2008 annual report

HE KUPU WHAKATAKI // I

HE KUPU WHAKATAKI

E inoi atu ana kia tukua tonu mai e te Atua ana tauwhirotanga ki runga i a tätou katoa.

Kia tau tonu iho ai hoki ki runga i a Kïngi Tuheitia e noho ana i ahurewa tapu. Paimärire.

Käore te aroha te tau o taku ate, mö koutou kei aku nui, kua rüpeke atu ki te käpunipunitanga o te wairua. Aku tötara haemata, aku kökö tatakï, aku puna wänanga.

‘Kia whakataukï ake te mamae, auë taukiri e’

Engari, ko rätou ki a rätou, ä, ko tätou ki a tätouTihë mauri ora!

E ngä mana, e ngä reo, e ngä töpü manaTënä rä koutou katoa.

II //

Presented to the House of Representatives pursuant to the Public Finance Act 1989

KO TE UARATANGA O TE WÁNANGA O AOTEAROA // III

KO TE UARATANGA O TE WÁNANGA O AOTEAROA

The Mission Statement of Te Wánanga o Aotearoa

Ko te whakarite mätauranga e hängai ana ki ngä wawata o tënei whakatupuranga, ki te whakaü hoki i ngä moemoeä o ngä whakatupuranga o te ao türoa, ki te whakatikatika kia märama ai ki te hä o te ao tawhito;

Ki te whakatö ki roto i te hinengaro tangata te möhiotanga o ngä taonga tuku iho, tö tätou reo, tö tätou Mäoritanga e pai ai tä rätou torotoro i ngä iwi o te ao i runga i te mäia me te manawanui;

Ki te whakamana i te pümanawa moe ki te ako hei taumata e hïkoi whakamua i roto i te ao hou;

Ki te whakatakoto takoha e whai hua ai; kia manawapä anö;

Kia mutu tonu, he käinga pai tënei ao.

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 handlethe 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;

To make our world a better place.

Dr Buck Nin

IV // KO TE KAUPAPA O TE WÁNANGA O AOTEAROA

KO TE KAUPAPA O TE WÁNANGA O AOTEAROA

The Purpose of Te Wánanga o Aotearoa

Ki te whakawhiwhi i ngä mea angitu, ä, i ngä akoranga katoa tino teitei mö ngä Mäori me ngä iwi o Aotearoa me te ao

Ki te waihanga i tëtahi ähuatanga hei akoranga tikanga Mäori

Ki te whakawhiwhi i te mea akoranga whai kiko

Ki te tautoko, ki te whakahau, ki te arahi i ngä tauira katoa, i a rätou e aru ana i ngä whanaketangai ngä akoranga me ngä mahi e pä ana ki a rätou

Ki te whakahau i ngä tauira katoa ki te ako kia whiwhi ai rätou i te puäwaitanga tino teitei o te mäiatanga

Ki te whakahau i öna kaimahi, kia pai ai te haere o ngä tikanga o te mahi i whakaatu mai, kia whiwhi ai rätou i te puäwaitanga tino teitei o te mäiatanga

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

To provide a unique Mäori cultural learning environment

To provide practical learning experiences

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

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 NGÁ UARA O TE WÁNANGA O AOTEAROA // V

KO NGÁ UARA O TE WÁNANGA O AOTEAROA

The Values of Te Wánanga o Aotearoa

Ngä 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 Mäori and non-Mäori.

They are:

TE AROHAHaving regard for one another and those for whom we are responsible and to whom we are accountable

TE WHAKAPONOThe basis of our beliefs and the confidence that what we are doing is right

NGÁ TUREThe knowledge that our actions are morally and ethically right and that we are acting in an honourable manner

KOTAHITANGAUnity amongst iwi and other ethnicities; standing as one

VI //

Auë, ka tanuku koa a Harataunga! E te tohunga e Paki, näu te whao a Rauru, näu te whatitoka o Rua-i-te-wänanga;

tomokia! Kei Otäwhao te orokohanganga o te kaupapa, e whakairo tonungia ana e mätou. Waihongia ana ki

a au, ki te pito ora, ö whare, hei whakamihatanga mä ö rau iwi, tënei e tangi atu nei. Nö reira, e te mata toki

pounamu i tü te tätai o te whakanikoniko, o te whakanakonako, nä te toki a Hine-nui-i-te-pö koe i tua, haere.

E koro e Täne, ko koe tëtehi o ngä pouako tüäpapa o Te Wänanga o Aoteroa i töna tuaititanga. E te ruänuku, e

te pükenga mätai rangi, kua wehe atu koe kia pïratarata mai ai i ngä huinga whetü i körerongia ai e koe i te wä

o te ora. Haere ki a Matariki, ki a Rehua-ariki, ki Te Mangoroa. ‘Ko ngä whetü o te rangi tü tonu, engari ko täua

ko te tangata, e tanuku kau, e tanuku kau.’

Karekare tonu ana a Tauranga, papaki ana ngä tai ki Waikawa, he moana anö kei aku kamo. E kara e Monte,

näu ngä kete e toru i kawe kia mau ai öna kïwai i te tini mäioio, näu hoki i äki, kia tü niwha ai ngä Wänanga

Mäori i te keokeonga tika o te mätauranga. Ko koe te manu i whakataukïngia: ‘He manu kai i te hua o te

mätauranga’. Möu te körero: ‘Pikitia te Toihuarewa, Te Ara o Täwhaki i piki ai ki runga!’

Nö reira haere e pä mä, haere i te rangapü o Aituä, haere ki a nunui mä, ki a roroa mä, kia pöwhiritia ai e ngä

märeikura, e ngä whatukura o roto o Hawaiki-nui, Hawaiki-roa, Hawaiki-whämamao, Te Hono-i-wairua, haere,

okioki atu.

During 2008, it was with great sadness that we bade farewell to a number of rangatira who had close associations

with Te Wänanga o Aotearoa. The passing of these great totara creates a void in Te Ao Mäori, in the education

sector and in Te Wänanga o Aotearoa.

HE WHAKAMAUMAHARA - REMEMBRANCE

Otäwhao Marae - InteriorOtäwhao Marae

Päkäriki (Paki) Harrison

The year saw the passing of Päkäriki (Paki) Harrison (Ngäti Porou ki Harataunga):

a leader, a visionary and one of the founders of Te Wänanga o Aotearoa. Paki is revered

as one of our country’s greatest contemporary tohunga whakairo (master carvers).

He was chosen to lead the Otäwhao Marae Project: the initial project that led to the

creation of the Waipä Kökiri Arts Centre. Paki and his wife, Hinemoa, were the first

tutors at the Waipä Kökiri Arts Centre and both have remained committed supporters

of Te Wänanga o Aotearoa since this time. Paki lives on in the many taonga he has

carved for whare throughout the country.

Pákáriki (Paki) Harrison

HE WHAKAMAUMAHARA - REMEMBRANCE // VII

Tane Taylor

HE WHAKAMAUMAHARA - REMEMBRANCE

This year, we also lost Tane Taylor (Ngäti Raukawa, Ngäti Maniapoto and Taranaki). Tane,

a scholar, artist, teacher and composer, was steeped in knowledge of Te Ao Mäori,

particularly Mäori cosmology and spirituality.

We were fortunate to have Tane as a kaiako of mätauranga Mäori in our early

years. He contributed many works of art to Te Wänanga o Aotearoa and we will

continue to treasure these.

It was with particular sorrow that we mourned the passing of Monte Ohia (Ngäti

Pukenga, Ngaiterangi, Ngäti Ranginui and Te Arawa) this year. Monte committed his

life to working in the education field and held senior positions in wänanga, polytechnics

and universities. He also worked with NZQA, the Ministry of Education and a range

of independent research organisations, boards and councils. Monte led the group

that wrote the definition of wänanga that was incorporated in the Education Amendment

Act 1990. This amendment recognised wänanga as tertiary institutions of Aotearoa

New Zealand. At the time of his passing, Monte was Te Pou Matua / Kaiarahi for Te

Wänaka o Otautahi (Christchurch Polytechnic Institute of Technology). Monte’s knowledge

and his passion for education will be sadly missed.

We also acknowledge the passing of loved ones within Te Wänanga o Aotearoa and the

communities we serve. Their memory shall continue to live on in all we do.

Heoi anö 'ka mate he tëtë kura, ara mai ana he tëtë kura', nö reira rätou ki a rätou, ä

ko tätou te hunga ora ki a tätou.

Tane Taylor

Monte Ohia

Monte Ohia

VIII //

CONTENTS // IX

CONTENTS

COUNCIL MEMBERS 1

MANAGEMENT 3

REPORT FROM THE CHAIR OF TE MANA WHAKAHAERE 5

REPORT FROM TE POUHERE 6

OVERVIEW 8

HIGHLIGHTS 8

NEW PROGRAMMES 9

TAUIRA INFORMATION 10

EMPLOYEE INFORMATION 15

SUSTAINABLE DEVELOPMENT 17

STATEMENTS OF SERVICE PERFORMANCE 18

FINANCIAL REVIEW - 2008 24

STATEMENT OF RESPONSIBILITY 27

AUDIT REPORT 28

STATEMENT OF FINANCIAL PERFORMANCE 30

STATEMENT OF CHANGES IN EQUITY 31

STATEMENT OF FINANCIAL POSITION 32

STATEMENT OF CASH FLOWS 33

NOTES TO THE FINANCIAL STATEMENTS 34

RÁRANGI WHAKAMÁRAMA 72

COUNCIL MEMBERS // 1

COUNCIL MEMBERSChair

Richard BatleyCo-opted Member

Ngäti Tama, Ngäti Maniapoto

BMS, CA

Deputy Chair

Parekáwhia McLeanCo-opted Member

Waikato and Ngäti Maniapoto

MA, MSocSci

Members

Secretary

Gilly MathiesonStaff Member

TTC

Lloyd Anderson Co-opted Member

Registered Comprehensive Nurse, Dip. Dairy Farming,

Adv Cert in Te Ara Reo Mäori

Dr Manuka HenareMinisterial Appointed Member

Te Rarawa, Te Aupöuri and Ngäti Kuri

PhD, BA (Hons) (VUW)

Rev Te Napi Tutewehiwehi Waaka Kaumatua

Ngäti Pikiao (Te Arawa) and Ngäti Mähanga (Tainui)

Dip.Theol, Dip.Tchg (Secondary)

Neville BakerBusiness New Zealand Nominated Member

Te Atiawa

Dip. Social Work

Marie Panapa General Staff Representative

Te Atiawa and Taranaki

B.Ed, JP

June McCabeMinisterial Appointed Member

Ngäpuhi, Te Rarawa, Te Aupöuri, Ngäti Kahu and

Ngäti Kahurau

MBA

Peter Joseph NZCTU Nominated Member

Te Arawa, Tühourangi and Ngäti Pikiao

Bentham Atirau OhiaTe Pouhere - Chief Executive Officer

Ngäi Te Rangi, Ngäti Pükenga, Ngäti Ranginui, Te

Atiawa and Ngäti Rärua

MBA, BA, Dip.Tchg

Jo DaveyTauira Representative

Ngäti Maniapoto

B.InfoTech, Dip.Bus Comp, Cert in Mauri Ora, Cert in

Te Ara Reo Mäori, Cert Bus Comp and Nat Cert Bus

Admin & Comp

Tania HodgesMinisterial Appointed Member

Ngäti Kahungunu, Ngäti Ranginui, Ngäti Haua and

Ngäti Tüwharetoa

MBA (with Distinction), Grad Dip Mgmt St, PGCBR,

BSocSci, RPN

Peter SkerrettAcademic/Tutorial Staff Representative

Ngäi Tahu, Waitaha, Käti Mamoe, Ngäti Pikiao, Ngäti

Te Rangiunuora, Ngäti Whakaue, Ngäti Unu, Waikato

and Ngäti Maniapoto

B.AppSocSci, Dip Te Tohu Mätauranga i Te Reo Me

ona Ähuatanga Katoa, Cert in Mäori Nautical Studies -

Kaihoe Waka and Dip. in Te Reo Rangatira

Manaoterangi E ForbesCo-opted Member

Ngäti Maniapoto and Tainui Waka

Dip.Tchg, Dip in Te Arataki Manu Körero

Deirdre DaleMinisterial Appointed Member

BA (SocSci)

MANAGEMENT // 3

MANAGEMENTNgá Kaihautú

Shane EdwardsKaihautü – Marautanga (Curriculum)

Ngäti Maniapoto

MA Hons, PGDipEco.Dev,

GDip.HE, B.Ed, Dip.Tchg, NCB

Turi NgataiKaihautü – Whakaü Kounga Ako (Delivery)

Ngäi Te Rangi, Ngäti Ranginui

PGDip, PGDipEd, B.Ed, Dip.Tchg

Jeremy MorleyKaihautü – Titiraukura (Operations Support Services)

BA, DipAcc, CA

Kingi WetereGeneral Manager – MO1 Limited

Ngäti Maniapoto

NZCE

Ray MillerAssociate Kaihautü – Whakaü Kounga Ako (Delivery)

MA (Hons), BA, Dip.Tchg

Kaiwhakahaere-á-Rohe

Ripeka ParaoneTe Waipounamu Manager - Te Tai Tonga

Ngäi Tahu Whänui, Ngäti Kahungungu ki Wairarapa,

Rangitäne

B.Ed, TTC, Dip.Tchg

Matthew MaynardRegional Manager – Te Tai Tonga

Rongowhakaata

B.Bus

Haimona MarueraRegional Manager – Papaiöea

Ngäti Ruanui

B.Adult Ed

Te Tohu Pökairua Kura Kaupapa Mäori (Dip.Tech.Ed)

Kath Te KaniCampus Manager – Whirikökä

Te Aitanga-a-Mahaki

Dip.Mgt

Toby Te Anini o Rongo WestruppCampus Manager – Whirikökä (commenced 2009)

Rongomaiwahine, Rongowhakaata, Te Whänau a Apanui

Dip. Tchg, Higher Dip.Tchg

Neville KingRegional Manager – Waiariki

Ngäti Pikiao, Ngäti Ngararanui, Ngäi Te Rangi

BSocSci, Dip.Tchg

Brad TotorewaRegional Manager – Tainui

Ngäti Naho, Ngäti Mahuta

MMPD, Masters of Maori & Pacific Development (First

Class Hons), Dip.Tchg

Yvonne HawkeRegional Manager – Tämaki Makaurau / Te Tai Tokerau

Ngäti Ranginui, Ngäti Awa, Ngäti Pikiao

B.Ed, DipATE

Dean MartinArea Manager – Te Tai Tokerau

Ngäti Mahuta ki Taharoa

REPORT FROM THE CHAIR OF TE MANA WHAKAHAERE // 5

REPORT FROM THE CHAIR OF TE MANA WHAKAHAERE

It is a pleasure to present this year’s Annual Report.

This report reflects a year that involved further

consolidation and refinement resulting in an increase

in equivalent full time student (EFTS) and a strong

financial position.

A key goal for 2008 was to strengthen governance

and management systems thereby maximising the

organisation's value to the communities we serve.

The departure of Brian Roche (Crown Manager)

and Malcolm Inglis (Crown Observer) illustrates the

advances that the organisation has made in this area.

We are grateful for their assistance and their contribution

to Te Wänanga o Aotearoa.

The year also saw the retirement of Professor Tamati

Reedy from Te Mana Whakahaere. His support and

input during the time he served at Te Wänanga o

Aotearoa were invaluable and will be missed greatly.

Dr Manuka Henare (Te Rarawa, Te Aupöuri and Ngäti

Kuri) was appointed to Te Mana Whakahaere during

2008. Three appointments were also made to the

Audit and Risk Management Committee: Lisa Tipping

as Chairperson, Wayne McLean (Ngäti Mähanga,

Ngäti Hourua) and Craig Owen as committee members.

These people bring a wealth of experience and

knowledge that will augment the capacity of Te Mana

Whakahaere to guide the organisation into the future.

I would like to extend my thanks to the staff and

management of Te Wänanga o Aotearoa and to

members of Te Mana Whakahaere for their continued

efforts in supporting the kaupapa of the organisation.

Our collective achievements include:

• improved tauira graduation and reduced attrition rates;

• increased numbers of tauira pathwaying to employment

and further education; and

• positive financial results and audits.

We will maintain our focus on continuous improvement

and strengthen relationships with stakeholders to return

real value to Aotearoa New Zealand.

Strategic goals for 2009 and 2010 include continuing

to meet the aspirations of the communities we serve,

lifting the engagement of Mäori youth with tertiary

study, and increasing literacy, numeracy and Te Reo

levels. The significant progress made during 2008 has

laid a solid foundation to achieve these goals.

Nö reira noho ora mai nä.Richard BatleyChair - Te Mana Whakahaere

6 // REPORT FROM TE POUHERE

REPORT FROM TE POUHERE

On behalf of the whänau of Te Wänanga o Aotearoa,

it is with pleasure that I present our Annual Report

for 2008.

I offer my sincere gratitude to the kaimahi (staff) of

Te Wänanga o Aotearoa for their outstanding effort

during the past year. Their hard work ensured our

organisation maintained its momentum and continued

to build on the substantial gains made in 2007. I would

like to acknowledge Te Mana Whakahaere members

for their sound leadership as we continue to navigate

our way towards our goals. I also offer my thanks to

our kaumätua, who are the kaitiaki of the values of Te

Wänanga o Aotearoa. They ensure we remain true to

our kaupapa.

Te Wänanga o Aotearoa celebrated the 25th anniversary

of the foundation of the Waipä Kökiri Arts Centre (our

precursor organisation) in 2008. This celebration

culminated in Mata Wänanga, held this year on

the original site of the Waipä Kökiri Arts Centre. In

recognition of this occasion, a historical exhibition ‘Kia

Ngäwari’ was assembled detailing key events that

shaped our organisation. The exhibition is housed

in the Apakura Campus building at Te Awamutu, the

original home of the Waipä Kökiri Arts Centre.

The year saw the appointment of Jeremy Morley as

Kaihautü-Titiraukura (Operations). Jeremy brings a

wealth of commercial and management experience to

the role and has already proved a valuable addition to

the senior executive team. We also strengthened our

rohe management team with the appointment of Dean

Martin as Campus Manager - Te Tai Tokerau. These

appointments enhance our internal structures, an

initiative we will continue over the coming years.

Our relationships have always been among our core

strengths. During 2008, we continued to reinforce

existing relationships while exploring a variety of new

relationships. This work included identification of

inter-organisational pathways that provide enhanced

opportunities for our tauira to transition between Te

Wänanga o Aotearoa and other tertiary institutions. A

pathway of particular significance was that established

between our Te Arataki Manu Körero programme and

Te Kähui Kärohirohi (run by Te Wänanga o Raukawa).

This pathway provides opportunities for our kaumätua

to build their confidence and competence in mätauranga

Mäori and will do much to strengthen paepae throughout

Aotearoa New Zealand.

2008 marked a return to growth in equivalent full time

student (EFTS) numbers, with 19,030 EFTS recorded

for the year. It is particularly pleasing to report that

this increase was matched by an increase in tauira

retention, completion and graduation rates; graduation

rates were the highest in our organisation's history at

63 per cent. Tauira satisfaction rates also remained

high (above 95%) across most measures. These results

stand as testament to the quality of our programmes

and underscore our commitment to our tauira as being

central to everything we do.

During 2008, Te Wänanga o Aotearoa bolstered its

financial position. We generated a surplus of $5.93million

on the back of continued strong enrolments and through

a robust process of cost containment. This is a highly

respectable result and arises from commitment by our

kaimahi to maintain a financially viable institution.

We continued to enhance our educational portfolio during

the year with the approval of eight new programmes.

These were the Certificate in Rongoä Mäori Appreciation;

the Certificate in Indigenous Research; Te Pïnakitanga

ki te Reo Kairangi; the Certificate in Waka Ama; the

Environmental Foundation Certificate; the Certificate in

Tü Taua; the Certificate in Business and E-commerce;

and the Graduate Diploma in Professional Supervision.

These programmes provide additional pathways within

Te Wänanga o Aotearoa and other institutions.

A personal highlight during 2008 was the presentation

of the Te Wänanga o Aotearoa - He Kura Waka award

to Diggeress Rangituatahi Te Kanawa. He Kura Waka

recognises exceptional work in the advancement of

education for the benefit of others. Mrs Te Kanawa

(the first person to receive He Kura Waka) was presented

REPORT FROM TE POUHERE // 7

the award in acknowledgement of her contribution

to the protection, preservation, reclamation and

advancement of Mätauranga Mäori in mahi

harakeke and its associated elements.

Other highlights included:

• Toi Äwhio: a symposium that provided an opportunity

for artists, researchers and educators engaged in

higher levels of study at Te Wänanga o Aotearoa to

showcase their work;

• Wänanga 2020: a symposium that brought together

some great indigenous thinkers from within our own

whänau to discuss their vision for Te Wänanga o

Aotearoa in the year 2020;

• Aotearoa Film Festival: an inaugural event that

attracted some of the world’s leading storytellers to

share not only the gift of their art, but also the deep

knowledge they bring to the film-making arena;

• the graduation of our first tauira from the Bachelor

of Mäori Art (Level 7) – Raranga; and

• the national Mata Wänanga kapa haka competition

held in Te Awamutu and won this year by Tainui Rohe.

The kaimahi of Te Wänanga o Aotearoa have been

through difficult times in recent years, with morale being

a casualty of the turmoil surrounding the institution.

It was extremely pleasing therefore to note that staff

satisfaction improved substantially during 2008.

We have made enormous progress, which will stand

us in good stead as we face the challenges brought

about by the current recession. As a nationwide provider,

we are well-positioned to help during this difficult period.

We have programmes and an infrastructure capable

of providing new skills to tens of thousands of workers

who will be affected by the economic downturn. Our

focus must now be directed towards further enhancing

our programme portfolio to meet the needs of these

people and the communities we serve. This is vital to

ensuring the education we provide is timely and relevant

and offers opportunities that are attractive to our people.

At this time, our commitment to whänau transformation

through education is stronger than ever.

It is the hard work of the kaimahi and tauira of Te

Wänanga o Aotearoa that nurtures the continuation of

our organisation, and I thank you all for your tremendous

efforts during 2008. Although we have made great

progress, we still have much work to do to realise our full

potential. Your contribution ensures that Te Wänanga

o Aotearoa will be available to help future generations

realise their aspirations.

Heoi anö, kia kaha rä tätou ki te häpai ake i te kaupapa

o Te Wänanga o Aotearoa hei oranga mö te katoa.Bentham OhiaTe Pouhere o Te Wänanga o Aotearoa

8 // OVERVIEW

Te Wänanga o Aotearoa is chosen by over 35,000

tauira each year as the tertiary education provider

best suited to their needs and aspirations. We offer

flexible learning opportunities designed to meet the

diverse circumstances of the communities we serve.

With over eighty sites throughout New Zealand, tauira

can study a wide range of programmes from certificate

to degree level. These programmes can be studied

during weekdays, in the evening, at the weekend or

from home.

All our programmes are delivered in a uniquely

Mäori environment and are based on a teaching

method called Ako Whakatere, which provides an

Richard Batley elected as Chair of Te Mana

Whakahaere. Lisa Tipping replaces Richard as

Chair of the Audit and Risk Management Committee

Te Pouhere, Bentham Ohia, appointed as Chair

of Te Tauihu (an incorporated society representing

the country’s three wänanga recognised under the

Education Act 1989)

EFTS for the year increase to 19,030, the first

increase since 2003

Crown Manager, Brian Roche, and Crown Observer,

Malcolm Inglis, depart Te Wänanga o Aotearoa

illustrating advances made since 2005

NZQA delegates authority to Te Rautiaki Mätauranga

(the Academic Board of Te Wänanga o Aotearoa) to

approve certificate programmes (levels 1-4)

Refurbished Apakura gallery opens with Kia

Ngäwari: an exhibition presenting the history of Te

Wänanga o Aotearoa from the past 25 years

OVERVIEWTe Wánanga o Aotearoa is chosen by over

35,000tauira each year

HIGHLIGHTS

Refurbished Apakura gallery opens with

KIA NGÁWARIan exhibition presenting the history of

Te Wánanga o Aotearoa from the past 25 years

Inaugural Aotearoa

FILM FESTIVALattracts some of the world's

leading storytellers to share their work

NZQA approves eight new programmes for

launch in 2009

Te Wänanga o Aotearoa reaches agreement with

the Government regarding Wai Claim 718

Wänanga 2020 symposium brings together great

indigenous thinkers to discuss a vision for Te Wänanga

o Aotearoa in the year 2020

Te Wänanga o Aotearoa awards Diggeress

Rangituatahi Te Kanawa with the He Kura Waka Award

Inaugural Aotearoa Film Festival attracts some of the

world’s leading storytellers to share their work and

their knowledge of film-making

Toi Äwhio symposium showcases work by artists,

researchers and educators engaged in higher levels

of study at Te Wänanga o Aotearoa

Te Mana Whakahaere approves Papatoa project,

marking re-entry by Te Wänanga o Aotearoa into the

trades training sector

inclusive, interactive and nurturing learning experience. As

a whänau-based organisation we support all our tauira

on their journey towards achieving their full potential.

OVERVIEW // 9

Te Wänanga o Aotearoa wins an award from Raukawa

Reo - Raukawa Trust Board for its Te Wiki o Te Reo

Mäori (Mäori Language Week) initiative - a colouring

competition that involved nearly 200 primary schools

from the Far North to Stewart Island

Te Wänanga o Aotearoa journal Toroa-te-Nukuroa

Volume 2 – Tradition and Values in Frameworks of

Being released

Staff and tauira from the Rähui Pökeka Campus

win Ag Art Wear Supreme Award at Hamilton

Fieldays wearable art awards

Staff and tauira from the Ráhui Pókeka Campus win

AG ART WEARSupreme Award

at Hamilton Fieldays wearable art awards

Certifi cate in Rongoá Máori Appreciation (Level 4)

This programme covers the foundation practices of

Rongoä Mäori. It explores origins, cultural principles

and practices that surround Rongoä Mäori and includes

identification, classification, health and safety and

kaitiakitanga of indigenous plant species.

Certifi cate in Indigenous Research (Level 4)

The Certificate in Indigenous Research provides

knowledge and skills in indigenous research practice.

The programme includes exploration of the purpose

of traditional and contemporary research, tikanga and

ethics relating to indigenous and Mäori research, roles

and responsibilities of indigenous researchers and

important issues facing indigenous researchers now

and for the future.

Diploma in Te Pínakitanga ki te Reo Kairangi (Level 7)

Diploma in Te Pïnakitanga ki te Reo Kairangi helps

tauira develop a high level of fluency and proficiency

in applying Te Reo and tikanga Mäori in a wide range

of contexts. The programme provides graduates with

a pathway into further study at a higher level of Te

Reo and tikanga Mäori.

Certifi cate in Waka Ama (Level 4)

The Certificate in Waka Ama provides tauira with an

opportunity to learn about waka history, construction,

etiquette, method and technique within a safe and

supportive environment. Learning is based on the

legacy of ngä mätua tüpuna (our ancestors).

The Environmental Foundation Certifi cate (Level 4)

The Environmental Foundation Certificate provides

tauira with a basic understanding of environmental

matters from a Mäori perspective. This programme

provides a pathway into higher level iwi environmental

management programmes offered by Te Wänanga

o Aotearoa.

Certifi cate in Tú Taua (Level 4)

This programme explores foundational practices of

Tü Taua (the traditional art, modes and styles of the

Mäori warrior). Topics include tikanga, history, purpose,

cultural values and key movements of Mau Räkau.

Certifi cate in Business and E-Commerce (Level 3)

This certificate teaches tauira the skills to use

e-commerce as an effective business tool. This

programme is a pathway that links graduates of the

Certificate in First Steps to Business (Level 2) with the

Certificate in Small Business Management (Level 4).

Graduate Diploma in Professional Supervision (Level 7)

This programme invites tauira to deconstruct existing

supervision models of practice and reconstruct

biculturism in professional supervision practice.

NEW PROGRAMMES

During 2008 Te Wänanga o Aotearoa approved eight new programmes. Each of these is described below.

10 // TAUIRA INFORMATION

TAUIRA INFORMATION

Overview

2008 marked a turning point for Te Wänanga o Aotearoa.

After three years of intensive efforts by staff to consolidate

and stabilise the organisation, Te Wänanga o Aotearoa

is now positioned well for the future.

Most significantly, 2008 brought improvements in all

measures of tauira achievement (course retention,

course completion and graduation). These rates continue

to exceed those of many other tertiary institutions in

Aotearoa New Zealand. They also stand as a testament

to the effectiveness of the unique style of education

offered by the organisation. Tauira satisfaction rates

remained high (above 95% across most measures)

indicating the quality of education delivered by Te

Wänanga o Aotearoa. The organisation also recorded

an increase in consumed EFTS (the first since 2004)

showing the continued popularity of Te Wänanga o

Aotearoa programmes throughout the country.

These results place Te Wänanga o Aotearoa in a good

position as the country moves into a period of national

consolidation and stabilisation. The organisation is

ready to provide support and encouragement to the

many communities in which it operates throughout

Aotearoa New Zealand.

This section presents participation, achievement,

satisfaction and demographic data and statistics for

tauira attending Te Wänanga o Aotearoa in 2008.

Information is also presented for 2004 to 2007 to

enable comparative analyses.

Tauira Participation

Te Wänanga o Aotearoa continues its commitment to

providing equal opportunities for all tauira, particularly

those who have previously been prevented from

participating in tertiary education as a result of various

barriers. As part of this commitment, Te Wänanga o

Aotearoa provides extensive support services and

facilities that provide all tauira with opportunities to

actualise their potential.

Reflecting the extent to which tauira value this

commitment, tauira participation remained strong

during 2008.

Tauira Numbers

The 2008 single data returns (SDRs) show tauira

numbers declined by 5.05% on 2007 figures. This

compares with a 13% decline between 2006 and 2007.

Although numbers of tauira decreased, the number of

consumed EFTS increased, indicating that tauira opted

to undertake programmes of longer duration during 2008.

The following table shows tauira numbers from SDRs

for 2004 to 2008.

2004 2005 2006 2007 2008

TAUIRA NUMBERS 66,756 57,843 42,455 36,941 35,075

The following chart shows the profile of tauira numbers

for 2004 to 2008.

TAUIRA NUMBERS

Consumed EFTS

During 2008, the staff of Te Wänanga o Aotearoa

reversed the trend of declining EFTS experienced by

the organisation over the preceding four years. The

2008 target for consumed EFTS (stated in the institutional

Investment Plan) was 19,500. Te Wänanga o Aotearoa

achieved 19,030 EFTS for the year.

This result is well within the 3% threshold stipulated

by the Tertiary Education Commission. It also marks

the first increase in consumed EFTS at Te Wänanga o

Aotearoa since 2004.

TAUIRA INFORMATION // 11

The following table shows consumed EFTS from SDRs

for 2004 to 2008.

2004 2005 2006 2007 2008

EFTS 29,671 27,014 19,670 18,578 19,030

The following chart shows the profile of consumed

EFTS for 2004 to 2008.

EFTS

Tauira Achievement

Tauira achievement improved substantially during 2008,

with improvements noted across course retention,

course completion and graduation rates.

The following table shows tauira course retention

statistics for the 2004 to 2008 period.

2004 2005 2006 2007 2008

COURSE RETENTION 83% 83% 74% 75% 80%

The following chart shows tauira course retention

statistics from 2004 to 2008.

TAUIRA COURSE RETENTION

2004

The following table shows tauira course completion

statistics for the 2004 to 2008 period.

2004 2005 2006 2007 2008

COURSE COMPLETION 74% 77% 70% 71% 78%

The following chart shows tauira course completion

statistics from 2004 to 2008.

TAUIRA COURSE COMPLETION

The following table shows tauira graduation statistics

for the 2004 to 2008 period.

2004 2005 2006 2007 2008

GRADUATION RATE* 59% 60% 53% 57% 61%

* Graduation Rate = The number of tauira who completed a programme

of study as a percentage of all tauira who enrolled to complete a

programme in that academic year.

The following chart shows tauira graduation statistics


GRADUATION RATE

Tauira Satisfaction

Tauira satisfaction is a key metric against which Te

Wänanga o Aotearoa assesses its performance. This

metric provides the organisation with an understanding

of how well it is meeting the needs of the tauira it serves.

Overall tauira satisfaction was extremely high for both

semesters in 2008. The following table shows overall

tauira satisfaction ratings for semesters A and B in 2007

and 2008.


2007 2008

SEMESTER A 96% 94%

SEMESTER B 97% 97%

Note: Sample sizes for both semesters achieved statistical significance

at the 95% confidence level.

Additional highlights from the 2008 tauira evaluation

surveys include:

98% of tauira expressed satisfaction with the level of

support provided by kaiako (Semester A and

Semester B);

98% of tauira expressed satisfaction with kaiako

preparedness for class (Semester A and Semester B);

97% of tauira expressed satisfaction with the enrolment

process (Semester B);

97% of tauira expressed overall satisfaction with their

programme of study (Semester B); and

95% of tauira expressed satisfaction with Student

Support Services (Semester B).

Tauira Demographics

The tauira profile of Te Wänanga o Aotearoa reflects

areas of need within the communities served by the

organisation. Since its inception, Te Wänanga o Aotearoa

has consistently attracted high numbers of Mäori,

women and people aged over 40 years of age with

low or no secondary qualifications.

Tauira demographics remained stable in nearly all areas

during the 2008 period. Exceptions to this included

increases in numbers of tauira aged over 40 years and

in European / Päkehä tauira choosing to transform their

lives through study with Te Wänanga o Aotearoa.

Age Profi le

Trends in the age profile of Te Wänanga o Aotearoa

tauira followed those of previous years. Most notably,

the number of tauira aged over 40 years increased

by 3%, with those in the 25 to 39 year age bracket

decreasing by the same amount. These trends have

been reasonably consistent since 2002.

The following diagram shows age demographic statistics


2004 2005 2006 2007 2008

UNDER 18 YEARS 1% 1% 1% 1% 1%

18 TO 24 YEARS 11% 10% 9% 9% 9%

25 TO 39 YEARS 43% 41% 39% 36% 33%

40 YEARS PLUS 45% 48% 51% 54% 57%

The following chart shows age profile statistics for

2008.

AGE PROFILE

During 2008, Te Wänanga o Aotearoa began developing

a raft of strategies aimed at encouraging younger tauira

to study with the organisation. The strategy involves

collaborating with schools to initiate pathways into Te

Wänanga o Aotearoa before students complete their

secondary education.

Gender Profi le

In line with previous years, Te Wänanga o Aotearoa

continued to attract larger numbers of female tauira

than male tauira during 2008. The tauira gender profile

remains unchanged since 2006.

The following table shows percentages of males and

females engaging with education at Te Wänanga o

Aotearoa from 2004 to 2008.

2004 2005 2006 2007 2008

MALE 33% 32% 30% 30% 30%

FEMALE 67% 68% 70% 70% 70%

TAUIRA INFORMATION // 13

The following chart shows gender profile statistics

for 2008.

GENDER PROFILE

Ethnicity Profi le

The proportion of tauira Mäori studying at Te Wänanga

o Aotearoa has in general been declining from a high

of 77% in 2002. This decline appears to have stabilised

at around 45% in recent years.

The proportion of tauira Mäori increased by 1% in

2008 and the proportion of European / Päkehä tauira

increased by 3%.

The following table shows ethnicity statistics for 2004

to 2008.

2004 2005 2006 2007 2008

MÁORI 45% 45% 48% 43% 44%

EUROPEAN 17% 18% 20% 29% 32%

ASIAN 28% 27% 23% 18% 15%

PACIFIC ISLAND 7% 6% 4% 6% 7%

OTHER 3% 4% 5% 4% 2%

Note: During 2007, the Ministry of Education changed the way ethnicity

is reported in alignment with Statistics NZ. SDR summaries created

under the new system do not provide a complete representation of

people who report more than one ethnicity. For this reason, ethnicity

statistics reported in this annual report are drawn from the tauira

database of Te Wänanga o Aotearoa in line with previous years.

The following chart shows ethnicity profile statistics

for 2008.

ETHNICITY PROFILE

No Secondary Award

Te Wänanga 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 group arises from

the extensive support provided and the portfolio of

programmes offered by the organisation.

Te Wänanga o Aotearoa continued to attract a significant

proportion of tauira with no secondary award in 2008

with growth of 2% in this demographic. The following

table shows percentages of tauira engaging in study

with Te Wänanga o Aotearoa between 2004 and 2008

who had no secondary qualifications when they joined

the organisation.

2004 2005 2006 2007 2008

NO SECONDARY AWARD 38% 38% 37% 38% 40%

The following chart shows statistics for tauira joining

Te Wänanga o Aotearoa with no secondary award

from 2004 to 2008.

NO SECONDARY AWARD


Prior Activity Profi le

Te Wänanga o Aotearoa has experienced a decline

in the proportion of ‘non-workforce’ tauira since 2001

when the rate was 53%. This decline has resulted

from increasing numbers of tauira choosing to upskill

while remaining in employment. The proportion of

‘non-workforce’ tauira stabilised in 2007 at 29%.

The following table shows prior activity statistics for

tauira enrolling at Te Wänanga o Aotearoa for the

2004 to 2008 period.

2004 2005 2006 2007 2008

NON-WORKFORCE 37% 35% 32% 29% 29%

WORKFORCE 43% 45% 49% 54% 55%

TERTIARY STUDENT 10% 6% 10% 10% 11%

SECONDARY STUDENT 2% 2% 2% 2% 2%

OVERSEAS 7% 6% 6% 4% 2%

OTHER 1% 6% 1% 1% 1%

The following chart shows prior activity profile statistics

for 2008.

PRIOR ACTIVITY PROFILE

Tauira with Disabilities

In line with its commitment to reducing barriers to

education, Te Wänanga o Aotearoa continued to attract

large numbers of tauira with disabilities during 2008.

The following table shows percentages of tauira for

2004 to 2008 who reported having a disability. Data

presented here are taken from enrolment forms.

2004 2005 2006 2007 2008

TAUIRA WITH DISABILITIES 9% 10% 10% 10% 11%

Note: This table presents statistics for tauira 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.

The following chart shows statistics for tauira with

disabilities enrolling between 2004 and 2008.

TAUIRA WITH DISABILITIES

EMPLOYEE INFORMATION // 15

EMPLOYEE INFORMATION

Te Wänanga o Aotearoa is committed to being a good

employer. As part of this commitment and in accordance

with its kaupapa and EEO policy, Te Wänanga o

Aotearoa 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 Wänanga o Aotearoa

between 2004 and 2008.

Employee Numbers

Full-time equivalent (FTE) employee numbers decreased

by 11.3% during 2008. Much of this decline was in

response to falling tauira numbers. The following table

shows FTE employee numbers for 2004 to 2008. Data

for 2006 to 2008 are drawn from the staff SDR.

2004 2005 2006 2007 2008

FTE EMPLOYEES 1,432 1,393 1002 853 756

The following chart shows numbers of FTE employee

numbers for 2004 to 2008.

FULL TIME EQUIVALENT EMPLOYEES

Gender Profi le

The employee gender profile of Te Wänanga o Aotearoa

has remained relatively constant over the past five years,

although the number of males has increased gradually

during this time. This trend continued during 2008 with

the proportion of males employed by the institution

increasing to 40%.

The following table shows gender profile statistics

for Te Wänanga o Aotearoa employees from 2004

to 2008.

2004 2005 2006 2007 2008

MALE 34% 37% 37% 37% 40%

FEMALE 66% 63% 63% 63% 60%

The following chart shows employee gender profile

statistics for 2004 to 2008.

GENDER PROFILE

Ethnicity Profi le

Strong numbers of Mäori employees are essential for an

organisation based in ähuatanga Mäori and operating

in accordance with tikanga Mäori. These employees

support Te Wänanga o Aotearoa with their mätauranga

(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 proportion of NZ Mäori employees working at Te

Wänanga o Aotearoa increased by 11% to 74% during

2008. The following table shows ethnicity demographic

statistics for Te Wänanga o Aotearoa between 2004

and 2008.

16 // EMPLOYEE INFORMATION

2004 2005 2006 2007 2008

NZ MÁORI 55% 66% 64% 63% 65%

NZ EUROPEAN / PÁKEHÁ 8% 11% 10% 12% 9%

PACIFIC ISLAND 5% 6% 5% 5% 4%

ASIAN 2% 3% 3% 3% 3%

OTHER 2% 3% 4% 4% 3%

NOT SPECIFIED 28% 11% 14% 13% 16%

The following chart shows employee ethnicity profile

statistics for 2004 to 2008.

ETHNICITY PROFILE

SUSTAINABLE DEVELOPMENT // 17

SUSTAINABLE DEVELOPMENT

Te Wänanga o Aotearoa has gone through enormous

strategic, structural and operational change during the

past five years. At the same time, we have witnessed

significant changes in the area of sustainability on both

a world and national scale. More recently, we have seen

real challenges to the sustainability of our economic

and social frameworks accompanied by similar

challenges from an environmental perspective.

As an indigenous, Mäori organisation, Te Wänanga o

Aotearoa has always strongly espoused the philosophy,

culture and values of Mäoritanga and Mätauranga Mäori.

These tenets have led us to manage our resources in

a holistic and sustainable manner. During the past 12

months, Te Wänanga o Aotearoa has commenced the

process of adopting formal policies and procedures

towards becoming a sustainable organisation. Although

we are currently in the early stages of this process, we

are committed to continuing this work.

Over the coming years, we will adapt and implement

these formal policies and develop appropriate

sustainability and environmental key performance

indicators that are unique to Te Wänanga o Aotearoa.

The challenge for us is to strike a good balance between

what is important in terms of sustainability within the

Mäori worldview while reflecting what is important to all

New Zealanders and the world as a whole with regard

to best practice sustainability policies and reporting.

This outcome is to be achieved within the traditional,

collective decision-making framework of our people.

Te Wänanga o Aotearoa is fully committed to the concept

of sustainability, and it is an important driver of all our

strategies. Whether it is in the area of cultural, economic

or environmental sustainability, our focus is firmly on

the principle of manaaki tangata – care for our people –

and our ability to sustain future generations.

Bentham OhiaTe Pouhere o Te Wänanga o Aotearoa

OUR FOCUS IS FIRMLY ON THE PRINCIPLE OF MANAAKI TANGATA - CARE FOR OUR PEOPLE

18 // STATEMENTS OF SERVICE PERFORMANCE

STATEMENTS OF SERVICE PERFORMANCE

The performance indicators that make up these statements of service performance are drawn from the

organisation’s Investment Plan (as negotiated with the Tertiary Education Commission). Investment Plans are

central to the tertiary reforms as they describe how a tertiary organisation will use government funds to respond

to the Tertiary Education Strategy 2007 – 2012 and the needs of stakeholders.

The Tertiary Reforms and the Investment Plan system led Te Wänanga o Aotearoa to make substantial changes

to its performance indicators in 2008. This section reports achievement against these new indicators, with each

objective representing a key shift required of wänanga as outlined in the Tertiary Education Strategy.

The objectives are:

1 Strengthening of provision at diploma level and above within the wánanga sector;

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

3 Strengthening engagement of iwi and Máori with the tertiary education sector to assist in guiding and supporting the delivery of wánanga provision;

4 Increasing cross-sector collaboration opportunities and improving staircasing and pathways between wánanga and other tertiary education organisations to maximise Máori potential opportunities; and

5 Strengthening of the wánanga contribution to sector-wide leadership to sustain the continued advancement of mátauranga Máori.

Performance indicators under each objective demonstrate the contribution Te Wänanga o Aotearoa is making

to advance the role of wänanga and mätauranga Mäori within the tertiary sector.

Te Wänanga o Aotearoa has shown sustained improvement during 2008 and is pleased to report that it exceeded

seventeen of its key performance indicators targets and partially achieved one target. The organisation did not

achieve two key performance indicators but came within 3% of these targets.

STATEMENTS OF SERVICE PERFORMANCE // 19

[ OBJECTIVE 1 ]

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

The need for increased participation in diploma and

above level is acknowledged. However, the need for

foundation education remains significant; 50% of the

working population have either no qualifications or only

school-level qualifications. Added to this, an additional

7,500 students leave secondary school each year

without a qualification. Given these statistics, Te Wänanga

o Aotearoa continues to focus on providing opportunities

for tauira to gain foundation education (level 1 to 3)

that will enable them to pathway to diploma-level

qualifications. This approach continues to be successful

with 41% of tauira enrolling in further education last year.

Te Wänanga o Aotearoa exceeded the 2008 target in

all but two KPIs relating to this objective and has shown

steady improvement across 10 of the 11 KPIs. Most

notably, Te Wänanga o Aotearoa has achieved significant

improvement in its course completion rate, with

73% of tauira enrolled at diploma level and above

successfully completing their courses. This compares

favourably with the wänanga sub-sector average of 67%

in 2007. These results were achieved by maintaining

an environment based on ähuatanga Mäori and in

accordance with tikanga Mäori, and by focusing on

staff capability and quality teaching and learning.

The organisation did not achieve two key performance

indicators (numbers 7 and 10) but came within 3% of

these targets.

# PERFORMANCE INDICATORS 2006 ACTUAL

2007 ACTUAL

2008 ACTUAL

2008 TARGET

1. Tauira successfully complete their studies measured by Unit

Retention (R), Unit Completion (C) and Graduation (G)

R = 74%

C = 70%

G = 53%

R = 75%

C = 71%

G = 57%

R = 80%

C = 78%

G = 61%

R 80%

C 70%

G 50%

2. Successful course completion rates for level 4 certificates and

level 5 – 7 diplomas, degrees and grad diplomas

65% 67% 73% 65%

3. Successful course completion rates for level 4 certificates and

level 5 – 7 diplomas, degrees and grad diplomas for Mäori

students

65% 67% 73% 66%

4. First year qualification-level attrition for level 4 and above 20% 17% 16% 21%

5. First year qualification-level attrition for level 4 and above

qualifications for Mäori students

23% 18% 16% 21%

6. Qualification-level completion rates in one EFTS and under

level 4 and above qualifications (over a 2 year period)

51% 58% 60% 47%

7. Qualification-level completion rates for all level 4 and above

qualifications (over a 5 year period)

53% 53% 54% 55%

8. Qualification-level completion rates in one EFTS and under

level 4 and above qualifications for Mäori students (over a 2

year period)

50% 56% 58% 47%

9. Proportion of EFTS at diploma level 4 and above qualifications 30% 33% 35% 30%

10. Qualification-level completion rates in all level 4 and above

qualifications for Mäori students (over a 5 year period)

52% 53% 51% 54%

11. Proportion of EFTS at diploma level 4 and above qualifications

for Mäori students

33% 34% 38% 32%


[ OBJECTIVE 2 ]

Focusing capability-building efforts to achieve increased quality and performance

against new benchmarks within the tertiary education reforms

Two of the organisation’s key goals are to pursue

excellence and to provide tauira with quality learning

experiences. Quality Reinvestment Programme (QRP)

projects are central to the organisation’s strategy for

achieving these goals. Each project aims to enhance

organisational capacity and capability to respond to

the Tertiary Education Strategy while continuing to

meet the needs of tauira, employers and communities.

QRP project milestones (set by Te Wänanga o

Aotearoa and the Tertiary Education Commission)

continue to be achieved within stated timeframes.

Te Wänanga o Aotearoa has exceeded benchmarks

across the three financial indicators defined by Tertiary

Advisory Monitoring Unit. An organisational restructure

in 2006 combined with prudent financial management

and monitoring have enabled the organisation to

achieve these outcomes.

These results confirm the advances made in quality

management and enable the organisation to support

initiatives that drive quality and continuous improvement.

PERFORMANCE INDICATORS 2006 ACTUAL

2007 ACTUAL

2008 ACTUAL

2008 TARGET

Deliver against QRP milestones Not previously recorded Milestones

achieved

TWoA set

milestones

achieved

Liquid Assets to Annual Cash outflow from operations 4.35% 23.19% 23.41% 8%

Cash inflow from operations to cash outflow from operations 98% 129% 111% 108%

Budget year end1 -12.37% 4.53% 4.50% Break-even2

Financial Management and Risks Strategy Not previously recorded Milestones

achieved

TWoA set

milestones

achieved

1 Surplus to total revenue expressed as a percentage.2 That is 0%.


[ OBJECTIVE 3 ]

Strengthening the engagement of iwi and Máori within the tertiary education

sector to assist in guiding and supporting the delivery of wánanga provision

This objective is linked to Objective 4, as it connects

iwi and Mäori aspirations with the wider sector. Outcomes

of both these objectives are measured through the key

performance indicators for Mäori detailed in Objective 1.

To achieve this objective, Te Wänanga o Aotearoa

initiated a project entitled Collaboration Framework

under the Quality Reinvestment Programme. The

Collaboration Framework project will design and build

a nationwide framework that incorporates principles,

protocols, processes and procedures for capturing

stakeholders’ needs and aspirations. Stakeholders

comprise iwi, community, tertiary sector and industry.

The iwi component of the Collaboration Framework

is made up of a Koeke (council) in each institutional

rohe (region). These Koeke will enable the organisation

to collect information on the satisfaction levels and

needs of each iwi and include the findings in the

organisation’s strategic planning. The structure and

terms of reference have been finalised in each rohe.

The next step is to populate and operationalise each

Koeke in accordance with the kawa and requirements

of each respective iwi. The Collaboration Framework

project is progressing in line with the project timetable

and progress is being made towards being able to

measure iwi satisfaction. Therefore, the performance

indicator attached to this objective has been assessed

as partially achieved pending completion of the

Collaboration Framework project.

In addition to the Collaboration Framework, extensive

surveying of the views of tauira is undertaken during the

year and at graduation. Findings from these surveys

assist the organisation to understand the needs of

both Mäori and non-Mäori tauira in respect of programme

provision and delivery methodologies.

Outcomes resulting from engagement with iwi are

demonstrated by the proportion of tauira Mäori who

enrol and successfully complete their programme of

study (discussed under Objective 1).


2007 ACTUAL

2008 ACTUAL

2008 TARGET

Stakeholders (iwi) express satisfaction in TWoA Not previously recorded Partially

achieved

Baseline

set


[ OBJECTIVE 4 ]

Increasing cross-sector collaboration opportunities, and improving pathways

between wánanga and other TEOs to maximise Máori potential opportunities

A key component of the Collaboration Framework

(discussed in Objective 3) includes engagement of

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 and to ensure efficient use of government

resources and funding.

Five initiatives implemented in 2008 to achieve these

ends include:

supporting Mäori in apprenticeship programmes;

sharing on-campus facilities;

arranging pathways to higher-level qualifications at

other tertiary organisations;

provision of tikanga Mäori programmes to other

tertiary education organisations and government

agencies; and

collaboration with industry and education providers

to advance Mäori design.

A steady increase in employment and education

pathways within and between institutions indicates

that these initiatives are assisting tauira to take

advantage of these new opportunities.


2007 ACTUAL

2008 ACTUAL

2008 TARGET

Opportunities for collaboration are investigated Not previously recorded 9

investigated

6

implemented

4

opportunities

investigated

Graduation Destination survey shows employment and pathways to

further education

P3 = 20%

E4 = 74%

P =36%

E = 62%

P = 41%

E = 68%

Improvement

3 P = Pathway - the percentage of the tauira population who enrolled in further education on graduation.4 E = Employment – the percentage of the tauira population who indicated that they were employed after graduation.


[ OBJECTIVE 5 ]

A strengthening of the wánanga contribution to sector-wide leadership to

sustain the continued advancement of mátauranga Máori

There is a dearth of literature on methods Te Wänanga

o Aotearoa could employ to achieve this objective,

particularly within a tertiary sector that is based on

non-Mäori paradigms. Achievement of this objective

requires Te Wänanga o Aotearoa to:

create, document and embed unique elements that

combine to generate a distinctive mätauranga Mäori

approach to teaching and learning; and

build capability and capacity to create a research

culture, that contributes understanding of mätauranga

Mäori within the tertiary sector.

Two QRP projects (Kaupapa Wänanga and Kaupapa

Rangahau) have been initiated to achieve this objective:

The Kaupapa Wänanga project aims to build a

philosophical base that underpins the distinctive

contribution of Te Wänanga o Aotearoa and suggests

ways in which mätauranga Mäori can be incorporated

into teaching and learning approaches. This project

will be completed in June 2009.

The Kaupapa Rangahau project aims to establish

research capability and capacity that will contribute

understanding of mätauranga Mäori to the wider sector.

This project will be completed in June 2010.

QRP milestones set by Te Wänanga o Aotearoa

and the Tertiary Education Commission have been

achieved within stated timeframes.


2007 ACTUAL

2008 ACTUAL

2008 TARGET

Research informs mätauranga Mäori Not previously recorded Milestones

achieved

Deliverables

of QRP

Project

achieved

24 // FINANCIAL REVIEW - 2008

FINANCIAL REVIEW - 2008

Results for the Group

A comparison of the results for the Group with budget and 2007 performance is shown in the table below.

2008 ACTUAL

$'000

BUDGET 2008

$'000

PERFORMANCE

AGAINST BUDGET

2007 ACTUAL

$'000

PERFORMANCE

AGAINST PREVIOUS

YEAR

Surplus 5,937 4,775 5,419

Surplus/Income 4.6% 3.7% 4.5%

Cash* 38,353 36,428 21,861

Cash Infl ows/Cash Outfl ows 1.14 1.09 1.29

Working Capital 21,460 31,602 8,459

Net Assets 98,000 89,994 79,623

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

The results show a solid performance by the organisation

as follows:

operating within the guidelines set down by our

funders, the Tertiary Education Commission, for surplus

and cash management;

achieving a surplus better than budget by $1.2million;

working capital is very strong and shows an

improvement on last year;

net assets (equity) have increased by $18.4million

during the year; and

Te Wänanga o Aotearoa currently has very healthy

cash reserves, minimal levels of inventory compared

with previous years, and a fixed assets ledger with

up-to-date valuations and reflecting recent write-downs

of other assets.

These results represent another year that reinforces

our place in the tertiary landscape. They indicate a

good balance between quality and financial performance.

This supports all of the changes implemented over the

previous four years to ensure the continued financial

viability and sustainability of the organisation.

Te Wänanga o Aotearoa is well-placed from a financial

perspective to weather the storm clouds of the

current economic crisis. A working capital surplus of

approximately $21million and additional cash equivalents

of $3.5million is a very strong position to be in at the

present time. Similarly, an asset ledger reflecting

conservative and up-to-date overall and component

values and including write-downs of small assets

shows the desired level of prudence required.

From an operational and educational viewpoint, we

are continuing to implement quality improvement

initiatives that will sustain us. The demand for our

programmes and services remains high and we are

refreshing our portfolio of offerings. Our management

and staff are focused on achieving the targets set for

them in 2009.

Overall Financial Performance

FINANCIAL REVIEW - 2008 // 25

Our total EFTS this year were 19,030, an increase

of 2.4% on the results for 2007. The most significant

changes to the EFTS mix were the suspension of Kiwi

Ora (750 EFTS), the decline of the mixed-mode version

of the Certificate in Small Business Management

(130 EFTS) and the decline of Te Tohu Mätauranga -

Certificate Te Reo Mäori (130 EFTS).

This was offset by the introduction of 12 updated or

new programmes, including a new level of Speaking

and Living English (100 EFTS) and Tikanga Marae

(110 EFTS). Existing programmes also grew - Mauri

Ora grew by 235 EFTS, the Introduction to Visual Arts

grew by 225 EFTS and First Steps to Business grew

by 206 EFTS.

Equivalent Full Time Students (EFTS)

Income

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

SOURCE 2008 2007 2006 2005 2004

Government Funding 92% 90% 90% 89% 89%

Student Fees 2% 2% 2% 3% 2%

Other (e.g. Interest, Joint Ventures) 6% 8% 8% 8% 9%

Expenditure

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

SOURCE 2008 2007 2006 2005 2004

Personnel Costs 52% 49% 46% 43% 35%

Resources/Administration 32% 32% 37% 41% 43%

Property Costs 8% 8% 8% 8% 8%

Depreciation 7% 9% 9% 8% 5%

Impairment of Assets 1% 2% - - 9%

The income profile for 2008 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.

Personnel costs are now above 50% of the organisation’s

total expenditure, which is comparable with benchmarking

around other organisations. This has resulted from

the changing mix of programmes being offered, the

organisation’s increased focus on attracting staff

with higher level qualifications in both academic

and support roles and alignment of our wages and

salaries with sector norms. Over the period shown

above, we have also made a number of classification

changes, which impact on the increase in personnel

26 // FINANCIAL REVIEW - 2008

Cash Flow

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

2008, we were able to achieve interest revenue of

nearly $3million, which was $1.1million better than

budget. Our main source of interest earnings was

from term deposits with the bank; however, in the later

part of the year, it was decided to spread our risk by

investing in other securities and financial institutions

within our credit risk criteria.

During the year, our cash and cash equivalents increased

from $22million to $38million. The net surplus for the

year was $5.8million; however, when non-cash items

are removed the net operating inflow of cash to the

organisation was $15.4million.

We had a net cash outflow of $9.5million on investing

activities. This expenditure relates mainly to property,

plant and equipment. For a number of years now we

have under-spent on replacement and improvement

of these assets. 2008 was the first year that we undertook

a significant programme of up-grading our vehicle fleet

and our information technology assets. In addition, we

have undertaken major improvements on many of our

large sites, especially with regards to roof and plant

replacements. We also purchased the land and buildings

in Rickett Road, Te Awamutu, which houses our

warehousing and resource distribution facilities.

In addition to this cash inflow, we received $10million

as a suspensory loan. This has been recognised as

an equity injection.

We also received $0.6million from the Ministry of

Education to enable us to reopen an early learning

centre in Mängere, which has been out of operation

for the last few years due to a decision to relocate the

building from its previous site.

costs and a subsequent decrease in resource and

administration costs. Combined resource, administration

and property costs have remained constant over the

last 12 months at 40%. This is due to the continued

rationalisation of our property portfolios and monitoring

and improvement in procurement practices. Our

depreciation cost for the last 12 months decreased to

7% as a consequence of a change in the capitalisation

levels for our small assets and the write off of a number

of other assets.

Financial Position

Cash balances for 2008 have exceeded budget given

the higher surplus on the back of reduced levels of

expenditure against budget.

The organisation has a positive working capital balance

at the end of the year of $21.5million. This is a 153.7%

increase on the 2007 working capital balance. This

increase results primarily from an increase in cash and

other financial assets.

Working capital is lower than budget. This is as a result

of the following:

the recognition of project funding received in advance

as a liability;

the treatment of some Government Stock investments

as non-current assets; and

an increased holiday pay and other employee

entitlements accrual.

Our fixed asset and programme development spend

increased in the second half of 2008. The movements

were caused by the following:

the change to the small capital policy accounting;

revaluation increase of properties;

investment property revaluations; and

an acceleration in the spend on IT and property assets.

During the year, two properties were purchased. These

were land and buildings in Kawerau and Te Awamutu.

Net assets as at year end are now $98million, which

is an increase of $18.4million on last year. This is

attributable to a combination of:

the surplus generated for 2008 - $5.9million;

the classification of the suspensory loan funding as

equity - $10million; and

other movements in equity received and revaluation

reserves - $2.5million.

STATEMENT OF RESPONSIBILITY // 27

STATEMENT OF RESPONSIBILITY

In the financial year ended 31 December 2008, Te Mana Whakahaere (the Council) and the management of Te

Wänanga 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

In the opinion of Te Mana Whakahaere and management of Te Wänanga o Aotearoa, the financial statements

and statement of service performance fairly reflect the financial position and operations of Te Wänanga o

Aotearoa for the year ended 31 December 2008.

Richard Batley - Council ChairpersonBMS (Waikato), CA

30th April 2009

Bentham Ohia - Te PouhereDip Tchg, BA, Exec MBA

30th April 2009

28 // AUDIT REPORT

AUDIT REPORT

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

disclosures are adequate.

We did not examine every transaction, nor do we

guarantee complete accuracy of the financial statements

and statement of service performance.

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.

To the readers of Te Wánanga o Aotearoa Te Kuratini o Ngá Waka and group’s financial statements and performance information for the year ended 31 December 2008

The Auditor-General is the auditor of Te Wänanga

o Aotearoa Te Kuratini o Ngä Waka (the Wänanga)

and group. The Auditor-General has appointed me,

Stephen Lucy, using the staff and resources of Audit

New Zealand, to carry out the audit of the financial

statements and statement of service performance of

the Wänanga and group, on his behalf, for the year

ended 31 December 2008.

Unqualifi ed Opinion

In our opinion:

the financial statements of the Wänanga and group

on pages 30 to 71:

comply with generally accepted accounting

practice in New Zealand; and

fairly reflect:

the Wänanga and group’s financial

position as at 31 December 2008; and

the results of operations and cash flows for

the year ended on that date.

the performance information of the Wänanga and

group on pages 18 to 23 fairly reflects service

performance achievements measured against the

performance targets adopted for the year ended on

that date.

The audit was completed on 30 April 2009, 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.

Basis of Opinion

We carried out the audit in accordance with the

Auditor-General’s Auditing Standards, which incorporate

the New Zealand Auditing Standards.

AUDIT REPORT // 29

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 Wänanga

and group as at 31 December 2008. 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 2008. The Council’s responsibilities

arise from the Education Act 1989 and the Crown Entities Act 2004.

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.

Independence

When carrying out the audit we followed the independence requirements of the Auditor-General, which

incorporate the independence requirements of the Institute of Chartered Accountants of New Zealand.

In addition to the audit, we carried out an assignment to review a procurement policy, which is compatible with

those independence requirements. Other than the audit and this assignment, we have no relationship with or

interests in the Wänanga or its subsidiary.

S B LucyAudit New Zealand

On behalf of the Auditor-General

Hamilton, New Zealand

30 // STATEMENT OF FINANCIAL PERFORMANCE

STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 December 2008

GROUP

ACTUAL

31 DEC 08

$'000

GROUP

BUDGET

31 DEC 08

$'000 NOTES

PARENT

ACTUAL

31 DEC 08

$'000

PARENT

BUDGET

31 DEC 08

$'000

GROUP

ACTUAL

31 DEC 07

$'000

PARENT

ACTUAL

31 DEC 07

$'000

INCOMEGOVERNMENT FUNDING

EFTS Funding 83,926 81,647 83,926 81,647 105,062 105,062

Other Funding 34,384 37,759 34,384 37,759 2,815 2,815

TOTAL GOVERNMENT FUNDING 118,310 119,406 3(a) 118,310 119,406 107,877 107,877

STUDENT TUITION FEES

Domestic 2,114 2,517 2,114 2,517 2,197 2,197

TOTAL STUDENT TUITION FEES 2,114 2,517 2,114 2,517 2,197 2,197

OTHER INCOME

Other Income 4,988 5,555 3(b) 27,646 8,073 7,929 9,913

Finance Income 2,943 1,860 3(c) 2,578 1,710 1,750 1,659

TOTAL OTHER INCOME 7,931 7,415 30,224 9,783 9,679 11,572

TOTAL INCOME 128,355 129,338 150,648 131,706 119,753 121,646

EXPENDITUREEmployee Benefi t Expense 63,433 63,493 3(d) 57,792 57,993 55,707 50,360

Consumable / Faculty Expense 38,923 41,089 3(e) 51,888 54,835 36,077 48,491

Occupancy Property Expense 10,267 9,403 9,646 8,808 9,346 8,803

Depreciation Expense 7,441 8,634 11 7,030 7,783 9,240 8,642

Amortisation Expense 1,224 1,144 13 797 724 1,478 903

Finance Costs 136 800 3(c) 136 800 497 497

Fair Value Adjustment on Financial Instruments - - - - 459 459

Loss on Investment Property 994 - 12 994 - 1,530 1,530

TOTAL EXPENDITURE 122,418 124,563 128,283 130,943 114,334 119,685

SURPLUS / (DEFICIT) 5,937 4,775 22,365 763 5,419 1,961

Explanation of significant variances against budget are detailed in note 21.

The accompanying notes form part of these financial statements.

STATEMENT OF CHANGES IN EQUITY // 31

STATEMENT OF CHANGES IN EQUITYfor the year ended 31 December 2008

GROUP

ACTUAL

31 DEC 08

$'000

GROUP

BUDGET

31 DEC 08

$'000 NOTES

PARENT

ACTUAL

31 DEC 08

$'000

PARENT

BUDGET

31 DEC 08

$'000

GROUP

ACTUAL

31 DEC 07

$'000

PARENT

ACTUAL

31 DEC 07

$'000

BALANCE AT 1 JANUARY 79,623 85,219 48,717 56,809 74,204 46,756

Amounts recognised directly in equity:

Property, plant and equipment

Revaluation gains / (losses) taken to equity 1,989 - 11 2,406 - - -

Surplus / (defi cit) for the year 5,937 4,775 22,365 763 5,419 1,961

TOTAL RECOGNISED INCOME AND EXPENSE 87,549 89,994 73,488 57,572 79,623 48,717

Capital Contribution 10,451 - 10,451 - - -

BALANCE AT 31 DECEMBER 98,000 89,994 4 83,939 57,572 79,623 48,717


32 // STATEMENT OF FINANCIAL POSITION

STATEMENT OF FINANCIAL POSITIONAs at 31 December 2008

GROUP

ACTUAL

31 DEC 08

$'000

GROUP

BUDGET

31 DEC 08

$'000 NOTES

PARENT

ACTUAL

31 DEC 08

$'000

PARENT

BUDGET

31 DEC 08

$'000

GROUP

ACTUAL

31 DEC 07

$'000

PARENT

ACTUAL

31 DEC 07

$'000

CURRENT ASSETSCash and cash equivalents 13,103 36,428 5 12,384 30,244 21,861 17,416

Debtors and other receivables 1,659 1,722 6 1,572 1,724 531 519

Inventories 1,535 3,018 8 759 1,800 2,183 899

Prepayments 80 - 39 - 30 30

Other fi nancial assets 21,750 - 7 20,250 - - -

Rental income receivable - - - - 9 9

TOTAL CURRENT ASSETS 38,127 41,168 35,004 33,768 24,614 18,873

CURRENT LIABILITIESCreditors and other payables 10,093 4,963 9 15,844 26,441 11,923 34,057

Student fees - 200 - 200 - -

Employee entitlements 6,283 4,403 10(a) 5,832 4,278 3,703 3,440

Provision for onerous leases 291 - 10(b) 291 - 9 9

Intercompany payable - - 3,067 - - -

Current portion of term liabilities - - 15(b) - - 520 520

TOTAL CURRENT LIABILITIES 16,667 9,566 25,034 30,919 16,155 38,026

WORKING CAPITAL SURPLUS / (DEFICIT) 21,460 31,602 9,970 2,849 8,459 (19,153)

NON-CURRENT ASSETSInvestment in MO1 - - 14 1 - - 1

Other fi nancial assets 3,500 - 7 3,500 - - -

Property, plant and equipment 65,787 68,667 11 63,870 66,771 62,616 60,249

Investment properties 4,300 - 12 4,300 - 5,270 5,270

Intangible assets 2,953 4,725 13 2,298 2,952 3,278 2,350

TOTAL NON-CURRENT ASSETS 76,540 73,392 73,969 69,723 71,164 67,870

NON-CURRENT LIABILITIESSuspensory loan - 15,000 15(d) - 15,000 - -

Total non-current liabilities - 15,000 - 15,000 - -

NET ASSETS 98,000 89,994 83,939 57,572 79,623 48,717

EQUITYRetained earnings 88,102 89,994 4 73,918 57,572 71,714 41,102

Asset revaluation reserve 9,898 - 4 10,021 - 7,909 7,615

TOTAL EQUITY 98,000 89,994 83,939 57,572 79,623 48,717

Richard Batley, Council ChairpersonBMS (Waikato), CA

Bentham Ohia, Te PouhereExec MBA, Dip Tchg, BA


30.4.09 30.4.09

For and on behalf of the Council:

STATEMENT OF CASH FLOWS // 33

STATEMENT OF CASH FLOWSfor the year ended 31 December 2008

GROUP

ACTUAL

31 DEC 08

$'000

GROUP

BUDGET

31 DEC 08

$'000 NOTES

PARENT

ACTUAL

31 DEC 08

$'000

PARENT

BUDGET

31 DEC 08

$'000

GROUP

ACTUAL

31 DEC 07

$'000

PARENT

ACTUAL

31 DEC 07

$'000

CASH FLOWS FROM OPERATING ACTIVITIESCash was provided from:

Operating income 125,392 140,188 126,971 140,188 119,621 127,343

Dividends - - 20,898 - - -

Interest received 1,921 1,860 1,654 1,710 1,751 1,659

127,313 142,048 149,523 141,898 121,372 129,002

Cash was applied to:

Payments to employees 60,549 51,977 55,400 54,022 63,827 58,480

Payments to suppliers 50,575 77,965 79,309 81,034 29,949 45,421

Interest paid 136 800 136 800 497 497

111,260 130,742 134,845 135,856 94,273 104,398

NET CASH FLOWS FROM OPERATING ACTIVITIES 16,053 11,306 5 14,678 6,042 27,099 24,604

CASH FLOW FROM INVESTING ACTIVITIESCash was provided from:

Funds from MO1 Ltd - - 3,067 - - -

Sale of property, plant and equipment 1,446 20 1,366 - 1,563 1,434

1,446 20 4,433 - 1,563 1,434


Purchase of property, plant and equipment 11,021 8,335 10,561 7,535 4,610 4,248

Software development 218 - 64 - - -

Programme development 219 1,480 219 730 121 121

Term deposits 25,250 - 23,750 - - -

36,708 9,815 34,594 8,265 4,731 4,369

NET CASH FLOWS FROM INVESTING ACTIVITIES (35,262) (9,795) (30,161) (8,265) (3,168) (2,935)

CASH FLOW FROM FINANCING ACTIVITIESCash was supplied from:

Capital contribution 10,451 15,000 10,451 15,000 - -

10,451 15,000 10,451 15,000 - -


Aotearoa Institute mortgage repayment - - - - 1,515 1,515

Settlement of debt - - - - 6,000 6,000

- - - - 7,515 7,515

NET CASH FLOWS FROM FINANCING ACTIVITIES 10,451 15,000 10,451 15,000 (7,515) (7,515)

Net increase / (decrease) in cash and cash

equivalents

(8,758) 16,511 (5,032) 12,777 16,416 14,154

Gain / (loss) on foreign exchange - - - - (24) (24)

Cash and cash equivalents 1 January 21,861 19,917 17,416 17,467 5,469 3,286

CASH AND CASH EQUIVALENTS 31 DECEMBER 13,103 36,428 5 12,384 30,244 21,861 17,416


34 // NOTES TO THE FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTSfor the year ended 31 December 2008

1. Statement of Accounting Policies for the Year Ended 31 December 2008

REPORTING ENTITY

Te Wänanga o Aotearoa is a Crown Entity and is

established under the Education Act 1989 as a public

tertiary institution and is domiciled in New Zealand.

The primary objective of Te Wänanga o Aotearoa is to

provide full-time and part-time tertiary education, as

opposed to that of making a financial return.

The Te Wänanga o Aotearoa group consists of the

ultimate parent Te Wänanga o Aotearoa and its

subsidiary, MO1 Limited (100% owned). The subsidiary

of Te Wänanga o Aotearoa is incorporated and domiciled

in New Zealand.

Te Wänanga o Aotearoa has designated itself and the

group as a public benefit entity for the purpose of New

Zealand Equivalents to International Reporting

Standards ("NZ IFRS").

The financial statements of Te Wänanga o Aotearoa

for the year ended 31 December 2008 were authorised

for issue on 30 April 2009 in accordance with a resolution

of the councillors.

BASIS OF PREPARATION

Statement of complianceThe financial statements of Te Wänanga 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 baseThe financial statements have also been prepared on

a historical cost basis, except where modified by the

revaluation of land and buildings and investment property.

Functional and presentation currencyThe financial statements are presented in New Zealand

dollars and all values are rounded to the nearest thousand

dollars ($'000). The functional currency of Te Wänanga

o Aotearoa is New Zealand dollars.

Changes in accounting policies and estimatesIn December 2008 Council approved a change in the

asset capitalisation threshold effective 1st January 2008.

The capitalisation threshold has risen from $500 to

$5,000. Any purchases under $5,000 have been

expensed in the statement of financial performance.

This amounted to $1,519,000 for the Group.

The subsidiary company MO1 Limited has changed

its depreciation policy for computers from 5 years

to 4 years to fall in line with the overall group policy

amounting to $182,827.

Standard, amendments and interpretations issued that are not yet effective and have not been early adoptedStandards, amendments and interpretations issued but

are not effective that have not been early adopted, and

which are relevant to Te Wänanga o Aotearoa include:

NZ IAS 1 Presentation of Financial Statements (revised

2007) replaces NZ IAS 1 Presentation of Financial

Statements (issued 2004) and is effective for reporting

periods beginning on or after 1 January 2009.

This revised standard will require 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. The revised standard gives

Te Wänanga o Aotearoa the option of presenting items

of income and expense and components of other

comprehensive income either in a single statement

of comprehensive income with subtotals, or in two

separate statements (a separate income statement

followed by a statement of comprehensive income).

Te Wänanga o Aotearoa intends to adopt this standard

for the year ending 31 December 2009, and is yet to

decide whether it will prepare a single statement of

NOTES TO THE FINANCIAL STATEMENTS // 35

comprehensive income or a separate income statement

followed by a statement of comprehensive income.

BASIS OF CONSOLIDATION

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.

SubsidiariesTe Wänanga o Aotearoa consolidates as subsidiaries

in the group financial statements all entities where

Te Wänanga 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 Wänanga o Aotearoa controls the

majority voting power on the governing body or where

such policies have been irreversibly predetermined by

Te Wänanga 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.

Te Wänanga o Aotearoa measures the cost of a business

combination as the aggregate of the fair values, at the

date of exchange, of assets given, liabilities incurred or

assumed, in exchange for control of the subsidiary plus

any costs directly attributable to the business combination.

Any excess of the cost of the business combination

over the interest of Te Wänanga o Aotearoa in the

net fair value of the identifiable assets, liabilities and

contingent liabilities is recognised as goodwill. If the

interest of Te Wänanga o Aotearoa in the net fair value

of the identifiable assets, liabilities and contingent

liabilities recognised exceeds the cost of the business

combination, the difference will be recognised immediately

in the statement of financial performance.

Investments in subsidiaries are carried at cost in the

"parent entity" financial statements of Te Wänanga o

Aotearoa.

Going concernReliance is placed on the fact that Te Wänanga 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 translationTransactions 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

financial performance.

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.

PROPERTY, PLANT AND EQUIPMENT

Property, plant and equipment asset classes consist of

land, buildings, leasehold improvements, equipment,

computers, furniture and fittings, 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.

DepreciationDepreciation 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 2.22 - 33.33% 3 to 45 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

Owned Land Improvements 20% 5 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.

ImpairmentAssets 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 with 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.

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.

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

financial performance. An impairment loss on a revalued

asset is recognised directly against any revaluation

surplus for that asset.

RevaluationsLand and buildings are revalued 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 revalued 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 Wänanga o Aotearoa accounts for revaluations of

property, plant and equipment on a class of asset basis.

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

financial performance. Any subsequent increase on

revaluation that off-sets a previous decrease in value

recognised in the statement of financial performance

will be recognised first in the statement of financial

performance up to the amount previously expensed,

and then credited to the revaluation reserve for the

class of asset.

AdditionsThe 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 Wänanga 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.

DisposalsGains 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 financial performance.


When revalued assets are sold, the amounts included

in revaluation reserve in respect of those assets are

transferred to retained earnings.

Subsequent costsCosts 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 Wänanga 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 financial

performance as they are incurred.

INVESTMENT PROPERTIES

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 financial performance 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 financial performance

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.

INTANGIBLE ASSETS

Computer softwareComputer 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 costsCourse 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.

AmortisationA summary of the policies applied to the Group's

intangible assets is as follows:

COMPUTER SOFTWARE COURSE DEVELOPMENT

COSTS

Useful lives Finite - 5 years Finite - 5 years

Method used Straight line method Straight line method

from course

commencement

Internally generated /

Acquired

Separately acquired Internally generated

/ separately acquired

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.

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.

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 financial performance when the asset is de-recognised.

All other research and development costs are recognised

as an expense in the statement of financial performance

in the year in which it is incurred.


FINANCIAL ASSETS

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.

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.

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 financial performance.

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 financial 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

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 replacement cost of the economic benefits or service

potential of inventory held for distribution reflects any

obsolescence or any other impairment.

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.

The write-down from cost to current replacement cost

or net realisable value is recognised in the statement

of financial performance in the period when the write-

down occurs.

DEBTORS AND OTHER RECEIVABLES

Student fees and other receivables are recognised and

carried at original receivable amount less any provision

for impairment.

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

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

Creditors and other payables are initially measured at

fair value and subsequently measured at amortised

cost using the effective interest method.


BORROWING COSTS

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.

Where discounting is used, the increase in the provision

due to the passage of time is recognised as a

finance cost.

EMPLOYEE ENTITLEMENTS

Short-term employee entitlementsEmployee entitlements that Te Wänanga 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 Wänanga o Aotearoa recognises a liability for sick

leave to the extent that compensated absences in the

coming year are expected to be greater than 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 Wänanga o Aotearoa anticipates

it will be used by staff to cover those future absences.

SUPERANNUATION SCHEMES

Defi ned contribution schemesObligations for contributions to Kiwisaver are accounted

for as defined contribution superannuation scheme

and are recognised as an expense in the statement of

financial performance as incurred.

LEASES

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 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 financial performance 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 grantsGovernment grants are recognised when eligibility

to receive the grant has been established and it

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. Where

funds have been received but not earned at balance

date a Revenue in Advance liability is recognised.

Government grants which are allocated to the Group

with no restriction on use and in which the Crown has no

future residual interest are considered equity injections

and are reflected in the Statement of Changes in Equity.

Student tuition feesRevenue 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.


Rental incomeRental income is recognised in the Statement of

Financial Performance on an accrual basis.

InterestRevenue 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 Wänanga o Aotearoa

from the subsidiary company, MO1 Limited. These

dividends are recognised as revenue in the Statement

of Financial Performance 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.

GOODS AND SERVICES TAX

Revenues, expenses and assets are recognised

net of the amount of GST except:

where the GST incurred on a purchase of goods

and services 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 borrowingAll 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 financial performance

when the liabilities are de-recognised and as well as

through the amortisation process.

Investments and other fi nancial assetsInvestments and financial assets are categorised as

either financial assets at fair value through statement

of financial performance, 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 Financial Performance,

directly attributable transaction costs.

Recognition and de-recognitionAll 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 de-recognised when the right to receive cash flows

from the financial assets have expired or been transferred.

Financial assets at fair value through Statement of Financial Performance Financial assets classified as held for trading are

included in the category financial assets at fair value

through Statement of Financial Performance. 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 receivablesLoans 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 Financial Performance when the loans

and receivables are de-recognised 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 investmentsAvailable-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 de-recognised 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 Financial Performance.

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.

RISK EXPOSURES AND RESPONSES

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 riskCredit 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 Group's policy that all customers who wish to

trade on credit terms 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 riskThe Group's objective is to maintain a balance between

continuity of funding and flexibility 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 2008, the Group had NIL

borrowings (2007 - 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 commitmentsThe 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-fi nancial assetsThe 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.

Classifi cation of assets and liabilities as held for saleThe 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.

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 propertiesThe 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.


3. Revenues and Expenses

A. GOVERNMENT FUNDING

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Student Achievement Component Funding 83,926 105,062 83,926 105,062

Tertiary Education Organisation Component Funding 28,662 1,049 28,662 1,049

Quality Reinvestment Plan 4,156 1,575 4,156 1,575

Performance Based Research Fund 177 191 177 191

Other Government Funding 1,389 - 1,389 -

118,310 107,877 118,310 107,877

B. OTHER INCOME

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Contract income 2,697 3,030 2,697 2,542

Profi t on sale of assets 275 788 275 788

Other income

Rent received 642 900 642 900

Canteen sales 323 213 323 213

Koha 18 20 18 20

Lease income 433 365 433 365

Motel room income 45 58 45 58

MO1 - - 1,930 2,077

Dividends - 1 20,898 1

Misc. income 555 2,554 385 2,949

4,988 7,929 27,646 9,913

Contract income relates to licences and subcontracting arrangements that the Group has with other institutions.

C. FINANCE (COSTS) / INCOME

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Loans and overdrafts (136) (497) (136) (497)

Interest earned on bank deposits 2,943 1,750 2,578 1,659


D. EMPLOYEE BENEFITS EXPENSE

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Wages and salaries 61,590 53,469 56,249 48,122

Employer contributions to defi ned contribution plans 98 - 98 -

Termination expenses 1,545 2,439 1,479 2,439

Increase/(decrease) in employee sick leave 200 (201) (34) (201)

63,433 55,707 57,792 50,360

Employer contributions to defined contribution plans include contributions to Kiwisaver.

E. OTHER EXPENSES INCLUDE:

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Fair value movement on fi nancial instruments - 459 - 459

Management fees 1,631 1,111 - -

Rent 1,079 1,222 744 902

Impairment of receivables (321) 99 (321) 99

Minimum lease payments – operating lease 4,611 3,381 4,611 3,380

Loss on sale of property, plant and equipment 9 282 9 271

Koha 210 182 206 169

Fees paid to auditor for audit services 226 235 190 195

Fees paid to auditor for other assurance services 8 2 8 2

Consultancy fees 6,266 4,850 5,135 3,793

Inventories consumed 3,104 5,806 1,595 1,308

Bad debts written off 52 200 52 200

The fees paid to auditor for other assurance services were for a review of a procurement policy.


4. EQUITY

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

RETAINED EARNINGS

Balance at 1 January 71,714 66,295 41,102 39,141

Surplus/(defi cit) for the year 5,937 5,419 22,365 1,961

Equity contribution 10,451 - 10,451 -

Balance at 31 December 88,102 71,714 73,918 41,102

ASSET REVALUATION RESERVEBalance at 1 January 7,909 7,909 7,615 7,615

Revaluation gain/(losses) 1,989 - 2,406 -

Balance at 31 December 9,898 7,909 10,021 7,615

Asset revaluation reserves consists of:

Operational assets:

- land and buildings 9,898 7,909 10,021 7,615

The Crown have made equity contributions to Te Wänanga o Aotearoa in line with the recommendations outlined

in The Wänanga Capital Establishment Report - Waitangi Tribunal Report 1999 (WAI 718). To date the Crown

has made Equity contributions of $51,691,000.

A $20,000,000 suspensory loan agreement has been entered into. This will complete the equity contributions

agreed to in 1999. The first $10,000,000 of the loan was received in June 2008. A further $5,000,000 is due in

2009 and the last payment of $5,000,000 will occur in 2010.

The Crown provides Quality Reinvestment Fund (QRF) funding for projects run by Te Wänanga o Aotearoa.

A number of these projects have been funded as an equity contribution. The total of this equity contribution in

2008 was $451,300 (2007 - NIL).

5. CASH AND CASH EQUIVALENTS

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Cash at bank and in hand 3,853 21,861 3,134 17,416

Term deposits with maturities less than 3 months 9,250 - 9,250 -

Total cash and cash equivalents 13,103 21,861 12,384 17,416

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 7.66% (2007 - NIL). There were

no cash or cash equivalent balances held at 31 December 2008 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 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Cash at bank and in hand 3,853 21,861 3,134 17,416

Term deposits with maturities less than 3 months 9,250 - 9,250 -

13,103 21,861 12,384 17,416

RECONCILIATION FROM THE NET SURPLUS TO THE NET CASH FLOWS FROM OPERATING ACTIVITIES

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Surplus / (defi cit) 5,937 5,419 22,365 1,961

ADD/(LESS) NON-CASH ITEMS:

Depreciation / loss on disposal 7,450 9,820 7,039 9,200

Amortisation 1,224 1,155 797 617

Fair value (gain) / loss on investment properties 994 1,742 994 1,742

Fair value (gain) / loss on fi nancial instruments - 459 - 459

Net (gain) on disposal of property, plant and equipment (273) (500) (275) (500)

Net (gain) on onerous lease provision 291 - 291 -

Net foreign exchange loss - 24 - 24

ADD/(LESS) MOVEMENTS IN WORKING CAPITAL ITEMS:

(Increase) / decrease in inventories 648 576 140 55

(Increase) / decrease in trade and other receivables (106) 4,202 (129) 3,048

(Increase) / decrease in prepayments (50) 5 (9) 14

(Increase) / decrease in interest accrued (1,022) - (924) -

Increase / (decrease) in trade and other payables (1,830) 129 (18,213) 3,974

Increase / (decrease) in lease provision 282 (1,189) 282 (1,189)

Increase / (decrease) in revenue received in advance (72) 5,116 (72) 5,116

Increase / (decrease) in provision for employee entitlements 2,580 141 2,392 83

Net cash fl ow from operating activities 16,053 27,099 14,678 24,604


6. DEBTORS AND OTHER RECEIVABLES

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Trade receivables 743 1,130 734 1,109

Accrued interest 1,022 - 924 -

Student fees receivable 533 437 533 437

Related party receivables:

Subsidiary (note 18) - - 12 6

Other related parties - 75 - 75

Gross debtors and other receivables 2,298 1,642 2,203 1,627

Less provision for impairment (639) (1,111) (631) (1,108)

Total debtors and other receivables 1,659 531 1,572 519

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 2008 and 2007, all overdue debtors have been assessed for impairment and appropriate

provisions applied. Te Wänanga o Aotearoa holds no collateral as security or other credit enhancements over

receivables that are either past due or impaired.

Movements in the provision for impairment of receivables are as follows:

2008 2007

GROSS

$'000

IMPAIRMENT

$'000

NET

$'000

GROSS

$'000

IMPAIRMENT

$'000

NET

$'000

GROUPNot past due 1,017 - 1,017 307 (15) 292

Past due 1-60 days 122 (1) 121 18 (2) 16

Past due 61-120 days 147 (8) 139 74 (10) 64

Past due > 120 days 1,012 (630) 382 1,243 (1,084) 159

Total 2,298 (639) 1,659 1,642 (1,111) 531


2008 2007

GROSS

$'000

IMPAIRMENT

$'000

NET

$'000

GROSS

$'000

IMPAIRMENT

$'000

NET

$'000

PARENTNot past due 1,020 - 1,020 305 (15) 290

Past due 1-60 days 122 (1) 121 18 (2) 16

Past due 61-120 days 49 - 49 61 (7) 54

Past due > 120 days 1,012 (630) 382 1,243 (1,084) 159

Total 2,203 (631) 1,572 1,627 (1,108) 519

The impairment provision has been calculated based on expected losses for Te Wänanga o Aotearoa's pool of

receivables. Expected losses have been determined based on an analysis of Te Wänanga o Aoteaora's losses

in previous periods, and a review of specific receivables, as detailed below:

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Miscellaneous debt impairment 460 467 452 464

Student debt 179 644 179 644

Total provision for impairment 639 1,111 631 1,108

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:

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Past due 1-60 days - 19 - 19

Past due 61-120 days 8 11 - 11

Past due > 120 days 452 437 452 434

Total individual impairment 460 467 452 464

Movements in the provision for impairment of receivables are as follows:

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

At 1 January 1,111 856 1,108 853

Additional provisions made during the year (314) 255 (319) 255

Receivables written off during the period (158) - (158) -

At 31 December 639 1,111 631 1,108


7. OTHER FINANCIAL ASSETS

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

CURRENT PORTIONTerm deposits with maturities of 4-12 months 18,250 - 16,750 -

Government bonds 3,500 - 3,500 -

Total current portion 21,750 - 20,250 -

NON-CURRENT PORTIONGovernment bonds with maturities > 12 months 3,500 - 3,500 -

Total non-current portion 3,500 - 3,500 -

Total other fi nancial assets 25,250 - 23,750 -

FAIR VALUE

The carrying amount of term deposits approximates their fair value.

GOVERNMENT BONDS

The fair value of government bonds is $3,671,248 (2007 - NIL). 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 4.225%.

IMPAIRMENTS

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

8. INVENTORY

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Inventories held for distribution 1,535 2,165 759 881

Inventories - Business Studies - 18 - 18

1,535 2,183 759 899

The carrying amount of inventories for distribution are measured at cost as at 31 December 2008 and therefore

the carrying amount at current replacement cost is NIL (2007 - 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 $116,000 (2007 - $265,000). There have been no reversals of write-offs (2007 - NIL).

No inventories are pledged as security for liabilities.

9. CREDITORS AND OTHER PAYABLES

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Trade payables 3,202 3,655 3,191 3,589

Accruals 808 1,792 423 1,409

MOE funding - 2,547 - 2,547

Quality Reinvestment Plan 5,094 2,570 5,094 2,570

Pay As You Earn Tax 799 518 796 495

Goods and Service Tax 190 841 102 599

10,093 11,923 9,606 11,209

Related party payable:

Subsidiary - - 6,238 22,848

10,093 11,923 15,844 34,057

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 19.

10. PROVISIONS

A. EMPLOYEE ENTITLEMENTS

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Accrued salaries 1,621 1,162 1,473 899

Annual leave 4,487 2,382 4,234 2,382

Sick leave 175 159 125 159

6,283 3,703 5,832 3,440

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

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Balance at 1 January 9 1,198 9 1,198

Additional provisions made 291 - 291 -

Utilised during the year (9) (335) (9) (335)

Cash paid to settle obligation - (479) - (479)

Provision release following settlement - (375) - (375)

Balance at 31 December 291 9 291 9

The provision for onerous leases relates to property leased by the Group, which is unoccupied. The provision

remaining at December 2008 is in relation to one property in Rotorua. The provision remaining at December

2007 was for one property in Auckland. This lease expired on 23 January 2008.


11. P

ROPE

RTY,

PLA

NT

AND

EQUI

PMEN

T

GROU

P 20

08

Land

$’000

Buildings

$’000

Land & Buildings

$’000

Leasehold Improvements

$’000

Equipment

$’000

Computers

$’000

Furniture & Fittings

$’000

Motor Vehicles

$’000

Waka

$’000

Artworks

$’000

Library

$’000

VLC

$’000

WIP

$’000

Total

$’000

Open

ing

Cost

at 1

Jan

uary

200

811

,375

36,4

62

47,8

37

10,4

04

12,9

56

13,4

45

7,2

51

7,6

48

1,2

14

971

3,8

93

730

463

106,

812

Addi

tions

344

2,7

32

3,0

76

235

941

833

185

1,6

90

-30

664

321

1,7

43

9,71

8

Disp

osal

s-

(52)

(52)

(25)

(209)

(670)

(66)

(1,1

68)

(42)

-(1

1)

--

(2,2

43)

Reva

luat

ions

6,2

00

(7,1

82)

(982

)-

--

--

--

--

-(9

82)

Fully

dep

reci

ated

ass

ets

--

-(1

,125)

(7,8

69)

(10,2

33)

(4,7

54)

(2,5

86)

--

(331)

(272)

-(2

7,17

0)

Recl

assi

fi cat

ions

-(2

02)

(202)

37

(1,0

63)

(486)

(137)

(458)

-90

--

-(2

,219

)Re

class

ificati

ons Cl

osin

g Co

st a

t 31

Dece

mbe

r 20

0817,9

19

31,7

58

49,6

77

9,5

26

4,7

56

2,8

89

2,4

79

5,1

26

1,1

72

1,0

91

4,2

15

779

2,2

06

83,9

16

Recla

ssific

ation

s Open

ing

Accu

mul

ated

Dep

reci

atio

n at

1 Ja

nuar

y 20

08

-(2

,490)

(2,4

90)

(5,6

78)

(10,7

73)

(11,1

14)

(6,3

45)

(5,6

58)

(439)

-(1

,514)

(185)

-(4

4,19

6)

Depr

ecia

tion

-(1

,127)

(1,1

27)

(1,1

41)

(1,3

17)

(1,1

56)

(612)

(1,0

71)

(77)

-(5

37)

(403)

-(7

,441

)

Disp

osal

s-

--

--

--

1,1

30

21

--

--

1,15

1

Reva

luat

ions

-2,9

72

2,9

72

--

--

--

--

--

2,97

2

Fully

dep

reci

ated

ass

ets

--

-1,1

25

7,8

69

10,2

33

4,7

54

2,5

86

--

331

272

-27

,170

Recl

assi

fi cat

ions

-401

401

(10)

816

444

129

435

--

--

-2,

215

Recla

ssific

ation

s Clos

ing

Accu

mul

ated

Dep

reci

atio

n at

31 D

ecem

ber

2008

-(2

44)

(244)

(5,7

04)

(3,4

05)

(1,5

93)

(2,0

74)

(2,5

78)

(495)

-(1

,720)

(316)

-(1

8,12

9)

NBV

at 1

Jan

uary

200

811

,375

33

,972

45

,347

4,

726

2,18

3 2,

331

906

1,99

0 77

5 97

1 2,

379

545

463

62,6

16

NBV

at 3

1 De

cem

ber

2008

17,9

19

31,5

14

49,4

33

3,82

2 1,

351

1,29

6 40

5 2,

548

677

1,09

1 2,

495

463

2,20

6 65

,787


11. P

ROPE

RTY,

PLA

NT

AND

EQUI

PMEN

T (c

ontin

ued)

GROU

P 20

07

Land

$’000

Buildings

$’000

Land & Buildings

$’000


$’000

Equipment

$’000

Computers

$’000


$’000

Motor Vehicles

$’000

Waka

$’000

Artworks

$’000

Library

$’000

VLC

$’000

WIP

$’000

Total

$’000

Open

ing

Cost

at 1

Jan

uary

200

711

,739

36,2

62

48,0

01

10,2

06

12,6

87

12,0

42

7,2

19

7,7

27

1,2

14

967

3,6

22

1,4

70

581

105,

736

Addi

tions

-787

787

239

269

1,4

43

32

914

-4

271

458

1,9

59

6,37

6

Disp

osal

s(3

64)

(628)

(992)

--

(40)

-(9

93)

--

-(1

,198)

(2,0

77)

(5,3

00)

Reva

luat

ions

--

--

--

--

--

--

--

Recl

assi

fi cat

ion

-41

41

(41)

--

--

--

--

--

Closin

g Cos

t at 3

1 Dec

embe

r 200

7 Clos

ing

Cost

at 3

1 De

cem

ber

2007

11,3

75

36,4

62

47,8

37

10,4

04

12,9

56

13,4

45

7,2

51

7,6

48

1,2

14

971

3,8

93

730

463

106,

812

Open

ing

Accu

mul

ated

Dep

reci

atio

n at

1 Ja

nuar

y 20

07

-(1

,314)

(1,3

14)

(4,5

80)

(8,7

18)

(9,7

18)

(5,3

51)

(5,3

17)

(352)

-(1

,012)

(819)

-(3

7,18

1)

Depr

ecia

tion

-(1

,232)

(1,2

32)

(1,1

27)

(2,0

55)

(1,4

08)

(994)

(1,2

71)

(87)

-(5

02)

(564)

-(9

,240

)

Disp

osal

s-

56

56

29

-(2

6)

-930

--

-1,1

98

-2,

187

Reva

luat

ions

--

--

--

--

--

--

--

Recl

assi

fi cat

ions

--

--

-38

--

--

--

-38

Clo

sing C

ost a

t 31 D

ecem

ber 2

007 Cl

osin

g Ac

cum

ulat

ed D

epre

ciat

ion

at

31 D

ecem

ber

2007

-(2

,490)

(2,4

90)

(5,6

78)

(10,7

73)

(11,1

14)

(6,3

45)

(5,6

58)

(439)

-(1

,514)

(185)

-(4

4,19

6)

NBV

at 1

Jan

uary

200

711

,739

34

,948

46

,687

5,

626

3,96

9 2,

324

1,86

8 2,

410

862

967

2,61

0 65

1 58

1 68

,555

NBV

at 3

1 De

cem

ber

2007

11,3

75

33,9

72

45,3

47

4,72

6 2,

183

2,33

1 90

6 1,

990

775

971

2,37

9 54

5 46

3 62

,616


11. P

ROPE

RTY,

PLA

NT

AND

EQUI

PMEN

T (c

ontin

ued)

PARE

NT 2

008

Land

$’000

Buildings

$’000

Land & Buildings

$’000


$’000

Equipment

$’000

Computers

$’000


$’000

Motor Vehicles

$’000

Waka

$’000

Artworks

$’000

Library

$’000

VLC

$’000

WIP

$’000

Total

$’000

Open

ing

Cost

at 1

Jan

uary

200

811

,375

34,3

57

45,7

32

10,4

04

11,8

06

11,8

18

7,0

39

6,9

00

1,2

14

967

3,8

93

730

463

100,

966

Addi

tions

344

2,7

19

3,0

63

235

928

833

185

1,3

61

-15

664

321

1,7

43

9,34

8

Disp

osal

s-

(52)

(52)

(25)

(209)

(670)

(66)

(1,1

02)

(42)

-(1

1)

--

(2,1

77)

Reva

luat

ions

5,9

50

(6,3

76)

(426

)-

--

--

--

--

-(4

26)

Fully

dep

reci

ated

ass

ets

--

-(1

,125)

(7,8

25)

(9,6

49)

(4,7

08)

(2,5

51)

--

(331)

(272)

-(2

6,46

1)

Clos

ing

Cost

at 3

1 De

cem

ber

2008

17,6

69

30,6

48

48,3

17

9,4

89

4,7

00

2,3

32

2,4

50

4,6

08

1,1

72

982

4,2

15

779

2,2

06

81,2

50

Open

ing

Accu

mul

ated

Dep

reci

atio

n at

1 Ja

nuar

y 20

08

-(1

,988)

(1,9

88)

(5,6

78)

(9,8

88)

(9,8

31)

(6,1

56)

(5,0

38)

(439)

-(1

,514)

(185)

-(4

0,71

7)

Depr

ecia

tion

-(1

,090)

(1,0

90)

(1,1

37)

(1,3

04)

(903)

(603)

(976)

(77)

-(5

37)

(403)

-(7

,030

)

Disp

osal

s-

--

--

--

1,0

53

21

--

--

1,07

4

Reva

luat

ions

-2,8

32

2,8

32

--

--

--

--

--

2,83

2

Fully

dep

reci

ated

ass

ets

--

-1,1

25

7,8

25

9,6

49

4,7

08

2,5

51

--

331

272

-26

,461

Clos

ing

Accu

mul

ated

Dep

reci

atio

n at

31 D

ecem

ber

2008

-(2

46)

(246)

(5,6

90)

(3,3

67)

(1,0

85)

(2,0

51)

(2,4

10)

(495)

-(1

,720)

(316)

-(1

7,38

0)

NBV

at 1

Jan

uary

200

811

,375

32

,369

43

,744

4,

726

1,91

8 1,

987

883

1,86

2 77

5 96

7 2,

379

545

463

60,2

49

NBV

at 3

1 De

cem

ber

2008

17,6

69

30,4

02

48,0

71

3,79

9 1,

333

1,24

7 39

9 2,

198

677

982

2,49

5 46

3 2,

206

63,8

70


11. P

ROPE

RTY,

PLA

NT

AND

EQUI

PMEN

T (c

ontin

ued)

PARE

NT 2

007

Land

$’000

Buildings

$’000

Land & Buildings

$’000


$’000

Equipment

$’000

Computers

$’000


$’000

Motor Vehicles

$’000

Waka

$’000

Artworks

$’000

Library

$’000

VLC

$’000

WIP

$’000

Total

$’000

Open

ing

Cost

at 1

Jan

uary

200

711

,739

34,1

98

45,9

37

10,1

65

11,5

68

10,5

48

7,0

10

7,0

80

1,2

14

967

3,6

22

1,4

70

581

100,

162

Addi

tions

-787

787

239

238

1,2

70

29

801

--

271

458

1,9

59

6,05

2

Disp

osal

s(3

64)

(628)

(992

)-

--

-(9

81)

--

--

(2,0

77)

(4,0

50)

Reva

luat

ions

--

--

--

--

--

--

--

Fully

dep

reci

ated

ass

ets

--

--

--

--

--

-(1

,198)

-(1

,198

)

Clos

ing

Cost

at 3

1 De

cem

ber

2007

11,3

75

34,3

57

45,7

32

10,4

04

11,8

06

11,8

18

7,0

39

6,9

00

1,2

14

967

3,8

93

730

463

100,

966

Open

ing

Accu

mul

ated

Dep

reci

atio

n at

1 Ja

nuar

y 20

07

-(9

59)

(959)

(4,5

54)

(7,9

82)

(8,5

92)

(5,1

86)

(4,8

56)

(352)

-(1

,012)

(819)

-(3

4,31

2)

Depr

ecia

tion

-(1

,085)

(1,0

85)

(1,1

24)

(1,9

06)

(1,2

39)

(970)

(1,1

65)

(87)

-(5

02)

(564)

-(8

,642

)

Disp

osal

s-

56

56

--

--

983

--

--

-1,

039

Reva

luat

ions

--

--

--

--

--

--

--

Fully

dep

reci

ated

ass

ets

--

--

--

--

--

-1,1

98

-1,

198

Clos

ing

Accu

mul

ated

Dep

reci

atio

n at

31 D

ecem

ber

2007

-(1

,988)

(1,9

88)

(5,6

78)

(9,8

88)

(9,8

31)

(6,1

56)

(5,0

38)

(439)

-(1

,514)

(185)

-(4

0,71

7)

NBV

at 1

Dec

embe

r 20

0711

,739

33

,239

44

,978

5,

611

3,58

6 1,

956

1,82

4 2,

224

862

967

2,61

0 65

1 58

1 65

,850

NBV

at 3

1 De

cem

ber

2007

11,3

75

32,3

69

43,7

44

4,72

6 1,

918

1,98

7 88

3 1,

862

775

967

2,37

9 54

5 46

3 60

,249


VALUATION

Operational land and buildingsAt 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 valuerGROUP 2008

$'000

PARENT 2008

$'000

W Hickey of Jones Lang LaSalle 45,449 44,089

No classes of property, plant and equipment were revalued in 2007.

12. INVESTMENT PROPERTIES

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Balance as at 1 January 5,270 6,800 5,270 6,800

Additions (reclassifi cation from PPE) 24 - 24 -

Fair gain / (loss) on valuation (994) (1,530) (994) (1,530)

Balance as at 31 December 4,300 5,270 4,300 5,270

Te Wänanga o Aotearoa investment property is valued annually at fair value effective 31 December. The 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.

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.

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Rental income 520 780 520 780

Expenses from investment property not generating income 134 162 134 162


13. INTANGIBLE ASSETS

Programme development costs were incurred in developing Mauri Ora programmes, Management and First

Steps to Business.

GROUP 2008

Externally

Acquired

Software

$'000

Programme

Development

Costs

$'000

Trademark

$'000

WIP

$'000

Total

$'000

Opening Cost at 1 January 2008 2,322 5,516 5 - 7,843

Additions 82 339 - 343 764

Disposals - - - - -

Fully amortised assets (2,149) - - - (2,149)

Reclassifi cation 359 - - - 359

Closing cost at 31 December 2008 614 5,855 5 343 6,817

Opening Accumulated Amortisation at

1 January 2008

(2,172) (2,393) - - (4,565)

Amortisation (236) (988) - - (1,224)

Disposals - - - - -

Fully amortised assets 2,149 - - - 2,149

Reclassifi cation (224) - - - (224)

Closing Accumulated Amortisation at

31 December 2008

(483) (3,381) - - (3,864)

NBV at 1 January 2008 150 3,123 5 - 3,278

NBV at 31 December 2008 131 2,474 5 343 2,953

GROUP 2007

Externally

Acquired

Software

$'000

Programme

Development

Costs

$'000

Trademark

$'000

WIP

$'000

Total

$'000


Additions - 121 - - 121

Disposals - (5,161) - - (5,161)

Impairment - - - - -

Closing cost at 31 December 2007 2,322 5,516 5 - 7,843

Opening Accumulated Amortisation at 1 January 2007 (1,848) (6,400) - - (8,248)

Amortisation (324) (1,154) - - (1,478)

Disposals - 5,161 - - 5,161


31 December 2007

(2,172) (2,393) - - (4,565)

NBV at 1 January 2007 474 4,156 5 - 4,635

NBV at 31 December 2007 150 3,123 5 - 3,278


PARENT 2008

Externally

Acquired

Software

$'000

Programme

Development

Costs

$'000

Trademark

$'000

WIP

$'000

Total

$'000


Additions 63 339 - 343 745

Disposals - - - - -

Fully amortised assets (2,079) - - - (2,079)


Closing cost at 31 December 2008 136 3,546 5 343 4,030

Opening Accumulated Amortisation at 1 January 2008 (2,020) (994) - - (3,014)

Amortisation (136) (661) - - (797)

Disposals - - - - -

Fully amortised assets 2,079 - - - 2,079


31 December 2008

(77) (1,655) - - (1,732)

NBV at 1 January 2008 132 2,213 5 - 2,350

NBV at 31 December 2008 59 1,891 5 343 2,298

PARENT 2007

Externally

Acquired

Software

$'000

Programme

Development

Costs

$'000

Trademark

$'000

WIP

$'000

Total

$'000


Additions - 121 - - 121

Disposals - (5,161) - - (5,161)


Closing cost at 31 December 2007 2,152 3,207 5 - 5,364

Opening Accumulated Amortisation at 1 January 2007 (1,734) (5,538) - - (7,272)

Amortisation (286) (617) - - (903)

Disposals - 5,161 - - 5,161


31 December 2007

(2,020) (994) - - (3,014)

NBV at 1 January 2007 418 2,709 5 - 3,132

NBV at 31 December 2007 132 2,213 5 - 2,350

There are no restrictions over the title of Te Wänanga o Aotearoa intangible assets, nor are any intangible

assets pledged as security for liabilities.


14. INVESTMENT IN MO1 LIMITED

MO1 Limited is a fully owned subsidiary of Te Wänanga 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.

15. INTEREST-BEARING LIABILITIES

[A] CROWN LOAN

In June 2008 Te Wänanga o Aotearoa received the first $10million of a $20million suspensory loan from the Crown

in settlement of WAI 718. The funds are to be used on property, plant and equipment to enable the organisation

to provide quality education to their students. (2007 - A facility of $10million provided by the Crown to provide a

short term overdraft facility to the organisation expired on 30 November 2007).

[B] AOTEAROA INSTITUTE

Market rent of $1,300,000 was imputed into the final settlement between Aotearoa Institute and Te Wänanga o

Aotearoa in December 2006. This rent was for 20 months starting 1st January 2007 and ended on 31st August

2008 (2007 - $520,000).

[C] BNZ FACILITY

The Group has an agreement with BNZ for a cash advance of $10million. This can be drawn down if required.


16. EARLY LEARNING CENTRES

During the year Te Wänanga o Aotearoa received grants from the Ministry of Education for Early Learning purposes.

2008

$'000

2007

$'000

APAKURA TE KÁKANOBulk funding 476 385

Incentive funding

Low socio economic 1 5

Special needs 1 4

Language and kaupapa 2 2

Training 3 4

Total MOE funding received 483 400

Funds applied to:

Salaries 483 400

RAROERA TE KÁKANOBulk funding - 156

Incentive funding

Low socio economic - 2

Special needs - 2

Training - 9

Total MOE funding received - 169

Funds applied to:

Salaries - 169

TE RAU ORIWABulk funding 468 260

Incentive funding


Special needs 5 4

Language and Kaupapa 2 2

Training 21 13


Funds applied to:

Salaries 506 289

RAROERA TE PUAWAIBulk funding 542 304

Incentive funding


Special needs 5 2

Language and Kaupapa 2 2

Training 7 5


Funds applied to:

Salaries 562 318


17. FINANCIAL INSTRUMENTS

Te Wänanga o Aotearoa has a series of policies to manage the risks associated with financial instruments.

Te Wänanga 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 Wänanga o Aotearoa, causing Te Wänanga

o Aotearoa to incur a loss. Due to the timing of its cash inflows and outflows, Te Wänanga 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 riskTe Wänanga o Aotearoa's maximum credit exposure for each class of financial instrument is as follows:

GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Cash at bank and term deposits 31,353 21,861 29,134 17,416

Debtors and other receivables 1,659 531 1,572 519

Government bonds 7,000 - 7,000 -

Derivative fi nancial instruments assets - 9 - 9

Total credit risk 40,012 22,401 37,706 17,944

Credit quality of fi nancial assetsThe 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 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

COUNTERPARTIES WITH CREDIT RATINGSCash at bank and term deposits

AA+ 5,000 - 5,000 -

AA 26,353 - 24,134 -

Total cash at bank and term deposits 31,353 - 29,134 -

Term deposits, local authority and government stock

AA to AA+ 7,000 - 7,000 -

Total local authority and government stock 7,000 - 7,000 -

Total fi nancial instrument assets 38,353 - 36,134 -


Debtors and other receivables mainly arise from Te Wänanga 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 2008Loans and Receivables

$'000

Other Liabilities @

Amortised Cost $'000

Fair Value

$'000

Cash and cash equivalents 13,103 - 13,103

Accounts receivable 1,659 - 1,659

Other fi nancial assets 21,750 - 21,750

Accounts payable - (10,093) (10,093)

Non-current other fi nancial assets 3,500 - 3,671

Current portion of term liabilities - - -

40,012 (10,093) 30,090

GROUP 2007Cash and cash equivalents 21,861 - 21,861

Accounts receivable 531 - 531

Rental income receivable 9 - 9


Current portion of term liabilities - (520) (520)

22,401 (12,443) 9,958

PARENT 2008Cash and cash equivalents 12,384 - 12,384

Accounts receivable 1,572 - 1,572

Other fi nancial assets 20,250 - 20,250


Non-current other fi nancial assets 3,500 - 3,671

Current portion of term liabilities - - -

37,706 (15,844) 22,033

PARENT 2007Cash and cash equivalents 17,416 - 17,416

Accounts receivable 519 - 519

Rental income receivable 9 - 9


Current portion of term liabilities - (520) (520)

17,944 (34,577) (16,633)

[C] LIQUIDITY RISK

Management of liquidity riskLiquidity risk is the risk that Te Wänanga 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 Wänanga o Aotearoa

aims to maintain flexibility in funding by keeping committed credit lines available.


Contractual maturity analysis of fi nancial liabilitiesThe table below analyses Te Wänanga 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

fl ows $'000

Less than

1 year $'000 1-2 years $'000 2-5 years $'000

More than

5 years $'000

GROUP 2008Creditors and other payables 10,093 10,093 10,093 - - -

TOTAL 10,093 10,093 10,093 - - -

PARENT 2008Creditors and other payables 15,844 15,844 15,844 - - -

TOTAL 15,844 15,844 15,844 - - -

GROUP 2007Creditors and other payables 11,923 11,923 11,923 - - -

TOTAL 11,923 11,923 11,923 - - -

PARENT 2007Creditors and other payables 34,057 34,057 34,057 - - -

TOTAL 34,057 34,057 34,057 - - -

Contractual maturity analysis of fi nancial assetsThe table below analyses Te Wänanga 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

fl ows $'000

Less than

1 year $'000 1-2 years $'000 2-5 years $'000

More than

5 years $'000

GROUP 2008Cash and cash equivalents 13,103 13,103 13,103 - - -

Debtors and other receivables 1,659 1,659 1,527 132 - -

Other fi nancial assets

- term deposits 18,250 18,250 18,250 - - -

- government stock 7,000 7,000 3,500 - 3,500 -

TOTAL 40,012 40,012 36,380 132 3,500 -

PARENT 2008Cash and cash equivalents 12,384 12,384 12,384 - - -

Debtors and other receivables 1,572 1,572 1,440 132 - -

Other fi nancial assets

- term deposits 16,750 16,750 16,750 - - -

- government stock 7,000 7,000 3,500 - 3,500 -

TOTAL 37,706 37,706 34,074 132 3,500 -


Carrying amount

$'000

Contractual cash

fl ows $'000

Less than

1 year $'000 1-2 years $'000 2-5 years $'000

More than

5 years $'000

GROUP 2007Cash and cash equivalents 21,861 21,861 21,861 - - -

Debtors and other receivables 531 531 531 - - -

TOTAL 22,392 22,392 22,392 - - -

PARENT 2007Cash and cash equivalents 17,416 17,416 17,416 - - -

Debtors and other receivables 519 519 519 - - -

TOTAL 17,935 17,935 17,935 - - -

[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

Wänanga o Aotearoa at the balance sheet date.

GROUPINTEREST RATE RISK

2008

$'000

2007

$'000

Profi t

-100bps

Other Equity Profi t

+100bps

Other Equity NOTE

Profi t

-100bps


+100bps

Other Equity

FINANCIAL ASSETS

Cash and cash equivalents 13,103 (131) 13,103 131 1 21,861 (219) 21,861 219

Other fi nancial assets:

- government stock, term deposits 25,250 (253) 25,250 253 2 - - - -

Total sensitivity to interest rate risk 38,353 (384) 38,353 384 21,861 (219) 21,861 219

Explanation of sensitivity analysis – Group

[1] Cash and cash equivalents

Cash and cash equivalents include deposits at call totalling $13,052,093 (2007 - $21,860,866) which are at

fixed rates. A movement in interest rates of plus or minus 1.0% has an effect on interest income of $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 $253,000.

PARENTINTEREST RATE RISK

2008

$000

2007

$000

Profi t

-100bps


+100bps

Other Equity NOTE

Profi t

-100bps


+100bps

Other Equity

FINANCIAL ASSETS

Cash and cash equivalents 12,384 (124) 12,384 124 1 17,416 (174) 17,416 174

Other fi nancial assets:

- government stock, term deposits 23,750 (238) 23,750 238 2 - - - -

Total sensitivity to interest rate risk 36,134 (362) 36,134 362 17,416 (174) 17,416 174


Explanation of sensitivity analysis – Parent

[1] Cash and cash equivalents

Cash and cash equivalents include deposits at call totalling $12,384,209 (2007 - $17,415,400) which are at

fixed rates. A movement in interest rates of plus or minus 1.0% has an effect on interest income of $124,000.

[2] Government stock

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 $238,000.

[E] CAPITAL MANAGEMENT

Capital of Te Wänanga o Aotearoa is its equity, which comprises accumulated funds and other reserves. Equity

is represented by net assets.

Te Wänanga o Aotearoa is subject to the financial management and accountability provisions of the Tertiary

Education Commission (TEC), who impose restrictions in relation to borrowings, acquisition of securities, issuing

guarantees and indemnities and the use of derivatives.

Te Wänanga o Aotearoa manages its equity as a by-product of prudently managing revenues, expenses, assets,

liabilities, investments, and general financial dealings to ensure Te Wänanga o Aotearoa effectively achieves its

objectives and purpose, whilst remaining a going concern.

18. STATEMENT OF COMMITMENTS AND CONTINGENCIES

[A] COMMITMENTS

Operating lease commitments - Group as lesseeThe 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 4 and 10 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 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Within one year 3,442 3,223 3,300 3,063

After one year but no more than fi ve years 1,118 3,492 1,078 3,397

More than fi ve years - 1 - 1

4,560 6,716 4,378 6,461

Operating lease commitments - Group as lessorThe 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. Renewals are at the option of the lessee. There are no

restrictions placed upon the lessee by entering into these leases.

Future minimum rentals receivable under non-cancellable operating leases as at 31 December are as follows:


GROUP 2008

$'000

GROUP 2007

$'000

PARENT 2008

$'000

PARENT 2007

$'000

Within one year 333 2,264 333 2,264

After one year but no more than fi ve years 101 182 101 182

434 2,446 434 2,446

No contingent rents have been recognised in the statement of financial performance during the period.

[B] CONTINGENCIES

Personal grievancesAs at 31 December 2008, there were five open personal grievance claims against Te Wänanga o Aotearoa.

Of these, three claims are considered low risk and unlikely to proceed.

The other two claims could result in legal costs of approximately $5,000 each however they are also unlikely

to proceed.

Contingent LiabilitiesLawsuit

Te Wänanga o Aotearoa has a contingent liability for settlement costs relating to performance management of a

current employee. The estimated cost of settlement is $60,000 (2007 - $100,000). This has not progressed any

further at this point.

Government funding

Te Wänanga o Aotearoa has a contingent liability of $588,653 (2007 - NIL) related to the creation of a new Early

Learning Centre in Manukau. 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.

Suspensory Loan

Te Wänanga o Aotearoa has a $10,000,000 contingent liability (2007 - NIL) due to the first instalment of a

$20,000,000 suspensory loan.

Contingent AssetTe Wänanga o Aotearoa has a $10,000,000 contingent asset due to the final instalments of a $20,000,000 suspensory

loan. The second and third instalments of $5,000,000 each are due to be paid in June 2009 and June 2010. This

loan is an equity contribution agreed to by the Crown.

19. RELATED PARTY DISCLOSURE

The consolidated financial statements include the financial statements of Te Wänanga o Aotearoa and its subsidiary

MO1 Limited.

Equity Interest Investment

Country of

Incorporation

2008

%

2007

%

2008

$'000

2007

$'000

MO1 Limited New Zealand 100 100 1 1


19.1 HCW Holdings Limited (formally Power Chill NZ Limited)

HCW Holdings Limited, trading as All Seasons Air (Waikato) Limited undertakes work for Te Wänanga

o Aotearoa and MO1 Limited. Kingi Wetere is a Director of HCW Holdings Limited. Kingi Wetere has

no influence over dealings that Te Wänanga o Aotearoa has with HCW Holdings Limited. Any dealings

with HCW Holdings Limited by MO1 Limited are approved by Board Members. During 2008 $74,773

(2007 - $45,901) was paid to HCW Holdings Limited for work undertaken.

At balance sheet date Te Wänanga o Aotearoa had an outstanding balance due to HCW Holdings

Limited of $6,849 (2007 - NIL).

19.2 MO1 Limited

MO1 Limited is a wholly owned subsidiary of Te Wänanga o Aotearoa. The Board of MO1 Limited is

appointed by the Council of Te Wänanga o Aotearoa. MO1 Limited provides educational services for Te

Wänanga o Aotearoa and Te Wänanga o Aotearoa is part of the MO1 Limited provider network. During

2008 Te Wänanga o Aotearoa paid MO1 Limited $24,098,995 (2007 - $21,816,415) for these serv-

ices and MO1 Limited paid Te Wänanga o Aotearoa $2,673,846 (2007 - $2,054,898).

At balance sheet date Te Wänanga o Aotearoa had an outstanding balance due to MO1 of $6,238,306

(2007 - $22,847,992) and a balance due from MO1 of $9,847 (2007 - $6,067).

19.3 Gallery 8 Ltd

Marie Panapa is a member of Council of Te Wänanga o Aotearoa and is also a shareholder in Gallery

8 Ltd, an art gallery established to promote local art. In 2008 Te Wänanga o Aotearoa bought artwork

as gifts which amounted to $15,751 (2007 - $285). There were no outstanding balances as at balance

sheet date.

19.4 Tuia Group

Parekäwhia McLean is a Council member of Te Wänanga o Aotearoa. Her brother-in-law is a partner

of Tuia Group. Tuia Group is engaged to undertake legal work on behalf of Te Wänanga o Aotearoa.

In 2008 this amounted to $467,341 (2007 - $347,038). As at balance sheet date Te Wänanga o

Aotearoa had an outstanding balance due to Tuia Group of $100,095 (2007 - $36,778).

19.5 Te Wánanga o Raukawa

Parekäwhia McLean is a Council member of Te Wänanga o Aotearoa. Her father-in-law is Chairperson

of Te Wänanga o Raukawa. Te Wänanga o Raukawa invoiced Te Wänanga o Aotearoa for travel

expenses to attend an Academic Board meeting. This amounted to $854 (2007 - NIL). There were

no outstanding balances as at balance sheet date.

19.6 Tertiary Education Commission

Deirdre Dale is a Council member of Te Wänanga o Aotearoa and also a Commissioner of the Tertiary

Education Commission (TEC). TEC provides funding to Te Wänanga o Aotearoa to enable them to

provide educational services. Te Wänanga o Aotearoa pays TEC for the reimbursement of the professional

services of the Crown Manager.

During 2008 Te Wänanga o Aotearoa paid TEC $528,708 and TEC paid Te Wänanga o Aotearoa

$132,873,921 for these services.

As at balance sheet date Te Wänanga o Aotearoa had an outstanding balance due to TEC of $11,499

for Crown Manager expenses (2007 - NIL).

19.7 The University of Auckland

Manuka Henare is a Council member of Te Wänanga o Aotearoa and is also an employee of The

University of Auckland. The University of Auckland supplies the Te Wänanga o Aotearoa library with

documentation such as student theses.


During 2008 Te Wänanga o Aotearoa paid The University of Auckland $3,338 for these services. As

at balance sheet date Te Wänanga o Aotearoa had an outstanding balance due to The University of

Auckland of $675.

19.8 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 2008. MO1

Limited paid TVNZ $117,438 for these services in 2008 (2007 - $58,050). As at balance sheet date,

MO1 had an outstanding balance of $11,160 due to TVNZ (2007 - $10,350).

19.9 Unite Incorporated

Unite Incorporated was not a related party in 2008. (2007 - Matt McCarten was a member of the

Council of Te Wänanga o Aotearoa until April 2007. He was also the Secretary of Unite Incorporated,

a trade union with a presence throughout New Zealand. In November 2006 Te Wänanga o Aotearoa

entered into an agreement with Unite to offer a suite of programmes within the Unite network. In 2007

$745,330 was paid to Unite).

19.10 Aotearoa Institute Te Kuratini o Ngá Waka Trust Board (Aotearoa Institute)

Aotearoa Institute is a trust that provides car parking to MO1 Limited. William Wetere is the

brother of Kingi Wetere. Rongo Wetere is the father of Kingi Wetere. Both are trustees of Aotearoa

Institute.

The cost of leasing the car park at Rickett Rd in 2008 was $10,188 (2007 - $16,300). There were no

outstanding transactions for MO1 Limited as at 31 December 2008 (2007 - NIL).

(2007 - From June 2007, at the point of the Crown Manager handing back financial powers to Te

Wänanga o Aotearoa, Aotearoa Institute was considered a related party due to Kingi Wetere being a

member of the Board of Aotearoa Institute. Kingi Wetere resigned from the Board of Aotearoa Institute

in late 2007).

Property

(2007 - Aotearoa Institute leases buildings to Te Wänanga o Aotearoa at commercial rental rates. In

2007 $1,023,000 was paid for these leases).

(2007 - as at 31st December 2007, Aotearoa Institute had an outstanding balance due to Te Wänanga

o Aotearoa of $27,011. Te Wänanga o Aotearoa had an outstanding balance due to Aotearoa Institute

of $90,851).

19.11 GTL Investments Limited

GTL Investments Limited is a fully owned subsidiary of Aotearoa Institute.

MO1 Limited purchases student learning resources from GTL Investments Limited. MO1 purchased

resources totalling $308,156 in 2008 (2007 - $1,900,000).

There were no outstanding transactions for MO1 Limited as at 31 December 2008 (2007 - NIL).

GTL Investments Limited is not a related party for the Parent in 2008. (2007 - Te Wänanga o Aotearoa

purchased $2,222,222 of student resources from GTL Limited).

19.12 Glenview International Hotel and Conference Centre Limited

The Glenview International Hotel and Conference Centre Limited is a fully owned subsidiary of

Aotearoa Institute. The company leases from Te Wänanga o Aotearoa the accommodation and conference

areas of the Glenview complex.

The Glenview International Hotel and Conference Centre Limited was not a related party in 2008.

(2007 - Te Wänanga o Aotearoa paid $152,533 to the organisation for motel accommodation and

room hireage).


19.13 Ora Limited

Susan Cullen (sister of Kingi Wetere) is the sole shareholder and director of Ora Limited.

In 2008 Te Wänanga o Aotearoa had no dealings with Ora Limited.

(2007 - Ora Limited had a sub-contracting arrangement with Te Wänanga o Aotearoa. $1,314,084

was paid to Ora Ltd for programme provision).

19.14 Wairau Property Developments Limited

Susan Cullen (sister of Kingi Wetere) is the sole shareholder and one of the directors of Wairau

Property Developments Limited. Te Wänanga o Aotearoa had no dealings with Wairau Property

Developments in 2008.

(2007 - Te Wänanga o Aotearoa leased a property from Wairau Properties until 1 March 2007 and

paid them $21,094 for the lease).

19.15 Tainui Group Holdings

Tainui Group Holdings was not a related party in 2008.

(2007 - Hinerangi Raumati was the Chief Financial Officer for Tainui Group Holdings and a member

of a subcommittee of Council of Te Wänanga o Aotearoa. Te Wänanga o Aotearoa was a tenant of

Tobin Street, Pukekohe, premises owned by Tainui Group Holdings and paid rent to Tainui Group

Holdings of $14,563).

19.16 Tainui Corporation Limited

Tainui Corporation Limited was not a related party in 2008.

(2007 - Hinerangi Raumati was the Chief Financial Officer for Tainui Group Holdings and a member

of a subcommittee of Council of Te Wänanga o Aotearoa. Tainui Corporation Ltd is a wholly owned

subsidiary of Tainui Group Holdings. Te Wänanga o Aotearoa paid Tainui Corporation Ltd $7,395 in

respect of operating expenses for Tobin Street, Pukekohe).

19.17 Raukura Moana Fisheries Ltd

Richard Batley is the Chairman of the Council of Te Wänanga o Aotearoa and was a director of Raukura

Moana Fisheries Ltd until July 2008. As part of his agreement as Council member Te Wänanga o Aotearoa

pay a reimbursement of $213 a month for cell-phone charges. This amounted to $1,496 (2007 - $3,493).

Richard Batley resigned as Director of Raukura Moana Fisheries Ltd in July 2008.

19.18 University of Waikato

This was not a related party in 2008.

(2007 - Craig Coxhead was the Chairperson of Council of Te Wänanga o Aotearoa and was also

an employee of University of Waikato. Tamati Reedy was a Council member of Te Wänanga o

Aotearoa and an employee of University of Waikato. Te Wänanga o Aotearoa uses the University of

Waikato for external courses for employees - 2007 $1,635).

Terms and conditions of transactions with related partiesProviding of services to and purchases from related parties are made in arm's length transactions at both normal

market prices and normal commercial terms.

Outstanding balances at 31 December 2008 and 2007 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 2008, 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 (2007 - 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.


Council RemunerationWages and salaries includes Te Mana Whakahaere and sub-committees remuneration of $126,240

(2007 - $247,431) distributed as follows:

2008

$'000

2007

$'000

Craig Coxhead Council 20 157

Lisa Tipping Audit & Risk 29 15

Richard Batley Council / Audit & Risk 27 14

Richard Jones Audit & Risk 4 14

Hinerangi Raumati Audit & Risk - 12

Lloyd Anderson Council / Audit & Risk 7 7

Jo Davey Council 7 5

Neville Baker Council 8 5

Tania Hodges Council 3 5

June McCabe Council 4 3

Parekáwhia McLean Council 4 3

Tamati Reedy Council - 3

Matt McCarten Council - 2

Mana Forbes Council - 2

Peter Joseph Council 2 1

Deidre Dale Council 3 -

Manuka Henare Council 1 -

Wayne McLean Audit & Risk 7 -

126 248

Directors fees paid by MO1 Limited were as follows:

2008

$'000

2007

$'000

Richard Batley 45 41

Lloyd Anderson 18 18

June McCabe 6 -

69 59

Key Management Personnel Compensation2008

$'000

2007

$'000

Kaihautú 1,331 1,358

Council 126 248

Crown Management payments 529 604

1986 2,210

GROUP 2008

$'000

GROUP 2007

$'000

Short term and employee welfare benefi ts 1,986 1,936

Termination payments - 274

1,986 2,210


20. EVENTS AFTER THE BALANCE SHEET DATE

There were no significant events occurring after the Balance Sheet date.

21. PERFORMANCE AGAINST BUDGET

Group Ministry of Education funding exceeded budget due to being within the specified 3% threshold and therefore

being able to recognise all revenue ($2.2million).

Group other government funding is lower than budget due to lower Quality Reinvestment Plan revenue being

recognised than was budgeted ($4.8million).

Other income has exceeded budget due to an extra $1million in interest income. This has occurred through

improved cash management processes in 2008.

Costs are under budget by $2.1million principally due to lower than budgeted spend on Quality Reinvestment

Plan projects during 2008.

72 // RÁRANGI WHAKAMÁRAMA - GLOSSARY

RÁRANGI WHAKAMÁRAMA

GLOSSARY

Words in this glossary are defined according to their usage at Te Wänanga 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 Mäori 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 Mäori 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 Mäori, refer to the Dictionary of the Mäori Language by H.W

Williams (ISBN 186956-045-0).

Áhua essence, character or appearance of something or

someone that generates an understanding of its

nature and state of being

Áhuatangalikeness; characteristic

Akolearn; teach (see tikanga whakaako)

Ako Whakaterelearning delivery approach developed by TWoA that

uses holistic and active/experiential learning ap-

proaches and strategies

Ákonga a learner engaged in the tikanga whakaako process

in a field in which he or she has some previous

experience (See Tauira)

Ao world; daytime

Aotearoalong white cloud; New Zealand

ApakuraTainui ancestor and tribe; name of the Te Awamutu

campus

Ápihaofficer

Ápiha HokohokoPurchasing Officer

Ápiha Kaiutu Kaute

Accounts Payable Officer

Ápiha Kirimana

Contract Officer

Ápiha Mátaki Taituará

Security Monitoring Officer

Ápiha Púrongo

Records Officer

Ápiha Pútea Tauira

Student Finance Officer

Ápiha Rárangi Utu

Payroll Officer

Ápiha Tautoko Tauira

Student Support Officer

Ariki leader; noble rank / status

Aroha

love; compassion; affectionate regard

Aromatawai assessment

Aronui humanities

Atua

a god; demon; supernatural being

Awhi embrace; foster; cherish

Áwhina

assist; benefit; befriend

Hangarau

technology

RÁRANGI WHAKAMÁRAMA - GLOSSARY // 73

Hapú

subdivision of a tribe; or sub-tribe

Hauora

health; vigour; spirit of life

Híkoi / Whíkoi step; walk; journey or trip

Hímene

hymn

Hinengaromind; Intellectual and /or emotional

dimension of a person or group

Hoamahicolleague

Hoe

paddle; row; convey a canoe

Hongi a greeting by the pressing of noses

Hou

new

Hui assemble; gather; meet

Ingoa

name

Iti small; unimportant

Iwi group of hapü who are linked by tüpuna and blood;

tribe

Kaha

strong; able; strength

Kaiako

tutor

Kaiako Matua

senior kaiako

Kaiárahi Mátauranga

Curriculum Portfolio Owner

Kaiárahi Matua (Aronui) Curriculum Portfolio Leader (Humanities)

Kaiárahi Matua (Mátauranga Máori) Curriculum Portfolio Leader (Mäori Education)

Kaiárahi Matua (Toi) Curriculum Portfolio Leader (Arts)

Kaiárahi Matua (Umanga) Curriculum Portfolio Leader (Careers)

Kaiarataki leader

Kaiarataki Hanganga Infrastructure Team Leader

Kaiarataki Kótuitui Networks Engineer Team Leader

Kaiarataki Mátaki Audit Team Leader

Kaiarataki Rárangi Utu Payroll Team Lead

Kaiarataki Take Kaimahi HR Consultant Team Leader

Kaiarataki Tautoko Hangarau

Help Desk Team Leader

Kaiarataki Tautoko Tauira

Student Support Team Leader

Kaiarataki Tautoko VLC VLC Help Desk Team Leader

Kaiarataki: Te PúngaCurriculum Development Hub Leader

Kaiarataki Whakahaere Túpono Risk Management Team Leader

Kaiarataki Whakapoapoa

National Team Leader

Kaiarataki WhakariteAdministrator Team Lead

Kaiáwhina Personal Assistant

Kaiáwhina Marautanga Personal Assistant to the Kaihautü: Marautanga

Kaiáwhina Pátengi RaraungaDatabase Support

Kaiáwhina Ratonga Hangarau

Technical Services Administrator / PA


Kaiáwhina Whakahaere PúrongoPersonal Assistant to the Kaihautü:

Information Management

Kaiáwhina Whakaú Kounga AkoAdministrator / Personal Assistant

KaihautúExecutive Director

Kaihoahoa Whakairoiro

Graphic Designer

Kaihoko Raupapa

Acquisitions Serials Librarian

Kaihoko Túturu

Procurement Specialist

Kaikaranga

person issuing a call of welcome

Kaimahi staff member; staff

Kaipúkaha Hiko

Desktop Engineer

Kaipúkaha Kótuitui Networks Engineer

Kaipupuri Kiritaki Client Services

Kairaraunga Whakawhiwhinga Tauira Academic Data Administrator

Kairaupapa-á-Kupu

Literacy Librarian

Kairaupapa-á-Rohe

Regional Librarian

Kairaupapa Púnaha

Systems Librarian

Kairaupapa Púranga Kórero Ref /Circulation Librarian

Kairaupapa Takawaenga

Liaison Librarian

Kairaupapa Tautoko Assistant Librarian

Kairaupapa Táutu Pukapuka Interloans Librarian

Kairautaki Máori Strategic Advisor Mäori

Kairuruku Mahi Careers Coordinator

Kairuruku PánuiAdvertising Coordinator

Kairuruku Pánui MatuaSenior Advertising Coordinator

Kairuruku RangahauResearch Coordinator

Kairuruku Raraunga Database Coordinator

Kairuruku Raraunga Matua

Senior Database Coordinator

Kairuruku Rauemi Tauira

Student Resource Coordinator

Kairuruku Rawa Property Coordinator

Kairuruku Taituará-á-Rohe

Regional Security Coordinator

Kairuruku Táruru Fleet Coordinator

Kairuruku Whakaarahi Tracking Coordinator

Kairuruku Whakapápátanga

Communications Centre Coordinator

Kairuruku Whakapoapoa MatuaSenior Marketing Coordinator

Kairuruku Whakatítari Asset Dispatch Coordinator

Kairuruku Whakatoha

Distribution / Graduation Coordinator

Kaitátai analyst

Kaitátai Raraunga

Academic Data Analyst

Kaitátai Umanga

Business Analyst

Kaitátari auditor


Kaitátari Matua

Lead Auditor

Kaitautoko

Assistant; support person

Kaitautoko Hangarau

Field Support Technician

Kaitautoko Kaute

Assistant Accountant

Kaitautoko Mátauranga

Academic Support Manager

Kaitautoko Whakarite

Administration Support

Kaitiaki guardian; Mahi Ora programme tutor

Kaitiaki Raupapa

Library Assistants

Kaitiakitanga

guardianship

Kaitohutohu

advisor

Kaitohutohu Huanga Matua QMS Senior Advisor

Kaitohutohu Kaupapa me te Akoranga HR Policy and Programmes Advisor

Kaitohutohu Raraunga Rákaunui - Räkaunui Database

Advisor

Kaitohutohu Tautoko Tauira Student Support Advisor

Kaitohutohu TureLegal Advisor

Kaitohutohu Whakapakari Kaimahi Professional Development Advisor

Kaitorotechnician

Kaitoro Waea

Telecommunications Technician

Kaitoro Waea Matua Senior Telecommunications Technician

Kaitúruki Pakihi Business Developer

Kaiwhakaahu Rauemi Resource Developer

Kaiwhakahaere

Manager

Kaiwhakahaere-á-Mahi Operations Manager

Kaiwhakahaere-á-Rohe

Regional Manager

Kaiwhakahaere Arai i ngá Túpono

Audit and Risk Manager

Kaiwhakahaere Hauora me te Haumaru

Health and Safety Manager

Kaiwhakahaere Kaupapa Hangarau

Technology Project Manager

Kaiwhakahaere Kaute

Accounting Manager

Kaiwhakahaere Mátauranga

Academic Manager

Kaiwhakahaere o te Whare

Facilities Manager

Kaiwhakahaere Pánga Relationship Manager

Kaiwhakahaere Papa Ákonga

Site Manager

Kaiwhakahaere Púrongo

Records Information Manager

Kaiwhakahaere Pátea Finance Manager

Kaiwhakahaere Raraunga Whakawhiwhinga TauiraAcademic Data Unit Manager

Kaiwhakahaere Ratonga Hangarau

Technical Services Manager

Kaiwhakahaere Ratonga Kiritaki Customer Services Manager

Kaiwhakahaere Rauemi me ngá Kirimana

Resource and Contracts Manager

Kaiwhakahaere Rautaki Strategic Quality Assurance Manager

Kaiwhakahaere Taituará

Security Manager


Kaiwhakahaere Take Kaimahi HR Operations Manager

Kaiwhakahaere Tautoko Hangarau

Support Services Manager

Kaiwhakahaere Tautoko Tauira

Student Support Services Manager

Kaiwhakahaere Whakapoapoa

National Marketing Manager

Kaiwhakahaere Whakauru Tauira

Student Registry Unit Manager

Kaiwhakahaere Whakawhanake Kaimahi HR Development Manager

Kaiwhakahanga

Designer

Kaiwhakahanga Marautanga Curriculum Designer

Kaiwhakamátaki reviewer

Kaiwhakamátaki Akoranga

Programme Reviewer

Kaiwhakarite

Administrator

Kaiwhakarite Hauora me te Haumaru

Health and Safety Coordinator

Kaiwhakarite Kirihauá

Disability Administrator

Kaiwhakarite Marautanga

Curriculum Administrator

Kaiwhakarite MatuaSenior Administrator

Kaiwhakarite Matua o Te Mana Whakahaere

Council Senior Administrator

Kaiwhakahaere o te Pátaka RaupapaLibrary Manager

Kaiwhakarite Papa Ákonga

Site Administrator

Kaiwhakarite Pouhere

Administrator to the Pouhere

Kaiwhakarite Pouhere Matua

Senior Administrator to the Pouhere

Kaiwhakarite Púnaha Pútea

Finance System Administrator

Kaiwhakarite Rauanga Táruru Matua Fleet Database Administrator

Kaiwhakarite RaupapaAdministrative Librarian

Kaiwhakarite Tautoko Tauira

Student Support Administrator

Kaiwhakarite Whakauru Tauira

Student Registry Administrator

Kákano seed; kernel

Kanohiface

Kanohi ki te kanohi face to face

Kapa Haka

haka group

Karakia

incantation; similar to the western concept of prayer

Karanga

a call (usually of welcome)

Katoa

all; the whole; altogether

Kaumatua / Kaumátua

elder/s

Kaupapa

theme; philosophy; topic; agenda

Kaupapahere

policy

Kaupapahere Kaupapa Huanga

QMS Policy Analyst

Kaupapahere Matua Senior Analyst

Kaupapahere Púnaha Púrongo

Information Systems Analyst

Kaupapahere Whakaaenga me te Tohutuku KawaApproval and Accreditation Analyst

Kaupapahere Whakaú Kounga Ako Delivery Analyst


Kawa Protocol

Kete

basket traditionally made from flax

Kíngitanga

Mäori King movement

Kirikiriroa

Hamilton; from the ‘long, gravel bed’ of the Waikato

River as it flows through the city

Kiripaepae Matua Ratonga Kiritaki Senior Customer Services Representative

Kiripaepae Ratonga Kiritaki Customer Services Representative

Kiritake Kaimahi Junior HR Consultant

Kiritake Kaimahi Matua

HR Consultant

Koha

gift (not exclusively materialistic)

Kóhanga

nest

Kóhanga Reo

language nest

Kókiri move forward

Komiticommittee

Komiti Arai I ngá TúponoCouncil Audit and Risk Committee

Komiti Áwhina

a committee that provides input into programme de-

velopment

Koro / Koroua

elderly man

Koroneihana

coronation

Kotahitanga

oneness; unity

Kówae ako

module; paper

Kuia

elderly woman

Kuki Airani Cook Islands

Kupu

word

Kura

school

Mahi work

Mana

prestige; having influence of power

Mana whenua

local people

Manaaki show respect or kindness to; entertain

Manaakitanga

hospitality; respectfulness

Manawanui generosity, warm-heartedness

Mángai Matua KaupapaSenior Cultural Ambassador

Maniapoto

a Tainui tribe and ancestor; Te Kuiti campus

Manubird

Manuhiri / Manuwhiri visitor

Manukau Campus

campus in South Auckland

Máoritanga

pertaining to Mäori

Marae

communal gathering place

Máramalight, not dark

Máramatanga

enlightenment

Marau

curriculum; curriculum area


Marautanga

Curriculum Directorate

Mátauranga

knowledge; understanding

Matuasenior; male parent

Mátuaparents

Maunga

mountain

Maurilife principle

Mihi to greet; a speech of greeting

Mihi Whakatau speech of welcome (less formal than a pöwhiri)

Moana

sea

Moko

tattooing on the face or body

Mokopuna

grandchild

Móteatea

lament

Motuisland

Motuhake

special

Ngá

plural of ‘te’

Ngahere

forest

Ngáti tribal prefix

Noa

free from tapu or any other restriction

Noho Marae

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

Ora

alive; well; in health

Paepae

speaking platform

Pákehá

a person of European descent (generally)

Pánui newsletter; circular

Papa Ákonga

Delivery Site

Papa Ruruku

Coordination Centre

Papa Whakahaere Management Centre

Papaióea

traditional name given to the Palmerston North cam-

pus

Papaióea Rohe Te Wänanga 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

Papakainga

village

Pátakastorehouse

Pátaka RaupapaLibrary Unit

Poari board (trans.)

Pono

true; honest

Pou

Leader

Pou Marautanga

Curriculum Leader

Pouako

tutor

Pounamu

greenstone; jade

Poutoko

Executive Assistant


Pówhiri / Póhiri beckon; welcome; a ceremony to welcome visitors

Pú

source; origin

Puna

spring (of water)

Púnaha Whakahaere

procedure

Púrakau

ancient legend; myth

Rá nehu

burial day

Ráhui Pókeka

Huntly campus

Rákaunui full moon – a time for sharing; academic database that

holds information about curriculum and delivery

Rangahauresearch

Rangatahi youth

Rangatira

chief; leader; well-born noble

Rangatiratanga

chieftainship; leadership

Raranga

weaving

Raroera

name of the pä of Tawhiao situated on the side of

Maungatautari; Hamilton campus

Ratonga Kiritaki Customer Services

Ratonga Whakatikatika Rawa

Facilities Services Unit

Raukawa

a Tainui tribe and ancestor; Tokoroa campus

Rautaki strategy / strategic

Te Rautakinga Strategic Plan

Reo

language; speech

Ringa Hangarau Technical Services Librarian

Ringa Hangarau Tautoko Help Desk Technician

Rohe

region

Rongoá

medicine;

Rópú

group

Rúnanga

council

Tainui Rohe

Te Wänanga 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

Támaki Makaurau

bride sought by a hundred suitors, referring to the

highly sought after land that is currently the site of

Auckland City

Támaki Makaurau / Tai Tokerau Rohe Te Wänanga o Aotearoa region that covers the north

of the North Island from North Cape to Papakura

Tamariki children

Táne

man; male

Tangata / Tángata

person / people

Tangi to cry; to weep

Tangihanga

formal ceremony during which relatives and friends

mourn and honour the passing of a loved one

Taonga

property; anything highly prized


Tapu

under spiritual or religious restriction affecting per-

sons, places or things

Tauihu

prow of a canoe; a forum within which Te Wänanga o

Aotearoa, Te Wänanga o Raukawa and Te Wänanga

o Awanuiärangi discuss issues relating to wänanga

Tauira

a participant engaged a field of new learning (see

Äkonga)

Tauiwinon-Maori

Taupaepae Ratonga Kiritaki Customer Services Receptionist

Taupaepae VLC KiritakiVLC Help Desk Representative

Tautoko

support

Tau-utuutu

reciprocity

Te

the

Te Anga Whakamua

the move forward; the organisational restructure that

occurred in 2006

Te Ao Máori Mäori worldview and its representations

Te Ara Kókiri the pathway to move forward; the Profile of Te Wänan-

ga o Aotearoa

Te Ara Waihanga Marau

programme development and approval process of Te

Wänanga o Aotearoa

Te Arawaone of the great ocean-going waka that travelled from

Hawaiki to Aotearoa and first landed near Cape Runa-

way; iwi residing in the Rotorua region

Te Káhui Rangahau

Te Wänanga o Aotearoa Research Committee

Te Kete

Te Wänanga o Aotearoa website

Te Mana Whakahaere

the Council of Te Wänanga o Aotearoa

Te Pouhere

Chief Executive Officer of Te Wänanga o Aotearoa

Te Puna Mátauranga Head Office

Te Puna Waihanga the Programme Development Committee of Te

Wänanga o Aotearoa

Te Pátake

Rationale

Te Puáwaitanga graduation

Te Ranga Tuarua Tier Two Managers

Te Rautiaki Mátauranga the Academic Board of Te Wänanga o Aotearoa

Te Tai Tonga Rohe

Te Wänanga o Aotearoa region that covers Wellington,

Porirua and the South Island

Tika

right; correct

Tikanga

custom; plan method (derived from Tika)

Tikanga Whakaakoa Mäori teaching and learning methodology that incor-

porates the concept that everyone has something to

learn and something to teach.

Tinana

body; trunk; the main part of anything

Tino

an intensifier; a prefix used to give force or emphasis

Tipuna / Túpuna ancestor / ancestors

Tirititransliteration of the word Treaty

Toa Rangatira

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

campus

Tohu

certificate; proof; sign; mark


Toi art / arts programmes

Túápapa

foundation; base; foundation programmes

Tukutuku

woven wall panel

Túpono

risk

Tupuna / Túpuna

ancestor / ancestors

Turangawaewae

a place to stand; place of belonging

Ture

lore; law

Turipuku

name of a fighting chief of Ngäti Whakaue, who lived

near the current site of Rotorua campus; the name of

Rotorua campus

Uara

value

Uaratanga

organisational mission statement

Uepú

directorate

Uepú MarautangaCurriculum Directorate

Uepú Púreirei Whakamátau

Teaching and Learning Directorate

Uepú Ratonga Tauira

Student Services Directorate

Uepú Take Kaimahi Human Resources Directorate

Uepú Take Pútea Finance Directorate

Uepú Whakahaere Púrongo

Information Management Directorate

Uepú Whakaú Kounga Ako Delivery Directorate

Úkaipútanga to suckle; to nurture

Umangabusiness and computing programmes

Upoko

head; upper part

Wáhanga

unit

Wáhanga Arai i ngá Túpono

Audit and Risk Unit

Wáhanga Pouhere

Office of the CEO

Wáhanga Raraunga Whakawhiwhinga Tauira

Academic Data Unit

Wáhanga Ratonga Hangarau

Technical Services Unit

Wáhanga Ratonga Tautoko Tauira - Student Support

Services Unit

Wáhanga RautakiStrategic Unit

Wáhanga Whakahaere Pútea Finance Operations Unit

Wáhanga Whakapoapoa

Marketing Unit

Wáhanga Whakaú Take Kaimahi Human Resources Operations Unit

Wáhanga Whakauru Tauira

Student Registry Unit

Wáhanga Whakawhanake KaimahiHuman Resources Development Unit

Wahine

woman; female

Waiariki RoheTe Wänanga 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 Opötiki

Waiata

to sing; a song

Wairua

the spiritual dimension of a person, group or event.


Waka Hourua double hulled, voyaging canoe

Wánanga

place of higher learning

Wánangatanga

essence of wänanga

Whaikórero

formal process of oratory

Wháinga

goal; objective

Whaka

causative prefix

Whakairo

carving

Whakaiti to humble or to belittle (depending on context)

Whakamá

embarrassment; shame; to make clear,

(depending on context)

Whakamana

to give prestige to; to empower

Whakamárama

to illuminate; to enlighten

Whakamáramatanga

creating enlightenment

Whakangáwari mitigation strategy

Whakanui to enlarge; to celebrate

Whakapapa

ancestral lineage; genealogical table

Whakatauákí proverb, the author of which is known (see whakataukï)

Whakataukí proverb, the author of which is unknown

(see whakatauakï)

Whakawhanaungatanga

to create, or restore, relationships

Whánau

family

Whanaungatanga

relationships, kinship

Whánui broad; wide; extend

Whare

house

Wharekai dining hall

Wharenui traditional meeting house

Wháriki woven mat

Whenua

land

Whíkoi / Híkoi step; walk; journey or trip

Whirikóká

a tipuna renowned for his relationship with the sea and

the animals that live there; Gisborne campus

Whirikóká RoheTe Wänanga o Aotearoa region that covers the East

Cape and is bounded by the Waiariki Rohe to the east

and the Papaiöea Rohe to the south

WINHEC

World Indigenous Nations Higher Education Consortium

2008 annual report

Documents