q]
2. Appropriately maintain and manage diverse skillsets of board membership [every Q]
3. Provide regular updates to the Board Chair through monthly calls and other ad hoc communication as necessary [every Q]
Internal Relationships: TAHR | Māori Advisory Board 1. Provide reports to the QuakeCoRE Board and Te Apārangi o Hiranga Rū (Māori Advisory Board) no less than three times a year
2. Develop strategy for TAHR membership and rotation to ensure continuity and effectiveness of advisory capacity
Internal Relationships: International Scientific Advisory Board 1. Confirm complete membership of ISAB[Q2]
2. Work with ISAB chair to develop ToR and high-level activities for ISAB [Q3]
3. Convene ISAB in person at QC AM to provide science review of QC programme [Q3]
Internal Relationships: Partners 1. Confirm active participation of all partners in QC activities [Q4]
2. Through host and partner representatives on QC Board, ensure that Partner queries on QC operations are voiced [every Q]
Māori TBC: External Relationships (external to Partners): To be defined by strategy
* Consider: External entities involved / consulted as part of research or activities
Internal Relationships: Research Community (Associate Investigators) 1. Scrutinise current list of AI’s to ensure all people are still actively participating in QC [Q2]
2. Make call for new AI’s and undertake appointment process [Q2]
Internal Relationships: Early Career Researchers 1. Develop establishment committee for QC Early Career Network
2. Form high-level strategy for QC ECR and activities for first 12-18 months
Internal Relationships: Postgraduate Students / Student chapters / QERC 1. Maintain personnel and turnover of mentors for Student Chapters
2. Provide guidance and support with mentors for Student Chapters
3. Undertake Lightning Talk heats and finals at QC AM
DEWI 1. Establish charter / ToR for DEWI committee that sets out high-level aims and potential initial activities for 12-18 months [Q3]
2. Provide point of contact for DEWI Committee and ensure regular engagement with the group [Q2]
3. Undertake demographic survey to better understand diversity of QC community [Q3]
4. Undertake one other new activity each year in line with strategy [Q4]
Māori 1. Develop and deliver a community portfolio strategy and annual plan that supports Te Hiranga Rū QuakeCoRE’s te ao Māori activities
2. Develop and maintain a portfolio communication plan, and a means of collaboration through Wiki pages or similar
3. Develop, implement and maintain a process that supports all QuakeCoRE investigators to consider the contribution that their project makes to Mātauranga Māori during the project development and submission process
4. Support the QuakeCoRE community to actively develop cultural competence and confidence in te ao Māori, Mātauranga and Kaupapa Māori by identifying resources and opportunities
Annual Meeting 1. Support the Sub-Committee to ensure the development of a stimulating technical programme for QC AM consistent with CoRE mission
2. Hold QC AM
Retreats 1. Provide guidance and support to the retreat Sub-Committee to ensure successful retreats.
2. Hold an in-person retreat each year for the QC Planning Committee to obtain input on central strategy development and execution
3. Hold >1 virtual retreat each year

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