MEETING OF MASSEY UNIVERSITY COUNCIL
WEDNESDAY, 5 DECEMBER 2018
commencing at 9.00 am
to be held in
THE VICE-CHANCELLOR’S EXECUTIVE MEETING ROOM, (SC1.01) UNIVERSITY HOUSE MANAWATŪ CAMPUS
MASSEY UNIVERSITY COUNCIL
A meeting of Massey University Council will be held in the Vice Chancellor’s Executive Meeting Room (SC1.01) University House, Manawatū Campus and by teleconference
Wednesday, 5 December 2018
Commencing at 9.00am
AGENDA - PART I
Bookmark Approval Page Item (A) Numbers Discussion (D) Priority Discussion * 1.0 INTRODUCTION
1.1 Whakatauākī
1.2 Welcome
1.3 Teleconferencing It is recommended that this meeting of the Council, held by way of teleconference, be conducted in accordance with the “Guidelines for the Conduct of Council and Council Sub- Committees”, subject to the following specific requirements:
(a) A member may not leave the meeting by disconnecting unless he or she has previously obtained the express consent of the chairperson of the meeting.
(b) At the beginning of the meeting a roll call will be taken to establish those present. A roll call will again be taken at the end of Page 1 of 6
the meeting to ascertain those members still present.
(c) The Chairperson will invite members individually to vote by voice “aye” or “no”. As such, no show of hands will be necessary in the event of a division.
1.4 Apologies
1.5 Health and Safety Briefing
1 1.6 Declaration of Interest/Register of Interest 8-11
Members are reminded to disclose any actual, perceived or potential conflicts of interest in a
matter being considered or about to be considered by the Council or committee.
1.7 Confirmation of Agenda and Urgent Items In accordance with Sections 46A(7) and 46A(7A) of the Local Government Official Information and Meetings Act 1987, to receive the Chairperson’s explanation that specified item(s), which do not appear on the /Agenda of this meeting and/or the meeting to be held with the public excluded, will be discussed. Any additions in accordance with Section 46A(7) must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting. Any additions in accordance with Section 46A(7A) may be received or referred to a subsequent meeting for further discussion. No resolution, decision or recommendation can be made in respect of a minor item.
1.8 C18/140 2 Minutes of the Part I Council meetings held on 1 A 12-19 November 2018
1.9 Matters Arising
1.10 C18/141 3 D 20 Council Action Schedule as at 5 December 2018
Page 2 of 6
Bookmark Approval Page Item (A) Numbers Discussion (D) Priority Discussion *
4 1.11 C18/142 D 21 Council Work Plan March 2019
2.0 STRATEGIC DISCUSSION
2.1 Chancellor’s Report - Part I - oral D Chancellor, Mr Michael Ahie
2.2 C18/143 5 Vice-Chancellor’s Report – Part I – Mid October to D 22-41 Mid November
Vice-Chancellor, Professor Jan Thomas
2.3 C18/144 6 October 2018 Month End Financial Report D 42-46 Ms Cathy Magiannis, Deputy Vice-Chancellor Finance
and Technology
3.0 POLICIES/PAPERS FOR APPROVAL 3.1 C18/145 7 A 47-65 Draft Asset Investment Policy Review Ms Cathy Magiannis, Deputy Vice- Chancellor Finance and Technology
3.2 C18/146 8 A 66-69 Health and Safety Strategy Mr Stuart Morriss, Deputy Vice-Chancellor Operations
3.3 C18/147 9 70-75 Wellbeing Strategy Mr Stuart Morriss, Deputy Vice-Chancellor Operations
4.0 LATE ITEMS
Page 3 of 6
5.0 EXCLUSION OF PUBLIC To be moved: “That the public be excluded from the following parts of the proceedings of this meeting listed in the table below. The general subject of each matter to be considered while the public is excluded, the reasons for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for passing of this resolution are as follows:
General subject of each matter to be considered Reason for passing Ground(s) under this resolution in Section 48(1) for relation to each passing this resolution matter Item 6.1 Minutes of Council Meeting For the reasons set out in the Part I C18/148 held on 1 November 2018 minutes of 1 November 2018 held with public present Item 6.3 Council Action Schedule, Improper gain or s7(2)(j) C18/149 dated 5 December 2018 advantage Item 6.4 Part II Council Work Schedule Improper gain or s7(2)(j) C18/150 – March 2019 advantage Item 6.5 Confirmation of E-ballot – Improper gain or s7(2)(j) C18/151 Insurance Renewal advantage Item 7.1 Chancellor’s Report – Part II - Improper gain or s7(2)(j) verbal advantage Item 7.2 Improper gain or s7(2)(j) Key Strategic Issues C18/152 advantage Item 7.2.1 Strategic Discussion - Improper gain or s7(2)(j) Research C18/153 advantage Item 7.2.2 Strategic Discussion - Improper gain or s7(2)(j) Wellington C18/154 advantage Item 7.3 October 2018 Month End Improper gain or s7(2)(j) Financial Report C18/155 advantage Item 8.1 Risk Management Update Improper gain or s7(2)(j) Report C18/156 advantage Item 9.1 Consolidated University Plan Improper gain or s7(2)(j) C18/157 2019-2021 advantage Item 9.2 2019 University Operating Improper gain or s7(2)(j) C18/158 Budget advantage Item 9.3 2019 Ten Year Capital Plan Improper gain or s7(2)(j) C18/159 advantage Item 9.4 Dairy Farm 4 Business Case Improper gain or s7(2)(j) C18/160 advantage General subject of each matter to be considered Reason for passing Ground(s) under this resolution in Section 48(1) for relation to each passing this resolution matter Page 4 of 6
Item 9.5 Massey Ventures Limited – Improper gain or s7(2)(j) C18/161 Statement of Corporate advantage Intent Item 9.6 Appointment of Director to Improper gain or s7(2)(j) C18/162 Massey Global Limited Board advantage Item 9.7 Bad Debt Write-off Improper gain or s7(2)(j) C18/163 advantage Item 9.8 Closure of Applied Leadership Improper gain or s7(2)(j) C18/164 in Professional Practice advantage Limited (ALPP) Item 9.9 Buckle Street Property Improper gain or s7(2)(j) C18/165 Wellington Campus - Update advantage Item 9.10 In Council Graduation Improper gain or s7(2)(j) C18/166 advantage Item 9.11 Reappointment of Council Personal Privacy S7(2)(a) C18/167 Member Item 9.12 Wellington Student Improper gain or s7(2)(j) C18/177 Accommodation Project advantage Update Item 11.1 * Items For Noting – Improper gain or s7(2)(j) C18/168 Separately Circulated advantage
This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by Section 6 or Section 7 of that Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as stated in the above table.
Also, that the persons listed below are permitted to remain after the public has been excluded for the reasons stated.
• Mr Stuart Morriss Deputy Vice-Chancellor Operations, International and University Registrar, Ms Cathy Magiannis, Deputy Vice-Chancellor Strategy, Finance, IT and Commercial Operations, Distinguished Professor Sally Morgan, Academic Board Chair, Mr James Gardiner, Director of Communications, Ms Suzie Valentine, Senior Advisor - Special Projects, Professor Giselle Byrnes, Provost, because of their knowledge and ability to provide the meeting with advice on matters both from an organization- wide context and also from their specific role within the University.
• Mrs Priscilla Jeffrey, Executive Secretary because of her ability to provide the meeting with procedural advice and record the proceedings of the meeting.”
* The noting papers include: (i) Update on Vice-Chancellor’s 2018 Performance Indicators
Page 5 of 6
(ii) Academic Board Minutes 15 August 2018, 19 September 2018 and 17 October 2018 - Part I and Part II (iii) Enrolment Report Update (iv) Performance Reporting [Quarter 3]: - Massey University Portfolio Report – Quarter 3 2018 - Quarterly Performance Report (Q3 2018) (v) Finance and Assurance Committee Minutes 15 November 2018
* * * * *
Page 6 of 6
MASSEY UNIVERSITY COUNCIL MEMBERS INTERESTS REGISTER – as at 1 November 2018
Michael Ahie BBS(Hons) Taranaki, Nga Ruahine, Ngati Ruanui Position Council member – Minister of Tertiary Education Appointee Responsibilities Chancellor Performance and Remuneration Committee member Finance and Assurance Committee Term: 17 December 2012 – 16 June 2014 17 June 2014 – 16 June 2018 1 January 2016 – 31 December 2019 Declaration Date: 3 May 2018 Interests: Chairman Spring Sheep Dairy Ltd Partnership Chairman Plant and Food Research Limited Chairman Food Safety and Assurance Advisory Council Chairman ComplyWith NZ Ltd Chairman Plant Market Access Council Director FMG (Farmers Mutual Group) Director The Bio Commerce Centre Limited Director MIG (Manawatu Investment Group) Limited Director MIG Nominee No 1 Limited Director AltusQ New Zealand Limited Director and Shareholder Clearwater Limited Director and Shareholder Jama Property Limited Member IRD Risk and Assurance Advisory Committee Trustee The Jama Trust Trustee Ripo Tautahi Whanau Trust
Dr Helen Anderson QSO PhD (Cantab), CRSNZ, CFInstD
Position Council member – Minister of Tertiary Education Appointee Responsibilities Pro Chancellor Finance and Assurance Committee member Performance and Remuneration Committee member Term: 25 June 2014 – 31 May 2017 1 January 2016 – 31 December 2019 Declaration Date: 3 May 2018 Interests: Chair BRANZ Group Chair SCION Chair Wellington Branch, Institute of Directors Independent Director Dairy NZ Group Director NIWA Director Anderson Associates NZ Ltd. Director Antarctica NZ Councillor NZ Institute of Directors Member Assurance and Risk Committee, NZ Police Director ClearPoint Ltd. Trustee Helen Anderson Family Trust Director Blinc Innovation Ltd Trustee NZ Antarctic Research Institute
Page 1 of 4 Dr Helen Anderson QSO PhD (Cantab), CRSNZ, CFInstD
Chair MBIE, Building Advisory Panel
Mr Alistair Davis LLB BCA
Term: 17 May 2018 to 17 May 2022 Declaration Date: 28 June 2018 Interests: CEO and Managing Director Toyota New Zealand Director Toyota Finance New Zealand Chair Sustainable Business Council Member New Zealand Initiative Member Business New Zealand Major Companies Group Member Motor Industry Association
Colin Harvey ONZM BAgSc, BCom(Auck)
Position Council member – Minister of Tertiary Education Appointee Responsibilities Council member Finance and Assurance Committee chair Performance and Remuneration Committee member
Term: 17 December 2013 – 16 December 2017 1 January 2016 – 31 December 2019 Declaration Date: 3 May 2018 Interests: Chairman Hobbiton Scenic Tours JV Managing Director ANiDEA Ltd Managing Director Lake McKay Station Ltd Polybotics Managing Director Harvey Investment Fund Ltd Director Country TV Ltd, Canterbury Fresh Ltd, Wool Industry Research Ltd, Scitox Ltd, Northland Properties Ltd, Topgene Ltd, BRP Ltd, Director Kiwicare Ltd Director and consultant Polybatics Partner iGlobe Investments Ltd Member/Executive ARPPA Member Agrbio and Biotech Sub Committee Return on Science Member NZ Institute Directors
Jacqui Hofmann GDipInfSc, BA Well.
Position Council member – Elected by Permanent members of the Professional Staff Responsibilities Council member Term: 1 January 2016 – 31 December 2019 Declaration Date: 3 May 2018 Interests: Member Universities New Zealand Committee on Student Administration and Academic Services, NZQA subcommittee Staff member Massey University - Associate Director, Academic Services Student Administration
Page 2 of 4
Ngahuia Kirton
Position Council member – Elected by Students Responsibilities Council member Term: 6 September – 30 August 2020 Declaration Date: 27 September 2018 Interests:
Member Massey University Students’ Association Member Manawatu Tenants Union
Ian Marshall BCom (Natal) CAANZ
Position Council member – Council Appointee Responsibilities Council member Finance and Assurance Committee Chair
Term: 9 October 2014 – 31 December 2015 1 January 2016 - 8 October 2018 Declaration Date: 3 May 2018 Interests: Chair of Audit and Risk Sub- Marlborough District Council Board committee Member New Zealand Auditing and Assurance Board Director and Chair of Wools of New Zealand Ltd Audit Committee
Distinguished Professor MSc, PhD Michigan, FRSNZ FAMS, FNZMS Gaven Martin Position Council member – Elected by Permanent members of the Academic Staff Responsibilities Council member Finance and Assurance Committee Member Term: 1 January 2016 – 31 December 2019 Declaration Date: 3 May 2018 Interests: Director New Zealand Mathematics Research Institute Chair of a variety of New Zealand Mathematics Society subcommittees Board member Rotary Science Trust Member International Council for Science / Committee for Freedom and Responsibility in Science (ICSU) Trustee Sir Neil Waters Trust Academy Councillor Royal Society of New Zealand Staff member Massey University (Deputy PVC College of Sciences)
Page 3 of 4
Ben Vanderkolk LLB (Cantab), IoD
Position Council member – Ministerial Appointee Responsibilities Council member Performance and Remuneration Committee chair
Term: 29 August 2011 – 30 November 2012 1 December 2012 – 30 November 2016 1 January 2016 – 31 December 2018 Declaration Date: 3 May 2018 Interests: Deputy Chair UCOL Council Member Bio Commerce Trust Board Principal BVA The Practice, Palmerston North and Wellington
Tina Wilson BBS BA (Massey) IoD
Position Council member – Council Appointed Māori Representative Responsibilities Council member Finance and Assurance Committee member Term: 6 October 2016 to 5 October 2020 Declaration Date: 3 May 2018 Interests: Director Tem Corporation Aotearoa Ltd Chair Te Iwi O Tukorehe Ltd Trustee Te Iwi O Tukorehe Trust Board Member Generosity NZ, Tupu Toa Full-time employee NZTE - Te Tumu Whakarāe/ Director Maori Business
Carl Worker MA (Hon) Oxf.
Position Council member – Council Appointee Responsibilities Council member Term: 26 May 2016 – 25 May 2020 Declaration Date: 3 May 2018 Interests: Full-time employee Ministry of Foreign Affairs and Trade with the dual roles of MFAT Principal Business Adviser and New Zealand Ambassador for Counter-Terrorism. Ambassador Consulate Hong Kong
Page 4 of 4 C18/140 - December Part I
MINUTES OF MASSEY UNIVERSITY COUNCIL
THE MEETING OF MASSEY UNIVERSITY COUNCIL HELD IN THE VICE-CHANCELLOR’S EXECUTIVE MEETING ROOM (S1.01), UNIVERSITY HOUSE, MANAWATŪ CAMPUS AND BY TELECONFERENCE
on
THURSDAY, 1 NOVEMBER 2018 AT 9.00AM
PART I
PRESENT: Mr Michael Ahie (Chancellor) (in the Chair), Dr Helen Anderson (Pro Chancellor), Mr Alistair Davis, Mr Colin Harvey, Ms Jacqui Hofmann, Ms Ngahuia Kirton, Mr Ian Marshall, Distinguished Professor Gaven Martin, Professor Jan Thomas (Vice-Chancellor), Mr Ben Vanderkolk, Ms Tina Wilson (from 9.15am) and Mr Carl Worker (via teleconferencing).
IN ATTENDANCE: Mr Stuart Morriss, Deputy Vice-Chancellor Operations Ms Cathy Magiannis, Deputy Vice-Chancellor Finance and Technology Mr James Gardiner, Corporate Communication Director Ms Suzie Valentine, Senior Advisor Special Projects Mrs Priscilla Jeffrey, Executive Secretary
1.0 INTRODUCTION
1.1 WHAKATAUĀKĪ
A whakatauākī was observed at the commencement of the meeting.
1.2 WELCOME
The Chair opened the meeting and welcomed everyone to the meeting. He advised that Propero Managing Partners, Mr Matt Stanley and Ms Sarah Naude would be attending via teleconference in the confidential part of the meeting to present their report back on the Council evaluation.
The Chair also advised that the Director of Marketing and Recruitment, Ms Ruth Mackenzie, and the Public Relations Director, Ms Annalie Brown, would be presenting the Marketing and Recruitment for 2019 to the Council in the confidential part of the meeting.
Page 1 of 8
C18/140 - December Part I
The Chancellor further advised the format of the meeting for the day, noting that Part II [confidential] items 23 would be referred to the Finance and Assurance Committee meeting on 15th November 2018, and that item 24 would be deferred to a subsequent Council meeting.
1.3 TELECONFERENCING
The Chair advised members that this meeting would be held by way of teleconference and needed to follow the “Procedures for Council and Council Committee Meetings”.
18-65 RESOLVED that this meeting of the Council be held by way of teleconference and conducted in accordance with the “Procedures for Council and Council Committee Meetings”, subject to the following specific requirements:
(a) A member may not leave the meeting by disconnecting unless he or she has previously obtained the express consent of the chairperson of the meeting;
(b) At the beginning of the meeting a roll call will be taken to establish those present. A roll call will again be taken at the end of the meeting to ascertain those members still present; and
(c) The chairperson will invite members individually to vote by voice “aye” or “no”. As such, no show of hands will be necessary in the event of a division.
Anderson/Martin CARRIED
1.4 APOLOGIES
Apologies were received from Distinguished Professor Sally Morgan, Chair of Academic Board, and from Council Member, Ms Tina Wilson, for lateness.
1.5 HEALTH AND SAFETY BRIEFING
The Deputy Vice-Chancellor Operations, Mr Stuart Morriss, gave a health and safety briefing.
1.6 DECLARATION OF INTEREST/REGISTER OF INTEREST
Members were reminded to disclose any actual, perceived or potential conflicts of interest in a matter being considered or about to be considered by the Council or committee.
1.7 CONFIRMATION OF AGENDA AND URGENT ITEMS
The Agenda was confirmed with no further changes to those identified in clause 1.2 above.
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C18/140 - December Part I
1.8 C18/116 MINUTES OF COUNCIL OF THE PART I MEETING HELD ON 6 SEPTEMBER 2018
Consideration was given to the draft minutes.
18-66 RESOLVED that the minutes of the Massey University Council meeting held on Thursday, 6 September 2018 [Part I public] be confirmed as a true and correct record.
Anderson/Harvey CARRIED 1.9 MATTERS ARISING
No matters arising.
1.10 C18/117 COUNCIL ACTION SCHEDULE AS AT 1 NOVEMBER 2018
In considering the Action Schedule members noted item 1 could now be removed as it was being considered as part of the Vice-Chancellor’s report. Item 2 could now be closed. In regard to item 3 Mr Stuart Morriss, Deputy Vice-Chancellor Operations, advised that it was hard to change the meeting cycle with the flow of business. The Agenda Schedule for 2019 was largely the same as currently is. To change the meeting cycle would be challenging.
The Council noted the Council Action Schedule as at 1 November 2018.
ACTION: The Executive Secretary to update the Council Action Schedule.
1.11 C18/118 COUNCIL WORK SCHEDULE – DECEMBER 2018
Consideration was given to the timing of some items. It was suggested that the cycle for the budget was set too late if there was any misalignment.
Ms Magiannis, Deputy Vice-Chancellor Finance and Technology, advised that the Finance and Assurance Committee had been delegated responsibility to look at the draft in detail before it was presented to the December 2018 Council meeting. It was suggested that if there was concern at the December Council meeting then there was an opportunity to hold an extraordinary meeting in early 2019 to consider the budget further.
The Committee noted the Council Work Schedule for December 2018.
2.0 STRATEGIC DISCUSSION
2.1 CHANCELLOR’S REPORT - PART I - VERBAL
The Chancellor gave a brief report on the Council related activities he had undertaken since the last Council meeting.
The Council noted the Chancellor’s verbal report. Page 3 of 8
C18/140 - December Part I
2.2 C18/119 UPDATE ON VICE-CHANCELLOR’S PART I REPORT TO COUNCIL PERIOD: EARLY SEPTEMBER TO MID-OCTOBER
The Vice-Chancellor, Professor Jan Thomas, spoke to her report.
Professor Thomas advised the recent appointment of Professor Stephen Kelly to the position of Pro Vice-Chancellor Massey Business School. He was interviewed along with international candidates and was the preferred candidate for both the panel and a staff focus group.
Professor Thomas also advised that Deputy Vice-Chancellor Māori and Pasifika, Dr Charlotte Severne, had now moved to her first Chief Executive Officer role. Her contribution to the University had been immense. Professor Thomas believed Dr Severne would remain a close friend of the University. She suggested that it would be fitting for the Council to acknowledge Dr Severne’s contribution and a letter be written to thank her and wish her well in her new role.
Professor Thomas advised that the enrolment figures for 2019 were positive, noting there was significantly higher attendance at the open days this year.
The Council noted the Vice-Chancellor’s Part I report.
ACTION: The Chancellor on behalf of the Council through the Executive Secretary write to Dr Charlotte Severne acknowledging her contribution to the University over the past two years and wishing her well in her new role.
2.3 C18/120 SEPTEMBER 2018 MONTH END FINANCIAL REPORT - PART I
Mr Ben Vanderkolk left the meeting at 9.35am
The Deputy Vice-Chancellor Finance and Technology, Ms Cathy Magiannis, spoke to the report.
The Council noted the September 2018 Month End Financial Report.
3.0 POLICIES/PAPERS FOR APPROVAL
3.1 C18/121 DRAFT COUNCIL WORK SCHEDULE 2019
Mr Stuart Morriss, Deputy Vice-Chancellor Operations, advised that the meeting times were the same as for the last year. The Finance and Assurance Committee meeting in February led into the March Council meeting. This enabled early engagement in matters requiring Council overview. The workload was such that it did not lend itself to moving the meeting dates for an even spread over the year.
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C18/140 - December Part I
In discussion it was suggested that the order of strategic discussion should be research and marketing first, followed by civic leadership and enabling later in the year.
18-67 RESOLVED:
3.1.1 That the following schedule of strategic discussion be confirmed: - Research and marketing including digital, student experience, process simplifications - Te Tiriti o Waitangi - Civic Leadership - Enabling Excellence
3.1.2 That it be noted that site visits had yet to be determined.
3.1.3 That the Draft Council Work Schedule 2019 be approved noting the future additions of Strategic Discussions, Site Visits and ongoing amendments.
Kirton/Martin CARRIED
3.2 C18/122 FINANCE AND ASSURANCE COMMITTEE TERMS OF REFERENCE – AMENDMENTS FOR APPROVAL
Mr Ian Marshall, Chair of Finance and Assurance Committee, advised that the amendments being sought were the result of mapping the Work Schedule against the Terms of Reference and refinement.
Members noted the changes to officer titles required updating under clause 5 of the Terms of Reference.
18-68 RESOLVED that the changes under clause 3 of the Finance and Assurance Terms of Reference, including the change in titles of officers under clause 5, be approved.
Marshall/Harvey CARRIED
3.3 C18/123 PAYMENTS TO COUNCIL MEMBERS – AMENDMENT TO POLICY
Mr Stuart Morriss, Deputy Vice-Chancellor Operations, spoke to the report. He advised that the proposal to alter the payments policy was to reflect the contribution and greater workload Chairs of committees had. The Fees Framework was rigid in the amount of movement within each category. There was an allowed
Page 5 of 8
C18/140 - December Part I
increase of 10% of the annual fee paid to Council members for additional responsibilities of Council members. Any intention to exceed the 10% movement it would require Ministerial approval.
18-69 RESOLVED that the structure of payments in the Payments to Council Members Policy be amended to include a clause for the provision of an additional 10% of the Council members’ annual fee to be paid to Chairs of Committees, who were neither the Chancellor or Pro Chancellor, in recognition of their additional workload, and that the total sum be $22,000.
Harvey/Davis CARRIED
(NOTE: Mr Ian Marshall abstained from voting on clause 3.3 above.)
4.0 LATE ITEMS
There were no late items to be considered.
5.0 EXCLUSION OF PUBLIC
18-70 RESOLVED that the public be excluded from the following parts of the proceedings of this meeting listed in the table below.
The general subject of each matter to be considered while the public was excluded, the reasons for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the local government official information and meetings act 1987 for passing of this resolution were as follows:
General subject of each matter to be Reason for Ground(s) under considered passing this Section 48(1) for resolution in passing this relation to each resolution matter Item 6.1 Minutes of Council Meeting For the reasons set out in the Part I C18/124 held on 6 September 2018 minutes of 6 September 2018 held with public present Item 6.3 Council Action Schedule, Improper gain or s7(2)(j) C18/125 dated 1 November 2018 advantage Item 6.4 Part II Council Work Improper gain or s7(2)(j) C18/126 Schedule - December advantage Item 6.5 Confirmation of E-ballot – Improper gain or s7(2)(j) C18/127 Terms of reference to the advantage Appointment of Mr Martin to Conduct a Review Item 7.1 Chancellor’s Report – Part II Improper gain or s7(2)(j) -verbal advantage
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C18/140 - December Part I
Item 7.2 Massey University Council Improper gain or s7(2)(j) C18/128 Evaluation Report 2018 advantage Item 7.3 Key Strategic Issues Improper gain or s7(2)(j) C18/129 advantage Item 7.4 Marketing and Recruitment Improper gain or s7(2)(j) 2019 - Presentation C18/130 advantage Item 7.5 September 2018 Month End Improper gain or s7(2)(j) Finance Report C18/131 advantage Item 7.6 Massey Global Limited Improper gain or s7(2)(j) Annual Report and C18/132 advantage Statement of Corporate Intent Item 8.1 Quarterly Risk Management Improper gain or s7(2)(j) Report (September) C18/133 advantage Item 9.1 Health and Safety Report Improper gain or s7(2)(j) [Quarterly Report (January C18/134 advantage to September Q3)] Item 9.2 Improper gain or s7(2)(j) Construction Hazards C18/135 advantage Item 9.3 Health and Safety Plan for Improper gain or s7(2)(j) C18/136 2019 advantage Item 9.4 PBRF Post Assessment Improper gain or s7(2)(j) C18/137 Review advantage Item 9.5 Re-appointment of Council Improper gain or s7(2)(j) C18/138 Member advantage Item 11.1 Items for Noting – Improper gain or s7(2)(j) C18/139 Separately Circulated advantage
This resolution was made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by Section 6 or Section 7 of that Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as stated in the above table.
Also, that the persons listed below be permitted to remain after the public had been excluded for the reasons stated.
• Mr Stuart Morriss, Deputy Vice-Chancellor Operations, Ms Cathy Magiannis, Deputy Vice-Chancellor Finance and Technology, Distinguished Professor Sally Morgan, Academic Board Chair, Mr James Gardiner, Director of Communications and Ms Suzie Valentine, Senior Advisor - Special Projects, because of their knowledge and ability to provide the meeting with advice on matters both from an organization-wide context and also from their specific role within the University.
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C18/140 - December Part I
• Mrs Priscilla Jeffrey, Executive Secretary to Council, because of her ability to provide the meeting with procedural advice and record the proceedings of the meeting.
• Mr Matt Stanley and Ms Sarah Naude, Managing Partners, Propero Consulting Ltd, (for item 7.2 only) in their capacity as independent advisers on governance services, to assist the Council with its self- evaluation and provide a report back on the process.
• Ms Ruth Mackenzie, Director, Marketing and Recruitment, and Ms Annalie Brown, Public Relations Director (for item 7.4 only) because of their knowledge and ability to provide the meeting with advice on matters relating to the Marketing and Recruitment process for 2019.”
Harvey/Martin CARRIED
Part I of the meeting finished at 9.45am
Signature: ______
Date: ______
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C18/141 – December Part I
Council Action Schedule Part I – December 2018
ACTIONS FROM PREVIOUS MEETING
Item No. Item/Action Responsibility Meeting Status Date Update On Vice-Chancellor’s Part I Report To Council Period: Early September To Mid-October
ACTION: The Chancellor on behalf of the Council through the Executive Secretary write to Dr 1. DVCO 01-11-18 Completed Charlotte Severne acknowledging her contribution to the University over the past two years and wishing her well in her new role.
C18/142 – December Part I MARCH – Palmerston North Campus – Part I
Function: Close off of previous year; Establishing parameters for new year; Strategy approval for the current year • VC scene setting • Preparation for Graduation Ceremonies and Honorary Awards • Annual Accounts for previous year (delegation) • Review of Council Performance Site Visit:
REPORTS DUE
Item Action Responsibility Due Date Status No.
1. Chancellor’s Report Chancellor 07-03-19
2. Vice Chancellor’s Report Vice-Chancellor 07-03-19
3. Financial Report DVCF&T 07-03-19
4. Conferring of Degrees & DVCO 07-03-19 Awarding of Diplomas and Certificates at graduation ceremonies delegation
5. Review Council Code of Conduct DVCO 07-03-19
6. Policies as per schedule DVCO 07-03-19 Guidelines for the Conduct of Council and Committees Payments to Council Members Terms of Reference- Council 7. DVCO 07-03-19 Committees 8. Academic Board Part I Minutes DVCO 07-03-19 Noting Paper
NOTE: Business Cases will be brought to Council for approval as appropriate A Health and Safety Briefing by will be held at the beginning of each meeting
C18/143 – December 2018 Part I
REPORT TO COUNCIL
REPORT TO: Chairperson and Members COUNCIL
DATE OF MEETING: December 5, 2018
REPORT TITLE: UPDATE ON VICE-CHANCELLOR’S PART I REPORT TO COUNCIL PERIOD: MID-OCTOBER TO MID-NOVEMBER DATE OF REPORT: November 22, 2018
REPORT AUTHOR: Vice-Chancellor, Professor Jan Thomas
RECOMMENDATION TO THE COUNCIL
It is recommended to the Council:
• That Council note this update to Council on major issues, key achievements, highlights arising during the period mid-October to mid-November.
This report is intended to be a high-level overview summary. I have taken the opportunity to provide appendices and links to information in fuller detail, should Council members wish to delve further.
1.0 NGĀ TAKE O TE WĀ TOPICAL ISSUES
1.1 Vice-Chancellor’s elogs Below is a list of the elogs that I have sent to all staff over the reporting period.
• November 6 – Invitation to all staff - Manawatū Graduation, November 30, 2018 (including the conferment of an Honorary Doctorate to Professor Emeritus Sir Mason Durie during ceremony three).
Please refer to Hyperlink 1 should you wish to read further Elogs to Staff.
1.2 2018 Massey University Honorary awards The full list of 2018 Honorary Degree awards and Professor Emeritus awards are provided below for your information.
Honorary Degrees • Sandy Adsett, Doctor of Fine Arts – conferred May • Professor Emeritus Mary Earle, Doctor of Science – conferred May • Professor Emeritus Richard Earle, Doctor of Science – conferred May C18/143 – December 2018 Part I
• Dr Alex Chu, Doctor of Science – conferred May • Professor Emeritus Sir Mason Durie, Doctor of Health – conferred November
Professor Emeritus titles • Professor Roger Lentle – July • Professor Tim Parkinson – July • Professor Mike Hedley – November • Professor Kathryn Rountree – November • Professor David Mellor – November • Professor Anthony Paterson – November • Professor Ralph Sims – November • Professor Allan Anderson – November
2.0 TE RANGAHAU ME TE TOHUNGATANGA RESEARCH AND SCHOLARSHIP
2.1 Research and Scholarship update
2.1.1 The University has been advised that the Minister of Education is expected to make an announcement regarding a call for Centres of Research Excellence funding soon. There are no further details available at this time.
2.2 Research Excellence Congratulations to our staff, students and alumni whose expertise and excellence has been recognised during the reporting period. A small sample of these outstanding achievements include: a Fellowship of the New Zealand Planning Institute; a Lifetime Achievement Award from the International Society for Stress and Anxiety.
Please refer to Hyperlink 2 for more details on these and other examples of research excellence and recognition.
2.3 Research Collaborations A small sample of research collaboration activity during the report period include: coordination of the New Zealand segment of the World Values Survey; membership on the the Ministry of Education Advisory Group on Gifted Education; and the co-directorship of Metropolis International.
Please refer to Hyperlink 3 for more details on these and other examples of leadership, collaboration and contribution.
2.4 Generating Research Income A small sample of research income activities that demonstrate the quality and diversity of University expertise attracting funding during the reporting period include: five new intellectual property disclosures for: endophyte detection in ryegrass seeds using a hyperspectral camera, a cloud-enabled smart home device, a voice-controlled smart home virtual assistant, an all-in-one portable micro-imaging system for point of care applications, and an Autonomous Driving Electric Pod is a fully electric vehicle; 31 Massey research teams were invited to submit full proposals to the 2018 Marsden Fund round, of which 15 have been C18/143 – December 2018 Part I
awarded funding; seven Massey research teams submitted full proposals to the Health Research Council Project/Pacific Project fund; and more.
Please refer to Hyperlink 2 for more details on these and other examples of research excellence and recognition.
3.0 TE WHAKAAKO ME TE AKO TEACHING AND LEARNING
3.1 Teaching and Learning update
3.1.1 Learning and teaching days More than 200 people registered for the learning and teaching days held recently at each of the campuses. The theme for the day, “Exploring being Tiriti-led in learning and teaching”, encouraged staff to talk about and share their practice and to look at ways in which the University could be Tiriti-led in learning and teaching. The guest speaker, Dr Ann Milne, presented a challenging and thought-provoking overview of her involvement in leading a school to being Tiriti-led. An evaluation of the days is currently under way.
3.2 Teaching and learning excellence Congratulations to all Massey staff, students and alumni who have received recognition through scholarships, prizes and other awards. A small sample of these include: the Massey School of Aviation Outstanding Student Award; a Future Leader Award as part of the Royal Society Te Aparangi Early Career Researcher video competition; Bruce Jesson Emerging Journalism awards; a finalist in this year's Television New Zealand’s New Zealand Marketing:Rookie Marketer of the Year; and the College of Creative Arts Exposure exhibition showcasing the work of our graduates.
In addition to those already mentioned in the body of this report and below, please refer to Hyperlink 4 for more details on these and other examples of celebrating excellence – other awards and recognition.
3.2.1 Teaching awards winners Six teaching awards were awarded in this year. The quality of submissions was extremely high, underscoring the University’s commitment to excellence in teaching and learning practice.
The Vice-Chancellor’s Teaching Excellence Award winners are: • Dr Chrissy Severinsen – College of Health • Professor Ian Fuller, Dr Katherine Holt, Dr Alastair Clement, Dr Sam McColl – Physical Geography Team – College of Sciences • Professor Geoff Jones, Dr Katharina Parry, Dr Debbie Leader, Dr Jonathan Marshall, Ms Anne Lawrence – 100-Level Statistics Team – College of Sciences
The Early Career in Teaching Award winners are: • Dr Ella Kahu – College of Humanities and Social Science • Dr Carolyn Gates – College of Sciences • Dr Eva Schröer-Merker – College of Sciences
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3.2.2 Social Work Accreditation The Social Workers Registration Board Re-Recognition of Qualification panel met with students and staff on October 18. They have re-recognised Massey University’s Bachelor of Social Work and Master of Applied Social Work for a further five years.
3.2.3 Pūhoro STEM Academy The first graduates (year-13 school pupils) from the Pūhoro STEM (science, technology, engineering and mathematics) Academy will attend a graduation event at Massey on December 8. Nearly 35 (50 per cent) of the first tertiary-ready Pūhoro cohort are already enrolled or intending to enrol at Massey for 2019 studies. STEM scholarships totalling $150,000 to support Māori new entrants to Massey will be announced shortly.
Please refer to Hyperlink 3 for more details on these and other examples of leadership, collaboration and contribution.
3.3 Generating Teaching and Learning Income
3.3.1 Teaching and Learning Research Initiative The Teaching and Learning Research Initiative, managed by the New Zealand Council for Educational Research, is a research fund aimed to improve educational outcomes by linking educational research to practice. The Research and Enterprise Office is investigating how we can support “close-call” research applications to ensure success in achieving funding in the following round and in other rounds.
4.0 KAIHAUTŪ LEADERSHIP
4.1 Matters of national interest, working with our communities, promoting leadership and solving the world’s big problems
4.1.1 Collaborations A small sample of other leadership, collaboration and contribution activity during the report period include: sponsorship of the Innovation and Excellence Award at the Taranaki Business Excellence Awards; five-year sponsorship for the Young Enterprise Scheme in Taranaki; involvement in the Ypres, Belgium, commemoration of World War I; participation in FESTA 2018, a public festival of architecture, design and food; the opening of the Central Energy Trust Wildbase recovery Centre in Palmerston North; and hosting of the Vodafone New Zealand Artisan Music Awards.
Please refer to Hyperlink 3 for more details on these and other examples of leadership, collaboration and contribution.
4.2 Celebrating Excellence – Other Awards and Recognition Congratulations to our staff, students and alumni whose expertise and contributions have been recognised during the reporting period. A sample of recognition received through awards, funding and other acknowledgements include: The winner of the sport category at this year’s NEXT Woman of the Year Awards; a special award by the Chinese community in C18/143 – December 2018 Part I
recognition of cultural and educational support; a sustainable award for our Auckland campus student accommodation; and the annual Massey Blues awardees.
In addition to those mentioned in the body of this report and through links to research excellence and leadership contribution pages, please refer to Hyperlink 4 for more details on these and other examples of celebrating excellence – other awards and recognition. and Hyperlink 3 for other examples of leadership, collaboration and contribution.
4.3 Bereavements We were saddened to hear of the passing of the following people who were associated to Massey:
• Professor Emeritus Ivan Snook Professor Snook served as the head of the Department of Education from 1985-90, and was dean of the faculty from 1989-93. In 1981, he moved to Massey as a Professor of Education. During his tenure he also served as foundation chair of the Massey University Human Ethics Committee. In 2012 he was awarded an honorary doctorate from Massey for his outstanding service to the University and outstanding contributions to education in New Zealand and internationally. His work was also acknowledged outside the University, having received the New Zealand Association for Research in Education’s most prestigious award, the McKenzie Award, in 1994 and honorary fellowships from both the New Zealand Educational Institute and the Philosophy of Education Society of Australasia in 1995.
• Professor Emeritus Sir Ngatata Love Sir Ngatata was, from 1985-95, the second dean of the faculty, now known as the College of Business or Massey Business School. He joined the University in 1973, as senior lecturer in the Department of Agricultural Economics and Farm Management. The following year he moved to the newly-established Department of Business Studies, later becoming the director of the Management Education and Development Centre within the department. Sir Ngatata was a member of the Massey University Council from 2005-11.
In 2001, he was made a companion of the Queen's Service Order for his contribution to Massey University and Te Puni Kokiri. He was made a Principal Companion of the New Zealand Order of Merit for services to Māori in the 2009 New Year’s Honours list.
5.0 KIA TUAWHITI ENABLING EXCELLENCE
5.1 There are a lot of issues being advanced through the Senior Leadership Team at the moment, these include: health and safety; SLT Interest Register; monthly discussion on each reporting line; draft Equity and Inclusion strategy and action plan; updated Agreed Actions from SLT June Planning and Strategic Shifts; Ten-Year Capital Plan – focus on current state of stock – Item 6; Summary of SLT Agreement regarding growth targets – What Now – Item 2; Summary of SLT Agreement regarding growth targets – What Now – Item 4; Protective Security Requirements Framework presentation; Massey University World Class Web business case; draft Consolidated University Plan 2019-21 and draft Budget 2019; Strategic Investment work programme and various associated work streams under: Digital; Student Success and Enterprise; Research; Being Treaty-led; Redesign of Business Process; confirmed outcomes C18/143 – December 2018 Part I
and actions arising from Budget Plan 2019; update on pilot of a workshop – Five Behaviours of a Cohesive Team; Mini (Pulse) Staff Survey results and recommended communication and actions; Academic Professorial Promotions Committee report 2018.
5.2 With the purpose of reinforcing strong strategic relationships, making connections and taking the opportunity to present the University’s point of view, I meet with various people and groups around New Zealand and overseas. The following are by way of example: • Spoke at the Leadership Institute Women in Leadership New Zealand programme in Auckland. • Met with Tertiary Education Commission’s chief executive, Tim Fowler, Paora Ammunson (deputy chief executive, Learner Success – Ōritetanga Directorate), Gillian Dudgeon (deputy chief executive, Delivery Directorate), and Nadine Williams (relationship manager). • Met with the Tertiary Education Union. • Attended the Palmerston North Girls’ High School end of year prize-giving. • Met with Hebei University of Technology. To discuss extending our working partnership and to discuss the success and welfare of the first cohorts of HEBUT students who are now study in Palmerston North. • Attended the Distinguished Alumni luncheon held in Auckland. • Attended the Massey University Foundation thank you to donors and supporters cocktail events in Auckland and Wellington. Manawatū scheduled for December 4. • Attended Armistice Commemorations 2018 – Beating Retreat Ceremony and also attended the Palmerston North City Council Armistice Day Service and Poppy Places launch held at The Cenotaph in The Square. • Participated in the Palmerston North Girls High School Prize Giving. • Spoke at the Rotary Club of Marton. • Attended the memorandum of understanding signing with the Agency for the Assessment and Application of Technology, Indonesia. • Met with Dr Amanda Lynn, new chief executive, UCOL, Palmerston North. • Meeting with John Milford, chief executive, Business Central, Wellington. • Attended Bio-Protection Research Centre annual general meeting. • Attended Massey University Foundation ‘thank you’ to donors cocktail event in Wellington. • Met with Combined Unions. • Attended the Distinguished Alumni luncheon in Wellington. • Gave welcome speech at the Australasian Dairy Science symposium in Palmerston North. • Met with Justin Lester, mayor of Wellington and Kevin Lavery, chief executive of Wellington City Council. • Spoke at the New Zealand Women in Leadership Symposium. • Met with Dr Ann Milne, educator, mentor and researcher Te Tiriti o Waitangi. • Attended the opening of Matatau Exhibition 2018 at Te Manawa Museum of Art, Science and History.
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SUPPORTING INFORMATION/DOCUMENTATION
- Hyperlink 1: Vice-Chancellor’s Elogs to Staff (ref to item 1.1) - Hyperlink 2: research excellence and recognition (ref to items 2.2 and 2.4) - Hyperlink 3: leadership, collaboration and contribution (ref to items 2.3, 3.2, 4.1 and 4.2) - Hyperlink 4: celebrating excellence – other awards and recognition (ref to item 3.2 and 4.2)
Jan Thomas Vice-Chancellor
C18/143 – December Part I Hyperlink 1 Vice-Chancellor’s elogs Below is the elogs that I have sent to all staff over the reporting period.
Kia ora tatou,
Graduation is a wonderful opportunity to recognise and celebrate the achievements of our students. All staff are invited to attend the ceremonies and participate in the public procession. A strong staff Quick links presence is encouraged as it reflects the value we place on student achievement and helps to ensure successful ceremonies. • View e-log archives • Send feedback To add to the celebrations, we are honoured to announce the conferment • VC's Mediasite Videos of an Honorary Doctorate to Sir Mason Durie during the Manawatū • Council website graduation ceremony on November 30. This conferment will take place • Plans and reports during Ceremony Three, commencing at 3.30pm. Seating on stage is • Staffroom website nearing capacity due to space. If you have not previously booked and • Senior Leadership Team would like to attend, please email Becky Wilson on • Massey News [email protected] by Friday, November 9. • Tertiary sector news
If seating on stage is oversubscribed, we will confirm seating arrangements after consultation with the appropriate college. In anticipation of expected demand, we have reserved VIP seating for staff in the front rows of the theatre.
COLLEGE DATES AND TIMES OF CEREMONIES For specific ceremonial dates, timings and graduating colleges.
ORDER REGALIA AND BOOK YOUR SEAT ON STAGE Please order your regalia and book your seat for Ceremony One and Two urgently, if you have not done so.
If you require further information on aspects of Graduation Manawatū, please contact Events Manawatū.
We look forward to you joining our graduates to celebrate their wonderful achievements.
Noho ora mai
Jan Thomas Vice-Chancellor
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C18/143 – December 2018 Part I Hyperlink 2 RESEARCH EXCELLENCE AND RECOGNITION
1.0 Research Excellence Congratulations to our staff, students and alumni whose expertise and excellence has been recognised during the reporting period.
1.1 Fellowship of New Zealand Planning Institute Associate Professor Caroline Miller, School of People, Environment and Planning, was awarded a Fellowship of New Zealand Planning Institute. The award was bestowed by her peers in the planning profession in recognition of the calibre of her work as an academic, an author and a practitioner.
1.2 Lifetime Achievement Award Dr Linda Jones, School of Psychology, received the International Society for Stress and Anxiety Research Society (STARS) Annual Lifetime Achievement Award. The award recognises her research over the past two decades on anxiety and stress among patients and dentists. It was presented at the 39th annual STARS conference in Lublin, Poland.
2.0 Generating Research Income
2.1 Intellectual Property Disclosures There were five new IP disclosures recently from Massey staff: • Endophyte detection in ryegrass seeds using a hyperspectral camera. This new method offers to provide a much quicker detection method (minutes versus days) and through non-destructive means. • Cloud-enabled smart home device. This device may be used to turn on home ventilation and air-conditioning systems or to open or close windows, vents and other devices such as lights, fans or televisions. It has an integrated sensor to monitor and record important data around temperature, humidity and gases for comfortable and health living. The device is soon to be tested in a real world scenario at the Northbridge Trust. • Voice-controlled smart home virtual assistant. This system has potential applications for individual use or in enterprises such as life care facilities, hospitals and hotels. It can be used for marketing and promotional purposes or as a virtual front desk information agent in office buildings or malls. The virtual assistant can identify a person in the room, greet and offer assistance, add/delete calendar items or even use Skype. • All-in-one portable micro-imaging system for point-of-care applications that acquires, scans, stitches and processes images from a range of samples for biomedical/clinical, industrial or biosecurity purposes. The system achieves multi-model imaging through a set of different illumination sources. The software system shows live images, saves images, and controls camera motion. • Autonomous Driving Electric Pod is a fully-electric vehicle (based on an electric golf cart) that can drive on its own, following road signs/markings or specially laid out signs/markings. The pod offers self-contained smart passenger interaction units similar to the ones found at bus stops for users. This type of pod is useful for campuses, villages, large factories or farms.
2.2 Marsden Fund C18/143 – December 2018 Part I Hyperlink 2 All 31 research teams invited to submit a full proposal to the 2018 round of the Marsden Fund received three referee reports. The Research Development team assisted researchers respond to the referee reports.
I am delighted to note that we were advised in early November that 15 research teams from Massey have been awarded funding in the 2018 Marsden Fund round. These include nine new and emerging researchers from across the University. Projects funded span topics from understanding problematic video game-playing behaviours, to the role of galleries, museums and libraries in revitalising te Reo Māori, and modelling the impact of online illegal drug markets, as well as more fundamental projects that look to understand the drivers of evolution and the origins of complex life.
The Marsden Fund has awarded $85,640,000 in total this year, of which Massey received $7,455,000 representing 8.7 percent of the total funding awarded.
Plans for the 2019 Marsden Fund campaign – the programme to support researchers to develop proposals – are under way. While teams are being encouraged to start work on their ideas now, the campaign gets under way in earnest with the Marsden Road Show, scheduled for mid-November. In addition to this, work is being done to advise how best to optimise the seed funding for those high-potential Marsden Fund Principle Investigators and/or research teams who were not successful in the 2018 round, to assist them to develop and re-submit applications for the next year’s round.
2.3 Health Research Council Funds Of the 33 Expressions of Interest submitted to the Project/Pacific Project Fund 2018 Annual Funding Round, seven project teams have been invited to submit a full proposal. These groups are from the: Centre for Public Health Research (five), the SHORE and Whāriki Research Centre (one) and Institute of Fundamental Sciences (one). Of interest, four of the seven projects propose to examine Māori and/or Pacific health needs. Teams submitted full proposals in mid- November.
2.4 A research team led by Dr Tracie Mafile’o, School of Social Work, has been awarded a Ministry of Foreign Affairs and Trade contract of $108,560 to review Tokelau’s Clinical Health Services and Patient Referrals Scheme.
2.5 Master of International Security graduate, Claire Bibby, who is employed as a senior sergeant with the New Zealand Police, won an Excellence in Research to Improve Law Enforcement for Women award.
2.6 Dcotoral student Sophie Burling has been awarded the Henry Kelsey Research Scholarship by Universities New Zealand. The scholarship is open to PhD students from New Zealand universities and has a value of $10,000 each year for three years. A single scholarship is awarded annually for the study of muscular function including the causes and treatment of muscular dysfunction.
2.7 Professor Ian Yule, School of Agriculture, has been granted $12,500 Ministry of Business, Innovation and Employment pre-seed funding (matched by Massey Ventures Limited) for his project: Endophyte Detection in Seeds. The funding will be put towards initial testing of the use of Professor Yule’s hyperspectral camera versus existing methods in the industry for endophyte detection. An endophyte is a naturally occurring fungus found in ryegrass. C18/143 – December 2018 Part I Hyperlink 2 Endophytes protect the grass from insect pest attacks, and most ryegrass in New Zealand pastures contains an endophyte fungus that is passed to the next generation via the seed. Ryegrass seeds with a high proportion of endophytes sell for a premium price. Current tests used to determine endophyte content are slow, expensive and damage the sample, while the use of hyperspectral imaging can reduce testing time from days to minutes and is non- destructive. The funding will also be put towards IP management and patentability search and future proposal preparations if the tests provide successful.
2.8 MeDArT A very successful black tie gala dinner, supported by the Massey University Foundation, was held to raise money for Whiti o Rēhua School of Art senior lecturer Emma Febvre- Richard’s MeDArT research project. More than 190 guests attended and were extremely generous in their support. MeDArT is a transnational research project combining science, drawing and technology to advance dementia research. You can read about it at https://foundation.massey.ac.nz/funds/medart
C18/143 – December 2018 Part I Hyperlink 3 LEADERSHIP, COLLABORATION AND CONTRIBUTION
Examples of Massey University’s contribution to society include:
1.0 Research collaborations
1.1 World Values Survey in New Zealand The World Values Survey is undertaken every six years in about 70 countries. The survey asks questions on diverse topics to contribute to the world’s largest social science database. Massey social scientists Dr Paul Perry, Dr Polly Yeung and Professor Emeritus Graeme Fraser, who are coordinating the New Zealand segment of the survey, say it provides a rich source of data that is freely available to a wide range of researchers from universities, governments and social agencies, as well as international organisations seeking understanding and solutions to complex global issues.
1.2 Co-director of Metropolis International College of Humanities and Social Sciences Pro Vice-Chancellor Distinguished Professor Paul Spoonley took up his new position as co-director of Metropolis International at its annual Sydney conference in October. It is a major global network of immigration and integration scholars, policy analysts, non-government organisations, government and international agencies. The position is for three years.
1.3 Dr Tracy Riley, Dean Research, has been invited to serve on the Ministry of Education Advisory Group on Gifted Education, commencing in November. This group has been re-established under the Labour Government, and is the first advisory group for gifted education since 2009.
1.4 Drs Sally Clendon and Elizabeth Doell, Institute of Education, are providing expert input to the New Zealand Council for Educational Research, which is working on a project for the Ministry of Education to develop Inclusive Communication Progressions for children who are working within level one of the New Zealand curriculum. A report for the latest phase of the project was submitted to the Ministry of Education on October 15.
1.5 Professor Tony Parker, College of Creative Arts, and Associate Professor Rodney Adank, School of Design, participated in MaD 2018: A collaborative Future for New Zealand Manufacturing and Design workshop at the University of Auckland, developing a core bid across tertiary institutions for manufacturing and design. It is being led by Auckland’s Engineering School.
2.0 Other community collaborations
2.1 Taranaki Business Excellence Awards Provost Professor Giselle Byrnes represented Massey University at the Taranaki Business Excellence Awards Dinner held on October 27 in New Plymouth. The University sponsors the Innovation and Excellence Award. Massey University has also agreed to sponsor for five years the Young Enterprise Scheme in Taranaki, thereby providing certainty for this programme for the next half decade.
2.2 Dr Anna Powles, Centre for Defence and Security Studies, presented on The Security- Prosperity Nexus at an event held in partnership with the New Zealand and the United C18/143 – December 2018 Part I Hyperlink 3 Kingdom Governments’, organised by Chatham House, The Royal Institute of International Affairs, and held at the Royal Academy of Arts in London on October 24. Panellists at the event addressed the security environment in the Pacific Islands. The event was chaired by Sir Jerry Mateparae, High Commissioner of New Zealand to the United Kingdom and included Mr Timoci Natuva, Director General, Fijian National Security Defence Council Secretariat.
2.3 Associate Professor Beth Greener, School of People, Environment and Planning, acted as Moderator for the United Nations Police Division day-long Workshop at the International Association of Peacekeeping Training Centres Conference on September 30. High-ranking police from more than 30 countries attended, and speakers included representatives from the United Nations Integrated Training Service, the United Nations Police Division, the United Nations Standing Police Capacity Group, the African Union, the Department of Peacekeeping Operations and the Strategic Police Advisors Group. The purpose of the workshop was to socialise the new Strategic Guidance Framework, a policy document that is intended to guide all United Nations policing missions, and to seek input into curriculum development for training in line with this strategic policy.
2.4 Professor Kingsley Baird, School of Art, was selected by the Flanders Fields Museum in Ypres to design and make a chair to represent Aotearoa New Zealand at the international Memorial Chairs exhibition. The chairs from more than 120 countries represent the homelands of those who died in Belgium during World War I.
2.5 Euan Robertson, School of Design, was selected to compose two compositions to play on the bagpipes at the official centenary commemorations of the liberation of the French town of Le Quesnoy, and at the War Memorial Service at Ypres in November.
2.6 Staff and students participated in FESTA 2018, a public festival of architecture, design and food in Christchurch. Māori Visual Arts lecturer Rongomaiaia Te Whaiti’s installation, Pāraerae, explores the histories of Ngāi Tahu in and around Ōtautahi Christchurch. School of Design senior lecturer Ant Nevin oversaw a team of 20 students from across the College of Creative Arts that created a future bar experience with Punky Brewster, a local craft beer “fillery”.
2.7 2018 Artisan Awards The Vodafone New Zealand Artisan Music Awards were hosted by the School of Music and Creative Media Production on November 5, with support from the New Zealand Music Commission and New Zealand on Air. Recorded Music New Zealand and industry attendees were welcomed to Massey by Chancellor Michael Ahie, and the Inaugural Tui Award for best Music Teacher was awarded by Prime Minister Jacinda Ardern. It was an incredible honour to welcome the Prime Minister to the College of Creative Arts and to support awards that acknowledge talented artisans in the music industry.
2.8 Central Energy Wildbase Trust Recovery The opening of the Central Energy Trust Wildbase Recovery Centre in Palmerston North marked the culmination of a five-year partnership for the Massey Wildbase veterinarians, Open Lab and College of Creative Arts staff and students, with the Palmerston North City Council, Rangitāne and the Department of Conservation.
3.0 Research dissemination and impactful research
C18/143 – December 2018 Part I Hyperlink 3 3.1 Dr Tracy Riley, Dean Research served as a co-editor of an environmental scan on gifted education which was submitted to the Ministry of Education on October 30. The scan will inform ongoing ministry policy and practice, with recommendations for strengthening policy, teacher education, research, identification and provisions. The final document demonstrates the impact of Massey research over the past 20 years, with more than 60 per cent of master’s and doctoral theses in the field supervised at Massey, and all ministry-funded, contestable research led by Dr Riley. Massey student and staff research features incredibly strongly in this report. We should also be proud of the impact and contributions of our alumni.
3.2 An article by Professor Tim McCreanor, Margaret Wetherell, Alex McConville, Professor Helen Moewaka Barnes, from the SHORE and Whāriki Research Centre, New Light: friendly soil: affective-discursive dimensions of Anzac Day commemorations in Aotearoa New Zealand was published in Nations and Nationalism online on September 30.
3.3 Associate Professor Chris Wilkins, SHORE and Whāriki Research Centre, featured on Radio NZ and Newstalk ZB on October 11 about arrest for cannabis possession falling 70 per cent in 20 years. Dr Wilkins was also interviewed by Newshub about cannabis legalisation on October 23.
3.4 Professor Helen Moewaka Barnes, SHORE and Whariki Research Centre, is invited to present on Māori approaches to river basin management for health at the inaugural Oceania Planetary Health Forum in Fiji on November 5-6.
3.5 Turangawaewae: Identity and Belonging in Aotearoa New Zealand A book with a new lens on what it means to be a New Zealander and with a fresh view of its history has won the Best Student Resource in Tertiary Education award at the prestigious Copyright Licensing New Zealand Education Awards. Turangawaewae: Identity and Belonging in Aotearoa New Zealand, published by Massey University Press last year, is the key text for a new level one core paper in Massey’s refreshed Bachelor of Arts programme. Publisher Nicola Legat and editors Professor Richard Shaw, Dr Trudie Cain and Dr Ella Kahu believe the book offers a richness of ideas, stories and guiding information on the complexities of our past and present that makes compelling reading for anyone – not just Bachelor of Arts students.
3.6 School of English and Media Studies Dr Jack Ross’s book The Annotated Tree Worship was highly commended in the fiction category of the New Zealand Society of Authors Heritage Book Awards, held on October 18 in Christchurch. Judge Fiona Farrell singled Dr Ross’ book out for special mention.
3.7 Climate Change in the Pacific Documentary School of Music and Creative Media Production staff and students attended the premiere screening of Subject to Change, hosted by the Ministry of Foreign Affairs and Trade. Subject to Change is a third-year student graduate documentary project about climate change in the Pacific. It was produced in partnership with the ministry, the Climate Change Ambassador Jo Tyndall and her team, who supported our students throughout the year on this project.
Among those in attendance at the screening were the Minister of Pacific Peoples, Heads of Mission to Tuvalu, Fiji, Kiribati, and Tokelau, New Zealand’s Ambassador for Climate Change, Director of Foreign Affairs and Trade, and Massey Chancellor Michael Ahie.
C18/143 – December 2018 Part I Hyperlink 3 To watch the trailer please visit https://www.facebook.com/cocacmp/videos/179837056283311/
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CELEBRATING EXCELLENCE – Other Awards and Recognition
1.0 Highlights
1.1 NEXT Woman of the Year Awards Professor Sarah Leberman has been named the winner of the sport category at this year’s NEXT Woman of the Year Awards. The leadership and sport management researcher was recognised for 20 years of advocating for gender equity in sport.
Professor Leberman is a co-founder of Women in Sport Aotearoa, an organisation that works to give women equity of opportunity to participate, compete and build careers in sport, and was closely involved in developing the government’s new strategy. Along with many years of academic research in sport equity issues, Professor Leberman has also been involved in sport at all levels. As a third dan black belt, she coaches children and adults at Taekwondo Manawatū and has represented New Zealand as manager of the Junior Black Sticks Women and stand-in manager for the Black Sticks Women. She is currently working with the Black Sticks Women to develop their leadership and team culture in the run-up to the Tokyo Olympics.
1.2 Sociologist Distinguished Professor Paul Spoonley has been given a special award by the Chinese community in recognition of his cultural and educational support. Professor Spoonley, a renowned demographics researcher and media commentator on issues including immigration, population, employment, racism and race relations, was one of 10 individuals and organisations recognised by the CNSST Foundation (formerly known as the Chinese New Settlers Services Trust) for their support and contribution over the past two decades.
The organisation is a public trust that helps the Chinese community, especially the new immigrants, in various ways, including with English language acquisition, preparation for employment, educational courses and most recently, accommodation for elderly Chinese. His award was in relation to his membership of one of their advisory boards, advising executive director Jenny Wang and her staff on trends and options, and the partnership between CNSST and the research organisation he leads: Capturing the Diversity Dividend of Aotearoa/New Zealand.
1.3 Auckland campus accommodation receives sustainable award Massey University’s Auckland campus student accommodation has received a five-star rating for the fourth year running and, for the first time, a Gold Sustainable Tourism Business Award. Te Ohanga Village received the award, having been judged in the categories of economic, environment and culture, social and people, and health and safety.
The latest accreditation report made particular reference to the village’s improvement in the environment category due to the implementation of several initiatives, including the promotion of sustainable practices to students at the beginning of the academic year. Other initiatives include an effort to reduce the amount of printed material, the re-use of shopping bags, the introduction of a clothing recycling programme, promotion of reusable coffee cups and the re-invigoration of the campus’ community garden.
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The village first achieved a Qualmark five-star rating in 2015, its opening year, remains the only student accommodation village to get such a rating and is now the only one to hold a Gold Sustainable Tourism Business Award. Qualmark is New Zealand Tourism’s official mark of quality, offering ratings on accommodation ranging from luxury hotels to family motel units, backpackers and bed and breakfasts.
1.4 Seer Ikurior, Dr of Philosophy and PhD Veterinary Science candidate, received the Future Leader Award of $3000 as part of the Royal Society Te Aparangi Early Career Researcher video competition with his video titled: Wormy lambs, Using sensing technologies to make targeted treatments.
1.5 Daniel Alan, Bachelor of Aviation student, received the Massey School of Aviation Outstanding Student Award and received academic, aviation systems and navigation awards at the University's Wings Ceremony.
1.6 Congratulation to journalism students who recently won Bruce Jesson Emerging Journalism Awards: • Meriana Johnsen, Postgraduate Diploma in Journalism student, for her published investigative article: Police lay charges against 100-plus people who attempt suicide or suffer mental health crises. • Anna Whyte, Master of Journalism student, for her published article: Revenge Porn, an investigation into non-consensual sharing of intimate photos online. • Amber Allott, Postgraduate Diploma in Journalism student, for her published investigative article: The Reptile Smugglers, about the European black market trade in New Zealand native reptiles.
1.7 Sam Pike, Master of Science student, was awarded the Massey University Agriculture Student of the year sponsored by Fonterra.
1.8 Hannah Grey, Bachelor of Communications graduate, was a finalist in this year's Television New Zealand’s New Zealand Marketing:Rookie Marketer of the Year, while working on marketing campaigns for chocolate manufacturers Whittaker’s.
1.9 SCAPE Public Art 2018: Our Braided Future SCAPE Public Art 2018 opened in Ōtautahi Christchurch on October 6. This was the third and final season curated by Professor Heather Galbraith, School of Art. https://www.scapepublicart.org.nz/
1.10 New Zealand Cinematographers Society Awards Mathew Knight, School of Music and Creative Media Production, was nominated for two categories at the annual New Zealand Cinematographers’ Society awards. He received a silver award for the documentary-drama Mistress Mercy, and a bronze award for the documentary All in the Mind.
1.11 School of English and Media Studies Associate Professor Angie Farrow's Creativity in the Community students won Most Outstanding Ensemble for their production Firing Line at the Palmy Fringe Festival held October 6-13. This site-specific, multi-media work, set in the Page 2 of 5
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aftermath of World War I, took over some of the streets and venues of Palmerston North and treated its audience to scenes from Vaudeville, projection mapping, film, theatre, poetry and song. The material was developed by Professor Farrow and the students in consultation with arts leaders in the city.
1.12 ECC New Zealand Student Craft Awards Design student Mike Jones was announced winner of the Product and Furniture category and Supreme Winner at the ECC Student Craft Design Awards for his Master of Design project Lifewall, a modular emergency water storage and wellness system. Mr Jones also recently received a 2018 Gold Award at the Best Awards for Lifewall.
Massey students were also winners in Lighting (Elizabeth Cassels, Matthew Robilliard, Shubham Ghanatha and Leslie Meadows); Ceramics (Sophie Lemaire-Sicre); People’s choice sections (Hanne De Ridder, Clara Gan and Zene Krige); and received a number of highly- commended awards.
1.13 Massey Blues Awards The annual Blues Awards were held in October at Massey University’s Auckland and Manawatū campuses to commend high-achieving student athletes. The awards recognise students who have excelled in the sporting world and academically. Some of New Zealand’s top athletes were among the recipients.
Auckland Sportswoman of the Year: Tall Fern Deena Franklin. A stellar year continues for Ms Franklin, after winning bronze with her teammates at the Commonwealth Games earlier this year.
Auckland Sportsman of the Year: Nick Southgate. He currently sits as New Zealand’s top men’s pole vaulter. Mr Southgate received a gold medal at this year’s National Championships and was part of the New Zealand athletics team at the Commonwealth Games in Australia in April.
Manawatū Sportswoman of the Year: Anona Pak. New Zealand’s current badminton champion in mixed and women’s doubles, Ms Pak was the recipient of a bronze medal at this year’s Oceania Championships and reached the women's doubles quarterfinals at the Australian Open in January.
Manawatū Sportsman of the Year: Mac Wilcox. Who in 2017 debuted as a striker for the New Zealand Men’s Blacksticks team at just 20 years old and represented the Blacksticks at the Oceania Cup last year, finishing second.
Distance Sportswoman of the Year: Tyla Nathan-Wong. Rugby Sevens Black Ferns member, the Bachelor of Sport and Exercise student represented New Zealand at this year’s Commonwealth Games and took home gold. She holds the title of the second highest point scorer at the Rugby World Cup Sevens Series this year, and was part of record-breaking history as her team became the first New Zealand team to claim back-to-back titles.
Distance Sportsman of the Year: Nic Woods. The Bachelor of Business student has represented New Zealand in Hockey for a whopping 83 caps in the Blackstick. The mid-fielder Page 3 of 5
C18/143 – December 2018 Part I Hyperlink 4 played every match at this year’s Commonwealth Games, earning him and his team a silver medal.
Massey University Sport Recognition Award: Diving: Cordelia Norris Ultimate Disc: Keegan Miskimmin.
Congratulations to all Massey Blues recipients for their hard work, dedication and commitment to their sporting and academic achievements in 2018.
2018 Massey Blues Awards Recipients:
Aerobic Gymnastics: Hannah Wilton; Archery: Hannah Hawley, Elizabeth Randle; Athletics: Natalie Booth, Olivia Eaton, Hamish Gill, Alexandra Hyland, Hamish Kerr, Ben Langton Burnell, Kara Macdermid, Nick Southgate, Pavinee Watson, Zoe Hobbs; Badminton: Anona Pak; Basketball: Deena Franklin, Matthew O’Connell; BMX: Trent Jones; Canoe Polo: Liam Bowden; Canoe Slalom: Finn Butcher, Benjamin Gibb; Canoe Sprint: Tim Waller, Danielle Watson; Cricket: Georgie Atkinson, Ma’ara Ave, Lauren Down, Melissa Hansen, Shawn Hicks, Felix Murray, Robbie O’Donnell, Michael Rae, Hannah Rowe, Thomas Walshe, Michael Bracewell, Cam Fletcher; Cycling: Regan Gough, Kristie Klingenberg, Luke Mudgway, Deborah Paine, Elizabeth Stannard; Duathlon: Christian Davey; Equestrian: Sophie Alexander, Emily Fraser, Abigail Long, Melody Matheson, Elise Power, Brigitte Smith, Georgia Massie: Fencing: Jessica Gracie; Football: Catherine Bott, Meikayla Moore, Ria Percival, Aimee Flavia, Paige Satchell; Futsal: Ben Ravenwood; Hockey: Robbie Capizzi, Robert Creffier, Anna Crowley, Benji Edwards, Renee Allan, Cherie Golding, Ella Gunson, Blair Hilton, Tessa Jopp, Rose Keddell, Clodagh McCullough, Pippa Norman, Mitchell Ottow, Megan Phillips, Ella Poole-Crowe, Kelsey Smith, Liz Thompson, Louisa Tuilotolava, Mac Wilcox, Hannah Williamson, Madeleine Williamson, Nic Woods, Sam Garrett Lane; Indoor Cricket: Melissa Hansen; Judo: Finn Brown, Lewis Peart; Lacrosse: Alannah Mouat; Mountain Biking: Samara Sheppard; Netball: Stephanie Collins, Maia Wilson; Olympic Weightlifting: Samantha Hansen, Richard Jones; Para-Cycling: Hannah van Kampen; Para-Swimming: Chris Arbuthnott; Racketlon: Sion Wiggin;
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Rowing: Taryn Abel, Georgia Allen, Hannah Bailey, Nicola Baker, Tom Clyma, Brooke Donoghue, Hugo Elworthy, Nathan Flannery, Jackie Gowler, Kerri Gowler, Zoe McBride, Georgia Perry, Grace Prendergast, Giacomo Thomas, Phillip Wilson; Rugby: Kaitlin Bates, Tim Cadwallader, Simon Hickey, Jamie Mackintosh, Andrew McDougall, Marcelle Parkes, Robin Praat, Pia Tapsell, Sydnee Wilkins, Mark Jackman; Rugby Sevens: Tyla Nathan-Wong, Marcelle Parkes, Pia Tapsell; Skating: Brooke Esther Tamepo; Skiing: Janina Kuzma; Squash: Sion Wiggin; Surf Life Saving: Liam Bowden, Olivia Eaton, Jessica Miller, Natalie Peat Georgia Rathbone, Cory Taylor, Andrew Trembath; Swimming: Kelsi Boocock, Daniel Hunter, Joshua McCormack-Goeth, Callum Prime, Emma Robinson, George Schroder, Matt Scott, Andrew Trembath; Taekwondo: Jack Francois; Tennis: Marina Erakovic, Claudia Williams; Triathlon: Simone Ackermann, David Martin, Liam Ward; Ultimate Disk: Megan Edwards, Bianca Mercer, Tristan Mercer, Keegan Miskimmin, Elizabeth Thompson, Vaughan Wilson; Volleyball: Hugh Hawkey; Waterpolo: Brandon Matthews; Yachting: Andrew McKenzie.
1.14 Exposure 2018 Massey University’s Exposure exhibition for graduating students at the College of Creative Arts opened on November 2 and continued daily to November 17. The exhibition showcased the work of graduates, including emerging artists, designers, photographers, musicians, filmmakers, performers and media makers. This is the first graduating class for the Bachelor of Commercial Music, members of which presented their latest recordings and projects related to performance and event management.
The college hosted several events during Exposure, including an Industry Night, a Fashion Show, an Alumni Evening, and workshops and tours for secondary school teachers. These involved more than 1000 people and resulted in offers of employment and other opportunities for our graduates.
You can visit Exposure online at http://exposure2018.massey.ac.nz/
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C18-144 – December Part I
REPORT TO COUNCIL
REPORT TO: Chairperson and Members COUNCIL
DATE OF MEETING: 5 December 2018
REPORT TITLE: OCTOBER 2018 MONTH END FINANCE REPORT – PART I
DATE OF REPORT: 23 November 2018
REPORT AUTHOR/S: DVC Finance and Technology, Cathy Magiannis
RECOMMENDATION TO THE COMMITTEE
It is recommended to the Committee:
1. That the contents of this cover paper and the attached finance report for the ten months ended 31 October 2018 be noted.
KEY POINTS AND STRATEGIC FIT
This report summarises the financial results for Massey University (the University) and its controlled entities (the group) for the ten months ended 31 October 2018.
For the purpose of this paper the group includes the following entities: • Massey University (the parent); • Massey University Foundation Trust (MUF); • Massey Ventures Limited (MVL) and its controlled entities; • Massey Global Limited (MGL) and its controlled entity; • ALPP Limited (ALPP); and • 50% share of Agri One Limited.
Key highlights are:
• Income Statement
The group’s YTD operating surplus of $22.0m for the ten months to October 2018 was ahead of YTD budget by $11.0m. This group result consisted of a $19.0m surplus for the parent (University) and $3.0m from subsidiaries.
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C18-144 – December Part I
The FY group forecast of $15.8m is in line with budget. This consists of $14.9m forecast surplus for the parent and $0.9m from subsidiaries. The surplus from subsidiaries is expected to reduce from YTD due to expected lower returns from MUF and MVL activities for the remainder of the year.
Variances between YTD actuals to YTD budgets and FY forecasts to FY budgets are explained below.
• Income
Group income of $443.4m was $8.8m ahead of YTD budget mainly due to early realisation of other income. Income for the FY is forecast to be $2.2m above budget mainly due to higher interest and other income.
• Expenses
Group expenses of $421.4m were $2.3m below YTD budget. This was mainly due to timing differences which are expected to reverse by the end of the year.
The group’s FY forecast is $2.1m above budget mainly due to higher depreciation costs as a result of building revaluations and the cost to remove exterior sunshades from Block 5 on the Wellington campus, partially offset by savings in other direct costs.
• Balance Sheet
• Assets
Assets as at 31 October 2018 were higher than budget, mainly due to a favourable building revaluation in December 2017. This is also the reason for the FY forecast exceeding FY budget
• Liabilities
YTD current and non-current liabilities were generally in line with budget. This position is forecast to remain the same at year end.
• Statement of Cash Flows
Opening cash was $14.6m lower than budget as available funds were invested in 2017.
• Net Cash Flow from Operating Activities
For the ten months to 31 October 2018 net cash flows from operating activities were below budget by $14.6m. This was primarily due to lower cash receipts from research and trading activities and higher payments to suppliers, partially offset by early collection of student fees due to fees free prepayment by TEC and invoicing students earlier than in the past. The FY forecast is $3.3m above budget due to higher student receipts.
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• Net Cash Flow from Investing Activities
Delays in capital spending, mostly offset by increased investment in term deposits, have resulted in net cash outflows from investing activities being below YTD budget. Net outflows are expected to be $2.2m below budget for the FY as any cash savings from capital delays will be invested in term deposits.
• KPIs
• Debtor turnover days (a non-TEC KPI) as at 31 October 2018 were 49 days, above the target of 30 days. This was mainly due to changes in the timing of student invoicing in relation to payment due dates and the implementation of the new Student Management System. Given these changes, student debtor turnover days has become less relevant as a measure of debt collection efficiency. Finance is currently looking at an alternative KPI based on overdue debts, which is expected to be included from Q1 2019.
ASSURANCE
The October 2018 Finance Report has been presented to SLT.
FINANCIAL
This report summarises the financial results for the ten months ended 31 October 2018; there are no specific financial implications relating to this report.
TREATY LED
Not applicable.
SUPPORTING INFORMATION/DOCUMENTATION - Finance Report - List of Acronyms
Ms Cathy Magiannis DVC Finance and Technology
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MASSEY UNIVERSITY GROUP FINANCIAL RESULTS INCOME STATEMENT, BALANCE SHEET AND STATEMENT OF CASH FLOW YEAR TO DATE 31 OCTOBER 2018
INCOME STATEMENT GROUP UNIVERSITY
YTD YTD YTD VAR FY FY FY VAR YTD YTD YTD VAR FY FY FY VAR ACTUAL BUDGET (ACT TO BUD) FORECAST BUDGET (FOR TO BUD) ACTUAL BUDGET (ACT TO BUD) FORECAST BUDGET (FOR TO BUD) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Government Grants 163,995 162,214 1,781 196,769 194,257 2,512 163,995 162,214 1,781 196,769 194,257 2,512 Student Fees 160,176 163,021 (2,845) 193,198 197,381 (4,183) 160,176 163,021 (2,845) 193,198 197,381 (4,183) Interest Income 4,814 2,940 1,874 5,185 3,541 1,644 4,663 2,809 1,854 5,005 3,371 1,634 Other Income 108,878 102,374 6,504 126,676 124,730 1,946 106,660 97,172 9,488 125,157 118,579 6,578 Trust Income 5,557 4,115 1,442 6,205 5,952 253 850 198 652 1,176 346 830 Total Income 443,420 434,664 8,756 528,033 525,861 2,172 436,344 425,414 10,930 521,305 513,934 7,371
Staff Related Expenses 249,818 245,195 (4,623) 298,054 293,448 (4,606) 247,949 242,318 (5,631) 294,867 289,653 (5,214) Other Direct Expenses 121,989 129,463 7,474 154,523 158,026 3,503 121,008 126,325 5,317 153,275 154,006 731 Depreciation 47,896 47,708 (188) 57,594 57,050 (544) 47,498 47,317 (181) 57,068 56,525 (543) Trust Expenses 1,691 1,296 (395) 2,022 1,561 (461) 850 230 (620) 1,156 296 (860) Total Expenses 421,394 423,662 2,268 512,192 510,085 (2,107) 417,305 416,190 (1,115) 506,365 500,480 (5,885) Share of Associates (Deficit)/Surplus 0 0 0 0 0 0 0 0 0 0 Non Controlling interest 0 0 0 0 0 0 0 0 0 0 0 Operating Surplus 22,026 11,002 11,024 15,841 15,776 65 19,039 9,224 9,815 14,940 13,454 1,486
BALANCE SHEET GROUP UNIVERSITY
YTD YTD YTD VAR FY FY FY VAR YTD YTD YTD VAR FY FY FY VAR ACTUAL BUDGET (ACT TO BUD) FORECAST BUDGET (FOR TO BUD) ACTUAL BUDGET (ACT TO BUD) FORECAST BUDGET (FOR TO BUD) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Current Assets 220,913 171,571 49,342 187,765 125,226 62,539 218,194 170,490 47,704 184,794 122,823 61,971 Non-Current Assets 1,237,414 1,208,003 29,411 1,252,422 1,227,984 24,438 1,215,922 1,191,625 24,297 1,232,251 1,210,794 21,457 Current Liabilities 151,594 155,816 4,222 139,554 138,041 (1,513) 155,470 158,820 3,350 142,495 141,823 (672) Non-Current Liabilities 40,122 40,919 797 40,125 40,862 737 40,122 40,919 797 40,125 40,862 737 Net Assets 1,266,611 1,182,839 83,772 1,260,508 1,174,307 86,201 1,238,524 1,162,376 76,148 1,234,425 1,150,932 83,493 Equity 1,266,611 1,182,839 83,772 1,260,508 1,174,307 86,201 1,238,524 1,162,376 76,148 1,234,425 1,150,932 83,493
STATEMENT OF CASHFLOW GROUP UNIVERSITY
YTD YTD YTD VAR FY FY FY VAR YTD YTD YTD VAR FY FY FY VAR ACTUAL BUDGET (ACT TO BUD) FORECAST BUDGET (FOR TO BUD) ACTUAL BUDGET (ACT TO BUD) FORECAST BUDGET (FOR TO BUD) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Cash At Beginning 32,608 47,238 (14,630) 32,608 47,238 (14,630) 29,209 42,257 (13,048) 29,209 42,257 (13,048) Net From Operating Activities 68,733 74,880 (6,147) 72,320 68,997 3,323 65,595 73,528 (7,933) 69,761 68,332 1,429 Net From Investing Activities (66,552) (86,854) 20,302 (72,744) (74,940) 2,196 (62,079) (85,809) 23,730 (69,592) (74,484) 4,892 Net From Financing Activities 0 0 0 0 0 0 0 0 0 0 0 0 Net Cash flow 2,181 (11,974) 14,155 (424) (5,943) 5,519 3,516 (12,281) 15,797 169 (6,152) 6,321 Net Foreign Exchange 15 (150) 165 (5) 0 (5) 84 0 84 0 0 0 Cash At End 34,804 35,114 (310) 32,179 41,295 (9,116) 32,809 29,976 2,833 29,378 36,105 (6,727)
Group KPIs
KPIs Compliance YTD ACTUAL FY Forecast Tertiary Education Commission (TEC) * TEC Borrowing consent - Monitoring Level TEC Borrowing consent - Breach Level BNZ Negative pledge Non TEC
1
Appendix 1. Acronyms for Massey Group Entities and University Reporting Lines
Massey Group Entities
MU Massey University
MUF Massey University Foundation Trust
MVL Massey Ventures Limited
MGL Massey Global Limited
ALPP Applied Leadership in Professional Practice
Agri One Agri One Limited
Massey University Reporting Lines
MBS Massey Business School
CoCA College of Creative Arts
CoHSS College of Humanities and Social Sciences
CoH College of Health
CoS College of Sciences
MAES Massey Agricultural Experimental Research Station
VC Vice-Chancellor’s Office
Provost Provost
DVC Ops Deputy Vice-Chancellor Operations
PaCE1 Professional and Continuing Education
DVC M&P Deputy Vice-Chancellor Maori and Pasifika
DVC P&C Deputy Vice-Chancellor People and Culture
DVC F&T Deputy Vice-Chancellor Finance and Technology
1 PaCE is a teaching unit that reports under DVC Ops. While it is not a separate reporting line, many University processes treat it like a sixth college.
1 C18/145 – December Part I
REPORT TO COUNCIL
REPORT TO: Chairperson and Members UNIVERSITY COUNCIL
DATE OF MEETING: 05 December 2018
REPORT TITLE: Draft Asset Investment Policy Review
DATE OF REPORT: 22 November 2018
REPORT AUTHOR/S: DVC Finance and Technology, Cathy Magiannis
RECOMMENDATION TO THE COUNCIL
It is recommended that Council:
1. Approves the Asset Investment Policy.
KEY POINTS AND STRATEGIC FIT - To provide Council with the changes to the Asset Investment Policy (the Policy) for discussion and approval.
ASSURANCE The draft Policy was been endorsed by the Senior Leadership Team at their 31 October and the Finance and Assurance Committee at their 15 November 2018 meeting.
The key changes to the policy are:
- Change of name of the policy from capital investment to asset investment. This change was to reflect that investments in property plant and equipment, and software include both capital and operating costs.
- Updating text to reflect the change in strategy from the Road to 2025 to the University Strategy 2018-2022.
- Change in delegation limits from $250,000 to $300,000 to align with the delegations of authority policy adopted on 1 January 2018.
- Simplification of language around the Ten Year Capital Plan, and removing references to the capital sub groups such as group one, two, three and four.
1 C18/145 – December Part I
- SLT Portfolio titles have been updated where relevant to reflect changes made in August 2018.
- The Capital Equipment Committee Annual Programme funding amount was increased from $250k to $300k and includes reference to the major equipment fund for items over $300k.
- Relevant legislation has been updated and a Land Transfers and Titles section was included.
The proposed policy changes were available for consultation for two weeks on the University’s Risk Management Policy Guide site. An email was also sent to Head of Departments seeking feedback, alongside Terry Hammond and Bill Pomroy as key stakeholders from the Capital Equipment Committee.
The following changes were made to the Policy following this consultation.
- Amendment: Minor Asset Requests and Approvals Now includes reference to SLT members having responsibility for management and prioritisation of new equipment purchases over $2,000.
- Amendment: The Capital Equipment Committee Annual Programme. Now includes reference to the major equipment fund for items over $300k.
- Amendment: Planning, Procurement and Financial Management Now includes reference to any purchases in excess of $100k are required to be submitted to the Procurement and Contracts Governance Board.
FINANCIAL There are no direct financial implications in this noting paper
TREATY LED Massey University is progressing toward becoming a Te Tiriti-led University, looking to embed core Maori principles and values in to our enterprise planning frameworks, information systems and through the asset implementation lifecycle. This Policy underpins a wide range of investments benefiting stakeholder groups including support Maori and Pasifika cohorts to support boosting achievement of Maori and Pasifika, as outlined in the Tertiary Education Strategy.
SUPPORTING INFORMATION/DOCUMENTATION Clean Draft Asset Investment Policy Comparison of old Capital Investment Policy versus the new Asset Investment Policy
Cathy Magiannis DVC Finance and Technology
2 C18/145 – December Part I
Massey University Policy Guide
ASSET INVESTMENT POLICY
Section Finance
Contact National Capital Manager Last Review November 2018 Next Review November 2021
Approval TBA
Purpose:
To ensure that asset investment requests, planning and approvals are aligned with Massey University’s (the University) strategic, financial and risk planning frameworks. These include the Massey University Strategy 2018- 2022; Investment Plan, Capital Asset Management Plan, Campus Development Plans, Information Services Strategic Plan, the University multi-year plans and University policies. This policy applies to all spending on assets that has a capital component which fall into the categories of major capital projects, minor capital requests, Information and Communication Technology (ICT) projects, Library capital purchases, and plant and equipment purchases.
Policy:
The University will: 1. Identify as early as possible all significant capital intentions in multi-year plans and in its reporting processes. 2. Assess and prioritise investments according to the value of the proposal. 3. Make investment decisions that create the best value investment. 4. Monitor and control the implementation of an investment. 5. Review the performance of specific investments against expectations. 6. Continually review asset benefits and performance in relation to current and emerging needs.
In applying this policy, the University will comply with the relevant legislative frameworks, including adherence to its obligations under any borrowing consent approved by the Secretary for Education, and will follow best asset management practices in accordance with Capital Asset Management (CAM) Policy and framework (in development).
The Crown expects tertiary education institutions to adopt and apply good practice in the management of investments, in accordance with Cabinet Office Circular (15) 5, Investment Management and Asset Performance in the State Services. Investment choices and decisions need to be informed by disciplined processes that optimise the value generated from new and existing capital assets and enable investment in capital assets to achieve stated objectives.
Legislative Frameworks, Borrowing Consents & Financial Covenants In making its investment and borrowing decisions, the University is bound by various legislative frameworks, borrowing consents and financial covenants (more fully explained in the sections: Relevant Legislation and Legal Compliance). The Minister of Tertiary Education, via the Tertiary Education Commission (TEC), is also able to set and review parameters that give effect to government policy. From time to time, the TEC will re-assess the materiality levels and types of investment or borrowing mechanisms that are subject to TEC or ministerial approvals.
TEC Financial Monitoring Framework and Capital Intentions Reporting The Financial Monitoring Framework (FMF) was adopted by TEC in 2010 to monitor the financial performance of Tertiary Education Institutions (TEIs) in accordance with s.159KBA of the Education Act 1989. The FMF utilises a series of financial assessments to determine an overall TEI risk assessment. The overall FMF risk rating is a key
© This Policy is the property of Massey University
Massey University Policy Guide Capital Investment Policy – Page 2 component in determining the level of reporting and associated financial monitoring and contact between the TEC and the TEI over the following year. A Capital Intentions Report is submitted annually as part of the FMF, and requires a 10-year forecast of major capital intentions match to affordability.
Ten Year Capital Plan
The Ten Year Capital Plan (TYCP) is the planning process the University undertakes to ensure asset investment is targeted to meet business needs and assets are appropriately renewed. It also identifies if the asset investment programme is within the overall affordability of the University, compliant with borrowing covenants.
The TYCP is an annual ten year rolling programme of asset investment projects which include buildings, infrastructure, utilities, equipment, vehicles and information and communications technology activities. Once compiled by Finance the TYCP is approved by The Senior Leadership Team (SLT) and University Council. Approval is for year one of the programme only, notwithstanding the major capital project contracts approved over multiple years. Subsequent yearly investments including forecasts are also noted.
The TYCP is underpinned by a forecast of capital plan affordability over the same period, so that a fiscally balanced, compliant and sustainable programme is presented.
Capital intentions are included in the TYCP through the following channels:
1. Major asset investment proposals (exceeding $300,000 in Total Project Cost (TPC) • Funding proposals that have received SLT approval-in-principle to proceed to business case (based on the University’s business case requirements), and are able to be funded within capital plan affordability, are included as group three; approval in principle projects. • Proposals that are able to be fully externally funded, from sources over and above capital plan affordability, are included as group four; externally funded projects. • Other major asset investment proposals can be submitted for inclusion as horizon projects.
2. Minor asset investment proposals ($2,000 - $300,000 TPC) • Proposals can be funded through one of the existing recurrent programmes.
In addition, the Vice-Chancellor and Deputy Vice Chancellor Finance and Technology (DVC F&T) can approve investment in fixed assets which is not budgeted in the TYCP subject to their respective delegations in the Delegations of Authority Policy.
Major Asset Investment Project Proposals and Approvals
Major asset investment projects are individual new development, renewal and refurbishment projects over $300,000 in TPC, as listed in the approved TYCP.
Major asset investment proposals that have received SLT approval-in-principle proceed to business case, based on the University’s business case scoping, risk assessment and strategic assessment processes, are included as approval in principle projects. Following SLT approval-in-principle, funding requests exceeding $300,000 TPC require a business case to be prepared in accordance with the University’s Business Case Policy.
Thereafter, business cases are submitted to SLT for approval or endorsement to University Council. • Proposals budgeted in the TYCP up to $5.0M TPC may be approved by SLT, or to University Council for projects greater than $5.0M in TPC. • Unbudgeted proposals up to $1.0M TPC may be approved by SLT, or to University Council for projects greater than $1.0M TPC.
© This Policy is the property of Massey University
Massey University Policy Guide Capital Investment Policy – Page 3
Approval is conditional on funding sources being confirmed: either funding from within TYCP affordability, or funding from external sources.
Minor Asset Requests and Approvals
Minor asset requests are individual new development, renewal and refurbishment projects that have an individual value between $2,000 and $300,000 and are within the annually approved capital programmes. They include, but are not limited to recurrent programme funding lines for campus infrastructure, minor capital works, building renewal, information technology refresh and infrastructure programmes, library books, the Capital Equipment Committee (CEC) programme, and minor equipment.
Recurrent programme funding pools also exist for a range of minor equipment categories, including research equipment, aircraft, farm equipment and utility vehicles.
SLT Members with responsibility for group one programmes will prioritise the annual requests for their portfolio within the Council approved funding budgeted in the TYCP. The SLT Member will ensure these programmes align with University strategy and the plans listed in this policy. To release the funding SLT members will submit an itemised schedule of projects to Finance for project financial establishment, cash flow management and to ensure compliance with accounting standards and University accounting policies.
SLT members have responsibility for management of equipment portfolios with their reporting line. The DVC F&T will issue a memorandum annually, allocating the minor equipment budgets to reporting lines incorporating guidance and any associated conditions. SLT members should prioritise of new equipment purchases for the effective management of their equipment portfolios. Capital funding may be used to purchase equipment with a value over $2,000 in accordance with the Asset Financial Procedures.
Capital Equipment Committee Annual Programme
The University CEC manages and is responsible for the annual allocation of two funding streams of capital equipment for values between $20,000 to $300,000 and major items over $300kThe Committee will conduct the annual prioritisation of equipment bids through the equipment round process as established through its terms of reference.
Project Risk Management
Project sponsors and managers shall ensure project governance structures and risk management practice are in place to proactively identify and manage project risks, in accordance with the University’s Project Management Policy and Risk Management Policy.
This should include, but is not limited to, the use of project control groups, project steering groups, change management and approval procedures, contract variation, project assurance processes, valuation and payment processes.
Planning, Procurement and Financial Management
Asset investment shall be planned, procured and financially managed in accordance with the ‘related procedures and documents’ listed in this policy. Procurement in excess of $100k are required to be submitted to the Procurement and Contracts Governance Board for approval, prior to purchase.
In particular, where the investment is in any plant or structure asset, health and safety is to be included in any planning and procurement processes in accordance with both legislative requirements and University policy.
Asset Investment funded projects will be guided and supported by the Procurement Office and the Strategic Project Management Office (SPMO).
Financial Authority
© This Policy is the property of Massey University
Massey University Policy Guide Capital Investment Policy – Page 4
No financial activity of any kind (planning, construction or procurement) is to commence against a project or work without an approved Request for Financial Authority (RFA). Financial authority documentation is to be completed in accordance with Capital Planning Framework and Procedures, Request for Financial Authority (RFA) Procedure and the Delegations of Authority Policy.
Independent Cost Consultant
All projects over $2.0 million in total project cost shall utilise an independent cost consultant to financially value the work completed, including variations to the contract, prior to approval of the payment certificate or invoice. A valuation statement shall accompany the payment certificate or invoice through the approval and creditors process.
Reporting to University Council
Project Managers of major asset investment projects are required to provide a progress reports to their various management committees using Massey’s chosen project management software. The DVC F&T will provide University Council with a bi-annual summary report for all projects over $1.0 million in total project value. This report will be additional to the monthly financial reports provided to the University Council.
Definitions:
Asset investment plan affordability
The ability to finance the proposed asset investment programme from the University’s funding sources: net surplus, annual depreciation, unallocated reserves, property sales, external funding partnerships and external borrowing (subject to the University’s debt capacity and borrowing consent conditions).
Recurrent programmes
Recurrent funded asset investment programmes are those which require annual approval and funding. Funding allocated in any one year must be spent in the year it is allocated and is not intended to be carried over to the next year.
Committed/approved projects
These are projects with a TPC over $300,000 where a formal business case has been approved by SLT or by University Council, consistent with the delegations policy and procedures.
Projects approved in principle
These are projects with a TPC over $300,000 that have received SLT approval-in-principle to proceed to business case, consistent with the delegations policy and procedures. Project approval is subject to capital plan affordability. These projects will require completion of a business case, in accordance with the University’s Business Case Policy.
Externally funded projects
These are projects that are fully externally funded. They require completion of a business case in accordance with the University’s Business Case Policy and they may also require Ministry of Education and TEC approval for external borrowing where funding requirements exceed the current approved borrowing consent.
Horizon projects
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Massey University Policy Guide Capital Investment Policy – Page 5
An asset investment proposal or intention (over $300,000 in TPC) in the early stages of development. A business need has been identified and there has been an initial high-level estimate of scale and cost, but one or more of the following steps have yet to be completed: • Business case strategic assessment • SLT approval-in-principle Generally minor asset investment proposals are expected to be funded from existing recurrent programmes and would not be separately noted on the horizon list.
Independent cost consultant The purpose of an independent cost consultant is to critically assess the financial value of work completed, including variations to the contract, prior to payment being made. This ensures there are no advanced payments, should the main contractor face financial difficulties and be unable to complete the project.
• “Independent” means the appointment of a company or person, who shall; o Be a suitably qualified and experienced quantity surveyor, or ICT estimator o Not be an employee of the University o Not be a company or person that is the main contractor, a design build contractor, project managers, architects or software vendor, to the project for which payments are being made.
Investment The commitment of resources to the delivery of services with the expectation of receiving future benefits. Resources are typically committed through projects or programmes or portfolios. Pre-project operating costs A cost that is incurred during the feasibility and scoping stages of a proposal, before a business case is approved, is a pre-project operating cost and is not included in total project cost. These costs are typically identified during the Strategic Assessment stage, prior to the project receiving approval-in-principle to proceed to business case. SLT approval-in-principle can also include one-off approval for an operating budget allocation to cover these costs. Total project cost The financial value of all works and fees related to the implementation and completion of an approved project, including but not limited to, design, contract documentation, procurement, consents, development contributions, construction, software, configuration, implementation and training. Total project cost can include both operating and capital costs and is used to determine if the project can be approved by SLT or requires University Council approval. A cost that is incurred during the feasibility and scoping stages of a proposal, before a business case is approved, is a pre-project operating cost and is not included in total project cost. Capital Costs Costs can be included in capital value where the goods or services being supplied materially add to the fair market value of an asset (either as an addition to an existing asset or in the establishment of a new asset). Costs that do not meet this test must be treated as operating expenses. Refer to Asset Financial Procedures for examples of project capital or operating expenses.
Audience:
All Staff
Relevant Legislation:
Crown Entities Act 2004 and amendments Public Finance Act 1989 and amendments
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Education Act 1989 and amendments Financial Reporting Act 1993 and amendments Financial Transactions Reporting Act 1996 Construction Contracts Act 2002 and amendments and regulations Health and Safety at Work Act 2015
Legal Compliance: Crown Entities Act 2004 and amendments: Crown entities are bodies corporate established by law in which the Government has a controlling interest but which are legally separate from the Crown. The Crown Entities Act 2004 establishes that tertiary education institutions (TEIs) are Crown entities, and that TEC is a crown agent, and the Act goes on to provide a framework for TEI governance and operation.
The TEC is empowered under the Crown Entities Act and Education Act to ensure that government policy in respect of crown entities is adhered to. In particular, the Minister for Tertiary Education and the Minister for Education are able to direct TEC on how certain policies are to be applied to the tertiary education sector. An example of this are the policies contained in Cabinet Office Circular (15) 5, Investment Management and Asset Performance in the State Services.
Specific obligations for TEIs are also to be found in the following legislation:
Public Finance Act 1989 and amendments: The Education Act 1989, s. 203, states that every tertiary institution is a “Crown Entity” for the purposes of the Public Finance Act 1989. The Public Finance Act 1989, s. 45, requires that financial accounts be prepared in accordance with generally accepted accounting practice and must contain statements as to the financial position, cash flows, financial performance to be achieved, commitments, contingent liabilities, accounting policies and financial operations for the financial year.
Education Act 1989 and amendments: Where debt finance is required to undertake capital projects/works, s. 192 (4) of the Education Act 1989 requires written consent from the Secretary for Education to: - sell or dispose of assets or interest in assets - mortgage or charge assets or interests in assets - grant leases of land or buildings - to borrow, issue debentures or raise money S.194 (4)(d) states that an institution shall not exercise the right to borrow, issue debentures, or otherwise raise money without the consent of the Secretary for Education. The term borrowing includes any form of borrowing and includes such items as bank loans, finance leases, and arrangements with another party for the deferral of payments for the purchase of material assets and expenditure. The term finance lease includes any Public Private Partnerships (PPPs).
S.192 (5) allows the Minister for Education to set certain parameters in relation to: the sale of assets, the granting of leases and borrowing.
Borrowing Consent and Financial Covenants: The Secretary for Education has delegated authority from the Minister (under s.194 (5)) to consent to a limit within which an institution may borrow without seeking individual approvals. The Secretary for Education has issued such a borrowing consent to the University, subject to the University maintaining minimum levels of financial performance in relation to the following ratios: Net Surplus, Cash Flow from Operations, Liquidity, Interest Cover and Debt to Equity. A further condition requires the University Council to concur with an Affordability Test prior to the commencement of any individual capital project that has a total project value of $10 million or greater. The test must provide the rationale why, on reasonable grounds, the University Council is satisfied that it will, both during and after completion of the project, remain within its covenants. The Affordability Test is to be available for TEC inspection if requested.
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Financial Reporting Acts: All external reports must comply with generally accepted accounting practices as defined in the Financial Reporting Act 1993 and amendments, and the Financial Transactions Reporting Act 1996.
Construction Contracts Act 2002 incorporating amendments and regulations: Payment procedures and payment timing shall comply with the Construction Contracts Act 2002, Part 2 Payments. Health and Safety at Work Act 2015 S. 43 applies to a PCBU (person conducting a business or undertaking), meaning Massey University, who installs, constructs or commissions plant or a structure that is to be used, or could reasonably be expected to be used, as or at a workplace. The PCBU must, so far as is reasonably practicable, ensure that the way in which the plant or structure is installed, constructed, or commissioned ensures that the plant or structure is without risks to the health and safety of persons— (a) who install or construct the plant or structure at a workplace; or (b) who use the plant or structure at a workplace for a purpose for which it was installed, constructed, or commissioned; or (c) who carry out any reasonably foreseeable activity at a workplace in relation to the proper use, decommissioning, or dismantling of the plant or demolition, or disposal of the structure; or (d) who are at or in the vicinity of a workplace and whose health or safety may be affected by a use or an activity referred to in any of paragraphs (a) to (c).
Land Transfers and Titles Asset transfers from HMQ to Massey University, completed under the Crown Asset Transfer process, include specific encumbrances and legislative compliance interests listed on the land titles, recorded under the Computer Freehold Register Under Land Transfer Act 1952
Related Procedures and Documents:
Investment Management and Asset Performance in the State Services, CO (15) 5 Ministry of Education Consent to Borrow under s192 (4) (d) and (7) of the Education Act 1989 (advised 30 March 2018, for expiry on 31 March 2021) Capital Asset Management (CAM) Policy and Framework (in development) Asset Planning Framework and Procedures Treasury Policy and Framework Risk Management Policy and Framework Business Case Policy, Framework and Procedures Project Management Policy and Framework Request for Financial Authority (RFA) Procedure Capital Equipment Committee Terms of Reference Capital Budget Carry Forward Procedure Procurement Policy and Procedures Procurement and Contracts Governance Board Terms of Reference and Procedure Delegations of Authority Policy and Documents Contracts Management Policy and Procedures Health and Safety Policy Capital Development Post Completion Review Policy Financial Monitoring and Control Policy Asset Financial Procedures Asset Disposal and Write Off Policy University Campus Development Plans Information Services Strategic Plan
Document Management Control:
Prepared by: National Capital Manager for the Chief Financial Officer
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Authorised by: Deputy Vice-Chancellor, Finance and Technology Approved by: xxxx Date issued: xxxx Last review: November 2018 Next review: November 2021
© This Policy is the property of Massey University C18/145 – December Part I
Massey University Policy Guide
CAPITALASSET INVESTMENT POLICY
Section Finance
Contact National Capital Manager Last Review November 20152018 Next Review November 20182021
Approval TBA Formatted: Highlight
Purpose:
To ensure that capitalasset investment requests, planning and approvals are aligned with Massey University’s (the University) strategic, financial and risk planning frameworks. These include: Road to 2025 Strategic Plan and sub- strategies, the Massey University Strategy 2018-2022; Investment Plan, Capital Asset Management Plan, Campus Development Plans, Information Services Strategic Plan, the University Annual Planmulti-year plans and University policies. This policy applies to Major Capital Projects, Minor Capital Requestsall spending on assets that has a capital component which fall into the categories of major capital projects, minor capital requests, Information and Communication Technology (ICT) Projectsprojects, Library Capital Purchasescapital purchases, and Equipment Purchasesplant and equipment purchases.
The Crown expects tertiary education institutions to adopt and apply good practice in the management of investments, in accordance with Cabinet Office Circular (15) 5, Investment Management and Asset Performance in the State Services. Investment choices and decisions need to be informed by disciplined processes that optimise the value generated from new and existing capital assets and enable investment in capital assets to achieve stated objectives.
Policy:
The University will: 1. Identify as early as possible all significant capital intentions in multi-year investment plans and in its reporting processes. 2. Assess and prioritise investments according to the value of the proposal. 3. Make investment decisions that create the best value investment. 4. Monitor and control the implementation of an investment. 5. Review the performance of specific investments against expectations. 6. Continually review asset benefits and performance in relation to current and emerging needs.
In applying this policy, the University will comply with the relevant legislative frameworks, including adherence to its obligations under any Borrowing Consentborrowing consent approved by the Secretary for Education, and will follow best asset management practices in accordance with Capital Asset Management (CAM) Policy and Frameworkframework (in development).
The Crown expects tertiary education institutions to adopt and apply good practice in the management of investments, in accordance with Cabinet Office Circular (15) 5, Investment Management and Asset Performance in the State Services. Investment choices and decisions need to be informed by disciplined processes that optimise the value generated from new and existing capital assets and enable investment in capital assets to achieve stated objectives.
Legislative Frameworks, Borrowing Consents & Financial Covenants In making its investment and borrowing decisions, the University is bound by various legislative frameworks, borrowing consents and financial covenants (more fully explained in the sections: Relevant Legislation and Legal
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Compliance). The Minister of Tertiary Education, via the Tertiary Education Commission (TEC), is also able to set and review parameters that give effect to government policy. From time to time, the TEC will re-assess the materiality levels and types of investment or borrowing mechanisms that are subject to TEC or ministerial approvals.
TEC Financial Monitoring Framework and Capital Intentions Reporting The Financial Monitoring Framework (FMF) was adopted by TEC in 2010 to monitor the financial performance of tertiary education institutionsTertiary Education Institutions (TEIs) in accordance with s.159KBA of the Education Act 1989. The FMF utilises a series of financial assessments to determine an overall TEI risk assessment. The overall FMF risk rating is a key component in determining the level of reporting and associated financial monitoring and contact between the TEC and the TEI over the following year.
TheA Capital Intentions Report is submitted annually as part of the FMF, and requires a 10-year forecast of major capital intentions match to affordability.
Ten Year Capital Plan
The Ten Year Capital Plan (TYCP) is the planning process the University employsundertakes to ensure that capitalasset investment is targeted to meet business needs, capital and assets are appropriately replenished,renewed. It also identifies if the capitalasset investment programme is within the overall affordability of the University and that, compliant with borrowing covenants and financial covenants are complied with.
Following submissions from across the University,The TYCP is an annual ten year rolling programme of capitalasset investment projects iswhich include buildings, infrastructure, utilities, equipment, vehicles and information and communications technology activities. Once compiled by the National Capital Manager for approval Finance the TYCP is approved by The Senior Leadership Team (SLT) and University Council. Approval is for Year Oneyear one of the programme only, notwithstanding the major capital project contracts that are approved over multiple years. Subsequent years’ planning is yearly investments including forecasts are also noted. Projects include buildings, infrastructure, utilities, equipment and ICT activities.
The ten-year capital programmeTYCP is underpinned by a forecast of capital plan affordability over the same period, so that a fiscally balanced, compliant and sustainable capital programme is presented.
Capital intentions are included in the TYCP through the following channels:
1. Major Capital Proposalsasset investment proposals (exceeding $150300,000 in capital cost):Total Project Cost (TPC) • Funding proposals that have received SLT approval-in-principle to proceed to business case (based on the University’s business case scoping, risk assessment and strategic assessment processesrequirements), and are able to be funded within capital plan affordability, are included as Group Three – Approvalgroup three; approval in Principleprinciple projects. • Proposals that are able to be fully externally funded, from sources over and above capital plan affordability, are included as Group Four – Externally Funded Projectsgroup four; externally funded projects. • Other major capitalasset investment proposals can be submitted for inclusion as Horizonhorizon projects.
2. Minor Capital Proposals asset investment proposals ($2,000 - $150300,000 in capital costTPC) • Proposals can be funded through one of the existing Group One – Recurring Projects funding channelsrecurrent programmes.
In addition, the Vice-Chancellor, and Deputy Vice Chancellor Finance and Technology (DVC F&T) can approve investment in fixed assets which is not budgeted in the TYCP subject to relevanttheir respective delegations, can initiate new capital works up to $500,000, beyond the total annual capital work programme shown in the University Council approved Capital Plan in the Delegations of Authority Policy.
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Major CapitalAsset Investment Project Proposals and Approvals
Major Capital Projects asset investment projects are individual new development, capital renewal and refurbishment projects over $150300,000 in capital valueTPC, as listed in the approved TYCP, Groups Two, Three and Four. .
FundingMajor asset investment proposals that have received SLT approval-in-principle to proceed to business case, based on the University’s business case scoping, risk assessment and strategic assessment processes, are included as Group Three – Approvalapproval in Principleprinciple projects.
Following SLT approval-in-principle, funding requests exceeding $150300,000 in capital costTPC require a business case to be prepared in accordance with the University’s Business Case Policy.
Thereafter, funding requestsbusiness cases are submitted to SLT for approval of projects with a Total Project Valueor endorsement to University Council. • Proposals budgeted in the TYCP up to $5.0M TPC may be approved by SLT, or to University Council for projects greater than $5.0M in TPC. • Unbudgeted proposals up to $1.0M TPC may be approved by SLT, or to University Council for projects greater than $1.0M in Total Project Value. TPC.
Approval is conditional on funding sources being confirmed: either funding from within capital planTYCP affordability, or funding from external sources. On approval, the project is reported as a Group Two – Approved Project or Group Four – Externally Funded Project.
Minor CapitalAsset Requests and Approvals
Minor Capital Requestsasset requests are individual new development, capital renewal and refurbishment projects that have an individual value between $2,000 and $150300,000 and are within the annually approved capital programmes. They include, but are not limited to Group Onerecurrent programme funding lines for Campus Infrastructure, Minor Capital Works, Building Renewal, IT Refresh & Infrastructurecampus infrastructure, minor capital works, building renewal, information technology refresh and infrastructure programmes, Library Books,library books, the Capital Equipment Committee (CEC) programme, and minor equipment.
Group OneRecurrent programme funding pools also exist for a range of minor equipment categories, including scientificresearch equipment, aircraft, farm equipment and utility vehicles.
SLT Members with responsibility for Group Onegroup one programmes will prioritise the annual requests for their portfolio within the Council approved funding budgeted in the TYCP. The SLT Member will ensure these programmes align with University strategy and the plans listed in this Policypolicy. To release the funding SLT Membersmembers will submit an itemised schedule of projects to Finance for project financial establishment, cash flow management and to ensure compliance with accounting standards and University accounting policies.
SLT Portfolios are also allocated annual general equipment fundsSLT members have responsibility for itemsmanagement of minor equipment which are not subject to an itemised submission.portfolios with their reporting line. The AVC SFICDVC F&T will annually, viaissue a memorandum, issue annually, allocating the minor equipment budgets to reporting lines incorporating guidance and conditionsany associated with this budget allocation. The funding is provided for conditions. SLT members to manage their respectiveshould prioritise of new equipment purchases for the effective management of their equipment portfolios. Capital funding may be used to purchase equipment with a value over $2,000 in accordance with the Asset Financial Procedures.
Capital Equipment Committee Annual Programme
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The University Capital Equipment Committee shall beCEC manages and is responsible for the annual allocation of two funding streams of capital equipment funding as defined in the TYCP. Thefor values between $20,000 to $300,000 and major items over $300kThe Committee will conduct the annual prioritisation of equipment bids through the Capital Equipment Round (CER)equipment round process as established through its terms of reference.
Project Risk Management Formatted: Not Highlight Project sponsors and managers shall ensure project governance structures and risk management practice are in place to proactively identify and manage project risks, in accordance with the University’s Project Management Policy and Risk Management Policy.
This should include, but is not limited to, the use of project control groups, project steering groups, change management and approval procedures, contract variation, project assurance processes, valuation and payment processes.
Planning, Procurement and Financial Management
CapitalAsset investment shall be planned, procured and financially managed in accordance with the ‘Related Proceduresrelated procedures and Documents’documents’ listed in this policy. Procurement in excess of $100k are required to be submitted to the Procurement and Contracts Governance Board for approval, prior to purchase.
In particular, where the investment is in any plant or structure asset, health and safety is to be included in any planning and procurement processes in accordance with both legislative requirements and University policy.
CapitalAsset Investment funded projects will be guided and supported by the Procurement Office and the Strategic Project Management Office (SPMO), whose primary responsibility will be to ensure the aspects of the project management framework are implemented across the University. ).
Formatted: Font: Not Bold
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Financial Authority
No financial activity of any kind (planning, construction or procurement) is to commence against a project or work without an approved Request for Financial Authority (RFA). Financial authority documentation is to be completed in accordance with Capital Planning Framework and Procedures, Request for Financial Authority (RFA) Procedure and the Delegations of Authority Policy. Formatted: Font: Not Bold Independent Cost Consultant
All projects over $2.0 million in total project valuecost shall utilise an Independent Cost Consultantindependent cost consultant to financially value the work completed, including variations to the contract, prior to approval of the payment certificate or invoice. A valuation statement shall accompany the payment certificate or invoice through the approval and creditors process.
Reporting to University Council
Project Managers of major capitalasset investment projects will are required to provide a progress report quarterly to the National Capital Manager on the approved reporting template.reports to their various management committees using Massey’s chosen project management software. The Assistant Vice Chancellor, Strategy, Finance, Information Technology and Commercial Operations (AVC SFIC)DVC F&T will provide University Council with a bi-annual summary report for all projects over $1.0 million in total project value. This report will be additional to the monthly financial reports provided to the University Council.
Definitions:
Capital Plan Affordability
Asset investment plan affordability
The ability to finance the proposed capitalasset investment programme from the University’s funding sources: net surplus, annual depreciation, unallocated reserves, property sales, external funding partnerships and external borrowing (subject to the University’s debt capacity and borrowing consent conditions).
Group One – Recurrent Projectsprogrammes
Recurrent capital projectsfunded asset investment programmes are those which require annual approval and funding. Funding allocated in any one year must be spent in the year it is allocated and is not intended to be carried over to the next year.
Group Two – Carry Forward/Committed/Approved Projectsapproved projects
These are projects with a capital valueTPC over $150300,000 where a formal Business Casebusiness case has been approved by SLT or by University Council, consistent with the delegations policy and procedures.
Group Three – Projects Approvedapproved in Principleprinciple
These are projects with a capital valueTPC over $150300,000 that have received SLT approval-in-principle to proceed to business case, consistent with the delegations policy and procedures. Group 3 projectProject approval is subject to capital plan affordability. TheThese projects will require completion of a business case, in accordance with the University’s Business Case Policy.
Group Four – Externally Funded Projects Group 4 coversfunded projects with a capital value over $150,000 Formatted: Font: Bold
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These are projects that are fully externally funded. They require completion of comprehensive a business casescase in accordance with the University’s Business Case Policy and they may also require Ministry of Education and TEC approval for external borrowing where funding requirements exceed the current approved borrowing consent.
Horizon Projectsprojects A capitalAn asset investment proposal or intention (over $150300,000 in value) that isTPC) in the early stages of development: a. A business need has been identified, and there has been an initial high-level estimate of scale and cost, but one or more of the following steps have yet to be completed: • SLT portfolio assessment. • Risk profile assessment. • Business case scoping. • Business case strategic assessment. • SLT approval-in-principle. Generally minor capitalasset investment proposals are expected to be funded from existing Group One funding channelsrecurrent programmes and would not be separately noted on the Horizonhorizon list. However exceptions may be made at the discretion of SLT or the AVC SFIC (within delegated authority), which would allow minor capital proposals to be identified as Horizon items during the TYCP process.
Independent Cost Consultantcost consultant The purpose of an independent cost consultant is to critically assess the financial value of work completed, including variations to the contract, prior to payment being made. This ensures there are no advanced payments, should the main contractor face financial difficulties and be unable to complete the project.
• “Independent” means the appointment of a company or person, who shall; o Be a suitably qualified and experienced quantity surveyor, or ICT estimator Formatted: Font: Not Bold o Not be an employee of the University Not be a company or person that is the main contractor, a design build contractor, project managers, Formatted: Indent: Left: 2.25 cm, First line: 0 cm, Space o After: 0 pt architects or software vendor, to the project for which payments are being made. Formatted: Font: Not Bold Investment Formatted: Sub Heading, Space After: 6 pt The commitment of capital or balance sheet resources to the delivery of services with the expectation of receiving Formatted: Font: Not Bold future benefits. Resources are typically committed through projects or programmes or portfolios. Formatted: Font: Not Bold Pre-Project Operating Costsproject operating costs Formatted: Font: Arial, Not Bold A cost that is incurred during the feasibility and scoping stages of a proposal, before a business case is approved, is a Formatted: Font: Arial pre-project operating cost and is not included in Total Project Value.total project cost. These costs are typically Formatted: Sub Heading, Indent: Left: 0 cm, Hanging: 2.5 identified during the Strategic Assessment stage, prior to the project receiving approval-in-principle to proceed to cm, Space After: 6 pt, Tab stops: 2.5 cm, Left business case. SLT approval-in-principle can also include one-off approval for an operating budget allocation to cover Formatted: Font: Not Bold these costs. Formatted: Sub Heading, Space Before: 0 pt, After: 6 pt Total Project Valueproject cost Formatted: Font: Not Bold The financial value of all works and fees related to the implementation and completion of an approved project, Formatted: Sub Heading, Indent: Left: 0 cm, Hanging: 2.5 including but not limited to, design, contract documentation, procurement, consents, development contributions, cm, Space After: 6 pt, Tab stops: 2.5 cm, Left construction, software, configuration, implementation and training. Total Project Valueproject cost can include both Formatted: Font: Not Bold operating and capital costs and is used to determine if the project can be approved by SLT or requires University Formatted: Sub Heading, Space Before: 0 pt, After: 6 pt Council approval. Formatted: Font: Not Bold A cost that is incurred during the feasibility and scoping stages of a proposal, before a business case is approved, is a pre-project operating cost and is not included in Total Project Valuetotal project cost. Formatted: Font: Not Bold Formatted: Font: Not Bold
Formatted: Font: Not Bold
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Total Project Capital ValueCosts Formatted: Sub Heading, Indent: Left: 0 cm, Hanging: 2.5 cm, Space After: 6 pt, Tab stops: 2.5 cm, Left Costs can be included in capital value where the goods or services being supplied materially add to the fair market value of an asset (either as an addition to an existing asset or in the establishment of a new asset). Costs that do not Formatted: Font: Not Bold meet this test must be treated as operating expenses. Refer to Capital Planning Framework andAsset Financial Formatted: Sub Heading, Space After: 6 pt Procedures for examples of project capital or operating expenses. Formatted: Font: Not Bold Audience: Formatted: Font: Arial, Not Bold Formatted: Font: Arial, Not Bold All Staff
Relevant Legislation:
Crown Entities Act 2004 and amendments Public Finance Act 1989 and amendments Education Act 1989 and amendments Financial Reporting Act 1993 and amendments Financial Transactions Reporting Act 1996 Construction Contracts Amendment Act 2015Act 2002 and amendments and regulations Health and Safety at Work Act 2015 (effective 4 April 2016)
Legal Compliance: Formatted: Space After: 6 pt Crown Entities Act 2004 and amendments: Crown entities are bodies corporate established by law in which the Government has a controlling interest but which are legally separate from the Crown. The Crown Entities Act 2004 establishes that tertiary education institutions (TEIs) are Crown entities, and that TEC is a crown agent, and the Act goes on to provide a framework for TEI governance and operation.
The TEC is empowered under the Crown Entities Act and Education Act to ensure that government policy in respect of crown entities is adhered to. In particular, the Minister for Tertiary Education and the Minister for Education are able to direct TEC on how certain policies are to be applied to the tertiary education sector. An example of this are the policies contained in Cabinet Office Circular (15) 5, Investment Management and Asset Performance in the State Services.
Specific obligations for TEIs are also to be found in the following legislation:
Public Finance Act 1989 and amendments: The Education Act 1989, s. 203, states that every tertiary institution is a “Crown Entity” for the purposes of the Public Finance Act 1989. The Public Finance Act 1989, s. 45, requires that financial accounts be prepared in accordance with generally accepted accounting practice and must contain statements as to the financial position, cash flows, financial performance to be achieved, commitments, contingent liabilities, accounting policies and financial operations for the financial year.
Education Act 1989 and amendments: Where debt finance is required to undertake capital projects/works, s. 192 (4) of the Education Act 1989 requires written consent from the Secretary for Education to: - sell or dispose of assets or interest in assets - mortgage or charge assets or interests in assets - grant leases of land or buildings - to borrow, issue debentures or raise money S.194 (4)(d) states that an institution shall not exercise the right to borrow, issue debentures, or otherwise raise money without the consent of the Secretary for Education. The term borrowing includes any form of borrowing and includes such items as bank loans, finance leases, and arrangements with another party for the deferral of payments
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Massey University Policy Guide Capital Investment Policy – Page 8 for the purchase of material assets and expenditure. The term finance lease includes any Public Private Partnerships (PPPs).
S.192 (5) allows the Minister for Education to set certain parameters in relation to: the sale of assets, the granting of leases and borrowing.
Borrowing Consent and Financial Covenants: The Secretary for Education has delegated authority from the Minister (under s.194 (5)) to consent to a limit within which an institution may borrow without seeking individual approvals. The Secretary for Education has issued such a borrowing consent to the University, subject to the University maintaining minimum levels of financial performance in relation to the following ratios: Net Surplus, Cash Flow from Operations, Liquidity, Interest Cover and Debt to Equity.
A further condition requires the University Council to concur with an Affordability Test prior to the commencement of any individual capital project that has a total project value of $10 million or greater. The test must provide the rationale why, on reasonable grounds, the University Council is satisfied that it will, both during and after completion of the project, remain within its covenants. The Affordability Test is to be available for TEC inspection if requested.
Financial Reporting Acts: All external reports must comply with generally accepted accounting practices as defined in the Financial Reporting Act 1993 and amendments, and the Financial Transactions Reporting Act 1996.
Construction Contracts Amendment Act 2015Act 2002 incorporating amendments and regulations: Payment procedures and payment timing shall comply with the Construction Contracts Amendment Act 20152002, Part 2 Payments.
Health and Safety at Work Act 2015 (effective 4 April 2016): S. 43 applies to a PCBU (person conducting a business or undertaking), meaning Massey University, who installs, constructs or commissions plant or a structure that is to be used, or could reasonably be expected to be used, as or at a workplace. The PCBU must, so far as is reasonably practicable, ensure that the way in which the plant or structure is installed, constructed, or commissioned ensures that the plant or structure is without risks to the health and safety of persons— (a) who install or construct the plant or structure at a workplace; or (b) who use the plant or structure at a workplace for a purpose for which it was installed, constructed, or commissioned; or (c) who carry out any reasonably foreseeable activity at a workplace in relation to the proper use, decommissioning, or dismantling of the plant or demolition, or disposal of the structure; or (d) who are at or in the vicinity of a workplace and whose health or safety may be affected by a use or an activity referred to in any of paragraphs (a) to (c).
Land Transfers and Titles Asset transfers from HMQ to Massey University, completed under the Crown Asset Transfer process, include specific encumbrances and legislative compliance interests listed on the land titles, recorded under the Computer Freehold Register Under Land Transfer Act 1952
Related Procedures and Documents:
Investment Management and Asset Performance in the State Services, CO (15) 5 Ministry of Education Consent to Borrow under s192 (4) (d) and (7) of the Education Act 1989 (advised 30 March 20152018, for expiry on 31 March 20182021) Capital Asset Management (CAM) Policy and Framework (in development) CapitalAsset Planning Framework and Procedures Treasury Policy and Framework Risk Management Policy and Framework Business Case Policy, Framework and Procedures
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Project Management Policy and Framework Request for Financial Authority (RFA) Procedure Capital Equipment Committee Terms of Reference Capital Budget Carry Forward Procedure Procurement Policy and Procedures TendersProcurement and Contracts Governance Board Terms of Reference and Procedure Delegations of Authority Policy and Documents Contracts Management Policy and Procedures Health and Safety Policy Capital Development Post Completion Review Policy Financial Monitoring and Control Policy Asset Financial Procedures Asset Disposal and Write Off Policy University Campus Development Plans Information Services Strategic Plan
Document Management Control:
Prepared by: National Capital Manager for the Chief Financial Officer Authorised by: AssistantDeputy Vice-Chancellor, Strategy, Finance, Information and Technology and Commercial Operations Approved by: xxxx Formatted: Highlight Date issued: xxxx Formatted: Highlight Last review: November 20152018 Next review: November 20182021
© This Policy is the property of Massey University C18/146 – December Part I
REPORT TO COUNCIL
REPORT TO: Chairperson and Members Massey University Council
DATE OF MEETING: 5 December 2018
REPORT TITLE: Health and Safety Strategy
DATE OF REPORT: 26 October 2018
REPORT AUTHOR/S: Deputy Vice-Chancellor People and Culture Alan Davis
Director Health, Safety, and Wellbeing Paul Robertson
RECOMMENDATION(S) TO THE COMMITTEE/COUNCIL
It is recommended to Council:
1. That Council review and endorse the Draft Health and Safety Strategy.
KEY POINTS AND STRATEGIC FIT The attached Health and Safety Strategy has been developed to provide a longer-term view of activity required to achieve the commitments that have been made within the Health, Safety and Wellbeing Policy and Charter recently approved by University Council.
The strategy has been developed using the following principles, which are covered within the strategy: 1. The need for authentic, active, and visible safety leadership 2. Success will require empowered and enabled workers 3. We must take a risk-based approach 4. We must deliver effective, simple, and practical solutions.
Strategic Health and Safety Themes Five strategic themes have been developed that cover a range of activities that will be embedded within annual health and safety plans. At a high level, these themes and the related initiatives have been developed through a workshop held with university health and safety professionals, and are based on modern safety-science theory and thinking. The five themes are: 1. Proactively preventing injuries and illnesses, 2. Embed simple and practical health and safety management systems 3. Ensure timely and accurate access to information,
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4. Demonstrate visible, highly-capable, safety leadership 5. Reduce the impact of injury or illness
Detail relating to each of the above has been listed within the strategy to demonstrate the level of activity required to meet the strategic objective. The annual health and safety plans will systematically approach the implementation of these, with consideration of the operating context of the university, the need for prerequisite actions, and the availability of resources to undertake the activity.
This Draft Health and Safety Strategy will be subject to further consultation with key stakeholders to refine the detail relating to specific initiatives, and the feedback from that process will inform the 2019 Health and Safety Annual Plan which, along with the finalised Strategy, will be resubmitted to Council for final approval in early 2019.
ASSURANCE No assurance has been undertaken on this report, and it is subject to continued consultation to refine the level of detail required.
FINANCIAL Once the strategy has been finally approved, annual health and safety plans will be developed for approval and the initiatives involved may require a degree of investment by the university to achieve where these are beyond current activity or service levels. This will be scoped out in more detail to understand the funding required as initiatives are researched and developed within the annual planning process.
TREATY LED No treaty implications arise from the report
SUPPORTING INFORMATION/DOCUMENTATION - Health and Safety Strategy
Alan Davis Deputy Vice-Chancellor People and Culture
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Massey University Draft Health and Safety Strategy 2019-2021
Massey University has a commitment and a responsibility to ensuring the health, safety, and wellbeing of everyone in our community, including our employees, contractors, students and visitors. Our main objective is to ensure that the university is a healthy, safe and protected place for our community to come together to work, learn, and play.
To achieve this objective, everyone in at the University needs to understand what we need to do as a community to make that a reality. That is the purpose and reason behind this strategy, which is about ensuring that we make health and safety as simple, as practical and as effective as possible. This Health and Safety Strategy is designed to work in harmony with the Wellbeing Strategy to achieve our overall commitment to our people.
Within this strategy we have identified some guiding principles that will underpin all health and safety activities that we undertake. Those principles are: • Authentic, Active, and Visible Leadership, • Empowered and Enabled Workers, • Risk-Based Approach, and • Effective, Simple, and Practical Solutions.
Using these principles, and with the objective in mind, we have identified five strategic themes that we will use to build a healthier and safer university environment. These themes will build on the work already completed or underway and will involve a range of initiatives that will cascade across a three-year timeframe as we build our structures, capability, and culture. These themes establish the framework for annual health and safety plans to be created which will be developed systematically to build on work done, with a view to what will be required to reach our goals. KPI’s will then be created to track progress, which will form the basis for reporting.
As demonstrated in the diagram below, the themes are: • Proactively prevent injuries and illnesses, • Embed simple and practical H&S management systems • Ensure timely and accurate access to information • Demonstrate visible, highly-capable safety leadership • Reduce the impact of injury or illness.
Proactively Prevent Injuries and Illnesses
Guiding Principles
Authentic, Active and Embed Simple and Practical H&S Management Systems Visible Leadership Objective
Empowered and Massey University is Ensure Timely and Accurate Access to Information Enabled Workers a healthy, safe, and protected place to Risk-Based Approach work, learn, and play Demonstrate Visible, Highly Capable Safety Leadership Effective, Simple and Practical Solutions
Reduce the Impact of Injury or Illness C18/146 – December Part I
Strategic Implementation Detail The detail below shows what activity will be required within each strategic theme to deliver on our stated objectives. This will then be used to structure annual health and safety plans, based on prerequisite activity needed, available resources, and expected timeframes for completion.
Proactively prevent injuries and illnesses • Critical risks programme that identifies, robustly analyses and ensures understanding by everyone who is exposed to that risk, • Design and implement critical controls that are well designed, embedded into work, and verified regularly to ensure their effectiveness, • Ensure that all hazards are proactively identified, controlled, and monitored, • Embed safety into the design of work to ensure that work is as safe as is reasonably practicable, • Create a “Safe-to-Fail” environment for students to learn in where known failure types are expected, intercepted and mitigated before harm occurs, • Improved investigation outcomes and learning from failures.
Embed simple and practical H&S management systems • Continue to review and improve all procedures, standards and tools to ensure that they are consistent, easy to use and understand, and effective in their operation, • Integrate safety processes into business operations wherever possible to reduce the gap between work and safety and remove clutter, • Develop and implement effective tools to assist in planning, designing, managing, and monitoring projects where there are safety implications or risks.
Ensure timely and accurate access to information • Improve the use of effective information management systems to accurately and quickly capture and monitor data, • Develop reports and/or dashboards to provide leaders with access to useful data and information that can guide effective decision-making, • Improve online communications and open access to guidance and standards to ensure staff, students, and contractors understand how to work safely on our campuses, • Develop and monitor lead performance indicators to effectively manage health and safety.
Demonstrate visible, highly capable safety leadership • Review and ensure that there are clearly understood health and safety roles and responsibilities embedded across the university, • Develop leadership capability and comfort in managing the day-to-day safety of work, • Empower and enable worker representatives and ensure that workers are able to develop or influence solutions to health and safety problems, • Provide ongoing opportunities to develop understanding of safety processes, and build capability in managing H&S through a variety of methods, • Define the Health Safety and Wellbeing Team Operating Model to ensure clear university understanding of service offerings and support available.
Reduce the impact of injury or illness • Partner with medical providers to provide better access to support and early return to work outcomes, through greater shared understanding of work activities, restrictions, and support available, • Regularly monitor the health of workers exposed to health risks to ensure the effectiveness of controls, • Develop capability in early intervention and treatment to prevent the worsening or escalation of discomfort and pain. C18/147 – December Part I
REPORT TO COUNCIL
REPORT TO: Chairperson and Members Massey University Council
DATE OF MEETING: December 2018
REPORT TITLE: APPROVAL OF WELLBEING STRATEGY
DATE OF REPORT: 20 November 2018
REPORT AUTHOR/S: Deputy Vice-Chancellor People and Culture Alan Davis
Director Health, Safety, and Wellbeing Paul Robertson
RECOMMENDATION(S) TO THE COMMITTEE/COUNCIL
It is recommended to the Committee/Council:
1. That Council review and approve the Wellbeing Strategy
KEY POINTS AND STRATEGIC FIT - This Wellbeing Strategy describes how Massey University will take steps to improve wellbeing across the university in a collaborative and comprehensive way, in line with its strategic objective of enabling staff excellence through maximising staff engagement and wellness. It is also aligned with the commitment made in the Health, Safety and Wellbeing Charter and Policy. - This strategy will guide the development of initiatives that impact on staff and student mental health, engagement, wellness, and experience. - Māori models of health promotion have been considered in the development of the strategy, along with work from the field of positive psychology. - Five strategic themes were then identified and tested with groups, including a full workshop with the people and culture team. These five themes include; o Supporting safe and healthy people, o Developing positive relationships and behaviours, o Enabling and acknowledging success, o Developing capability, and o Creating healthy and engaging spaces. - The Wellbeing Strategy acknowledges the overlap between the activities of the People and Culture team (including Health, Safety and Wellbeing) and the Student Services and Operations teams. A coordinated approach will be taken where appropriate to reduce duplication of effort and increased cost.
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ASSURANCE Consultation
The Wellbeing Strategy has been widely and thoroughly discussed with stakeholders from across the university through a group that includes academic experts, Māori and Pasifika staff, student services teams, student associations, and staff. It was also tested in a workshop involving People and Culture staff to ensure alignment with People and Culture plans, initiatives, and ways of working.
The Wellbeing Strategy was reviewed and approved by SLT prior to submission to Council for approval.
FINANCIAL With the approval of the wellbeing strategy, plans will be created each year to implement it. This will require an investment by the university, as this will involve a range of new initiatives that are beyond current offerings, but yet to be defined and determined. A placeholder for modest expenditure to start with, has been made in the 2019 new initiatives bid process
TREATY LED No implications from the approval of this framework
SUPPORTING INFORMATION/DOCUMENTATION - Wellbeing Strategy
Alan Davis Deputy Vice-Chancellor People and Culture
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Wellbeing at Massey University Draft Strategic Framework
Massey University has a strong commitment to high quality teaching and learning, excellence in research, and student success. To achieve this a strategic emphasis has been placed on health and safety, having a reputation for caring, and a commitment to our people and places. Inside of these commitments, it makes sense to ensure that we address the challenges that our people face from a physical and psychological perspective.
Our people (including staff and students) are our greatest resource, the source of our solutions, the key to our success, and they are at the centre of the services and teaching we provide. To ensure that we empower our people and enable them to be the best that they can be, we must look to their wellbeing.
Objective Our overall objective is to create and foster a positive culture that enables our people to thrive and realise their full potential as part of a healthy and engaged community.
Scope This strategy considers the challenges and needs of the full Massey University community, including our staff and our students.
Defining Wellbeing Wellbeing is a state where a person has a positive emotional outlook, experiences high levels of engagement, enjoys positive relationships, has clear purpose and meaning, and sets goals and achieves them.
Strategic Objectives To deliver on our intention to impact positively on the wellbeing of our staff and students, as it is defined above, Massey University has identified a number of areas that we will focus on:
1. Support Safe and Healthy People
2. Build Positive Relationships & Behaviours
3. Enable and Acknowledge Success
4. Develop Capability
5. Create Healthy and Engaging Spaces C18/147 – December Part I
We recognise the important link between health (both physical and psychological) and the work or study that we do. Each may impact on the other, inside a complex and dynamic environment of people’s lives, and it is important to consider in our strategy that we will be able to influence some, but not all, areas of a person’s life. With that in mind our strategy, wherever possible, should attempt to impact those areas where people can develop a set of tools or resources that can be applied more broadly, while influencing those areas that we have control or influence over.
Framework Model Multiple stakeholders are involved in managing wellbeing across Massey University, with separate focus areas and funding models. This framework model demonstrates where separate planning and action is needed, and where collaboration between stakeholders can reduce duplication.
Massey University Wellbeing Framework
Student Experience Outcomes Survey Results Framework
Input Staff Wellbeing Needs Student Wellbeing Needs
Support Safe & Healthy People Build Positive Relationships and Behaviours Enable Success Develop Capability Strategy Create Healthy and Engaging Spaces
Massey University Wellbeing Initiatives
Department / College / School Student Wellbeing Initiatives Wellbeing Initiatives Implementation
As demonstrated by the framework, implementation plans for each group will be required that detail how the strategy will be put in action. These implementation plans will need to be developed collaboratively due to the degree of potential overlap between staff and students. This is important, as many of the student wellbeing programmes are funded through the student levy and are not able to be accessed by staff. At the same time, where there are initiatives that can be targeted across both groups (for example, mental health first aid training), these can be managed collaboratively to take advantage of the economy of scale and reduce the costs associated with duplication.
This model also encourages the various departments, colleges and schools to develop plans to address wellbeing within their own context with reference to their own identified needs. These can be locally owned and implemented, and will align to the overall approach that the university is taking, and with consideration to the initiatives that will be rolled out more broadly. This also allows the university C18/147 – December Part I
to identify pockets of excellence or innovation within one part of the university, and cascade that out to the wider community within Massey.
Implementation
Support Safe and Healthy People: Encourage Healthy Lifestyles Develop initiatives which assist our community to manage their physical health, through provision of education and resources (such as ergonomic or nutritional advice, gym access, and fitness programmes), support (such as smoking-cessation programmes), or through active initiatives that target health (such as staff flu vaccinations, or staff vs student sporting competitions). This may also include increasing mobility for those in largely sedentary roles
Targeted Mental Health Initiatives Establish a psychologically safe environment where mental health issues are proactively identified and managed, and ensure appropriate interventions and support are available. Develop the ability of our people to cope effectively with the challenges that they face and ensure that welfare plans are in place to support people in times of need.
Celebrate Diversity Develop and/or maintain programmes that acknowledge and celebrate diversity, and encourage people to be themselves. This includes programmes that focus on addressing barriers or issues relating to matters of culture, gender, faith, sexuality, disability etc.
Support Spiritual Health Continue to provide spiritual support for staff and students, to provide guidance and counselling on a faith-based platform.
Build Positive Relationships and Behaviours: Respect at Massey Develop a culture of care within the University environment. Review and implement programmes to prevent sexual violence or harassment for staff and students. Target behavioural elements of bullying and harassment through the implementation of programmes that focus on enhancing “above the line” behaviours and communications and addressing “below the line” behaviours.
Encourage Community-Led Initiatives Develop relationships within the University Community by supporting, encouraging, and in some cases partnering with, initiatives that are led by groups within the community. Examples may be Pink Shirt Day, Blood Drives, R U OK?, Relay for Life, Movember etc. Each of these has a clear link to physical or mental health and wellbeing, and is coordinated at a department, club, or school level. Providing a platform for these types of initiatives to succeed at a Campus or University level will improve the social experience of community within the university and develop positive relationships that are not restricted to current hierarchies or departments. This may also include opportunities for staff members to volunteer their time to appropriate local charities or community groups.
Enable Success: Personal and Professional Development Opportunities Provide or facilitate processes that encourage our people to develop themselves, learn new skills, or improve their capability. This allows people to experience success in multiple areas of life, not just in the area of a particular course, KPI or measure of success
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Review and Improve Work Work with managers to create greater flexibility and job control in the work that people do, ensure appropriate resources are allocated for tasks (including physical, human, financial and technological resources). Ensure that workloads are understood and managed appropriately, and that processes are simple and easy to use. Increase the meaning of work by ensuring that there is a clear connection between the work that people do, and the value that it adds to the university and community.
Recognition and Acknowledgement Provide opportunities for people to be acknowledged and recognised for a wide range of successes, not just those related to the measures contained within a role description, annual plan or grades. Help to find ways to say thanks, provide positive feedback, or cheer on our colleagues and students when they are succeeding.
Develop Capability: Create Highly Capable Leaders Identify leadership capabilities, then provide coaching, mentoring or development for people who have management roles to increase their competency in leadership skills and behaviours. Identify informal leaders within the University and ensure that they are empowered and developed. Find ways to encourage and support student leaders.
Enable Teams to Operate Effectively Support teams to develop skills and processes that enable them to work together effectively, to develop shared understanding of common purpose; to set and achieve goals; and a sense of mutual purpose, direction and commitment.
Create Healthy and Engaging Spaces: Well-Designed Sustainable Spaces Identify opportunities to improve the design of our spaces to encourage a focus on health, safety, sustainability and wellbeing. Assess areas where noise, light, air quality, temperature or ergonomic design could have an impact on health or wellbeing (positive or negative), and identify plans to manage this. Provide access to green spaces, or quiet areas, where people can relax and disconnect. Identify barriers relating to active transport or exercise opportunities through a lack of showers, lockers, bike parking, or changing facilities, and put in place plans for improvement.