Download - 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
X //
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)
2 //
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
4 //
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
for the 2004 to 2008 period.
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.
12 // TAUIRA INFORMATION
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
for the 2004 to 2008 period.
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
14 // TAUIRA INFORMATION
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%
20 // STATEMENTS OF SERVICE PERFORMANCE
[ 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%.
STATEMENTS OF SERVICE PERFORMANCE // 21
[ 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).
PERFORMANCE INDICATORS 2006 ACTUAL
2007 ACTUAL
2008 ACTUAL
2008 TARGET
Stakeholders (iwi) express satisfaction in TWoA Not previously recorded Partially
achieved
Baseline
set
22 // STATEMENTS OF SERVICE PERFORMANCE
[ 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.
PERFORMANCE INDICATORS 2006 ACTUAL
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.
STATEMENTS OF SERVICE PERFORMANCE // 23
[ 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.
PERFORMANCE INDICATORS 2006 ACTUAL
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
The accompanying notes form part of these financial statements.
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
The accompanying notes form part of these financial statements.
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
Cash was applied to:
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 - -
Cash was applied to:
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
The accompanying notes form part of these financial statements.
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:
36 // NOTES TO THE FINANCIAL STATEMENTS
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.
NOTES TO THE FINANCIAL STATEMENTS // 37
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.
38 // NOTES TO THE FINANCIAL STATEMENTS
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.
NOTES TO THE FINANCIAL STATEMENTS // 39
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.
40 // NOTES TO THE FINANCIAL STATEMENTS
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
NOTES TO THE FINANCIAL STATEMENTS // 41
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.
42 // NOTES TO THE FINANCIAL STATEMENTS
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.
NOTES TO THE FINANCIAL STATEMENTS // 43
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
44 // NOTES TO THE FINANCIAL STATEMENTS
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.
NOTES TO THE FINANCIAL STATEMENTS // 45
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.
46 // NOTES TO THE FINANCIAL STATEMENTS
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
NOTES TO THE FINANCIAL STATEMENTS // 47
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
48 // NOTES TO THE FINANCIAL STATEMENTS
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
NOTES TO THE FINANCIAL STATEMENTS // 49
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.
50 // NOTES TO THE FINANCIAL STATEMENTS
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.
NOTES TO THE FINANCIAL STATEMENTS // 51
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.
52 // NOTES TO THE FINANCIAL STATEMENTS
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
NOTES TO THE FINANCIAL STATEMENTS // 53
11. P
ROPE
RTY,
PLA
NT
AND
EQUI
PMEN
T (c
ontin
ued)
GROU
P 20
07
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
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
54 // NOTES TO THE FINANCIAL STATEMENTS
11. P
ROPE
RTY,
PLA
NT
AND
EQUI
PMEN
T (c
ontin
ued)
PARE
NT 2
008
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
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
NOTES TO THE FINANCIAL STATEMENTS // 55
11. P
ROPE
RTY,
PLA
NT
AND
EQUI
PMEN
T (c
ontin
ued)
PARE
NT 2
007
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
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
56 // NOTES TO THE FINANCIAL STATEMENTS
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
NOTES TO THE FINANCIAL STATEMENTS // 57
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
Opening Cost at 1 January 2007 2,322 10,556 5 - 12,883
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
Closing Accumulated Amortisation at
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
58 // NOTES TO THE FINANCIAL STATEMENTS
PARENT 2008
Externally
Acquired
Software
$'000
Programme
Development
Costs
$'000
Trademark
$'000
WIP
$'000
Total
$'000
Opening Cost at 1 January 2008 2,152 3,207 5 - 5,364
Additions 63 339 - 343 745
Disposals - - - - -
Fully amortised assets (2,079) - - - (2,079)
Impairment - - - - -
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
Closing Accumulated Amortisation at
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
Opening Cost at 1 January 2007 2,152 8,247 5 - 10,404
Additions - 121 - - 121
Disposals - (5,161) - - (5,161)
Impairment - - - - -
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
Closing Accumulated Amortisation at
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.
NOTES TO THE FINANCIAL STATEMENTS // 59
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.
60 // NOTES TO THE FINANCIAL STATEMENTS
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
Low socio economic 10 10
Special needs 5 4
Language and Kaupapa 2 2
Training 21 13
Total MOE funding received 506 289
Funds applied to:
Salaries 506 289
RAROERA TE PUAWAIBulk funding 542 304
Incentive funding
Low socio economic 6 5
Special needs 5 2
Language and Kaupapa 2 2
Training 7 5
Total MOE funding received 562 318
Funds applied to:
Salaries 562 318
NOTES TO THE FINANCIAL STATEMENTS // 61
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 -
62 // NOTES TO THE FINANCIAL STATEMENTS
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
Accounts payable - (11,923) (11,923)
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
Accounts payable - (15,844) (15,844)
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
Accounts payable - (34,057) (34,057)
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.
NOTES TO THE FINANCIAL STATEMENTS // 63
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 -
64 // NOTES TO THE FINANCIAL STATEMENTS
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
Other Equity Profi t
+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
Other Equity Profi t
+100bps
Other Equity NOTE
Profi t
-100bps
Other Equity Profi t
+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
NOTES TO THE FINANCIAL STATEMENTS // 65
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:
66 // NOTES TO THE FINANCIAL STATEMENTS
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
NOTES TO THE FINANCIAL STATEMENTS // 67
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.
68 // NOTES TO THE FINANCIAL STATEMENTS
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).
NOTES TO THE FINANCIAL STATEMENTS // 69
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.
70 // NOTES TO THE FINANCIAL STATEMENTS
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
NOTES TO THE FINANCIAL STATEMENTS // 71
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
74 // RÁRANGI WHAKAMÁRAMA - GLOSSARY
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
RÁRANGI WHAKAMÁRAMA - GLOSSARY // 75
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
76 // RÁRANGI WHAKAMÁRAMA - GLOSSARY
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
RÁRANGI WHAKAMÁRAMA - GLOSSARY // 77
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
78 // RÁRANGI WHAKAMÁRAMA - GLOSSARY
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
RÁRANGI WHAKAMÁRAMA - GLOSSARY // 79
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
80 // RÁRANGI WHAKAMÁRAMA - GLOSSARY
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
RÁRANGI WHAKAMÁRAMA - GLOSSARY // 81
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.
82 // RÁRANGI WHAKAMÁRAMA - GLOSSARY
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
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