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2011 ANNUAL REVIEW Whaia te iti kahurangi Pursue excellence Ki te tüohu koe me he maunga teitei Should you stumble let it be to a lofty mountain 2011 ANNUAL REVIEW INTRODUCTION We are delighted to present this review of 2011. In this summarised Annual Report we provide an overview of our performance operationally, educationally and financially. Highlights for 2011 include: u Adoption of new strategic direction and working on actions to implement u Achieving budget in a year of decreased Government funding through management of costs u Opening of Te Wänanga O Aotearoa campus on main site at Raumanga u Improvement in Academic Performance Indicators including: - Increasing overall study completion rates from 77% in 2010 to 79% and qualification completion rate from 56% to 63% u Completion of Phases 2 and 3 of our new Arts Precinct which enabled Digital Media, Fashion Design, Hairdressing and Beauty Therapy students to operate from the site alongside the Arts programmes this year u Met Crown Loan requirement and had $1.8m of loan converted to equity u Alliance with Taratahi Agricultural Training centre enabling NorthTec to offer full National Certificate training in a number of farming skills u Agreement with Unitec Institute of Technology enabling the final year of Unitec Bachelor of Applied Science (Biodiversity Management) to be delivered by NorthTec u Students and staff awards this year include: • Fifteen medals won by Hospitality students at the National Culinary Fare with two gold medals won in the premier student culinary competition Toque d’ Or. • Three Applied Arts students were selected as finalists in Australasia’s prestigious Ranamok Glass Art Prize. • Three of our Diploma in Fashion and Design students had top placings at the Bernina Fashion Awards. • Two Industry Awards for an Applied Information Systems graduate. • Having one of our Carpentry students compete in the National ITaB Apprentice Challenge at the Certified Builders Conference. • Diana Menefy, winning the Esther Glen medal, New Zealand’s oldest Children’s book prize, at the Lianza Children’s Book Awards. 1 Töu iwi, töu wänanga • Your people, your place 2011 ANNUAL REVIEW OUR STRATEGY In early 2011 we formalised our strategy with the Vision of contributing to raising Northland’s expectations and aspirations, and being instrumental in enabling life change through education. Our Strategy, first presented in last year’s report, is shown below. He täwhiti ke tö koutou haerenga, ki te kore haere tönu. He tino nui rawa ö koutou mahi, kia kore mahi tönu. You have come too far, not to go further. You have done too much, not to do more. Sir James Henare OUR PURPOSE A quality provider of relevant, accessible, innovative tertiary education. OUR VISION We contribute to raising the region’s expectations and aspirations, opening minds to how quality education can change lives. Students We will be in the upper quartile of national benchmarking for qualification completion and our students will consider that they have received a satisfactory return on their investment. Mäori NorthTec will be a place where Mäori can succeed Our Communities educationally as Mäori, We will be valued by with course and our communities, qualification completion with those surveyed AIM rates being equal to considering that We will have achieved those of NorthTec as a NorthTec makes a our Vision if we are whole. positive contribution providing “Return on to the region. Investment” Learning for: The Crown NorthTec is in the upper quartile of national benchmarking The Region’s Employers for educational performance and is We will be the preferred financially responsible, being provider of education for the efficient in the use of resources region’s employers, with those and capable of meeting future sampled preferring to employ needs for capital investment NorthTec graduates over whilst maintaining other tertiary providers. adequate reserves. 2 Töu iwi, töu wänanga • Your people, your place 2011 ANNUAL REVIEW Through identifying our stakeholders we set our four key strategic priorities as: u Through engagement, understand and anticipate what the To deliver best practice region expects from our graduates. and innovative vocational u Through quality delivery and support structures, be flexible and responsive enough to meet these requirements. 1 education u Build a culture of individual and team responsibility for To deliver inspirational professionalism and performance excellence supported by quality leadership, improved decision making, targeted training performance 2 and development, performance management and improved internal systems. u Understand and anticipate the needs of Mäori for vocational To become a sought after tertiary education and ensure that our programmes and tertiary educator for Iwi/ kaupapa enhance the ability of Mäori to succeed. 3 Mäori of Te Tai Tokerau u Improve our financial results by: • Increasing revenue; To secure financial • Reducing costs through improved efficiency sustainability 4 and effectiveness. u NorthTec, as the largest provider of tertiary training based To ensure the region’s in Northland, will act as an educational broker with the vocational tertiary education objective of having the region’s vocational tertiary education needs are met 5 needs met by the most appropriate providers. How Our Strategy fits with our Investment Plan Our primary funding source is the Government, with funding controlled by the Tertiary Education Commission. Through this body we are required to set “Investment Plan” targets for mainly educational outputs. The measures set in our “Investment Plan” will augment and build on our strategies. In 2012 we will be establishing new Investment Plan targets for the years 2013–2015, which will more easily link to our new Strategy presented here. Our progress in 2011 We are still in action with these strategic priorities and are currently reassessing the timelines, whilst also reviewing the output and outcomes we are seeking. In early 2012 we have added a fifth strategic priority, that of acting as an Educational Broker with the objective of having the Regions vocational tertiary education needs met by the most appropriate providers. In summary, actions in progress to deliver on our strategic priorities in 2011 are highlighted on the following pages. We also report on our key performance indicators, benchmarked against other New Zealand Polytechnics. 3 Töu iwi, töu wänanga • Your people, your place 2011 ANNUAL REVIEW ACTION PLAN 1 To deliver best practice and innovative vocational education Through: The Strategies Our Actions u Developing a Stakeholder Engagement u We are reviewing and improving our Framework. This includes reviewing Local Advisory Committee interactions and our relationships and agreements with have sought local stakeholder feedback at Business, Youth, Iwi, Hapu, Community and regional sessions in Kaitaia, Kerikeri and Government, and establishing clear interaction Kaikohe. Information from these sessions, which will enable us to better understand together with ongoing knowledge from informal programme needs for the present and future. meetings from other Stakeholders are brought together in planning sessions for 2012–2020 programme delivery. We are now formalising the appointment of a Stakeholder Engagement Coordinator. u Developing educational excellence u Our Self Assessment processes are now through implementation and staff adoption of integrated over the majority of our departments Self Assessment and standardising learning and a review by the TEC will take place in June resources to ensure consistent quality across 2012. We need to do more on standardising all programmes. This will include improving our learning materials but have increased our electronic storage capability and access. Server capacity in the year. 4 Töu iwi, töu wänanga • Your people, your place 2011 ANNUAL REVIEW ACTION PLAN 2 To deliver inspirational performance Through: The Strategies Our Actions u Embeding performance management u Our Performance Management system processes and ensuring training and learning has been rolled out this year and performance support is focussed on development needs. rewards matched to assessment. We have This will enable staff development to be developed the “Learning and Development supported by performance review with training Toolkit” on our staff portal. We do need to and learning delivery matched to needs. increase our take up of learning opportunities and will be assessing our performance management system for improvements. 5 Töu iwi, töu wänanga • Your people, your place 2011 ANNUAL REVIEW ACTION PLAN 3 To become a sought after tertiary educator for Iwi/Mäori of Te Tai Tokerau Through: The Strategies Our Actions u Developing and publicising working u We have compiled a register of all known relationships with key Mäori organisations and organisations and are now finalising our Iwi and developing a Responsiveness Plan Responsiveness Plan. to include a demographic review of Mäori educational attainment amongst other social and economic data u Making NorthTec more attractive to Mäori u Our Investment Plan APIs indicate that and improving Mäori educational success we are being successful in raising Mäori rates. This involves “stocktaking” our present success rates but we need to progress our programme practices, the environment we understanding of student needs and teaching/ teach in and ways in which staff and students administrative practices that will further the interact. “learning” experience and results. u

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