Section 1 - Wellington Institute of Technology

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CHIEF EXECUTIVE’S REPORT An incredible level of support from our stakeholders in 2006 has confirmed WelTec’s value and significance. This was a testing year for WelTec, but we have risen to the challenges and emerged an even stronger organisation. We have received clear messages and proof of support from our stakeholders and confirmation that we have a major role to play, not just in the education sector but also in business and the economy. We have developed a clear plan for future sustainability and confirmed our position as the major provider of vocational and technical education for the Wellington Region and increased public recognition of WelTec as a New Zealand leader in the sector. Students WelTec works to meet the needs of a wide range of stakeholders but at our heart is a focus on students. New Zealand’s future depends on students and their success. In 2005 we achieved growth in student numbers and an increase in higher-level qualifications to meet specific student and industry needs. These trends continued in 2006, with a one percent growth above target in equivalent full-time students with an increasing percentage of those in highvalue, high-end qualifications. In 2006, 79 percent of our students studied at levels four to seven, up nearly three percent on 2005. WelTec also defined an important set of benchmarks for assisting students for whom learning has not previously been a positive experience. 94.6% of students who came to WelTec with no formal secondary qualification stayed with their course of study for the year. Of these, 74% were also able to experience success, many for the first time in their lives. In 2006 we doubled the number of staff training as adult literacy tutors, and so were able to increase our efforts to enhance our students’ literacy and numeracy skills. Our five-year Academic Plan, approved in 2006, established the key areas of development for the future. As well as providing a consolidated range of diploma and applied degree programmes for those who progress through the levels or who wish to access them from outside of the Wellington region, we will increase the emphasis on generic skills, technology, personalised cross-disciplinary learning and education in workplace settings. Business and Industry WelTec continued to work positively with industry and increase its level of support and commitment in 2006. Examples of this were the increase from 12 to 19 articulation agreements that were finalised during the year; the increase from 35 to 54 industry partnerships that were in place by the end of the year; and in particular our work with Wellington’s economic development agency to gain Government funding for the Greater Wellington Industry Development Centre, which will be based at WelTec. We also increased the percentage of our students who came from outside the Wellington region to 33.7% against a target of 30%. This is recognition of both our ability to meet industry training needs, which are driven at a national level, and that students seeking high-quality programmes at higher levels on the framework will choose a centre with a reputation like WelTec’s. The Regional Trade Training and Technology Centre moved nearer to reality during the year with the appointment of a manager for the Centre and the commencement of building works. An advisory committee of industry and community stakeholders was established and worked enthusiastically to ensure that the Centre is meets diverse needs and interests. 1 4
The Centre for Smart Product was formally opened by the Minister of Tertiary Education in May, and continued to spearhead WelTec’s research and development projects and to facilitate technology transfer to companies throughout the Wellington region. We were delighted to host the SkillEX nationals in September. This was the first time the national trade skills competition has been hosted outside Auckland. This meant that WelTec was able to showcase and promote technical skills to a large number of students and employers. It also gave us the opportunity to show political figures the range and professionalism of trade and technical skills required today. Late in 2006 WelTec became involved in a high-level chief executives discussion group hosted by the Hutt City Council. The chief executives of Industrial Research Limited, Geological and Nuclear Sciences, Open Polytechnic and WelTec held focussed discussions on how to bring together high-end science and education skills to deliver genuine economic transformational benefits to the region. Government We were delighted that our Sustainability Business Case (SBC) was accepted by Cabinet, confirming that the key positioning outlined in the Case was acceptable to the Crown. We immediately started work on implementing the SBC to meet the deliverables and deadlines that are the conditions for receiving Government support to ensure WelTec’s future financial viability. We had already alerted the Government to the challenges presented by the funding discrepancy that exists between TEC and Industry Training Organisation (ITO) EFTS and the unique impact of this on WelTec, with its higher percentage of the lower funded students than other educational institutions. WelTec’s TEC-funded EFTS in 2006 were 244 below our target. The numbers themselves were to some extent mitigated by international EFTS, which were 51 above target, and ITO mediated EFTS, which brought the total for WelTec up to one percent above what had been targeted for the year. Taking into account the EFTS funding discrepancy, the one percent financial surplus was a very good result. WelTec continues to deliver excellent value for money to Government for the delivery of skills critical to regional and national economic development. Staff My WelTec colleagues have been working to a high level of efficiency over recent years and preparation of the SBC represented a major effort for a handpicked team. Their hard work and commitment resulted in a positive outcome that was reward in itself. I thank those who worked on the SBC and all WelTec staff, who remained focussed on delivering quality education and services through uncertain times. During the year there was a further restructuring of WelTec’s Senior Management Team. Senior Managers provided huge support and leadership during the changes. The Council maintained a close involvement with the development of the SBC. Their support and commitment to what WelTec is about have been of huge value and have assisted WelTec in emphasising to Government that we have a distinctive and valued place in our regional and national communities. Council Chairperson, Denford McDonald, provided valuable support and advice to me and senior managers as the year progressed. Denford is stepping down as Chairperson early in 2007. WelTec and the wider community recognise and value his wholehearted commitment to our organisation and those it serves. We are grateful for all that he has done for WelTec. Dr. Linda Sissons, CNZM, PhD Chief Executive Officer 1 5
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Section 1 - Wellington Institute of Technology

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