2009 Annual report by Te Wananga o Aotearoa

Te Pūrongo ā-Tau Annual Report 2009

Whānau Transformation through Education

Published in 2010 ADDRESS:

Te Wﾄ］anga o Aotearoa 320 Factory Road PO Box 151 Te Awamutu

PHONE:

0800 355 553 www.twoa.ac.nz

WEB:

Presented to the House of Representatives pursuant to the Crown Entities Act 2004.

E inoi atu ana kia tukua tonu mai e te Atua ana tauwhirotanga ki runga i a tātou katoa. Kia tau tonu iho ai hoki ki runga i a Kīngi Tuheitia e noho ana i ahurewa tapu. Paimārire. Kāore te aroha te tau o taku ate, mō koutou kei aku nui, kua rūpeke atu ki te kāpunipunitanga o te wairua. Aku tōtara haemata, aku kōkō tatakī, aku puna wānanga. ‘Kia whakataukī ake te mamae, auē taukiri e’ Engari, ko rātou ki a rātou, ā, ko tātou ki a tātou Tihē mauri ora! E ngā mana, e ngā reo, e ngā tōpū mana Tēnā rā koutou katoa.

Ko Te Uaratanga o Te Wānanga o Aotearoa The Mission Statement of Te Wānanga o Aotearoa

Ko te whakarite mātauranga e hāngai ana ki ngā wawata o tēnei whakatupuranga, ki te whakaū hoki i ngā moemoeā o ngā whakatupuranga o te ao tūroa, ki te whakatikatika kia mārama ai ki te hā o te ao tawhito Ki te whakatō ki roto i te hinengaro tangata te mōhiotanga o ngā taonga tuku iho, tō tātou reo, tō tātou Māoritanga e pai ai tā rātou torotoro i ngā iwi o te ao i runga i te māia me te manawanui Ki te whakamana i te pūmanawa moe ki te ako hei taumata e hīkoi whakamua i roto i te ao hou

To provide education that best ﬁts the aspirations of this generation, enhances the dreams of future generations, prepares for understanding the essence of past generations To equip people with knowledge of our heritage, our language, our culture so they can handle the world at large with conﬁdence and self-determination To empower one’s potential for learning as a base for progress in the modern world To make contributions of consequence. To care

Ki te whakatakoto takoha e whai hua ai. Kia manawapā anō To make our world a better place Kia mutu tonu, he kāinga pai tēnei ao

Dr Buck Nin

Ko Te Kaupapa o Te Wānanga o Aotearoa The Purpose of Te Wānanga o Aotearoa

Ki te whakawhiwhi i ngā mea angitū, ā, i ngā akoranga katoa tino teitei mō ngā Māori me ngā iwi o Aotearoa me te ao

To provide holistic education opportunities of the highest quality for Māori, peoples of Aotearoa and the world

Ki te waihanga i tētahi āhuatanga hei akoranga tikanga Māori

To provide a unique Māori cultural learning environment

Ki te whakawhiwhi i te mea akoranga whai kiko

To provide practical learning experiences

Ki te tautoko, ki te whakahau, ki te arahi i ngā tauira katoa, i a rātou e aru ana i ngā whanaketanga i ngā akoranga me ngā mahi e pā ana ki a rātou

To provide support, encouragement and guidance to all learners in their pursuit of personal development, learning and employment

Ki te whakahau i ngā tauira katoa ki te ako kia whiwhi ai rātou i te puāwaitanga tino teitei o te māiatanga Ki te whakahau i ōna kaimahi, kia pai ai te haere o ngā tikanga o te mahi i whakaatu mai, kia whiwhi ai rātou i te puāwaitanga tino teitei o te māiatanga

To encourage all learners to learn and achieve to their fullest potential To be a good employer and encourage staff to develop personally and professionally to their fullest potential

Ko Ngā Uara o Te Wānanga o Aotearoa The Values of Te Wānanga o Aotearoa

Ngā Uara are embedded in, and woven through, the actions we take to achieve successful outcomes for our tauira (students), as by achieving success for tauira, we achieve success as an organisation. Our values are signiﬁcant to Māori and non-Māori. They are:

Te Aroha Having regard for one another and those for whom we are responsible and to whom we are accountable

Te Whakapono The basis of our beliefs and the conﬁdence that what we are doing is right

Ngā Ture The knowledge that our actions are morally and ethically right and that we are acting in an honourable manner

Kotahitanga Unity amongst iwi and other ethnicities; standing as one

iii

He Whakamaumahara Remembrance

E kui e Rangituatahi, e koro e Tūhuatahi tēnei tonu te tangi mō kōrua koua riro ki tua o pae, ki tua o Moriānuku. Mai iho, mai i te orokohanga o Te Wānanga o Aotearoa ko kōrua tērā i titi kaha mai i ō kōrua ngākau ki ngā pou o te whare kia tū niwha mai ia hei kaupapa pai mō te tini me te mano. Ahakoa kua ngaro rā kōrua i te tirohanga kanohi, ko ngā taonga me ngā maharatanga ka noho tonu mō ake tonu atu. Nō reira, haere ki te iwi nui tonu, haere ki a nunui mā ki a roroa mā – e moe, okioki atu.

It was with great sadness during 2009 that we saw the passing of a number of great rangatira who had close associations with Te Wānanga o Aotearoa. Among these were Dr Tui Adams and Dr Diggeress Rangituatahi Te Kanawa. Their loss, and the loss of their vast knowledge, their wisdom and their commitment to Te Ao Māori, will be felt for many years to come. They will live on in our memories, and we will continue to celebrate their many achievements and the massive contributions they made to our organisation.

Our sympathy goes out to all who suffered loss during 2009. Our thoughts are with you.

He roimata ua, he roimata tangata.

Dr Diggeress Rangituatahi Te Kanawa Ngāti Maniapoto - 9 Poutū-te Rangi 1920 – 30 Hōngongoi 2009

r Te Kanawa is a revered tohunga raranga who contributed her skills at a whānau, hapū, iwi, national and international level. Her outstanding contributions stretch out across the world. Diggeress was named by her father in homage to the diggers who fought in the First World War. Her mother was Dame Rangimārie Hetet, an outstanding weaver in her own right. In the early 1950s, Dr Te Kanawa and her mother remained among just a few kaitiaki of the dying art of muka kākahu. Together, they taught raranga, unpaid, to anyone interested in the art, ensuring its survival for future generations. With help from their whānau, their work included the establishment of a raranga centre of excellence at Waitomo. Dr Te Kanawa became involved with Te Wānanga o Aotearoa during its very earliest days. She was the ﬁrst kaiako raranga at the Waipā Kōkiri Arts Centre (the precursor to Te Wānanga o Aotearoa), teaching our earliest tauira in this highly prized traditional art form. She has continued to support Te Wānanga o Aotearoa over the years, providing guidance, support and expertise to tauira and kaimahi alike. During her lifetime, Dr Te Kanawa remained committed to helping people and communities. She was a lifetime member of the Māori Women’s Welfare League and a member of the Maniapoto branch

of this organisation. She was also a member of the Women’s Division of Federated Farmers (King Country) and Secretary of the Ōparure Pā Committee. In 1983, she became a founding member of Te Moana-nui-a-kiwa-weavers (now known as Te Rōpū Raranga/ Whatu o Aotearoa). Dr Te Kanawa received many awards in recognition of her contribution to Te Ao Māori and to Aotearoa New Zealand, its communities and its people. In 1987, she was awarded the QSO (Queen’s Service Order) and in 2000 the CNZM (Companion of the New Zealand Order of Merit). In 2001, Dr Te Kanawa was awarded the Kīngi Ihaka Award – Contribution to Māori Art, in 2003 the New Zealand Arts Foundation Icon Award and in 2006 Te Wakatoi Māori Art Board of Creative New Zealand Premiere Award – Te Tohutiketike Wakatoi for a lifetime commitment to Māori weaving. Dr Te Kanawa published a book called ‘Weaving a Kākahu’ in 1992 and received an Honorary Doctorate from Waikato University in 2007. In 2009, Te Wānanga o Aotearoa recognised Diggeress’ contribution to Te Ao Māori and Aotearoa New Zealand by making her the ﬁrst recipient of He Kurawaka o Te Wānanga o Aotearoa. Diggeress’ patient, understanding and gentle approach to teaching made her a favourite among tauira at Te Wānanga o Aotearoa. She was always present to lend a hand to those in need and was never short of a kind word of encouragement for her tauira. Her touch remains woven in the fabric of this organisation and her skills live on in the many tauira she taught.

Dr Tuhuatahi Pouroto Tui John Adams Ngāti Maniapoto - 25 Paenga-whāwhā 1932 – 22 Here-turi-kōkā 2009

here have been times during the life of Te Wānanga o Aotearoa that an event occurs that shifts the organisation on its foundations: an event of such significance that the organisation can never again be the same. The passing of Dr Tui Adams on the 22nd August 2009 was one such event. Dr Adams was a resolute and steadfast supporter of Te Wānanga o Aotearoa in its earliest days and remained a huge contributor to the organisation until his passing. He began his association with Te Wānanga o Aotearoa in the mid-1980s, when he worked as a senior cultural advisor to the Department of Social Welfare. His first association with Te Wānanga o Aotearoa was at the opening of O-Tāwhao Marae. Dr Adams saw the significance of this event and foresaw the organisation’s importance as a vehicle for the revitalisation of Te Ao Māori. Dr Adams continued to provide substantial support to Te Wānanga o Aotearoa in its early years and eventually became a kaumatua and senior cultural advisor for the organisation. One of Dr Adam’s key contributions was his recording of Ngā Uara (the guiding values) of Te Wānanga o Aotearoa: Aroha,

Whakapono, Ngā Ture and Kotahitanga. He was also part of the group that created the Arataki Manu Kōrero programme. This programme helps strengthen paepae in the Tainui people by upskilling kaumātua in the tikanga, traditions and history of the Tainui people. Once implemented, Dr Adams became the senior coordinator and pouako matua for the programme. This taonga is now being customised through the addition of rohe-speciﬁc information for delivery in other areas throughout Aotearoa New Zealand. Although he was committed to Te Wānanga o Aotearoa, Dr Adam’s most important work was as an advisor to Dame Te Atairangikaahu, and more recently to Kīngi Tuheitia. Dr Adams was a reservoir of knowledge and an authority on Tainui tribal history - an invaluable resource in this advisory role. Dr Adams received the Queen’s Service Medal in 2000 for his services to the Māori community and, in 2003, he received an honorary doctorate from the University of Waikato. Koro Tui was a much loved and respected kaumatua of Te Wānanga o Aotearoa. His deep knowledge of Tainui enabled him to smooth troubled waters and his wisdom ensured he was regularly sought out for advice and guidance. Tui had a massive inﬂuence over the development of Te Wānanga o Aotearoa and this contribution lives on. We will miss him greatly.

Report from the Chair of Te Mana Whakahaere

Report from Te Pouhere

Highlights 2009

Overview

Celebrating Tauira Success

Rohe Delivery Sites

Ngā Whare Whāriki Kōhungahunga

Rangahau 2009

Tauira Proﬁles

Organisational Report 2009

Council Members

Management

New Programmes

Tauira Information

Employee Information

Corporate Responsibility

Statements of Service Performance

Financial Review – 2009

Statement of Responsibility

Audit Report

Statement of Comprehensive Income

Statement of Changes in Equity

Statement of Financial Position

Statement of Cash Flows

Notes to the Financial Statements

Glossary

TABLE OF CONTENTS

Contents

vii

TABLE OF CONTENTS

viii

t is a pleasure to introduce this 2009 Annual Report on behalf of Te Wānanga o Aotearoa.

The 2009 year built on the academic, operational and ﬁnancial gains made by this institution over recent years. Te Mana Whakahaere continued to drive a strategy that emphasised quality improvement, prudent ﬁ nancial management, vigilance over cost containment and enhancement of relationships with key stakeholders. I am pleased to report that these efforts have been rewarded with solid performances across the institution.

Enrolments continued to be strong, with almost 37,000 tauira choosing to embark on an educational journey with Te Wānanga o Aotearoa

Group annual results for 2009 show a surplus of $8.1million, which shows an improvement on the $5.9 million surplus achieved in the 2008 financial year. Enrolments continued to be strong, with almost 37,000 tauira choosing to embark on an educational journey with Te Wānanga o Aotearoa. Quality Reinvestment Programme initiatives are impacting positively on business-as-usual activities. Our relationships with iwi have been strengthened. We have entered new collaborative relationhips with a number of tertiary education institutions (TEIs). Progress in all of these areas can be attributed to a staff committed to seeing Te Wānanga o Aotearoa flourish. I am extraordinarily grateful to our dedicated team and the selfless determination they have to Te Kaupapa and Te Uaratanga of our organisation. As an indicator of the health of the institution, Te Wānanga o Aotearoa again recorded improvements in overall tauira achievement rates. Most notably, the tauira graduation rate climbed by 7% to 68%. This is the highest graduation rate recorded by the institution in the past decade and is supported by a course retention rate of 82% and a course completion rate of 77%. All these rates are above institutional targets agreed with the Tertiary Education Commission (TEC) and specified in our Investment Plan. I congratulate all tauira for their achievements, but particularly those who graduated from Te Wānanga o Aotearoa in 2009.

Richard Batley

programmes, which saw Te Wānanga o Aotearoa provide the highest number of social service degree and diploma graduates in the country. Our teaching degree and early childhood training programmes also continue to perform well. During 2009, Te Wānanga o Aotearoa set in motion a broad range of initiatives to engage youth. Through a variety of collaborative ventures, Te Wānanga o Aotearoa re-engaged with trades training, introduced a conservation cadetship, created a programme to pre-train tauira wishing to join the NZ Police and acquired a popular forestry training programme. We have strengthened our relationship with secondary schools and are currently negotiating development of our own purpose-designed learning facility – Tai Wānanga. These initiatives will all contribute to enhancement of educational and employment opportunities for youth. Over recent years we had adopted a very conservative approach to capital works investment. However, in 2009 planning was completed for conversion of the Glenview Hotel in Hamilton to a state of the art, high-tech campus that will provide study opportunities for tauira in the south of the city. The new facility will include eight lecture theatres ranging in capacity from 50 to 150 seats, four boardrooms and several ofﬁces. These areas will be supported by a student hub with a cafeteria, library and computer lounge. Construction is expected to be completed in August 2010, and I look forward to this facility strengthening delivery in the Tainui region. In closing, I would like to thank my fellow members of Te Mana Whakahaere for their judicious governance throughout 2009. It has been a pleasure working alongside you as we seek to fulﬁl the Mission and Kaupapa of our institution. I would also like to thank Te Pouhere Bentham Ohia and his team for their continued efforts and their strong performance in 2009.

Another signiﬁcant highlight for the year was the continued success of our social services

Richard Batley (Chair) Chair - Te Mana Whakahaere

REPORT FROM THE CHAIR OF TE MANA WHAKAHAERE

Report from the Chair of Te Mana Whakahaere

Report from Te Pouhere Bentham Ohia

ō Ihowa te korōria ka whakapaingia tōna ingoa i ngā wā katoa

E whakamānawa atu ana ki a Kīngi Tuheitia e noho mai ana i te ahurewa tapu Hei ngā mate o te tau, o te marama, o te wiki, o te rā haere atu rā. Moe mai nā i Te Hono-i-wairua, e moe, okioki atu. Rātou ki a rātou, tātou ki a tātou Tihē mauri ora! E ngā kāwai nui e ngā kāwai roa o ngā taumata kōrero, o ngā terenga wai tēnei ka mihi, tēnā koutou katoa. He koanga ngākau i ngā mahi kua tutuki i Te Wānanga o Aotearoa i te tau rā, hei oranga mōu, mōku, mō tātou katoa. Nō reira kia kotahi tātou i roto i te kotahitanga e hukere tonu ai te waka i te au o āpōpō, ā, ake tonu atu.

n behalf of the whānau of Te Wānanga o Aotearoa, it is my great privilege to present the organisation’s annual report for 2009. As always, I acknowledge the founders of our organisation, those who have gone before us and the current kaimahi (staff) of Te Wānanga o Aotearoa whose efforts have enabled us to serve the people of Aotearoa New Zealand for another year. We are truly thankful for this opportunity, as are the many tauira who have worked with us to achieve their goals. Te Wānanga o Aotearoa has much to celebrate as it moves towards the 25th anniversary of the opening of O-Tāwhao Marae (the marae that marks the foundation and birthplace of Te Wānanga o Aotearoa). The organisation recorded another solid performance in 2009 in terms of tauira achievement, ﬁnancial performance and improvement of quality. Once again, I am indebted to our hard-working kaimahi for their commitment to the kaupapa of our organisation. And again, I am at a loss for words to express my gratitude. Enrolments during 2009 were driven to some extent by the recession; as with previous recessions,

the Certificate in Vocational Preparation – Police (created in collaboration with NZ Police), carpentry trades training (in collaboration with Wintec) and a certificate in sports (in collaboration with the Village Sports Academy). I look forward to long and fruitful relationships with these organisations, as well as the development of new relationships that will benefit our tauira, our communities and the country as a whole. Our programmes and the knowledge they provide are in demand, not only by our tauira, but increasingly by other tertiary providers, employers, industry training organisations (ITOs) and others who recognise the importance and relevance of mātauranga Māori to 21st Century Aotearoa New Zealand. In 2009, we achieved 99.2% of the enrolment target defined in our Investment Plan. Te Wānanga o Aotearoa consolidated its financial position in 2009, recording a financial surplus of $8.1million for the year. This result is obviously a reflection of strong enrolments, but also of our commitment to cost containment and prudent management of funds. I commend our staff for its work in ensuring the ongoing financial viability and sustainability of our organisation.

Once again, I am indebted to our hard-working kaimahi for their commitment to the kaupapa of our organisation. And again, I am at a loss for words to express my gratitude. Māori have been disproportionately affected. It is heartening to see that many are choosing to use this time of lower levels of employment to increase their skill-sets and improve their employment options. Enrolments were also driven by revitalisation of our programme portfolio, which was further enhanced in 2009 by the addition of a range of new programmes, particularly vocational programmes that have direct employment outcomes. Most notable among these were

REPORT FROM TE POUHERE

We continued to strengthen our management team during 2009 with the appointment of kaimahi to three key positions. At the start of the year, Yvonne O’Brien took up the rohe manager role in Tāmaki Makaurau/Tai Tokerau; Toby Westrupp joined us as campus manager of our Whirikōkā campus; and Ripeka Paraone took up the role as manager of Te Waipounamu. We are fortunate to have these people join our talented regional management team - they increase the depth of leadership available to us as we

strengthen leadership succession planning within the organisation. I look forward to sharing a long and productive relationship as we work together to provide our tauira with the best possible learning experiences. These appointments add to a very talented pool of management staff. Iwi connections have always been of central importance to Te Wānanga o Aotearoa, and in 2009 we took steps to formalise these important ties through the establishment of Te Kāhui Amorangi (a collective of kaumātua from around the country). The first hui focussed on initiatives we are able to offer to support the educational objectives of iwi. The hui was well-attended and established a fi rm commitment from all parties to this consultative forum. We are also establishing koeke (councils of elders) in each rohe to provide more immediate advice and guidance. I am confident that both these initiatives will prove to be invaluable sources of support for day-to-day activities in our organisation and will make a significant contribution to our strategic objectives. I was particularly pleased to note continuing improvements in the results of our annual

In late 2009, the Mahi Ora programme achieved the remarkable milestone of enrolling its 100,000th tauira. This programme has won accolades from leading educators and has brought about real change in communities throughout Aotearoa New Zealand. During the year, MO1 Ltd (the entity that delivers Mahi Ora) rebranded itself as Open Wānanga. This update heralds a new era for the organisation, underpinned by further innovation and investment in our future. I look forward to seeing new programming coming from Open Wānanga as it continues to break down educational barriers faced by so many of our tauira. Building on work completed in 2008, Te Wānanga o Aotearoa continued to create and enhance collaborative relationships with other tertiary providers and with secondary schools and employers. These activities are part of wider initiatives that will establish clear pathways for our tauira as they progress from school through tertiary education into employment. I am conﬁdent that the reciprocal sharing of knowledge and expertise that inevitably results from these collaborative activities will improve the quality of education

that tauira receive and enrich the lives of all those involved. We are now beginning to see substantial beneﬁ ts across our organisation as we transition our Quality Reinvestment Programme initiatives into business as usual activities. Many of the projects have established new systems and processes and introduced new structures to our business. In many cases, these structures mark a shift in organisational culture that will be realised over a number of years as kaimahi become accustomed to new ways of operating and ﬁnd innovative ways to use these new systems. Kaimahi in many areas can already see the advantages offered by these systems and have adapted and enhanced them to provide solutions beyond those that were originally intended. These are exciting developments and I look forward to the full implementation of these projects. It is the hard work of the tauira and kaimahi of Te Wānanga o Aotearoa that continues to sustain our organisation. Once again, I thank all who have contributed to the performance of Te Wānanga o Aotearoa during 2009. This includes Richard Batley and members of Te Mana Whakahaere, members of Te Komiti Arai Tūpono Kōrero (our Audit and Risk Management Committee), members of the board of Open Wānanga, members of Te Rautiaki Mātauranga (our Academic Board) and kaumātua involved with Te Kāhui Amorangi o Aotearoa. Your efforts help ensure that our unique style of education remains available to future generations. You walk amongst those who journey towards making our world a better place.

Bentham Ohia Te Pouhere o Te Wānanga o Aotearoa

REPORT FROM TE POUHERE

kaimahi survey, Wānanga Ora. Since 2006, the survey has recorded strong positive trends in kaimahi commitment to Te Kaupapa o Te Wānanga o Aotearoa. This trend continued in 2009 with the finding that the majority of kaimahi achieve job satisfaction through using their skills to help Te Wānanga o Aotearoa achieve an important and valuable mission – to deliver education that drives positive cultural, social and economic transformation for tauira. The 2009 survey also showed substantial improvements in morale, pride in our organisation and perceptions of job security. Our kaimahi provide our strongest connection with the communities we serve and, often, their satisfaction reflects feelings in those communities. The results of Wānanga Ora are encouraging and, I believe, reflect our progress towards our goals.

2009 HIGHLIGHTS

Highlights 2009

2009 HIGHLIGHTS

The tauira and kaimahi of Te Wānanga o Aotearoa humbly present these 2009 highlights as a reﬂection of their commitment to the kaupapa and mission of Te Wānanga o Aotearoa.

Overview

Increasing Achievement Rates During 2009, Te Wānanga o Aotearoa recorded a tauira retention rate of 82% (a 2% increase on the 2008 rate) and a tauira graduation rate of 68% (a 7% increase on the 2008 rate). Ninety-ﬁve per cent of graduates who responded to the 2009 Graduate Destination Survey rated their programme as being helpful or very helpful in assisting them to achieve goals they had set prior to enrolment. As an additional mark of their satisfaction, 95% of respondents stated that they would recommend their programme of study to others.

Expanding Options for Tauira Te Wānanga o Aotearoa continued to strengthen its programme portfolio with the approval of thirteen new programmes during 2009. These new programmes provide tauira with additional options in mātauranga Māori, leadership, business and management, sports, study skills, teaching and forestry.

Promoting Mātauranga Māori In alignment with one of its core functions - to advance mātauranga Māori - Te Wānanga o Aotearoa engaged in a variety of research-related activities during 2009. These included:

2009 HIGHLIGHTS

» World Indigenous People’s Conference on Education – Twenty-four Te Wānanga o Aotearoa kaimahi presented papers at this internationally-recognised conference held in Melbourne, Australia. » Te Toi Roa conference – This conference was hosted by Te Wānanga o Aotearoa in collaboration with Te Whare Wānanga o Awanuiārangi, Te Wānanga o Raukawa, University of Waikato, Wintec and Te Panekiretanga o Te Reo Māori – Institute of Excellence in Māori language. The conference attracted more than 200 delegates from throughout the country to focus on Te Reo Māori and wai issues. » Te Matatuhi – Tainui Rangahau Symposium – 100 attendees gathered to listen to 25 Tainui rohe kaimahi present a variety of kaupapa rangahau. The symposium included an exhibition of whakairo and raranga pieces by noted exponents. » Tā moko, Raranga and Whakairo Symposium – A variety of delegates gathered in Tāmaki Makaurau to practise these ancient art forms. » Māreikura – The fourth volume of Toroa te Nukuroa (the research journal of Te Wānanga o Aotearoa) was released in July with contributions from 32 kaimahi. The journal contains a collection of narratives that weave together the various roles and responsibilities of women in our ever-changing world. » Te Wheke Raranga Exhibition - Held in Te Tai Tonga, this exhibition by raranga tauira mahi celebrates the uniqueness and diversity of our tauira. » Wānanga Pūrākau – Thirty carvers, weavers, painters and multi-media artists gathered at this symposium to explore whanaungatanga as artists and as kaimahi of Te Wānanga o Aotearoa. Participants engaged in action research through arts practice as a means of exploring self and group identities formed through the journey and stories of existence and presence. Wānanga Pūrākau culminated in Te Taiea, an exhibition of works by participating artists. Te Taiea was held in conjunction with another exhibition, Te Tihi, that presented works by international indigenous artists.

Strengthening Iwi Ties

Collaborating for Success

Te Wānanga o Aotearoa has begun to strengthen connections with iwi through establishment of koeke throughout the country. These koeke will provide invaluable advice and guidance regarding educational and other needs of the communities within which they serve. Work in this area will continue throughout 2010.

Te Wānanga o Aotearoa continued to form ongoing, collaborative working relationships with other tertiary providers and organisations throughout Aotearoa New Zealand. These relationships utilise the speciﬁc strengths of partner organisations to enhance the quality of provision for tauira. Collaborative ventures established in 2009 include:

2009 also saw the formation of Te Kāhui Amorangi – a collective of kaumātua from throughout Aotearoa New Zealand. This group will assemble periodically to discuss initiatives to support iwi education strategies. Work in this area will be ongoing.

» the Certiﬁcate in Vocational Preparation (Police) in collaboration with the NZ Police; » the Māori Conservation Cadetship in collaboration with Nelson Marlborough Institute of Technology and Department of Conservation to train Māori conservation ofﬁcers; » a Māori Trade Training programme with Tainui and Wintec to train Māori building and construction workers; and » a region-wide collaborative strategy with Auckland tertiary providers to improve participation and success of tauira Māori in the Auckland region.

Delivering Cradle-to-Cradle Education Te Wānanga o Aotearoa recognises that education is a lifelong journey and that knowledge is handed down from generation to generation in an endless cycle. The organisation is committed to nurturing and assisting the transfer of knowledge through its cradle-to-cradle philosophy. In alignment with this, Te Wānanga o Aotearoa opened its fourth early learning centre, Te Kākano o Manuka, at its Tāmaki Makaurau campus in Māngere. In 2009, the organisation instigated a number of initiatives in collaboration with secondary schools. These activities are part of wider initiatives that will establish clear pathways for our tauira as they progress from school through tertiary education into employment. Initiatives developed to date include collaborative relationships with secondary schools to assist with Gateway programmes, establishment of a variety of Secondary Tertiary Alignment Resource (STAR) programmes and delivery of various Te Ao Māori components selected from relevant Te Wānanga o Aotearoa programmes. During 2009, Te Wānanga o Aotearoa also initiated negotiations with Government for development of its own learning facility, Tai Wānanga, that will operate as an alternative to current secondary school models.

Reaching Out to the People The Mahi Ora programme recorded its 100,000th enrolment in 2009. Mahi Ora is a ground-breaking programme widely acknowledged for its ability to encourage participation in tertiary education. MO1 Limited, the wholly-owned subsidiary of Te Wānanga o Aotearoa that delivers Mahi Ora, was rebranded as Open Wānanga Limited in 2009. This new brand reﬂects more accurately the nature of current and future work being undertaken by the organisation and shifts Open Wānanga into the 21st Century.

During 2009, Unit. The unit Te Wānanga the core role Toby Curtis, Te Toi Roa Conference

Te Wānanga o Aotearoa established a dedicated Business Development is charged with responsibility for investigating investment opportunities for o Aotearoa to diversify its revenue streams. Investments will be aligned with and values of the organisation.

2009 HIGHLIGHTS

Investing in the Future

Improving Quality

Improving Kaimahi Wellness

2009 saw a shift in the focus of quality improvement activities at Te Wānanga o Aotearoa with the establishment of Āwhinapaiake. The establishment of this team marks a transition from a focus on compliance to one of self-review and improvement. The name Āwhinapaiake emphasises a commitment to supporting and nurturing quality improvement.

As part of its commitment to being a good employer, Te Wānanga o Aotearoa launched a kaimahi wellness programme called Tau Ora. The programme encourages all kaimahi to live healthy lifestyles through a range of activities, including a nationwide ﬁtness competition (called Global Corporate Challenge), presentations on healthy lifestyles, health checks and access to general information on wellness.

Quality improvement activities were further bolstered in 2009 through the completion of the majority of Quality Reinvestment Programme (QRP) projects at Te Wānanga o Aotearoa. Fifteen of the 21 projects have achieved all deliverables and key performance indicators (KPIs) agreed with the TEC, and these are being integrated with business as usual activity. The remaining QRP projects are tracking well towards deliverables and will continue being implemented through to 2011.

Recognising Contributions Te Wānanga o Aotearoa was founded on the commitment of a group of individuals whose vision was to make the world a better place. A key ﬁgure in this group was Rongo Wetere. In November 2009, Te Awamutu (the home of Te Wānanga o Aotearoa) opened a ‘Walk of Fame’ to recognise and celebrate people who have made an impact on the local community or achieved recognition in the wider world. Rongo Wetere was recognised in the Walk of Fame, along with 16 others, for his contribution to Te Awamutu, to the nation and to the hundreds of thousands of tauira who have beneﬁted from an education with Te Wānanga o Aotearoa.

2009 HIGHLIGHTS

The Tau Ora initiative received an ‘Excellence in Workplace Wellness – Waipā District’ award acknowledging the impact of Tau Ora on kaimahi health and wellbeing. Te Wānanga o Aotearoa was also recognised by Global Corporate Challenge as having the highest proportion of kaimahi involved of any of the 717 organisations involved worldwide.

Celebrating Tauira Success

Working Towards a Brighter Future

ith a certainty that’s rare, Family Start kaiāwhina Arwen Saddlier (Ngāti Porou) claims, “Manaakitanga is my calling!” Arwen began her learning journey with Te Wānanga o Aotearoa in 2004.

and ethics and laid a strong basis for further study in the social service sector. The next step for Arwen was to enrol in, and complete, the Diploma in Social Work (Level 6) at Te Wānanga o Aotearoa.

“I was nervous and shy and pretty much had zero belief in myself when I enrolled at Te Wānanga o Aotearoa”, she says. “I didn’t achieve much in secondary school and didn’t stick it out because I thought I already knew it all.”

Arwen now works at Tūhono Whānau (Family Start) run by Te Rūnanga o Ngāti Porou based in Gisborne. The programme provides intensive home-based support services for whānau with high health, education and social needs to ensure their children have the best possible start in life.

Arwen left school during her seventh form year and found employment. Three years later, at 21, she became a new mum. At that stage, Arwen knew she needed to do something.

“I never thought I would be employed doing a job I love this much. I encourage everyone to give learning a go. The things we can achieve are truly amazing.

“I enrolled at Te Wānanga o Aotearoa for convenience. The campus was located in Gisborne and I could walk from home, which was just around the corner. I chose to study social services because I enjoy helping people. I like to awhi, but I didn’t know anything about professional social work. I had to start from the bottom.”

Arwen intends to return to the classroom to study for a Bachelor of Social Work and a masters degree by the time she is 30 and a doctorate before she turns 40. “This journey is one we should all undertake... it all starts with one small step.”

Knowledge gained in her ﬁrst year provided a good grounding in social work principles

CELEBRATING TAUIRA SUCCESS

Graduates are highly sought after for their unique combination of skills and are snapped up as soon as they complete their studies.

Arwen Saddlier

The Tuahine Behind Tiki Taane

here aren’t too many business people who sign off their correspondence with ‘Tuahine/ Managing Director’; but Ninakaye Taanetinorau, sister and manager to Tiki Taane, is proud to be both. Tiki (the former lead singer of Salmonella Dub) is now a hugely successful solo musician with a string of awards to his name. But behind his professional success stands a solid, tight-knit whānau. Three years ago, Ninakaye dug out the folders from her old Te Wānanga o Aotearoa small business management course and started reading. What she needed to do was brush up on how to write a business plan and apply it to establishing a new company. The resulting plan established Tikidub Productions, the business muscle behind Tiki Taane. While Tiki sings and produces music, Ninakaye manages his business affairs.

“I learnt how successful Māori women are in business. That really inspires you to do better.” Ninakaye is now facing a new problem: how to manage the potential for growth. Having been so successful managing Tiki’s career, other bands are clamouring to be managed by Tikidub. Artists want Tiki to produce their albums, and they want Tikidub to handle their merchandising. Ninakaye is a dedicated fan of Te Wānanga o Aotearoa programmes. The first programme she enrolled in was Mahi Ora, a life-skills programme that provided her with some great resources and inspired her to go on learning. She has also completed a certificate in Māori leadership. Somehow, Ninakaye is now fitting in another course at Te Wānanga o Aotearoa; she’s studying Tū Taua, learning about traditional Māori hand games and pastimes leading into skilled warriorship. Ninakaye Taanetinorau

Pursuing Excellence

wenty-five years ago, acclaimed master carver Paki Harrison taught the first Te Wānanga o Aotearoa tauira, guiding them as they created the carvings for O-Tāwhao Marae. Paki then went on to become the architect of the first whakairo degree course in Aotearoa New Zealand. Te Kuiti Stewart was among the first group of tauira to enrol on the degree programme. He is now a kaiako with his own tauira, and he’s passing on the concepts and philosophy of whakairo he learnt from Paki.

carving experience before joining the under-graduate programme. What they lack are the research and report-writing skills required for academic achievement. “What we’ve done with the course is taken carvers and given them an authoritative bench to sit on“, says Te Kuiti. A tauira of Te Kuiti, Rakei Kingi, agrees. “It’s been quite challenging doing the report writing and accumulating information, but since I’ve been doing it I’ve realised it will help me if I want to teach or apply

“What we’ve done with the course is taken carvers and given them an authoritative bench to sit on.”

CELEBRATING TAUIRA SUCCESS

“Many of us looked up to him [Paki] as a scary person because of his knowledge in the subject. We were hesitant to contribute to the discussion because of his vast knowledge, but he was incredible. The debt owed to him is monumental,” says Te Kuiti, and Paki remains very much on his mind as he guides his own students.

Tauira whakairo who come to the degree programme are required to have years of Te Kuiti Stewart

for a research position.” The programme is already helping him with running his Rotorua art company, which specialises in traditional Māori carvings. Sadly, Paki Harrison passed away in December 2008. However, the whakairo degree programme lives on as a testament to the vision Paki had for keeping alive the practice and the spirit of this ancient art.

Building a New Future

n 2008, Te Wānanga o Aotearoa, a kaiako and a group of tauira embarked on a unique venture – a carpentry training course that marked the ﬁrst time this organisation, Wintec and Tainui had worked together. The 35-week pilot trade training course combines carpentry

“It’s been an awesome experience,” Bobby says. “I’ve learnt a lot of skills and the work experience has been great.” The programme was initiated through TEC’s encouraging and supporting innovation fund. Wintec takes care of the practical training,

“It was a bold move - three organisations providing one course. There have been many challenges but the rewards have been huge.” skills with tikanga Māori and aims to equip graduates with the ability to take on a modern apprenticeship in the construction industry. Tauira Bobby Wehi (21) was in the first intake to the programme. He was seeking to learn new skills that would give him a job closer to his Te Kūiti home than his previous one: working on deep-sea fishing boats out of Tīmaru. When he turned up at Hamilton’s Wintec campus, he heard about the pilot course at Te Wānanga o Aotearoa and knew immediately that it would suit him. The icing on the cake was a grant that covered course fees, some transport costs, work boots and tools – offered by Tainui as part of their vision to upskill its beneficiaries.

Te Wānanga o Aotearoa is responsible for the cultural input and wider tauira support and Tainui provides the scholarships. The venture turned out to be a huge learning experience for everyone. And, in many ways, it’s a commitment that Te Wānanga o Aotearoa kaiako Ken Strothers (Ngāti Kahungunu, Ngāti Ruapani) recognises has barely begun. “We know our job won’t be done for another two or three years yet“, he says.

Bobby Wehi

The Sweetest Job

atiu Mataira counts himself a lucky man. He’s one of ﬁve Tai Tokerau cadets to be chosen from 95 applicants for the pilot conservation programme.

Matiu describes the experience of being on the Tauira Kaitiaki Taiao programme as “the sweetest job that any person could have.” He’s monitored ﬁsh stocks at the Poor Knights Islands Marine Reserve and he’s worked closely with local hapū and iwi on conservation issues. After attending Northland College, Matiu worked in Wellington as a landscape supervisor before returning home to Whangarei with his partner and child. He believes Tauira Kaitiaki

“It’s about building the capacity of Māori to ensure that they have the capability to manage their own conservation lands.” Taiao will eventually have big beneﬁts for local hapū and iwi. He says, “It’s about building the capacity of Māori to ensure that they have the capability to manage their own conservation lands in the future. I can use the knowledge and skills I have gained to pass on to my own iwi and hapū.”

CELEBRATING TAUIRA SUCCESS

Like other Te Tai Tokerau cadets, Matiu is based at a local Department of Conservation (DoC) office that works in partnership with the local Te Wānanga o Aotearoa site. Three others are based in Kaitāia and one is on the Kaipara Coast. Passionate about the opportunities the cadetship brings, Matiu hopes to secure full-time employment with Department of Conservation (DoC) when he graduates. He’s already worked out a five-year goal – he’d like to strengthen relationships between Tai Tokerau iwi and DoC. Ten years from now, he’s got his eye on a management position and, before he turns 50, he’d like to be the first Māori Director General of DoC. Matiu Mataira

Rohe Delivery Sites Tāmaki Makaurau/Te Tai Tokerau AUCKLAND/NORTHLAND

Tainui WAIKATO

Whirikōkā EAST COAST / POVERTY BAY

Waiariki BAY OF PLENTY

Papaiōea CENTRAL NORTH ISLAND

Te Tai Tonga / Te Wai Pounamu WELLINGTON / SOUTH ISLAND

Main Service Centres Tāmaki Makaurau / Te Tai Tokerau AUCKLAND/NORTHLAND

(09) 256 5900

1 Kaitāia

Tainui WAIKATO

Whirikōkā (07) 849 9241

1 Rāhui Pōkeka

EAST COAST / POVERTY BAY

(06) 867 5960

1 Ōpōtiki

HUNTLY

2 Whangaroa

2 Gisborne

2 Raroera

3 Hokianga

HAMILTON

4 Whangarei

3 Apakura

5 Wellsford

4 Tokoroa

6 North Shore

5 Maniapoto

TE AWAMUTU

7 Manukau 7 Queen Street 7 New Lynn

Waiariki BAY OF PLENTY

Papaiōea (07) 349 2360

CENTRAL NORTH ISLAND

Te Tai Tonga / Te Wai Pounamu (06) 355 3381

WELLINGTON/SOUTH ISLAND

1 Tauranga Moana

1 Hastings

1 Porirua

2 Rotorua

2 New Plymouth

1 Lower Hutt

3 Whakatāne

3 Whanganui

1 Upper Hutt

4 Kawerau

4 Palmerston North

2 Picton

5 Taupō

3 Ōtautahi CHRISTCHURCH

4 Wanaka 5 Queenstown ROHE DELIVERY SITES

6 Dunedin 7 Invercargill

To contact a Service Centre call 0800 355 553

(04) 237 7166

Ngā Whare Whāriki Kōhungahunga Early Learning Centres

Ngā Whare Whariki had a very busy and productive year with structural changes made to Raroera Te Puāwai and Te Rau Oriwa; the opening and development of Ngā Kākano o Te Manuka; and the development of Healthy Heart gardening project at Apakura Te Kākano. An increase in licensing numbers at Te Rau Oriwa now means that all Kōhungahunga are licensed for 50 tamariki and this increases our capacity to continue to provide quality early childhood education. This is supported by the number of staff who have gained higher qualiﬁcations or completed full NZ Teachers Registration, is a reﬂection of our commitment to ongoing education and is well supported by Te Wānanga o Aotearoa training and development. Ngā mihi mahana kia koutou katoa ngā tāngata o Te Wānanga o Aotearoa. My sincere thanks to all Te Wānanga o Aotearoa whānau for your continued support. Elizabeth Pakai, ELC Manager

NGA WHARE WHARIKI KOHUNGAHUNGA - EARLY LEARNING CENTRES

Early Learning

Rangahau 2009

Autui

Māreikura Symposium

Project Lead: Awhina Paul

Project Leads: Shelley Hoani and Rangimarie Hunia

Autui, the third Te Wānanga o Aotearoa Wearable Art Awards (formerly known as Matariki), was held 14 August at the University of Waikato. Autui is the Māori word for a whale-bone pin used to fasten any type of kahu (traditional Māori cloak). The new name reﬂects the time of year when the event is held, between Aranga and Koanga, as well as referring to the bringing together of tradional concepts, natural and manufactured materials and, of course, people. Te Wānanga o Aotearoa celebrates Autui as a way of enabling indigenous art to grow, as a way of honouring tradition and as a way of inspiring originality of thought and expression.

RANGAHAU 2009

Te Whitinga Whakaaro

Te Matatuhi

Project Leads: Arihia Farrar, Donelle Hughes and Shelly Davies

Project Lead: Shelly Davies

Te Whitinga Whakaaro is Te Wānanga o Aotearoa’s inaugural poetry collection. With its theme of ‘Tōku ake ao... My Place, My Space, My Time’, the beautifully designed book was launched at Te Pātaka Māramatanga on December 1, 2009. More than 72 kaituhi (writers) from throughout Aotearoa contributed to the collection, producing over 100 pages of rich, brave, powerful poetry that has touched many of us on very personal levels.

This combined symposium/journal launch was held at Te Pātaka Māramatanga – Raroera site, catering for up to 100 people, tauira and kaimahi alike, throughout the day. The entire day was inspirational beginning with a whakatau/karakia and culminating in a shared meal before Te Wānanga o Aotearoa whānau began their return journeys home.

Te Matatuhi was the inaugural rangahau symposium in Tainui Rohe. It was a space created in response to the rohe’s desire to provide a forum for rangahau-active Tainui kaimahi to receive recognition within their own rohe for work they had been presenting nationally and internationally. Te Matatuhi was held at Raroera Campus on June 19th, 2009 and attended by more than 100 people both from within and external to TWoA. It was a one-day event brought to life and given colour and richness through presentations by Tainui kaimahi, including Te Pātaka Māramatanga and Early Learning Centres in the rohe.

He Pī Ka Rere

Wānanga Pūrākau

He Pī Ka Rere is a collection of writings by tauira and kaiako of Te Panekiretanga i te Reo programme. The ﬁrst edition (2009) was edited and published by Huia publishers. In 2010, Pānia Papa and Leon Blake shared the editing of Te Putanga 2, which was published in March of this year.

Project Lead: Kim Marsh

Te Toi Roa

mLearning

The Coolinisation of Te Reo Māori: Hawira Karaitiana

Project Lead: Travis Timoko

Te Wānanga o Aotearoa hosted Te Toi Roa in collaboration with Te Whare Wānanga o Awanuiārangi, Te Wānanga o Raukawa, University of Waikato, Wintec and Te Panekiretanga o Te Reo Māori – Institute of Excellence in Māori language. This year’s conference themes were ‘Reo and Wai’. The event provided an opportunity for staff to celebrate their many talents, as demonstrated by Hawira Karaitiana (kaiārahi) who rapped his way through his presentation entitled ‘the Coolinisation of Te Reo Māori’ in response to the theme ‘Innovations of Language Transfer’. Of the 20 presenters, six Te Wānanga o Aotearoa staff took up the challenge to present in this rigorous rangahau forum.

mLearning (teaching and learning activity accessed through mobile devices such as mobile phones) is fast gaining recognition in the educational and academic community as a medium to engage students in education. Te Wānanga o Aotearoa must be in a position to make informed decisions in relation to the effectiveness of mLearning for its tauira. The purpose of this project was to help inform an understanding of tauira (but focusing on Māori) engaging in technology for educational purposes.

RANGAHAU 2009

In December 2009, artists teaching on the Toi programmes at Te Wānanga o Aotearoa gathered at Toimairangi in Heretaunga. They came together as artists to be guided in a process by Pouako Matua Sandy Adsett and to celebrate identity and integrity in the expression of self and collective through Pūrākau.

Tauira Proﬁles

Mikaere Norris

Mervyn Dykes

ikaere Norris, a 2009 year one student in Te Korowai Ākonga - Bachelor of Teaching (Primary) programme, acknowledges his nan and koro for the high values they instilled in him during his growing years. During his years at Western Heights High School, Mikaere was exposed to cultural experiences where Te Reo Māori was the medium of communication. Prior to participating in extracurricular events such as kapahaka, hoe waka and class camps and trips, students had to pledge a commitment to Te Reo Māori. Mikaere’s work and life experiences include dabbling in journalism with Aotearoa television and ten years tour-guiding at Whakarewarewa, where he was highly respected in the

hen journalist, writer and actor Mervyn Dykes was returning from many years in Canada, he promised himself that he would achieve a long-standing ambition to learn to speak Te Reo Māori. “It is the second language of my country and I wanted to do some of my friends the courtesy of speaking to them in their own language,” he says.

Mikaere attributes his life experiences, role models, and mentors as having an insightful impact on his current studies. guiding whānau given his fluency in Te Reo. Mikaere acknowledges Te Keepa Marsh, who guided him in tikanga matters and shared his extensive Te Arawa knowledge with him in his time at Whakarewarewa. Mikaere declined an opportunity to move into a management role, as his young whānau was his focus at that time. Respect for Te Reo and tikanga Māori guide his principles and whānau parenting skills. It is this worldview and life experiences which led him to Te Wānanga o Aotearoa’s Bachelor of Teaching (Primary) programme. A position as a cultural advisor with a community-based mental health service working alongside tamariki with learning and behavioural difficulties and exposing them to te ao Māori confirmed teaching as a wise career choice for him. Mikaere acknowledges his life experiences, role models and mentors as having had an insightful impact on his current studies. Te Wānanga o Aotearoa students come to our doors with untapped qualities, strengths, skills and abilities. At Te Wānanga o Aotearoa, staff practise whanaungatanga daily to celebrate the experiences, skills, qualities and knowledge our students bring to their studies.

TAUIRA PROFILES

“He whiringa tahitahi ka hunahuna He whiringa ngātahi ka raranga ka mau.”

“It is the second language of my country and I wanted to do some of my friends the courtesy of speaking to them in their own language.” While he admits to being a long way from this level of fluency, in 2009 he completed his first year of study at Papaiōea campus, which climaxed with a five-minute speech in Te Reo Māori. Full-time work made it hard to fit in his Te Reo studies, but he thoroughly enjoyed the experience and is fired up for a second year. In between times, last year he won a Te Puni Kōkiri Award at the annual Qantas Media Awards for writing about Māori issues.

ORGANISATIONAL REPORT 2009

Organisational Report 2009

Council Members as at 31st December 2009

Lloyd Anderson

Peter Joseph

Co-opted Member Registered Comprehensive Nurse, Dip Dairy Farming, Adv Cert in Te Ara Reo Māori

NZCTU Nominated Member Te Arawa, Tūhourangi, Ngāti Pikiao

June McCabe Neville Baker Business New Zealand Nominated Member Te Ātiawa Dip Social Work

Ministerial Appointed Member Ngāpuhi, Te Rarawa, Te Aupōuri, Ngāti Kahu, Ngāti Kahurau MBA

Parekāwhia McLean (Deputy Chair) Richard Batley (Chair) Co-opted Member Ngāti Tama, Ngāti Maniapoto, Waikato, Raukawa BMS, CA

Co-opted Member Waikato, Ngāti Maniapoto MA, MSocSci

Bentham Atirau Ohia Dr Toby Curtis Co-opted Member Ngāti Rongomai, Te Arawa PhD, MA(Hons), BA, DipTchg

Te Pouhere - Chief Executive Ofﬁcer Ngāi Te Rangi, Ngāti Pūkenga, Ngāti Ranginui, Te Ātiawa, Ngāti Rārua MBA, BA, DipTchg

Deirdre Dale

Marie Panapa JP

Ministerial Appointed Member BA (SocSci)

General Staff Representative Te Ātiawa, Taranaki BEd (Massey)

Manaoterangi E Forbes Co-opted Member Ngāti Maniapoto, Tainui Waka DipTchg, Dip in Te Arataki Manu Kōrero

Matthew Goodall Tauira Representative Afﬁliated with the Aotea waka DipTchg (ECE), Cert Te Ara Reo Māori (Level 2 & 4), Cert Mauri Ora, Cert Mahi Ora

Dr Manuka Henare Ministerial Appointed Member Te Rarawa, Te Aupōuri, Ngāti Kuri PhD, BA (Hons) (VUW)

Tania Hodges Ministerial Appointed Member Ngāti Kahungunu, Ngāti Ranginui, Ngāti Haua, Ngāti Tūwharetoa MBA (with Distinction), GradDipMgmtStud, GradDip Te Reo Māori, PGCBR, BSocSci, RPN

COUNCIL MEMBERS

Peter Skerrett Academic/Tutorial Staff Representative Ngāi Tahu, Waitaha, Kāti Mamoe, Ngāti Pikiao, Ngāti Te Rangiunuora, Ngāti Whakaue, Ngāti Unu, Waikato, Ngāti Maniapoto BAppSocSci (Te Reo and Māori Development), Dip Tertiary Teaching

Rev Te Napi Tutewehiwehi Waaka OBE Kaumatua Ngāti Pikiao (Te Arawa), Ngāti Māhanga (Tainui) Adj Professor, DipTheol, DipTchg (Secondary)

Management as at 31st December 2009

Ngā Kaihautū

Kaiwhakahaere a Rohe

Dr Shane Edwards

Neville King

Kaihautū - Marautanga (Curriculum and Research) Ngāti Maniapoto PhD, MA (Hons), PGDipEcoDev, GDipHE, BEd, DipTchg, NCB

Regional Manager – Waiariki Ngāti Pikiao, Ngāti Ngāraranui, Ngāi Te Rangi BSocSci, DipTchg

Ray Miller

Dean Martin

Associate Kaihautū - Whakaū Kounga Ako (Delivery) MA (Hons), BA, DipTchg

Area Manager – Te Tai Tokerau Ngāti Mahuta ki Taharoa

Jeremy Morley

Haimona Maruera

Kaihautū - Titiraukura (Operations Support Services) BA, DipAcc, CA

Regional Manager – Papaiōea Ngāti Ruanui BAdult Ed Te Tohu Pōkairua Kura Kaupapa Māori (DipTechEd)

Kaihautū - Whakaū Kounga Ako (Delivery) Ngāi Te Rangi, Ngāti Ranginui PGDipEd, BEd, DipTchg

Kingi Wetere General Manager – Open Wānanga Ngāti Maniapoto NZCE

Matthew Maynard Regional Manager – Te Tai Tonga Rongowhakaata BBus

Yvonne O’Brien Regional Manager - Tāmaki Makaurau / Te Tai Tokerau Ngāti Ranginui, Ngāti Awa, Ngāti Pikiao BEd, DipATE

Ripeka Paraone Te Waipounamu Manager Ngāi Tahu Whānui, Ngāti Kahungungu ki Wairarapa, Rangitāne BEd, TTC, DipTchg

Brad Totorewa Regional Manager – Tainui Ngāti Naho, Ngāti Mahuta MMPD - Masters of Maori & Paciﬁc Development (First Class Hons), DipTchg

Toby Te Anini o Rongo Westrupp Regional Manager – Whirikōkā Rongomaiwahine, Rongowhakaata, Te Whānau a Apanui DipTchg, Higher DipTchg

MANAGEMENT

Turi Ngatai MNZM

NEW PROGRAMMES

New Programmes During 2009, Te Wānanga o Aotearoa carefully selected a range of new programmes to be developed to meet its strategic objectives. Programmes chosen for development were those that met identiﬁed needs in the communities we serve, strengthened programme pathways within the institution, and/or led to direct employment opportunities.

NEW PROGRAMMES

The following programmes were developed and/or approved for delivery by Te Wānanga o Aotearoa or New Zealand Qualiﬁcations Authority during 2009.

Te Pūtaketanga o te Reo - Level 4

Certiﬁcate in Money Management - Level 3

Te Pūtaketanga o te Reo is the foundation level, total immersion Māori language (reo) programme at Te Wānanga o Aotearoa. Te Pūtaketanga provides a basic understanding of Te Reo Māori and tikanga Māori as it applies to Te Reo Māori. The programme focuses on kōrero (speaking) and whakarongo (listening) with aspects of pānui (reading) and tuhituhi (writing). Tikanga and āhuatanga Māori are interwoven throughout the themes in the programme and provide the basis for the theoretical framework, philosophies and teaching methodologies.

The Certiﬁcate in Money Management provides tauira with essential money management skills that will help them reach their ﬁnancial goals. Skills include: money and debt management, retirement and asset planning, property investment, and equity and other investments. The programme is open to people of all ages and income levels.

Diploma in Māori Governance and Leadership – Level 6

Certiﬁcate in Papa Ako: Learning to Learn - Level 1

The Diploma in Māori Governance and Leadership is for people who are currently trustees in whānau, hapū and/or iwi trusts. The programme has seven key areas: governance and trusteeship, kaitiakitanga, leadership, Treaty of Waitangi, communication, ﬁnancial and asset planning and strategic planning.

Papa Ako (formerly known as Akoranga Ora) is for people who haven’t engaged previously with tertiary education or who haven’t studied for a while. The programme is a home-based, distance learning programme that provides students with a range of exciting resources, including DVDs, CDs and journals, which help tauira hone their study skills. Tauira who complete the programme have the skills and readiness to engage at the next level of tertiary learning.

This diploma was approved for delivery by NZQA during 2009 and is being delivered for the ﬁrst time in 2010. NEW PROGRAMMES

Certiﬁcate in First Line Management and Leadership - Level 3

Certiﬁcate in Applied Small Business Growth and Development - Level 5

The Certiﬁcate in First Line Management and Leadership provides a unique wānanga approach to foundational management education. The programme focuses on team development, communication, process and system management and leadership. These skills are taught with a strong emphasis on empowerment, personal growth, conﬁdence and mātauranga Māori relating to management and leadership.

The Certiﬁcate in Applied Small Business Growth and Development is for people who are already operating a small business or who have a business plan and wish to put their plan into action. The programme focuses on business development analysis, business implementation projects and business reports and presentations.

Certificate in Vocational Preparation (Police) - Level 3 The Certifi cate in Vocational Preparation (Police) provides structured learning that prepares tauira directly for the NZ Police test. The programme uses kaupapa Māori techniques to teach the core components of the test: numeracy, literacy and abstract reasoning. The programme includes a physical education plan to assist tauira to achieve fitness requirements of the NZ Police fitness test, as well as defensive driving and first aid certificates.

NEW PROGRAMMES

The structure of the Certiﬁcate in Vocational Preparation was designed so that it can be adapted for delivery of other vocationallybased qualiﬁcations.

Kaupapa Toi Mau Hihiri Ngākau - Level 2

Kaupapa Toi Mau Tākaro - Level 4

Kaupapa Toi Mau Hihiri Ngākau (the Certiﬁcate in Sports Fitness and Health) is an introductory level programme for people who want to work in the world of sport. The programme provides the basics of refereeing, coaching, ﬁrst aid, safety, nutrition, sports administration, teamwork, programme development and communication skills.

Kaupapa Toi Mau Tākaro (the Certiﬁcate in Applied Sports Leadership) is for those seeking a career in the sports industry. The programme includes training in the principles of sports psychology, anatomy and nutrition in sports, media interviewing and sports event management. Tauira also learn career development skills to assist with their development.

Kaupapa Toi Mau Hauora - Level 4 Kaupapa Toi Mau Hauora (the Certificate in Health and Fitness Leadership) is for those who want to become a skilled coach, instructor or trainer. The programme helps tauira gain an understanding of physical, technical and professional aspects of fitness and how to develop fitness in others. The programme includes training in physiology and anatomy, injury management, sports psychology and communication.

NEW PROGRAMMES

Certiﬁcate in Adult Learning Skills - Level 1

Certiﬁcate in Cable Logging - Level 3

The Certiﬁcate in Adult Learning Skills is a nationwide, home-based literacy strategy. The programme is designed to facilitate the literacy learning process through a range of CDs, DVDs and workbooks that help tauira develop essential literacy, numeracy and self-development skills. Tauira who complete the programme increase their competency to a level that allows them to participate in further tertiary education and increase their employment opportunities.

The Certiﬁcate in Cable Logging is an industry-based, practical course designed for people entering a career in the forestry industry. The programme includes a work-based component in which tauira get an opportunity to work in a forestry gang with a logging contractor or forestry company. Tauira who apply themselves well and demonstrate a good work ethic are recommended for employment at the end of the programme.

Diploma in Adult Education - Level 5

NEW PROGRAMMES

The Diploma in Adult Education provides ākonga (students) with an understanding of ako (reciprocal teaching and learning) within a mātauranga Māori context. This programme provides ākonga with a kete of facilitative learning skills, including ākonga-focussed marau (curriculum), that they can use to support and sustain the ako process. During the programme, ākonga develop a style that uses Māori pedagogical models and fundamental principles of human development to embed mana reo (multiple literacies) in their learning spaces. Ākonga also develop strategies for engaging appropriately within the learning spaces they create.

Tauira Information

TAUIRA INFORMATION

Overview Te Wānanga o Aotearoa continued to be the tertiary provider of choice for more than 36,000 tauira in 2009. As a result, the organisation remains amongst the ﬁve largest tertiary providers in Aotearoa New Zealand. Improvements made throughout Te Wānanga o Aotearoa in recent years have ensured that tauira continue to perform well across all achievement measures: course retention, course completion and graduation. These rates continued to exceed those of many other tertiary providers in Aotearoa New Zealand and stand as a testament to the effectiveness of the unique style of education offered by Te Wānanga o Aotearoa. Tauira demographics remained relatively constant during 2009, with the exception of increases in the number of 18 to 24 year olds and tauira Māori choosing to study with Te Wānanga o Aotearoa. This section presents participation, achievement, satisfaction and demographic data and statistics for tauira attending Te Wānanga o Aotearoa in 2009. Data are also presented for 2005 to 2008 to enable comparative analyses.

Tauira Participation Te Wānanga o Aotearoa is committed to providing equal opportunities for all tauira. In particular, it is committed to supporting those who have previously been prevented from participating in tertiary education as a result of various barriers and to providing these people with access that others enjoy. As part of its commitment, Te Wānanga o Aotearoa provides extensive support services and facilities that ensure all tauira are afforded the greatest chance of success as they work to actualise their potential. Reﬂecting the extent to which tauira value this commitment, numbers of tauira choosing an education with Te Wānanga o Aotearoa remained strong during 2009.

The following chart shows tauira numbers between 2005 and 2009.

57,843 2005

42,455 2006

36,941 2007

35,075 2008

36,695 2009

100,000

90,000

80,000

Tauira Numbers

70,000

The December 2009 single data return (SDR) shows that tauira numbers increased by 4.6% on 2008 ﬁgures. This ﬁgure represents a reversal of the year-on-year declines recorded since 2004, including the 5% decline recorded for 2008. Much of this growth has resulted from acquisition of the Papatoa programme, collaborative relationships with other TEIs and in support of the Government’s job summit initiatives.

60,000

The following table shows tauira numbers extracted from December SDRs from 2005 to 2009.

30,000

50,000

40,000

20,000

Number of Tauira

10,000

2006

2007

2008

2009

57,843

42,455

36,941

35,075

36,695 0 TAUIRA INFORMATION

2005

Consumed EFTS Te Wānanga o Aotearoa recorded 21,210 equivalent full-time students (EFTS) for 2009. This result falls within the ±3% threshold of the EFTS funding target, as stipulated by the Tertiary Education Commission. The following table shows consumed EFTS numbers extracted from December SDRs for 2005 to 2009.

EFTS 2005

2006

2007

2008

2009

27,014

19,670

18,578

19,030

21,210

The following chart shows consumed EFTS numbers between 2005 and 2009. 27,014 2005 19,670 2006 18,578 2007 19,030 2008 21,210 2009

Tauira Achievement Tauira achievement remained high at Te Wānanga o Aotearoa during 2009, with achievement rates recorded that compare favourably with other tertiary providers throughout the country.

Tauira Course Retention The institutional course retention target for 2009 was 80%. Te Wānanga o Aotearoa surpassed the target with a course retention rate of 82%.

Tauira Course Completion The institutional course completion target for 2009 was 70%. Te Wānanga o Aotearoa surpassed this target with a course retention rate of 77%. The following table shows tauira course completion statistics extracted from December SDRs for the 2005 to 2009 period.

Course Completion Rate The following table shows tauira course retention statistics extracted from December SDRs for 2005 to 2009.

Course Retention 2005

2006

2007

2008

2009

83%

74%

75%

80%

82%

The following chart shows tauira course retention statistics from 2005 to 2009.

100%

83% 2005

74% 2006

75% 2007

80% 2008

82% 2009

100%

80%

60% 40% 40% TAUIRA INFORMATION

2007

2008

2009

70%

71%

78%

77%

77% 2005

60%

2006

77%

The following chart shows tauira course completion statistics from 2005 to 2009.

80%

20%

2005

20%

70% 2006

71% 2007

78% 2008

77% 2009

Tauira Graduation The institutional tauira graduation target for 2009 was 50%. Te Wānanga o Aotearoa surpassed this target with a graduation rate of 68%. Data presented here are extracted from the student management system. The following table shows tauira graduation rates for the 2005 to 2009 period.

Graduation Rate1 2005

2006

2007

2008

2009

60%

53%

57%

61%

68%

The following chart shows tauira graduation rates for 2005 to 2009.

60% 2005 53% 2006 57% 2007 61% 2008 68% 2009 100%

80%

60%

40%

20%

Tauira Demographics The tauira demographic profile of Te Wānanga o Aotearoa reflects areas of need within the communities served by the organisation. Since inception, Te Wānanga o Aotearoa has consistently attracted high numbers of Māori, women and people aged over 25 years of age with low or no secondary qualifications. Tauira demographic trends remained stable in most areas during the 2009 period. Exceptions to this included increases in numbers of tauira aged between 18 and 24 years and numbers of tauira Māori choosing to transform their lives through study with Te Wānanga o Aotearoa. These trends are planned and will continue over coming years as we adapt and refine our programme portfolio to meet the ever-changing needs of our unique student body and the tertiary education strategy.

The following table shows age demographic statistics extracted from December SDRs for the 2005 to 2009 period.

Age 2005

2006

2007

2008

2009

Under 18 years

18 to 24 years

10%

12%

25 to 39 years

41%

39%

36%

33%

40 years plus

48%

51%

54%

57%

54%

The following chart shows tauira age proﬁle statistics for 2009.

Tauira Age Proﬁle In 2009, the tauira age proﬁle of Te Wānanga o Aotearoa remained relatively consistent with those recorded for the previous four years. Most notably in 2009, a 3% increase was recorded in the ‘18 to 24 years’ age bracket as Te Wānanga o Aotearoa worked to attract younger tauira. This increase matches a 3% decline in numbers of tauira in the ‘40 years plus’ age bracket.

TAUIRA INFORMATION

This shift in the tauira age proﬁle is the result of a strategy (aligned with the Government’s Tertiary Education Strategy) to attract younger tauira to Te Wānanga o Aotearoa. The strategy has focused on developing a range of programmes that appeal to a younger age group. It also involves working collaboratively with secondary schools to establish more effective pathways into Te Wānanga o Aotearoa.

Graduation Rate = The number of tauira who completed a programme of study as a percentage of all tauira who were funded to complete a programme in that academic year.

The following table shows ethnicity statistics for 2005 to 2009.

Tauira Gender Proﬁle In line with previous years, Te Wānanga o Aotearoa continued to attract larger numbers of female tauira than male tauira during 2009. The tauira gender proﬁle shifted by just 1% in favour of male tauira during 2009.

Ethnicity 2005

2006

2007

2008

2009

The following table shows percentages of male and female tauira studying with Te Wānanga o Aotearoa from 2005 to 2009. Data are extracted from December SDRs for 2005 to 2009.

Māori

45%

48%

43%

44%

48%

European

18%

20%

29%

32%

26%

Asian

27%

23%

18%

15%

16%

Gender

Paciﬁc Island

Other

2005

2006

2007

2008

2009

Male

32%

30%

31%

Female

68%

70%

69%

The following chart shows tauira ethnicity proﬁle statistics for 2009.

The following chart shows tauira gender proﬁle statistics for 2009.

Tauira Highest Secondary Award

Tauira Ethnicity Proﬁle During 2007, the Ministry of Education aligned reporting of ethnicity statistics with the method used by Statistics NZ. Under this new system, SDR summaries do not provide a complete representation of people who report more than one ethnicity. For this reason, ethnicity statistics presented in this annual report are extracted from the Te Wānanga o Aotearoa student management system. The proportion of tauira Māori studying with Te Wānanga o Aotearoa declined from a high of 77% in 2002 to 45% in 2005. This proportion has remained relatively constant since this time at between 43% and 48%.

Te Wānanga o Aotearoa has, since its inception, been committed to providing education to those marginalised by the secondary education system. The popularity of our programmes with tauira in this demographic arises from the extensive support provided and the portfolio of programmes offered by the organisation. Data presented here are extracted from the student management system of Te Wānanga o Aotearoa. In 2009, Te Wānanga o Aotearoa continued to attract a significant proportion of tauira (38%) with no formal secondary school qualification. The following table shows the highest secondary qualification achieved by tauira enrolling with Te Wānanga o Aotearoa in 2009.

Highest Secondary Award 2009

The proportion of tauira Māori increased by 4% to 48% in 2009. Proportions of Asian and Paciﬁc Island tauira also increased (by 1% each). These increases accompanied a 6% decrease in the proportion of European tauira studying with Te Wānanga o Aotearoa.

TAUIRA INFORMATION

No formal secondary school qualiﬁcation

38%

14 or more credits at any level

NCEA Level 1 or School Certiﬁcate

12%

NCEA Level 2 or Sixth Form Certiﬁcate

University Entrance

10%

NCEA Level 3 or Bursary or Scholarship

Overseas qualiﬁcation

13%

Other qualiﬁcation

11%

The following chart shows the highest secondary qualiﬁcation achieved by tauira enrolling with Te Wānanga o Aotearoa in 2009. NO FORMAL SECONDARY SCHOOL QUALIFICATION

14 OR MORE CREDITS AT ANY LEVEL

NCEA LEVEL 1 OR SCHOOL CERTIFICATE

NCEA LEVEL 2 OR SIXTH FORM CERTIFICATE

UNIVERSITY ENTRANCE

NCEA LEVEL 3 OR BURSARY OR SCHOLARSHIP

OVERSEAS QUALIFICATION

OTHER QUALIFICATION

38%

12%

10%

13%

11%

100%

80%

60%

40%

20%

The following table shows percentages of tauira engaging in study with Te Wānanga o Aotearoa between 2005 and 2009 who had no formal secondary school qualiﬁcation when enrolling with the organisation.

No Secondary Award 2005

2006

2007

2008

2009

38%

37%

38%

40%

38%

The following chart shows percentages of tauira with no secondary award who enrolled with Te Wānanga o Aotearoa between 2005 and 2009.

38% 2005 37% 2006 38% 2007 40% 2008 38% 2009

TAUIRA INFORMATION

100%

80%

60%

40%

20%

Tauira Prior Activity Proﬁle The number of ‘non-workforce’ tauira enrolling with Te Wānanga o Aotearoa has been declining over recent years. This trend reversed in 2009 with a 1% increase in this demographic. Data presented here are extracted from the student management system. The following table shows activities tauira were engaged in immediately prior to enrolling with Te Wānanga o Aotearoa for the 2005 to 2009 period.

Prior Activity 2005

2006

2007

2008

2009

Non-Workforce

35%

32%

29%

30%

Workforce

45%

49%

54%

55%

52%

Tertiary Student

10%

11%

13%

Secondary School

Overseas

Other

The following chart shows the proﬁle for prior activity statistics for tauira enrolling at Te Wānanga o Aotearoa in 2009. NON WORKFORCE 30%

WORKFORCE 52%

TERTIARY STUDENT 13%

SECONDARY STUDENT 2%

OVERSEAS 2%

OTHER 1%

100%

80%

60%

40%

20%

Tauira with Disabilities In line with its commitment to reducing barriers to education, during 2009 Te Wānanga o Aotearoa continued to attract a signiﬁcant proportion of tauira who had disabilities. Data presented here are extracted from the student management system.

The following chart shows statistics for tauira with disabilities enrolling with Te Wānanga o Aotearoa from 2005 to 2009. 10% 2005 10% 2006

The following table shows percentages of tauira who enrolled with Te Wānanga o Aotearoa between 2005 and 2009 who reported having disabilities.

10% 2007

Tauira with Disabilities 2005

2006

2007

2008

2009

10%

11%

10%

100%

80%

60%

40%

20%

Note: This table presents statistics for tauira who identiﬁed as having a disability on their enrolment form. It does not show tauira with disabilities who were supported by Tauira Support Services, but who did not identify a disability on their enrolment form.

10% 2009 0%

TAUIRA INFORMATION

11% 2008

EMPLOYEE INFORMATION

Employee Information

Te Wānanga o Aotearoa is committed to being a good employer. As part of this commitment, and in accordance with its kaupapa and EEO policy, Te Wānanga o Aotearoa welcomes and is inclusive of all people regardless of culture, ethnicity, age, gender, political opinion or religious persuasion. This section presents demographic statistics for employees working for Te Wānanga o Aotearoa between 2005 and 2009. With the exception of employee ethnicity information, data in this section are extracted from the staff SDR. Employee ethnicity data are drawn from the Human Resources’ information management system.

Employee Numbers Full-time equivalent (FTE) employee numbers increased by 16% during 2009. This increase resulted from additional kaimahi employed to support a 5% increase in tauira numbers and those joining the organisation as part of the Papatoa programme. Additional kaimahi were also employed to manage secondary school initiatives, maintain collaborative relationships and implement Quality Reinvestment Programme projects. The following table shows FTE employee numbers for 2005 to 2009.

FTE Employees 2005

2006

2007

2008

2009

1,393

1,002

853

890

1,033

The following chart shows numbers of FTE employee numbers for 2005 to 2009. 1,393 2005 1,002 2006 853 2007 890 2008 1,033 2009

EMPLOYEE INFORMATION

2005

2006

2007

2008

2009

Male

37%

40%

39%

Female

63%

60%

61%

The following chart shows employee gender proﬁle statistics for 2009.

1,600

Gender

1,400

The following table shows gender proﬁle statistics for Te Wānanga o Aotearoa employees from 2005 to 2009.

1,200

The employee gender proﬁle of Te Wānanga o Aotearoa has remained relatively constant (within 3%) over the past ﬁve years. This trend continued during 2009 with the proportion of females employed by the organisation increasing by 1% to 61%.

1,000

800

600

400

200

Employee Gender Proﬁle

Employee Ethnicity Proﬁle Maintaining substantial numbers of Māori employees is essential for an organisation based in āhuatanga Māori and operating in accordance with tikanga Māori. These employees support Te Wānanga o Aotearoa with their mātauranga (knowledge) and provide informal, but invaluable channels of communication with iwi and the communities we predominantly serve. They also provide day-to-day input from key stakeholders into activities occurring within the organisation. The following table shows employee ethnicity demographics for Te Wānanga o Aotearoa between 2005 and 2009. 2005

2006

2007

2008

2009

NZ Māori

66%

64%

63%

65%

63%

NZ European/Pākehā

11%

10%

12%

11%

Paciﬁc Island

Asian

Other

Not Speciﬁed

11%

14%

13%

16%

15%

The following chart shows employee ethnicity proﬁle statistics for 2005 to 2009.

NZ MĀORI 63%

NZ EUROPEAN/ PĀKEHĀ 11%

PACIFIC ISLAND 4%

ASIAN 4%

OTHER 3%

NOT SPECIFIED 15%

100%

80%

60%

40%

EMPLOYEE INFORMATION

20%

EMPLOYEE INFORMATION

Corporate Responsibility Te Wānanga o Aotearoa was established to improve lives, strengthen whānau, enhance relationships and promote communities and is serious about its responsibilities as a kaitiaki. The organisation includes social, cultural, economic and environmental sustainability among key drivers that guide decision-making.

Social

Economic

Te Wānanga o Aotearoa is a conduit for promoting and enhancing community connectedness. The organisation often uses existing community facilities to deliver programmes, supporting and supplementing the income of these community resources. These facilities include schools, halls, marae and other community venues.

Te Wānanga o Aotearoa views education that leads to ﬁnancial independence as a way to reverse negative indicators often associated with low educational achievement. Te Wānanga o Aotearoa is committed to assisting tauira to achieve their study goals as a step towards gaining meaningful employment that provides ﬁnancial independence. For some, this means starting and operating their own business. For others, it means learning more advanced skills necessary to enter or progress in the employment area of their choosing.

Te Wānanga o Aotearoa programmes emphasise the value of bringing people together in safe and supportive environments. Programmes nurture meaningful relationships through practices such as whanaungatanga, manaakitanga and sharing – values that are central to all programmes. Te Wānanga o Aotearoa is also committed to maintaining delivery of its programmes in smaller towns across Aotearoa New Zealand as a way of helping to support and sustain local communities. This strategy enables tauira to study without having to leave their families to travel to larger centres. It also provides local employment and a ﬂow of funds in support of community sustainability.

Cultural Te Wānanga o Aotearoa recognises the critical importance of revitalising mātauranga Māori lest this knowledge be lost to future generations. The range of mātauranga Māori programmes offered by the organisation, and the active promotion of these, helps support the vitality of Te Ao Māori for the future.

Environmental Te Wānanga o Aotearoa is currently focussing on strengthening its commitment to environmental sustainability. A recent review by Ernst and Young identiﬁed a need for a dedicated environmental advisor to monitor and manage environmental sustainability activities throughout the organisation. This position will be ﬁlled in mid-2010. Te Wānanga o Aotearoa has also reviewed its current status regarding the environment and scoped an environmental management plan. This plan will be reviewed by the future environmental advisor and the new plan will be implemented once complete. In the meantime, work continues on the existing plan with a major review of waste management systems planned for 2010. This review will include a focus on waste minimisation strategies with a tendering process planned for future delivery in this area.

Each year, Te Wānanga o Aotearoa connects thousands of people to traditional ways of living through marae visits and noho marae (overnight stays). Marae visits provide tauira with real-world introductions to tikanga practised on marae. They also contribute to understanding of these practices, normalising them as part of the unique culture of Aotearoa New Zealand.

Bentham Ohia

CORPORATE RESPONSIBILITY

Te Pouhere o Te Wānanga o Aotearoa

Statements of Service Performance The performance indicators that make up these statements of service performance are drawn from the organisation’s Investment Plan 2008-2010 (as negotiated with the Tertiary Education Commission). Investment Plans are central to describing how a tertiary organisation will use government funds to respond to the Tertiary Education Strategy and the needs of stakeholders. The Tertiary Education Strategy objectives relating to wānanga for 2009 were:

Strengthening of provision at diploma level and above within the wānanga sector

Focusing capability building efforts to achieve increased quality and performance against new benchmarks within the tertiary education reforms

Strengthening the engagement of iwi and Māori within the tertiary education sector to assist in guiding and supporting the delivery of wānanga provision

Increasing cross-sector collaboration opportunities and improving staircasing and pathways between wānanga and other tertiary education organisations to maximise Māori potential opportunities

Strengthening of the wānanga contribution to sector-wide leadership to sustain the continued advancement of mātauranga Māori

Performance indicators under each objective demonstrate the contribution Te Wānanga o Aotearoa is making to tauira success and mātauranga Māori within the tertiary sector. Te Wānanga o Aotearoa has shown sustained improvement during 2009 and is pleased to report that it exceeded or met all but one of its performance indicator targets. The performance indicator that was not achieved came within 3% of the target and related to tauira employment outcomes.

STATEMENTS OF SERVICE PERFORMANCE

Gisborne Campus, Whirikōkā

OBJECTIVE 1 Strengthening of provision at diploma and above level within the wānanga sector The need for foundation education (level 1 to 3) remains significant; 50% of the working population have either no qualifications or only secondary school-level qualifications. Added to this, an additional 7,500 students leave secondary school each year without a qualification. Te Wānanga o Aotearoa continues to provide a gateway for tauira to gain qualifications that enable them to pathway to diploma-level qualifications, either with Te Wānanga o Aotearoa or other tertiary providers.

Performance Indicators

2007 Actual

2008 Actual

2009 Actual

2009 Target

Tauira successfully complete their studies measured by Unit Retention (R), Unit Completion (C) and Graduation (G)

R = 75% C = 71% G = 57%

R = 80% C = 78% G = 61%

R = 82% C = 77% G = 68%

R  80% C  70% G  50%

Successful course completion rates for level 4 certiﬁcates and level 5 – 7 diplomas, degrees and grad diplomas

67%

73%

75%

65%

Successful course completion rates for level 4 certiﬁcates and level 5 – 7 diplomas, degrees and grad diplomas for Māori students

67%

73%

72%

66%

First year qualiﬁcation-level attrition for level 4 and above

17%

16%

15%

21%

First year qualiﬁcation-level attrition for level 4 and above qualiﬁcations for Māori students

18%

16%

15%

21%

Qualiﬁcation-level completion rates in one EFTS and under level 4 and above qualiﬁcations (over a 2 year period)

58%

60%

66%

47%

Qualiﬁcation-level completion rates for all level 4 and above qualiﬁcations (over a 5 year period)

53%

54%

59%

55%

Qualiﬁcation-level completion rates in one EFTS and under level 4 and above qualiﬁcations for Māori students (over a 2 year period)

56%

58%

62%

47%

Proportion of EFTS at diploma level 4 and above qualiﬁcations

33%

35%

36%

30%

10.

Qualiﬁcation-level completion rates in all level 4 and above qualiﬁcations for Māori students (over a 5 year period)

53%

51%

56%

54%

11.

Proportion of EFTS at diploma level 4 and above qualiﬁcations for Māori students

34%

38%

39%

32%

STATEMENTS OF SERVICE PERFORMANCE

Te Wānanga o Aotearoa exceeded its 2009 targets in all performance indicators relating to this objective. Furthermore, in all but one performance indicator, Te Wānanga o Aotearoa has shown signiﬁcant increases when compared with 2008 indicators. Increases in performance result from the quality initiatives recently introduced at the organisation.

OBJECTIVE 2 Focusing capability-building efforts to achieve increased quality and performance against new benchmarks within the tertiary education reforms The Quality Reinvestment Programme pursuing excellence and to providing December 2009, ﬁfteen projects had are reﬂected in improvements in tauira

projects at Te Wānanga o Aotearoa included twenty-one projects with the primary goal of tauira with quality learning experiences. These projects were initiated in 2007 and, as of been completed and integrated into business as usual activities. The beneﬁts of these projects success indicators and ﬁnancial performance.

Te Wānanga o Aotearoa has shown sustained improvement across all three financial indicators since 2007. These results are a reflection of strong enrolments and a commitment to cost containment and prudent management of funds. By ensuring Te Wānanga o Aotearoa maintains financial viability and sustainability it can continue to deliver education that transforms individuals and their whānau. The Financial Management and Risk Strategy provides the mechanism for Te Wānanga o Aotearoa to evaluate its financial performance against six drivers. All drivers were achieved within acceptable variances of the milestones set.

Performance Indicators

2007 Actual

2008 Actual

2009 Actual

2009 Target

Deliver against QRP milestones

Not previously recorded

Milestones achieved

TWoA set milestones achieved

23.19%

23.41%

28.17%

Cash inﬂow from operations to cash outﬂow from operations

129%

114%

113%

108%

Budget year end2

4.53%

4.50%

5.4%

Break-even3

Not previously recorded

Milestones achieved

TWoA set milestones achieved

Liquid Assets to Annual Cash outﬂow from operations

Financial Management and Risk Strategy

STATEMENTS OF SERVICE PERFORMANCE

Surplus to total revenue expressed as a percentage

That is, 0%.

OBJECTIVE 3 Strengthening the engagement of iwi and Māori within the tertiary education sector to assist in guiding and supporting the delivery of wānanga provision This objective is linked to Objective 4. It assists Te Wānanga o Aotearoa to understand iwi and Māori aspirations to ensure provision of learning pathways within the organisation and to the wider tertiary system. The success of these activities can be monitored through the tauira success indicators for Māori (Objective 1). To achieve this objective, Te Wānanga o Aotearoa initiated a project entitled ‘Collaboration’ under the Quality Reinvestment Programme suite of projects. The Collaboration project designed and built a nationwide framework that incorporates principles, protocols, processes and procedures for capturing stakeholders’ needs and aspirations and their level of satisfaction with Te Wānanga o Aotearoa. ‘Stakeholders’ are comprised of iwi, community, tertiary sector and industry. The iwi component of the Collaboration project includes three elements to achieve the goals of the Collaboration project. Those elements are: the establishment of koeke (iwi advisory groups) within each region; provision of a contestable fund that can be accessed by iwi and rohe to undertake local initiatives; and the formation of a Te Kāhui Amorangi (the national collective of koeke). Both the koeke and Te Kāhui Amorangi are vehicles for gaining an understanding of iwi aspirations and needs, and for gauging the level of satisfaction and support that iwi have for Te Wānanga o Aotearoa. Koeke enable the organisation to work with iwi to respond to regionally-specific needs. Initiatives developed from identified needs are met through provision of education or financed through the contestable fund.

Performance Indicators

Stakeholders (iwi) express satisfaction in TWoA

2007 Actual

2008 Actual

2009 Actual

2009 Target

Not previously recorded

Partially achieved

Achieved

Improvement

STATEMENTS OF SERVICE PERFORMANCE

Te Kāhui Amorangi provides a macro view of iwi needs that can be addressed by Te Wānanga o Aotearoa and the wider tertiary system. It also provides an opportunity for iwi to communicate collectively their views on the performance of Te Wānanga o Aotearoa.

OBJECTIVE 4 Increasing cross-sector collaboration opportunities, and improving pathways between wānanga and other TEOs to maximise Māori potential opportunities A key component of the Collaboration Framework involves engagement with other tertiary education providers. The primary aims of any collaboration initiative are to utilise the strengths of collaboration partners to provide improved opportunities for tauira. Six initiatives were implemented in 2009 and related to the following activities: • supporting Māori in apprenticeship programmes; • building Māori capability in conservation management; • collaboration with industry and education providers to advance Māori design; and • sharing resources and programmes with other tertiary education organisations. The increase in the numbers of tauira planning to enrol in further education after graduation is a reﬂection of the internal and external educational pathways that have been developed. The 3% decrease in employment following graduation is a indication of the current economic climate.

Performance Indicators

Opportunities for collaboration are investigated

Graduation Destination survey shows employment (E) and pathways (P) to further education.

STATEMENTS OF SERVICE PERFORMANCE

2007 Actual

2008 Actual

2009 Actual

2009 Target

Not previously recorded

9 investigated 6 implemented

6 investigated 6 implemented

2 opportunities investigated

P =36% E = 62%

P = 41% E = 68%

P = 47% E = 65%

Improvement

OBJECTIVE 5 A strengthening of the wānanga contribution to sector-wide leadership to sustain the continued advancement of mātauranga Māori The Kaupapa Wānanga and Kaupapa Rangahau projects were initiated in response to the dearth of literature available on the methods that Te Wānanga o Aotearoa could employ to achieve this objective. Achievement of this objective requires Te Wānanga o Aotearoa to: • create, document and embed unique elements that combine to generate a distinctive mātauranga Māori approach to teaching and learning; and • build capability and capacity to create a research culture that contributes understanding of mātauranga Māori within the tertiary sector. The Kaupapa Wānanga project was completed in June 2009. The result was the development of a philosophical base that underpins the distinctive contribution of Te Wānanga o Aotearoa. It is a tool for staff to use to bring about an organisational culture that embraces te ao Māori practices, thinking and behaviours for the beneﬁt of our tauira and the tertiary sector. The Kaupapa Rangahau project will establish research capability and capacity to contribute to the understanding of mātauranga Māori in the wider sector. Te Wānanga o Aotearoa has moved from an organisation that had little emphasis on research to an organisation that is developing and fostering awareness of these activities. The quality and quantity of contributions clearly indicate that Te Wānanga o Aotearoa is emerging from the rebuilding phase for research and is completing creative, innovative and collaborative research initiatives. Some highlights and positive achievements include: • publication of four volumes of Toroa-te-Nukuroa (research journal); • Te Toi Roa: Celebrating Indigenous Excellence - Indigenous Language Symposium; and • Toi Āwhio: The completion of the artists’ symposium.

Performance Indicators

Research informs mātauranga Māori

2007 Actual

2008 Actual

2009 Actual

2009 Target

Not previously recorded

Milestones achieved

Deliverables of QRP Project achieved

STATEMENTS OF SERVICE PERFORMANCE

Te Wānanga o Aotearoa achieved the milestones, deliverables and key performance indicators of each project within stated timeframes.

Financial Review - 2009

FINANCIAL REVIEW - 2009

Financial Review – 2009 Results for the Group A comparison of the results for the Group with budget and 2008 performance is shown in the table below.

Actual 2009 $’000

Budget 2009 $’000

TEC Guidelines

Performance against Guidelines

Actual 2008

$’000

Surplus

8,125

7,200

N/A

Surplus/Income

5.4%

5.2%

3-5%

Cash*

50,549

42,852

N/A

Cash Inﬂows/Cash outﬂows

1.13

1.17

1.08

Working Capital

22,953

32,524

N/A

21,460

Net Assets

112,222

111,106

N/A

98,000

5,937

↑

4.6%

38,353

↑

1.11

*cash includes cash, other ﬁnancial assets in both current and non-current assets.

Overall Financial Performance

» Operating within the guidelines set down by our funder, the Tertiary Education Commission, who as a result of consistently achieving these standards has assessed us as a low risk institution. » Working capital is very strong and shows an improvement on last year. » Net assets (equity) have increased by $14 million during the year. » Te Wānanga o Aotearoa currently has very healthy cash reserves; lower book debts and other receivables compared with previous years and a fixed assets ledger that reflects the growth Te Wānanga has made in the year. Whilst the results show that absolute surplus was below budget there was a significant accounting policy change implemented in December 2008 which did not form part of the budget assumptions for 2009. This policy change was in respect to our capitalisation threshold and as a result only items over $5,000 are capitalised. A large number of assets such as IT equipment were no longer eligible to be capitalised and were expensed in 2009 as the costs were incurred. This saw an unbudgeted expense for 2009 of $3.1m. The working capital position for 2009 shows an adverse variance to budget of $9.6 million, cash and cash equivalents are favourable

to budget as $13 million of investment funds are due to mature beyond one year. These results represent another year that reinforces our place in the tertiary landscape. They indicate a good balance between quality and financial performance. The current economic climate has highlighted the need in the communities for further educational opportunities. Te Wānanga o Aotearoa is well placed to provide this opportunity as is reflected in the higher EFTS figures than in previous years. The increase in intangible assets of $2.4m due to the introduction of new programmes shows the demand for our programmes and services remains and we are continuing to implement quality improvement initiatives to ensure the continued viability and sustainability of the organisation. Te Wānanga o Aotearoa is conscious of maintaining the desired level of prudence to remain well placed from a financial perspective to weather the storm clouds of the current economic crisis. A working capital surplus of approximately $23m and additional cash equivalents of $13.5m is a very strong position to be in at the present time. Our management and staff are focused on achieving the targets set them in 2010. FINANCIAL REVIEW - 2009

The results show a solid performance by the organisation as follows:

Equivalent Full Time Students (EFTS) Our total EFTS this year were 21,210, an increase of 11% on the results for 2008. The most significant changes to the EFTS mix were the decline of a number of programmes namely: the Certifi cate in English for Speakers of Other Languages (196 EFTS), the Certificate in Te Arataki Manu Korero (292 EFTS) and First Steps to business (244 EFTS). This was offset by the introduction of 27 updated or new programmes including a new Certificate in Cable Logging (76 EFTS) and a new Money Management course (173 EFTS). Existing programmes also grew - Mauri Ora grew by 163 EFTS, Introduction to Visual Arts grew by 257 EFTS, Toi Paematua Raranga L4 grew by 135 EFTS and the various levels of the Certificate in Computing grew by 449 EFTS.

The proﬁle of our income streams is shown in the table below. Source

2005

2006

2007

2008

2009

Government Funding

90%

92%

90%

89%

Student Fees

Other (e.g. Interest, Joint Ventures)

» The treatment of some long term investments as non-current assets. » An increased holiday pay and other employee entitlements accrual

» The reclassiﬁcation of the Glenview Hotel and Conference Centre from investment property to ﬁxed assets » Completion and capitalisation of building upgrades » Capitalisation of 7 new programmes Net assets as at year end are now $112 million, which is an increase of $14 million on last year.

Cash Flow

The income profile for 2009 has continued to remain consistent with the profile from previous years as reflected in a stabilisation of the Government funding, particularly EFTS revenue. Government funding remains the primary source of revenue for the organisation.

Expenditure The proﬁle of our expenditure is shown in the table below. Source

2005

2006

2007

2008

2009

Personnel Costs

52%

49%

46%

43%

Resources/Administration

34%

32%

37%

41%

Property Costs

Depreciation

Personnel costs have continued to be above 50% of the organisation’s total expenditure which is comparable with benchmarking around other organisations. This is a result of the increasing mix of programmes being offered.

Financial Position

FINANCIAL REVIEW - 2009

Working capital is lower than budget. This is as a result of the following:

Our ﬁxed asset and programme development position increased in the second half of 2009. The movements were caused by the following:

Income

Impairment of Assets

The organisation has a positive working capital balance at the end of the year of $22.9 million. This is a slight increase from 2008 and shows the steady position created in the previous year has been maintained throughout 2009. This increase is primarily as a result of an increase in cash and other ﬁnancial assets. In 2008 $3.5 million was placed in long term ﬁnancial assets and in 2009 a further $10 million of surplus cash was placed on term deposits and in Government Bonds with maturities over 12 months.

Cash balances for 2009 have exceeded budget given the increase in EFTS funding and an increase in students on fee paying courses particularly the cable logging programme. There has also been a stricter cash management policy in place in 2009 to maximise the interest potential despite the lower interest rates.

The closing cash position for the year is very strong and shows a more aggressive approach to maximising our earning potential from our surplus cash. During 2009 we were able to achieve interest revenue of nearly $3m which was slightly above the amount received in 2008. This level of interest has been maintained through investments in a mix of financial institutions and varying lengths of deposit terms within our credit risk criteria. The average interest rate for cash and current financial assets in 2009 was 5.57% this is a decrease of 2.09% from what was achieved in 2008. During the year our cash and cash equivalents increased from $38m to $51m. The net surplus for the year was $6.9m. However, when non-cash items are removed, the net operating inflow of cash to the organisation was $15.3m. We had a net cash outflow of $11m on investing activities. This expenditure relates mainly to property, plant and equipment and programme development. There were 7 new programmes capitalised in 2009 compared with 4 in 2008 highlighting the growth of the organisation and the commitment to providing increasing opportunities for students. The concentration in 2009 on property, plant and equipment has been the completion of major improvements on many of our large sites rather than the acquisition of new buildings. In addition to this cash inflow we also received $5 million as a suspensory loan. This has been recognised as an equity injection.

Statement of Responsibility In the financial year ended 31 December, 2009, Te Mana Whakahaere (the Council) and the management of Te Wānanga o Aotearoa were responsible for:

• preparation of the annual financial statements and statement of service performance, and the judgements used in them; and

• establishing and maintaining a system of internal control designed to provide reasonable assurance as to the integrity and reliability of financial reporting; and

Richard Batley

Bentham Ohia

Council Chairperson BMS (Waikato); CA

Te Pouhere o Te Wānanga o Aotearoa MBA, BA, DipTchg

30th April 2010

Statement of Responsibility

In the opinion of Te Mana Whakahaere and management of Te Wānanga o Aotearoa, the financial statements and statement of service performance fairly reflect the financial position and operations of Te Wānanga o Aotearoa for the year ended 31 December 2009.

Audit Report

The Auditor-General is the auditor of Te Wānanga o Aotearoa Te Kuratini o Ngā Waka (the Wānanga) and group. The Auditor-General has appointed me, Stephen Lucy, using the staff and resources of Audit New Zealand, to carry out the audit on her behalf. The audit covers the ﬁnancial statements and statement of service performance included in the annual report of the Wānanga and group for the year ended 31 December 2009.

Unqualiﬁed opinion

Basis of opinion

In our opinion:

We carried out the audit in accordance with the Auditor-General’s Accounting Standards, which incorporate the New Zealand Auditing Standards.

» the financial statements of the Wānanga and group on pages 50 to 87: comply with generally accepted accounting practice in New Zealand; and fairly reflect: the Wānanga and group’s financial position as at 31 December 2009; and the results of operations and cash flows for the year ended on that date. » the performance information of the Wānanga and group on pages 38 to 43 fairly reflects its service performance achievements measured against the performance targets adopted for the year ended on that date. The audit was completed on 30 April 2010, and is the date at which our opinion is expressed. The basis of our opinion is explained below. In addition, we outline the responsibilities of the Council and the Auditor, and explain our independence.

We planned and performed the audit to obtain all the information and explanations we considered necessary in order to obtain reasonable assurance that the financial statements and statement of service performance did not have material misstatements whether caused by fraud or error. Material misstatements are differences or omissions of amounts and disclosures that would affect a reader’s overall understanding of the financial statements and statement of service performance. If we had found material misstatements that were not corrected, we would have referred to them in our opinion. The audit involved performing procedures to test the information presented in the financial statements and statement of service performance. We assessed the results of those procedures in forming our opinion. Audit procedures generally include: » determining whether significant financial and management controls are working and can be relied on to produce complete and accurate data; » verifying samples of transactions and account balances; » performing analyses to identify anomalies in the reported data; » reviewing significant estimates and judgements made by the Council; » confirming year-end balances; » determining whether accounting policies are appropriate and consistently applied; and » determining whether all financial statement and statement of service performance disclosures are adequate. We did not examine every transaction, nor do we guarantee complete accuracy of the financial statements and statement of service performance.

AUDIT REPORT

We evaluated the overall adequacy of the presentation of information in the ﬁnancial statements and statement of service performance. We obtained all the information and explanations we required to support our opinion above.

Responsibilities of the Council and the Auditor The Council is responsible for preparing financial statements in accordance with generally accepted accounting practice in New Zealand. Those financial statements must fairly reflect the financial position of the Wānanga and group as at 31 December 2009. They must also fairly reflect the results of operations and cash flows for the year ended on that date. The Council is also responsible for preparing performance information that fairly reflects the service performance achievements for the year ended 31 December 2009. The Council’s responsibilities arise from the Education Act 1989 and the Crown Entities Act 2004.

Independence When carrying out the audit we followed the independence requirements of the Auditor-General, which incorporate the independence requirements of the New Zealand Institute of Chartered Accountants. Other than the audit, we have no relationship or interests in the Wānanga or any of its subsidiaries.

We are responsible for expressing an independent opinion on the ﬁnancial statements and statement of service performance and reporting that opinion to you. This responsibility arises from section 15 of the Public Audit Act 2001 and the Crown Entities Act 2004.

Audit New Zealand On behalf of the Auditor-General Hamilton, New Zealand

AUDIT REPORT

S B Lucy

Statement of Comprehensive Income For the year ended 31 December 2009

Notes

Group Actual 31 Dec-09 $’000

Group Budget 31 Dec-09 $’000

Parent Actual 31 Dec-09 $’000

Parent Budget 31 Dec-09 $’000

Group Actual 31 Dec-08 $’000

Parent Actual 31 Dec-08 $’000

Income Government funding

3(a)

134,905

126,557

134,905

126,558

118,310

Tuition fees

3(b)

4,852

3,465

4,852

3,465

2,114

2,969

2,988

2,888

2,879

2,943

2,578

6,422

5,773

12,272

7,606

4,988

27,646

149,148

138,783

154,917

140,508

128,355

150,648

74,013

70,110

67,775

63,115

63,433

57,792

13, 15

8,452

8,446

7,603

7,551

8,665

7,827

Interest income Other income

3( c)

Total income

Expenditure Personnel costs Depreciation and amortisation expense Finance costs

136

Other expenses

58,558

53,027

73,283

67,848

50,184

62,528

141,023

131,583

148,661

138,514

122,418

128,283

8,125

7,200

6,256

1,994

5,937

22,365

1,989

2,406

1,989

2,406

8,125

7,200

6,256

1,994

7,926

24,771

Total Expenditure Surplus/(deﬁcit)

Other comprehensive income Gains/(loss) on property revaluations

Total other comprehensive income Total comprehensive income

Explanation of signiﬁcant variances against budget is detailed in note 24. The accompanying notes form part of these ﬁnancial statements.

STATEMENT OF COMPREHENSIVE INCOME

Statement of Changes in Equity For the year ended 31 December 2009

Notes

Group Actual 31 Dec-09 $’000

Group Budget 31 Dec-09 $’000

Parent Actual 31 Dec-09 $’000

Parent Budget 31 Dec-09 $’000

Group Actual 31 Dec-08 $’000

Parent Actual 31 Dec-08 $’000

98,000

98,906

83,939

92,661

79,623

48,717

6,097

5,000

6,097

5,000

10,451

8,125

7,200

6,256

1,994

7,926

24,771

112,222

111,106

96,292

99,655

98,000

83,939

Income Balance at 1 January Capital contributions from the Crown

Total comprehensive income Balance at 31 December

STATEMENT OF CHANGES IN EQUITY

The accompanying notes form part of these ﬁnancial statements.

Statement of Financial Position For the year ended 31 December 2009

Group Actual 31 Dec-09 $’000

Group Budget 31 Dec-09 $’000

Parent Actual 31 Dec-09 $’000

Parent Budget 31 Dec-09 $’000

Group Actual 31 Dec-08 $’000

Parent Actual 31 Dec-08 $’000

21,549

42,852

19,571

41,352

13,103

12,384

Debtors and other receivables

1,406

1,600

1,414

1,600

1,659

1,572

Inventories

1,570

1,262

833

430

1,535

759

299

274

Other ﬁnancial assets

15,500

21,750

20,250

Total Current Assets

40,324

45,714

37,592

43,382

38,127

35,004

9,660

9,421

19,790

13,713

10,093

15,844

835

6,876

3,724

12(a)

6,355

3,555

6,283

5,832

Provision for onerous leases

12(b)

291

Intercompany payable

3,067

Total Current Liabilities

17,371

13,190

26,980

17,313

16,667

25,034

Working Capital Surplus / (Deﬁcit)

22,953

32,524

10,612

26,069

21,460

9,970

Other ﬁnancial assets

13,500

3,500

Property, plant and equipment

70,343

75,144

68,414

71,689

65,787

63,870

4,300

5,426

3,438

3,765

1,897

2,953

2,298

89,269

78,582

96,292

73,586

76,540

73,969

112,222

111,106

96,292

99,655

98,000

83,939

102,324

111,106

86,271

99,655

88,102

73,918

9,898

10,021

9,898

10,021

112,222

111,106

96,292

99,655

98,000

83,939

Notes

Current Assets Cash and cash equivalents

Prepayments

Current Liabilities Creditors and other payables Student fees Employee entitlements

Non-current Assets Investment in MO1 Limited

Investment properties Intangible assets Total Non-current Assets

Total Non-current Assets

Equity Retained earnings Property revaluation reserve Total Equity

The accompanying notes form part of these ﬁnancial statements. STATEMENT OF FINANCIAL POSITION

For and on behalf of the Council:

Friday, 2 July 2010

Richard Batley, Council Chairperson BMS (Waikato), CA

Date

Friday, 2 July 2010

Bentham Ohia, Te Pouhere/CEO MBA, BA, DipTchg

Statement of Cash Flows For the year ended 31 December 2009

Group Actual 31 Dec-09 $’000

Group Budget 31 Dec-09 $’000

Parent Actual 31 Dec-09 $’000

Parent Budget 31 Dec-09 $’000

Group Actual 31 Dec-08 $’000

Parent Actual 31 Dec-08 $’000

133,746

126,558

133,746

126,558

118,310

5,687

3,465

5,687

3,465

2,114

4,342

20,898

Interest income received

3,091

2,988

2,920

2,879

1,921

1,654

Receipts from other income

6,432

5,773

7,967

7,606

4,968

6,547

Payments to employees

(73,420)

(49,709)

(67,252)

(51,062)

(60,549)

(55,400)

Payments to suppliers

(58,084)

(74,564)

(68,489)

(76,592)

(50,575)

(79,309)

(136)

17,454

14,511

18,921

12,854

16,053

14,678

1,500

3,067

213

172

1,446

1,366

Sale of investments

38,400

36,900

Purchase of property, plant and equipment

(7,673)

(13,712)

(7,365)

(12,072)

(11,021)

(10,561)

(594)

(299)

(218)

(64)

Programme development

(3,301)

(2,447)

(2,022)

(1,430)

(219)

Funds to MO1 Limited

(4,567)

Purchase of investments

(42,150)

(25,250)

(23,750)

Net cash ﬂow from investing activities

(15,105)

(16,159)

(17,831)

(13,502)

(35,262)

(30,161)

Capital contribution from the Crown

6,097

5,000

6,097

5,000

10,451

Net cash ﬂow from ﬁnancing activities

6,097

5,000

6,097

5,000

10,451

Net increase / (decrease) in cash and cash equivalents

8,446

3,352

7,187

4,352

(8,758)

(5,032)

Cash and cash equivalents 1 January

13,103

39,500

12,384

37,000

21,861

17,416

Cash and cash equivalents 31 December

21,549

42,852

19,571

41,352

13,103

12,384

Notes

Cash ﬂows from operating activities Receipts from government grants Receipts from tuition fees Dividend income

Interest paid Net cash ﬂow from operating activities

Cash ﬂows from investing activities Funds from MO1 Limited Sale of property, plant and equipment

Software development

Cash ﬂows from ﬁnancing activities

STATEMENT OF CASH FLOWS

The accompanying notes form part of these ﬁnancial statements.

Statement of Cash Flows (continued) Reconciliation from the net surplus to the net cash ﬂows from operating activities

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

8,125

5,937

6,256

22,365

8,452

8,674

7,603

7,836

300

994

300

994

291

8,752

9,959

7,903

9,121

Net (gain) on disposal of property, plant and equipment

(126)

(273)

(100)

(275)

Total items classiﬁed as investing or ﬁnancing activities

(126)

(273)

(100)

(275)

(Increase) / decrease in inventories

(35)

648

(74)

140

(Increase) / decrease in trade and other receivables

190

(106)

190

(129)

(219)

(50)

(235)

(9)

(1,022)

(32)

(924)

796

(1,830)

5,169

(18,213)

(291)

282

(291)

282

(1,224)

(72)

(1,223)

(72)

Increase / (decrease) in student fees

835

Increase / (decrease) in provision for employee entitlements

593

2,580

523

2,392

Net movement in working capital

703

430

4,862

(16,533)

17,454

16,053

18,921

14,678

Add/(less) non-cash items: Depreciation and amortisation expense Fair value (gain) /loss on investment properties Net (gain) on onerous lease provision Total non-cash items

Add/(less) items classified as investing or financing activities

Add/(less) movements in working capital items:

(Increase) / decrease in prepayments (Increase) / decrease in interest accrued Increase / (decrease) in trade and other payables Increase / (decrease) in lease provision Increase / (decrease) in revenue received in advance

Net cash ﬂow from operating activities

STATEMENT OF CASH FLOWS

Notes to the Financial Statements For the year ended 31 December 2009

1. Statement of Accounting Policies for the Year Ended 31 December 2009

Te Wānanga o Aotearoa is a TEI domiciled in New Zealand and is governed by the Crown Entities Act 2004 and the Education Act 1989. The primary objective of Te Wānanga o Aotearoa is to provide full-time and part-time tertiary education, as opposed to that of making a financial return. The Te Wānanga o Aotearoa group consists of the ultimate parent Te Wānanga o Aotearoa and its subsidiary, MO1 Limited (100% owned). The subsidiary of Te Wānanga o Aotearoa is incorporated and domiciled in New Zealand. Te Wānanga o Aotearoa has designated itself as a public benefit entity for the purpose of New Zealand Equivalents to International Reporting Standards (NZ IFRS). The financial statements of Te Wānanga o Aotearoa and group for the year ended 31 December 2009 were authorised for issue on 30 April 2010 in accordance with a resolution of the councillors

Basis of preparation Statement of compliance The financial statements of Te Wānanga o Aotearoa have been prepared in accordance with the requirements of the Education Act 1989 and the Crown Entities Act 2004, which includes the requirement to comply with New Zealand generally accepted accounting standards (NZ GAAP). These financial statements have been prepared in accordance with NZ GAAP. They comply with NZ IFRS, and other applicable Financial Reporting Standards, as appropriate for public benefit entities. Measurement base The financial statements have been prepared on a historical cost basis, except where modified by the revaluation of land and buildings and investment property. Functional and presentation currency The financial statements are presented in New Zealand dollars and all values are rounded to the nearest thousand dollars ($’000). The functional currency of Te Wānanga o Aotearoa and its subsidiary is New Zealand dollars. Changes in accounting policies and estimates The method of accounting for inventory for MO1 Limited changed in 2009 from a weighted average basis to a first-in, first-out basis (FIFO). There had been inconsistencies in the valuation of inventory under the weighted average basis. The policy was changed to address this inconsistency. The impact of this change was a $71,000 write down in the total value of inventory for MO1 Limited in 2009. Te Wānanga o Aotearoa has adopted the following revisions to accounting standards during the financial year which have only had a presentational or disclosure effect:

NZ IAS 1 Presentation of Financial Statements (Revised 2007) replaces NZ IAS 1 Presentation of Financial Statements (issued 2004).The revised standard requires information in financial statements to be aggregated on the basis of shared characteristics and introduces a statement of comprehensive income. The statement of comprehensive income will enable readers to analyse changes in equity resulting from non-owner changes separately from transactions with owners. Te Wānanga o Aotearoa has decided to prepare a single statement of comprehensive income for the year ended 31 December 2009 under the revised standard. Financial statement information for the year ended December 2008 has been restated accordingly. Those items of other comprehensive income presented in the statement of comprehensive income were previously recognised directly in the statement of changes in equity. Amendments to NZ IFRS 7 Financial Instruments: Disclosures. The amendments introduce a three-level fair value disclosure hierarchy that distinguishes fair value measurements by the significance of valuation inputs used. A maturity analysis of financial assets is also required to be prepared if this information is necessary to enable users of its financial statements to evaluate the nature and extent of liquidity risk. The transitional provisions of the amendment do not require disclosure of comparative information in the first year of application. Te Wānanga o Aotearoa has elected to disclose comparative information. Standard, amendments and interpretations issued that are not yet effective and have not been early adopted Standards, amendments and interpretations issued but are not effective that have not been early adopted, and which are relevant to Te Wānanga o Aotearoa include: NZ IFRS 3 Business Combinations (Revised 2007) and the amended NZ IAS 27 Consolidated and Separate Financial Statements (Revised 2007)are effective for reporting periods beginning on or after 1 July 2009 and must be applied prospectively from that date. The main changes the revised NZ IFRS 3 and the amended NZ IAS 27 will make to existing requirements or practice are: • Partial acquisitions - Non-controlling interests are measured either at their proportionate interest in the net identifiable assets (which is the original NZ IFRS 3 requirement) or at fair value. • Step acquisitions - The requirement to measure at fair value every asset and liability at each step for the purposes of calculating a portion of goodwill has been removed. Instead, goodwill is measured as the difference at acquisition date between the fair value of any investment in the business held before the acquisition, the consideration transferred, and the net assets acquired. • Acquisition-related costs - Acquisition-related costs are generally recognised as expenses (rather than included in the cost of acquisition).

NOTES TO THE FINANCIAL STATEMENTS

Reporting entity

Basis of consolidation • Contingent consideration - Contingent consideration must be recognised and measured at fair value at the acquisition date. Subsequent changes in fair value are recognised in accordance with other NZ IFRS, usually in the surplus or deﬁcit (rather than by adjusting the cost of the acquisition).

The purchase method is used to prepare the consolidated ﬁnancial statements, which involves adding together like items of assets, liabilities, equity, income and expenses on a line-by-line basis. All signiﬁcant intra-group balances, transactions, income and expenses are eliminated on consolidation.

Te Wānanga o Aotearoa will adopt revised NZ IFRS 3 and amended NZ IAS 27 for the year ended 31 December 2010, which will apply to business combinations that occur on or after 1 January 2010.

Subsidiaries Te Wānanga o Aotearoa consolidates as subsidiaries in the group financial statements all entities where Te Wānanga o Aotearoa has the capacity to control their financing and operating policies so as to obtain benefits from the activities of the entity. This power exists where Te Wānanga o Aotearoa controls the majority voting power on the governing body or where such policies have been irreversibly predetermined by Te Wānanga o Aotearoa or where the determination of such policies is unable to materially impact the level of potential ownership benefits that arise from the activities of the subsidiary.

NZ IFRS 9 Financial Instruments will eventually replace NZ IAS 39 Financial Instruments: Recognition and Measurement. NZ IAS 39 is being replaced through the following 3 main phases: Phase 1 Classification and Measurement, Phase 2 Impairment Methodology, and Phase 3 Hedge Accounting. Phase 1 on the classification and measurement of financial assets has been completed and has been published in the new financial instrument standard NZ IFRS 9. NZ IFRS 9 uses a single approach to determine whether a financial asset is measured at amortised cost or fair value, replacing the many different rules in NZ IAS 39. The approach in NZ IFRS 9 is based on how an entity manages its financial instruments (its business model) and the contractual cash fl ow characteristics of the financial assets. The new standard also requires a single impairment method to be used, replacing the many different impairment methods in NZ IAS 39. The new standard is required to be adopted for the year ended 31 December 2013. Te Wānanga o Aotearoa has not yet assessed the impact of the new standard and expects it will not be early adopted. NZ IAS 23 Borrowing Costs (revised 2007) replaces NZ IAS 23 Borrowing Costs (issued 2004) and is effective for reporting periods beginning on or after 1 January 2009. The revised standard requires all borrowing costs to be capitalised if they are directly attributable to the acquisition, construction, or production of a qualifying asset. In October 2008, the mandatory adoption of NZ IAS 23 (revised 2007) by public benefit entities was deferred pending the completion of the Financial Reporting Standard Board’s research project into the application of NZ IAS 23 (revised 2007) by public benefit entities.

Investments in subsidiaries are carried at cost in the parent entity ﬁnancial statements of Te Wānanga o Aotearoa. Going concern Reliance is placed on the fact that Te Wānanga o Aotearoa is a going concern and that sufﬁcient funds are available or become available to maintain current operations to at least their current level. Foreign currency translation Transactions in foreign currencies are initially recorded in the functional currency at the exchange rates ruling at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are retranslated at the rate of exchange ruling at the balance sheet date. Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rate as at the date of the initial transaction. Non-monetary items measured at fair value in a foreign currency are translated using the exchange rates at the date when the fair value was determined.

2. Significant Accounting Policies Non-current assets held for sale Non-current assets held for sale are classified as held for sale if their carrying amount will be recovered principally through a sale transaction rather than through continuing use. Non-current assets held for sale are measured at the lower of their carrying amount and fair value less costs to sell. Any impairment losses for write-downs of non-current assets held for sale are recognised in the statement of comprehensive income. Any increases in fair value (less costs to sell) are recognised up to the level of any impairment losses that have previously been recognised. Non-current assets held for sale (including those that are part of a disposal group) are not depreciated or amortised while they are classified as held for sale. NOTES TO THE FINANCIAL STATEMENTS

Property, plant and equipment Property, plant and equipment asset classes consist of land, buildings, leasehold improvements, equipment, computers, furniture and ﬁ ttings, motor vehicles, waka, library books and artwork.

The measurement bases used for determining the gross carrying amount for each class of assets is as follows: • Land and buildings are measured at cost or valuation less subsequent accumulated depreciation on buildings and subsequent accumulated impairment losses. • Artwork is held at cost and is not depreciated. • All other asset classes are stated at cost less accumulated depreciation and any accumulated impairment in value.

Depreciation Depreciation is provided on a straight-line basis on all property, plant and equipment other than land, at rates that will write off the cost (or valuation) of the assets to their estimated residual values over their useful lives. The useful lives and associated depreciation rates of major classes of assets have been estimated as follows: Buildings

2% - 33.33%

3 to 50 years

Equipment

20%

5 years

Computers

25% - 50%

2 to 4 years

Furniture and Fittings

20%

5 years

Motor Vehicles

20%

5 years

Waka

10%

10 years

Leasehold Improvements

10% - 25%

2 to 10 years

Library Books

10%

10 years

Library Subscriptions

50%

2 years

Leasehold improvements are depreciated over the unexpired period of the lease or the estimated remaining useful life of the improvements, whichever is the shorter. Impairment Assets held for educational and related matters and related activities are assessed for impairment by considering the assets for obsolescence, changes in useful life assessments, optimisation and other related matters. The carrying values of property, plant and equipment other than those who future economic beneﬁts are not directly related to their ability to generate net cash are reviewed for impairment when events or changes in circumstances indicate that the carrying value may not be recoverable. For an asset that does not generate largely independent cash inﬂows, the recoverable amount is determined for the cash-generating unit to which the asset belongs.

The results of revaluing are credited or debited to an asset revaluation reserve for that class of asset. Where this results in a debit balance in the asset revaluation reserve, this balance is expensed in the statement of comprehensive income. Any subsequent increase on revaluation that off-sets a previous decrease in value recognised in the statement of comprehensive income will be recognised first in the statement of comprehensive income up to the amount previously expensed, and then credited to the revaluation reserve for the class of asset. Additions The cost of an item of property, plant and equipment is recognised as an asset only when it is probable that future economic benefits or service potential associated with the item will flow to Te Wānanga o Aotearoa and the cost of the item can be measured reliably. Where an asset is acquired at no cost, or for a nominal cost, it is recognised at fair value when control over the asset is obtained. Disposals Gains and losses on disposals are determined by comparing the proceeds with the carrying value amount of the asset. Gains and losses on disposals are included in the statement of comprehensive income. When re-valued assets are sold, the amounts included in revaluation reserve in respect of those assets are transferred to retained earnings. Subsequent costs Costs incurred subsequent to initial acquisition are capitalised only when it is probable that future economic benefits or service potential associated with the item will flow to Te Wānanga o Aotearoa and the cost of the item can be measured reliably. The costs of day-to-day servicing of property, plant and equipment are recognised in the statement of comprehensive income as they are incurred.

Investment properties

The recoverable amount of property, plant and equipment is the greater of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. Impairment losses are recognised in the statement of comprehensive income. An impairment loss on a re-valued asset is recognised directly against any revaluation surplus for that asset. Revaluations Land and buildings are re-valued with sufficient regularity to ensure that the carrying amount does not differ materially from fair value and at least every 2 years. Fair value is determined from market-based evidence by an independent valuer. All other asset classes are carried at depreciated historical cost. The carrying values of re-valued items are reviewed at each balance date to ensure that those values are not materially different to fair value. Additions between revaluations are recorded at cost. Accounting for revaluations Te Wānanga o Aotearoa accounts for revaluations of property, plant and equipment on a class of asset basis.

An investment property is initially measured at its cost including transaction cost. Where an investment property is acquired at no cost or nominal cost, its cost is deemed to be its fair value as at the date of acquisition. Subsequent to initial recognition, investment properties are stated at fair value as at each balance sheet date. Gains or losses arising from changes in the fair values of investment properties are recognised in the statement of comprehensive income in the year in which they arise. Investment properties are de-recognised when they have either been disposed of or when the investment property is permanently withdrawn from use and no future beneﬁt is expected from its disposal. Any gains or losses on de-recognition of an investment property are recognised in the statement of comprehensive income in the year of de-recognition. Transfers are made to investment property when, and only when, there is a change in use, evidenced by ending of owner occupation or the commencement of an operating lease to another party. Transfers are made from investment property when, and only when, there is a change in use, evidenced by the commencement of owner-occupation. For a transfer from investment property to owner-occupied property, the deemed cost of property for subsequent accounting is its fair value at the date of change in use. If the property occupied by the Group as an owner-occupied property becomes an investment property, the Group accounts for such property in accordance with the policy stated under property, plant and equipment up to the date of change in use.

NOTES TO THE FINANCIAL STATEMENTS

If any such indication exists and where the carrying values exceed the estimated recoverable amount, the assets or cash-generating units are written down to their recoverable amount.

Intangible assets Computer software Computer software is separately acquired and capitalised at its cost as at the date of acquisition. After initial recognition, separately acquired intangible assets are carried at cost less accumulated amortisation and accumulated impairment losses. Course development costs Course development costs relate to development of educational courses and are capitalised once accreditation has been received and when it is probable that future economic beneﬁt arising from use of the intangible asset will ﬂow to the Group. Following the initial recognition of the course development costs, the cost model is applied and the asset is carried at cost less accumulated amortisation and accumulated impairment losses. Amortisation A summary of the policies applied to the Group’s intangible assets is as follows: Computer software

Course development costs

Useful lives

Finite - 5 years

Method used

Straight line method

Straight line method from course commencement

Internally generated/ Acquired

Separately acquired

Internally generated/ separately acquired

Non-derivative financial assets with fixed or determinable payments and fixed maturity are classified as held-to-maturity when the Group has the positive intention and ability to hold to maturity. Financial assets intended to be held for an undefined period are not included in this classification. Non-derivative financial assets with fixed or determinable payments that are not quoted in an active market are classified as loans and receivables. Financial assets in bank deposits are classified as loans and receivables. Financial assets that are intended to be held-to-maturity or those classified as loans and receivables, are subsequently measured at amortised cost using the effective interest method. Amortised cost is calculated by taking into account any discount or premium on acquisition, over the period to maturity. For financial assets carried at amortised cost, gains and losses are recognised in income when the financial assets are de-recognised or impaired, as well as through the amortisation process. For fi nancial assets where there is no quoted market price, fair value is determined by reference to the current market value of another instrument which is substantially the same or is calculated based on the expected cash flows of the underlying net asset base of the financial asset. Where the fair value cannot be reliably determined the financial assets are measured at cost.

Inventories

The amortisation period and amortisation method for each class of intangible asset having a ﬁnite life is reviewed at each ﬁnancial year-end. If the expected useful life or expected pattern of consumption is different from the previous assessment, changes are made accordingly.

Inventories held for distribution, or consumption in the provision of services, that are not issued on a commercial basis are measured at the lower of cost and net realisable value. Where inventories are acquired at no cost or for nominal consideration, the cost is the current replacement cost at the date of acquisition.

The carrying value of each class of intangible asset is reviewed for indicators of impairment annually. Intangible assets are tested for impairment where an indicator of impairment exists.

The replacement cost of the economic beneﬁts or service potential of inventory held for distribution reﬂects any obsolescence or any other impairment.

Gains or losses arising from de-recognition of an intangible asset are measured as the difference between the net disposal proceeds and the carrying amount of the asset and are recognised in the statement of comprehensive income when the asset is de-recognised.

The cost of purchased inventory is determined as follows: • Inventories held for resale – purchase cost on a weighted average cost; • Materials and consumables to be utilised for rendering of services- purchase cost on a ﬁrst-in, ﬁrst-out basis.

All other research and development costs are recognised as an expense in the statement of comprehensive income in the year in which it is incurred.

The write-down from cost to current replacement cost or net realisable value is recognised in the statement of comprehensive income in the period when the write-down occurs.

Financial assets

Debtors and other receivables

All financial assets are initially recognised at cost, being the fair value of the consideration given and, in the case of a financial asset not at fair value through profit or loss, including acquisition charges associated with the financial asset.

Student fees and other receivables are recognised and carried at original receivable amount less any provision for impairment.

After initial recognition, ﬁnancial assets which are classiﬁed as available-for-sale are measured at fair value or at amortised cost in cases where the fair value cannot be reliably measured.

A speciﬁc provision for impairment is made when collection of the full amount is no longer probable. Bad debts are written off when identiﬁed.

Cash and cash equivalents NOTES TO THE FINANCIAL STATEMENTS

Gains or losses on available-for-sale financial assets are recognised as a separate component of equity until the financial asset is sold, collected or otherwise disposed of, or until the financial asset is determined to be impaired, at which time the cumulative gain or loss previously reported in equity is included in the statement of comprehensive income.

Cash and short-term deposits in the statement of financial position comprise cash at bank and in hand and short-term deposits with an original maturity of three months or less. For the purposes of the statement of cash flows, cash and cash equivalents consist of cash and cash equivalents as defined above.

Creditors and other payables are initially measured at fair value and subsequently measured at amortised cost using the effective interest method.

Borrowing costs Te Wānanga o Aotearoa has elected to defer the adoption of the revised NZ IAS 23 Borrowing Costs (Revised 2007) in accordance with the transactional provisions of NZ IAS 23 that are applicable to public beneﬁt entities. Consequently, all borrowing costs are recognised as an expense in the period in which they are incurred.

Provisions Provisions are recognised when the Group has a present obligation (legal or constructive) as a result of a past event, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation. If the effect of the time value of money is material, provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and, where appropriate, the risks specific to the liability. Provisions are reviewed at each balance sheet date and adjusted to reflect the current best estimate. Where it is no longer probable that an outflow of resources embodying economic benefits will be required to settle the obligation, the provision shall be reversed.

lease are added to the carrying amount of the leased asset and recognised over the lease term on the same basis as the lease income. Operating lease payments are recognised as an expense in the statement of comprehensive income on a straight-line basis over the lease term.

Revenue Revenue is recognised to the extent that it is probable that the economic benefits will flow to the Group and the revenue can be reliably measured. The following specific recognition criteria must also be met before revenue is recognised: Government grants Government grants are recognised as revenue upon entitlement. Other government grants Funding is received from the Tertiary Education Commission (TEC) in relation to costs expected to be incurred by Te Wānanga o Aotearoa to complete specific projects and organisational change objectives as established and agreed between TEC and Te Wānanga o Aotearoa. Revenue from these projects is recognised based on the stage of the completion of the project. The stage of completion is measured based on the percentage of costs incurred to date compared to the total estimated costs to complete the full project. When funding is received in advance of the project being completed, deferred income is recognised and is released over the specific period using the stage of completion method.

Where discounting is used, the increase in the provision due to the passage of time is recognised as a ﬁnance cost.

Student tuition fees Revenue from student tuition fees is recognised over the period in which the course is taught by reference to the stage of completion of the course as at the balance sheet date. Stage of completion is measured by reference to the days of course completed as a percentage of total days for each course.

Employee entitlements

Rental income Rental income is recognised in the statement of comprehensive income on an accrual basis.

Short-term employee entitlements Employee entitlements that Te Wānanga o Aotearoa expects to be settled within 12 months of balance date are measured at undiscounted nominal values based on accrued entitlements at current rates of pay. These include salaries and wages accrued up to balance date, annual leave earned, but not yet taken at balance date and sick leave. Te Wānanga o Aotearoa recognises a liability for sick leave to the extent that compensated absences in the coming year are expected to be greater that the sick leave entitlements earned in the coming year. The amount is calculated based on the unused sick leave entitlement that can be carried forward at balance date to the extent Te Wānanga o Aotearoa anticipates it will be used by staff to cover those future absences.

Superannuation schemes Deﬁned contribution schemes Obligations for contributions to Kiwisaver are accounted for as deﬁned contribution superannuation scheme and are recognised as an expense in the statement of comprehensive income as incurred.

Interest Revenue is recognised as the interest accrues (using the effective interest method which is the rate that exactly discounts estimated future cash receipts through the expected life of the ﬁnancial instrument) to the net carrying amount of the ﬁnancial asset. Dividends Dividends are received by Te Wānanga o Aotearoa from the subsidiary company, MO1 Limited. These dividends are recognised as revenue in the statement of comprehensive income in the period in which they are received.

Equity Equity is measured as the difference between total assets and total liabilities. Equity is disaggregated and classiﬁed into a number of reserves. The components of equity are: • retained earnings; • revaluation reserves; and • capital contribution

Leases

Goods and services tax

Leases where the lessor retains substantially all the risks and beneﬁts of ownership of the asset are classiﬁed as operating leases. Initial direct costs incurred in negotiating an operating

Revenues, expenses and assets are recognised net of the amount of GST except: • where the GST incurred on a purchase of goods and services

NOTES TO THE FINANCIAL STATEMENTS

Creditors and other payables

is not recoverable from the taxation authority, in which case the GST is recognised as part of the cost of acquisition of the asset or as part of the expense item as applicable; and • receivables and payables are stated with the amount of GST included. The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables in the statement of ﬁnancial position. Commitments and contingencies are disclosed exclusive of GST.

Statement of cash flows Cash flows are included in the statement of cash flows on a gross basis and the GST component of cash flows arising from investing and financing activities, which is recoverable from, or payable to, the taxation authority, are classified as operating cash flows.

Budget figures The budget figures are those approved by the Council at the beginning of the year. The budget figures have been prepared in accordance with NZ GAAP and are consistent with the accounting policies adopted by the Council for the preparation of the financial statements.

Financial instruments Interest-bearing loans and borrowing All loans and borrowings are initially recognised at cost, being the fair value of the consideration received net of transaction costs associated with the borrowing. After initial recognition, interest-bearing loans and borrowings are measured at amortised cost using the effective interest method. Amortised cost is calculated by taking into account any transaction costs, and any discount or premium on settlement. Gains and losses are recognised in the statement of comprehensive income when the liabilities are de-recognised and as well as through the amortisation process. Investments and other financial assets Investments and financial assets are categorised as either financial assets at fair value through statement of comprehensive income, loans and receivables, held-to-maturity investments, or available-for-sale financial assets. The classification depends on the purpose for which the investments were acquired. Designation is re-evaluated at each financial year end, but there are restrictions on reclassifying to other categories. When financial assets are recognised initially, they are measured at fair value, plus, in the case of assets not at fair value through statement of comprehensive income, directly attributable transaction costs.

NOTES TO THE FINANCIAL STATEMENTS

Recognition and De-recognition All regular way purchases and sales of financial assets are recognised on the trade date i.e. the date that the Group commits to purchase the asset. Regular way purchases or sales are purchases or sales of financial assets under contracts that require delivery of the assets within the period established generally by regulation or convention in the market place. Financial assets are derecognised when the right to receive cash flows from the financial assets have expired or been transferred.

Financial assets at fair value through statement of comprehensive income Financial assets classified as held for trading are included in the category financial assets at fair value through statement of consolidated income. Financial assets are classified as held for trading if they are acquired for the purpose of selling in the near term with the intention of making a profit. Derivatives are also classified as held for trading unless they are designated as effective hedging instruments. Gains or losses on financial assets held for trading are recognised in profit or loss and the related assets are classified as current assets in the statement of financial position. Loans and receivables Loans and receivables including loan notes and loans to key management personnel are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. Such assets are carried at amortised cost using the effective interest method. Gains and losses are recognised in the statement of comprehensive income when the loans and receivables are derecognised or impaired. These are included in current assets, except for those with maturities greater than 12 months after balance date, which are classified as non-current. Available-for-sale investments Available-for-sale investments are those non-derivative financial assets, principally equity securities, that are designated as available-for-sale or are not classified as any of the three preceding categories. After initial recognition available-for sale securities are measured at fair value with gains or losses being recognised as a separate component of equity until the investment is derecognised or until the investment is determined to be impaired, at which time the cumulative gain or loss previously reported in equity is recognised in the statement of comprehensive income. De-recognition of financial instruments The de-recognition of a financial instrument takes place when the Group no longer controls the contractual rights that comprise the financial instrument, which is normally the case when the instrument is sold, or all the cash flows attributable to the instrument are passed through to an independent third party. Financial risk management objectives and policies The Group’s principal financial instruments comprise receivables, payables, bank loans and overdrafts, available for sale investments, cash and short-term deposits. The Group manages its exposure to key financial risks, including interest rate and currency risk in accordance with the Group’s financial risk management policy. The objective of the policy is to support the delivery of the Group’s financial targets whilst protecting future financial security. The main risks arising from the Group’s financial instruments are interest rate risk, foreign currency risk, credit risk and liquidity risk. The Group uses different methods to measure and manage different types of risks to which it is exposed. These include monitoring levels of exposure to interest rate and foreign exchange risk and assessments of market forecasts for interest rate, foreign exchange and commodity prices. Ageing analyses and monitoring of specific credit allowances are undertaken to manage credit risk, liquidity risk is monitored through the development of future rolling cash flow forecasts. Council reviews and agrees policies for managing each of these risks as summarised below. Primary responsibility for identification and control of financial risks rests with the Audit and Risk Committee under the authority of Council. Council reviews and agrees policies for managing each of the risks identified below, including the setting of limits for hedging cover of foreign currency and interest rate risk, credit allowances, and future cash flow forecast projections.

Interest rate risk The Group has no risk exposure to market interest rates as all interest bearing debt obligations were repaid during the year. Foreign currency risk The Group only has limited exposure to foreign currency risk. All fees are denominated in NZ dollars to diminish risks associated with revenue streams. Where transactions in foreign currencies are forecast that are material to the Group forward exchange contracts are entered into to diminish the risk of the group to fluctuations in exchange rates. Credit risk Credit risk arises from the financial assets of the Group, which comprise cash and cash equivalents, trade and other receivables, and available-for-sale financial assets. The Group’s exposure to credit risk arises from potential default of the counter party, with a maximum exposure equal to the carrying amount of these instruments. Exposure at balance date is addressed in each applicable note. The Group does not hold any credit derivatives to offset its credit exposure. The Group trades only with recognised, creditworthy third parties, and as such collateral is not requested nor is it the Group’s policy to securitize its trade and other receivables. It is the zterms are subject to credit verification procedures including an assessment of their independent credit rating, financial position, past experience and industry reputation. Risk limits are set for each individual customer in accordance with parameters set by the Council. These risk limits are regularly monitored. In addition, receivable balances are monitored on an ongoing basis with the result that the Group’s exposure to bad debts is not significant. There are no significant concentrations of credit risk within the Group. Liquidity risk The Group’s objective is to maintain a balance between continuity of funding and fl exibility through the use of bank loans. The Group’s policy is that not more than 33% of borrowings should mature in any 12 month period. At 31 December 2009, the Group had NIL borrowings (2008 - NIL).

Key judgements, estimates and assumptions The following items have been included in the financial statements as a result of key judgements or estimates. Operating lease commitments The Group has entered into commercial property leases on its property portfolio. The Group has determined that it retains all the significant risks and rewards of ownership of these properties and has thus classified the leases as operating leases. Impairment of non-financial assets The Group assesses impairment of all assets at each reporting date by evaluating conditions specific to the Group and to the particular asset that may lead to impairment. These include programme performance, technology, economic and political environments and future programme expectations. If an impairment trigger exists the recoverable amount of the asset is determined. Management do not consider that the triggers for impairment testing have been significant enough and as such these assets have not been tested for impairment in this financial period. Classification of assets and liabilities as held for sale The Group classifies assets and liabilities as held for sale when its carrying amount will be recovered through a sale transaction.

The assets and liabilities must be available for immediate sale and the Group must be committed to selling the asset either through the entering into a contractual sale agreement or the activation and commitment to a program to locate a buyer and dispose of the assets and liabilities. Distinction between revenue and capital contribution Most Crown funding received is operational in nature and is provided by the Crown under the authority of an expense appropriation and is recognised as revenue. Where funding is received from the Crown under the authority of a capital appropriation, Te Wānanga o Aotearoa accounts for the funding as a capital contribution directly in equity. Information about capital contributions recognised in equity is disclosed in note 20. Suspensory loans with equity conversion features The Group has received a suspensory loan during the year from the Crown whereby the loan converts to equity when the conversion conditions of the loan agreement are satisfied. This includes suspensory loans drawn down in respect of the Creative Thinking Programme and the Excellence Programme. Because Te Wānanga o Aotearoa is committed to meeting the equity conversion conditions, it considers the loan is in substance an equity contribution from the Crown and therefore recognises the amount drawn down under the loan facilities directly in the statement of changes in equity. Further information about the suspensory loan is disclosed in note 21. Early childhood centre grant Te Wānanga o Aotearoa received a grant from the Crown for the construction of a new early childhood learning centre facility. There are a number of conditions attached to this grant which require all or part of the grant to be repaid in the event the grant conditions are not met. NZ IFRS does not provide authoritative support on the accounting for government grants for public benefit entities because public benefit entities are not permitted to apply the recognition and measurement requirements of NZ IAS 20 Accounting for Government Grants and Disclosure of Government Assistance. Te Wānanga o Aotearoa has considered the liability definition in the New Zealand Framework and in applying its judgement has recognised the grant as revenue because management is committed to satisfying the remaining grant conditions. It is therefore not considered probable that Te Wānanga o Aotearoa will be required to repay all or part of the grant back to the Crown. Further information about the grant is disclosed in note 21. Capitalised programme development costs Development costs are only capitalised by the Group when it can be demonstrated that the technical feasibility of completing the intangible asset is valid so that the asset will be available for use or sale and that the programmes will provide positive cash flows. Valuation of investment properties The fair value of investment properties is determined by an appropriately qualified independent valuer with reference to market-based evidence, which is the amount for which the assets could be exchanged between a knowledgeable willing buyer and a knowledgeable willing seller in an arm’s length transaction as at the valuation date. Estimation of useful lives of assets The estimation of the useful lives of assets has been based on historical experience as well as manufacturers’ warranties (for plant and equipment), lease terms (for leased equipment) and turnover policies (for motor vehicles). In addition, the condition of the assets is assessed at least once per year and considered against the remaining useful life. Adjustments to useful lives are made when considered necessary.

NOTES TO THE FINANCIAL STATEMENTS

Risk exposures and responses

3. Income A. Government funding Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

Student Achievement Component Funding

94,662

83,926

94,662

83,926

Tertiary Education Organisation Component Funding

32,319

28,662

32,319

28,662

4,054

4,156

4,054

4,156

138

177

138

177

Other Government Funding

3,732

1,389

3,732

1,389

Other Government Funding

134,905

118,310

134,905

118,310

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

Fees from domestic students

4,852

2,114

4,852

2,114

Total tuition fees

4,852

2,114

4,852

2,114

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

2,647

2,697

2,647

2,697

165

275

139

275

Rent received

176

642

176

642

Canteen sales

438

323

438

323

321

433

321

433

MO1 Limited

1,576

1,930

Dividends from MO1 Limited

4,340

20,898

Dividends from external sources

2,621

555

2,581

385

6,422

4,988

12,272

27,646

Quality Reinvestment Plan Performance Based Research Fund

B. Tuition fees

C. Other income

Contract income Proﬁt on sale of assets Other income

Koha Lease income Motel room income

Misc. income

Contract income relates to licences and subcontracting arrangements that the Group has with other institutions. NOTES TO THE FINANCIAL STATEMENTS

4. Personnel Costs Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

73,474

61,590

67,265

56,249

446

390

Termination expenses

1,545

1,479

Increase/(decrease) in employee sick leave

200

(34)

74,013

63,433

67,775

57,792

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

Finance costs

136

Total ﬁnance costs

136

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

226

190

2,590

1,631

13,504

13,268

11,833

8,963

(321)

316

210

306

206

5,467

5,711

5,467

5,711

MO1 Limited payments

23,427

21,390

Small capital purchases

3,635

1,507

3,493

1,507

Consultancy fees

5,702

6,266

4,554

5,135

Inventories consumed

1,260

3,104

1,260

1,595

11,485

5,557

9,006

5,757

Travel

2,436

1,695

2,436

1,686

Occupancy expenses

5,405

4,577

5,082

4,291

Rent

1,403

1,079

1,100

744

Minimum lease payments – operating lease

4,409

4,611

4,409

4,611

300

994

300

994

Bad debts written off

366

Total other expenses

58,558

50,184

73,283

62,528

Wages and salaries Employer contributions to deﬁned contribution plans

Employer contributions to deﬁned contribution plans include contributions to Kiwisaver.

5. Finance Costs

6. Other Expenses

- audit fees for ﬁnancial statement audit - audit related fees for assurance services Management fees Administration Impairment of receivables Koha Satellite payments

Student resources

Impairment of assets Loss on sale of property, plant and equipment

In 2008 the fees paid to auditor for other assurance services were for a review of a procurement policy.

NOTES TO THE FINANCIAL STATEMENTS

Fees to principal auditor:

7. Cash and Cash Equivalents Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

2,618

3,853

2,140

3,134

Term deposits with maturities less than 3 months

18,931

9,250

17,431

9,250

Total cash and cash equivalents

21,549

13,103

19,571

12,384

Cash at bank and in hand

The carrying value of cash at bank and term deposits with maturities less than three months approximate their fair value. The weighted average effective interest rate for term deposits is 5.57% (2008 - 7.66%). There were no cash or cash equivalent balances held at 31 December 2009 that were not available for use by the group.

Reconciliation of cash for the purpose of the cash ﬂow statement For the purpose of the cash ﬂow statement, cash and cash equivalents comprise the following as at 31 December: Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

2,608

3,853

2,140

3,134

18,941

9,250

17,431

9,250

21,549

13,103

19,571

12,384

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

492

533

492

533

Less provision for impairment

(260)

(179)

(260)

(179)

Net student fee receivables

232

354

232

354

Trade receivables

595

743

595

734

Accrued interest

964

1,022

956

924

Subsidiary (note 18)

Other related parties

1,559

1,765

1,567

1,670

(385)

(460)

(385)

(452)

1,406

1,659

1,414

1,572

Cash at bank and in hand Term deposits with maturities less than 3 months

8. Debtors and Other Receivables

Student receivables Student fee receivables

Other receivables

Related party receivables:

Gross debtors and other receivables Less provision for impairment NOTES TO THE FINANCIAL STATEMENTS

Total debtors and other receivables

Fair value Miscellaneous debtors are non-interest bearing and receipt is normally on 30-day terms, therefore the carrying value of miscellaneous debtors approximates their fair value. Student debtors are non-interest bearing and receipt is normally on enrolment and no later than at graduation, therefore the carrying value of student debtors approximates their fair value.

Impairment As of 31 December 2009 and 2008, all overdue debtors have been assessed for impairment and appropriate provisions applied. Te Wānanga o Aotearoa holds no collateral as security or other credit enhancements over receivables that are either past due or impaired. The ageing proﬁle of receivables at year end is detailed below. 2009 Gross $’000

Impairment $’000

Net $’000

2008 Gross $’000

Impairment $’000

Net $’000

1,105

1,017

122

(1)

121

Past due 61-120 days

116

147

(8)

139

Past due > 120 days

809

(645)

164

1,012

(630)

382

2,051

(645)

1,406

2,298

(639)

1,659

1,113

1,020

122

(1)

121

Past due 61-120 days

116

Past due > 120 days

809

(645)

164

1,012

(630)

382

2,059

(645)

1,414

2,203

(631)

1,572

Group Not past due Past due 1-60 days

Total

Parent Not past due Past due 1-60 days

Total

All receivables greater than 30 days in age are considered to be past due. The impairment provision has been calculated based on expected losses for Te Wānanga o Aotearoa and their pool of receivables. Expected losses have been determined based on an analysis of losses for Te Wānanga o Aotearoa in previous periods, and a review of speciﬁc receivables, as detailed below: Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

Miscellaneous debt impairment

385

460

385

452

Student debt

260

179

260

179

Total provision for impairment

645

639

645

631

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

Past due 1-60 days

Past due 61-120 days

Past due > 120 days

385

452

385

452

Total individual impairment

385

460

385

452

NOTES TO THE FINANCIAL STATEMENTS

Miscellaneous impaired receivables have been determined to be impaired because of the significant financial difficulties being experienced by the debtor. An analysis of these individually impaired debtors is as follows:

Movements in the provision for impairment of receivables are as follows: Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

At 1 January

639

1,111

631

1,108

Additional provisions made during the year

164

(314)

164

(319)

(158)

(150)

(158)

645

639

645

631

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

15,500

18,250

15,500

16,750

3,500

15,500

21,750

15,500

20,250

10,000

3,500

Total non-current portion

13,500

3,500

13,500

3,500

Total other ﬁnancial assets

29,000

25,250

29,000

23,750

Receivables written off during the period At 31 December

9. Other Financial Assets

Current portion Term deposits with maturities of 4-12 months Government bonds Total current portion

Non-current portion Term deposits with maturities >12 months Government bonds with maturities > 12 months

Fair value Term deposits The fair value of non-current term deposits is $10,283,683 (2008 - NIL). Fair value has been determined by discounting future and interest cash flows using a discount rate based on the market interest rate on term deposits at balance date with principal terms to maturity that match as closely as possible the cash flows of term deposits held. The discount rates range between 4.30% and 5.51%. Government bonds The fair value of government bonds is $3,610,788 (2008 $3,671,248). Fair value has been determined by discounting cash flows from the instrument using a discount rate derived from relevant market inputs. The discount rate is 4.30% (2008 - 4.225%). Fair value hierarchy disclosures For those instruments recognised at fair value on the statement

NOTES TO THE FINANCIAL STATEMENTS

of financial position, fair values are determined according to the following hierarchy: • Quoted market price - Financial instruments with quoted prices for identical instruments in active markets. • Valuation technique using observable inputs - Financial instruments with quoted prices for similar instruments in active markets or quoted prices for identical or similar instruments in inactive markets and financial instruments valued using models where all significant inputs are observable. • Valuation techniques with significant non-observable inputs Financial instruments valued using models where one or more significant inputs are not observable. The following table analyses the basis of the valuation of classes of financial instruments measured at fair value on the statement of financial position:

Total $’000

Qouted market price $’000

Observable inputs $’000

Signiﬁcant non-observable inputs $’000

3,500

7,000

3,500

7,000

GROUP 2009 Financial assets Government bonds

GROUP 2008 Financial assets Government bonds

PARENT 2009 Financial assets Government bonds

PARENT 2008 Financial assets Government bonds

Impairments There were no impairment provisions for other ﬁnancial assets. None of the assets are either past due or impaired.

10. Inventory

Inventories held for distribution

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

1,570

1,535

833

759

1,570

1,535

833

759

The carrying amount of inventories for distribution are measured at cost as at 31 December 2009 and therefore the carrying amount at current replacement cost is NIL (2008 - NIL). Inventories are made up of consumables and inventories held for distribution to campuses. Consumables are materials or supplies which will be consumed in conjunction with the delivery of services. These predominantly comprise books and resources used in the teaching of courses to students. The write off of inventories was due to a change in resources and technologies required in a number of programmes amounting to $152,000 (2008, $116,000). There have been no reversals of write-offs (2008 - NIL).

NOTES TO THE FINANCIAL STATEMENTS

No inventories are pledged as security for liabilities.

11. Creditors and Other Payables Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

Trade payables

1,806

3,202

1,567

3,191

Accrued expenses

2,345

808

2,138

423

Quality Reinvestment Plan

3,871

5,094

3,871

5,094

Pay As You Earn Tax

867

799

805

796

Goods and Service Tax

771

190

720

102

9,660

10,093

9,101

9,606

10,689

6,238

9,660

10,093

19,790

15,844

Related party payable: Subsidiary - MO1 Limited

Creditors and other payables are non-interest bearing and are normally settled on terms varying between 7 days and 20th of the month following the invoice date. Therefore, the carrying value of trade and other payables approximates their fair value. For terms and conditions relating to related parties refer to note 22.

12. Provisions A. Employee entitlements Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

Accrued salaries

2,195

1,621

2,002

1,473

Annual leave

4,487

4,172

4,234

194

175

181

125

6,876

6,283

6,355

5,832

Sick leave

Annual leave and sick leave entitlements expected to be settled within 12 months of the balance sheet date are measured at the current rates of pay and classiﬁed as current liabilities.

B. Provision for onerous leases

Balance at 1 January Additional provisions made Utilised during the year Balance at 31 December NOTES TO THE FINANCIAL STATEMENTS

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

291

(291)

(9)

(291)

(9)

291

The provision for onerous leases relates to property leased by the Group, which is unoccupied. The provision remaining at December 2008 was in relation to one property in Rotorua.

Land $’000

NOTES TO THE FINANCIAL STATEMENTS

20,794

Closing accumulated depreciation at 31 December 2009

NBV at 31 December 2009

Disposals

17,919

Depreciation

NBV at 1 January 2009

20,794

Opening accumulated depreciation at 1 January 2009

Closing cost at 31 December 2009

Buildings $’000

Disposals

35,297

31,514

(2,318)

(2,074)

(244)

37,615

Land & Buildings $’000

5,857

56,091

49,433

(2,318)

(2,074)

(244)

58,409

8,732

Leasehold Improvements $’000

2,875

2,661

3,822

(6,869)

(1,177)

(5,704)

9,530

(25)

Equipment $’000

Additions

1,402

1,351

(4,094)

(689)

(3,405)

5,496

740

Computers $’000 954

1,296

(2,138)

(545)

(1,593)

3,092

203

134

405

(2,365)

(291)

(2,074)

2,499

(8)

2,479

Furniture & Fittings $’000

2,889

3,261

2,548

(3,411)

160

(993)

(2,578)

6,672

(212)

1,758

5,126

Motor Vehicles $’000

4,756

609

677

(563)

(68)

(495)

1,172

Waka $’000

9,526

1,166

1,091

1,166

1,091

Artworks $’000

49,677

2,556

2,495

(2,353)

(633)

(1,720)

4,909

(14)

708

4,215

Library $’000

31,758

1,029

463

(907)

(591)

(316)

1,936

1,157

779

VLC $’000

17,919

480

2,206

480

(5,278)

3,552

2,206

WIP $’000

Opening cost at 1 January 2009

GROUP 2009

13. Property Plant and Equipment

70,343

65,787

(25,018)

172

(7,061)

(18,129)

95,361

(5,537)

16,982

83,916

Total $’000

NOTES TO THE FINANCIAL STATEMENTS

Land $’000

Fully depreciated assets

Reclassiﬁcations

Closing accumulated depreciation at 31 December 2008

17,919

Revaluations

NBV at 31 December 2008

Disposals

11,375

Depreciation

NBV at 1 January 2008

Opening accumulated depreciation at 1 January 2008

17,919

Reclassiﬁcations

Closing cost at 31 December 2008

6,200

Fully depreciated assets

Revaluations

Buildings $’000

Disposals

31,514

33,972

(244)

2,972

(1,127)

(2,490)

31,758

(202)

(7,182)

(52)

Land & Buildings $’000

2,732

49,433

45,347

(244)

401

2,972

(1,127)

(2,490)

49,677

(202)

(982)

(52)

3,076

Leasehold Improvements $’000

344

3,822

4,726

(5,704)

(10)

1,125

(1,141)

(5,678)

9,526

(1,125)

(25)

235

Equipment $’000

Additions

1,351

2,183

(3,405)

816

7,869

(1,317)

(10,773)

4,756

(1,063)

(7,869)

(209)

941

Computers $’000 1,296

2,331

(1,593)

444

10,233

(1,156)

(11,114)

2,889

(486)

(10,233)

(670)

833

405

906

(2,074)

129

4,754

(612)

(6,345)

2,479

(137)

(4,754)

(66)

185

7,251

Furniture & Fittings $’000

13,445

2,548

1,990

(2,578)

435

2,586

1,130

(1,071)

(5,658)

5,126

(458)

(2,586)

(1,168)

1,690

7,648

Motor Vehicles $’000

12,956

677

775

(495)

(77)

(439)

1,172

(42)

1,214

Waka $’000

10,404

1,091

971

1,091

971

Artworks $’000

47,837

2,495

2,379

(1,720)

331

(537)

(1,514)

4,215

(331)

(11)

664

3,893

Library $’000

36,462

463

545

(316)

272

(403)

(185)

779

(272)

321

730

VLC $’000

11,375

2,206

463

2,206

1,743

463

WIP $’000

Opening cost at 1 January 2008

GROUP 2008

13. Property Plant and Equipment (continued)

65,787

62,616

(18,129)

2,215

27,170

2,972

1,151

(7,441)

(44,196)

83,916

(2,219)

(27,170)

(982)

(2,243)

9,718

106,812

Total $’000

Land $’000

Fully depreciated assets

Closing accumulated depreciation at 31 December 2009

NOTES TO THE FINANCIAL STATEMENTS

20,544

Revaluations

NBV at 31 December 2009

Disposals

17,669

Depreciation

NBV at 1 January 2009

Opening accumulated depreciation at 1 January 2009

20,544

Revaluations

Closing cost at 31 December 2009

Buildings $’000

Disposals

34,244

30,402

(2,240)

(1,994)

(246)

36,484

Land & Buildings $’000

5,836

54,788

48,071

(2,240)

(1,994)

(246)

57,028

8,711

Leasehold Improvements $’000

2,875

2,641

3,799

(6,852)

(1,174)

(5,690)

9,493

(25)

Equipment $’000

Additions

1,383

1,333

(4,046)

(679)

(3,367)

5,429

729

Computers $’000 950

1,247

(1,569)

(484)

(1,085)

2,519

187

132

399

(2,338)

(287)

(2,051)

2,470

(8)

2,450

Furniture & Fittings $’000

2,332

2,810

2,198

(3,172)

108

(870)

(2,410)

5,982

(145)

1,519

4,608

Motor Vehicles $’000

4,700

609

677

(563)

(68)

(495)

1,172

Waka $’000

9,489

1,034

982

1,034

982

Artworks $’000

48,317

2,558

2,495

(2,353)

(633)

(1,720)

4,911

(14)

710

4,215

Library $’000

30,648

1,029

463

(907)

(591)

(316)

1,936

1,157

779

VLC $’000

17,669

480

2,206

480

(5,278)

3,552

2,206

WIP $’000

Opening cost at 1 January 2009

PARENT 2009

13. Property Plant and Equipment (continued)

68,414

63,870

(24,040)

120

(6,780)

(17,380)

92,454

(5,470)

16,674

81,250

Total $’000

NOTES TO THE FINANCIAL STATEMENTS

Land $’000

Fully depreciated assets

Closing cccumulated depreciation at 31 December 2008

17,669

Revaluations

NBV at 31 December 2008

Disposals

11,375

Depreciation

NBV at 1 January 2008

17,669

5,950

Opening cccumulated depreciation at 1 January 2008

Closing cost at 31 December 2008

Fully depreciated assets

Revaluations

Buildings $’000

Disposals

30,402

32,369

(246)

2,832

(1,090)

(1,988)

30,648

(6,376)

(52)

Land & Buildings $’000

2,719

48,071

43,744

(246)

2,832

(1,090)

(1,988)

48,317

(426)

(52)

3,063

Leasehold Improvements $’000

344

3,799

4,726

(5,690)

1,125

(1,137)

(5,678)

9,489

(1,125)

(25)

235

Equipment $’000

Additions

1,333

1,918

(3,367)

7,825

(1,304)

(9,888)

4,700

(7,825)

(209)

928

Computers $’000 1,247

1,987

(1,085)

9,649

(903)

(9,831)

2,332

(9,649)

(670)

833

399

883

(2,051)

4,708

(603)

(6,156)

2,450

(4,708)

(66)

185

7,039

Furniture & Fittings $’000

11,818

2,198

1,862

(2,410)

2,551

1,053

(976)

(5,038)

4,608

(2,551)

(1,102)

1,361

6,900

Motor Vehicles $’000

11,806

677

775

(495)

(77)

(439)

1,172

(42)

1,214

Waka $’000

10,404

982

967

982

967

Artworks $’000

45,732

2,495

2,379

(1,720)

331

(537)

(1,514)

4,215

(331)

(11)

664

3,893

Library $’000

34,357

463

545

(316)

272

(403)

(185)

779

(272)

321

730

VLC $’000

11,375

2,206

463

2,206

1,743

463

WIP $’000

Opening cost at 1 January 2008

PARENT 2008

13. Property Plant and Equipment (continued)

63,870

60,249

(17,380)

26,461

2,832

1,074

(7,030)

(40,717)

81,250

(26,461)

(426)

(2,177)

9,348

100,966

Total $’000

13. Property Plant and Equipment (continued) Valuation Operational land and buildings At fair value as determined from market-based evidence by an independent valuer. The most recent valuation was performed by W Hickey of Jones Lang LaSalle, and the valuation is effective as at 31 December 2008. Total fair value of property, plant and equipment valued by valuer

W Hickey of Jones Lang LaSalle

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

45,449

44,089

45,449

44,089

No classes of property, plant and equipment were re-valued in 2009.

Work in progress The total value of property, plant and equipment in the course of construction is $ 480,333 (2008 - $2,206,284).

14. Investment Properties

Balance as at 1 January Additions (reclassiﬁcation from PPE) Fair gain / (loss) on valuation Disposal (reclassiﬁcation to PPE) Balance as at 31 December

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

4,300

5,270

4,300

5,270

(300)

(994)

(300)

(994)

(4,000)

4,300

Te Wānanga o Aotearoa investment property was valued annually at fair value effective 31 December. Te Wānanga o Aotearoa took over full control of the property on 1 July 2009. A valuation took place on 1 July 2009 and the property was reclassiﬁed into Property, Plant and Equipment as per NZ IAS 16. This valuation was performed by W Hickey of Jones Lang LaSalle, in accordance with NZ IAS 40. Jones Lang LaSalle is a member of the New Zealand Institute of Valuers (Inc). Jones Lang LaSalle is an industry specialist in valuing these types of investment properties.

Rental income Expenses from investment property not generating income

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

520

134

NOTES TO THE FINANCIAL STATEMENTS

The valuation undertaken was based on an open market value, supported by market evidence in which assets could be exchanged between a knowledgeable willing buyer and a knowledgeable willing seller in an arm’s length transaction at the date of valuation.

15. Intangible Assets Programme Development costs were incurred in developing Certiﬁcates in Waka Ama, Rongoā Māori, Indigenous Research, Money Management, Applied Business Growth & Development and Diplomas in Cultural Clinical Supervision, Te Reo Māori, Papa Whai Rawa, TARM Distance, SALE Level 2, Greenlight, Papa Ako and Mauri Ora.

Externally Acquired Software $’000

Programme Costs $’000

Trademark $’000

WIP $’000

Total $’000

Opening cost at 1 January 2009

614

5,605

343

6,567

Additions

594

2,042

1,259

3,895

Impairment

(5)

Disposals

1,208

7,647

1,602

10,457

(483)

(3,131)

(3,614)

Amortisation

(92)

(1,299)

(1,391)

Impairment

(26)

(601)

(4,430)

(5,031)

NBV at 1 January 2009

131

2,474

343

2,953

NBV at 31 December 2009

607

3,217

1,602

5,426

Externally Acquired Software $’000

Programme Costs $’000

Trademark $’000

WIP $’000

Total $’000

2,322

5,516

7,843

Additions

339

343

764

Disposals

(250)

(2,149)

Reclassiﬁcation

359

Closing cost at 31 December 2008

614

5,605

343

6,567

(2,172)

(2,393)

(4,565)

(236)

(1,073)

(1,309)

Disposals

250

Adjustment

2,149

Reclassiﬁcation

(224)

Closing accumulated amortisation at 31 December 2008

(483)

(3,131)

(3,614)

NBV at 1 January 2008

150

3,123

3,278

NBV at 31 December 2008

131

2,474

343

2,953

GROUP 2009

Closing cost at 31 December 2009

Opening accumulated amortisation at 1 January 2009

Disposals Closing accumulated amortisation at 31 December 2009

GROUP 2008 Opening cost at 1 January 2008

Fully amortised assets

Opening accumulated amortisation at 1 January 2008 Amortisation

Fully amortised assets

NOTES TO THE FINANCIAL STATEMENTS

Programme Development $’000

Trademark $’000

WIP $’000

Total $’000

Opening cost at 1 January 2009

136

3,546

343

4,030

Additions

299

1,142

880

2,321

Impairment

(5)

Disposals

Fully amortised assets

Closing cost at 31 December 2009

435

4,688

1,223

6,346

Opening accumulated amortisation at 1 January 2009

(77)

(1,655)

(1,732)

Amortisation

(25)

(798)

(823)

Impairment

(26)

Disposals

Fully amortised assets

(128)

(2,453)

(2,581)

1,891

343

2,298

307

2,235

1,223

3,765

Software $’000

Programme Development $’000

Trademark $’000

WIP $’000

Total $’000

2,152

3,207

5,364

Additions

339

343

745

Disposals

(2,079)

136

3,546

343

4,030

(2,020)

(994)

(3,014)

(136)

(661)

(797)

2,079

Closing accumulated amortisation at 31 December 2008

(77)

(1,655)

(1,732)

NBV at 1 January 2008

132

2,213

2,350

1,891

343

2,298

PARENT 2009

Closing accumulated amortisation at 31 December 2009

NBV at 1 January 2009

NBV at 31 December 2009

PARENT 2008 Opening cost at 1 January 2008

Fully amortised assets Closing cost at 31 December 2008

Opening accumulated amortisation at 1 January 2008 Amortisation Disposals Fully amortised assets

NBV at 31 December 2008

There are no restrictions over the title of Te Wānanga o Aotearoa intangible assets, nor are any intangible assets pledged as security for liabilities. Te Wānanga o Aotearoa wrote off $5,000 during the year in relation to the Trademark licences and $25,687 in relation to the WDC warehouse management system.

NOTES TO THE FINANCIAL STATEMENTS

Software $’000

16. Investment in MO1 Limited MO1 Limited is a fully owned subsidiary of Te Wānanga o Aotearoa and is in the business of education. The balance date of the company is 31 December. The results of MO1 Limited are incorporated into the Group ﬁnancial statements.

17. Interest-Bearing Liabilities (a) Aotearoa Institute There was no interest-bearing liability in 2009. (Market rent of $1,300,000 was imputed into the ﬁnal settlement between Aotearoa Institute and Te Wānanga o Aotearoa in December 2006. This rent was for 20 months starting 1st January 2007 and ended on 31st August 2008.)

18. Early Learning Centres During the year Te Wānanga o Aotearoa received grants from the Ministry of Education for early learning purposes.

Apakura Te Kakano Bulk funding

2009 $’000

2008 $’000

507

476

Incentive funding

Te Rau Oriwa Bulk funding

2008 $’000

466

468

Incentive funding

Low socio economic

Special needs

Language and kaupapa

Training

512

483

494

506

494

506

2009 $’000

2008 $’000

568

542

Total MOE funding received Funds applied to: Salaries

Manukau Bulk funding

Total MOE funding received Funds applied to:

512

483

2009 $’000

2008 $’000

294

Incentive funding

Salaries

Raroera Te Puawai Bulk funding Incentive funding

Low socio economic

Special needs

Language and kaupapa

Total MOE funding received

299

Training

588

562

588

562

Funds applied to: Salaries

Total MOE funding received 299

Funds applied to: Salaries

NOTES TO THE FINANCIAL STATEMENTS

2009 $’000

19. Financial Instruments Te Wānanga o Aotearoa has a series of policies to manage the risks associated with ﬁnancial instruments. Te Wānanga o Aotearoa is risk averse and seeks to minimise exposure from its treasury activities. The policies do not allow any transactions that are speculative in nature to be entered into.

(a) Credit risk Credit risk is the risk that a third party will default on its obligation to Te Wānanga o Aotearoa, causing Te Wānanga o Aotearoa to incur a loss. Due to the timing of its cash inflows and outflows, Te Wānanga o Aotearoa invests surplus cash into term deposits and government bonds which gives rise to credit risk. With the exception of Student Fees the Group trades only with recognised, creditworthy third parties. Receivable balances are monitored on an ongoing basis with the result that the Group’s exposure to bad debts is not significant as a result of the ability to withhold graduation from students who do not pay their fees. With respect to credit risk arising from the other financial assets of the Group, which comprise cash and cash equivalents and loans and receivables financial assets, the Group’s exposure to credit risk arises from default of the counter party, with a maximum exposure equal to the carrying amount of these instruments. There are no significant concentrations of credit risk within the Group. Maximum exposure to credit risk Te Wānanga o Aotearoa’s maximum credit exposure for each class of financial instrument is as follows:

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

50,549

31,353

48,571

29,134

Debtors and other receivables

1,406

1,659

1,414

1,572

Government bonds

3,500

7,000

3,500

7,000

55,455

40,012

53,485

37,706

Cash at bank and term deposits

Total credit risk

Credit quality of ﬁnancial assets The credit quality of ﬁnancial assets that are neither past due nor impaired can be assessed by reference to Standard and Poor’s credit ratings (if available) or to historical information about counterparty default rates:

Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

5,000

50,549

26,353

48,571

24,134

Total cash at bank and term deposits

50,549

31,353

48,571

29,134

AAA

3,500

7,000

3,500

7,000

Total local authority and government stock

3,500

7,000

3,500

7,000

54,049

38,353

52,071

36,134

COUNTERPARTIES WITH CREDIT RATINGS Cash at bank and term deposits AA+

Total ﬁnancial instrument assets

NOTES TO THE FINANCIAL STATEMENTS

Term deposits, local authority and government stock

Debtors and other receivables mainly arise from Te Wānanga o Aotearoa statutory functions. Therefore, there are no procedures in place to monitor or report the credit quality of debtors and other receivables with reference to internal or external credit ratings. Council has no signiﬁcant concentrations of credit risk in relation to debtors and other receivables.

(b) Fair values Set out below is a comparison by category of carrying amounts and fair values of all the Group’s ﬁnancial instruments.

GROUP 2009 Cash and cash equivalents Accounts receivable Other ﬁnancial assets Accounts payable Non-current other ﬁnancial assets

Loans and Receivables $’000

Other Liabilities @ Amortised Cost $’000

Fair Value $’000

21,549

1,406

15,500

(9,660)

13,500

13,894

51,955

(9,660)

42,689

13,103

1,659

21,750

(10,093)

3,500

3,671

40,012

(10,093)

30,090

19,571

1,414

15,500

(19,790)

13,500

13,894

49,985

(19,790)

30,589

12,384

1,572

20,250

(15,844)

3,500

3,671

37,706

(15,844)

22,033

GROUP 2008 Cash and cash equivalents Accounts receivable Other ﬁnancial assets Accounts payable Non-current other ﬁnancial assets

PARENT 2009 Cash and cash equivalents Accounts receivable Other ﬁnancial assets Accounts payable Non-current other ﬁnancial assets

PARENT 2008 Cash and cash equivalents Accounts receivable Other ﬁnancial assets Accounts payable Non-current other ﬁnancial assets

NOTES TO THE FINANCIAL STATEMENTS

(c) Liquidity risk Management of liquidity risk Liquidity risk is the risk that Te Wānanga o Aotearoa will encounter difficulty raising liquid funds to meet commitments as they fall due. Prudent liquidity risk management implies maintaining sufficient cash, the availability of funding through an adequate amount of committed credit facilities and the ability to close out market positions. Te Wānanga o Aotearoa aims to maintain flexibility in funding by keeping committed credit lines available. Contractual maturity analysis of financial liabilities The table below analyses Te Wānanga o Aotearoa financial liabilities into relevant maturity groupings, based on the remaining period at the balance date to the contractual maturity date. The amounts disclosed are the contractual undiscounted cash flows.

Carrying amount $’000

Contractual cash ﬂows $’000

Less than 1 year $’000

1-2 years $’000

2-5 years $’000

More than 5 years $’000

Creditors and other payables

9,660

Total

9,660

Creditors and other payables

19,790

Total

19,790

Creditors and other payables

10,093

Total

10,093

Creditors and other payables

15,844

Total

15,844

Group 2009

Parent 2009

Group 2008

NOTES TO THE FINANCIAL STATEMENTS

Parent 2008

Contractual maturity analysis of financial assets The table below analyses Te Wānanga o Aotearoa financial assets into relevant maturity groupings, based on the remaining period at the balance date to the contractual maturity date. The amounts disclosed are the contractual undiscounted cash flows.

Carrying amount $’000

Contractual cash ﬂows $’000

Less than 1 year $’000

1-2 years $’000

2-5 years $’000

More than 5 years $’000

21,549

1,406

919

106

381

25,500

15,500

5,000

3,500

51,955

37,968

8,606

5,381

19,571

1,414

927

106

381

25,500

15,500

5,000

3,500

49,985

35,998

8,606

5,381

13,103

1,659

1,527

132

18,250

7,000

3,500

40,012

36,380

132

3,500

12,384

1,572

1,440

132

16,750

7,000

3,500

37,706

34,074

132

3,500

Group 2009 Cash and cash equivalents Debtors and other receivables Other ﬁnancial assets - term deposits - government stock Total

Parent 2009 Cash and cash equivalents Debtors and other receivables Other ﬁnancial assets - term deposits - government stock Total

Group 2008 Cash and cash equivalents Debtors and other receivables Other ﬁnancial assets - term deposits - government stock Total

Parent 2008 Cash and cash equivalents Debtors and other receivables Other ﬁnancial assets - term deposits - government stock Total

NOTES TO THE FINANCIAL STATEMENTS

(d) Sensitivity analysis The tables below illustrate the potential proﬁt and loss and equity (excluding retained earnings) impact for reasonably possible market movements, with all variables held constant, based on the ﬁnancial instrument exposures of Te Wānanga o Aotearoa at the balance sheet date.

Note

2009 $’000 -100bps Other

GROUP

2008 $’000 +100bps Other

-100bps Other

+100bps Other

Proﬁt

Equity

Proﬁt

Equity

Proﬁt

Equity

Proﬁt

Equity

21,549

(215)

21,549

215

13,103

(131)

13,103

131

29,000

(290)

29,000

290

25,250

(253)

25,250

253

50,549

(505)

50,549

505

38,353

(384)

38,353

384

INTEREST RATE RISK Financial assets Cash and cash equivalents Other ﬁnancial assets: - government stock, term deposits Total sensitivity to interest rate risk

Explanation of sensitivity analysis – Group 1. Cash and cash equivalents Cash and cash equivalents include deposits at call totalling $21,548,904 (2008 - $13,052,093) which are at ﬁxed rates. A movement in interest rates of plus or minus 1.0% has an effect on interest income of $215,000 (2008 - $131,000). 2. Government stock A total of investments in government stock are classiﬁed at fair value through equity. A movement in interest rates of plus or minus 1.0% has an effect on the fair value through equity reserve of $290,000 (2008 - $253,000).

Note

2009 $’000 -100bps Other

PARENT

2008 $’000 +100bps Other

-100bps Other

+100bps Other

Proﬁt

Equity

Proﬁt

Equity

Proﬁt

Equity

Proﬁt

Equity

19,571

(196)

19,571

196

12,384

(124)

12,384

124

29,000

(290)

29,000

290

23,750

(238)

23,750

238

48,571

(486)

48,571

486

36,134

(362)

36,134

362

INTEREST RATE RISK Financial assets Cash and cash equivalents Other ﬁnancial assets: - government stock, term deposits Total sensitivity to interest rate risk

Explanation of sensitivity analysis – Parent 1. Cash and cash equivalents Cash and cash equivalents include deposits at call totalling $19,570,723 (2008 - $12,384,209) which are at ﬁxed rates. A movement in interest rates of plus or minus 1.0% has an effect on interest income of $196,000 (2008 - $124,000). 2. Government stock & Term deposits A total of investments in government stock and term deposits are classiﬁed at fair value through equity. A movement in interest rates of plus or minus 1.0% has an effect on the fair value through equity reserve of $290,000 (2008 - $238,000).

(e) Capital management

Te Wānanga o Aotearoa is subject to the financial management and accountability provisions of the Education Act 1989, which includes restrictions in relation to: disposing of assets or interests in assets, ability to mortgage or otherwise charge assets or interests in assets, granting leases or land or buildings or parts of buildings, and borrowings. Te Wānanga o Aotearoa manages its revenues, expenses, assets, liabilities, investments, and general financial dealings prudently and in a manner that promotes the current and future interests of the community. The Group’s equity is largely managed as a by-product of managing revenues, expenses, assets, liabilities, and general financial dealings.

NOTES TO THE FINANCIAL STATEMENTS

Capital of Te Wānanga o Aotearoa is its equity, which comprises general funds, and property valuation and fair value through comprehensive income reserves. Equity is represented by net assets.

The objective of managing the Group’s equity is to ensure that it effectively and efﬁciently achieves the goals and objectives for which it has been established, while remaining a going concern.

20. Equity Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

88,102

71,714

73,918

41,102

Surplus/(deﬁcit) for the year

8,125

5,937

6,256

22,365

Capital contributions from the Crown

1,097

451

1,097

451

Suspensory loans from the Crown

5,000

10,000

5,000

10,000

102,324

88,102

86,271

73,918

9,898

7,909

10,021

7,615

1,989

2,406

9,898

10,021

112,222

98,000

96,292

83,939

Retained Earnings Balance at 1 January

Balance at 31 December

Property revaluation reserves Balance at 1 January Land and buildings net revaluation gains Balance at 31 December

Total equity

Capital contributions The Crown have made equity contributions to Te Wānanga o Aotearoa in line with the recommendations outlined in the Wānanga Capital Establishment Report - Waitangi Tribunal Report 1999 (WAI 718). To date the Crown has made Equity contributions of $55,000,000 (2008 - $51,691,000). The Crown provides Quality Reinvestment Fund (QRF) funding for projects run by Te Wānanga o Aotearoa. A number of these projects have been funded as an equity contribution. The total of this equity contribution in 2009 was $1,097,100 (2008 - $451,300). Suspensory loan A $20,000,000 suspensory loan has been entered into. This will complete the equity contributions agreed to in 1999. the loan was received in June 2009 (2008 - $10,000,000). The last payment of $5,000,000 will occur in 2010.

$5,000,000 of

Property revaluation reserves Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

9,898

10,021

Retained Earnings Land and buildings

NOTES TO THE FINANCIAL STATEMENTS

21. Statement of Commitments and Contingencies (a) Commitments Operating lease commitments - Group as lessee The Group has entered into commercial leases on certain buildings where it is not in the best interest of the Group to purchase these assets. These leases have an average life of between 1 and 6 years with renewal terms included in the contracts. Renewals are at the option of the Group. There are no restrictions placed upon the lessee by entering into these leases. Future minimum rentals payable under non-cancellable operating leases as at 31 December are as follows: Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

Within one year

4,129

3,442

3,950

3,300

After one year but no more than ﬁve years

3,963

1,118

3,888

1,078

321

8,413

4,560

8,159

4,378

More than ﬁve years

Operating lease commitments - Group as lessor The Group owns a number of buildings and has entered into commercial leases where it is not in the best interest of the Group to use these buildings for their operations. These leases have an average life of between 1 and 2 years with renewal terms included in the contracts. of the lessee. There are no restrictions placed upon the lessee by entering into these leases.

Renewals are at the option

Future minimum rentals receivable under non-cancellable operating leases as at 31 December are as follows: Group 2009 $’000

Group 2008 $’000

Parent 2009 $’000

Parent 2008 $’000

Within one year

333

After one year but no more than ﬁve years

101

103

434

103

434

No contingent rents have been recognised in the statement of comprehensive income during the period.

(b) Contingencies Personal grievances As at 31 December 2009, there were no open personal grievance claims against Te Wānanga o Aotearoa (2008 - ﬁve). Contingent Liabilities Lawsuit Te Wānanga o Aotearoa has no contingent liabilities as at balance sheet date (2008 - $60,000). Government funding Te Wānanga o Aotearoa has a contingent liability of $692,533 (2008 - $588,653) related to the creation of a new Early Learning centre in Manukau.

Suspensory Loan Te Wānanga o Aotearoa has a $15,000,000 contingent liability (2008 - $10,000,000) due to the ﬁrst two instalments of a $20,000,000 suspensory loan.

NOTES TO THE FINANCIAL STATEMENTS

The condition surrounding the liability is that the centre should stay open for 10 years. Failure to achieve this will result in the repayment of the funding.

Contingent Asset Te Wānanga o Aotearoa has a $5,000,000 contingent asset (2008 - $10,000,000) due to the ﬁnal instalment of a $20,000,000 suspensory loan. The ﬁnal instalment of $5,000,000 is due to be paid in June 2010. This loan is an Equity contribution agreed to by the Crown.

22. Related Party Disclosure The consolidated ﬁnancial statements include the ﬁnancial statements of Te Wānanga o Aotearoa and its subsidiary MO1 Limited. Equity Interest

MO1 Limited

22.1 HCW Holdings Limited (formally Power Chill NZ Limited) HCW Holdings Limited, trading as All Seasons Air (Waikato) Limited undertakes work for Te Wānanga o Aotearoa and MO1 Limited. Kingi Wetere is a Director of HCW Holdings Limited. Kingi Wetere has no inﬂuence over dealings that Te Wānanga o Aotearoa has with HCW Holdings Limited. Any dealings with HCW Holdings Limited by MO1 Limited are approved by Board Members. During 2009 $10,946 (2008 - $66,465) was paid to HCW Holdings Limited for work undertaken. There were no outstanding balances as at balance sheet date (2008 - $6,849). 22.2 MO1 Limited MO1 Limited is a wholly owned subsidiary of Te Wānanga o Aotearoa. The Board of MO1 Limited is appointed by the Council of Te Wānanga o Aotearoa. MO1 Limited provides educational services for Te Wānanga o Aotearoa and Te Wānanga o Aotearoa is part of the MO1 Limited provider network. During 2009 Te Wānanga o Aotearoa paid MO1 Limited $23,513,420 (2008 - $21,421,329) for these services and MO1 Limited paid Te Wānanga o Aotearoa $1,710,038 (2008 - $2,376,752). At balance sheet date Te Wānanga o Aotearoa had an outstanding balance due to MO1 Limited of $10,688,653 (2008 - $6,238,306) and a balance due from MO1 Limited of $15,928 (2008 - $9,847). 22.3 Gallery 8 Ltd Marie Panapa is a member of Council of Te Wānanga o Aotearoa and is also a shareholder in Gallery 8 Ltd, an art gallery established to promote local art. In 2009 Te Wānanga o Aotearoa bought artwork as gifts which amounted to $892 (2008 - $14,001). There were no outstanding balances as at balance sheet date (2008 - $NIL). 22.4 Tuia Group Parekāwhia McLean is a Council member of Te Wānanga o Aotearoa. Her brother-in-law is a partner of Tuia Group. Tuia Group is engaged to undertake legal work on behalf of Te Wānanga o Aotearoa. In 2009 this amounted to $406,738 (2008 - $415,414). There were no outstanding balances as at balance sheet date (2008 - $100,095). NOTES TO THE FINANCIAL STATEMENTS

Investment

Country of Incorporation

2009 %

2008 %

2009 %

2008 %

New Zealand

100

22.5 Te Wānanga o Raukawa Parekāwhia McLean is a Council member of Te Wānanga o Aotearoa. Her father-in-law is Chairperson of Te Wānanga o Raukawa. Te Wānanga o Raukawa invoiced Te Wānanga o Aotearoa for travel expenses to attend Academic Board meetings. This amounted to $2,719 (2008 - $759). There were no outstanding balances as at balance sheet date. 22.6 Mauriora Ki Te Ao/ Living Universe Limited Parekāwhia McLean is a Council member of Te Wānanga o Aotearoa. She is the Director and shareholder of Mauriora ki Te Ao. Mauriora Ki Te Ao invoiced Te Wānanga o Aotearoa for a guest speaker presentation by Charles Royal. This amounted to $300 in 2009 (2008 - $6,265). There were no outstanding balances as at balance sheet date (2008 - NIL). 22.7 Tertiary Education Commission Deirdre Dale is a Council member of Te Wānanga o Aotearoa and also a Commissioner of the Tertiary Education Commission (TEC). TEC provides funding to Te Wānanga o Aotearoa to enable them to provide educational services. Te Wānanga o Aotearoa pays TEC for consultancy on contribution of Te Wānanga o Aotearoa to Aotearoa project and for the reimbursement of the professional services of the Crown Manager in 2008. During 2009 Te Wānanga o Aotearoa paid TEC $208,889 (2008 - $469,963) and TEC paid Te Wānanga o Aotearoa $134,461,318 for these services (2008 - $118,110,152). There were no outstanding balances as at 31 December 2009 (2008 - $11,499). 22.8 The University of Auckland Manuka Henare is a Council member of Te Wānanga o Aotearoa and is also an employee of The University of Auckland. The University of Auckland supplies Te Wānanga o Aotearoa library with documentation such as student theses. During 2009 Te Wānanga o Aotearoa paid The University of Auckland $7,256 for these services (2008 - $2,967). There were no outstanding balances as at balance sheet date (2008 - $675).

22.9 Te Tau Ihu o Ngā Wānanga Bentham Ohia is Pouhere of Te Wānanga o Aotearoa and is also the Chair of Te Tauihu o Ngā Wānanga. Te Tauihu o Ngā Wānanga is the collective name of the national Wānanga in New Zealand: Te Wānanga-o-Raukawa, Te Whare Wānanga o Awanuiārangi and Te Wānanga o Aotearoa. All three Wānanga pay an annual subscription to Te Tauihu o Ngā Wānanga. This amounted to $48,842 in 2009 (2008 - $110,000). There was an outstanding balance of $54,947 in 2009 (2008 - NIL) 22.10 TVNZ June McCabe is a Director of Television New Zealand and is also a board member of MO1 Limited. MO1 Limited used TVNZ for marketing purposes on their morning programme during 2009. MO1 Limited paid TVNZ $99,620 for these services in 2009 (2008 - $104,389). As at balance sheet date, MO1 Limited had an outstanding balance of $11,700 due to TVNZ (2008 - $11,160). 22.11 Aotearoa Institute Te Kuratini o Ngā Waka Trust Board (Aotearoa Institute) Aotearoa Institute is a trust that provided car parking to MO1 Limited. Willy Wetere is the brother of Kingi Wetere. Rongo Wetere is the father of Kingi Wetere. Both are trustees of Aotearoa Institute. The car park was bought in October 2008 by Te Wānanga o Aotearoa for the use of the Wānanga Distribution Centre. (The cost of leasing the car park at Rickit Rd in 2008 was $9,056).

22.15 Raukura Moana Fisheries Ltd This was not a related party in 2009. (Richard Batley is the Chairman of the Council of Te Wānanga o Aotearoa and was a director of Raukura Moana Fisheries Ltd until July 2008. As part of his agreement as Council member Te Wānanga o Aotearoa pay a reimbursement of $213 a month for cell phone charges. This amounted to $1,330 in 2008. Richard Batley resigned as Director of Raukura Moana Fisheries Ltd in July 2008). Terms and conditions of transactions with related parties Provision of services to and purchases from related parties are made in arm’s length transactions at both normal market prices and normal commercial terms. The figures in the 2008 annual report were GST inclusive. The figures shown above are GST exclusive and for comparative purposes the 2008 figures have been changed accordingly. Outstanding balances at 31 December 2009 and 2008 are unsecured and settlement occurs in cash. There have been no guarantees provided or received for any related party receivables. For the year end 31 December 2009, the Group has not raised any provision for impairment of receivables relating to amounts owed by related parties as the payment history has been excellent (2008 - NIL). This assessment is undertaken each financial year through examining the financial position of the related party and the market in which the related party operates in. When assessed as required the Group raises such a provision.

Aotearoa Institute is not a related party in 2009. 22.12 Sustainable Prosperity NZ Ltd June McCabe is a director of Sustainable Prosperity NZ Ltd and is also a Board Member of MO1 Limited. Sustainable Prosperity NZ Ltd invoiced MO1 Limited for travel costs for June McCabe’s attendance at board meetings. MO1 Limited paid Sustainable Prosperity NZ Ltd $1,235 (2008 - NIL). There were no outstanding balances as at balance sheet date (2008 - NIL). 22.13 Arrowmight International Ltd Arrowmight Limited is a fully owned subsidiary of Aotearoa Institute. MO1 Limited has transactions between Arrowmight Limited to the value of $63,431 (2008 - NIL). The transactions relate to consultancy services provided to assist with programme development. There was no outstanding balance due to Arrowmight as at balance date. 22.14 GTL Investments Limited GTL Investments Limited is a fully owned subsidiary of Aotearoa Institute.

As at balance sheet date, MO1 Limited had an outstanding balance of $33,834 due to GTL Investments Limited (2008 - NIL). GTL Investments Limited is not a related party for the Parent in 2009.

NOTES TO THE FINANCIAL STATEMENTS

MO1 Limited purchase student learning resources from GTL Investments Limited. MO1 Limited purchased resources totalling $536,510 in 2009 (2008 - $273,916).

Council remuneration Wages and Salaries includes Te Mana Whakahaere and sub-committees remuneration of $107,089 (2008: $126,240) distributed as follows: 2009 $’000

2008 $’000

Craig Coxhead

Council

Richard Batley

Council / Audit & Risk

Lisa Tipping

Audit & Risk

Wayne McLean

Audit & Risk

Lloyd Anderson

Council / Audit & Risk

Neville Baker

Council

Tania Hodges

Council

June McCabe

Council

Parekāwhia McLean

Council

Peter Joseph

Council

Deidre Dale

Council

Manuka Henare

Council

Toby Curtis

Council

Matthew Goodall

Council

Richard Jones

Audit & Risk

Jo Davey

Council

Craig Owen

Audit & Risk

Mana Forbes

Council

107

126

2009 $’000

2008 $’000

Richard Batley

Lloyd Anderson

June McCabe

Directors Fees paid by MO1 Limited were as follows:

Key management personnel compensation Wages and Salaries includes Te Mana Whakahaere and sub-committees remuneration of $107,089 (2008: $126,240) distributed as follows:

Kaihautū NOTES TO THE FINANCIAL STATEMENTS

Council Crown Management payments

2009 $’000

2008 $’000

1,329

1,331

107

126

529

1,436

1,986

Short term and employee welfare beneﬁts Termination payments

2009 $’000

2008 $’000

1,436

1,986

1,436

1,986

23. Events after the Balance Sheet Date MO1 Limited changed its legal name to Open Wānanga. This change was registered with the Companies Ofﬁce on 13th January 2010.

24. Performance against Budget Statement of comprehensive income Government grants The Ministry of Education funding exceeded budget due to budget being set at the equivalent of 19,752 EFTS. agreed after the budget was set at the equivalent of 21,400 EFTS equating to a positive variance of $7.6m.

The 2009 IiP was

Tuition Fees Tuition fees are over budget by $1.4m due largely to the acquisition of a cable logging programme from Tairāwhiti Polytechnic. This purchase occurred after the 2009 budget was set. Personnel costs Personnel costs are over budget by $3.9m due largely to the acquisition of a cable logging programme from Tairāwhiti Polytechnic. This purchase occurred after the 2009 budget was set. There was also a greater number of staff employed, predominantly in tutorial positions, due to the increase in EFTS numbers mentioned above. Other expenses In December 2008 the capitalisation threshold for assets increased from $500 to $5,000. This resulted in a large number of assets ($3m) being classified as small capital purchases in 2009 rather than fixed assets. This policy change was confirmed after the budget was set.

Statement of ﬁnancial position Employee entitlements Employee entitlements are greater than budgeted by $3.2m mainly due to annual leave entitlements not being taken as expected and a greater year end salary accrual driven by the increased personnel numbers in 2009. Property, plant and equipment Group property, plant and equipment are lower than budgeted by $4m as a result of delays in planned capital expenditure projects and due to the change in capitalisation threshold with more purchases being classed as small capital purchases rather than property, plant and equipment.

NOTES TO THE FINANCIAL STATEMENTS

General funds Group general funds are greater than budgeted by $7.7m due to surplus cash as a result of delays in planned capital expenditure projects and the higher government funding received.

Rārangi Whakamārama Glossary

Words in this glossary are deﬁned according to their usage at Te Wānanga o Aotearoa. In any language, a word may have a number of meanings with subtle nuances and shades of meaning depending on context. This is particularly so for the Māori language. As an oral language, meanings may vary quite markedly depending not only on context, but also on intonation when a word is spoken. Knowledge of concepts that underpin kupu Māori can also alter, or add to, the apparent meanings of words. It should be noted that this glossary does not provide global meanings for the words contained here. For additional meanings of kupu Māori, refer to the Dictionary of the Māori Language by H.W Williams (ISBN 186956-045-0).

Āhua

Āpiha Rārangi Utu

essence, character or appearance of something or someone that generates an understanding of its nature and state of being

Payroll Ofﬁcer

Āpiha Tautoko Tauira Āhuatanga

Student Support Ofﬁcer

likeness; characteristic

Ariki Ako

leader; noble rank / status

learn; teach (see tikanga whakaako)

Aroha Ako Whakatere

love; compassion; affectionate regard

learning delivery approach developed by TWoA that uses holistic and active/experiential learning approaches and strategies

Aromatawai assessment

Ākonga

RARANGI WHAKAMARAMA - GLOSSARY

a learner engaged in the tikanga whakaako process in a ﬁeld in which he or she has some previous experience (See Tauira)

Aronui

Atua

world; daytime

a god; demon; supernatural being

Aotearoa

Awhi

long white cloud; New Zealand

embrace; foster; cherish

Apakura

Āwhina

Tainui ancestor and tribe; name of the Te Awamutu campus

assist; beneﬁt; befriend

Āpiha

Hangarau

ofﬁcer

technology

Āpiha Hokohoko

Hapū

Purchasing Ofﬁcer

subdivision of a tribe; or sub-tribe

humanities

Āpiha Kaiutu Kaute

Hauora

Accounts Payable Ofﬁcer

health; vigour; spirit of life

Āpiha Kirimana

Hīkoi / Whīkoi

Contract Ofﬁcer

step; walk; journey or trip

Āpiha Mātaki Taituarā

Hīmene

Security Monitoring Ofﬁcer

hymn

Āpiha Pūrongo

Hinengaro

Records Ofﬁcer

mind; Intellectual and /or emotional dimension of a person or group

Āpiha Pūtea Tauira

Hoamahi

Student Finance Ofﬁcer

colleague

Kaiarataki Tautoko Hangarau

paddle; row; convey a canoe

Help Desk Team Leader

Hongi

Kaiarataki Tautoko Tauira

a greeting by the pressing of noses

Student Support Team Leader

Hou

Kaiarataki Tautoko VLC

new

VLC Help Desk Team Leader

Hui

Kaiarataki: Te Punga

assemble; gather; meet

Curriculum Development Hub Leader

Ingoa

Kaiarataki Whakahaere Tūpono

name

Risk Management Team Leader

Iti

Kaiarataki Whakapoapoa

small; unimportant

National Team Leader

Iwi

Kaiarataki Whakarite

group of hapū who are linked by tūpuna and blood; tribe

Administrator Team Lead

Kaha

Kaiāwhina

strong; able; strength

Personal Assistant

Kaiako

Kaiāwhina Marautanga

tutor

Personal Assistant to the Kaihautū: Marautanga

Kaiako Matua

Kaiāwhina Pātengi Raraunga

senior kaiako

Database Support

Kaiārahi Mātauranga

Kaiāwhina Ratonga Hangarau

Curriculum Portfolio Owner

Technical Services Administrator / PA

Kaiārahi Matua (Aronui)

Kaiāwhina Whakahaere Pūrongo

Curriculum Portfolio Leader (Humanities)

Personal Assistant to the Kaihautū: Information Management

Kaiārahi Matua (Mātauranga Māori)

Kaiāwhina Whakaū Kounga Ako

Curriculum Portfolio Leader (Māori Education)

Administrator / Personal Assistant

Kaiārahi Matua (Toi)

Kaihautū

Curriculum Portfolio Leader (Arts)

Executive Director

Kaiārahi Matua (Umanga)

Kaihoahoa Whakairoiro

Curriculum Portfolio Leader (Careers)

Graphic Designer

Kaiarataki

Kaihoko Raupapa

leader

Acquisitions Serials Librarian

Kaiarataki Hanganga

Kaihoko Tūturu

Infrastructure Team Leader

Procurement Specialist

Kaiarataki Kōtuitui

Kaikaranga

Networks Engineer Team Leader

person issuing a call of welcome

Kaiarataki Mātaki

Kaimahi

Audit Team Leader

staff member; staff

Kaiarataki Rārangi Utu

Kaipūkaha Hiko

Payroll Team Lead

Desktop Engineer

Kaiarataki Take Kaimahi

Kaipūkaha Kōtuitui

HR Consultant Team Leader

Networks Engineer

RARANGI WHAKAMARAMA - GLOSSARY

Hoe

RARANGI WHAKAMARAMA - GLOSSARY

Kaipupuri Kiritaki

Kairuruku Whakapāpātanga

Client Services

Communications Centre Coordinator

Kairaraunga Whakawhiwhinga Tauira

Kairuruku Whakapoapoa Matua

Academic Data Administrator

Senior Marketing Coordinator

Kairaupapa-ā-Kupu

Kairuruku Whakatītari

Literacy Librarian

Asset Dispatch Coordinator

Kairaupapa-ā-Rohe

Kairuruku Whakatoha

Regional Librarian

Distribution / Graduation Coordinator

Kairaupapa Pūnaha

Kaitātai

Systems Librarian

analyst

Kairaupapa Pūranga Kōrero

Kaitātai Raraunga

Ref /Circulation Librarian

Academic Data Analyst

Kairaupapa Takawaenga

Kaitātai Umanga

Liaison Librarian

Business Analyst

Kairaupapa Tautoko

Kaitātari

Assistant Librarian

auditor

Kairaupapa Tāutu Pukapuka

Kaitātari Matua

Interloans Librarian

Lead Auditor

Kairautaki Māori

Kaitautoko

Strategic Advisor Māori

Assistant; support person

Kairuruku Mahi

Kaitautoko Hangarau

Careers Coordinator

Field Support Technician

Kairuruku Pānui

Kaitautoko Kaute

Advertising Coordinator

Assistant Accountant

Kairuruku Pānui Matua

Kaitautoko Mātauranga

Senior Advertising Coordinator

Academic Support Manager

Kairuruku Rangahau

Kaitautoko Whakarite

Research Coordinator

Administration Support

Kairuruku Raraunga

Kaitiaki

Database Coordinator

guardian; Mahi Ora programme tutor

Kairuruku Raraunga Matua

Kaitiaki Raupapa

Senior Database Coordinator

Library Assistants

Kairuruku Rauemi Tauira

Kaitiakitanga

Student Resource Coordinator

guardianship

Kairuruku Rawa

Kaitohutohu

Property Coordinator

advisor

Kairuruku Taituarā-ā-Rohe

Kaitohutohu Huanga Matua

Regional Security Coordinator

QMS Senior Advisor

Kairuruku Tāruru

Kaitohutohu Kaupapa me te Akoranga

Fleet Coordinator

HR Policy and Programmes Advisor

Kairuruku Whakaarahi

Kaitohutohu Raraunga Rākaunui

Tracking Coordinator

Rākaunui Database Advisor

Kaiwhakahaere Pātea

Student Support Advisor

Finance Manager

Kaitohutohu Ture

Kaiwhakahaere Raraunga Whakawhiwhinga Tauira

Legal Advisor

Academic Data Unit Manager

Kaitohutohu Whakapakari Kaimahi

Kaiwhakahaere Ratonga Hangarau

Professional Development Advisor

Technical Services Manager

Kaitoro

Kaiwhakahaere Ratonga Kiritaki

technician

Customer Services Manager

Kaitoro Waea

Kaiwhakahaere Rauemi me ngā Kirimana

Telecommunications Technician

Resource and Contracts Manager

Kaitoro Waea Matua

Kaiwhakahaere Rautaki

Senior Telecommunications Technician

Strategic Quality Assurance Manager

Kaituhi

Kaiwhakahaere Taituarā

Writer

Security Manager

Kaitūruki Pakihi

Kaiwhakahaere Take Kaimahi

Business Developer

HR Operations Manager

Kaiwhakaahu Rauemi

Kaiwhakahaere Tautoko Hangarau

Resource Developer

Support Services Manager

Kaiwhakahaere

Kaiwhakahaere Tautoko Tauira

Manager

Student Support Services Manager

Kaiwhakahaere-ā-Mahi

Kaiwhakahaere Whakapoapoa

Operations Manager

National Marketing Manager

Kaiwhakahaere-ā-Rohe

Kaiwhakahaere Whakauru Tauira

Regional Manager

Student Registry Unit Manager

Kaiwhakahaere Arai i ngā Tūpono

Kaiwhakahaere Whakawhanake Kaimahi

Audit and Risk Manager

HR Development Manager

Kaiwhakahaere Hauora me te Haumaru

Kaiwhakahanga

Health and Safety Manager

Designer

Kaiwhakahaere Kaupapa Hangarau

Kaiwhakahanga Marautanga

Technology Project Manager

Curriculum Designer

Kaiwhakahaere Kaute

Kaiwhakamātaki

Accounting Manager

reviewer

Kaiwhakahaere Mātauranga

Kaiwhakamātaki Akoranga

Academic Manager

Programme Reviewer

Kaiwhakahaere o te Whare

Kaiwhakarite

Facilities Manager

Administrator

Kaiwhakahaere Pānga

Kaiwhakarite Hauora me te Haumaru

Relationship Manager

Health and Safety Coordinator

Kaiwhakahaere Papa Ākonga

Kaiwhakarite Kirihauā

Site Manager

Disability Administrator

Kaiwhakahaere Pūrongo

Kaiwhakarite Marautanga

Records Information Manager

Curriculum Administrator

RARANGI WHAKAMARAMA - GLOSSARY

Kaitohutohu Tautoko Tauira

Kaiwhakarite Matua

Kaupapa here Kaupapa Huanga

Senior Administrator

QMS Policy Analyst

Kaiwhakarite Matua o Te Mana Whakahaere

Kaupapahere Matua Senior Analyst

Council Senior Administrator

Kaiwhakahaere o te Pātaka Raupapa

Kaupapahere Pūnaha Pūrongo Information Systems Analyst

Library Manager

Kaiwhakarite Papa Ākonga

Kaupapahere Whakaaenga me te Tohutuku Kawa Approval and Accreditation Analyst

Site Administrator

Kaiwhakarite Pouhere

Kaupapahere Whakaū Kounga Ako Delivery Analyst

Administrator to the Pouhere

Kaiwhakarite Pouhere Matua

Kawa Protocol

Senior Administrator to the Pouhere

Kaiwhakarite Pūnaha Pūtea

Kete basket traditionally made from ﬂax

Finance System Administrator

Kaiwhakarite Rauanga Tāruru Matua

Kīngitanga Māori King movement

Fleet Database Administrator

Kaiwhakarite Raupapa

Kirikiriroa

Administrative Librarian

Hamilton; from the ‘long, gravel bed’ of the Waikato River as it ﬂows through the city

Kaiwhakarite Tautoko Tauira

Kiripaepae Matua Ratonga Kiritaki

Student Support Administrator

Senior Customer Services Representative

Kaiwhakarite Whakauru Tauira

Kiripaepae Ratonga Kiritaki

Student Registry Administrator

Customer Services Representative

Kākano

Kiritake Kaimahi

seed; kernel

Junior HR Consultant

Kanohi

Kiritake Kaimahi Matua

face

HR Consultant

Kanohi ki te kanohi

Koeke

face to face

council of elders

Kapa Haka

Koha

haka group

gift (not exclusively materialistic)

Karakia

Kōhanga

incantation; similar to the western concept of prayer

nest

Karanga

Kōhanga Reo

a call (usually of welcome)

language nest; a total immersion Māori language family programme for young children from birth to six years of age.

Katoa all; the whole; altogether

Kōkiri move forward

Kaumātua elder/s RARANGI WHAKAMARAMA - GLOSSARY

Komiti committee

Kaupapa theme; philosophy; topic; agenda

Komiti Ārai i ngā Tūpono Council Audit and Risk Committee

Kaupapa here policy

Komiti Āwhina a committee that provides input into programme development

Mārama

elderly man

light, not dark

Koroneihana

Māramatanga

coronation

enlightenment

Kotahitanga

Marau

oneness; unity

curriculum; curriculum area

Kōwae ako

Marautanga

module; paper

Curriculum Directorate

Kuia

Mātauranga

elderly woman

knowledge; understanding

Kuki Airani

Matua

Cook Islands or Cook Islander

senior; male parent

Kupu

Mātua

word

parents

Kura

Maunga

school

mountain

Mahi

Mauri

work

life principle

Mana

Mihi

prestige; having inﬂuence of power

to greet; a speech of greeting

Mana whenua

Mihi Whakatau

local people

speech of welcome (less formal than a pōwhiri)

Manaaki

Moana

show respect or kindness to; entertain

sea

Manaakitanga

Moko

hospitality; respectfulness

tattooing on the face or body

Manawanui

Mokopuna

generosity, warm-heartedness

grandchild

Māngai Ahurea Matua

Mōteatea

Senior Cultural Ambassador

lament or traditional Māori chant

Maniapoto

Motu

a Tainui tribe and ancestor; Te Kuiti campus

island

Manu

Motuhake

bird

special

Manuhiri / Manuwhiri

Ngā

visitor

plural of ‘te’

Manukau Campus

Ngahere

campus in South Auckland

forest

Māoritanga

Ngāti

pertaining to Māori

tribal preﬁx

Marae

Noa

communal gathering place

free from tapu or any other restriction

RARANGI WHAKAMARAMA - GLOSSARY

Koro / Koroua

Noho Marae

Pū

live-in or stay over (not exclusively on a marae)

source; origin

Ora

Puna

alive; well; in health

spring (of water)

Paepae

Pūnaha Whakahaere

speaking platform

procedure

Pākehā

Pūrakau

a person of European descent (generally)

ancient legend; myth

Pānui

Rā nehu

newsletter; circular

burial day

Papa Ākonga

Rāhui Pōkeka

Delivery Site

Huntly campus

Papa Ruruku

Rākaunui

Coordination Centre

full moon – a time for sharing; academic database that holds information about curriculum and delivery

Papa Whakahaere Management Centre

Rangahau research

Papaiōea traditional name given to the Palmerston North campus

Rangatahi youth

Papaiōea Rohe Te Wānanga o Aotearoa region that covers the area south of a line that joins Waitara, Waiouru and Napier, excluding Wellington and Porirua and the South Island

Rangatira chief; leader; well-born noble

Rangatiratanga Papakainga

chieftainship; leadership

village

Raranga Pātaka

weaving

storehouse

Raroera Pātaka Raupapa

RARANGI WHAKAMARAMA - GLOSSARY

Library Unit

name of the pā of Tawhiao situated on the side of Maungatautari; Hamilton campus

Poari

Ratonga Kiritaki

board (trans.)

Customer Services

Pono

Ratonga Whakatikatika Rawa

true; honest

Facilities Services Unit

Pou

Raukawa

Leader

a Tainui tribe and ancestor; Tokoroa campus

Pou Marautanga

Rautaki

Curriculum Leader

strategy / strategic

Pouako

Te Rautakinga

tutor

Strategic Plan

Pounamu

Reo

greenstone; jade

language; speech

Poutoko

Ringa Hangarau

Executive Assistant

Technical Services Librarian

Pōwhiri / Pōhiri

Ringa Tautoko Hangarau

beckon; welcome; a ceremony to welcome visitors

Help Desk Technician

Rohe

Taupaepae VLC Kiritaki

region

VLC Help Desk Representative

Rongoā

Tautoko

medicine;

support

Rōpū

Tau-utuutu

group

reciprocity or where speakers alternate between tāngata whenua and manuhiri

Rūnanga council

Te the

Tainui Rohe Te Wānanga o Aotearoa region that covers the western central region of the North Island from Pukekohe in the north, Mokau through to National Park in the south and from Tokaanu around the western side of Lake Taupo through Tokoroa and Matamata across to Katikati, and taking in the Coromandel Peninsula

Te Anga Whakamua the move forward; the organisational restructure that occurred in 2006

Te Ao Māori Māori worldview and its representations

Tāmaki Makaurau bride sought by a hundred suitors, referring to the highly sought after land that is currently the site of Auckland City

Te Ara Kōkiri the pathway to move forward; the Proﬁle of Te Wānanga o Aotearoa

Tāmaki Makaurau / Tai Tokerau Rohe Te Wānanga o Aotearoa region that covers the north of the North Island from North Cape to Papakura

Te Ara Waihanga Marau programme development and approval process of Te Wānanga o Aotearoa

Tamariki children

Te Arawa

Tāne

one of the great ocean-going waka that travelled from Hawaiki to Aotearoa and ﬁrst landed near Cape Runaway; iwi residing in the Rotorua region

man; male

Tangata / Tāngata

Te Kāhui Rangahau

person / people

Te Wānanga o Aotearoa Research Committee

Tangi

Te Kete

to cry; to weep

Te Wānanga o Aotearoa website

Tangihanga

Te Mana Whakahaere

formal ceremony during which relatives and friends mourn and honour the passing of a loved one

the Council of Te Wānanga o Aotearoa

Te Pouhere Taonga

Chief Executive Ofﬁcer of Te Wānanga o Aotearoa

property; anything highly prized

Te Puna Mātauranga Tapu

Head Ofﬁce

under spiritual or religious restriction affecting persons, places or things

Te Puna Waihanga

Tauihu

the Programme Development Committee of Te Wānanga o Aotearoa

prow of a canoe; a forum within which Te Wānanga o Aotearoa, Te Wānanga o Raukawa and Te Wānanga o Awanuiārangi discuss issues relating to wānanga

Te Pātake

Tauira

Te Puāwaitanga

a participant engaged a ﬁeld of new learning (see Ākonga)

graduation

Tauiwi

Te Ranga Tuarua

non-Maori

Tier Two Managers

Taupaepae Ratonga Kiritaki

Te Rautiaki Mātauranga

Customer Services Receptionist

the Academic Board of Te Wānanga o Aotearoa

RARANGI WHAKAMARAMA - GLOSSARY

Rationale

Te Tai Tonga Rohe

Uepū

Te Wānanga o Aotearoa region that covers Wellington, Porirua and the South Island

directorate

Uepū Marautanga Tika

Curriculum Directorate

right; correct

Uepū Pūreirei Whakamātau Tikanga

Teaching and Learning Directorate

custom; plan method (derived from Tika)

Uepū Ratonga Tauira

RARANGI WHAKAMARAMA - GLOSSARY

Tikanga Whakaako

Student Services Directorate

a Māori teaching and learning methodology that incorporates the concept that everyone has something to learn and something to teach.

Uepū Take Kaimahi Human Resources Directorate

Tinana

Uepū Take Pūtea

body; trunk; the main part of anything

Finance Directorate

Tino

Uepū Whakahaere Pūrongo

an intensiﬁer; a preﬁx used to give force or emphasis

Information Management Directorate

Tipuna / Tīpuna

Uepū Whakaū Kounga Ako

ancestor / ancestors

Delivery Directorate

Tiriti

Ūkaipōtanga

transliteration of the word Treaty

to suckle; to nurture

Toa Rangatira

Umanga

a tribe of the Tainui people; the name of the Porirua campus

business and computing programmes

Tohu

Upoko

certiﬁcate; proof; sign; mark

head; upper part

Toi

Wāhanga

art / arts programmes

unit

Tūāpapa

Wāhanga Ārai i ngā Tūpono

foundation; base; foundation programmes

Audit and Risk Unit

Tukutuku

Wāhanga Pouhere

woven wall panel

Ofﬁce of the CEO

Tūpono

Wāhanga Raraunga Whakawhiwhinga Tauira

risk

Academic Data Unit

Tupuna / Tūpuna

Wāhanga Ratonga Hangarau

ancestor / ancestors

Technical Services Unit

Tūrangawaewae

Wāhanga Ratonga Tautoko Tauira

a place to stand; place of belonging

Student Support Services Unit

Ture

Wāhanga Rautaki

lore; law

Strategic Unit

Turipuku

Wāhanga Whakahaere Pūtea

name of a ﬁghting chief of Ngāti Whakaue, who lived near the current site of Rotorua campus; the name of Rotorua campus

Finance Operations Unit

Uara

Marketing Unit

Wāhanga Whakapoapoa

value

Uaratanga organisational mission statement

Wāhanga Whakaū Take Kaimahi Human Resources Operations Unit

Wāhanga Whakauru Tauira

Whakatauākī

Student Registry Unit

proverb, the author of which is known (see whakataukī)

Wāhanga Whakawhanake Kaimahi

Whakataukī

Human Resources Development Unit

proverb, the author of which is unknown (see whakatauakī)

Wahine woman; female

Whakawhanaungatanga to create, or restore, relationships

Waiariki Rohe Te Wānanga o Aotearoa region that covers the area from Katikati in the north, bounded by the Tainui Rohe in the west down to Turangi, then east taking in the Huiarau Range and north to Opōtiki

Whānau family

Whanaungatanga Waiata

relationships, kinship

to sing; a song

Whānui Wairua

broad; wide; extend

the spiritual dimension of a person, group or event.

Whare Waka Hourua

house

double hulled, voyaging canoe

Wharekai Wānanga

dining hall

place of higher learning

Wharenui Wānangatanga

traditional meeting house

essence of wānanga

Whāriki Whaikōrero

woven mat

formal process of oratory

Whenua Whāinga

land

goal; objective

Whīkoi / Hīkoi Whaka

step; walk; journey or trip

causative preﬁx

Whirikōkā Whakairo carving

a tipuna renowned for his relationship with the sea and the animals that live there; Gisborne campus

Whakaiti

Whirikōkā Rohe

to humble or to belittle (depending on context)

Te Wānanga o Aotearoa region that covers the East Cape and is bounded by the Waiariki Rohe to the east and the Papaiōea Rohe to the south

Whakamā embarrassment; shame; to make clear, (depending on context)

WINHEC Whakamana

World Indigenous Nations Higher Education Consortium

to give prestige to; to empower

Whakamārama to illuminate; to enlighten

Whakamāramatanga creating enlightenment

mitigation strategy

Whakanui to enlarge; to celebrate

Whakapapa ancestral lineage; genealogical table

RARANGI WHAKAMARAMA - GLOSSARY

Whakangāwari

Whānau Transformation through Education

Te Pūrongo ā-Tau Annual Report 2009 www.twoa.ac.nz - 0800 355 553