2011 Annual Report - Wellington Institute of Technology
2011 Annual Report - Wellington Institute of Technology
2011 Annual Report - Wellington Institute of Technology
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<strong>Wellington</strong> <strong>Institute</strong> <strong>of</strong> <strong>Technology</strong><br />
<strong>2011</strong> annual report<br />
eltec responsibilty teach passionate inclu<br />
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plied respect excellence efts performanc<br />
tifaction value course completions finan<br />
hnicity programme enrolments secondar<br />
culty qualification star strategic consol<br />
llaboration solid automotive disciplines<br />
ess operating counselling planned welte<br />
sponsibilty teach passionate inclusive lea<br />
ntred environment relevance applied res<br />
cellence efts performance results satifa<br />
urse completions financial ethnicity pro<br />
lence efts perfo ellence efts performance<br />
rfo collabora vision mission graduates g<br />
izens with world-class skills and knowl<br />
nerate value-add applied knowledge tech<br />
ansfer solutions partnership industry pr<br />
search organisations mission wellington<br />
technology work partnership iwi commu<br />
dustries pr<strong>of</strong>essions education organisat<br />
owledgeable highly skilled accountable<br />
formed accessadapt knowledge combine<br />
chnical ability creative entrepreneurial t<br />
ld collar able learn throughout life enha<br />
orkplace productivity community develop<br />
search knowledge transfer activities tha<br />
tiaki hapai dahm - te atiawa dress Diploma in exercise science directly graduate <strong>2011</strong><br />
the needs <strong>of</strong> industry and
VISION AND MISSION<br />
VISION<br />
Our graduates are global citizens with world-class skills and knowledge.<br />
We also generate value-add through applied knowledge and technology transfer<br />
solutions in partnership with industry, pr<strong>of</strong>essions and research organisations.<br />
MISSION<br />
<strong>Wellington</strong> <strong>Institute</strong> <strong>of</strong> <strong>Technology</strong>’s mission is to work in partnership with iwi,<br />
communities, industries, pr<strong>of</strong>essions and other education organisations to deliver:<br />
1<br />
2<br />
VALUES<br />
ACCOUNTABILITY<br />
AND INTEGRITY<br />
In terms <strong>of</strong> what we are; what<br />
and how we teach; how we relate<br />
to students, industry and each<br />
other; how we take responsibility<br />
for our actions and our<br />
commitment to critical enquiry<br />
and academic freedom.<br />
Knowledgeable, highly skilled and accountable graduates who:<br />
� Are well informed and able to access, use and adapt knowledge;<br />
� Combine high level technical ability with creative/entrepreneurial thinking<br />
(i.e. “gold collar” workers);<br />
� Are able to learn throughout life; and<br />
� Enhance workplace productivity and community development.<br />
Research and knowledge transfer activities that:<br />
� Address directly the needs <strong>of</strong> industry and pr<strong>of</strong>essions (as voiced by<br />
enterprises large and small);<br />
� Support seamless approaches that build critical mass and depth <strong>of</strong><br />
expertise regionally, nationally and internationally; and<br />
� Build a community and enterprise culture embodying productivity<br />
and sustainability.<br />
CUSTOMER FOCUS<br />
Being passionate about customers<br />
and students. Looking for improvement<br />
and efficiencies in our service. Being a<br />
place that is inclusive, where diversity is<br />
recognised. Providing a learner-centred<br />
environment marked by relevance, applied<br />
learning and respect.<br />
COMMITMENT TO HIGH<br />
PERFORMANCE AND<br />
PROFESSIONALISM<br />
Each individual, each day, aiming<br />
for excellence.<br />
TEAM WORK<br />
Contributing to an effective and<br />
supportive team environment,<br />
using and fostering creativity<br />
and innovation.<br />
PARTNERSHIP<br />
With business and industry; with<br />
iwi; with students and with fellow<br />
providers.<br />
SUSTAINABILITY<br />
Of the Institution; <strong>of</strong> ourselves; and<br />
<strong>of</strong> the environment.
miles Ovia – bachelor <strong>of</strong> creative<br />
technologies graduate <strong>2011</strong><br />
FiOna Breen – bachelor <strong>of</strong> hospitality management graduate <strong>2011</strong><br />
04<br />
06<br />
06<br />
08<br />
10<br />
14<br />
16<br />
18<br />
20<br />
22<br />
26<br />
28<br />
30<br />
32<br />
34<br />
36<br />
37<br />
38<br />
Overview <strong>of</strong> <strong>2011</strong><br />
Council Member Pr<strong>of</strong>iles<br />
Council Structure<br />
Executive Management Team<br />
Industry Advisory Committee<br />
Chairperson’s <strong>Report</strong><br />
Training and qualifications vital to the<br />
Hospitality Industry – RUTH PRETTY<br />
Rebuilding Christchurch<br />
“WelTec – important to the region”<br />
– FRAN WILDE<br />
Chief Executive’s <strong>Report</strong><br />
Commitment to industry partnership<br />
– MIKE KERR<br />
Fronde’s vision for graduate possibilities<br />
– IAN CLARKE<br />
Working partnership for youth<br />
– KERRY LEggETT<br />
WelTec Connect Ltd<br />
Technical support for big ideas<br />
– JOSEPH VAN LIEMPT<br />
Our people and Our environment<br />
Showcasing Maori Contemporary Art<br />
– BARRY TE WHATU<br />
Business plan performance<br />
40 Research<br />
42<br />
44<br />
46<br />
48<br />
51<br />
NEC research fellow<br />
– TODD COCHRANE<br />
Creative research<br />
– LORRAINE RASTORFER<br />
Research supports clear and<br />
robust relationship – SUSAN TOWNSHEND<br />
Statement <strong>of</strong> Objectives and Service<br />
Performance<br />
Financial Statements<br />
76 Responsibilities<br />
77<br />
Independent Auditor’s <strong>Report</strong><br />
81 Acronyms
7%<br />
13%<br />
5%<br />
9%<br />
9%<br />
12%<br />
5%<br />
6%<br />
5%<br />
5%<br />
12%<br />
2%<br />
6%<br />
14%<br />
FUNDINg STUDENT STATISTICS<br />
3%<br />
2%<br />
2%<br />
3%<br />
1%<br />
32%<br />
67%<br />
54%<br />
By Source<br />
Student Achievement<br />
Component (SAC) 67%<br />
Industry Training<br />
Organisations (ITO) 13%<br />
International 7%<br />
STAR 6%<br />
Youth guarantee 2%<br />
Full Fee 2%<br />
Trades Academy 2%<br />
Adult and Community<br />
Education (ACE) 1%<br />
By Region<br />
Lower Hutt 32%<br />
<strong>Wellington</strong> 28%<br />
Central North Island 10%<br />
Upper Hutt 9%<br />
Porirua 5%<br />
Upper North Island 5%<br />
South Island 5%<br />
Kapiti Coast 3%<br />
Wairarapa 3%<br />
By Ethnicity<br />
NZ European/Pakeha 54%<br />
New Zealand Maori 14%<br />
Asian 12%<br />
Pacific Islander 9%<br />
European 5%<br />
Other 6%<br />
560 School <strong>of</strong> Hospitality<br />
559 School <strong>of</strong> Engineering<br />
550 School <strong>of</strong> Automotive <strong>Technology</strong><br />
407 School <strong>of</strong> Health Services<br />
352 School <strong>of</strong> Information <strong>Technology</strong><br />
328 School <strong>of</strong> Business and Administration<br />
296 STAR<br />
247 School <strong>of</strong> Social Services and Sector Engagement<br />
238 School <strong>of</strong> Foundation Studies, Languages and Adult Education<br />
28%<br />
644 School <strong>of</strong> Construction<br />
225 School <strong>of</strong> Creative Technologies<br />
184 School <strong>of</strong> Hair, Beauty and Make-up<br />
Age<br />
Under 21 44%<br />
21 – 24 23%<br />
25 – 35 18%<br />
35+ 15%<br />
Highest Entry Qualification<br />
NCEA Level 2 26%<br />
(6TH FORM CERTIFICATE)<br />
No Record 20%<br />
(NO FORMAL SECONDARY SCHOOL<br />
QUALIFICATION ON RECORD)<br />
NCEA Level 1 17%<br />
(SCHOOL CERTIFICATE)<br />
NCEA Level 3 17%<br />
(BURSARY OR SCHOLARSHIP)<br />
Overseas Qualification 13%<br />
14+ Credits 5%<br />
(14 OR MORE CREDITS AT ANY LEvEL)<br />
Other 2%<br />
gender<br />
Male 64%<br />
Female 36%<br />
77 Trades Academy<br />
EFTs<br />
0 50 100 150 200 250 300 350 400 450 500 550 600 650<br />
15%<br />
18%<br />
13%<br />
36%<br />
17%<br />
5%<br />
2%<br />
44%<br />
64%<br />
26%<br />
17%<br />
23%<br />
20%
2009<br />
8,700<br />
Students<br />
2010<br />
10,600<br />
Students<br />
SATISFACTION RESULTS<br />
90%<br />
Student Satisfaction<br />
ADDINg VALUE<br />
<strong>2011</strong><br />
10,385 = 4,669<br />
Students<br />
EFTS<br />
Students aged under 25 studied<br />
96%<br />
Employer Satisfaction<br />
STRONG<br />
FINANCIAL PERFORMANCE<br />
5% Return<br />
The Tertiary Education Commission (TEC) has again awarded<br />
WelTec a low risk rating for its financial performance.<br />
on Total Income<br />
Strong cashflow and<br />
working capital<br />
$1,455,000 Budget $2,765,000 Net Pr<strong>of</strong>it<br />
4<br />
CAMPUSES<br />
<strong>of</strong> total EFTS studied at<br />
Levels 4 – 7<br />
<strong>of</strong> all the Level 4-7 EFTS<br />
delivered in <strong>2011</strong>.<br />
Petone, <strong>Wellington</strong>,<br />
Christchuch, Auckland<br />
70%<br />
<strong>of</strong> WelTec graduates<br />
reported they were in<br />
employment or going on<br />
to further study.<br />
(as reported soon after<br />
graduation)<br />
EDUCATIONAL<br />
PERFORMANCE<br />
INDICATORS<br />
76% Course<br />
Completions<br />
Level 1-2 65%<br />
Level 3-4 78%<br />
62%<br />
Level 1-2 60%<br />
Level 3-4 64%<br />
40%<br />
INDUSTRY 65%<br />
16<br />
Industry advisory committees involving<br />
small to large companies across <strong>Wellington</strong>.<br />
Level 1-2 66%<br />
Level 3-4 58%<br />
Level 5-6 75%<br />
Level 7-8 81%<br />
Qualification<br />
Completions<br />
Level 5-6 72%<br />
Level 7-8 50%<br />
Progression to<br />
Higher Level<br />
Study<br />
Retained in<br />
Study<br />
Level 5-6 64%<br />
Level 7-8 74%
COUNCIL MEMBERS<br />
ROgER SOWRY<br />
ONZM<br />
CHAIRPERSON<br />
Roger Sowry was a Member <strong>of</strong><br />
Parliament from 1990 to 2005,<br />
firstly representing the Kapiti<br />
electorate, then as a National<br />
list MP. Roger retired from<br />
Parliament in 2005 moving to<br />
become Chief Executive <strong>of</strong><br />
Arthritis New Zealand. He is<br />
a member <strong>of</strong> the Electricity<br />
Authority.<br />
Roger is also a member <strong>of</strong> the<br />
<strong>Institute</strong> <strong>of</strong> Directors.<br />
06 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
DR ALAN BARKER<br />
DEPUTY CHAIRPERSON<br />
Dr Alan Barker is a Senior<br />
Consultant with MartinJenkins.<br />
He has extensive international<br />
and domestic experience in<br />
public sector reform, strategic<br />
planning, organisation review<br />
and financial management.<br />
Alan has worked for a number<br />
<strong>of</strong> education related Institutions<br />
such as the TEC, MOE, NZQA,<br />
and Tairawhiti Polytechnic,<br />
as well as a number <strong>of</strong> other<br />
public sector entities.<br />
ADvISORY COMMITTEES<br />
(CHAIRS)<br />
Alcohol and Drug – Tim Harding<br />
Automotive <strong>Technology</strong> – Richard Eyles<br />
Built Environment – Peter Degerholm<br />
Business – Charles gilmore<br />
Community Support Services and<br />
Community vocational Learning Skills<br />
Rosanne Johnston<br />
Counselling and Trauma Studies<br />
David Waters<br />
Creative Technologies – Laurence greig<br />
Engineering – Michael Kerr<br />
Exercise Science – Mike Ryan<br />
Funeral Services<br />
Pr<strong>of</strong>. Mike Markfell-Jones<br />
Hospitality – Ruth Pretty<br />
Information <strong>Technology</strong> – Peter Ramsey<br />
Pasifika – Linda Sissons<br />
Plumbing – Colleen Upton<br />
<strong>Wellington</strong> Trades Acdemy – Alan Peck<br />
Youth Development – John Harrington<br />
PETER PRESTON<br />
Peter has an early background<br />
in civil engineering (BE<br />
Degree) followed by<br />
a strong commercial<br />
background including senior<br />
management roles in BP<br />
NZ Ltd and directorships in<br />
related companies. He is a<br />
pr<strong>of</strong>essional company director<br />
and a Fellow <strong>of</strong> both the IOD<br />
(<strong>Institute</strong> <strong>of</strong> Directors) and<br />
the Institution <strong>of</strong> Pr<strong>of</strong>essional<br />
Engineers <strong>of</strong> New Zealand.<br />
VAUgHAN RENNER<br />
Vaughan has an MBA, and<br />
science and engineering<br />
qualifications. He runs his own<br />
businesses and has strong<br />
commercial, strategic planning<br />
and IT skills. Vaughan has a<br />
background in governance<br />
(currently including; The<br />
Employers Chamber <strong>of</strong><br />
Commerce Central, Business<br />
NZ, and Standards New<br />
Zealand). He is a member <strong>of</strong><br />
the <strong>Institute</strong> <strong>of</strong> Directors.<br />
ACADEMIC BOARD<br />
Alan Cadwallader – Academic Director<br />
Alan Peck – Executive Dean,<br />
Faculty <strong>of</strong> Trades and <strong>Technology</strong><br />
Barbara Kelly – Academic Registrar<br />
Colin Porthouse – Academic Staff<br />
Representative<br />
Diane Langman – Academic Staff<br />
Representative<br />
Hinemoa Priest – Kaiwhakahaere Maori<br />
Julia Hennessy – Executive Dean,<br />
Faculty <strong>of</strong> Health, Business and Service<br />
Industries<br />
Linda Sissons – Chief Executive<br />
Mick Jays – Academic Staff Representative<br />
Nikita Snedden – Student Association<br />
Representative
DENNIS SHARMAN<br />
Dennis owns and operates<br />
Sharman Consulting Limited<br />
a consultancy company<br />
that delivers comprehensive<br />
technology services to small<br />
and medium sized businesses.<br />
Dennis has just completed<br />
his term as Chair <strong>of</strong> the board<br />
<strong>of</strong> New Zealand <strong>Institute</strong> <strong>of</strong><br />
Technologies. Dennis holds<br />
a number <strong>of</strong> Directorships,<br />
including government<br />
appointments to the Combined<br />
Council <strong>of</strong> Whitireia and WelTec<br />
and is also a founding member<br />
<strong>of</strong> the Board <strong>of</strong> Mana Tiaki.<br />
CHIEF ExECUTIvE’S<br />
REvIEW COMMITTEE<br />
Roger Sowry – Chair<br />
Alan Barker<br />
Peter Preston<br />
SUZANNE SNIVELY<br />
ONZM<br />
Suzanne Snively, formerly a partner at<br />
PricewaterhouseCoopers in <strong>Wellington</strong>, is the<br />
Managing Director <strong>of</strong> strategic and economic<br />
advice company, MoreMedia Enterprises.<br />
Suzanne is appointed to the Health Research<br />
Council by the Minister <strong>of</strong> Health Tony Ryall<br />
and Chairs the Agri-women Development<br />
Trust and Transparency International. She is<br />
Chief Judge <strong>of</strong> the Electra Business Awards.<br />
Previous directorships included the Reserve<br />
Bank <strong>of</strong> New Zealand. She is a member <strong>of</strong><br />
the <strong>Institute</strong> <strong>of</strong> Directors and the New Zealand<br />
Association <strong>of</strong> Economists. Suzanne was<br />
awarded the Fulbright and Reserve Bank<br />
scholarships and was honoured by the Queen<br />
along with 100 women with a Women’s<br />
Suffrage medal.<br />
RISK AND AUDIT<br />
COMMITTEE<br />
Vaughan Renner – Chair<br />
Dennis Sharman<br />
Peter Steel<br />
PETER STEEL<br />
Peter has an economic and<br />
engineering background<br />
having worked for over 25<br />
years as a Consulting Engineer,<br />
becoming a Principal and<br />
Technical Director for Beca.<br />
He has strong commercial,<br />
governance and management<br />
experience from his work<br />
activities as well as a period<br />
as President <strong>of</strong> the <strong>Wellington</strong><br />
Regional Chamber <strong>of</strong><br />
Commerce. He is currently<br />
General Manager - Engineering<br />
& Standards for the<br />
Infrastructure and Engineering<br />
division <strong>of</strong> KiwiRail.<br />
WELTEC CONNECT<br />
LE CORDON BLEU<br />
NEW zEALAND INSTITUTE<br />
(DIRECTORS)<br />
Linda Sissions<br />
– WelTec Chief Executive<br />
Monsieur Andre Cointreau<br />
– President and CEO<br />
<strong>of</strong> Le Cordon Bleu International<br />
Paul McElroy<br />
– UCOL Chief Executive<br />
NANCY<br />
MCINTOSH-WARD<br />
Nancy holds an MBA and<br />
is a Chartered Accountant.<br />
She is the Chief Executive<br />
<strong>of</strong> the Karori Sanctuary Trust<br />
and has extensive financial,<br />
management, commercial,<br />
governance, tertiary education<br />
and marketing experience.<br />
Nancy is a member <strong>of</strong> the<br />
<strong>Institute</strong> <strong>of</strong> Directors.<br />
Peter Steel – Chair<br />
Dennis Sharman<br />
Nancy McIntosh-Ward<br />
Suzanne Snively<br />
<strong>2011</strong> ANNUAL REPORT |<br />
07
EXECUTIVE MANAgEMENT TEAM<br />
LINDA SISSONS, CNZM<br />
CHIEF ExECUTIvE<br />
Ph. D. (London)<br />
Diploma in Adult Education<br />
(Edinburgh)<br />
MA (1st class Honours)<br />
Advanced Management<br />
Programme (Harvard)<br />
Linda has been responsible for<br />
the strategic management and<br />
leadership <strong>of</strong> WelTec since 1999.<br />
Prior to joining WelTec she<br />
held university and <strong>Institute</strong> <strong>of</strong><br />
technology management roles<br />
in New Zealand and the United<br />
Kingdom.<br />
She represents the New<br />
Zealand Government on the<br />
Board <strong>of</strong> Governors <strong>of</strong> the<br />
Commonwealth <strong>of</strong> Learning,<br />
is on the Board <strong>of</strong> WorldSkills<br />
NZ, and is a Director <strong>of</strong> ESITO<br />
(Electricity Supply Industry<br />
Training Organisation). She has<br />
been a member <strong>of</strong> a number<br />
<strong>of</strong> Government commissions,<br />
including the Tertiary Education<br />
Advisory Commission.<br />
Linda holds a PhD from London<br />
University, is a graduate <strong>of</strong><br />
the Harvard Business School<br />
Advanced Management<br />
Programme and is a member <strong>of</strong><br />
the <strong>Institute</strong> <strong>of</strong> Directors.<br />
08 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
TIM ALLEN<br />
GENERAL MANAGER,<br />
BUSINESS DEvELOPMENT<br />
BA (Victoria University)<br />
Graduate Diploma in<br />
Marketing (Victoria<br />
University)<br />
Tim leads the development<br />
<strong>of</strong> new opportunities and<br />
the promotion <strong>of</strong> WelTec<br />
to meet its objectives. His<br />
areas <strong>of</strong> responsibility are<br />
marketing, international<br />
and WelTec Connect.<br />
During <strong>2011</strong> he led the<br />
establishment and growth<br />
<strong>of</strong> WelTec Connect, which<br />
has been highly successful<br />
in its engagement with<br />
industry on R&D and<br />
capability development.<br />
Tim has also led the<br />
further development <strong>of</strong><br />
WelTec’s partnerships<br />
with industry for student<br />
work placements notably<br />
cadetships.<br />
Tim has extensive<br />
commercial, marketing and<br />
international experience,<br />
gained through senior<br />
roles in a diverse range<br />
<strong>of</strong> industries including<br />
education, shipping, sports<br />
and horticulture.<br />
MARK BROADBENT<br />
HUMAN RESOURCES<br />
DIRECTOR<br />
BA (Victoria University)<br />
Diploma <strong>of</strong> Education<br />
(Guidance)<br />
Diploma (Youth<br />
and Development),<br />
(Commonwealth Youth<br />
Programme, Asia-Pacific)<br />
Centre Ernst & Young<br />
Executive programme<br />
Mark is responsible<br />
for WelTec’s human<br />
resources strategy and<br />
change management as<br />
well as human resources<br />
operations and capability<br />
development.<br />
With more than 25<br />
years’ experience in<br />
human resources, line<br />
management, and<br />
development roles Mark’s<br />
has worked in a wide range<br />
<strong>of</strong> organisations covering<br />
the not-for-pr<strong>of</strong>it sector,<br />
government, state-owned<br />
enterprises, and education.<br />
Mark is a member <strong>of</strong> the<br />
Human Resources <strong>Institute</strong><br />
<strong>of</strong> New Zealand.<br />
ALAN CADWALLADER<br />
ACADEMIC DIRECTOR<br />
MMgt (Massey University)<br />
MBA (Otago University)<br />
As Academic Director Alan<br />
is responsible for academic<br />
leadership at WelTec.<br />
His role is leading and<br />
managing academic policy<br />
development, including<br />
learning access, student<br />
support services and<br />
resources to ensure highquality<br />
student learning<br />
experience outcomes. His<br />
role also includes leading<br />
the <strong>Institute</strong>’s research<br />
activities.<br />
Nearly a decade in<br />
the tertiary sector is<br />
complemented by earlier<br />
pursuits in commerce<br />
and business. Alan has<br />
experience as a lecturer in<br />
business studies as well<br />
as head <strong>of</strong> school. His<br />
background in education<br />
for business management<br />
and his interest in New<br />
Zealand’s small business<br />
sector fit well with WelTec’s<br />
applied research and<br />
technology transfer<br />
contribution to business<br />
and industry.<br />
During 2010 and much <strong>of</strong><br />
<strong>2011</strong> Alan was a member<br />
<strong>of</strong> the Artena Society<br />
Board.
JAMES SMITH<br />
CHIEF FINANCIAL<br />
OFFICER<br />
BCA (Victoria University)<br />
CA (New Zealand <strong>Institute</strong><br />
<strong>of</strong> Chartered Accountants)<br />
James became the Chief<br />
Financial Officer in May<br />
<strong>2011</strong>. In this role he<br />
managed the financial<br />
planning and reporting<br />
systems and services, and<br />
provided quality financial<br />
and strategic advice to<br />
internal and external<br />
stakeholders. During <strong>2011</strong><br />
he was responsible for<br />
the Finance and Facilities<br />
& Procurement business<br />
units.<br />
James has over a decade<br />
<strong>of</strong> tertiary sector experience<br />
gained both at WelTec and<br />
The Open Polytechnic <strong>of</strong><br />
New Zealand.<br />
PETER COWPER<br />
CHIEF OPERATING<br />
OFFICER<br />
In <strong>2011</strong> the COO role<br />
involves managing the<br />
academic records and<br />
administration, information<br />
technology services,<br />
business intelligence and<br />
change management<br />
business areas. As well<br />
as these infrastructure and<br />
capability services, Peter’s<br />
responsibilities also include<br />
business process change<br />
initiatives for core student<br />
management.<br />
Peter brings many years’<br />
experience in leadership,<br />
managing complex<br />
and technical business<br />
operations, third-party<br />
supplier models and<br />
outsourcing, contract<br />
management and leading<br />
change. Peter’s previous<br />
roles include managing<br />
Telecom New Zealand’s<br />
operational and delivery<br />
business areas including<br />
leading large change<br />
projects. He was Head <strong>of</strong><br />
Science and Engineering<br />
at BRANZ Ltd, a building<br />
research organisation<br />
and he owns Quorum<br />
Group, a management and<br />
leadership consultancy<br />
practice.<br />
Peter is a Member <strong>of</strong> the<br />
Maritime New Zealand<br />
Authority, is a founding<br />
trustee <strong>of</strong> the Porirua Digital<br />
Trust and member <strong>of</strong> the<br />
New Zealand <strong>Institute</strong> <strong>of</strong><br />
Directors.<br />
MICHAEL HESP<br />
DIRECTOR,<br />
SPECIAL PROjECTS<br />
Master <strong>of</strong> Applied Finance<br />
(Victoria University)<br />
CA (New Zealand <strong>Institute</strong><br />
<strong>of</strong> Chartered Accountants)<br />
Michael began his new<br />
role, having previously<br />
been WelTec’s General<br />
Manager Corporate and<br />
Finance, in mid-<strong>2011</strong>.<br />
The role <strong>of</strong> Director,<br />
Special Projects is to<br />
provide advice on specific<br />
high priority strategy<br />
developments; manage<br />
investment and capital<br />
projects; and develop<br />
WelTec’s long-term campus<br />
plan.<br />
Previous experience for<br />
Michael includes a number<br />
<strong>of</strong> roles for Fletcher<br />
Construction; being a<br />
member <strong>of</strong> the team that<br />
privatised Works Property<br />
Services to become Serco<br />
Group NZ, then holding<br />
the roles <strong>of</strong> Corporate<br />
Services Director and<br />
Finance Director for Serco;<br />
Chief Financial Officer and<br />
Board Secretary for the<br />
New Zealand Wool Board;<br />
a number <strong>of</strong> consulting<br />
and contracting roles for<br />
organisations including<br />
the Department <strong>of</strong> Labour,<br />
Healthcare Otago,<br />
<strong>Wellington</strong> City Council,<br />
and the Correspondence<br />
School.<br />
Michael is a member<br />
New Zealand <strong>Institute</strong> <strong>of</strong><br />
Chartered Accountants.<br />
JULIA HENNESSY<br />
ExECUTIvE DEAN,<br />
FACULTY OF HEALTH,<br />
BUSINESS AND SERvICE<br />
INDUSTRIES<br />
BA (Victoria University)<br />
DipN (<strong>Wellington</strong><br />
Polytechnic)<br />
MEd (Victoria University)<br />
MMgt (Massey University)<br />
PG Dip HSM (Massey<br />
University)<br />
Julia has the overall<br />
responsibility for the<br />
management <strong>of</strong> the Faculty<br />
<strong>of</strong> Health, Business and<br />
Service Industries, which<br />
includes the schools<br />
<strong>of</strong> Health and Social<br />
Services; Business and<br />
Administration; Foundation<br />
and Adult Education;<br />
Hair, Beauty and Exercise<br />
Science; Hospitality<br />
and Tourism and the<br />
Childcare Centre. The<br />
Faculty delivers half <strong>of</strong> the<br />
academic programmes in<br />
WelTec, with delivery from<br />
multiple sites including<br />
Auckland and Christchurch.<br />
Prior to becoming<br />
Executive Dean Julia was<br />
previously Head <strong>of</strong> Centre<br />
<strong>of</strong> Health and Wellbeing at<br />
WelTec. She has also been<br />
General Manager, Mental<br />
Health and Addiction<br />
Service for Hutt Valley<br />
DHB and was also a senior<br />
advisor at the Ministry <strong>of</strong><br />
Health.<br />
Julia is a Ministerial<br />
appointment on the<br />
Nursing Council <strong>of</strong> New<br />
Zealand.<br />
ALAN J PECK,<br />
ONZM<br />
ExECUTIvE DEAN,<br />
FACULTY OF TRADES AND<br />
TECHNOLOGY<br />
BA (Auckland)<br />
Diploma in Strategic<br />
Studies (University <strong>of</strong><br />
NSW)<br />
Graduate (Royal College <strong>of</strong><br />
Defence Studies, London)<br />
Advanced Management<br />
Programme (Harvard)<br />
Alan has been Executive<br />
Dean <strong>of</strong> the Faculty <strong>of</strong><br />
Trades and <strong>Technology</strong><br />
since February 2009. He<br />
is responsible for WelTec’s<br />
schools <strong>of</strong> Information<br />
<strong>Technology</strong>, Creative<br />
<strong>Technology</strong>, Construction,<br />
Engineering, and<br />
Automotive <strong>Technology</strong>.<br />
He is also responsible for<br />
the Trades Academy, which<br />
opened in <strong>2011</strong>.<br />
Before joining the tertiary<br />
education sector in 2005,<br />
Alan served 40 years as<br />
an <strong>of</strong>ficer in the Royal<br />
New Zealand Navy, with<br />
a variety <strong>of</strong> appointments<br />
both at sea and ashore;<br />
in New Zealand and<br />
overseas. After leaving<br />
the Navy, Alan worked in<br />
the Ministry <strong>of</strong> Education,<br />
and the Tertiary Education<br />
Commission before joining<br />
WelTec.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
09
INDUSTRY ADVISORY<br />
COMMITTEES <strong>2011</strong><br />
AlcOhOl ANd drug<br />
Tim Harding (Chairperson) – CEO, CareNZ<br />
Anna Nelson – Programme Manager, Matua Raki, National<br />
Addiction Workforce Development<br />
Christine McCarrison – Addictions Pr<strong>of</strong>essional Leader,<br />
Community Mental Health & Addictions Service, Hutt Valley DHB<br />
Denise Nassenstein – Alcohol and Drug Counsellor Community,<br />
Alcohol and Drug Service (CADS)<br />
Ian MacEwan – Executive Director, DAPAANZ<br />
Jude West – Central Region Practice Leader,<br />
Problem Gambling Foundation <strong>of</strong> New Zealand<br />
Major Stephen Scott – Director, <strong>Wellington</strong> Bridge Programme<br />
Mary Anne Cooke – Director,<br />
ABACUS, Counselling, Training & Supervision Ltd<br />
Maynard gilgen – Clinical Director, Ora Toa Mauoriora<br />
Murray Trenberth – CEO, WellTrust<br />
Rhonda Robertson – Consumer Advisor, Matua Raki, National<br />
Addiction Workforce Development<br />
Takurua Tawera – Clinical /Cultural Liaison, Te Hauora Runanga<br />
O Wairarapa Inc.<br />
Trish Chivers – Team Leader, Community Mental Health &<br />
Addictions Service, Hutt Valley DHB<br />
10 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
AuTOMOTIVE TEchNOlOgY<br />
Richard Eyles (Chairperson) – Workshop Owner,<br />
North City Automotives<br />
Bridie Hewison – Workshop Owner, Lees Auto Bodies (2007) Ltd<br />
Dave Wise – Trade Training Manager,<br />
NZ Army Trade Training School<br />
Dean McMillan – Workshop Owner, D E McMillan Ltd<br />
george Robinson – Sales Representative,<br />
Otbury Refinish Solutions<br />
Hus Kala – Workshop Owner, Hutt City Auto Electrical<br />
Jason Robertson – ITA, NZ MITO<br />
Michael Beattie – Student Representative,<br />
Automotive <strong>Technology</strong> Year 1 D<br />
Neil Butterfield – Workshop Owner, Porirua Autocrash Repairs<br />
Nick Mcguirr – ITA, NZ MITO<br />
Owen Woodman – Workshop Owner, Woodman Automotive<br />
Ross Wallace – National Training Manager, CablePrice NZ Ltd<br />
Steve Caithness – Workshop Owner, Sovereign Panel & Paint<br />
Steve gaskin – Workshop Owner, Rolrich Panel & Spray 1988 Ltd<br />
Verna Niao – Group Manager - Workforce Development,<br />
NZ MITO<br />
BuIlT ENVIrONMENT<br />
Peter Degerholm (Chairperson) – Director, Calderglen<br />
Dan Mcguinness – Director, McGuinness Building Contractors<br />
John granville – Executive Director, NZIQS<br />
Mike King – Senior Project Manager,<br />
Summerset Management Group<br />
Paul Bunkall – Director, Rawlinsons<br />
Russell Burley – Commercial Manager, Naylor Love<br />
Tony Sutherland – Director, Rider Levett Bucknall
BuSINESS<br />
Charles gilmore (Chairperson) – CEO, IndeServe Ltd<br />
Anne Hare – Financial Sector, NZX<br />
Bill Davies – Business Finance Support Manager,<br />
Central Region and Tyco Fire & Security New Zealand<br />
Brian Cowper – Agent, Hudson Recruitment<br />
Diana garrett – Programmes Manager,<br />
NZIM National Office<br />
Kanwardeep (Kanwar) Bedi – Independent Business Man,<br />
Own Company<br />
Kara Puketapu – Back up Iwi Representative, Te Runanganui o<br />
Taranaki whanui ki Te Upoko o Te Ika a Maui incorporated<br />
Leo Austin – Owner, Austin Associates Limited<br />
Neville Baker – Back up Iwi Representative, Te Runanganui o<br />
Taranaki whanui ki Te Upoko o Te Ika a Maui incorporated<br />
Robyn Horton – Owner, McDonalds Queensgate<br />
Teri Puketapu – Iwi Representative, Te Runanganui o Taranaki<br />
whanui ki Te Upoko o Te Ika a Maui incorporated<br />
cOMMuNITY SuPPOrT SErVIcES<br />
ANd cOMMuNITY VOcATIONAl<br />
lEArNINg SKIllS<br />
Rosanne Johnston (Chairperson) – Operations Manager,<br />
Te Korowai-Whariki/CCDHB<br />
Jo Mason – Service Systems Manager, Community Connections<br />
Linda Fisher – Operations Manager,<br />
Emerge Supported Employment Trust<br />
Mark Pearce – Qualifications Pathway Manager, Careerforce<br />
Maurice Priestley – Programme Coordinator, Inclusion & Disability<br />
Inclusion/Disability Capital Coast Health DHB<br />
Monika Divis – Manager (Learning & Research), Spectrum Care<br />
Rachel Cronin – Community Support/Health Promotion Coordinator<br />
Age Concern / ex student<br />
Vicki Wall – Clinical Manager, Dawn Trust<br />
cOuNSEllINg ANd<br />
TrAuMA STudIES<br />
David Waters (Chairperson) – Chief Executive,<br />
Ambulance New Zealand<br />
Helen Bowbyes – Guidance Counsellor, Naenae College<br />
Jayne O’Neill – Clinical Leader, Relationship Services<br />
Judy McCormack – Counsellor/Supervisor,<br />
The Counselling Group<br />
Linda Karlin – Counselling and Training Manager, Skylight<br />
Luana Murray – Senior Advisor,<br />
Relationship Services Whakawhanaungatanga<br />
Mari Cribb – Guidance Counsellor, Upper Hutt College<br />
crEATIVE TEchNOlOgIES<br />
Laurence greig (Chairperson) – Consultant, Workforce IP<br />
Annette Beattie – Digital Services Manager, Hutt City Libraries<br />
Bill Carden-Horton – Director, Billy Sushi<br />
Christine Doherty-Mcgregor – Assistant Curator,<br />
Expressions Art and Entertainment Centre<br />
Neville Parker – Designer, Designers <strong>Institute</strong> <strong>of</strong> NZ<br />
Simon Cr<strong>of</strong>t – <strong>Technology</strong> Teacher, Wainuiomata High School<br />
Steve La Hood – Director, Story Inc.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
11
ENgINEErINg<br />
Michael Kerr (Chairperson) – Regional Manager (<strong>Wellington</strong>),<br />
BECA<br />
Bill Caradus – General Manager, Central Zone & <strong>Wellington</strong>,<br />
Fulton Hogan Ltd<br />
David Parle – Engineering Manager,<br />
Windsor Engineering Group Ltd<br />
Don Wills – Associate Director,Transmission & Distribution,<br />
AECOM<br />
grant Daniels – Electronics Wing Warrant Officer, NZ Army<br />
John Futter – Support Specialist Nanotechnology,<br />
National Isotope Centre, <strong>Institute</strong> <strong>of</strong> Geological and Nuclear<br />
Sciences, Rafter Laboratory<br />
Dr. Peter Davenport – Engineer, Eastern Consulting Ltd<br />
Richard Screech – Engineering Architect – Solutions Group,<br />
Alcatel-Lucent NZ Ltd<br />
Dr. Rod Badcock – Senior Research Engineer,<br />
Industrial Research Limited<br />
Ross Baker – Manager, Horokiwi Quarries<br />
Theo Klok – Locomotive Performance Engineer, Kiwirail<br />
ExErcISE ScIENcE<br />
Mike Ryan (Chairperson) – Regional Development Manager,<br />
Tennis Central<br />
Ben Montague – Club Manager, Lifestyle Gym<br />
David Lomax – Pastoral Care, Te Runanganui o Taranaki whanui<br />
ki Te Upoko o Te Ika a Maui incorporated<br />
Deslea Wrathall – Performance Services Manager,<br />
NZ Academy <strong>of</strong> Sport North Island<br />
gerry Salmon – Regional General Manager, Les Mills Gym<br />
Jason Hemson – General Manager, <strong>Wellington</strong> Rugby League<br />
Marcus Sherwood – Leisure Active Manager, Hutt City Council<br />
Mark O’Connor – General Manager Operations, Swim NZ<br />
Tracy Heron – Personal Trainer, Fitness consultant co-ordinator<br />
& Group Exercise instructor, Lifestyle Gym<br />
12 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
fuNErAl SErVIcES<br />
Pr<strong>of</strong> Mike Marfell-Jones (Chairperson) – Open Polytechnic <strong>of</strong> NZ<br />
– Representing Education<br />
Anne Mcguire – Self Employed, Gisborne – Representing<br />
Education, Maori<br />
Alistair Ferguson – Marsden House Funeral Directors, Nelson –<br />
Representing New Zealand Embalmers Association Inc.<br />
Danny Langstraat – Harbour City Funeral Home, Lower Hutt –<br />
Representing Funeral Directors Association <strong>of</strong> New Zealand Inc.<br />
Fiona gillespie – Trust Secretary<br />
John Peryer – Executive Officer, Tong and Peryer Limited,<br />
Havelock North – Independent<br />
John Duncan – Kapiti Coast Funeral Home, Paraparaumu –<br />
Representing Funeral Directors Association <strong>of</strong> New Zealand Inc.<br />
John Schipper – Vice-Chair, Davis Funeral Home, Auckland<br />
– Representing New Zealand Embalmers Association Inc.<br />
hOSPITAlITY<br />
Ruth Pretty (Chairperson) – Managing Director,<br />
Ruth Pretty Catering<br />
Anthony Dey – General Manager, Brentwood Hotel<br />
Bernd Lippman – Executive Chef,<br />
Museum <strong>of</strong> New Zealand Te Papa Tongarewa<br />
Eddie Wairau – Manager, Petone Working Men’s Club<br />
Francois Febvré – Proprietor, La Cloche<br />
georgina Noon – H R Manager,<br />
InterContinental <strong>Wellington</strong><br />
glen Curphey – Executive Chef, Brentwood Hotel<br />
gregory Keating – General Manager, Duxton Hotel<br />
Joanne Craughwell – Senior H R Manager,<br />
Accor Hospitality<br />
Kaye Paardekooper – Conference Organiser,<br />
Paardekooper and Associates<br />
Mark Angus – Hotel Manager, Bolton Hotel<br />
Mike Egan – Own Manager, Monsoon Poon<br />
Rachel Burt – H R Manager,<br />
City Life <strong>Wellington</strong> – A Heritage Hotel<br />
Sara Tucker – Regional Manager, Hospitality Association <strong>of</strong> NZ<br />
Sonia Tiatia – Schools Advisor, Hospitality Standards <strong>Institute</strong>
INfOrMATION TEchNOlOgY<br />
Peter Ramsey (Chairperson) – Private Contractor<br />
Alisdair McKenzie – Principal Consultant, IS Assurance Services<br />
Brian Rowe – Director, Examine Co. NZ<br />
Dr Donald Koh – BIT Monitor<br />
Dr Elozor Schneider – Information Systems / <strong>Technology</strong>,<br />
The Open Polytechnic <strong>of</strong> NZ Limited<br />
Jonathan Fry – Delivery Manager, Fronde Systems Group Ltd<br />
Kevin groves – Student Rep, WelTec<br />
Lester Abbey – Managing Director,<br />
Telemetry & Data Communications – Abbey Systems<br />
Mark Carroll – Ministry <strong>of</strong> Education<br />
Russell Kean – Engineering Consultancy,<br />
Opus Central Laboratories<br />
Sergius Kramar – Developer / Analyst,<br />
FMG Co. NZ (Advice and Insurance)<br />
PASIfIKA<br />
Linda Sissons (Chairperson) – Chief Executive, WelTec<br />
Aiono Mino Cleverley – Samoan Community<br />
Filipo Lui – Tokelauan Community<br />
Kerese Manueli – Fijian Community<br />
Tupu Araiti – Tongan Community<br />
Vei Lotaki – Tongan Community<br />
PluMBINg<br />
Colleen Upton (Chairperson) – General Manager,<br />
Hutt Gas & Plumbing Systems Ltd<br />
Dave Walker – Project Manager, Aquaheat Industries Ltd<br />
Derek Plimmer – Owner, Plimmer Plumbing Ltd<br />
Fiona gavriel – CEO, Master Plumbers Ltd<br />
Ian Elliott – CEO, Plumbing, Gasfitting, Drainlaying & Ro<strong>of</strong>ing ITO<br />
John Leen – Owner / CEO, John Leen Plumbing Ltd<br />
Malcolm Andrew – Manager, Duncan McGregor Ltd<br />
Ross Tait – Plumber & Gasfitter, K J Tait Ltd<br />
Stewart Weddell – Owner, Plumber 1<br />
Tony Wood – Manager, Masterlink Ltd<br />
WEllINgTON TrAdES AcAdEMY<br />
Alan Peck (Chairperson) – Executive Dean, WelTec<br />
Carrie Murdoch – Business NZ<br />
grant Jones – Principal, Newlands College<br />
John Bush – Wairarapa Workforce Development Trust<br />
Kerry Leggett – Vibe Lower Hutt<br />
Martin Isberg – Principal, Wainuiomata High School<br />
Richard Campbell – Principal, Paraparaumu College<br />
Ross Sinclair – Principal, Hutt Valley High School<br />
Sally Haughton – Principal, <strong>Wellington</strong> East Girls’ College<br />
Sue Roberts – Regional Chair CATE, Aotea College<br />
YOuTh dEVElOPMENT<br />
John Harrington (Chairperson) – National Coordinator,<br />
National Youth Workers Network Aotearoa<br />
Adrienne Bull – Manager Qualifications Development,<br />
Social Services ITO<br />
Andy Pilbrow – National Quality Services Manager,<br />
YMCA NZ National Office<br />
Bill Peace – Social Services Manager, Strive Community Trust<br />
Dawn Badco – AOD Youth Clinician, HVDHB<br />
Elizabeth Kerekere – Rangatahi Maori Consultant,<br />
Tiwhanawhana Trust<br />
Lloyd Martin – Coordinator, Praxis<br />
Maree Tukukino – Consultant, Kapuia Services Ltd<br />
Trish gledhill – Director/Executive Trustee,<br />
Kina Families & Addictions Trust<br />
<strong>2011</strong> ANNUAL REPORT |<br />
13
Whakarongo ake au<br />
Ki te tangi a te manu nei<br />
Tuuii, tuuii<br />
Tui, tuia<br />
Tuia I runga<br />
Tuia I raro<br />
Tuia I roto<br />
Tuia I whao<br />
Tihei mauri ora<br />
I listen<br />
To the cry <strong>of</strong> the bird<br />
The Tui<br />
Bind together, stitch together,<br />
weave together<br />
Those things from above<br />
Those things from below<br />
Those things from within us<br />
Those things from around us<br />
Behold the sacred breath <strong>of</strong> life<br />
14 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
CHAIRPERSON’S REPORT<br />
<strong>2011</strong>: Fulfilling our expectations<br />
Meeting the needs <strong>of</strong> students is core business for tertiary education<br />
Institutions and is always front-<strong>of</strong>-mind at WelTec. As a leader in the<br />
tertiary education sector and a key player in industry in the <strong>Wellington</strong><br />
region WelTec’s responsibilities also extend broadly into the wider<br />
community.<br />
As I indicated in the last <strong>Annual</strong> <strong>Report</strong>, <strong>2011</strong> was a year <strong>of</strong> building<br />
on the collaborative partnerships we have with other tertiary<br />
providers and business, diversifying our revenue streams and<br />
consolidating our financial position. These things, and more, have<br />
been achieved. The themes this year have been about consolidating<br />
and extending WelTec’s strong links with industry, contributing to<br />
productivity and economic growth in the <strong>Wellington</strong> region and <strong>of</strong>ten<br />
the rest <strong>of</strong> New Zealand.<br />
Student Body<br />
In <strong>2011</strong> WelTec exceeded its targets for student enrolments. Almost<br />
4,700 EFTS were achieved (Equivalent Full Time Students) equating<br />
to 10,385 students. Two thirds <strong>of</strong> these students were studying at<br />
level four and above. 77% were part-time. 60% were aged under 25<br />
representing a higher youth cohort studying at WelTec via initiatives<br />
such as WelTec’s Trades Academy, Youth guarantee and Tamaiti<br />
Whangai programmes.<br />
Most students were undertaking some form <strong>of</strong> work placement or<br />
work experience whilst they studied. 70% <strong>of</strong> WelTec graduates told<br />
us that they were either in work or undertaking further study soon<br />
after completing their qualification. This tells us, in an economic<br />
sense, that the products WelTec <strong>of</strong>fers are in demand.
Financial performance<br />
Strong financial performance was again achieved in <strong>2011</strong> through<br />
tight fiscal control and new revenue from delivering additional<br />
trades training through the government’s Skills for Canterbury<br />
initiative. WelTec’s Total Return on Income <strong>of</strong> 5% exceeded<br />
expectations with a Net Pr<strong>of</strong>it <strong>of</strong> $2.765M against a budgeted<br />
figure <strong>of</strong> $1.455M. As Council Chair I am very proud <strong>of</strong> this result,<br />
particularly given the current economic environment and I <strong>of</strong>fer my<br />
congratulations to staff for their efforts in this regard.<br />
Views <strong>of</strong> Stakeholders<br />
WelTec was awarded a “low risk” rating by the Tertiary Education<br />
Commission (TEC) in <strong>2011</strong> based on the prior year’s performance.<br />
Provisional Educational Performance Indicator results, also<br />
assessed by the TEC, showed that WelTec performed well in <strong>2011</strong>,<br />
achieving above the ITP sector median for all four indicators. This,<br />
along with NZQA’s External Evaluation and Review grade <strong>of</strong> “Highly<br />
Confident” awarded to WelTec for its educational performance<br />
indicates that the key funders and policy makers view the Institution<br />
as a high performer.<br />
Progress on the New Zealand Centre for Cuisine<br />
and Hospitality Excellence<br />
In 2010 we announced that WelTec’s award-winning School <strong>of</strong><br />
Hospitality would join with the internationally renowned Le Cordon<br />
Bleu New Zealand <strong>Institute</strong> and UCOL to create a centre for cuisine<br />
and hospitality excellence.<br />
This year construction progressed on the school, which will be<br />
based in the hospitality heart <strong>of</strong> central <strong>Wellington</strong> City. This<br />
represents a significant investment in <strong>Wellington</strong>’s hospitality<br />
industry. The centre will <strong>of</strong>fer world-class training facilities and<br />
attract local and international students to what is, arguably, New<br />
Zealand’s capital <strong>of</strong> hospitality. The new facilities themselves will<br />
add value and a focus to the area around lower Cuba St and there<br />
will be great benefits to the wider community through the growth in<br />
student numbers and business opportunities.<br />
With a collaborative approach and an international edge, the new<br />
centre will focus on excellence and will deliver WelTec’s unique and<br />
widely-acclaimed programmes including the Bachelor <strong>of</strong> Hospitality<br />
Management and the graduate Diploma in Event Management.<br />
Training will be <strong>of</strong>fered at all levels <strong>of</strong> employment across the<br />
hospitality sector.<br />
The new centre will open in September 2012.<br />
Students First<br />
Students First is an innovative collaboration with Whitireia<br />
Community Polytechnic. In <strong>2011</strong> WelTec and Whitireia together<br />
investigated the opportunities to collaborate for the benefit <strong>of</strong><br />
students and to improve efficiencies for both <strong>Institute</strong>s. Four<br />
collaborative options were identified and thoroughly investigated,<br />
including project-based collaboration, shared services, a merger<br />
and a strategic partnership. The strategic partnership model<br />
proved to be the strongest option, one that creates both a strategic<br />
and operational partnership between the two <strong>Institute</strong>s. It maintains<br />
two separate Institutions, with their own chief executives, but<br />
establishes a single combined council and joint academic board.<br />
When both Institutions took the strategic partnership proposal<br />
to stakeholders for consultation the feedback received was<br />
overwhelmingly one <strong>of</strong> agreement, giving WelTec and Whitireia the<br />
mandate to proceed.<br />
This approach is a first for the tertiary education sector in New<br />
Zealand. It will draw on the strengths <strong>of</strong> both <strong>Institute</strong>s to give<br />
students easier access to a diverse range <strong>of</strong> programmes; create<br />
distinctive, new centres <strong>of</strong> excellence that work closely with industry;<br />
provide a single strategic overview <strong>of</strong>, and stronger voice for,<br />
vocational tertiary education and be a one-stop-shop for industry in<br />
the greater <strong>Wellington</strong> region.<br />
The new combined council and joint academic board are now in<br />
place and WelTec and Whitireia have begun working together on a<br />
joint strategic plan and a range <strong>of</strong> initiatives to improve outcomes<br />
for students and industry and achieve efficiencies for both <strong>Institute</strong>s.<br />
The cultures, identities and practices <strong>of</strong> both WelTec and Whitireia will<br />
be retained while we work together to share resources, knowledge,<br />
expertise and best practice.<br />
Acknowledgements<br />
WelTec’s relationships with industry and its focus on contributing to<br />
productivity and economic growth remained a key focus for <strong>2011</strong>.<br />
This was exemplified through WelTec’s advisory committees who<br />
continued to have a key role across the Institution assisting with the<br />
design <strong>of</strong> new qualifications and updating existing programmes;<br />
<strong>of</strong>fering work placements and cadetships; and facilitating<br />
employment opportunities for graduates. Advisory Committees had<br />
a major role in the development <strong>of</strong> Students First and I thank the<br />
members for their time and contribution.<br />
I would like to formally recognise WelTec’s Chief Executive Dr<br />
Linda Sissons. Linda led and maintained the high performing<br />
status <strong>of</strong> WelTec in a challenging economic environment. In <strong>2011</strong><br />
she set the parameters for the Institution to successfully focus on<br />
student achievement; and to maximise WelTec’s and its graduates’<br />
contribution to the region’s productivity and economic growth. The<br />
Council and WelTec benefitted from Linda’s contribution to tertiary<br />
education at a national and international level through her Deputy<br />
Chairpersonship <strong>of</strong> the Commonwealth <strong>of</strong> Learning Board <strong>of</strong><br />
governors and her role as Chair <strong>of</strong> the New Zealand Metro group.<br />
Finally I acknowledge the contribution <strong>of</strong> fellow Councillors throughout<br />
<strong>2011</strong>, particularly their involvement in the Students First initiative.<br />
I am pleased to present you with the <strong>2011</strong> <strong>Annual</strong> <strong>Report</strong> for the<br />
<strong>Wellington</strong> <strong>Institute</strong> <strong>of</strong> <strong>Technology</strong>.<br />
Roger Sowry<br />
ONzM<br />
<strong>2011</strong> ANNUAL REPORT |<br />
15
16 | WELLINgTON INSTITUTE OF TECHNOLOgY
TRAININg AND<br />
QUALIFICATIONS VITAL<br />
TO THE HOSPITALITY<br />
INDUSTRY<br />
Renowned <strong>Wellington</strong> caterer, Ruth Pretty is Chair <strong>of</strong> WelTec’s<br />
Hospitality Advisory Committee and also holds an Honorary<br />
Bachelor in Hospitality Management from WelTec for her significant<br />
contribution to the <strong>Wellington</strong> region and the wider New Zealand<br />
food and hospitality sectors.<br />
Through her role on the advisory committee Ms Pretty works closely<br />
with WelTec’s hospitality leadership team, providing guidance and<br />
advice from an employer’s perspective. Her vision for the <strong>Wellington</strong><br />
hospitality sector is a vibrant and thriving industry that is an<br />
attractive career option for the region’s young people.<br />
“Cherie Freeman (Head <strong>of</strong> School <strong>of</strong> Hospitality) and her team are<br />
very open about the challenges and opportunities they face,” says<br />
Ms Pretty.<br />
We talk about the global issues and<br />
trends happening within our industry<br />
which in turn helps Cherie’s team in<br />
ensuring relevant courses that will<br />
deliver graduates our industry needs.<br />
Ms Pretty says the advisory committee was also a good forum<br />
for the industry to receive updates on WelTec’s new School <strong>of</strong><br />
Hospitality currently being built in <strong>Wellington</strong>. The School will also<br />
house WelTec’s joint venture partner, Le Cordon Bleu.<br />
“The new School <strong>of</strong> Hospitality will build on <strong>Wellington</strong>’s pr<strong>of</strong>ile<br />
as the culinary capital <strong>of</strong> New Zealand and will showcase the<br />
School and all it <strong>of</strong>fers. It will also be hugely beneficial in forging<br />
relationships with employers in our industry and providing the<br />
skilled hospitality staff required.<br />
Ms Pretty says WelTec’s School <strong>of</strong> Hospitality is a place that actively<br />
engages with industry leaders and works hard to understand and<br />
respond to what industry is looking for from its graduates.<br />
“The School is very open to ideas and the team has fantastic<br />
relationships with their tutors and students. The result is a very high<br />
standard in hospitality training.”<br />
“Training and qualifications are vital to the hospitality industry in<br />
New Zealand and it is great to see WelTec’s hospitality team build<br />
such a strong and vibrant presence within <strong>Wellington</strong>’s hospitality<br />
community.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
17
REBUILDINg<br />
CHRISTCHURCH<br />
Restoring Christchurch will be a massive task, requiring an army<br />
<strong>of</strong> skilled tradespeople. So WelTec put its hand up to work with<br />
the government and industry to train the people needed to rebuild<br />
Christchurch.<br />
The TEC invited WelTec to expand our trades delivery to help<br />
meet Christchurch’s future building needs. Of the nine Institutions<br />
that shared the extra $7.5M funding, WelTec received by far the<br />
largest allocation – 25 percent <strong>of</strong> the total amount.<br />
18 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
WelTec’s Skills for Canterbury initiative now has<br />
100 extra young people learning trades skills and<br />
becoming ‘work ready’. This approach is getting<br />
ahead <strong>of</strong> the anticipated high demand for skilled<br />
workers from mid-2012, not just for Christchurch<br />
but also to help remedy the country’s leaky homes<br />
situation and the expected demand for new housing.<br />
As well as delivering these trades programmes from<br />
WelTec’s Petone campus, customised carpentry<br />
training facilities were set up in Wairarapa and Kapiti<br />
in conjunction with agencies in those areas. In Kapiti,<br />
we are working with Whitireia on these initiatives.<br />
This year, WelTec’s trades students also built two<br />
houses as part <strong>of</strong> their learning and these houses<br />
have been donated to Christchurch.
<strong>2011</strong> ANNUAL REPORT |<br />
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20 | WELLINgTON INSTITUTE OF TECHNOLOgY
WELTEC – IMPORTANT<br />
TO THE REgION<br />
SAYS FRAN WILDE<br />
Renowned <strong>Wellington</strong>ian, the Hon Fran Wilde was recently awarded<br />
WelTec’s <strong>Technology</strong> Medal in recognition <strong>of</strong> her significant<br />
contribution to the region and community. Fran’s vision <strong>of</strong><br />
<strong>Wellington</strong> is shaped by her experience and hands-on involvement<br />
in the wider region.<br />
“It’s always easy to lapse into clichés but the ideas <strong>of</strong> prosperity<br />
and resilience spring to mind as fundamental. With our urban<br />
agglomeration (from <strong>Wellington</strong> City through the Hutt Valley and up<br />
through Porirua to Kapiti) we are already a city-region,” says Fran.<br />
Our city centres and garden suburbs,<br />
the coast that rings us and the easily<br />
accessible Wairarapa countryside give<br />
outstanding opportunities for a balanced<br />
quality <strong>of</strong> life. However, if we are to<br />
continue to be “the coolest little capital”<br />
we need to do some things differently.<br />
That includes creating the economic environment to generate the sort<br />
<strong>of</strong> jobs that will attract and hold younger people. “We need to deliver<br />
the interventions necessary to ensure our local communities, social<br />
networks and our large regional infrastructure are all future-pro<strong>of</strong>ed,<br />
so they are able to withstand whatever nature or the global economy<br />
might throw at us in the next century,” says Fran.<br />
“For me, this means literally getting our act together. There are many<br />
players - business, local communities, education, research and<br />
local government. Current fragmentation is recognised as a barrier<br />
to success and a number <strong>of</strong> sectors are moving towards a more<br />
strategic arrangement. The old adage “think global - act local” could<br />
well be adapted to “think regional - act local.”<br />
To achieve that vision, Fran recognises that tertiary education will be a<br />
critical lever for creating prosperity and resilience<br />
- for making <strong>Wellington</strong> the place people choose to live.<br />
“WelTec is right in the middle <strong>of</strong> the equation, with its focus on<br />
practical and relevant education.<br />
“WelTec bridges the gap between teaching and research, between<br />
academia and vocational training. It provides hundreds <strong>of</strong><br />
<strong>Wellington</strong>ians with the boost they need to succeed in the workforce.”<br />
In looking ahead at what workforce requirements will be needed Fran<br />
says the key is to have tertiary delivery that is agile and adaptable.<br />
“WelTec sits exactly on that spot and its responsiveness to the needs<br />
<strong>of</strong> commerce and industry is a characteristic that must be maintained<br />
and supported.”<br />
<strong>2011</strong> ANNUAL REPORT |<br />
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22 | WELLINgTON INSTITUTE OF TECHNOLOgY
CHIEF EXECUTIVE’S REPORT<br />
Ma wai raa, e tau rima<br />
Te Whare Wananga o te<br />
Awakairangi<br />
Ma te tika<br />
Ma te pono<br />
Ma te aroha e<br />
<strong>2011</strong> was a big year at WelTec. Many initiatives, in development<br />
for some time, have come to fruition and are performing well.<br />
Our students continued to achieve great outcomes – both in their<br />
courses <strong>of</strong> study and by gaining recognition further afield. WelTec’s<br />
walls become ever more permeable as we continue to build on our<br />
relationships within industry, the community and the tertiary sector.<br />
WelTec’s longstanding working relationship with Te Runanganui<br />
O Taranaki Whanui Ki Te Upoko O Te Ika A Maui continued to<br />
strengthen in <strong>2011</strong>. A number <strong>of</strong> initiatives were pursued alongside<br />
the flagship Tamaiti Whangai programme (discussed later in this<br />
report). The Runanga has a well-developed strategic vision for<br />
the Hutt Valley, based on Maori values and practices. This vision<br />
involves key partners working together to actively build cohesive,<br />
strong and vibrant communities. The Runanga views WelTec as a<br />
key contributor to this vision and we view the relationship as critical<br />
to achieving successful outcomes for Maori.<br />
We are very pleased to report that WelTec exceeded the<br />
government’s four key education performance indicator targets<br />
this year. We acknowledge that these are important indicators <strong>of</strong><br />
a tertiary Institution’s success so we put considerable work and<br />
focus into these areas in 2010. The evidence <strong>of</strong> this effort is clear in<br />
<strong>2011</strong> and our students are the winners.<br />
Educational Performance Indicator <strong>2011</strong> 1<br />
YEAR 2010 <strong>2011</strong> (provisional)<br />
COURSE COMPLETION<br />
QUALIFICATION COMPLETION<br />
PROGRESSION TO HIGHER<br />
LEvEL<br />
RETENTION<br />
76% / 13TH<br />
MEDIAN 77%<br />
64% / 3RD<br />
MEDIAN 57%<br />
39% / 4TH<br />
MEDIAN 29%<br />
61% / 2ND<br />
MEDIAN 51%<br />
77% / 9TH<br />
MEDIAN 75%<br />
63% / 4TH<br />
MEDIAN 56%<br />
40% / 4TH<br />
MEDIAN 32%<br />
64% / 3RD<br />
MEDIAN 54%<br />
We also over-achieved on our domestic student number targets in<br />
<strong>2011</strong>. Other goals were harder to achieve, including international<br />
student numbers and revenue, because <strong>of</strong> the challenging<br />
economic environment. We report against all our Business Plan<br />
goals later in this document.<br />
1. SAC only as reported on TEC website<br />
Who will care for this place <strong>of</strong><br />
learning?<br />
This place called Awakairangi<br />
Integrity will<br />
Truth will<br />
And so too will love<br />
In highlighting some <strong>of</strong> our major achievements for the year I would<br />
like to acknowledge the many people who have contributed to these<br />
successes. It takes individual effort and commitment, with the support<br />
and collaboration <strong>of</strong> others, to achieve the results we have. Despite<br />
a year <strong>of</strong> change and challenge, the Executive Management Team<br />
(EMT) and staff have retained their focus on supporting student<br />
outcomes. I thank them for continuing this effort; the results are<br />
remarkable. I know I speak for our Council and my EMT colleagues<br />
in acknowledging the extraordinary support <strong>of</strong> our wider community<br />
– employers, industry, community leaders and strategic partners – in<br />
helping us fulfill our purpose.<br />
Positive industry relationships<br />
WelTec links with industry and employers in many ways. This year<br />
these links continued to grow and develop at all levels. From<br />
functions and events; to cadetships and scholarships; to advanced<br />
research and development, WelTec and employers work side-by-side<br />
increasing productivity and contributing to economic growth, with<br />
benefits for our students, the community and businesses.<br />
The <strong>2011</strong> Employer Satisfaction survey results showed that<br />
<strong>Wellington</strong> employers continue to be very positive about the training<br />
and education provided by WelTec. WelTec’s training continues to<br />
be seen as relevant by employers with 96% saying they were very<br />
satisfied or satisfied with the relevance <strong>of</strong> our qualifications.<br />
The majority <strong>of</strong> employers surveyed viewed WelTec’s qualifications<br />
as relevant to their needs with graduates considered work ready.<br />
Employers commented that the strength <strong>of</strong> the relationship<br />
with staff has a major influence over how they view WelTec and<br />
encourages their involvement in WelTec’s programmes. The<br />
continued uncertainty <strong>of</strong> both the international and national climate<br />
continues to impact on employers influencing decisions to take<br />
on new graduates and apprentices. Countering this is the view<br />
<strong>of</strong> employers who consistently endorse the value <strong>of</strong> having work<br />
experience components in programmes. This has a positive impact<br />
on employment opportunities.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
23
WelTec’s Advisory Committees<br />
Driven by industry, these committees give us valuable links into<br />
industry and provide us with important insights that guide our<br />
planning. For example, this year the Creative <strong>Technology</strong> advisory<br />
committee reported growth in the film and television business in<br />
<strong>Wellington</strong>. Likewise, the Hospitality and Construction advisory<br />
committees anticipate skill shortages. We responded to these needs<br />
with additional programmes and student places.<br />
The Mayors <strong>of</strong> both <strong>Wellington</strong> and Hutt cities announced they are<br />
keen to see the area as a hub for innovation and technology and<br />
recognised that WelTec has an important role in attracting and<br />
supporting business here.<br />
The events we host and attend, as well as working relationships,<br />
contribute to the strength, longevity and creativity <strong>of</strong> our relationships.<br />
We greatly exceeded our target <strong>of</strong> significant events over the year<br />
with impressive turnouts and great conversations.<br />
Further afield, staff from the School <strong>of</strong> Creative Technologies,<br />
supported by WelTec Connect, delivered an intensive two-week<br />
course at Hong Kong Cyberport, a creative digital community<br />
that nurtures start-ups. Cyberport is owned by the Hong Kong<br />
government. The trip cemented a relationship with Cyberport<br />
and introduced its young entrepreneurs to WelTec’s practical,<br />
interdisciplinary industry-based approach to working, taking them<br />
through an entire creative process from concept to presentation. The<br />
relationship has the potential to attract students in the future, as well<br />
as a unique teaching and learning experience for WelTec tutors.<br />
Celebrating student success<br />
It was a good year for industry recognition in the form <strong>of</strong> awards and<br />
recognition. Hospitality students won the prestigious Toque d’Or<br />
competition and the Fonterra Proud to be a Chef competition; earned<br />
a rare international excellence award from City and guilds as well<br />
as a range <strong>of</strong> other scholarships and prizes. Creative Technologies<br />
students received accolades at their exhibition, COLLIDEOSCOPE,<br />
at the Academy <strong>of</strong> Fine Arts in <strong>Wellington</strong> where many works were<br />
sold to collectors and two students received job <strong>of</strong>fers. Bachelor <strong>of</strong><br />
Information <strong>Technology</strong> students won the <strong>2011</strong> National Netriders<br />
Networking competition.<br />
A Diploma <strong>of</strong> Beauty Therapy student won the best student award<br />
at the New Zealand Beauty Awards. A WelTec bricklaying apprentice<br />
won the silver trowel award as the top year-three apprentice at the<br />
Bricklayer <strong>of</strong> the Year awards.<br />
Quiet achievers include those students at levels 1-3 who improved<br />
their literacy and numeracy skills. The Tertiary Education Commission<br />
(TEC) recognised the efficacy <strong>of</strong> the WelTec approach to embedding<br />
literacy and numeracy at this level. WelTec is the only <strong>Institute</strong> <strong>of</strong><br />
technology or polytechnic (ITP) to meet the TEC target for literacy and<br />
numeracy, resulting in WelTec being pr<strong>of</strong>iled in the TEC’s assessment<br />
tool video clip as representing best practice in the sector.<br />
24 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
A supportive learning environment<br />
This year we again combined forces with Te Ati Awa to mentor<br />
young Maori with our Tamaiti Whangai initiative. The focus for Tamaiti<br />
Whangai is supporting Maori students to complete their studies and<br />
get a qualification that leads to employment. This is achieved by<br />
encouraging students to excel at their studies as well as their sport;<br />
promoting culture and wellness and leadership; removing barriers to<br />
learning and feelings <strong>of</strong> isolation by taking a team approach to study.<br />
Feedback from students participating in Tamaiti Whangai is that the<br />
programme has developed their sense <strong>of</strong> personal responsibility, their<br />
confidence in themselves and their concern for others. The NZQA, in<br />
its quality assurance review <strong>of</strong> WelTec, described Tamaiti Whangai as<br />
‘impressive’ and noted that the programme has led to increases in<br />
students’ educational performance and significant gains in their selfconfidence,<br />
attitudes to learning, and work-readiness.<br />
With a Maori roll <strong>of</strong> 16 percent <strong>of</strong> the total student population,<br />
initiatives such as Tamaiti Whangai are increasingly important and<br />
we are looking at ways to expand the programme in response to<br />
demand.<br />
To support the Skills for Canterbury initiative and provide opportunities<br />
for young Maori, Te Puni Kokiri provided 40 scholarships for Maori<br />
students to study trades finishing courses in tiling; bricklaying and<br />
blocklaying; pre-trade painting, landscape construction; plumbing<br />
and gasfitting.<br />
Putting students into business<br />
Integrating work experience with tertiary study is a key feature <strong>of</strong><br />
WelTec’s programmes and adds value to student learning and<br />
employment outcomes for both student and employer. During the<br />
year WelTec appointed an Industry Partnerships Coordinator to<br />
increase the range <strong>of</strong> cadetships and work placements available to<br />
WelTec students.<br />
Achievements in <strong>2011</strong> included the creation <strong>of</strong> new cadetships<br />
with several organisations including NEC and IRL. Longer-term<br />
relationships continue to grow. This year’s Fronde Cadet Scheme<br />
was the largest yet, with eight first-year students enjoying the benefits<br />
<strong>of</strong> scholarships and work experience.<br />
WelTec also placed students through grow <strong>Wellington</strong>’s Summer <strong>of</strong><br />
Tech programme and created a number <strong>of</strong> project-based internships.<br />
Feedback from industry clients has been very positive about the value<br />
that WelTec students on work placement bring to their companies.<br />
<strong>Wellington</strong> Trades Academy<br />
<strong>2011</strong> was the first year <strong>of</strong> operation <strong>of</strong> the <strong>Wellington</strong> Trades<br />
Academy, established to deliver vocational trades and technology,<br />
as well as general educational, qualifications in partnership with<br />
secondary schools. Thirty schools are now working with the Academy<br />
and in <strong>2011</strong> we had 78 students simultaneously enrolled at WelTec<br />
and their secondary school. Seven trades strands were <strong>of</strong>fered –<br />
automotive technology; building construction; creative technologies;<br />
hair and beauty; hospitality; mechanical engineering; and recreation<br />
and sport.
At the end <strong>of</strong> the year 80 percent <strong>of</strong> these students achieved NCEA<br />
level 2 (compared to a national average <strong>of</strong> 69 percent) and over<br />
70 percent achieved a Level 2/3 vocational qualification. The high<br />
retention rate, <strong>of</strong> a potentially at-risk group <strong>of</strong> students, showed<br />
high levels <strong>of</strong> student engagement with the programme, as well as<br />
exceptional staff support and commitment.<br />
External Evaluation and Review<br />
We were pleased with the results <strong>of</strong> NZQA’s External Evaluation<br />
and Review (EER) <strong>of</strong> WelTec in <strong>2011</strong>. As well as providing a public<br />
statement <strong>of</strong> confidence in our educational performance and<br />
capability in self-assessment, the EER also helps us build our<br />
quality improvement processes.<br />
The NZQA states that it is Highly Confident in WelTec’s educational<br />
performance. It particularly noted that we had worked proactively<br />
to raise completion measures by focussing on improvement<br />
across all programmes and by paying particular attention to the<br />
most poorly performing programmes and closing, restructuring, or<br />
revamping them.<br />
Our vision and initiatives for working with Maori and Pasifika people<br />
to meet their economic and social development aspirations were<br />
noted, as well as the high regard in which employers hold our<br />
graduates. Our developing research culture, literacy and numeracy<br />
initiatives and supportive learning environment contributed to our<br />
high score.<br />
NZQA is also Confident in our capability in self-assessment.<br />
Aligning our existing annual programme reporting arrangements<br />
with NZQA’s self-assessment methodology no doubt helped<br />
us achieve this level <strong>of</strong> confidence. Our evaluation workshops,<br />
industry advisory committees, willingness to adapt to industry and<br />
student needs were all evidence <strong>of</strong> our responsiveness and ability<br />
to self-assess and evolve. The report called the Tamaiti Whangai<br />
initiative an impressive example <strong>of</strong> self-assessment <strong>of</strong> an academic<br />
programme and the related learning and pastoral support issues.<br />
Academic programme<br />
The annual review <strong>of</strong> our programme portfolio has seen the<br />
Academic Board approve a number <strong>of</strong> programme additions,<br />
redevelopments and closures. This critical assessment ensures<br />
relevance and quality.<br />
We launched the new Bachelor <strong>of</strong> Youth Development, the first<br />
degree specifically preparing workers in this important emerging<br />
pr<strong>of</strong>ession in New Zealand. The programme has its own advisory<br />
board, which assisted with its development. The Minister <strong>of</strong><br />
Education, Anne Tolley, acknowledged the importance <strong>of</strong> the<br />
new qualification in supporting young people to overcome the<br />
challenges they face in today’s society and become active and<br />
healthy participants in their communities.<br />
Honorary awards<br />
This year, WelTec made honorary awards to two pr<strong>of</strong>essionals for their<br />
outstanding contributions to their pr<strong>of</strong>essions and wider communities.<br />
These people share many goals with WelTec and we are pleased<br />
they felt it an honour to receive awards. For his significant creative<br />
contribution to the craft <strong>of</strong> photojournalism and the wider New<br />
Zealand photographic community, WelTec awarded the Honorary<br />
Bachelor <strong>of</strong> Creative Technologies to Peter Bush, a living legend in<br />
New Zealand photojournalism. And, for her significant contribution<br />
to the <strong>Wellington</strong> region and the wider New Zealand Food and<br />
Hospitality community, Ruth Pretty was awarded the Honorary<br />
Bachelor <strong>of</strong> Hospitality Management.<br />
New values<br />
The Executive Management Team (EMT) did an important piece <strong>of</strong><br />
work to define WelTec’s purpose, identity and values so that we are<br />
aligned and ready to meet the opportunities and challenges ahead.<br />
The model we used takes a whole-<strong>of</strong>-organisation approach to define<br />
aspirational goals and values, while ensuring they are firmly grounded<br />
in the purpose and identity <strong>of</strong> WelTec.<br />
We aspire to providing the best learning environment.<br />
Our distinguishing characteristic is that we believe<br />
learning happens together.<br />
Our values are empathy, challenge and growth.<br />
We started work with staff on the best way to embed these goals and<br />
values into daily life at WelTec.<br />
Dr. Linda Sissons<br />
CNzM<br />
<strong>2011</strong> ANNUAL REPORT |<br />
25
26 | WELLINgTON INSTITUTE OF TECHNOLOgY
COMMITMENT TO<br />
INDUSTRY PARTNERSHIP<br />
While Beca has grown to be one <strong>of</strong> the larger employee-owned<br />
engineering and related consultancy services companies in the<br />
Asia-Pacific, it retains strong <strong>Wellington</strong> connections. These<br />
connections include a well-established relationship with WelTec’s<br />
engineering faculty.<br />
“We recruit graduates from WelTec’s National Diploma in<br />
Engineering and we also contribute to WelTec’s industry Advisory<br />
Committee to provide a strong industry perspective,” says Mike<br />
Kerr, Beca’s regional manager, <strong>Wellington</strong> and Chair <strong>of</strong> WelTec’s<br />
Engineering Advisory Committee.<br />
“Being on the advisory committee means we have a say on how<br />
WelTec’s courses can meet our needs, now and in the future.<br />
For example we provide suggestions on the effectiveness <strong>of</strong> their<br />
course material, to their marketing approach to ensure it attracts<br />
high calibre students,” says Mike.<br />
Mike says that WelTec is very proactive in engaging with industry<br />
and as a result its graduates have better connections to the<br />
engineering industry. “WelTec has relationships with a lot <strong>of</strong><br />
employers from within the wider <strong>Wellington</strong> region and these<br />
employers will come and speak to students and share their<br />
knowledge.”<br />
Mr Kerr said that Beca was also impressed with WelTec’s<br />
engagement progress <strong>of</strong> developing a more standardised <strong>of</strong>fering,<br />
along with its flexibility in how it runs courses for its students.<br />
“WelTec’s key point <strong>of</strong> difference as an education provider is that<br />
they are more flexible and accommodating in their approach, and<br />
they have a strong regional focus.<br />
“For example we like to employ part-time students as we find<br />
that they can apply what they learn, while still learning, and<br />
WelTec provides flexibility in its course structure and materials to<br />
accommodate their needs,” he says.<br />
Mike says Beca’s strong relationship with WelTec and its<br />
commitment to industry partnership means the company can be<br />
confident that the skills <strong>of</strong> WelTec graduates match the needs <strong>of</strong> this<br />
fast-paced, dynamic business.<br />
“My vision for the New Zealand engineering industry is growing our<br />
pr<strong>of</strong>ile as a deliverer <strong>of</strong> exemplary quality in the global market.<br />
To succeed as a small player in this world market we need to<br />
continue to focus on niche and very high quality products and<br />
services,” says Mike.<br />
“WelTec plays a crucial role in this by providing a high calibre <strong>of</strong><br />
graduates with strong alignment with our industry’s needs.”<br />
<strong>2011</strong> ANNUAL REPORT |<br />
27
28 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
FRONDE’S VISION FOR<br />
gRADUATE POSSIBILITIES<br />
Fronde, a <strong>Wellington</strong>-based IT company has a long history in<br />
solving complex IT issues using a customised development<br />
approach that has worked successfully with its growing domestic<br />
and international customers. For example, Fronde developed the<br />
Ministry <strong>of</strong> Social Development’s online Student Loans system<br />
in 1999 and still supports this solution today. It has also had a<br />
significant presence in the wholesale electricity market developing<br />
systems that have stood the test <strong>of</strong> time. For a company that’s<br />
been in business for 20 years it is not sitting on its laurels.<br />
Fronde’s Chief Executive, Ian Clarke says a real growth area is<br />
in cloud computing where it is working with global brands like<br />
Google and Salesforce to implement ‘apps’ that make sharing and<br />
collaborating on documents much easier for their clients. “It’s about<br />
democratising data, making sure data is easily accessible instead <strong>of</strong><br />
being locked up,” says Ian.<br />
Ian’s vision for <strong>Wellington</strong> in the IT area covers two key elements.<br />
“The IT sector has a pivotal role in transforming government so that<br />
is providing more efficient and effective services. Local players like<br />
Fronde are an important part <strong>of</strong> supporting government and getting<br />
their IT infrastructure right.”<br />
“The second element is being able to take our services and<br />
products to the world and to do that it’s critical that we have a ready<br />
supply <strong>of</strong> smart, trained people.<br />
“We employ a lot <strong>of</strong> WelTec graduates who come through our<br />
intern programme and we notice they tend to have a real vocational<br />
interest in IT as opposed to other graduates who may come out <strong>of</strong><br />
general study and then decide to work in IT,” says Ian. In Ian’s view<br />
the advantage <strong>of</strong> the vocational approach is that WelTec graduates<br />
are work ready to the point they can engage directly with clients.<br />
Fronde is one <strong>of</strong> the local companies represented on WelTec’s<br />
Information <strong>Technology</strong> Advisory Committee and provides the<br />
committee with advice on changes in the workplace and industry<br />
trends that need to be reflected in its qualifications.<br />
“Industry engagement is critical for Institutions like WelTec and<br />
we’re very pleased to be part <strong>of</strong> the small employer group that gives<br />
advice and support on IT trends,” says Ian.<br />
“A key to attracting excellent graduates is being able to create and<br />
demonstrate a vision <strong>of</strong> what they can become, and our partnership<br />
with WelTec means Fronde is in a position to do exactly that and<br />
show what career possibilities are out there,” says Ian.
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30 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
The Trades Academy is a good example <strong>of</strong> a working<br />
partnership between school, community, home and<br />
WelTec where we are all focused on getting good results<br />
for young people, ensuring they get their NCEA credits<br />
while studying towards a trade qualification.<br />
KERRY LEggETT
WORKINg PARTNERSHIP<br />
FOR YOUTH<br />
Vibe is a youth one-stop-shop that provides a range <strong>of</strong> health<br />
and support services to Hutt Valley young people. Six years ago<br />
Vibe established the Youth Transition Service, which supports<br />
young people aged between 15 -19 years transition into training,<br />
further education and employment. Kerry Leggett is Vibe’s Youth<br />
Development Team Leader and as part <strong>of</strong> her role in engaging with<br />
the community, stakeholders and young people, she works closely<br />
with the <strong>Wellington</strong> Trades Academy.<br />
“As a member <strong>of</strong> the Advisory Committee for the Trades Academy<br />
I am part <strong>of</strong> a team that includes school principals, representatives<br />
from other community organisations, employers and the Ministry <strong>of</strong><br />
Education,” says Kerry.<br />
Kerry says the role <strong>of</strong> the Committee is to provide a strategic<br />
overview to the Academy from an educational perspective, but<br />
also to <strong>of</strong>fer practical advice and guidance in how it supports its<br />
students.<br />
“The Trades Academy is a good example <strong>of</strong> a working partnership<br />
between school, community, home and WelTec where we are all<br />
focused on getting good results for young people, ensuring they get<br />
their NCEA credits while studying towards a trade qualification.”<br />
Vibe followed up the destination <strong>of</strong> 37 Trades Academy students.<br />
Ten out <strong>of</strong> 37 young people Vibe engaged with this year through the<br />
Trades Academy gained full-time employment, a significant increase<br />
on previous years, while others returned to WelTec for more training.<br />
Additionally, Kerry noticed a positive attitude with young people who<br />
were happy to engage and get involved.<br />
“The clear message young people are getting from the Trades<br />
Academy is that they are employable particularly with an NCEA<br />
Level 2 qualification and a pre-trade qualification,” says Kerry. This<br />
view is reflected in Kerry’s discussions with school principals who<br />
have been positive about the role <strong>of</strong> the Academy as a practical<br />
training option for some students.<br />
“This is an innovative partnership that ultimately is a win for the<br />
students, employers and schools looking to provide a strong<br />
pathway into a range <strong>of</strong> industries from mechanical engineering,<br />
construction to hairdressing and hospitality.”<br />
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WELTEC CONNECT LTD<br />
<strong>2011</strong> was the first full year <strong>of</strong> operation for WelTec’s subsidiary, WelTec Connect Ltd<br />
(WCL). As both an investment holding company and a commercial services provider,<br />
WCL gives WelTec the opportunity to diversify its revenue. WCL services are primarily<br />
research and development and business capability development services for local<br />
industry.<br />
WelTec Connect already has 82 companies as clients and contract revenue is<br />
growing. Highlights <strong>of</strong> the year for WelTec Connect included the establishment<br />
<strong>of</strong> a technology alliance with the New Zealand arm <strong>of</strong> the global multinational<br />
NEC Corporation for collaboration on technology research and development and<br />
commercial applications. The relationship with NEC includes funding for an applied<br />
research fellowship and a student cadetship.<br />
WCL is actively involved in developing new technologies such as blended fuels<br />
and ultra-high pressure low-volume water jetting. In <strong>2011</strong> it was the research<br />
and development partner for five successful Ministry <strong>of</strong> Science and Innovation<br />
technology transfer voucher projects.<br />
As well as helping WelTec build even stronger relationships with industry, other<br />
benefits include student research awards, guest lectures by industry technology<br />
specialists, industry-led student projects and new cadetships.<br />
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TECHNICAL SUPPORT<br />
FOR BIg IDEAS<br />
Inspired by a desire to help address climate change, Joseph van<br />
Liempt is working on a product to reuse energy that is usually<br />
wasted. Joseph has been working on his Heatback system with<br />
WelTec since 2007 and is now at the stage <strong>of</strong> doing comprehensive<br />
trials to prove that his heat exchange product could save a mediumsized<br />
household up to $800 per year.<br />
Retired but missing work, former Lower Hutt resident Joseph<br />
dusted <strong>of</strong>f the book where he had jotted down product ideas he<br />
has had over many years. “At the time, there was a lot <strong>of</strong> talk about<br />
climate change and I thought I wanted to do something to help with<br />
that,” says Joseph. “I had the idea for a heat recovery system for<br />
household waste water.”<br />
The Heatback is designed to take the heat from water going<br />
down the drain and return it to the hot water cylinder. Heatback<br />
is designed to be mounted under or near showers, baths and<br />
basins. The innovation is to make it small enough for the single<br />
story domestic environment, provide fast response returns for<br />
short- burst-use and simple enough to use limited resources in its<br />
construction.<br />
Joseph did the extensive, global background research necessary<br />
to prove that his idea is viable and unique. “There are many heat<br />
exchange processes for the industrial environment available but my<br />
hope is that Heatback will resolve practical issues <strong>of</strong> space and cost<br />
in homes, which are reported to produce 50 percent <strong>of</strong> greenhouse<br />
gas emissions.<br />
“I worked for 30 years in project management for product<br />
development for the engineering and construction industry. So I<br />
had some idea how to approach things. What I didn’t have was a<br />
3D printer to produce a negative for the moulded parts, or the most<br />
up-to-date knowledge <strong>of</strong> engineering techniques.”<br />
Joseph describes WelTec Connect as his R&D partner – able to<br />
provide the skills and equipment his project was previously lacking.<br />
“People like me, with ideas, but who run on the smell <strong>of</strong> an oily rag<br />
can’t invest in some <strong>of</strong> the tools and expertise to get our ideas <strong>of</strong>f<br />
the ground. To find these resources, and the expertise, so close to<br />
home was exciting.”<br />
Joseph has now moved to Taupo but continues to work with<br />
Andrew Rodger and Roger Dunkley at WelTec Connect.<br />
He describes both as patient, as well as extremely knowledgeable.<br />
“I would take my technical issues to them and they would know how<br />
to solve them. The collaborative approach was great. I know a lot<br />
more now than when I started.”<br />
Once the residential Heatback system is proven and working well,<br />
Joseph has plans to work with WelTec Connect to further develop<br />
the technology so that it can go into other places where energy is<br />
wasted.<br />
“I want my grandchildren to breathe pure air and enjoy our planet.<br />
If I can contribute to that in some small way, it will all be worth it.”<br />
<strong>2011</strong> ANNUAL REPORT |<br />
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OUR PEOPLE<br />
A number <strong>of</strong> new initiatives and progress on existing programmes have again<br />
improved working conditions and opportunities for WelTec staff.<br />
New TEU CEA<br />
A focus <strong>of</strong> the year for the Human Resources team was the successful<br />
negotiation <strong>of</strong> the Tertiary Education Union Collective Employment Agreement.<br />
Innovative thinking from both parties led to an agreement that will deliver extra<br />
benefits for both parties.<br />
Extended leadership programme<br />
The leadership programme completed by managers in the previous year<br />
was extended to include senior staff who are not managers. This will<br />
increase WelTec’s leadership capability and succession as well as increase<br />
collaboration across different areas <strong>of</strong> the <strong>Institute</strong>. Progress has been made<br />
on several collaborative projects that emerged from the programme.<br />
Promoting opportunities and diversity<br />
WelTec implemented a number <strong>of</strong> initiatives during the year to attract more<br />
Maori and Pacifika applications for positions. Using local networks was one<br />
<strong>of</strong> the new ways used to advertise positions. Care with the composition <strong>of</strong><br />
recruitment panels, a review <strong>of</strong> interview questions and new mihi whakatau<br />
and powhiri protocols also helped to make WelTec more welcoming and<br />
inclusive for more <strong>of</strong> the community.<br />
Employer excellence awards<br />
WelTec gained both the <strong>Wellington</strong> Regional Defence Employer Award and the<br />
National Award for Employer Excellence in the Public Sector for <strong>2011</strong> from the<br />
Territorial Forces Employers Support Council (TFESC). The awards recognise<br />
WelTec as a supportive employer <strong>of</strong> staff who are also in the territorial forces.<br />
Innovation and research<br />
During <strong>2011</strong> WelTec funded staff to do research; exhibit work; enter or judge<br />
competitions; and attend national and international conferences. grants<br />
totalled $88,600 in <strong>2011</strong>.<br />
OUR ENVIRONMENT<br />
WelTec is continuing its journey <strong>of</strong> environmental sustainability. The Strategic Framework and<br />
Environmental Policy developed in 2009 was updated in <strong>2011</strong>. The Enviro-Mark® NZ Gold audit was<br />
completed in June and WelTec’s Gold status was confirmed. Progress was made on implementing the<br />
Environmental Risk Strategy for the Petone campus with developments in the following areas:<br />
Reducing energy use<br />
The new boiler installed in 2010 resulted in a 60 percent reduction in gas consumption by June <strong>2011</strong>.<br />
Transport<br />
WelTec continued to implement its Transport Strategy initiatives, including a bus service between<br />
Porirua and Petone. A secure bike shed and additional bike racks on campus were put in place, as<br />
well as upgraded showers. This encouraged staff and students to cycle, walk or run to campus. Let’s<br />
Carpool, a Greater <strong>Wellington</strong> Regional Council programme was extensively promoted to staff and<br />
students.<br />
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SHOWCASINg MAORI CONTEMPORARY ART<br />
WelTec was proud to provide funds from the Innovation and<br />
Research fund to support Creative <strong>Technology</strong> tutor, Barry Te Whatu,<br />
Taranaki (Tuuturu) and Ngapuhi, to showcase his work at the Maori<br />
Art Market in <strong>2011</strong>. Works by nearly 250 artists were on show at<br />
Te Rauparaha Arena and Pataka Museum.<br />
Barry creates intriguing spinning tops and taurapa (waka stern<br />
posts) many <strong>of</strong> which are tailor-made one-<strong>of</strong>f commissions – <strong>of</strong>ten<br />
having something to say. His work reflects issues <strong>of</strong> the day, and<br />
incorporates facets <strong>of</strong> who, or what occasion, the work has been<br />
created for.<br />
With a particular passion for carving in stone, Barry<br />
has participated in more than 30 symposiums and<br />
exhibitions in Aotearoa, the United States, Japan and<br />
Austria. Elements <strong>of</strong> other cultures and the need to<br />
adapt to different tools and working environments in<br />
foreign countries, have also informed his work.<br />
As well as tutoring, Barry is also a mentor with Tamaiti<br />
Whangai, the initiative that gets alongside young Maori<br />
to help them succeed in their study at WelTec.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
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BUSINESS PLAN PERFORMANCE<br />
WelTec’s Business Plan for <strong>2011</strong> focused on addressing the<br />
key strategic challenges the <strong>Institute</strong> faces over the three years<br />
from <strong>2011</strong> to 2013. A range <strong>of</strong> activities was put in place for each<br />
challenge and success has been measured in terms <strong>of</strong>:<br />
� Successful course and qualification achievement<br />
� Student retention and progression<br />
� Student/graduate destination (into employment or further<br />
study)<br />
� Entrepreneurship, knowledge production, innovation<br />
and technology transfer<br />
� Revenue earned (particularly directly from industry and<br />
from new sources)<br />
� Industry endorsement/status<br />
It was a challenging year for WelTec. We experienced not only the<br />
ongoing effects <strong>of</strong> the removal <strong>of</strong> trades/technical capital support<br />
but also, in our goal to maximise trades/technology EFTS and<br />
occupancy <strong>of</strong> equipment and facilities, an unexpected requirement<br />
to deliver three percent unfunded EFTS in order to earn extra trades<br />
EFTS for the Skills for Canterbury initiative. Delivery <strong>of</strong> a 3.5 percent<br />
financial surplus in this environment was pleasing.<br />
Challenge 1: growing commercial and<br />
non-government revenue<br />
A total <strong>of</strong> $871,000 was raised from commercial and nongovernment<br />
revenue. While this was short <strong>of</strong> the budgeted $1M, it is<br />
74 percent up on 2010.<br />
Challenge 2: growing international students and<br />
revenue<br />
Budgeted revenue and international student targets were not<br />
achieved, with 305 international student EFTS against a budgeted<br />
340. As well as the challenging economic environment, immigration<br />
issues had an impact on enrolments. An external review <strong>of</strong> our<br />
international operation and resulting new initiatives indicate potential<br />
improvement in numbers for 2012.<br />
Pleasingly, the academic performance <strong>of</strong> international students well<br />
exceeded targets. Marketing WelTec’s academic quality will be a<br />
priority in the future.<br />
Challenge 3: Developing Campuses to Support<br />
Future Delivery<br />
We made significant progress on campus development initiatives,<br />
including progress on the Centre for Cuisine and Hospitality<br />
Excellence and new facilities in Otaki and Masterton for the delivery<br />
<strong>of</strong> carpentry training in support <strong>of</strong> the Skills for Canterbury initiative.<br />
We started work to develop concepts for more flexible, multi-purpose<br />
technology-integrated spaces, particularly in the trades/technical<br />
area on the Petone campus.<br />
38 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
Challenge 4: Managing financial assets to ensure<br />
sustainability<br />
The over-budget financial performance for the year reflects our<br />
investment plan EFTS exceeding target by two percent and the TEC<br />
SAC portion at 103.8 percent <strong>of</strong> our SAC dollar value allocation.<br />
The end <strong>of</strong> year cash balance was higher than budget because<br />
capital expenditure was under-spent as a result <strong>of</strong> unavoidable<br />
delays in some major building projects.<br />
Challenge 5: Assisting Maori, Pasifika and young<br />
people to achieve in tertiary education<br />
There was a pleasing increase in participation rates <strong>of</strong> Maori,<br />
Pasifika and young people. Educational performance for the<br />
under-25s exceeded our target, but was under target for Maori and<br />
Pasifika. Extra resources were added to support learners in these<br />
three categories and there will be ongoing emphasis on improving<br />
outcomes for these groups.<br />
Challenge 6: Raising educational performance<br />
Participation and educational performance were largely on target<br />
for the year, with only a small underachievement in performance at<br />
levels four and above. There is a drive across WelTec to improve<br />
outcomes for students and this will continue.<br />
An improved, more-timely reporting process helped us better<br />
analyse the programme portfolio, which is constantly under scrutiny<br />
with an emphasis on addressing under-performing programmes.<br />
Challenge 7: Maintaining a centre <strong>of</strong> excellence in<br />
trades and technology and ensuring programme<br />
delivery is sustainable<br />
The emphasis in <strong>2011</strong> was on ensuring that the delivery <strong>of</strong> trades<br />
programmes was financially and academically sustainable. Trades<br />
training was delivered to a very diverse student population, with<br />
delivery <strong>of</strong> training at Rimutaka Prison, marae-based training in the<br />
Wairarapa and the introduction <strong>of</strong> the Trades Academy. The Skills for<br />
Canterbury initiative widened the market along with special initiatives<br />
for Maori and Pasifika students through Te Puni Kokiri, the Ministry <strong>of</strong><br />
Pacific Island Affairs and Pacific churches.<br />
Also in <strong>2011</strong> the Faculty <strong>of</strong> Trades and <strong>Technology</strong> investigated how<br />
it could update teaching methods, improve teaching and learning<br />
resources, introduce new technology and improve the capability <strong>of</strong><br />
teaching staff.
Challenge 8: Developing a unique WelTec<br />
delivery style that incorporates face-to-face<br />
and technology-facilitated learning to assist<br />
achievement<br />
In <strong>2011</strong>, work continued on increasing our course delivery flexibility.<br />
We gained access to the Moodle learning management system<br />
as a result <strong>of</strong> a collaborative arrangement with Whitireia. A student<br />
e-portfolio, Pebblepad, was introduced into the Bachelor <strong>of</strong> Youth<br />
development to help students manage journals and for work to be<br />
assessed.<br />
In November, WelTec held a Teaching and Learning Forum. Teaching<br />
staff gave presentations to their peers on teaching delivery styles<br />
and the use <strong>of</strong> new technology to help learners.<br />
Staffing<br />
Our emphasis on quality was supported by our decision to <strong>of</strong>fer<br />
the CPIT Diploma in Adult Teaching as the minimum teaching<br />
qualification requirement for teaching staff.<br />
Over 67 staff attended one or more “getting on with Teaching”<br />
sessions. These workshops bring new staff on board with the WelTec<br />
teaching approach and <strong>of</strong>fer a refresher for existing staff.<br />
STAFFING<br />
2010<br />
<strong>2011</strong><br />
Target<br />
<strong>2011</strong><br />
Q4<br />
Total FTEs (Full time Staff Equivalents) 396.82 395 402<br />
Academic FTEs 201.82 205 205<br />
Administration FTEs 195 190 197<br />
Academic: Administration FTE 1.04:1 1.1:1 1.04:1<br />
EFTS: Academic FTE 21.5:1 22 23:1<br />
EFTS: Administration FTE 22.3:1 23 24:1<br />
Administration Systems<br />
Progress was made on the implementation <strong>of</strong> the Information<br />
Systems Strategic Plan. The emphasis this year was on ensuring<br />
IT and IS solutions and capability meet business needs. Feedback<br />
has shown a clear improvement in the engagement, approach and<br />
accessibility <strong>of</strong> IT staff.<br />
The Data Warehouse project was revised to focus on delivering<br />
high-level information for managers and key staff so they can make<br />
crucial business decisions.<br />
Progress was also made on defining the core processes that make<br />
up the end-to-end ‘student lifecycle’ in order to better understand<br />
and improve them. The results process was the first to be addressed<br />
and will provide a consistent framework for tutors to record and<br />
manage student assessment results.<br />
High-quality research, innovation and technology<br />
transfer activities that inform teaching<br />
There was a significant increase in research activity over the year.<br />
This is referred to in the Statement <strong>of</strong> Objectives and Service<br />
Performance section <strong>of</strong> this report.<br />
Maintaining an Institutional pr<strong>of</strong>ile<br />
greater<br />
<strong>Wellington</strong><br />
Region<br />
Unprompted<br />
Prompted<br />
Six regional/<br />
national<br />
significant events<br />
held and pr<strong>of</strong>iled<br />
2010 <strong>2011</strong> Target <strong>2011</strong> Q4<br />
61.4%<br />
(incl. 76% in 18-<br />
24 age group)<br />
98.8%<br />
(100% in 18-24<br />
age group)<br />
70% 68%<br />
100% 99%<br />
3 6 10<br />
We exceeded the number <strong>of</strong> significant events targeted for the year,<br />
with events such as the annual business breakfast and the Beehive<br />
launch <strong>of</strong> the Bachelor <strong>of</strong> Youth Development attracting positive<br />
attention and accolades for WelTec’s responsiveness to industry and<br />
community needs.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
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RESEARCH<br />
In <strong>2011</strong> we built on the distinctive characteristics <strong>of</strong> our applied problembased<br />
research approach. Our focus is on working closely with business<br />
and industry, especially small and medium sized businesses, to develop<br />
and deliver creative, technology and knowledge-based solutions that<br />
meet specific needs. This research makes a direct contribution to<br />
smaller businesses, their productivity and their contribution to economic<br />
development.<br />
WelTec’s unique research culture fosters industry partnerships and<br />
an understanding <strong>of</strong> business needs. This approach is illustrated in<br />
the three WelTec researchers whose work is showcased here. Their<br />
research work also benefits WelTec students and contributes to our<br />
teaching and learning practice. WelTec’s approach to research delivers<br />
benefits for students, contributes to our industry partners and <strong>of</strong>fers<br />
pr<strong>of</strong>essional and academic development for staff.<br />
For further information on research undertaken by WelTec please refer to<br />
our <strong>2011</strong> <strong>Annual</strong> Research <strong>Report</strong>.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
41
TODD COCHRANE,<br />
NEC RESEARCH FELLOW<br />
A nine month secondment as WelTec’s first NEC fellow is providing<br />
Todd Cochrane with a great opportunity to undertake research<br />
with NEC, a leading global manufacturer and service provider <strong>of</strong><br />
telecommunication, computer and electronic devices.<br />
“The NEC/WelTec fellowship is new and I’m honoured to be its first<br />
recipient,” says Todd. “NEC New Zealand has about 40 current<br />
research projects and I’m working on an exciting technology project<br />
in the area <strong>of</strong> pervasive interface development for a personal robot.”<br />
Todd’s been at WelTec since 2001, teaching at the School <strong>of</strong><br />
Information <strong>Technology</strong> where his current role is Programme<br />
Coordinator. He holds a BSc Hons specialising in Computer<br />
Science and is currently studying towards a PhD in Education.<br />
“I think it’s important to keep learning and to maintain pr<strong>of</strong>essional<br />
memberships including working in partnership with industry, both<br />
at a practical and research level.” Todd cites several examples <strong>of</strong><br />
this including his recent work with a Portuguese artist and academic<br />
specialising in dance technology. Todd’s role in this project is as<br />
a discipline expert where his involvement enabled many aspects<br />
in the IT domain, for example the transfer <strong>of</strong> data into a 3D, virtual<br />
world.<br />
“My research gets incorporated into the courses I run at WelTec, for<br />
example in the Human Computer Interaction course our projects are<br />
focused on developing in the virtual world environment.”<br />
Another example is his work with the Hong Kong government<br />
company Incutrain Cyberport, developing an interactive art<br />
sculpture that will be shown at an upcoming international s<strong>of</strong>tware<br />
conference International S<strong>of</strong>t China, in Beijing.<br />
“Staff research and proactive work with industry is hugely beneficial<br />
to our students who work at a national and international level, and in<br />
a way that develops their capacity for creative solutions,” says Todd.<br />
It is this sort <strong>of</strong> approach which ensures WelTec’s students are wellequipped<br />
to contribute to an expanding and dynamic IT industry.<br />
42 | WELLINgTON INSTITUTE OF TECHNOLOgY
My research gets incorporated into the<br />
courses I run at WelTec, for example in the<br />
Human Computer Interaction course our<br />
projects are focused on developing in the<br />
virtual world environment.<br />
TODD COCHRANE<br />
<strong>2011</strong> ANNUAL REPORT |<br />
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CREATIVE RESEARCH<br />
According to Lorraine Rastorfer, Senior Visual Arts Lecturer,<br />
WelTec’s Bachelor <strong>of</strong> Creative <strong>Technology</strong> <strong>of</strong>fers students a unique<br />
opportunity to gain an interdisciplinary understanding <strong>of</strong> the arts<br />
across a wide range <strong>of</strong> subjects.<br />
“The degree is structured so the ‘core’ courses can be shared<br />
across all creative technology disciplines,” says Lorraine.<br />
“We actively encourage students to learn how to collaborate<br />
across the different disciplines on a range <strong>of</strong> projects, within the<br />
core ‘collaborative projects’ course. For example that could see<br />
visual arts students working with students specialising in animation,<br />
working alongside students studying cultural and interior design all<br />
acting as a team on a ‘real’ industry project.<br />
Lorraine’s area <strong>of</strong> expertise is visual arts. She holds a Masters<br />
<strong>of</strong> Fine Arts (Hons) from Auckland University, and has exhibited<br />
in solo and group shows regularly since 1990. Today her work is<br />
represented in many corporate and private collections in Japan,<br />
Australia, USA, Austria and New Zealand.<br />
Lorraine’s hands-on experience in exhibiting her art is a real<br />
advantage for students interested in following a creative career path.<br />
I teach a paper called exhibition<br />
and I’ve been able to give them real<br />
examples <strong>of</strong> how they work at all levels,<br />
from developing a theme to holding<br />
contract discussions with gallery owners.<br />
says Lorraine.<br />
She adds that she always makes a point <strong>of</strong> sharing what she<br />
is working on with her students. For example her last two solo<br />
exhibitions occurred three months apart, the first in Dunedin and the<br />
second in <strong>Wellington</strong>, at Mark Hutchins Gallery.<br />
“The local exhibition at Mark Hutchins Gallery, in Willis Street meant<br />
I was able to bring students along and talk about the art work<br />
on-site and engage the Gallery director in discussions as well as<br />
demonstrate the practical aspects to staging an exhibition.<br />
Lorraine collates and documents all the information from her<br />
exhibitions, as these are representative <strong>of</strong> ‘research outputs’ for<br />
her School and WelTec. “Being able to conduct creative research,<br />
through my work in the studio and in the exhibitions that follow has<br />
helped fuel my passion for teaching,” says Lorraine. “It brings a<br />
very real experience and practical advice to the table.”<br />
“I am very fortunate that WelTec supports my creative endeavours<br />
which in turn gives our students a hands-on approach to all aspects<br />
<strong>of</strong> visual and creative arts and builds strong connections with<br />
creative industries, especially in the wider <strong>Wellington</strong> region.“<br />
<strong>2011</strong> ANNUAL REPORT |<br />
45
RESEARCH SUPPORTS<br />
CLEAR AND ROBUST<br />
RELATIONSHIP<br />
WelTec students who have Susan Townshend as a lecturer are in<br />
the fortunate position <strong>of</strong> benefiting from her dual expertise across<br />
two disciplines; hospitality and finance. Susan is both a qualified<br />
chef, having owned her own catering business for many years, and<br />
more recently completing accounting qualifications and becoming<br />
a financial <strong>of</strong>ficer at the Inland Revenue in the United Kingdom.<br />
Her combination <strong>of</strong> skills is perfect for her role as a senior lecturer<br />
on the Bachelor <strong>of</strong> Hospitality programme focused on financial<br />
management. It has also seen her take an innovative approach to<br />
how she teaches and connects with her students.<br />
“It’s important to keep communication channels open with students<br />
and I like to use all the tools available to do this,” says Susan.<br />
This includes using online channels such as chat rooms, live<br />
audience rooms and video screen casts, which appeal to students<br />
who are completely familiar with these channels.<br />
Susan’s willingness to go the extra mile with students extends to her<br />
engagement with employers in the hospitality industry.<br />
“Understanding the needs <strong>of</strong> industry is a critical part <strong>of</strong> my role<br />
and so I regularly undertake research projects aimed at gauging<br />
industry trends and identifying future skills,” says Susan. “This<br />
was particularly relevant as WelTec developed its new degree<br />
programme in hospitality.”<br />
Susan’s more recent research projects included contacting<br />
employers to identify current and future competency and skills<br />
using a database provided by the Hospitality Standards <strong>Institute</strong>.<br />
Another research project analysed the effects <strong>of</strong> the recession on<br />
<strong>Wellington</strong>’s food and beverage outlets.<br />
“The data gathered from these research projects has been very<br />
helpful in understanding the challenges employers’ face, what<br />
they are looking for from employees, and in helping us shape our<br />
courses to suit any emerging trends.<br />
Susan says the research and regular contact with employers<br />
includes contact with past students who are now working in<br />
the industry. “We are very fortunate to be able to show existing<br />
students where some <strong>of</strong> our graduates are working. It’s a great way<br />
<strong>of</strong> showing the diverse range <strong>of</strong> careers in the industry.<br />
For Susan, one <strong>of</strong> WelTec’s strengths is its “clear and robust<br />
relationship it has with industry” and she is part <strong>of</strong> a team committed<br />
to maintaining those relationships by researching and listening<br />
to the key businesses and individuals that make up <strong>Wellington</strong>’s<br />
hospitality industry.<br />
“The clear message from the hospitality industry is it wants an<br />
“industry-ready student” and we know we can deliver exactly that”.<br />
46 | WELLINgTON INSTITUTE OF TECHNOLOgY
<strong>2011</strong> ANNUAL REPORT |<br />
47
STATEMENT OF OBJECTIVES<br />
AND SERVICE PERFORMANCE<br />
Investment Plan Performance Commitments<br />
WelTec has agreed to use the following Key performance<br />
Indicators and Targets to measure its performance over the three<br />
years <strong>of</strong> the <strong>2011</strong> to 2013 Investment Plan.<br />
Measures for SAC 1 funded business<br />
Priority Groups – Participation<br />
NOTE: Weighted qualification completions report qualifications awarded<br />
from <strong>2011</strong> to date. Qualifications will continue to be awarded in coming<br />
months as practicum and other experiential requirements are completed.<br />
The 2010 Actuals reflect 2010 qualifications awarded by the mid Year TEC<br />
EPI reporting dates.<br />
Actual 2010 Target <strong>2011</strong> Actual <strong>2011</strong><br />
Proportion Maori 17% 17% 18%<br />
Levels 1 - 3 6% 5% 8%<br />
Levels 4 and above 11% 12% 11%<br />
Proportion Pasifika 10% 9.4% 10.1%<br />
Levels 1 - 3 3% 2.2% 4.5%<br />
Levels 4 and above 6% 7.2% 5.6%<br />
Proportion aged under 25 60% 61% 63%<br />
Levels 1 - 3 19% 17% 21%<br />
Levels 4 and above 41% 44% 42%<br />
Educational Performance<br />
1<br />
Includes Youth guarantees<br />
2<br />
This figure from TEC reporting does not include Youth guarantee students<br />
Actual 2010 Target <strong>2011</strong> Actual <strong>2011</strong><br />
Weighted course completions 74% 76% 76%<br />
Levels 1 - 3 70% 72% 72%<br />
Levels 4 and above 76% 80% 78%<br />
Weighted qualification completions 64% 65% 62%<br />
Levels 1 - 3 66% 62% 63%<br />
Levels 4 and above 64% 68% 62%<br />
Student retention 61% 53% 65%<br />
Student progression (levels 1 – 4) 39% 39% 40% 2<br />
Priority Groups – Maori Learners 60% 61% 63%<br />
Weighted course completions 65% 70% 68%<br />
Levels 1 - 3 58% 65% 66%<br />
Levels 4 and above 69% 75% 70%<br />
Weighted qualification completions 59% 60% 51%<br />
Levels 1 - 3 57% 58% 57%<br />
Levels 4 and above 61% 62% 48%<br />
Priority Groups – Pasifika learners 60% 61% 63%<br />
Weighted course completions 64% 68% 65%<br />
Levels 1 - 3 65% 68% 64%<br />
Levels 4 and above 64% 68% 66%<br />
48 | WELLINgTON INSTITUTE OF TECHNOLOgY
Educational Performance<br />
Actual 2010 Target <strong>2011</strong> Actual <strong>2011</strong><br />
Weighted qualification completions 47% 56% 42%<br />
Levels 1 - 3 63% 58% 52%<br />
Levels 4 and above 40% 54% 35%<br />
Priority Groups – Learners aged under 25 60% 61% 63%<br />
Weighted course completions 72% 74% 75%<br />
Levels 1 - 3 69% 72% 71%<br />
Levels 4 and above 74% 72% 77%<br />
Weighted qualification completions 56% 65% 56%<br />
Levels 1 - 3 66% 62% 60%<br />
Levels 4 and above 52% 68% 55%<br />
Student indicators<br />
Actual 2010 Target <strong>2011</strong> Actual <strong>2011</strong><br />
Student satisfaction 91% 96% 90%<br />
Maori 94% 98% 95%<br />
Pasifika 95% 92% 95%<br />
Under 25s 91% 92% 91%<br />
International Business<br />
Participation<br />
Actual 2010 Target <strong>2011</strong> Actual <strong>2011</strong><br />
Number EFTS achieved 301 340 305<br />
Proportion Pasifika 10% 9.4% 10.1%<br />
Weighted course completions 84% 82% 84%<br />
Weighted qualification completions 94% 65% 87%<br />
Student satisfaction 93% 98% 84%<br />
Whole <strong>of</strong> organisation indicators<br />
Relevance<br />
Proportion graduates gaining employment or going on to<br />
further study 3<br />
Actual 2010 Target <strong>2011</strong> Actual <strong>2011</strong><br />
66%<br />
(an additional 31%<br />
were looking for<br />
employment)<br />
85%<br />
70%<br />
(an additional 29%<br />
were work ready)<br />
Relevant qualifications 4 88% 100% 90%<br />
Work readiness <strong>of</strong> WelTec graduates 5 90% 95% 89%<br />
Programme Portfolio 10% 9.4% 10.1%<br />
The proportion <strong>of</strong> course EFTS at levels 1 to 3 that have<br />
embedded literacy and numeracy<br />
Proportion <strong>of</strong> programme portfolio in vocationally-related<br />
education and/or training<br />
Proportion <strong>of</strong> portfolio endorsed by industry<br />
62% 85% 96%<br />
100% 100% 100%<br />
Industry input is a<br />
component for all<br />
Programmes during the<br />
Approval process<br />
100%<br />
Industry input is a<br />
component for all<br />
Programmes during the<br />
Approval process<br />
Proportion <strong>of</strong> portfolio in programmes that lead to a<br />
qualification on the national qualifications framework 6 N/A 100% 100%<br />
3 As assessed by annual graduate destination survey<br />
4 As assessed by annual Employer Satisfaction Survey<br />
5 As assessed by annual Employer Satisfaction Survey<br />
6 Based on qualifications registered under new criteria established in 2010<br />
<strong>2011</strong> ANNUAL REPORT |<br />
49
Research and technology transfer<br />
Actual 2010 Target <strong>2011</strong> Actual <strong>2011</strong><br />
Number <strong>of</strong> research outputs – Total 182 200 197<br />
Industry related 35 42 59<br />
Quality assured 46 80 68<br />
Weighted points N/A 360 366<br />
Number <strong>of</strong> technology transfer activities completed 40 55 54<br />
External revenue gained<br />
(Research contracts and PBRF income) ($,000)<br />
Financial performance<br />
$250 $450 $525<br />
Actual 2010 Target <strong>2011</strong> Actual <strong>2011</strong><br />
Proportion <strong>of</strong> SAC funding achieved 98.4% 100% 104%<br />
Total EFTS achieved 4,350 4,482 4,669<br />
SAC # 3,001 3,028 3,175<br />
International 301 350 305<br />
ITO 607 590 611<br />
Youth *<br />
366<br />
(81 Youth guarantee<br />
285 STAR)<br />
454<br />
(114 Youth guarantee<br />
100 Trades Academy<br />
250 STAR)<br />
481<br />
(108 Youth guarantee<br />
77 Trades Academy<br />
295 STAR)<br />
Full fees 75 50 97<br />
ACE (Adult and Community Education) 93 48 50<br />
Risk rating against Financial Monitoring Framework Low Low Low<br />
Extent <strong>of</strong> improvements in Attributes as per CAMS<br />
Improvement Plan<br />
# Includes SAC and ACE but not Youth guarantees<br />
* STAR, Trades Academy, Youth guarantees<br />
50 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
N/A As agreed with TEC<br />
CAMS technical solution<br />
implements. Description<br />
<strong>of</strong> assets improvement<br />
plan underway and<br />
asset information<br />
improvement is on track
FINANCIAL STATEMENTS<br />
CONTENTS<br />
Statement <strong>of</strong> Comprehensive Income<br />
Statement <strong>of</strong> Changes in Equity<br />
Balance Sheet<br />
Cash Flow Statement<br />
Notes to the Financial Statements<br />
<strong>2011</strong> ANNUAL REPORT |<br />
51
STATEMENT OF COMPREHENSIVE INCOME<br />
For the year ended 31 December <strong>2011</strong><br />
Operating Income<br />
Note<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
government Funding 2 28,988 28,095 30,451 28,642 28,095 30,451<br />
Tuition Funding 3 16,392 17,010 15,161 16,392 17,010 15,161<br />
Other Teaching 4 4,126 3,570 3,705 3,744 3,570 3,705<br />
Other Income 5 3,080 2,189 4,028 2,935 1,189 4,028<br />
Total Operating Income 52,586 50,864 53,345 51,713 49,864 53,345<br />
Cost <strong>of</strong> Services<br />
Personnel 6 29,882 28,341 28,290 29,441 28,114 28,290<br />
Teaching Delivery 3,477 3,493 3,225 3,399 3,373 3,225<br />
Administration 7 7,040 6,473 7,923 6,617 6,042 7,923<br />
Infrastructure 8 5,109 5,029 4,904 5,063 5,007 4,904<br />
Interest, Depreciation & Amortisation 9 5,248 5,834 5,404 5,248 5,834 5,404<br />
Total Cost <strong>of</strong> Services 50,756 49,170 49,746 49,768 48,370 49,746<br />
Operating Pr<strong>of</strong>it 1,830 1,694 3,599 1,945 1,494 3,599<br />
Non Operating Items income/(expense) 10 1,247 331 (395) 1,247 331 (395)<br />
Share <strong>of</strong> associates pr<strong>of</strong>it/(loss) 13 (312) (570) (138) - - -<br />
Pr<strong>of</strong>it 2,765 1,455 3,066 3,192 1,825 3,204<br />
Other Comprehensive Income<br />
gain on property revaluation 1,417 - 1,351 1,417 - 1,351<br />
gain on equipment revaluation - - 26 - - 26<br />
Total comprehensive income 4,182 1,455 4,443 4,609 1,825 4,581<br />
The accompanying notes form part <strong>of</strong> these financial statements<br />
52 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
GROUP PARENT
STATEMENT OF CHANgES IN EQUITY<br />
For the year ended 31 December <strong>2011</strong><br />
Note<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
Balance at 1 January 68,642 67,086 64,099 68,780 67,224 64,099<br />
Comprehensive income<br />
Pr<strong>of</strong>it 2,765 1,455 3,066 3,192 1,825 3,204<br />
Other comprehensive income 1,417 - 1,377 1,417 - 1,377<br />
Total comprehensive income 4,182 1,455 4,443 4,609 1,825 4,581<br />
Non-comprehensive income items<br />
Crown equity injection 22 400 - 100 400 - 100<br />
Total non-comprehensive income items 400 - 100 400 - 100<br />
Balance at 31 December 73,224 68,541 68,642 73,789 69,049 68,780<br />
The accompanying notes form part <strong>of</strong> these financial statements<br />
GROUP PARENT<br />
<strong>2011</strong> ANNUAL REPORT |<br />
53
BALANCE SHEET<br />
As at 31 December <strong>2011</strong><br />
Current assets<br />
Note<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
Cash and cash equivalents 16,214 7,465 14,468 16,181 7,465 14,468<br />
Trade and other receivables 11 7,215 6,314 6,981 7,318 6,114 6,981<br />
Inventory 12 306 5 32 306 5 32<br />
Prepayments 12 - 16 12 - 16<br />
Other financial assets 15 - - - 3,150 - -<br />
Total current assets 23,747 13,784 21,497 26,967 13,584 21,497<br />
Non current assets<br />
Investment in associate 13 2,700 2,442 3,012 - - -<br />
Other financial assets 15 - - - - 3,150 3,150<br />
Property, plant and equipment 16 60,139 62,854 58,576 60,139 62,854 58,576<br />
Intangible assets 17 1,117 851 1,205 1,106 851 1,205<br />
Total non current assets 63,956 66,147 62,793 61,245 66,855 62,931<br />
Total assets 87,703 79,931 84,290 88,212 80,439 84,428<br />
Current liabilities<br />
Trade and other payables 18 5,314 3,922 5,410 5,284 3,922 5,410<br />
Employee Benefits 20 2,842 2,219 2,767 2,816 2,219 2,767<br />
Income in Advance 19 6,083 5,061 6,298 6,083 5,061 6,298<br />
Total current liabilities 14,239 11,202 14,475 14,183 11,202 14,475<br />
Non current liabilities<br />
Provisions 21 236 184 1,169 236 184 1,169<br />
Other 4 4 4 4 4 4<br />
Total non current liabilities 240 188 1,173 240 188 1,173<br />
Total liabilities 14,479 11,390 15,648 14,423 11,390 15,648<br />
Net assets 73,224 68,541 68,642 73,789 69,049 68,780<br />
Equity<br />
Crown equity 22 39,332 38,932 38,932 39,332 38,932 38,932<br />
Retained earnings 23 9,647 8,158 6,882 10,212 8,666 7,020<br />
Reserves 24 24,245 21,451 22,828 24,245 21,451 22,828<br />
Total equity 73,224 68,541 68,642 73,789 69,049 68,780<br />
The accompanying notes form part <strong>of</strong> these financial statements<br />
54 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
GROUP PARENT
CASH FLOW STATEMENT<br />
For the year ended 31 December <strong>2011</strong><br />
Cash flows from operating activities<br />
Note<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
Receipts from customers 50,875 49,418 52,066 50,177 49,418 52,066<br />
Interest received 700 373 593 845 373 593<br />
Payments to suppliers and employees (45,390) (43,423) (43,546) (44,888) (43,423) (43,546)<br />
gST (net) (328) (68) 388 (321) (68) 388<br />
Net cash provided by/(used in)<br />
operating activities<br />
Cash flows from investing activities<br />
Proceeds from sale <strong>of</strong> property, plant<br />
and equipment<br />
Payment for property, plant and<br />
equipment<br />
25 5,857 6,300 9,501 5,813 6,300 9,501<br />
- - 321 - - 321<br />
(4,052) (11,167) (3,314) (4,052) (11,167) (3,314)<br />
Payment for intangible assets (459) (290) (982) (448) (290) (982)<br />
Payment <strong>of</strong> loan to subsidiary - - (3,150) - - (3,150)<br />
Net cash provided by/(used in)<br />
investing activities<br />
Cash flows from financing activities<br />
(4,511) (11,457) (7,125) (4,500) (11,457) (7,125)<br />
Proceeds from equity injection 400 - 100 400 - 100<br />
Net cash provided by financing<br />
activities<br />
Net increase (decrease) in cash and<br />
cash equivalents<br />
Cash and cash equivalents at the<br />
beginning <strong>of</strong> the financial year<br />
Cash and cash equivalents at the<br />
end <strong>of</strong> the financial year<br />
Represented by:<br />
400 - 100 400 - 100<br />
1,746 (5,157) 2,476 1,713 (5,157) 2,476<br />
14,468 12,622 11,992 14,468 12,622 11,992<br />
25 16,214 7,465 14,468 16,181 7,465 14,468<br />
Cash at bank and in hand 1,714 465 468 1,681 465 468<br />
Term deposits - ASB Bank 14,500 7,000 11,500 14,500 7,000 11,500<br />
Term deposits - BNZ - - 2,500 - - 2,500<br />
16,214 7,465 14,468 16,181 7,465 14,468<br />
The gST (net) component <strong>of</strong> operating activities reflects the net gST paid to and received from Inland Revenue. The gST (net) component has been<br />
presented on a net basis as the gross amounts do not provide meaningful information for financial statement purposes and to be consistent with the<br />
presentation basis <strong>of</strong> the other primary financial statements.<br />
The accompanying notes form part <strong>of</strong> these financial statements<br />
GROUP PARENT<br />
<strong>2011</strong> ANNUAL REPORT |<br />
55
NOTES TO THE FINANCIAL STATEMENTS<br />
1 STATEMENT OF ACCOUNTING POLICIES FOR THE YEAR<br />
ENDED 31 DECEMBER <strong>2011</strong><br />
<strong>Report</strong>ing Entity<br />
<strong>Wellington</strong> <strong>Institute</strong> <strong>of</strong> <strong>Technology</strong> (WelTec) is a Crown Entity<br />
governed by the Crown Entities Act 2004 and the Education Act<br />
1989. It provides full-time and part-time tertiary education in New<br />
Zealand. WelTec and group consists <strong>of</strong> <strong>Wellington</strong> <strong>Institute</strong> <strong>of</strong><br />
<strong>Technology</strong> and its subsidiary WelTec Connect Limited (100%<br />
owned). WelTec Connect Limited has a 43.15% interest in Le<br />
Cordon Bleu New Zealand <strong>Institute</strong> Limited Partnership which is<br />
equity accounted. WelTec also has a 50% interest in Cybus an<br />
unincorporated joint venture which is equity accounted into the<br />
group financial statements. The financial statements <strong>of</strong> <strong>Wellington</strong><br />
<strong>Institute</strong> <strong>of</strong> <strong>Technology</strong> (WelTec) and group for the year ended 31<br />
December <strong>2011</strong> were authorised for issue in accordance with a<br />
resolution <strong>of</strong> the Council on 24 April 2012.<br />
Statement <strong>of</strong> Compliance<br />
The financial statements comply with New Zealand generally<br />
Accepted Accounting Practice (NZ gAAP), which includes New<br />
Zealand equivalents to International Financial <strong>Report</strong>ing Standards<br />
(‘NZ IFRS’) and other applicable financial reporting standards as<br />
appropriate for public benefit entities.<br />
Basis <strong>of</strong> Preparation<br />
The financial statements have been prepared in accordance with<br />
NZ gAAP in New Zealand, and the requirements <strong>of</strong> the Crown<br />
Entities Act 2004 and the Education Act 1989. <strong>Wellington</strong> <strong>Institute</strong> <strong>of</strong><br />
<strong>Technology</strong> and group is a public benefit entity for the purpose <strong>of</strong><br />
complying with NZ gAAP in New Zealand. The financial statements<br />
have been prepared on a historical cost basis, except for land,<br />
buildings and equipment, which have been measured at fair value.<br />
The financial statements are presented in New Zealand dollars<br />
and all values are rounded to the nearest thousand dollars ($’000),<br />
except where indicated. Nil values are reflected as a ‘-‘ within these<br />
financial statements.<br />
Significant Accounting Policies<br />
Basis <strong>of</strong> consolidation<br />
The group financial statements are prepared by adding together<br />
the like items <strong>of</strong> assets, liabilities, equity, income, expenses and<br />
cash flows on a line by line basis. All significant intragroup balances,<br />
transactions, income, and expenses are eliminated in full on<br />
consolidation.<br />
Subsidiaries<br />
WelTec consolidates in the group financial statements all entities<br />
where the <strong>Institute</strong> has the capacity to control the financing and<br />
operating policies <strong>of</strong> an entity so as to obtain benefits from the<br />
activities <strong>of</strong> the entity. Investments in subsidiaries are carried at cost<br />
in the WelTec parent entity financial statements.<br />
56 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
Associate<br />
WelTec associate investment is accounted for in the group financial<br />
statements using the equity method. An associate is an entity<br />
over which WelTec has significant influence and that is neither a<br />
subsidiary nor an interest in a joint venture. The investment in an<br />
associate is initially recognised at cost and the carrying amount is<br />
increased or decreased to recognise the group’s share <strong>of</strong> the pr<strong>of</strong>it<br />
or loss <strong>of</strong> the associate after the date <strong>of</strong> acquisition. The group’s<br />
share <strong>of</strong> the pr<strong>of</strong>it or loss is recognised in the group pr<strong>of</strong>it or loss.<br />
Distributions received from an associate reduce the carrying amount<br />
<strong>of</strong> the investment in the group financial statements.<br />
If the share <strong>of</strong> losses <strong>of</strong> an associate equals or exceeds an interest in<br />
the associate, the group discontinues recognising its share <strong>of</strong> further<br />
losses. After the group’s interest is reduced to zero, additional<br />
losses are proved for, and a liability is recognised, only to the extent<br />
that the group has incurred legal or constructive obligations or made<br />
payments on behalf <strong>of</strong> the associate. If the associate subsequently<br />
reports pr<strong>of</strong>its, the group will resume recognising its share <strong>of</strong> those<br />
pr<strong>of</strong>its only after its share <strong>of</strong> the pr<strong>of</strong>its equals the share <strong>of</strong> losses not<br />
recognised.<br />
Where the group transacts with an associate, pr<strong>of</strong>it or losses<br />
are eliminated to the extent <strong>of</strong> the group’s interest in the relevant<br />
associate. Investments in associates are carried at cost in the WelTec<br />
parent entity financial statements.<br />
Joint Venture<br />
WelTec’s jointly controlled entity interest is accounted for using the<br />
equity method. Investments in jointly controlled entities are carried at<br />
cost in the WelTec parent entity financial statements.<br />
Budget Figures<br />
The budget figures are those approved by the Council at the<br />
beginning <strong>of</strong> the financial year. The budget figures have been<br />
prepared in accordance with NZ gAAP and are consistent with the<br />
accounting policies adopted by the Council for the preparation <strong>of</strong> the<br />
financial statements.<br />
Cost <strong>of</strong> Services<br />
WelTec and group has presented an analysis <strong>of</strong> its cost <strong>of</strong> services<br />
on the face <strong>of</strong> the Statement <strong>of</strong> Comprehensive Income and within<br />
the notes to the accounts utilising a classification based on the<br />
underlying nature <strong>of</strong> the expenses.<br />
Cash and Cash Equivalents<br />
Cash and cash equivalents comprise cash on hand, cash in<br />
banks and investments in money market instruments, net <strong>of</strong> any<br />
outstanding bank overdrafts.<br />
Comparative Figures<br />
When the presentation or classification <strong>of</strong> items in the financial<br />
statements has been amended, comparative amounts have been<br />
reclassified.<br />
Employee Benefits<br />
Employee benefits that are due to be settled within 12 months<br />
after the end <strong>of</strong> the period in which the employee renders the<br />
related service are measured at nominal values based on accrued<br />
entitlements at current rates <strong>of</strong> pay. These include salaries and
wages accrued up to balance date, annual leave earned but not yet<br />
taken at balance date and sick leave.<br />
A liability for sick leave is recognised to the extent that absences<br />
in the coming year are expected to be greater than the sick leave<br />
entitlements earned in the coming year. The amount is calculated<br />
based on the historical average amount <strong>of</strong> additional days used by<br />
staff to cover those future absences.<br />
A liability and an expense is recognised for bonuses, where there is a<br />
contractual obligation.<br />
Goods and Services Tax<br />
All items in the financial statements are stated exclusive <strong>of</strong> goods<br />
and services tax (gST), except for trade and other receivables<br />
and trade and other payables, which are presented on a gSTinclusive<br />
basis. Where gST is not recoverable as input tax then it is<br />
recognised as part <strong>of</strong> the related asset or expense.<br />
The net amount <strong>of</strong> gST recoverable from, or payable to Inland<br />
Revenue is included as part <strong>of</strong> receivables or payables in the<br />
Balance Sheet.<br />
Long term employee entitlements<br />
The net gST paid to, or received from Inland Revenue, including the<br />
Employee benefits that are due to be settled beyond 12 months<br />
after the end <strong>of</strong> the period in which the employee renders the related<br />
gST relating to investing and financing activities, is classified as a<br />
net operating cash flow in the statement <strong>of</strong> cash flows.<br />
service, such as long service leave and retirement leave have been<br />
Commitments and contingencies are disclosed exclusive <strong>of</strong> gST.<br />
calculated on an actuarial basis. The calculations are based on:<br />
Impairment <strong>of</strong> Assets<br />
� Likely future entitlements accruing to staff, based on years<br />
<strong>of</strong> service, years to entitlement, the likelihood that staff<br />
will reach the point <strong>of</strong> entitlement, and contractual entitlement<br />
information; and<br />
At each reporting date, WelTec and group reviews the carrying<br />
amounts <strong>of</strong> its tangible and intangible assets to determine whether<br />
there is any indication that those assets have suffered an impairment<br />
loss.<br />
� The present value <strong>of</strong> the estimated future cash flows.<br />
Loans and receivables<br />
Expected future payments are discounted using the <strong>of</strong>ficial cash<br />
rate. The inflation factor is based on the expected long-term increase<br />
in remuneration for employees.<br />
Impairment <strong>of</strong> a loan or a receivable is established when there is<br />
objective evidence that WelTec and group will not be able to collect<br />
amounts due. Significant financial difficulties <strong>of</strong> the debtor, probability<br />
Presentation <strong>of</strong> employee entitlements<br />
that the debtor will enter into liquidation or default on payments are<br />
Sick leave, annual leave, long service leave and retirement leave<br />
considered indicators that the asset is impaired.<br />
expected to be settled within 12 months <strong>of</strong> balance date are<br />
For debtors and other receivables the carrying amount <strong>of</strong> the asset is<br />
classified as a current liability. All other employee entitlements are<br />
reduced through the use <strong>of</strong> an allowance account, and the amount<br />
classified as a non-current liability.<br />
<strong>of</strong> the loss is recognised in the pr<strong>of</strong>it or loss. When the receivable is<br />
Equity<br />
uncollectable, it is written <strong>of</strong>f against the allowance account. Overdue<br />
receivables that have been renegotiated are reclassified as current<br />
Equity, being the difference between total assets and total liabilities<br />
(that is, not past due).<br />
reflects the Crown’s interest in WelTec and group. This public equity<br />
is disaggregated and classified into a number <strong>of</strong> reserves to enable<br />
Other Financial Assets, Property, Plant and Equipment<br />
clearer identification <strong>of</strong> the specific uses/sources <strong>of</strong> accumulated<br />
If any indication <strong>of</strong> impairment exists, the recoverable amount <strong>of</strong> the<br />
funds. The components <strong>of</strong> equity are:<br />
asset is estimated in order to determine the extent <strong>of</strong> the impairment<br />
� Notional equity<br />
� Retained earnings<br />
� Reserves<br />
loss (if any). Where the asset does not generate cash flows that are<br />
independent from other assets, the recoverable amount from the<br />
cash-generating unit to which the asset belongs is estimated.<br />
Financial Instruments<br />
Recoverable amount is the higher <strong>of</strong> fair value less costs to sell and<br />
value in use. In assessing value in use, the estimated future cash<br />
Financial instruments arise as a result <strong>of</strong> the daily operation <strong>of</strong><br />
flows are discounted to their present value, using a discount rate that<br />
WelTec and group and include: cash and cash equivalents,<br />
reflects current market assessments <strong>of</strong> the time value <strong>of</strong> money.<br />
receivables, payables, investments and non-current liabilities, all<br />
recognised in the Balance Sheet using the concepts <strong>of</strong> accrual<br />
accounting. Revenues and expenses in relation to all financial<br />
instruments are recognised in the Statement <strong>of</strong> Comprehensive<br />
Income.<br />
If an asset’s carrying amount exceeds its recoverable amount,<br />
the asset is impaired and the carrying amount is written-down to<br />
the recoverable amount. For revalued assets the impairment loss<br />
is recognised in other comprehensive income to the extent the<br />
impairment loss does not exceed the amount in the appropriate<br />
Foreign Currency Translation<br />
revaluation reserve. Where that results in a debit balance in the<br />
Both the functional and presentational currency <strong>of</strong> WelTec and group<br />
revaluation reserve, the balance is recognised in the pr<strong>of</strong>it or loss.<br />
is in New Zealand dollars ($).<br />
For assets not carried at a revalued amount, the total impairment<br />
All foreign exchange currency transactions during the financial year<br />
are brought to account using the exchange rate in effect at the day<br />
<strong>of</strong> the transaction. Exchange rate differences are recognised in the<br />
Statement <strong>of</strong> Comprehensive Income in the period in which they<br />
loss is recognised in the pr<strong>of</strong>it or loss.<br />
arise.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
57
The reversal <strong>of</strong> an impairment loss on a revalued asset is credited<br />
to other comprehensive income and increases the applicable<br />
revaluation reserve, unless an impairment loss was previously<br />
recognised in the pr<strong>of</strong>it or loss, in which case the reversal <strong>of</strong> the<br />
impairment loss is also recognised in the pr<strong>of</strong>it or loss.<br />
For assets not carried at revalued amount the reversal <strong>of</strong> an<br />
impairment loss is recognised in the pr<strong>of</strong>it or loss.<br />
Intangible Assets<br />
Intellectual property costs<br />
Development costs for new intellectual property internally developed<br />
or acquired which have a benefit <strong>of</strong> more than 1 year have been<br />
capitalised. Such costs are expected to be recovered, and are<br />
amortised on a straight-line basis over the period <strong>of</strong> their expected<br />
useful lives, being 3 years.<br />
S<strong>of</strong>tware<br />
All s<strong>of</strong>tware purchased or created by WelTec and group which have<br />
a benefit <strong>of</strong> more than 1 year have been capitalised. Such costs are<br />
expected to be recovered, and are amortised on a straight-line basis<br />
over the period <strong>of</strong> their expected useful lives, being 3 years.<br />
Assets under construction<br />
Course development and s<strong>of</strong>tware assets under construction are<br />
treated as an intangible asset until completion. Upon completion <strong>of</strong> a<br />
project, the total cost is transferred to the appropriate asset class, at<br />
which point amortisation begins.<br />
Inventories<br />
Inventories available for resale are valued at the lower <strong>of</strong> cost and net<br />
realisable value. Consumables are recorded at cost.<br />
Investments<br />
Investments are initially recognised at cost, being the fair value <strong>of</strong><br />
the consideration given. After the initial recognition, investments<br />
which are classified as available-for-sale are measured at fair<br />
value. Investments that are intended to be held-to-maturity are<br />
subsequently measured at amortised cost using the effective interest<br />
method. Amortised cost is calculated by taking into account any<br />
discount or premium on acquisition, over the period to maturity.<br />
Any changes in fair value through out the term <strong>of</strong> the investment are<br />
recognised within the Statement <strong>of</strong> Comprehensive Income.<br />
Leased Assets<br />
Operating lease payments, where the lessor effectively retains<br />
substantially all the risks and rewards <strong>of</strong> ownership <strong>of</strong> the leased<br />
items, are recognised as an expense on a straight-line basis over the<br />
lease term.<br />
Payables<br />
Trade payables and other accounts payable are recognised when<br />
WelTec and group becomes obliged to make future payments<br />
resulting from the purchase <strong>of</strong> goods and services.<br />
Other Financial Assets<br />
Financial assets are initially recognised at historical cost. Financial<br />
assets are derecognised when the rights to receive cash flows<br />
from the financial assets have expired or have been transferred and<br />
WelTec and the group has transferred substantially all the risks and<br />
rewards <strong>of</strong> ownership.<br />
58 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
Financial assets are classified into the following categories for the<br />
purposes <strong>of</strong> measurement:<br />
� Loans and receivables<br />
Loans and receivables are non-derivative financial assets with<br />
fixed or determinable payments that are not quoted in an active<br />
market. Related party receivables that are repayable on demand<br />
are classified as a non-current asset because repayment <strong>of</strong> the<br />
receivable is not expected within 12 months <strong>of</strong> balance date.<br />
Property, Plant and Equipment<br />
Land and buildings<br />
Land and buildings are measured at fair value. Fair value is<br />
determined on the basis <strong>of</strong> an annual independent valuation<br />
prepared by registered valuers. Land values are based on<br />
discounted cash flows or capitalisation <strong>of</strong> net income (as<br />
appropriate). Buildings are valued based on depreciated<br />
replacement cost. This methodology is an acceptable estimate <strong>of</strong><br />
fair value due to the lack <strong>of</strong> market-based evidence for education<br />
delivery purposes.<br />
Any revaluation increase arising on the revaluation <strong>of</strong> land and<br />
buildings is credited to the appropriate revaluation reserve, except<br />
to the extent that it reverses a revaluation decrease for the same<br />
asset previously recorded as an expense in the Statement <strong>of</strong><br />
Comprehensive Income, in which case the increase is credited to the<br />
Statement <strong>of</strong> Comprehensive Income to the extent <strong>of</strong> the decrease<br />
previously charged. A decrease in carrying amount arising on the<br />
revaluation <strong>of</strong> land and buildings is charged as an expense in the<br />
Statement <strong>of</strong> Comprehensive Income to the extent that it exceeds the<br />
balance, if any, held in the asset revaluation reserve.<br />
Equipment<br />
Equipment is measured at fair value. Fair value is determined on the<br />
basis <strong>of</strong> a 3 yearly independent valuation prepared by registered<br />
valuers based on discounted cash flows every three years.<br />
Any revaluation increase arising on the revaluation <strong>of</strong> equipment is<br />
credited to the appropriate revaluation reserve, except to the extent<br />
that it reverses a revaluation decrease for the same asset previously<br />
recorded as an expense in the Statement <strong>of</strong> Comprehensive<br />
Income, in which case the increase is credited to the Statement <strong>of</strong><br />
Comprehensive Income to the extent <strong>of</strong> the decrease previously<br />
charged. A decrease in carrying amount arising on the revaluation<br />
<strong>of</strong> equipment is charged as an expense in the Statement <strong>of</strong><br />
Comprehensive Income to the extent that it exceeds the balance, if<br />
any, held in the asset revaluation reserve.<br />
Other property, plant and equipment<br />
All other property, plant and equipment is recognised as an asset<br />
if, and only if, it is probable that future economic benefits or service<br />
potential associated with the item will flow to WelTec and group and<br />
the cost <strong>of</strong> the item can be measured reliably.<br />
An item <strong>of</strong> property, plant and equipment is stated at cost less<br />
accumulated depreciation and impairment. Cost includes<br />
expenditure that is directly attributable to the acquisition <strong>of</strong> the<br />
item. In the event that settlement <strong>of</strong> all or part <strong>of</strong> the purchase<br />
consideration is deferred, cost is determined by discounting the<br />
amounts payable in the future to their present value as at the date <strong>of</strong><br />
the acquisition.
Assets under construction<br />
Assets under construction are disclosed separately. Upon<br />
completion, the asset’s total cost is transferred to the appropriate<br />
asset class, at which point depreciation begins. Disposals gains<br />
and losses on disposals are determined by comparing the disposal<br />
proceeds with the carrying amount <strong>of</strong> the asset. gains and losses on<br />
disposals are reported net in the pr<strong>of</strong>it or loss. When revalued assets<br />
are sold, the amounts included in revaluation reserves in respect <strong>of</strong><br />
those assets are transferred to general funds.<br />
Depreciation<br />
Depreciation has been provided on all property, plant and<br />
equipment, excluding land. Depreciation is calculated on a straightline<br />
basis, at rates that expense the assets’ cost (or valuation) to their<br />
estimated residual values over their useful life.<br />
The useful life <strong>of</strong> each class <strong>of</strong> asset is as follows:<br />
Buildings<br />
– Shell 10 - 50 years<br />
– Services 10 - 25 years<br />
– Fit-out 10 - 15 years<br />
Leasehold improvements 2 - 15 years,<br />
based on lease renewal dates<br />
Equipment 3 - 30 years<br />
Motor vehicles 5 years<br />
Furniture and fittings 5 years<br />
Library collection 5 years<br />
Hardware 3 years<br />
Provisions<br />
Provisions are recognised when: a present obligation (legal or<br />
constructive) arises as a result <strong>of</strong> a past event; it is probable that an<br />
outflow <strong>of</strong> resources embodying economic benefits will be required<br />
to settle the obligation; and a reliable estimate can be made <strong>of</strong> the<br />
amount <strong>of</strong> the obligation.<br />
If the effect <strong>of</strong> the time value <strong>of</strong> money is material, provisions are<br />
determined by discounting the expected future cash flows at a<br />
pre-tax rate that reflects current market assessments <strong>of</strong> the time<br />
value <strong>of</strong> money and, where appropriate, the risks specific to the<br />
liability.<br />
Provisions are reviewed at each balance date, and adjusted to reflect<br />
the current best estimate. When it is no longer probable that an<br />
outflow <strong>of</strong> resources embodying economic benefits will be required<br />
to settle the obligation, the provision shall be reversed.<br />
Where discounting is used, the increase in the provision due to the<br />
passage <strong>of</strong> time is recognised as a finance cost.<br />
Receivables<br />
Trade receivables, student receivables and other receivables are<br />
recorded at cost less provision made for uncollectible balances.<br />
Reserves<br />
WelTec and group has an asset revaluation reserve which has been<br />
generated by the revaluation <strong>of</strong> equipment, land and buildings, as<br />
outlined in Property, Plant and Equipment above.<br />
Revenue<br />
Revenue is recognised to the extent that it is probable that the<br />
economic benefits will flow to WelTec and group and the revenue<br />
can be reliably measured. The following specific criteria must also be<br />
met before revenue is recognised:<br />
Government grants<br />
government grants are recognised when eligibility to receive the<br />
grant has been established. For Student Component Funding,<br />
entitlement is established upon the withdrawal period for an<br />
individual’s course <strong>of</strong> study having passed. For project-based<br />
grants, entitlement is established upon the completion <strong>of</strong> agreed<br />
milestones. Where funds have been received but not earned at<br />
balance date, an Income in Advance liability is recognised.<br />
Student tuition fees<br />
Revenue from student tuition fees is recognised in the Statement <strong>of</strong><br />
Comprehensive Income on entitlement.<br />
Rendering <strong>of</strong> services<br />
Revenue from a contract to provide services is recognised by<br />
reference to the stage <strong>of</strong> completion <strong>of</strong> the contract at the Balance<br />
Sheet date.<br />
Interest revenue<br />
Interest revenue is recognised on a time-proportionate basis that<br />
takes into account the effective yield on the financial asset.<br />
Taxation<br />
Tertiary institutions are exempt from payment <strong>of</strong> income tax, as<br />
they are treated by the Inland Revenue Department as charitable<br />
organisations. Accordingly, no income tax is provided for.<br />
Critical accounting estimates and assumptions<br />
In preparing these financial statements, WelTec and group has<br />
made estimates and assumptions concerning the future. These<br />
estimates and assumptions may differ from the subsequent actual<br />
results. Estimates and assumptions are continually evaluated and<br />
are based on historical experience and other factors, including<br />
expectations or future events that are believed to be reasonable<br />
under the circumstances. The estimates and assumptions that have<br />
a significant risk <strong>of</strong> causing a material adjustment to the carrying<br />
amounts <strong>of</strong> assets and liabilities within the next financial year are<br />
discussed below:<br />
Land and buildings valuation<br />
Note 16 provides information about the estimates and assumptions<br />
exercised in the measurement <strong>of</strong> revalued land, buildings and<br />
equipment.<br />
Retirement leave<br />
Note 20 provides information about the estimates and assumptions<br />
exercised in the measurement <strong>of</strong> retirement leave.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
59
Critical judgements in applying accounting<br />
policies<br />
Management has exercised the following critical judgements in<br />
applying accounting policies for the year ended 31 December <strong>2011</strong>:<br />
Crown-owned land and buildings<br />
Crown-owned land and buildings are included as part <strong>of</strong> WelTec<br />
and group’s property, plant and equipment. Although legal title has<br />
not been transferred, the Crown has vested all the normal risks and<br />
rewards <strong>of</strong> ownership to WelTec and group. Restrictions on disposal<br />
<strong>of</strong> these Crown owned land and buildings are in place, as per<br />
section 192 <strong>of</strong> the Education Act 1989.<br />
Distinction between revenue and capital contributions<br />
Most Crown funding received is operational in nature and is provided<br />
by the Crown under the authority <strong>of</strong> an expense appropriation and is<br />
recognised as revenue. Where funding is received from the Crown<br />
under the authority <strong>of</strong> a capital appropriation, WelTec and group<br />
accounts for the funding as an equity injection directly in equity.<br />
Information about equity injections recognised in equity is disclosed<br />
in note 22.<br />
Changes in Accounting Policies<br />
There have been no changes in accounting policies from the prior<br />
financial year.<br />
Adoption <strong>of</strong> the revised NZ IAS 24 Related Party Disclosures<br />
The revised NZ IAS 24 Related Party Disclosures (revised 2009) has<br />
been adopted for the year ended 31 December <strong>2011</strong>. The effect <strong>of</strong><br />
adopting the revised NZ IAS 24 is:<br />
� More information is required to be disclosed about<br />
transactions between the <strong>Institute</strong> and government-related<br />
entities; and<br />
� Commitments with related parties now require disclosure.<br />
Standards, amendments and interpretations issued that are<br />
not yet effective and have not been early adopted<br />
� NZ IFRS 9 Financial Instruments will eventually replace NZ IAS<br />
39 Financial Instruments: Recognition and Measurement.<br />
NZ IAS 39 is being replaced in three phases:<br />
1. Classification and Measurement<br />
2. Impairment Methodology<br />
3. Hedge Accounting<br />
Phase 1 has been completed and has been published in the<br />
new financial standard NZ IFRS 9. NZ IFRS 9 uses a single<br />
approach to determine whether a financial asset is measured<br />
at amortised cost or fair value, replacing the many different<br />
rules in NZ IAS 39. The new approach is based on how<br />
an entity manages its financial assets and the contractual<br />
cash flow characteristics <strong>of</strong> the financial asset. The financial<br />
liability requirements are the same as those in NZ IAS 39,<br />
except for when an entity elects to designate a financial liability<br />
at fair value through the pr<strong>of</strong>it or loss. The new Standard is<br />
required to be adopted for the year ended 30 June 2014.<br />
WelTec has not yet assessed the effect <strong>of</strong> the new standard<br />
and expects it will not be adopted early.<br />
60 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
� FRS-44 New Zealand Additional Disclosures and Amendments<br />
to NZ IFRS to harmonise with IFRS and Australian Accounting<br />
Standards (Harmonisation Amendments) – These were issued<br />
in May <strong>2011</strong> with the purpose <strong>of</strong> harmonising Australia and<br />
New Zealand’s accounting standards with source IFRS<br />
and to eliminate many <strong>of</strong> the differences between the<br />
accounting standards in each jurisdiction. The amendments<br />
must first be adopted for the year ended 31 December<br />
2012. WelTec has yet to assess the effects <strong>of</strong> FRS-44 and<br />
the Harmonisation Amendments.<br />
As the External <strong>Report</strong>ing Board is consulting on a new accounting<br />
standards framework for public benefit entities, it is expected that all<br />
new NZ IFRS and amendments to existing NZ IFRS with a mandatory<br />
effective date for annual reporting periods commencing on or after<br />
1 January 2012 will not be applicable to public benefit entities. This<br />
means that the financial reporting requirements for public benefit<br />
entities are expected to be effectively frozen in the short term.<br />
Accordingly, no disclosure has been made about new or amended<br />
NZ IFRS that exclude public benefits entities from their scope.
NOTES TO THE FINANCIAL STATEMENTS<br />
2 GOvERNMENT GRANTS<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
Student Achievement Component 26,306 25,486 19,077 26,306 25,486 19,077<br />
Adult & Community Education 222 222 412 222 222 412<br />
Youth guarantee 1,017 893 544 1,017 893 544<br />
Trades Academy 789 1,000 - 789 1,000 -<br />
Equity funding 141 141 218 141 141 218<br />
Other funding 513 353 10,200 167 353 10,200<br />
3 TERTIARY FEES<br />
28,988 28,095 30,451 28,642 28,095 30,451<br />
Domestic students 10,704 10,946 9,491 10,704 10,946 9,491<br />
International students 3,775 4,430 3,963 3,775 4,430 3,963<br />
Other fees 1,913 1,634 1,707 1,913 1,634 1,707<br />
4 OTHER TEACHING<br />
16,392 17,010 15,161 16,392 17,010 15,161<br />
Contract students 3,290 2,900 3,131 3,290 2,900 3,131<br />
Contract income 836 670 574 454 670 574<br />
5 OTHER INCOME<br />
4,126 3,570 3,705 3,744 3,570 3,705<br />
Trading income 974 1,736 1,454 999 736 1,454<br />
Other income 1,261 23 1,681 1,091 23 1,681<br />
Pr<strong>of</strong>it on disposal <strong>of</strong> assets - - 155 - - 155<br />
Finance income 845 430 738 845 430 738<br />
6 PERSONNEL<br />
3,080 2,189 4,028 2,935 1,189 4,028<br />
Key Management Compensation:<br />
Short term employee benefits 1,529 1,374 1,372 1,483 1,374 1,372<br />
Council fees<br />
Staff Compensation:<br />
141 121 113 141 121 113<br />
Short term employee benefits 27,243 26,108 25,996 26,850 25,882 25,996<br />
Defined contribution plan employer contributions 281 - 224 281 - 224<br />
Associated Personnel Expenses 688 738 585 686 737 585<br />
7 ADMINISTRATION<br />
GROUP PARENT<br />
29,882 28,341 28,290 29,441 28,114 28,290<br />
Administrative expenditure 6,327 6,177 7,675 5,904 5,746 7,675<br />
Non personnel research expense 74 106 43 74 106 43<br />
Bad debts expense 98 100 72 98 100 72<br />
Doubtful debts expense 454 - 52 454 - 52<br />
Remuneration <strong>of</strong> external auditors 87 90 81 87 90 81<br />
7,040 6,473 7,923 6,617 6,042 7,923<br />
<strong>2011</strong> ANNUAL REPORT |<br />
61
NOTES TO THE FINANCIAL STATEMENTS<br />
8 INFRASTRUCTURE<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
Information & computer technology 971 912 998 955 912 998<br />
Insurance 334 338 312 334 336 312<br />
Loss on disposal <strong>of</strong> assets 1 - - 1 - -<br />
Operating leases 1,616 1,606 1,602 1,605 1,586 1,602<br />
Occupancy 2,187 2,173 1,992 2,168 2,173 1,992<br />
5,109 5,029 4,904 5,063 5,007 4,904<br />
9 INTEREST, DEPRECIATION<br />
& AMORTISATION<br />
Interest - - - - - -<br />
Depreciation 4,741 5,527 4,954 4,741 5,527 4,954<br />
Amortisation 507 307 450 507 307 450<br />
10 NON OPERATING ITEMS<br />
5,248 5,834 5,404 5,248 5,834 5,404<br />
Restructuring - (150) (581) - (150) (581)<br />
gain on revaluation 262 - 186 262 - 186<br />
Lease fitout reinstatement write back 985 985 - 985 985 -<br />
Campus development - (504) - - (504) -<br />
1,247 331 (395) 1,247 331 (395)<br />
11 TRADE AND OTHER RECEIvABLES<br />
Trade receivables 2,132 410 1,082 1,741 410 1,082<br />
Student receivables 5,744 5,649 5,913 5,744 5,649 5,913<br />
Related party receivables (note 33)<br />
Provision for doubtful debt:<br />
8 470 201 502 270 201<br />
Opening balance (215) (215) (163) (215) (215) (163)<br />
Bad debts written <strong>of</strong>f against provision during<br />
the year<br />
- - - - - -<br />
Additional provision made during the year (454) - (52) (454) - (52)<br />
Closing balance (669) (215) (215) (669) (215) (215)<br />
7,215 6,314 6,981 7,318 6,114 6,981<br />
Student fees are due before a course commences or upon enrolment if the course has already begun. Student fee receivables are non-interest bearing<br />
and are generally paid in full by course commencement date. Therefore, their carrying value approximates their fair value.<br />
Other receivables are non-interest bearing and are generally settled on 30-day terms. Therefore the carrying value <strong>of</strong> other receivables approximates<br />
their fair value.<br />
The ageing pr<strong>of</strong>ile <strong>of</strong> student receivables<br />
Not past due 4,827 5,495 4,827 5,495<br />
Past due 1 – 30 days 6 4 6 4<br />
Past due 31 – 60 days 302 199 302 199<br />
Past due 61 – 90 days 30 6 30 6<br />
Past due over 90 days 579 209 579 209<br />
62 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
GROUP PARENT<br />
5,744 5,913 5,744 5,913
NOTES TO THE FINANCIAL STATEMENTS<br />
All receivables greater than 30 days in age are considered to be past due.<br />
A provision has been made for estimated irrecoverable amounts based on the status <strong>of</strong> individual receivable balances as at 31 December <strong>2011</strong>.<br />
Bad debts are written <strong>of</strong>f when identified.<br />
GROUP PARENT<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
12 INvENTORY<br />
Work in progress - at cost 290 0 0 290 0 0<br />
Finished goods - at cost 16 5 32 16 5 32<br />
306 5 32 306 5 32<br />
13 INvESTMENT IN ASSOCIATE<br />
MotorTrain Limited - - - - - -<br />
Le Cordon Bleu New Zealand <strong>Institute</strong> Limited<br />
Partnership<br />
2,700 2,442 3,012 - - -<br />
Movements in the carrying amount <strong>of</strong> investments in associates<br />
2,700 2,442 3,012 - - -<br />
Balance at 1 January 3,012 3,012 - - - -<br />
New investments during the year - - 3,150 - - -<br />
Share <strong>of</strong> total comprehensive income (312) (570) (138) - - -<br />
Balance at 31 December 2,700 2,442 3,012 - - -<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
Summarised financial information <strong>of</strong> WelTec Connect Limited presented on a net basis<br />
Assets 3,047 2,917 3,242<br />
Liabilities (347) (388) (230)<br />
Revenues 120 89 62<br />
Pr<strong>of</strong>it/(Loss) (312) (570) (138)<br />
WelTec’s interest 43.15% 43.15% 43.15%<br />
Share <strong>of</strong> associates contingent<br />
liabilities<br />
Share <strong>of</strong> associates<br />
commitments<br />
14 INvESTMENT IN jOINTLY CONTROLLED ENTITY<br />
WelTec and Universal College <strong>of</strong> Learning (UCOL) have a<br />
50% interest in a joint venture, Cybus, which undertakes<br />
academic and support services on contract to the<br />
Le Cordon Bleu New Zealand Institue Limited Partnership.<br />
The following amounts represent the group’s share <strong>of</strong> the<br />
assets, liabilities, income and expenses <strong>of</strong> the joint venture:<br />
GROUP<br />
- - -<br />
1,921 1,895 2,589<br />
MotorTrain Limited is a shell company in which WelTec<br />
holds a 25% interest. No transactions were incurred<br />
during the year.<br />
WelTec Connect Limited holds the group’s investment in<br />
Le Cordon Bleu New Zealand <strong>Institute</strong> (LCBNZI), being a<br />
43.15% investment in the Le Cordon Bleu New Zealand<br />
<strong>Institute</strong> Limited Partnership and a 33.3% shareholding in<br />
LCB Management NZ Limited, the general Partner <strong>of</strong> the<br />
Limited Partnership.<br />
WelTec and LCBNZI are jointly developing premises in<br />
the Regent Centre, lower Cuba Street in <strong>Wellington</strong> City.<br />
WelTec’s School <strong>of</strong> Hospitality and the LCBNZI Cuisine<br />
School will co-locate in this facility. Academic delivery will<br />
commence in 2012.<br />
GROUP<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
Assets 100 16 -<br />
Liabilities (100) (18) -<br />
Income 363 513 -<br />
Expenses (363) (515) -<br />
Pr<strong>of</strong>it/(Loss) - (2) -<br />
Share <strong>of</strong> joint venture’s<br />
contingent liabilities<br />
Share <strong>of</strong> joint venture’s<br />
commitments<br />
- - -<br />
- - -<br />
<strong>2011</strong> ANNUAL REPORT |<br />
63
NOTES TO THE FINANCIAL STATEMENTS<br />
15 OTHER FINANCIAL ASSETS<br />
WelTec Connect Limited is 100% owned by WelTec<br />
and provides research and development services,<br />
consultancy, contract research and workplace<br />
learning delivery.<br />
Loans to related parties are unsecured, non-interest<br />
bearing, and are repayable on demand. On 24 April<br />
2012 the Council agreed to convert the $3.15m loan<br />
to WelTec Connect Limited to capital.<br />
As a consequence the loan has been re-classified as<br />
a current asset for these accounts.<br />
Current<br />
Loans to subsidiary<br />
- WelTec Connect Limited<br />
(refer note 33)<br />
Non current<br />
Investment in subsidiary<br />
- WelTec Connect Limited<br />
Loans to subsidiary<br />
- WelTec Connect Limited<br />
16 PROPERTY, PLANT AND EQUIPMENT FOR THE GROUP AND PARENT<br />
<strong>2011</strong> Actual $000<br />
Gross Carrying Amount<br />
Land &<br />
Buildings<br />
Leasehold<br />
Improvement<br />
Equipment Hardware<br />
Furniture<br />
& Fittings<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
3,150 - -<br />
- - -<br />
- 3,150 3,150<br />
3,150 3,150 3,150<br />
Library<br />
Collection<br />
Assets under<br />
Construction<br />
Balance as at 1 January 49,894 3,282 5,073 7,426 2,012 1,526 482 69,695<br />
Additions 369 4 425 1,503 105 198 1,982 4,586<br />
Disposals - - (1) (23) - - - (24)<br />
Reclassifications - - 87 437 - - (482) 42<br />
Net revaluation increments/<br />
decrements<br />
254 - - - - - - 254<br />
Balance as at 31 December 50,517 3,286 5,584 9,343 2,117 1,724 1,982 74,553<br />
Accumulated Depreciation<br />
Balance as at 1 January - 2,735 1,173 4,722 1,511 978 - 11,119<br />
Depreciation Expense 1,424 539 787 1,581 199 211 - 4,741<br />
Disposals - - - (22) - - - (22)<br />
Reclassifications - - - - - - - -<br />
Net revaluation increments/<br />
decrements<br />
(1,424) - - - - - - (1,424)<br />
Balance as at 31 December - 3,274 1,960 6,281 1,710 1,189 - 14,414<br />
Net Book value 50,517 12 3,624 3,062 407 535 1,982 60,139<br />
64 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
PARENT<br />
Total
NOTES TO THE FINANCIAL STATEMENTS<br />
2010 Actual $000<br />
Gross Carrying Amount<br />
Land &<br />
Buildings<br />
Leasehold<br />
Improvement<br />
Equipment Hardware<br />
Furniture<br />
& Fittings<br />
Library<br />
Collection<br />
Assets under<br />
Construction<br />
Balance as at 1 January 49,696 3,251 7,224 5,731 1,957 1,334 256 69,449<br />
Additions 74 31 249 2,230 55 192 482 3,313<br />
Disposals - - (8) (784) - - - (792)<br />
Reclassifications - - 7 249 - - (256) -<br />
Net revaluation increments/<br />
decrements<br />
124 - (2,399) - - - - (2,275)<br />
Balance as at 31 December 49,894 3,282 5,073 7,426 2,012 1,526 482 69,695<br />
Accumulated Depreciation<br />
Balance as at 1 January - 2,058 2,622 3,857 1,326 767 - 10,629<br />
Depreciation Expense 1,414 677 982 1,485 185 211 - 4,954<br />
Disposals - - (6) (620) - - - (626)<br />
Reclassifications - - - - - - - -<br />
Net revaluation increments/<br />
decrements<br />
(1,414) - (2,425) - - - - (3,839)<br />
Balance as at 31 December - 2,735 1,173 4,722 1,511 978 - 11,119<br />
Net Book value 49,894 547 3,900 2,705 500 548 482 58,576<br />
Land and buildings carried at fair value<br />
An independent valuation <strong>of</strong> the land and buildings was performed by Darroch Limited, registered independent valuers as at 31 December <strong>2011</strong>. Land<br />
fair value is determined by reference to an open market basis, being the amount for which the assets could be exchanged between a knowledgeable<br />
willing buyer and seller in an arm’s length transaction.<br />
Specialist buildings are valued at fair value using depreciation replacement cost methodology. This methodology is an acceptable estimate <strong>of</strong> fair value<br />
due to the lack <strong>of</strong> market-based evidence for education delivery purposes.<br />
Restrictions on title<br />
Under the Education Act 1989, WelTec and group is required to obtain the consent from the Ministry <strong>of</strong> Education to dispose or sell <strong>of</strong> property where the<br />
value <strong>of</strong> the property exceeds an amount determined by the Minister. There are also various restrictions in the form <strong>of</strong> historic designations, reserve, and<br />
endowment encumbrances attached to the land. WelTec and group does not consider it practical to disclose in detail the value <strong>of</strong> land subject to these<br />
restrictions.<br />
Total<br />
<strong>2011</strong> ANNUAL REPORT |<br />
65
NOTES TO THE FINANCIAL STATEMENTS<br />
17 INTANGIBLE ASSETS<br />
GROUP $000 S<strong>of</strong>tware<br />
Intellectual<br />
Property<br />
<strong>2011</strong> 2010<br />
Assets under<br />
construction<br />
Total S<strong>of</strong>tware<br />
Intellectual<br />
Property<br />
Assets under<br />
Construction<br />
Gross Carrying Amount<br />
Balance as at 1 January 1,580 1,100 982 3,662 1,580 973 127 2,680<br />
Additions 14 301 146 461 - - 982 982<br />
Disposals - - - - - - - -<br />
Reclassifications 514 426 (982) (42) - 127 (127) -<br />
Net revaluation increments/ - - - - - - - -<br />
decrements - - - - - - - -<br />
Balance as at 31 December 2,108 1,827 146 4,081 1,580 1,100 982 3,662<br />
Accumulated Depreciation<br />
Balance as at 1 January 1,523 934 - 2,457 1,430 577 - 2,007<br />
Amortisation Expense 230 277 - 507 93 357 - 450<br />
Disposals - - - - - - - -<br />
Reclassifications - - - - - - - -<br />
Net revaluation increments/ - - - - - - - -<br />
decrements - - - - - - - -<br />
Balance as at 31 December 1,753 1,211 - 2,964 1,523 934 - 2,457<br />
Net Book value 355 616 146 1,117 57 166 982 1,205<br />
PARENT $000 S<strong>of</strong>tware<br />
Intellectual<br />
Property<br />
<strong>2011</strong> 2010<br />
Assets under<br />
construction<br />
Total S<strong>of</strong>tware<br />
Intellectual<br />
Property<br />
Assets under<br />
Construction<br />
Gross Carrying Amount<br />
Balance as at 1 January 1,580 1,100 982 3,662 1,580 973 127 2,680<br />
Additions 14 301 135 450 - - 982 982<br />
Disposals - - - - - - - -<br />
Reclassifications 514 426 (982) (42) - 127 (127) -<br />
Net revaluation increments/ - - - - - - - -<br />
decrements - - - - - - - -<br />
Balance as at 31 December 2,108 1,827 135 4,070 1,580 1,100 982 3,662<br />
Accumulated Depreciation<br />
Balance as at 1 January 1,523 934 - 2,457 1,430 577 - 2,007<br />
Amortisation Expense 230 277 - 507 93 357 - 450<br />
Disposals - - - - - - - -<br />
Reclassifications - - - - - - - -<br />
Net revaluation increments/ - - - - - - - -<br />
decrements - - - - - - - -<br />
Balance as at 31 December 1,753 1,211 - 2,964 1,523 934 - 2,457<br />
Net Book value 355 616 135 1,106 57 166 982 1,205<br />
There are no restrictions over the title <strong>of</strong> WelTec or group’s intangible assets, nor are any intangible assets pledged as security for liabilities.<br />
66 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
Total<br />
Total
NOTES TO THE FINANCIAL STATEMENTS<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
18 TRADE AND OTHER PAYABLES<br />
Trade payables 4,242 2,536 4,024 4,229 2,536 4,024<br />
goods and services tax (gST) payable 1,072 1,386 1,386 1,055 1,386 1,386<br />
5,314 3,922 5,410 5,284 3,922 5,410<br />
Trade payables are non-interest bearing and are normally settled on 30-day terms, therefore the carrying value <strong>of</strong> payables approximates their fair<br />
value.<br />
19 INCOME IN ADvANCE<br />
Student income in advance 5,565 4,962 6,179 5,565 4,962 6,179<br />
Other income in advance 518 99 119 518 99 119<br />
6,083 5,061 6,298 6,083 5,061 6,298<br />
20 EMPLOYEE BENEFITS<br />
Accrued employee payments 512 177 725 508 177 725<br />
<strong>Annual</strong> and discretionary leave 2,101 1,840 1,840 2,079 1,840 1,840<br />
Sick leave 229 202 202 229 202 202<br />
2,842 2,219 2,767 2,816 2,219 2,767<br />
A provision is recognised for post employment benefits payable to employees. Employees are entitled to annual leave pay, long service leave and<br />
retirement leave pay. <strong>Annual</strong> leave and sick leave entitlements expected to be settled within 12 months <strong>of</strong> the balance date are measured at the<br />
current rates <strong>of</strong> pay and classified as current liabilities.<br />
Entitlements related to long service leave and retirement leave have been calculated at the present value <strong>of</strong> future cash flows determined on an<br />
actuarial basis and classified as non-current liabilities.<br />
21 NON CURRENT PROvISION<br />
Employee benefits<br />
Long Service leave 129 97 97 129 97 97<br />
Retirement leave 107 87 87 107 87 87<br />
236 184 184 236 184 184<br />
Leased premises fitout reinstatement:<br />
Opening balance 985 985 985 985 985 985<br />
Expensed during the period (985) (985) - (985) (985) -<br />
Leased premises fitout reinstatement<br />
closing balance<br />
Lease make-good provision<br />
GROUP PARENT<br />
- - 985 - - 985<br />
236 184 1,169 236 184 1,169<br />
During <strong>2011</strong> WelTec renewed a lease which previously had a make-good clause within it (which required any damage caused to the premises to<br />
be remedied and for WelTec to return the premises to their original configuration). During negotiations the landlord agreed to remove the makegood<br />
clause from the new lease agreement, thereby removing the need to maintain this provision. Information about WelTec and group leasing<br />
arrangements are disclosed in note 29.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
67
NOTES TO THE FINANCIAL STATEMENTS<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
22 CROWN EQUITY<br />
Opening balance 38,932 38,932 38,832 38,932 38,932 38,832<br />
Equity Injection 400 - 100 400 - 100<br />
Closing balance 39,332 38,932 38,932 39,332 38,932 38,932<br />
Crown Equity represents the total investment the Crown has in WelTec. It is comprised <strong>of</strong> two components, Notional Equity - the carrying value <strong>of</strong> Crownowned<br />
land and buildings at the date the Crown vested all the normal risks and rewards <strong>of</strong> ownership to WelTec, and Received Equity - actual cash<br />
payments received.<br />
In <strong>2011</strong> WelTec received an equity injection <strong>of</strong> $400,000 as a contribution from the Crown for the establishment <strong>of</strong> our Trades Academy. In 2010 WelTec<br />
received $100,000 in recognition <strong>of</strong> the investment that had been made in our document management solution and video conference capabilities.<br />
Capital Management<br />
GROUP PARENT<br />
WelTec and group’s capital is its equity, which comprises its Crown equity noted above, Retained Earnings (note 23) and Reserves (note 24). Equity is<br />
represented by net assets.<br />
WelTec is subject to the financial management and accountability provisions <strong>of</strong> the Education Act 1989, which includes restrictions in relation to:<br />
disposing <strong>of</strong> assets or interests in assets, ability to mortgage or otherwise charge assets or interests in assets, granting leases <strong>of</strong> land or buildings or<br />
parts <strong>of</strong> buildings, and borrowing.<br />
WelTec manages its revenues, expenses, assets, liabilities and general financial dealings prudently and in a manner that promotes the current and future<br />
interests <strong>of</strong> the community. WelTec’s equity is largely managed as a by-product <strong>of</strong> managing revenues, expenses, assets, liabilities and general financial<br />
dealings.<br />
The objective <strong>of</strong> managing WelTec’s equity is to ensure that it effectively and efficiently achieves the goals and objectives for which it has been<br />
established, while remaining a going concern.<br />
23 RETAINED EARNINGS<br />
Opening balance 6,882 6,703 3,816 7,020 6,841 3,816<br />
Pr<strong>of</strong>it 2,765 1,455 3,066 3,192 1,825 3,204<br />
Balance at end <strong>of</strong> financial year 9,647 8,158 6,882 10,212 8,666 7,020<br />
24 RESERvES<br />
Opening balance 22,828 21,451 21,451 22,828 21,451 21,451<br />
Revaluation increase 1,417 - 1,377 1,417 - 1,377<br />
Balance at end <strong>of</strong> financial year 24,245 21,451 22,828 24,245 21,451 22,828<br />
These reserves have been generated by the revaluation <strong>of</strong> land and buildings undertaken by Darroch Limited on an annual basis, and the revaluation <strong>of</strong><br />
equipment on a 3 yearly basis undertaken by Ewan Forbes, registered Plant and Machinery Valuer (see note 16).<br />
68 | WELLINgTON INSTITUTE OF TECHNOLOgY
NOTES TO THE FINANCIAL STATEMENTS<br />
25 NOTES TO THE CASH FLOW STATEMENT<br />
(a) Reconciliation <strong>of</strong> cash and cash equivalents<br />
For the purposes <strong>of</strong> the cash flow statement, cash and cash equivalents includes cash on hand and in banks and term investments in money market<br />
instruments, net <strong>of</strong> outstanding bank overdrafts. The carrying value <strong>of</strong> cash at bank, call deposits and term deposits approximates their fair value.<br />
Cash and cash equivalents at the end <strong>of</strong> the financial year as shown in the cash flow statement is reconciled to the related items in the Balance Sheet as<br />
follows:<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
Cash and cash equivalents:<br />
Operating Funds<br />
Designated Funds:<br />
722 1,165 754 689 1,165 3,343<br />
Campus Development 15,492 6,300 12,589 15,492 6,300 10,000<br />
Fit-out Reinstatement - - 1,125 - - 1,125<br />
(b) Reconciliation <strong>of</strong> pr<strong>of</strong>it for the period to net cash flows from operating activities<br />
16,214 7,465 14,468 16,181 7,465 14,468<br />
Pr<strong>of</strong>it for the period 2,765 1,455 3,066 3,192 1,825 3,204<br />
Add/(less) non-cash items:<br />
Depreciation and amortisation <strong>of</strong> non current<br />
assets<br />
5,249 5,835 5,404 5,249 5,835 5,404<br />
Doubtful debts expense 454 - 52 454 - 52<br />
gain on sale or disposal <strong>of</strong> non current assets 1 1,075 (155) 1 1,075 (155)<br />
gain on revaluation <strong>of</strong> non current assets (262) - (186) (262) - (186)<br />
gain on provision write-back (985) - - (985) - -<br />
Share <strong>of</strong> associate loss 312 570 138 - - -<br />
Add/(less) movements in working capital items:<br />
(Increase)/decrease in receivables (662) (538) (2,270) (792) (538) (2,270)<br />
(Increase)/decrease in inventories (274) 26 146 (274) 26 146<br />
(Increase)/decrease in prepayments 4 16 (5) 4 16 (5)<br />
Increase/(decrease) in payables (711) (1,020) 1,630 (660) (1,020) 1,630<br />
Increase/(decrease) in provisions 158 (548) 721 101 (548) 721<br />
Increase/(decrease) in other current liabilities (192) (571) 960 (215) (371) 960<br />
Net cash from operating activities 5,857 6,300 9,501 5,813 6,300 9,501<br />
26 ExPLANATION OF MAjOR vARIANCES AGAINST BUDGET<br />
Explanations for major variances against the Council approved budget are as follows:<br />
Income statement<br />
GROUP PARENT<br />
WelTec has delivered an Operating Pr<strong>of</strong>it return on Operating Income <strong>of</strong> 3.5% in <strong>2011</strong> which is in line with the budgeted 3.3%. This was a commendable<br />
effort given the extra-ordinary financial pressures we were asked to operate under during the year. WelTec answered the government’s call to provide<br />
additional trades training during <strong>2011</strong> which resulted in additional government grants funding being received. However to earn this income WelTec was<br />
required by the Tertiary Education Commission to deliver over 103% <strong>of</strong> Investment Plan funding. WelTec achieved this through delivering a higher number<br />
<strong>of</strong> Trimester 2 and 3 programmes, which in turn required additional staff and resources to be incurred - the net effect <strong>of</strong> which had a negative impact on<br />
the final result.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
69
NOTES TO THE FINANCIAL STATEMENTS<br />
Tuition Funding income received during <strong>2011</strong> was $0.6m unfavourable to budget. This reflected lower international student numbers being achieved for<br />
the year than budgeted, with the final EFTS number similar to that achieved in 2010. WelTec undertook an external review <strong>of</strong> its international operation<br />
and has implemented a number <strong>of</strong> recommendations to improve our ability to grow this revenue stream in future years.<br />
Other Teaching Income finished <strong>2011</strong> with a favourable variance to budget <strong>of</strong> $0.2m (parent) and $0.6m (group). The parent result reflects higher than<br />
budgeted activity with ITOs, with a significant amount <strong>of</strong> unplanned delivery occurring within plumbing and hospitality programme disciplines.<br />
The group result reflects the nature <strong>of</strong> services provided by WelTec Connect, with more contract based delivery as opposed to simple trading sales<br />
activity.<br />
Other Income generated a favourable variance <strong>of</strong> $1.7m (parent) and $0.8m (group) to budget. Interest income contributed $0.4m <strong>of</strong> this favourable<br />
variance, with higher cash holdings being maintained throughout the year due to campus development activities not progressing as planned. The<br />
remainder <strong>of</strong> the variance was achieved across a number <strong>of</strong> business units and in the main reflected one-<strong>of</strong>f business activity.<br />
Cost <strong>of</strong> Services at $50.8m for the group was an unfavourable variance to budget <strong>of</strong> $1.6m. The key expense category that generated this variance<br />
was Personnel, with a higher number <strong>of</strong> academic staffing required to meet Trimester 2 and 3 programme delivery demand, as noted above.<br />
Non Operating Items in <strong>2011</strong> reflects non cash revenue generated through the write-back <strong>of</strong> a lease re-instatement provision and the reversal <strong>of</strong> $262k<br />
<strong>of</strong> a previously expensed revaluation loss associated with our Cuba Street, Petone premise. The <strong>2011</strong> budget provided for the write-<strong>of</strong>f <strong>of</strong> prefabricated<br />
buildings and specialist fitout and services located at Petone on the basis that new premises at Petone and <strong>Wellington</strong> would be completed within the<br />
calendar year. Unfortunately the timing <strong>of</strong> these developments tracked behind original expectations, with this expenditure now likely to be recognised in<br />
2012.<br />
Balance Sheet<br />
WelTec group’s Current Assets have finished <strong>2011</strong> $10m higher than budget. This is principally due to higher cash holdings ($8.7m). Trade and other<br />
receivables has finished the year $0.9m ahead <strong>of</strong> budget. This reflects a change in debt pr<strong>of</strong>ile within our student debt with student loans becoming<br />
harder to obtain. It also reflects a change in our contract terms with two key customers which has inflated the Trade Receivables balance at year end.<br />
Inventory in <strong>2011</strong> reflects the development <strong>of</strong> 6 relocatable houses within Work in Progress. The actual number <strong>of</strong> houses being constructed in <strong>2011</strong><br />
was substantially higher than budget, which had assumed 4 houses would be completed and sold within the year.<br />
Current liabilities have finished <strong>2011</strong> below 2010 actual levels, but up compared to budget. This reflects the timing <strong>of</strong> capital expenditure, with large<br />
development costs still being incurred when the budget had assumed these would be completed by December. Employee benefits are higher than<br />
budget principally due to the higher staff costs that have been utilised in <strong>2011</strong> to deliver the higher domestic EFTS numbers.<br />
Statement <strong>of</strong> cash flows<br />
Cash holdings in <strong>2011</strong> remained higher than budget throughout the year, which meant WelTec was able to generate a favourable interest income<br />
variance for the year. The key reason for this was the timing <strong>of</strong> campus development, with the Hospitality School development in Cuba Street,<br />
<strong>Wellington</strong> progressing behind the original timeline, and no progress having been made on Petone development due to appeals being made against<br />
the Resource Consent for a new building next to N Block in Cuba Street, Petone.<br />
27 TE WHARE AKO FINANCIAL SUMMARY<br />
Te Whare Ako is a Business Unit within WelTec<br />
providing early childhood education services.<br />
WelTec holds a separate license from the Ministry<br />
<strong>of</strong> Education for the provision <strong>of</strong> these services.<br />
The accounts presented opposite do not reflect<br />
occupancy costs or depreciation on buildings and<br />
equipment used by the unit.<br />
70 | WELLINgTON INSTITUTE OF TECHNOLOgY<br />
Income<br />
<strong>2011</strong> Actual<br />
$000<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
government grants 455 355 464<br />
ISS subsidy 93 77 82<br />
Childcare fees 93 83 78<br />
Other fees 1 3<br />
Expenses<br />
GROUP AND PARENT<br />
642 515 627<br />
Employee benefits 503 452 469<br />
Other direct costs 22 33 22<br />
525 485 491<br />
Trading contribution 117 30 136
NOTES TO THE FINANCIAL STATEMENTS<br />
28 COMMITMENTS<br />
<strong>2011</strong> Actual<br />
$000<br />
GROUP AND PARENT<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
(a) Capital expenditure commitments (b) Lease commitments<br />
Buildings 5,804 32<br />
Non cancellable operating lease commitments are<br />
Equipment 85 16<br />
disclosed in note 29 to the financial statements.<br />
Hardware 35 188<br />
Furniture & fittings 64 58<br />
29 LEASES<br />
(a) Leasing arrangements<br />
WelTec enters into operating leases for buildings and<br />
vehicles:<br />
5,988 294<br />
- Building premises are leased for our satellite delivery<br />
<strong>of</strong>fices in Auckland and Christchurch, and for our <strong>Wellington</strong><br />
Campus at Church Street. A number <strong>of</strong> premises are also<br />
leased around the central Petone campus. The length <strong>of</strong><br />
terms <strong>of</strong> these leases vary from under 12 months, to 5<br />
years, with rights to renewal on a number <strong>of</strong> contracts.<br />
- Vehicles are also leased over 3 - 5 year terms depending<br />
on the type <strong>of</strong> vehicle concerned.<br />
30 CONTINGENT LIABILITIES<br />
<strong>2011</strong> Actual<br />
$000<br />
(b) Non-cancellable operating lease payments<br />
GROUP AND PARENT<br />
<strong>2011</strong> Budget<br />
$000<br />
2010 Actual<br />
$000<br />
Not longer than 1 year 1,640 1,476<br />
Between 1 and 5 years 3,412 3,530<br />
Longer than 5 years 2,043 2,976<br />
7,095 7,982<br />
As disclosed in Note 13 WelTec is a partner in the Le Cordon Bleu New Zealand New Zealand <strong>Institute</strong> Limited Partnership. The Partnership has<br />
negotiated a $3m loan facility with the Bank <strong>of</strong> New Zealand. The purpose <strong>of</strong> the loan is to complete the fit-out <strong>of</strong> the facility and provide working<br />
capital. The Council has resolved to jointly and severally guarantee the loan with the other New Zealand based partner, Universal College <strong>of</strong> Learning.<br />
Accordingly, WelTec has a contingent liability <strong>of</strong> $3m at balance date. (2010, $0).<br />
31 CONTINGENT ASSETS<br />
WelTec has a contingent asset <strong>of</strong> $378,000 at balance date (2010, $0). This asset relates to on-going negotiations with the Tertiary Education<br />
Commission (TEC) in relation to Embedded Literacy and Numeracy delivery that was completed in <strong>2011</strong>. WelTec has utilised information contained<br />
within the January SDR and the advised funding rate <strong>of</strong> $785 per student to calculate this figure.<br />
32 FINANCIAL INSTRUMENTS<br />
32A Financial instrument categories<br />
Accounting policies for financial instruments<br />
have been applied to each class <strong>of</strong> financial<br />
asset and financial liability outlined below.<br />
The book value <strong>of</strong> each equals their fair value:<br />
GROUP<br />
<strong>2011</strong> Actual<br />
$000<br />
GROUP<br />
2010 Actual<br />
$000<br />
PARENT<br />
<strong>2011</strong> Actual<br />
$000<br />
PARENT<br />
2010 Actual<br />
$000<br />
Financial Assets<br />
Cash and cash equivalents 16,214 14,468 16,181 14,468<br />
Trade and other receivables 7,215 6,981 7,318 7,888<br />
Loans to related parties - - 3,150 3,150<br />
Total financial assets 23,429 21,449 26,649 25,506<br />
Financial liabilities<br />
Trade & other payables 4,243 4,024 4,230 4,024<br />
Total financial assets 4,243 4,024 4,230 4,024<br />
<strong>2011</strong> ANNUAL REPORT |<br />
71
NOTES TO THE FINANCIAL STATEMENTS<br />
32B Financial instrument risks<br />
Risk management<br />
Strategic risk management is undertaken by Council through the monitoring <strong>of</strong> regular risk reports provided by management. These reports highlight<br />
potential areas <strong>of</strong> risk, and the steps that are being following to ensure the risks are appropriately managed.<br />
The Finance department provides treasury management services for WelTec, co-ordinating the access to domestic and international financial markets and<br />
management <strong>of</strong> the financial risks relating to the operations <strong>of</strong> the business.<br />
WelTec does not enter into, or trade financial instruments for speculative purposes.<br />
Details <strong>of</strong> significant accounting policies and methods adopted, including the criteria for recognition, and the basis <strong>of</strong> measurement applied in respect <strong>of</strong><br />
each class <strong>of</strong> financial asset, financial liability and equity instrument are disclosed in the Significant Accounting Policies section (refer to note 1) <strong>of</strong> these<br />
financial statements.<br />
Currency risk<br />
WelTec has no material exposure to movements in foreign exchange rates. Income sourced from overseas is received in New Zealand dollar equivalents,<br />
while trading supplies sourced from international providers are not a material portion <strong>of</strong> WelTec’s annual expenditure. Council Policy on foreign exchange<br />
states that should an international purchase <strong>of</strong> $20,000 or more be required, investigation is made into forward cover. At balance date no forward<br />
contracts or any other form <strong>of</strong> hedging exist.<br />
Credit risk<br />
Credit risk exposure for WelTec exists principally within cash and cash equivalents, and trade and other receivables balances.<br />
Credit risk in respect <strong>of</strong> cash holdings is managed by spreading short term investment deposits with the major trading banks within New Zealand, while<br />
ensuring WelTec receives the best return on the funds invested, as specified by Council Policy. Receivable balances are unsecured. They are stated at<br />
their estimated realisable value after providing for amounts not considered recoverable.<br />
The maximum credit exposure for each class <strong>of</strong> financial instrument is as follows:<br />
GROUP <strong>2011</strong> Actual<br />
$000<br />
GROUP 2010 Actual<br />
$000<br />
PARENT <strong>2011</strong> Actual<br />
$000<br />
PARENT 2010 Actual<br />
$000<br />
Cash and cash equivalents 16,214 14,468 16,181 14,468<br />
Trade and other receivables 7,215 6,981 7,318 7,888<br />
Loans to related parties - - 3,150 3,150<br />
Total credit risk 23,429 21,449 26,649 25,506<br />
The credit quality <strong>of</strong> financial assets that are neither past due nor impaired can be assessed by reference to Standard and Poor’s credit ratings (if<br />
available) or to historical information about counterparty default rates:<br />
GROUP <strong>2011</strong> Actual<br />
$000<br />
GROUP 2010 Actual<br />
$000<br />
PARENT <strong>2011</strong> Actual<br />
$000<br />
PARENT 2010 Actual<br />
$000<br />
Counterparties with credit ratings<br />
Cash and cash equivalents AA- rating 16,214 14,468 16,181 14,468<br />
Counterparties without credit ratings<br />
Trade and other receivables with no<br />
defaults in the past<br />
Loans to related parties with no<br />
defaults in the past<br />
7,215 6,981 7,318 7,888<br />
- - 3,150 3,150<br />
Total credit risk 7,215 6,981 10,468 11,038<br />
72 | WELLINgTON INSTITUTE OF TECHNOLOgY
NOTES TO THE FINANCIAL STATEMENTS<br />
Liquidity risk<br />
WelTec manages liquidity risk by maintaining adequate reserves to ensure the provision <strong>of</strong> educational services for the forseeable future. This<br />
is completed by continuously monitoring and forecasting cash flows for the medium term. The maximisation <strong>of</strong> operational inflows and efficient<br />
management <strong>of</strong> operational and investing outflows ensures sufficient cash reserves are maintained.<br />
Contractual maturity analysis <strong>of</strong> financial liabilities<br />
The table below analyses financial liabilities into relevant maturity groupings based on the remaining period at the balance date to the contractual<br />
maturity date.<br />
Carrying amount Contractual cash Less than 6 6 - 12 Months<br />
1 - 2 years $000<br />
$000<br />
flow $000 Months $000<br />
$000<br />
Group <strong>2011</strong><br />
Trade and other payables 4,243 4,243 4,243 - -<br />
Total 4,243 4,243 4,243 - -<br />
<strong>Institute</strong> <strong>2011</strong><br />
Trade and other payables 4,230 4,230 4,230 - -<br />
Total 4,230 4,230 4,230 - -<br />
Group and <strong>Institute</strong> 2010<br />
Trade and other payables 4,024 4,024 4,024 - -<br />
Total 4,024 4,024 4,024 - -<br />
Contractual maturity analysis <strong>of</strong> financial liabilities<br />
The table below analyses financial liabilities into relevant maturity groupings based on the remaining period at the balance date to the contractual<br />
maturity date.<br />
Carrying amount Contractual cash Less than 6 6 - 12 Months<br />
1 - 2 years $000<br />
$000<br />
flow $000 Months $000<br />
$000<br />
Group <strong>2011</strong><br />
Cash and cash equivalents 1,714 1,714 1,714 - -<br />
Trade and other receivables 7,215 7,215 7,215 - -<br />
Term deposits 14,500 14,655 14,655 - -<br />
Total<br />
<strong>Institute</strong> <strong>2011</strong><br />
23,429 23,584 23,584 - -<br />
Cash and cash equivalents 1,681 1,681 1,681 - -<br />
Trade and other receivables 7,318 7,318 7,318 - -<br />
Term deposits 14,500 14,655 14,655 - -<br />
Other financial assets 3,150 3,150 - - 3,150<br />
Total<br />
Group 2010<br />
26,649 26,804 23,654 - 3,150<br />
Cash and cash equivalents 468 468 468 - -<br />
Trade and other receivables 7,888 7,888 7,888 - -<br />
Term deposits 14,000 14,306 14,306 - -<br />
Total<br />
<strong>Institute</strong> 2010<br />
22,356 22,662 22,662 - -<br />
Cash and cash equivalents 468 468 468 - -<br />
Trade and other receivables 7,888 7,888 7,888 - -<br />
Term deposits 14,000 14,306 14,306 - -<br />
Other financial assets 3,150 3,150 - - 3,150<br />
Total 25,506 25,812 22,662 - 3,150<br />
<strong>2011</strong> ANNUAL REPORT |<br />
73
NOTES TO THE FINANCIAL STATEMENTS<br />
Interest rate risk<br />
WelTec has exposure to interest rate risk to the extent that it has outstanding investments at fixed rates. The interest rates risk on investments is<br />
managed through the use <strong>of</strong> short term investments, in accordance with Council policy. No significant exposure to interest rate risk exists on the<br />
remaining financial assets and liabilities.<br />
Sensitivity analysis<br />
The table below illustrates the potential pr<strong>of</strong>it or loss and equity impact for reasonably possible market movements, with all other variables held<br />
constant, based on financial instrument exposures at the balance date.<br />
<strong>2011</strong> Pr<strong>of</strong>it -50bps<br />
$000<br />
<strong>2011</strong> Pr<strong>of</strong>it +50bps<br />
$000<br />
2010 Pr<strong>of</strong>it -50bps<br />
$000<br />
2010 Pr<strong>of</strong>it +50bps<br />
$000<br />
Group and <strong>Institute</strong> Interest rate risk<br />
Financial Assets<br />
Cash and cash equivalents (18) 18 (30) 30<br />
Total credit risk (18) 18 (30) 30<br />
Explanation <strong>of</strong> interest rate risk sensitivity<br />
The interest rate sensitivity is based on a reasonable possible movement in interest rates, with all other variables held constant, measured on a basis<br />
points (bps) movement. For example, a decrease in 50 bps is equivalent to a decrease in interest rates <strong>of</strong> 0.5%<br />
Interest on financial instruments classified as floating rate is re-priced at intervals <strong>of</strong> less than one year. Interest on financial instruments classified as fixed<br />
rate until maturity <strong>of</strong> the instrument.<br />
The other financial instruments <strong>of</strong> WelTec that are not included in the above tables are non-interest bearing.<br />
33 RELATED PARTY DISCLOSURES<br />
Significant transactions with government related entities<br />
The government influences the roles <strong>of</strong> WelTec as well as being a major source <strong>of</strong> revenue.<br />
WelTec has received funding and grants from the Tertiary Education Commission totalling $28.6m (2010, $30.4m) to provide education services for the<br />
year ended 31 December <strong>2011</strong>. WelTec also utilises land and buildings legally owned by the Crown.<br />
Collectively, but not individually, significant transactions with government related entities<br />
In conducting its activities, WelTec is required to pay various taxes and levies (such as gST, PAYE, ACC levies) to the Crown and entities related to the<br />
Crown. The payment <strong>of</strong> these taxes and levies is based on the standard terms and conditions that apply to all tax and levy payers. WelTec is exempt from<br />
paying income tax and FBT.<br />
WelTec purchases goods and services from entities related to the Crown and it also provides services to entities related to the Crown. The purchase<br />
and provision <strong>of</strong> goods and services to government-related entities for the year ended 31 December <strong>2011</strong> are small when compared to WelTec’s total<br />
expenditure and revenue and have all been conducted on an arm’s length basis. The purchase <strong>of</strong> goods and services included the purchase <strong>of</strong> electricity<br />
from genesis and Meridian Energy, air travel from Air New Zealand, and postal services from New Zealand Post. The provision <strong>of</strong> services to governmentrelated<br />
entities mainly related to the provision <strong>of</strong> educational courses.<br />
Transactions with key management personnel<br />
Details <strong>of</strong> key management personnel remuneration are disclosed in note 6 to the financial statements.<br />
Key management personnel include the Chairperson, Councillors, Chief Executive and the Executive Management Team.<br />
During the year, the Metro group <strong>of</strong> <strong>Institute</strong>s <strong>of</strong> <strong>Technology</strong> and Polytechnics purchased consulting services from Saunders Unsworth, a <strong>Wellington</strong><br />
based consulting company. The Council Chairperson Roger Sowry is a partner in this company. WelTec’s share <strong>of</strong> these costs were $47,330 (2010,<br />
$32,695) and were supplied on normal commercial terms.<br />
74 | WELLINgTON INSTITUTE OF TECHNOLOgY
NOTES TO THE FINANCIAL STATEMENTS<br />
<strong>2011</strong> Actual $000 2010 Actual $000<br />
Council remuneration paid during the year<br />
Roger Sowry (Chairperson) 29 19<br />
Alan Barker (Deputy Chairperson) 26 12<br />
Dennis Sharman 14 10<br />
Nancy Ward 14 15<br />
Peter Preston 14 17<br />
Peter Steel 14 12<br />
Suzanne Snively 14 10<br />
Vaughan Renner 14 12<br />
Alex Malah<strong>of</strong>f - 1<br />
Anne Hare - 2<br />
Cathrine Love - -<br />
Francis Small - 1<br />
Peggy Luke-Ngaheke - 1<br />
Therese Keil - 1<br />
Related party transactions with<br />
subsidiary, associate, and jointly<br />
controlled entity<br />
During the reporting period WelTec<br />
entered into transactions with<br />
LCBNZI Limited Partnership, a<br />
partnership in which WelTec holds<br />
an equity interest through WelTec<br />
Connect Limited (refer note 13).<br />
These transactions occurred within<br />
a normal supplier relationship on<br />
terms and conditions no more or<br />
less favourable than those which<br />
it is reasonable to expect WelTec<br />
would have adopted if dealing with<br />
the partnership at arm’s length.<br />
34 CHANGES IN ACCOUNTING ESTIMATES<br />
There have been no changes in accounting estimates during the period.<br />
35 EvENTS AFTER BALANCE DATE<br />
GROUP AND PARENT<br />
GROUP AND PARENT<br />
<strong>2011</strong> Actual $000 2010 Actual $000<br />
Council remuneration paid during the year<br />
WelTec Connect Limited<br />
Unsecured loans payable to WelTec (refer note 35) 3,150 3,150<br />
Debtor for services provided by WelTec 494 -<br />
Associate<br />
MotorTrain Limited<br />
No related party transactions were entered into during the year<br />
LCBNZI Limited Partnership<br />
- -<br />
Services provided by WelTec 30 201<br />
Debtor for services provided by WelTec<br />
LCB Management Limited<br />
6 201<br />
No related party transactions were entered into during the year - -<br />
jointly Controlled Entity<br />
Cybus<br />
Services provided by WelTec 63 -<br />
Debtor for services provided by WelTec 28 -<br />
On 8 March 2012 WelTec was advised in writing from the Tertiary Education Commission that a wash-up payment in excess <strong>of</strong> that accrued would be<br />
provided for Priority Trades Training. As a consequence WelTec has amended its financial results to incorporate the actual <strong>2011</strong> funding to be received.<br />
WelTec continues to engage with the Tertiary Education Commission with regards to a possible wash-up payment in relation to <strong>2011</strong> Embedded Literacy<br />
and Numeracy provision. A contingent asset has been calculated utilising January SDR actual student numbers, and the prescribed funding formula <strong>of</strong><br />
$785 per student. Please refer to note 31.<br />
On 24 April 2012 the Council agreed to convert the on demand loan to WelTec Connect Limited to a capital injection in the form <strong>of</strong> an increase in the<br />
issued share’s value.<br />
<strong>2011</strong> ANNUAL REPORT |<br />
75
RESPONSIBILITIES<br />
In the financial year ended 31 December <strong>2011</strong>, the Council and Management <strong>of</strong> <strong>Wellington</strong> <strong>Institute</strong> <strong>of</strong> <strong>Technology</strong><br />
were responsible for:<br />
� The preparation <strong>of</strong> the Financial Statements, Statement <strong>of</strong> Objectives and Service Performance and the<br />
judgements used therein.<br />
� Establishing and maintaining a system <strong>of</strong> internal control designed to provide reasonable assurance, as to<br />
the integrity and reliability <strong>of</strong> financial reporting.<br />
In the opinion <strong>of</strong> Council and management <strong>of</strong> <strong>Wellington</strong> <strong>Institute</strong> <strong>of</strong> <strong>Technology</strong>, the Financial Statements and<br />
Statement <strong>of</strong> Objectives and Service Performance for the year ended 31 December <strong>2011</strong> fairly reflect the financial<br />
position and operations <strong>of</strong> <strong>Wellington</strong> <strong>Institute</strong> <strong>of</strong> <strong>Technology</strong> and group.<br />
ROgER SOWRY<br />
CHAIRPERSON<br />
27 APRIL 2012<br />
LINDA SISSONS (DR)<br />
CHIEF EXECUTIVE<br />
27 APRIL 2012<br />
76 | WELLINgTON INSTITUTE OF TECHNOLOgY
<strong>2011</strong> ANNUAL REPORT |<br />
77
78 | WELLINgTON INSTITUTE OF TECHNOLOgY
<strong>2011</strong> ANNUAL REPORT |<br />
79
80 | WELLINgTON INSTITUTE OF TECHNOLOgY
ACRONYMS<br />
AOD Alcohol & Other Drugs<br />
ACE Adult and Community Education<br />
BE Bachelor <strong>of</strong> Engineering<br />
BPS Basis Points<br />
BSC Bachelor <strong>of</strong> Science<br />
CATE Career and <strong>Technology</strong> Education<br />
CCDHB Capital & Coast District Health Board<br />
DAPAANZ Drug & Alcohol Practitioners’ Association Aoteroa New Zealand<br />
DHB District Health Board<br />
EFTS Equivalent Full-Time Student<br />
EMT Executive Management Team<br />
EPIS Educational Performance Indicators<br />
FTE Full-Time Equivalent<br />
HVDHB Hutt Valley District Health Board<br />
IAS International Accounting Standard<br />
IOD <strong>Institute</strong> <strong>of</strong> Directors<br />
IRL Industrial Research Limited<br />
IS Information Systems<br />
ISS Income Support Services<br />
IT Information <strong>Technology</strong><br />
ITO Industry Training Organisation<br />
ITP <strong>Institute</strong>s <strong>of</strong> <strong>Technology</strong> & Polytechnics<br />
LCBNZI Le Cordon Bleu New Zealand <strong>Institute</strong><br />
MBA Master <strong>of</strong> Business Administration<br />
MITO Motor Industry Training Organisation<br />
MoU Memorandum <strong>of</strong> Understanding<br />
NZQA New Zealand Qualifications Authority<br />
NZIFRS New Zealand International Financial <strong>Report</strong>ing Standards<br />
NZTE New Zealand Trade and Enterprise<br />
PBRF Performance-Based Research Fund<br />
R&D Research and Development<br />
SAC Student Achievement Component<br />
SAEER Self Assessment, and External Evaluation and Review<br />
SDR Single Data Return<br />
SME Small and Medium Enterprises<br />
STAR Secondary/Tertiary Alignment Resources<br />
TEC Tertiary Education Commission<br />
TES Tertiary Education Strategy<br />
TFESC Territorial Forces Employers Support Council<br />
UCOL Universal College <strong>of</strong> Learning<br />
WCL WelTec Connect Limited<br />
<strong>2011</strong> ANNUAL REPORT |<br />
81
lues mission vision accountability integr<br />
ms partnership team work customer foc<br />
stainability institution business industry<br />
nTinued responsive<br />
TerTiary educaTion<br />
cTor consolidaTing<br />
Private Bag 39803<br />
<strong>Wellington</strong> Mail Centre<br />
Lower Hutt 5045, New Zealand<br />
Freephone: 0800 935 832<br />
Telephone: +64 4 9202 400<br />
Facsimile: +64 4 9202 401<br />
www.weltec.ac.nz<br />
dgets deliver better value education Welt<br />
active responding challenging environm<br />
ntinued deliver quality tertiary educatio<br />
dents supporting employers characteris<br />
mes consolidation collaboration highligh<br />
eport solid Financial perFormance counc<br />
eased report Financial position institutio<br />
ard control management rigorous Finan<br />
sight council Weltec operating proFit bu<br />
ood result economy revenue contributor<br />
llington economy employer particular Fo<br />
isk management comprising restructure<br />
b-committee structure reFerence importa<br />
Ward ventures institute connect commer<br />
rations vehicles strengthening diversiFy<br />
nue stream Future exceeded budgeted ret<br />
Wed disciplines sustainability business c<br />
ome equivalent Full time student increas<br />
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anagement eFts required FeWer eFts year<br />
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