Mission - Wellington Institute of Technology

These are interesting and exciting
times for the tertiary education
sector. It has been heartening to
have the Government acknowledge
that it is time to focus on quality,
not quantity.
Chairperson’s
Report
Quality has always been an important value for WelTec.
Quantity presents us with challenges. As we specialise in
trades and technical training our practical classes have an
optimum operating number. Not for us the economies of
scale possible by packing more bodies into a lecture
theatre.
WelTec's strategic goals and objectives have been
designed to be consistent with the aims of the Tertiary
Education Strategy (TES) and the Statement of Tertiary
Education Priorities (STEP). We believe that WelTec is a
partner with Government in delivering what the New
Zealand students, employers and economy need for a
prosperous future.
WelTec made many positive and strategic moves in 2005.
We furthered our commitment to Wellington by opening a
new campus in the city; ensuring a wider range of
programmes is available there, as well as improved
student facilities.
WelTec had a good year in academic achievement, with
further development of our business goals. More
international agreements were signed for co-operation at
all levels. The target of establishing a number of Centres
of Excellence made progress as planned. We have
retained our Quality Assured Status following an ITPQ
audit and continued to tightly manage risk within WelTec.
Effective risk management saw us take early action to
address the financial situation that looked likely when,
owing to full employment, TEC-mediated student number
appeared likely not to meet our expectations. A total
review of the estimated performance for 2005 was rapidly
undertaken and a modified target for the year was
established. A proposal was put to the Crown and a loan
was made available to us to provide financial stability while
a long-term Sustainability Business Case was delivered.
This situation was not a surprise to us however. We have
been advising for some time that the anomalies in funding
and income mean we receive significantly lower funding
for delivering ITO contracted training. As WelTec is the
largest deliverer of ITO contracted training in New Zealand
we sustain the greatest loss. We operate as efficiently as
possible and have kept infrastructure investment to a
minimum to balance the books.
In 2001 the Council decided not to
participate in a large-scale community
education programme, although many
others in the sector did. This has
turned out to be good for our reputation
but left us without financial reserves.
WelTec has reached a critical point.
The high cost of delivering technical
and trades training, insufficient income
received from ITO contracts and no
financial reserves have put us in a
vulnerable position. We have looked at
our situation and ourselves very hard
and have presented a Sustainability Business
Case to Government proposing a way forward.
There are challenges, but we remain confident
that our education strategies are correct and that
we have support from students, industry and our
wider community. We are committed to
delivering quality training and education in the
long-term.
An organisation is the sum of its vision, support
and people. In these respects 2005 was a great
year for WelTec. I would like to acknowledge the
efforts, intelligence and support of my Council
colleagues during the year, especially the
Committee Chairs.
We are fortunate to have the skills of our CEO
who, as well as effectively managing a complex
organisation, was also Chairperson of ITPNZ
during 2005.
WelTec staff, our students and industry partners
and associates are all important components in
the success of this organisation. I thank them
again this year.
Denford McDonald OBE BE (Mech), C Eng,
MIEE, FIMNZ
Council Chairperson
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