NATIONAL EXECUTIVE REPORT 2012 - NZEI Te Riu Roa · PDF fileNiki Penny THE NZEI NATIONAL EXECUTIVE. ... Ian Leckie National President ... This National Executive Report covers the

NATIONALEXECUTIVE

Financial Reports

Te Reo Areare Report to Te Kāhui Whetū

REPORT2012

This report has been issued to District Councils, Branches, Aronui Tōmua, Komiti Pasifika and representatives to Annual Meeting 2012. It is available on the NZEI Te Riu Roa website – www.nzei.org.nz.

© NZEI Te Riu RoaPO Box 466,

Wellington, New ZealandPhone 0800 NZEI HELP

Fax (04) 385 1772e-mail [email protected]

www.nzei.org.nz

NATIONAL EXECUTIVE REPORT TO ANNUAL MEETING 2011The NZEI Te Riu Roa National Executive 2011 3

Message from the National President 4

Message from the National Secretary 5

National Executive Report 2011 6

ANNEX A National Executive 20 ANNEX B Te Reo Areare 21ANNEX C National Executive Advisory Groups 22

NATIONAL EXECUTIVE FINANCIAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2011 23-38

Subscriptions and Resources Report 40-43

TE REO AREARE REPORT TO TE KĀHUI WHETŪ 2011 44

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2

3

CONTENTS

3NZEI National Executive Report 2012

Back row L to R: Judith Nowotarski, Vicki Signal, David Kennedy, Te Aroha Hiko, Hokimate Short,

Rikki Sheterline, Fiona Matapo, Hayley Whitaker

Front row L to R: Tiri Bailey-Nowell, Louise Green, Frances Guy, Ian Leckie, Frances Nelson,

Niki Penny

THE NZEI NATIONAL EXECUTIVE

4 NZEI National Executive Report 2012

We need to protect Our Schools…The Government’s ill-advised Budget decision to increase class sizes caught everyone by surprise. With no prior consultation, the only signals had come in the form of a speech in March 2012 by Treasury’s Gabriel Makhlouf.

Clearly the Government was caught by surprise at the public outrage across the country. In the end, the Minister was faced with a humiliating backdown. But that doesn’t mean the Government has any intention to back away from the rest of its unwise education policy. Make no mistake, Treasury and the reformers are still there.

For us in the education sector, it means we’ve still got a major battle ahead of us to retain quality public education. It’s vital that we, as education professionals, remain vigilant in the campaign to protect our schools and our quality public education system.

We need to ensure that we all clearly understand the Government’s broader education objective – to follow failed overseas experiments in the form of charter schools, performance pay for teachers based on unfair and unreliable National Standards, and set schools up in competition with each other.

The Education Minister’s rhetoric about improving student achievement is sadly not backed by resources or investment. Instead, it’s more a systematic attack on us as teachers. It is a deliberate strategy to undermine the profession and remove the voice and influence of teachers over education policy and the way the curriculum is delivered.

We’ve seen how the introduction of National Standards has already begun to erode the delivery of a vibrant and child-focussed curriculum in favour of narrow targets to meet the National Standards requirements.

The next big battles on the horizon will be over league tables and performance pay based on those unfair and unreliable national standards.

The Government’s answer to education in the form of charter schools will be an expensive experiment. It may benefit a privileged few but will leave the rest of our public schooling underfunded and introduce the compulsory sector to for-profit businesses.

With that in mind, we need to ensure that we are fully engaged with our communities.

As educators at the chalkface, we know what to do to improve student achievement. We need more high quality affordable early childhood education for our most disadvantaged children, Reading Recovery and funding for teacher aides and better access to specialist help for children with special needs. We need professional development across the curriculum so teachers can work with and tap into the individual needs and passions of students across a broad range of subjects

Further enhancing our quality appraisal systems will benefit the teaching profession. But performance pay based on dodgy national standards is expensive and extremely damaging to our quality public education system.

We need to remind ourselves, and our communities that we have one of the most successful public education systems in the world as measured by student performance. It is a tribute to our teachers and school system that even though we have one of the biggest and growing gaps between rich and poor in the OECD, the majority of our students perform very well.

Schools, parents and teachers and the community value quality public education. After all, these are our schools.

Ian LeckieNational President Te Manukura

FROM THE NATIONAL PRESIDENT


A heartening victory but still a long way to go….In what appeared to be one of the biggest public debacles in this Government’s political history, the Budget decision in May to increase class sizes was to last just two weeks.

The strength of unity from the entire education sector and parents against this one part of the Government’s education reform was so overwhelming and the message was so clear, that the Government simply could not ignore it.

The backdown over class sizes may have been a setback for the Government’s education policy but it’s quite clear that it has not changed its mind about the overall policy agenda. It is still intent on developing an education system that takes New Zealand

back to the 19th century – one that narrows the curriculum and sets schools in competition with each other.

National Standards, charter schools, performance pay for teachers based on dodgy and misleading student achievement results all follow failed policies from overseas and will seriously undermine our quality public education system.

Part of this is the establishment of a deliberately hostile environment for teaching and teachers.

This “blame the teacher” approach somehow believes that any teacher in the system should be able to increase student achievement despite external factors students bring to school. This effectively and conveniently distances any blame away from the Government and other policies which have led to increasing child poverty and growing inequality – two strong markers of student under-achievement.

We need to be clear to our members and the community that teaching as a profession is under ideological attack and that the rights that other professions have to determine how the profession operates are being denied to teaching.

The Government’s review of the NZ Teachers Council is a deliberate attempt to remove the influence of the teachers unions, effectively removing the voice of the profession – both in what is being taught in our schools and how, as well as industrial issues which affects the pay and working conditions of each and every teacher.

That’s why we’ve been working towards the launch of the Stand Up for Kids — Protect Our Schools campaign.

This will wrap up all our campaigns into one overarching campaign and into a strategy that will take us past the 2014 election campaign.

We need it to be fully backed by teachers and principals and their communities. That’s why the initial stages included extensive community consultation. Parent and community support is a key part of the Stand Up for Kids — Protect Our Schools campaign. This will help make the voice of the community our voice.

Our goal will be to create a platform for a future government that shares our values and our agenda for quality public education.

Principals and teachers have their part to play in turning back flawed government policy in the interests of quality public education. We have a big job ahead to defend the values of a quality public education system and to ensure the teaching profession is acknowledged as the heart of good learning.

Paul GoulterNational Secretary

FROM THE NATIONAL SECRETARY


Through its strategic goals NZEI Te Riu Roa is engaging and activating its members to build the union, grow its capacity and win its campaigns.

At the heart of its strategy, it aims to use its strength to advance quality public education, advocate for fairness at work and promote the value of teaching and learning for all New Zealanders.

This National Executive Report covers the period 1 June 2011-31 May 2012.

Organisational effectivenessThe implementation of the planning and accountability changes made as part of NZEI’s organisational review continues to be successful with area councils, branches, Aronui Tōmua and Komiti Pasifika developing and reporting on plans that are aligned to the strategic framework and overall goals of NZEI.

The National President has continued a programme of work with the new smaller (14 member) National Executive to reflect on effectiveness and ways of working. The President’s continued work with Area Council Chairs, National Executive Liaison and National Executive Advisory Group Chairs and members has made substantial progress towards achieving the more distributed leadership model envisaged through the 2009 Organisation Review. Leadership is operating more effectively nationally and locally.

As part of the process of improving the organisational effectiveness of NZEI, there has been some reshaping of staff structures. New roles have been created from within existing staffing levels both at a regional level (Lead Organisers - Operational) and at National Office (Lead Organisers - Strategic). The key function of the regional roles is to oversee the organising work of field staff around the implementation of strategies

BUILD (TE HANGA)

NATIONAL EXECUTIVE REPORT 2011

Our visionTo be the most powerful education

union in NZHei Uniana Mātauranga Aumangea mo Aotearoa

Building the Union in the 21st centuryTe Hanga o te uniana mo te rau tau rua tekau ma tahi

Our corestrategy

Leveraging our professional and industrial capacity

Te huanga o te ngaio te whānuitanga ahumahi

Goals to deliver our

strategy

Build (Te hanga)

• leadershipcapacityandcapability

• informedactivism

• memberengagementthrougheffectivecommunicationstrategies

• theunion’scapabilityandcapacity

Grow (Whakatupu)

• membershipdensityacrossallsectors• professionalcredibilityandinfluence

Win (Ekepanuku)• campaignsthatfurtherthecauseofqualityeducation

• outcomesthatarealignedwithmembers’prioritiesandexpectations

NZ

EI Te Riu R

oa Strategic Framew

ork


and campaigns. The two Strategic Lead Organiser roles at National Office are responsible for the oversight of the school strategy and the early childhood/special education strategies respectively. The objectives of this restructuring are to ensure effective organisation and delivery of national campaigns and strategies so field staff are best able to work directly with members.

Leadership capacity and capability

Development of member leaders and activistsMember leader and activist development has been focused on strengthening cluster leadership. Contextually-based ‘just-in-time’ training and development, related directly to the events and activities coming up, has been provided e.g. cluster meetings, paid union meetings, worksite rep seminars.

National Executive advisory groupsAdvisory group representatives participate in development opportunities at each of their four meetings across the year. This development emphasiSes their role as sector leaders across their region, and encourages individual self-review and goal setting.

Advisory group convenors and their relevant National Executive liaison members meet quarterly and their focus is on team development and planning.

Worksite representativesEducation through local seminars has been provided for worksite representatives. In 2012 the programme has returned to a focus on the skills needed in the role, including recruitment and involvement. These skills were set in the context of the challenges in the current education environment, and our response to these.

Area Council chairsAt their face-to-face meetings, development for Area Council Chairs has focused on leadership at a regional level. It has included building teams, strengthening meetings and leading community campaigning.

Branch, Aronui Tōmua, Komiti Pasifika and networksLocal development is provided on an as-needed or requested basis for members in leadership positions in various structures.

Young and New Members network An ‘activist bootcamp’ in November 2011 was a combined leadership and activism skill development opportunity for a group of students and early career teachers.

The annual YMN Hui, in Huntly in 2012, provided an opportunity for members who had been at the activist bootcamp to put some of their learning into practice.

The Hui, with a mix of new and experienced YMNers, provided some skill development and a focus on planning local activity.


Member engagement through effective communication strategies Social media and online activism by NZEI members has continued to grow over the past year, with Facebook sites, Twitter, and purpose-built websites playing an increasingly prominent role in our campaigning.

Each sector group has their own targeted campaign email newsletter which alerts them to issues and actions. The “Speak Up” site was an example of an exciting and interactive campaign tool to engage not only members, but also the public. Traffic to www.nzei.org.nz grew from around 50,000 page impressions at the start of the year to 70,000 by the end of the year. NZEI’s membership system and website redevelopment project which began in early 2012 will help enhance NZEI’s ability to communicate with its members and allow more interactivity, including over mobile platforms.

NZEI created a number of videos for use in campaigns, and continues to produce and design high-quality resources to build profile and awareness of its campaigns. Targeted media messaging and the effective creation of media opportunities for both NZEI leaders and local members meant NZEI retained a prominent profile in the New Zealand media during 2011/12.

School is Cool School is Cool was developed as a digital art/multimedia competition with substantial prize packages to generate images and conversations about why school is cool. The competition was sponsored by Education Aotearoa and attracted more than 2,500 entries along with excellent local media coverage. The success of the competition led to the launch of a similar “I love learning” competition in Term 2, 2011/12.

Education Aotearoa The highlight in 2011 was the School is Cool competition, which was promoted through the magazine. The competition generated 2,500 entries and 140,000 hits to the School is Cool website to look at the gorgeous entries - a number of which featured in the magazine. The magazine continues to receive positive feedback on its coverage of issues relevant to members. Traffic volumes have also increased on the EA website, to about 2000 visitors a month.

The union’s capacity and capability

Organising Call CentreThe Organising Call Centre (OCC) has been involved in one-to-one contact with members with the aim of getting commitment to attend seminars and get involved in activities and events. Welcome calls to new members are a regular part of the call schedule, as well as gathering missing details from member applications and calling all members listed as ‘worksite unknown’.

The centre has been responsive to immediate organising needs, such as call programmes to ABC early childhood teachers.

A regular call programme on behalf of FIRST Union continues, and a training session with call centre staff from PSA was provided in 2012.

Member Support CentreOver the period 1 May 2011-30 April 2012, the Member Support Centre (MSC) received 24,372 calls, 3868 emails, and made 5756 outbound calls. The resolution rate for incoming messages by the MSC for the year reported is 93.5%.

Remaining incoming messages are either escalated to Industrial Officers as personal cases, referred to local staff if they require whole site intervention (recruitment opportunities, whole site issue), or referred to other staff for specialized information and responses.


As well as frequent calls about rights and conditions of employment, membership issues, leave entitlements and salary levels, over the past 12 months there has been a noticeable increase in the complexity of issues, and growing on-site conflict.

Membership system renewalThe National Executive has agreed to an Information and Communications Technology (ICT) strategy to plan ongoing maintenance and development of the ICT infrastructure. A significant capital project has begun to renew the membership system which is central to the strategy. The back office membership system dimensions of this project were largely completed in 2011. New website capability sitting on top of new membership system functionality, allowing members and staff to access information online will be delivered in 2012.

Member AssistThe Member Assist team continues to provide effective member support at the local level. Member Assist cluster development in the second half of 2011 focused on supporting members through surplus staffing. Planned development for 2012 will focus on the Registered Teacher Criteria and their link to competency processes. Continued recruitment of experienced and capable members to the Member Assist team is critical.


Membership across all sectorsOverall membership reached a record high of 51,524 during June 2011 and remained around this level for the rest of the year due in no small part to the continued increase in the recruitment of student teacher members.

With the exception of kindergarten teacher membership which grew by 6.4% all other sectors of financial membership decreased.

Sector Number of members to 31 May 2012

Education and Care Centres 2657

Kindergartens 2476

Ministry - Special Education 889

Schools – Teachers 29161

Schools – Support Staff 11531

Others (Mainly student teachers) 3881

Continued membership growth is fundamental to NZEI achieving its vision “to become the most powerful education union in New Zealand”.

In the school sector, NZEI has maintained high levels of teacher and principal membership. Support staff membership has continued a downward trend. This is a reflection of the ongoing tightening of school funding which has resulted in many schools, particularly in the secondary sector, reducing support staff numbers.

NZEI membership in the early childhood sector remains concentrated in kindergartens and not-for-profit community centres. Plans are being developed to enable NZEI to expand its membership and influence more broadly through this sector.

Membership in the special education section of the Ministry has been affected by the Government’s imposition of staffing caps on all State Sector employers. One result of this has been an increase in the number of positions being filled by contractors, as has been the experience throughout the public service.

In the first two terms of 2012, NZEI staff undertook a comprehensive programme of work to ensure that all worksites had been “mapped”. This is essential in ensuring that we maintain accurate databases of information about where our members are employed. With members switching to ways other than payroll deduction to pay their union fees, it has become even more important that this work is done. The mapping also enables NZEI to gather accurate contact information for all members. It is also essential to know where the non-members are so that recruitment plans can be targeted.

There have been direct correlations between recruitment and worksite mapping visits by field staff as well as the development of high-profile campaigns. The Stand Up for Kids — Protect Our Schools campaign roll-out led to significantly increased primary teacher recruitment levels and it is anticipated that the implementation of the Early Childhood campaign will have a similar result.

The roles of NZEI worksite reps and cluster leaders are the key to the ongoing recruitment of members and ensuring that newly-appointed staff join the union. Therefore, the ongoing training of worksites reps and the identification and support of cluster leaders remains priority work for the NZEI field staff and education teams.

NZEI has also continued to prioritise the recruitment of both early childhood and primary teacher trainees by increasing NZEI’s profile at all universities and tertiary providers at events such as orientation, block courses and lectures. Student teacher membership, both primary and early childhood, has again increased to record high levels in 2012.

GROW (WHAKATUPU)

1 1NZEI National Executive Report 2012

Professional credibility and influence

Early Childhood NZEI continues to be active as an advocate for quality early childhood education and the children and families that use ECE services and has encouraged members to make submissions on a range of government consultation papers.

One major submission was to the Government’s Green Paper on Vulnerable Children - with an emphasis on the need to develop an action plan for all New Zealand children. This included the need for provision of quality early childhood education.

NZEI is an active member of the Ministry of Education Early Childhood Advisory Council and the Early Education federation.

Our Vision for Advancing Quality Public Education NZEI’s Vision for Advancing Quality Public Education continues to be the core document for our work. The vision has three central beliefs which underpin all our campaigns and activities:

Every child has the right

- to attend a quality local school or early childhood education centre

- to quality learning opportunities

- to quality teaching and support from teachers, support staff and others

Teacher registration, teacher standards and the Teachers Council NZEI has continued to work with the Teachers Council in defining the expectations and requirements of being a member of the profession. NZEI’s work in supporting quality, registered teachers and the development of career pathways systems are areas where professional practice as the basis for accountability is strongly supported by both organisations. NZEI uses regular meetings, representation on council working groups and attendance at workshops, to advocate for strong professionalism and professional autonomy.

The National-led Government has indicated its intention to review the Teachers Council, though little public information has been provided to date. NZEI aims to ensure that consultation to change the Council’s status is extensive and influential in achieving a professional body that is for and by teachers.

NZEI urged members to vote in the Council’s sector representatives’ elections in 2011, and three of the four elected positions are held by NZEI members (early childhood, primary, and principals’ sectors). Annual Meeting 2011 re-elected Louise Green as the NZEI nominee for appointment by the Minster of Education to the Council. Louise has accepted a three year appointment.


Support Staff Workforce StrategyNZEI has continued to work with the Ministry of Education and the NZ School Trustees Association on phase three of the work programme. The goal of phase three is to implement recommendations from the report Collectively Making Resources Count. This has included considering Initial Teacher Education and in particular if, and how, it prepares teachers for working with support staff. There is agreement that it is timely to consider a piece of work that could provide guidance, exemplars or advice, on how best teachers and teacher aides might work together to support student learning. There is ongoing discussion about the need for nationwide, quality, professional development for support staff.

The Workforce Strategy group has been invited to submit quantitative questions to the Ministry Workforce Census researchers relating to teachers, support staff and Māori medium teachers. NZEI has submitted questions also. It is the first time a ‘drop down’ box relating to support staff has been included in this annual census.

Special Education NZEI aims that members working in the special education sector in the Ministry of Education will be informed, active members of NZEI, working collectively as professionals with a clear sense of direction to achieve shared goals which promote positive change in the special education sector.

NZEI members have participated in Ministry of Education working groups to advance our policy on special education including:

• The practitioners and principals groups during the transformation of the Resource Teachers’ Learning Behaviour and most recently the amalgamation of the Supplementary Learning Support (SLS) and Resource Teacher Learning Behaviour (RTLB) services.

• A Skills Progression Framework project team, which was established in late 2010, finalised a framework which links career development with professional growth through the development and practice of advanced skills. Despite the often frustrating delays in completing this work, the method in which the framework was developed worked well and will likely shape the way that NZEI works with the Ministry of Education in the future.

In light of ongoing ‘baseline’ cuts and restructuring occurring at the Ministry of Education, NZEI has continued to argue at every opportunity that special education staff are “frontline” and should remain employed by the Ministry of Education. NZEI had an assurance from the previous Secretary of Education that there would be no reduction to frontline staff. However due to the ongoing staffing cap restrictions, there is evidence that staff who leave may not be replaced. This has now resulted in extreme workload pressures for all special education staff.

Research, Analysis and Insights into National Standards (RAINS) ProjectNZEI believes the significance of this research project is evident on many fronts. It is the first independent qualitative snapshot of culture change occurring in our primary schools as a result of the Government’s contested National Standards policy. The research will help us understand policy enactment much better. Through the case studies we will see how it is interpreted and mediated by the school as well as its context, history and values. The National Executive sees the first report (released March 2012) as providing an excellent foundation for the next two years of monitoring progress.

Te Ariki Trust Te Ariki Trust was established in 2011 in conjunction with the New Zealand Principals’ Federation and the Ariki directors to ensure the ongoing provision of the Ariki Project. In 2011 some 40 schools took part in Ariki. Te Ariki project is no longer funded by the Ministry of Education. Therefore schools taking part in the programme pay for their involvement.


Practice Based Attestation (PBA) NZEI took legal action against the Secretary for Education to try to have the attestations completed during the pilot recognised and the process made available to other teachers. An Employment Court hearing between NZEI and the Secretary for Education took place in November 2011 seeking a ruling about whether the pilot was a success and what obligations existed for the Ministry of Education and NZEI. The ruling went against NZEI. There were not sufficient grounds to appeal the ruling.

Effectively the PBA work related to the pilot is now ended. We are now looking at other ways of advancing the work done by members to develop effective processes. Work on attestation of expertise as part of career path models has been strongly informed by outcomes from the PBA pilot.

PPPsFollowing Annual Meeting 2010 NZEI met several times with the MOE and the Associate Minister of Education to seek assurances about 24/7 access for staff and community to the Hobsonville Point Primary School, the first school to be built under the government’s public private partnership scheme. NZEI’s concerns were noted. The school will open in Term 1, 2013.

In May 2012 NZEI made a presentation to the Model of Charter School Working Party. At the time of the meeting the Terms of Reference for the group had not been established.

Campaigns that further the cause of quality education

ECE Cuts Don’t Heal Going into the election, the Government reversed its previous position on 20 hours ECE for three and four year olds, largely because of successful campaigning by NZEI, others in the sector, and the community including high visibility by parents. Pressure from other political parties, especially Labour, also contributed.

The Government committed to retaining universal 20 hours subsidy with fee controls, after previously removing the word “free” from the policy and indicating that fee controls would be removed in the second term of government, meaning most parents would have to pay more.

NZEI’s campaign against the cuts remained visible until the election, with a focus on the need for more investment in the sector, stressing the good returns to society from every dollar spent.

This followed the presentation of the 62,000 signature petition against the cuts, which also called for one per cent of GDP to be spent on early childhood education in line with UNICEF recommendations.

A number of successful election forums were held with a focus on early childhood issues, and NZEI advocacy played a role in keeping early childhood education as an election issue.

The Government also started using NZEI’s language about investment and a good start for every child and committed to a policy of 98 per cent participation in ECE. NZEI supported this policy, but advocates a more active role for government in ensuring a place for every child as a way of realising this level of participation.

NZEI early childhood members also took part in activities relating to World Teachers Day where the message of quality teaching and qualified teachers for all was highlighted. The petition conversations also encouraged members to take part in Speak Up For Education activities in the latter part of 2011.

After the election, early childhood leaders took stock of the campaign and looked ahead to priorities for the sector, which resulted in a refined campaign endorsed by the National Executive in May 2012.

The priorities for this campaign include qualified teachers for all and improved ratios. NZEI nationally and regionally is continuing to advocate for these policies and to lobby for support from all political parties.

WIN (EKE PANUKU)


National Standards June 2011-May 2012NZEI continued to support members’ engagement in the Boards Taking Action Coalition (BTAC) during 2011, with a key focus on the submission of school charters.

NZEI advocated against publication of school data and for protection of student privacy in meetings with ERO, the Privacy Commission and the Ministry of Education.

NZEI worked closely with NZ Principals Federation and BTAC on strategy during 2011, issuing joint advice to boards and principals about reporting on data and the need to communicate boards’ concerns about the collection and reporting of data to the Minister of Education. NZEI also hosted an education and community sector forum about the threat to quality public education from National Standards, and more specifically, the misuse of data. There was a comprehensive turn-out of leaders from the early childhood, primary and secondary sector, along with community groups such as Quality Public Education Coalition.

Up to 500 schools submitted charters without National Standards targets initially – most ultimately complied under threat - but were compliant but not convinced. Principal-led activism increased because of National Standards, and parental interest also grew as a result of organising with groups of Steiner parents, Pasifika, and Facebook groups.

Independent research commissioned by NZEI during 2011 indicated parents shared the profession’s lack of confidence in National Standards. Seventy seven percent agreed that: “It is unfair to compare schools based on their performance in National Standards as there are many other factors which affect school performance.” NZEI set up a phone line for concerned parents and commissioned TV, radio and print advertising outlining our position on National Standards. By election 2011, the main opposition parties had all clearly articulated opposition to National Standards.

During 2011, NZEI developed a vision for schooling document that outlined an “alternative” to National Standards, and encouraged members through its Speak Up for Education campaign to write letters, blogs and use social media to show parents positive alternatives to National Standards. During the year, media and political commentary shifted significantly in our favour: the policy was seen as a “fail” for the Government, not the sure-fire win it was intended as. This was shown in pre-election campaigning when the Government largely ignored National Standards as an issue.

The main vehicle for our “confidence-busting” strategy in early 2012 was the tour by educational statistician Professor Margaret Wu. Her meetings were enthusiastically received by principals, BoT chairs and academics/researchers and she made the link between the risks of misuse of student achievement data in performance pay systems as well as in league tables very clear. She also met policy makers, parliamentarians and the Minister of Education.

Stand Up for Kids — Protect Our SchoolsIn June 2012, NZEI launched a comprehensive campaign integrating a range of issues (National Standards, performance pay, the introduction of charter schools, review of Tomorrow’s Schools and potential threats to principal employment) that together form the Government’s education reform agenda.

A high-profile public debate about class size, teacher quality and performance pay was initiated by the Treasury and the Minister in early 2012. The May Budget decision to increase class sizes, and subsequent back-down, highlighted NZEI’s capacity to lead the sector and work together with parent communities to create pressure on the Government.

NZEI also initiated a meeting with Treasury in April to challenge the research base for its conclusions. Professor Margaret Wu of the Victoria University of Melbourne joined the NZEI contingent at Treasury and future meetings to discuss teacher quality and appraisal were agreed.

Charter SchoolsThe introduction of charter schools was announced in the National-ACT coalition agreement in December 2011. Our objective has been to make their existence so tenuous and marginal to schooling that an incoming government can quickly reintegrate them back into our public schooling system. Information released under the Official Information Act shows the Government intends to introduce legislation in September 2012 to


allow for unqualified teachers, private (for profit) governance and management and performance pay in charter schools. The Government wants pilot schools operating once legislation is through Parliament in mid-2013.

NZEI initiated three joint forums with the IHC in Wellington, Auckland and Christchurch in March to bring disability advocates and NZEI members concerned with the rights of special needs students in charter school settings together. NZEI met with the Associate Minister of Education and the Chair of the NZ Model of Charter Schools Working Group both on its own and in conjunction with the IHC. NZEI also participated in a successful community forum in South Auckland and further ones are planned for Christchurch and Auckland before legislation to amend the Education Act is introduced into Parliament in September. Komiti Pasifika in Auckland and Wellington has initiated fono looking at the issue. NZEI members have also actively lobbied the opposition parties and the Māori Party and been engaged in social media via our “We Don’t Need Your Charter Schools” Facebook group.

Election 2011NZEI established its election agenda in 2010 with National Standards and cuts to early childhood education. National Standards and ECE were the most prominent education stories all year but market research showed there was little public discourse about education. So during 2011, our main objective was therefore to encourage members to Speak Up for Education in order to make education an election issue through events and activities, election hui for members, the www.speakup.org.nz website, World Teachers Day events, television, radio and print advertising, election forums, lobbying of MPs, the School is Cool competition, a Speak Up week and consistent free media stories. We set a goal of 100,000 conversations by members and to move political parties to support our positions on National Standards and the reinstatement of 100 per cent qualified teacher targets in ECE and the funding to support this. Labour, the Greens, NZ First and Mana all adopted policy positions dumping National Standards and reinstating 100 per cent qualified ECE teacher target and associated funding; the Māori Party called for debate on compulsory ECE and National agreed policy calling for 98 per cent participation in ECE. A very late release of National Party policy (21 November, five working days before the election on 26 November) was in opaque language but clearly indicated an “accountability” agenda, performance pay and re-affirmation of the Government’s commitment to National Standards.

Notably, a pre-election television poll found quality of education the second most important issue for voters and 68 per cent of members called knew about the Speak Up campaign. Concern about National Standards validity and league tables was high when these issues were tested in focus groups and overall public and parent confidence in the standards was “mediocre”: one third had confidence they would improve achievement, a third did not, and a third were neutral. Nearly a third believed they should be scrapped; those who knew more about the standards were less confident they would help children achieve and thought they should be scrapped.

There were high levels levels of ECE activism by members and parent engagement in first half of the year. New leaders and networks emerged to support the call for 100 per cent qualified teachers. In the second half of 2011, NZEI members were responsible for more education forums and publicity for our issues than any other NGO or union (50+ community forums in the second half of 2011).

Whakahau Whakamana Whakahihi – raising Māori achievement The purpose for this campaign in general still involves promoting quality Māori education. It was agreed that we needed to replace the language of the Government with our own statements which has meant that raising Māori achievement is now clearly seen as Educating for Success by profiling the educational success of tamariki Māori.

Over the year Te Reo Areare and Aronui Tōmua members have selected the activities that have best suited their rohe to ensure maximum participation.

• Success stories from identified sites were collated for publication on www.3w.org.nz

• A short DVD using a tamaiti to ask the all important question, “Are you a hero for my education?”


• Election hui were organised under the Whakahau Whakamana Whakahihi banner but with a wider political agenda including political panels

• Video versions of pakiwaitara

• Hero for Māori Education badges were awarded to designated heroes in communities who were then photographed and profiled in local newspapers as well as www.3w.org.nz

• Posters of heroes, art exhibitions

• Regular Māori education sessions on Māori radio

• Professionally produced video focused on one family’s success.

Educating for Success has become the new mantra promoted by Te Reo Areare and Aronui Tōmua members amongst whānau, hapu, iwi and hāpori by profiling models of success for all.

Fair Deal for Support Staff - Supporting Success The Fair Deal campaign focused on the renegotiation of the Support Staff in Schools Collective Agreement and the Kaiarahi i te Reo, Therapists’, ATSSD and Special Education Assistants’ Collective Agreement. Campaign activities were centred around highlighting the essential role of support staff in schools in supporting teaching and learning. After negotiations concluded and the Fair Deal campaign was reviewed, it was reshaped to focus on the role of support staff, broadening out from the industrial focus of the Fair Deal focus. The resulting campaign is branded Supporting Success.

Both agreements were settled on 4 August, 2011 with a term running through until December 20, 2013. The settlement included increasing the value of the lower steps and a 1.25 per cent increase for other steps from the date of ratification. It also included a 1.25 per cent increase effective from June 20, 2012. The settlement also included agreement to an industrial forum to discuss issues that were not able to be addressed in this round of negotiations.

Pay and employment equity NZEI highlighted the continued lack of action on the part of the Government to address the disadvantages of education support workers in the international publication The Universal Periodic Review (UPR). The UPR is a UN report to promote and protect human rights. It is significant that the plight of education support workers, a precariously employed group of Ministry of Education employees was reported internationally.

NZEI continues to work with the Pay and Employment Equity Coalition to highlight the lack of government progress in this area.

Outcomes that are aligned with member priorities and expectations

Pay settlements

Primary Teachers’ Collective Agreement and Primary Principals’ Collective Agreement

Primary teachers and primary principals were the first groups considering proposals for systems to implement the principles of the 2011 Annual Meeting Special Report on remuneration and recognition. Focus groups, nationwide cluster meetings, teacher and principal reference groups and National Executive and its advisory groups assisted in developing models for career pathways and pay progression for use in the collective agreements’ bargaining in 2012.

Both collective agreements expire in August this year. Claims have been developed that seek to maintain the value of teachers’ and principals’ salaries and to introduce career path options for both teachers and principals. The Government has indicated that it intends to introduce performance pay and so claims have also been developed to defend against this by providing a credible alternative.


Primary Teachers’ Collective Agreement

All primary schools have been organised into local clusters for engaging in NZEI activities. In late 2011 and again in early 2012, each cluster held meetings for members to consider a proposed career and pay system based on professional knowledge, skills and attributes. Paid union meetings were also scheduled using clusters. As well as cluster meetings, focus groups were convened in November, 2011 and February, 2012 to analyse the proposed career path model development.

Primary Principals’ Collective Agreement

Principals met in Term 2, 2011 to analyse the secondary school principals’ settlement and new career development. Further discussions took place through 2011 as our career model for primary principals was developed. Focus groups in Term 1, 2012 were used to refine and finalise details of the model that has been used to develop claims to go into negotiations this year.

Area School Principals’ Collective Agreement

The 2011 settlement of the Area School Principals’ Collective Agreement included agreement to introduce a set of standards for those principals. This work was completed with the Post Primary Teachers’ Association, NZ School Trustees Association and the Ministry of Education, in consultation with our area school principal members. The standards were based on the Primary Principals’ and the Secondary Principals’ Professional Standards, with some changes to reflect the unique nature of area schools.

Area School Teachers’ Collective Agreement

NZEI recognized the importance of ensuring NZEI members in area schools have a defined place within the NZEI structures. The National President approved a position for an area school representative on the Primary Teachers’ Leadership Team. Area school members now receive a regular newsletter and a specific page on the NZEI web site.

Kindergarten Teachers’ Collective Agreement

After negotiations lasting for more than a year, the Kindergarten Teachers, Head Teachers and Senior Teachers’ Collective Agreement was finally settled. The main points of the agreement were continued pay parity for teachers and maintenance of most conditions despite the financial constraints the sector faces and the Ministry of Education’s agenda. Unfortunately there was an increase to contact time for teachers in some sessional kindergartens of up to two hours a week from next year.

Solid support from kindergarten members saw a number of clawbacks removed from the table and changes to non-contact time watered down and delayed. After two rounds of paid union meetings more than 500 kindergartens and association workplaces participated in a ballot that saw nearly 90 per cent of those participating voting to settle. The negotiating team did a wonderful job representing the interests of all members in a difficult industrial, financial and political climate. The settlement brings stability to the sector for two years.

Early Childhood Education Collective Agreement (ECECA) Settlement

The ECECA agreement was renewed for two years with a small pay increase of 1 per cent in each year. The employers that are party to this agreement had been hit hard by the funding cuts as they tend to have high numbers of qualified teachers. It was a difficult trade-off in negotiations as the centres that are party to the agreement are committed to good ratios and most had already raised parent fees during the year, some significantly. Some members requested that NZEI not seek any pay rise as they did not want their employers to leave the agreement. Maintaining and increasing the number of parties was also a concern for NZEI, but most employers elected to stay with the agreement, and a few new services joined and continue to join as subsequent parties.


MoE Special Education

The Education Support Worker, Behaviour Support Worker and Communication Support Worker Collective Employment Agreement was successfully renegotiated in May 2012, with no loss of conditions despite a volatile bargaining environment.

NZEI members covered by the Ministry of Education Field Staff Collective Agreement voted in favour of accepting the completed Skills Progression Framework (SPF) and a variation occurred in April, 2012 to include the framework within the agreement. In recognition of the contribution that NZEI members had made in the development of the Skills Progression Framework, an agreement was reached that allowed NZEI members to access the framework and the new rates three months before non-members. This was a particularly pleasing result, given the tough political environment.

Strengthening our wider links

Work with the CTUNZEI is an active affiliate of the Council of Trade Unions. Members around the country participated in a number of CTU actions and campaigns such as Fairness at Work which focused on protesting against the Government’s controversial workplaces changes, including the 90-day legislation. Along with CTU members around the country, they also supported workers at Affco and the Ports of Auckland against highly aggressive attacks by employers on working people and families. Membership showed strong support in many different ways, including financially.

NZEI has also signed up to the CTU’s Together initiative which supports employees’ rights and offers expert advice on workplace issues to working people who currently cannot access a union on their site.

Work in the PacificNZEI actively supports education unions throughout the Pacific. National Executive members attended meetings of the Council of Pacific Education (COPE) and Judith Nowotarski is the current Council Vice President.

Education InternationalNZEI continued to be active within Education International along with other New Zealand education unions. NZEI had meetings with Susan Hopgood of the Australian Education Union, who is now President of Education International. Discussions were around how Education International could work better in New Zealand.

The National President and National Secretary attended the EI World Congress in Capetown in July where NZEI joined with education unions from around the world opposing backward steps of the Global Education Reform Movement agenda. The National President attended an OECD/EI conference in New York. The conference confirmed the necessity for policymakers and education unions to work together to create high-performing education systems.

Other sector unions and organisationsNZEI met regularly and maintained working relationships with a wide range of organisations including the Ministry of Education, Post Primary Teachers’ Association, NZ Principals’ Federation, Secondary Principals’ Association of New Zealand, New Zealand School Trustees Association, KTA, NZ Kindergartens Association and the NZ Childcare Association. These contacts are important in furthering NZEI’s work to advance quality public education, further our campaigns, and continue to build a strong education sector.

NZEI continued to meet with the Minister of Education and Secretary in a bid to discuss and debate the key issues which affected NZEI and its membership.

NZEI lobbied and maintained regular dialogue with political parties to make them aware of NZEI’s vision and goals and endorse and support NZEI’s campaign.


List of NZEI Te Riu Roa submissions 2011-2012Every year NZEI makes a number of submissions on behalf of its members to address key issues in education or respond to proposed legislative change.

11 November 2011

NZEI Submission to the Ministry of Education and the Tertiary Education Commission discussion document on the future of education in Christchurch.

Shaping Education (Christchurch) “My thoughts on the future shape of education for greater Christchurch”.

The submission followed the website format responding to the discussion document questions “What should we retain? What should we change? What innovations could we introduce” with statements from NZEI policy.

16 November 2011NZEI submission to the Auckland City Council on the Greater Auckland Draft Plan.

Draft Auckland Plan

The submission was developed by NZEI member representatives who live and work across greater Auckland. The focus of the submission was on chapter one “Auckland’s People” as it had particular relevance for the education sector. The submission included feedback on targets and priorities considered important and areas not specifically mentioned in the plan but which would add strength to the principles underpinning the plan.

12 March 2012NZEI submission to the Ministry of Social Development on:

The Green Paper for Vulnerable Children 28 February, 2012

While applauding the Government’s intent to provide leadership through an overall plan. The NZEI submission expressed concern that attempts to address the issue would be at a cost to existing services.

15 May 2012NZEI opening submission to the Model of Charter Schools Working Group.

The submission questioned the need for charter schools given that there is no evidence linking so-called student failure and student improvement to charters.

16 May 2012NZEI submission to the Teachers Council on the proposed:

New Zealand Teachers Council (Conduct) Amendment Rules 2012

The submission acknowledged that an expansion of the complaints committee might be necessary to deal with the number of cases but reiterated the importance of teachers being judged by their professional peers.

20 March 2012NZEI submission to the Māori Affairs Select Committee

Inquiry into the determinants of well being for tamariki Māori.

The submission reflected the views and experiences of members of Te Reo Areare and the broader membership of NZEI. It charted a way forward citing successful pathways for success which require further resourcing and support.

31 May 2012NZEI Submission to the Ministry of Education

Directions for Education Renewal in greater Christchurch

NZEI is as concerned about the quality of the education members are able to provide as it is about the terms and conditions under which they work. These principles as well as feedback from members in greater Christchurch underpinned the submission.

31 May 2012NZEI response to the Ministry of Education

Success for all: Amalgamating the Supplementary Learning Support (SLS) and Resource Teacher: Learning and Behaviour (RTLB) services.

Of the two models put forward for consideration NZEI preference was for the model with a designated SLS role within the amalgamated service.


National ExecutiveAnnex A

Ian Leckie (President) Executive Finance Committee

Frances Nelson (Immediate Past President) Executive Finance Committee

Frances Guy (Vice President) Executive Finance Committee (Chair)

Te Aroha Hiko Executive Finance Committee

Judith Nowotarski Executive Finance Committee

Tiri Bailey-Nowell

Vicki Signal

Louise Green

David John Kennedy

Fiona Matapo

Niki Penny

Rikki Sheterline

Hokimate Short

Hayley Whitaker


Te Reo Areare Annex B

Te Reo Areare has an equal party relationship with National Executive. It provides national leadership for

NZEI Te Riu Roa in Māori issues, Māori education and for Māori members.

Members of Te Reo AreareKaumatua

Alex Waihirere Pakeke

O’Sonia Hotereni Kuia

Kaihautu

Tania Gallop Te Waipounamu

Manu Pohatu Ngā Tātaha ā Māui

Serena Lewis Te Ngaio Tū

Members

Tania Gallop Whakatū / Wairau

Tiri Bailey-Nowell Taranaki

Tui Qauqau Te Paa Otepoti / Murihiku

July McLean Rotorua

Marama Hune Tamaki Whānui

Anita Kurei Manaakitia o Potiki

Winnifred Morris Whanganui ki Manawatu

Merearihi Whatuira Tairāwhiti

Ngaromo Beazley Waikato

Korran Adams Taitokerau

Te Aroha Hiko Kahungunu

Serena Lewis Te Upoko o Te Ika

Manu Pohatu Early Childhood – Ngā Tātaha ā Māui (Northern Region)

Karepa Wall Early Childhood – Te Ngaio Tū

(Central Region)

Laura Dunlop Early Childhood – Te Waipounamu

(Southern Region)

Putiputi Temara Kaiāwhina Tautoko (Support Staff)

Sharleena Short Tauira


National Executive Advisory GroupsAnnex C

Principals’ CouncilNational Executive LiaisonLouise Green

Te Reo Areare RepresentativeHone Niwa

Area Council RepresentativesMargaret Palmer Auckland

Jan Tinetti Bay of Plenty

David Henderson Central East

Mary Miller Murihiku Southland

Stephanie Madden Otago

Judy Eagles Tai Tokerau

Damon Ritai Taranaki

Charles Oliver Te Haunui Central (Deputy

Chair)

Paul Potaka Te Tau Ihu ō Te Waka ā

Māui

Hirere Moana Te Pīpiri Mananui o Ngā

Tātaha ā Māui

Anne Johnson Waikato

Peter Verstappen Waitaha Canterbury

(Chair)

Janice Shramka Wellington

Early Childhood National Caucus (ECNC)National Executive LiaisonHayley Whitaker

Te Reo Areare RepresentativeManu Pohatu (Co-Convenor)

Area Council RepresentativesSarah Schubert Auckland

Marion Dekker Bay of Plenty

(Co-Convenor)

Deborah Neilson Central East

Jo Wilks Murihiku Southland

Julia Sullivan Otago

Julie Findlay Tai Tokerau

Lois Kyle Taranaki

Vacant Te Haunui Central

Josephine Turia Te Pipiri Mananui o

Ngā Tātaha-ā-Māui

Virginia Stark Te Tau Ihu ō Te Waka a

Māui

Margaret Barclay Waikato

Vacant Waitaha Canterbury

Dylan Braithwaite Wellington

Primary Teachers’ Leadership Team (PTLT)National Executive LiaisonNiki Penny

Te Reo Areare RepresentativesTui Qauqau Te Paa

Ngaromo Beazley

Area Council RepresentativesZac Markham Auckland

Clint Green Bay of Plenty (Convenor)

Katrina Alexander Central East

Kay Schimanski Murihiku Southland

Lee Phillips Otago

Jo Collyer Tai Tokerau (Deputy Convenor)

Judith Van Kooten Taranaki

Kaye Webber Te Haunui Central (Convenor)

July McLean Te Pipiri Mananui o Ngā Tātaha-ā-

Māui

Suzie Ross Te Tau Ihu ō Te Waka a Māui

Kevin Rae Waikato

Barbara Curran Waitaha Canterbury

Linda Kingston Wellington

Barb Wallis Area School

Sara Rogers AP/DP

Support Staff National Caucus Kaiawhina Tautoko (SSNCKT)National Executive LiaisonVicki Signal

Te Reo Areare Representatives Naphelia Brown (Co Convenor)

Tina Kokiri

Area Council RepresentativesJulie-Anne Gauld Auckland

Marcia Martin Bay of Plenty

Dianne Couper Central East

Jo Vaughan Murihiku Southland

Karen Ferguson Otago

Dianna Boyle Tai Tokerau

Jennifer Sorensen Taranaki

Sue Nimmo Te Haunui Central (Convenor)

Te Urupiua Nan Vaike Te Pipiri Mananui o Ngā

Tātaha-ā-Māui

Marcia Murphy Te Tau Ihu ō Te Waka a Māui

Lesley Blackford Waikato

Gaye Parlane Waitaha Canterbury

Sharon Payne Wellington

23

Three initiatives were funded from the NZEI Te Riu Roa Reserves Fund:

• Taking Our Vision to New Zealand/Advancing QPE utilized $200,000;

• NZEI’s Vision/Political Strategy utilized $398,000 and

• $13,000 was utilized for the establishment of NZEI’s Professional Development Entity – the Centre for Educational Excellence.

Four initiatives were funded from the NZEI Te Riu Roa Initiatives Fund:

• A project coordinated by Komiti Pasifika Auckland focusing on the recruitment of Pacific Island members utilized $48,000;

• A project promoted by the Combined Area Councils utilized $17,000 as their contribution to the RAINS Project;

• $17,000 was utilized by Te Pipiri Mananui o ngā Tātaha ā Māui Area Council in their Whakahau Whakamana, Whakahihi project; and

• $178,000 was utilized by the Combined Area Councils in promoting the Quality Public Education strategy (QPE).

2011 OverviewThe National Executive is charged with ensuring stewardship of all the Institute’s financial resources. The budget framework set by Annual Meeting 2010 was reviewed on a regular basis throughout 2011.

Annual Meeting 2010 endorsed a budget framework for 2011 in which income was short of expenditure identified at that time of $71,000. This budget framework reflected the planning undertaken at the time with a number of initiatives, many of which received endorsement at Annual Meeting 2010.

The final budget approved for 2011 was based on an average fulltime equivalent membership (FTE) of 34,750 (2010:34,600) and a consolidated budgeted surplus of $164,193 before tax and other adjustments.

Legislative changes by the Government impacted on the work of NZEI and some required more direct attention than others. Unlike 2010 where two decisions of the Government (tax depreciation rate changes and GST increases) impacted significantly on the actual 2010 consolidated result (loss $73,201), there were no such changes in 2011.

A consolidated operating loss of $413,139 was recorded for 2011.

This result was mainly due to expenditure incurred through the use of reserves accumulated in prior years ($611,176 from the NZEI Te Riu Roa Reserves Fund and $260,000 from the NZEI Te Riu Roa Initiatives Fund). Excluding this expenditure would have resulted in a consolidated operating profit of $458,037.

NZEI National Executive Report 2012

New Zealand Educational Institute Te Riu Roa

National Executive Financial ReportFor the year ended 31 December 2011


Income Sources

subscriptions

sundry

commissions

rental

93%

4%

2%1%

Income and expensesTotal subscriptions for 2011 were recorded at $16,655,356 (2010:$16,659,619).

Members currently pay subscriptions through MoE payroll deductions, direct debits, credit card deductions, internet banking and by way of invoice.

At the end of 2011, membership was 51,316 (2010:50,942), which equated to an average FTE figure of 34,330 (2010:34,174).

Consolidated Statement of Comprehensive Income 2011 2010

Income 17,797,750 17,594,249

Expenses 18,209,767 16,962,093

Operating (loss) / profit including Finance income/expense (412,017) 632,156

Fair value of assets

- Investment Portfolio 235,423 270,791

- Investment property (130,516) (357,759)

(Loss) / profit before income tax (307,110) 545,188

Income tax expense 369,696 240,925

Income tax - Change in tax legislation - 377,464

Loss for the year attributable to members (676,806) (73,201)

Other comprehensive income

- Gains on revaluation of land and buildings 58,838 (177,090)

- Tax on revaluation of land and buildings 10,693 58,382

Total comprehensive income for the year attributable to the (607,275) (191,909)

2011 Highlights


Expenses by activity

OperationsGovernance

Education HouseOrganising

71%

4%

22%

3%

Investment portfolio A fair value1 gain of $235,423 (2010:$270,791) was recorded for the year.

The investment portfolio ended the year at $6,616,192, after accounting for PIE tax. The fair value closing balance of $6,616,192 is based on quoted market prices of the financial instruments (such as trading securities) as at 31 December 2011.

The fair value gain in 2011 is heartening given the volatility of worldwide equities during the period.

Investment property and Education House LimitedAn operating profit of $345,449 was achieved, on the back of total revenue of $1,205,749 and expenditure of $860,300. Rental income improved by $23,823.

Investment property is carried at fair value, representing market value as determined by external independent valuers. At 31 December 2011 the market value of Education House was $7,300,000 (2010:$7,550,000), and Rotorua Welfare Units were valued at $290,000 (2010:$280,000).

1 Fair value is the amount an asset will realize in a sale between willing parties.2 Mutual association: self governing, non-government and voluntary with nature of transactions deemed non taxable

The net fair value loss recorded for the investment properties was $130,516 (2010:fair value loss $357,759).

After deducting income tax expense of $118,851 (2010: $94,713), profit for the year before income tax was $96,601 (2010:loss $461,574).

During the year preliminary work was carried out on the feasibility to develop and upgrade Education House, including detailed seismic assessment of the building.

It is pleasing to note that the seismic assessment report by Clendon Burns & Park Ltd (Consulting Civil & Structural Engineers) included :

1. The building has a seismic strength of approximately 70% NBS, current Loading Code NZS1170:2004;

2. In terms of Section 122 of the Building Act 2004, the building is not earthquake prone; and

3. The building is not an earthquake risk as it has strength greater than 67%.

NZEI also own a residential property in Wellington which is used as accommodation for the National President. This property was valued at $515,000 inclusive of chattels, (2010:$510,000).

Income tax expenseIncome tax expense for 2011 was $369,696 (2010:$618,389) made up of current year tax of $249,908 (2010: $260,051) and deferred tax of $119,788 (2010:$358,338).

For tax purposes, NZEI is treated as a mutual association2 and incorporated society with its membership related activities not for profit. This means that its subscriptions income is non-taxable, and related expenses are also non-deductible.

Income tax is paid on all other income sources. Current year tax of $249,908 was much in line with 2010 at $260,051.


NZEI Te Riu Roa Reserves Fund and NZEI Te Riu Roa Initiatives Fund The NZEI Te Riu Roa Reserves Fund and the Initiatives Fund started the year with a balance of $1,140,856.

$900,000 was committed for various projects in 2011, ending with a balance of $191,000 of uncommitted funds. Of the $900,000 committed in 2011, $611,176 was spent.

The NZEI Te Riu Roa Initiatives Fund3 started the year with a balance of $654,000. $338,000 was committed for various projects in 2011, including $40,000 for the RAINS Project in 2013, ending with a balance of $236,000 of uncommitted funds. Of the $338,000 committed in 2011, $260,000 was spent.

The total of uncommitted funds available from NZEI Te Riu Roa Reserves Fund and NZEI Te Riu Roa Initiatives Fund at the end of 2011 was $427,000.

Budget 2012NZEI Te Riu Roa funds its activities through its own funding sources, mainly members subscriptions, and excludes investment portfolio income and rental income.

When NZEI’s own funding sources are deemed insufficient to cover expenditure, funds may be drawn from the NZEI Te Riu Roa Reserves Fund and/or the NZEI Te Riu Roa Initiatives Fund, in line with the purpose of supporting and furthering the aims and objects of NZEI.

Annual Meeting 2011 endorsed a budget framework for 2012 in which income exceeded expenditure by $498,351.

The final budget approved for 2012 was based on an average fulltime equivalent membership (FTE) of 34,375 (2011:34,750), and a consolidated budgeted surplus of $164,193 before tax and other adjustments.

AcknowledgementsThe National Executive expresses thanks to all those agencies involved in the collection of membership subscriptions. We acknowledge those members who have supported the campaign to switch their subscriptions payments via direct debit, and encourage others to do the same.

The work of treasurers and secretaries of Branches/Aronui Tōmua/ Komiti Pasifika/ Area Councils in providing financial management for their groups is also recognized and appreciated.

Frances Guy

Chairperson, Executive Finance CommitteeJune 2012

3 The NZEI Te Riu Roa Initiatives Fund is added to at the beginning of each year with any undrawn portion of Branch and Area Council levies budgeted in the previous year.


General informationThe summary financial statements are for the New Zealand Educational Institute Te Riu Roa (Inc.) (“the Institute”) and the Group, comprising the Institute and its wholly owned subsidiary, Education House Limited.

The summary financial statements are presented in New Zealand dollars, which is the functional and presentation currency of the Institute and Group.

The summary financial statements are extracted from the full financial statements for the year ended 31 December 2011, which were authorised for issue on 26 April 2012, and for which an unmodified audit opinion was given by PricewaterhouseCoopers. The summary has also been examined by PricewaterhouseCoopers and a copy of their unmodified opinion is included in this report. The full financial statements have been prepared in accordance with New Zealand Generally Accepted Accounting Practice, incorporating New Zealand Equivalents to International Financial Reporting Standards (“NZIFRS”), as appropriate for a profit oriented entity. The full financial statements comply with International Financial Reporting Standards.

The summary financial statements comply with FRS 43: Summary Financial Statements.

No events occurred between the date the full financial statements were authorised and the date the summary financial statements were authorised that require disclosures in these summary financial statements.

These summary financial statements cannot be expected to provide as complete an understanding as provided by the full financial statements.

The full financial statements are available by request via email to [email protected]


Summary of Financial StatementsFor the year ended 31 December 2011




Consolidated Income Statement

For the year ended 31 December 2011

Consolidated Parent

Notes 2011 2010 2011 2010

$ $ $ $

Income

Revenue 1 17,419,646 17,402,592 16,671,913 16,673,574

Other income 1 376,982 210,034 391,210 256,249

Expenses

Employee compensation and benefits 2 9,855,636 9,363,479 9,855,636 9,363,479

Depreciation and amortisation 2 525,927 553,963 374,384 435,539

Operating lease expense 2 645,808 726,072 1,046,348 1,121,505

Other expenditure 2 7,182,396 6,318,579 6,545,342 5,726,942

Operating (loss)/ profit (413,139) 650,533 (758,587) 282,358

Finance income/ (expense) - net 1 1,122 (18,377) 603 (18,562)

Fair value gain / (loss) on financial assets through profit or loss 235,423 270,791 235,423 270,791

Investment property fair value (loss) / gain (130,516) (357,759) 10,000 -

(Loss)/ profit before income tax (307,110) 545,188 (512,561) 534,587

Income tax expense 369,696 240,925 250,845 146,212

Income tax expense - change in legislation on building 4 - 377,464 - -

Total income tax expense / (credit) 4 369,696 618,389 250,845 146,212

(Loss)/ profit for the year attributable to the members (676,806) (73,201) (763,406) 388,375

The consolidated operating loss of $413,139 for 2011 includes expenditure incurred through use of reserves accumulated in prior years, $611,176 from NZEI Te Riu Roa’s Reserves Fund, and $260,000 from NZEI Initiatives Fund, a total of $871,176. Excluding this expenditure would have resulted in a consolidated operating profit of $458,037.

The above income statement should be read in conjunction with the accompanying notes.

For and on behalf of the National Executive

Ian Leckie National President 3 August 2012

Paul Goulter National Secretary 3 August 2012




Consolidated Statement of Comprehensive Income


Consolidated Parent

2011 2010 2011 2010

$ $ $ $

(Loss) / profit for the year (676,806) (73,201) (763,406) 388,375

Other comprehensive income:

Gain/ (loss) on revaluation of land and buildings 58,838 (177,090) 25,403 11,137

Tax on revaluation of land and buildings 10,693 58,382 (2,793) (3,341)

Other comprehensive income for the year, net of tax 69,531 (118,708) 22,610 7,796

Total comprehensive (loss)/ profit for the year attributable to the members (607,275) (191,909) (740,796) 396,171

The above statement of comprehensive income should be read in conjunction with the accompanying notes.




Consolidated Statement of Changes in Equity


Consolidated Retained Earnings

Revaluation Reserves

Reserves Fund & Initiatives Fund

Total Equity

$ $ $ $

Balance as at 1 January 2010 11,704,653 2,878,672 1,140,856 15,724,181

Loss for the year (73,201) - - (73,201)

Loss on revaluation of land and buildings (net of tax) - (118,708) - (118,708)

Total comprehensive income (73,201) (118,708) - (191,909)

Transfers to/ (from) NZEI Reserves Fund and Initiatives Fund

- - - -

Balance as at 31 December 2010 11,631,452 2,759,964 1,140,856 15,532,272

Loss for the year (676,806) - - (676,806)

Loss on revaluation of land and buildings (net of tax) - 69,531 - 69,531

Total comprehensive income (676,806) 69,531 - (607,275)

Transfers to/ (from) retained earnings (654,000) - 654,000 -

Transfers to/ (from) NZEI Reserves Fund 611,176 - (611,176) -

Transfers to/ (from) Initiatives Fund 260,000 - (260,000) -

Balance as at 31 December 2011 11,171,822 2,829,495 923,680 14,924,997

The above statement of changes in equity should be read in conjunction with the accompanying notes.

Parent Retained Earnings

Revaluation Reserves

Reserves Fund & Initiatives Fund

Total Equity

$ $ $ $

Balance as at 1 January 2010 4,633,317 419,658 1,140,856 6,193,831

Profit for the year 388,375 - - 388,375

Gains on revaluation of land and buildings (net of tax) - 7,796 - 7,796

Total comprehensive income 388,375 7,796 - 396,171

Transfers to/ (from) NZEI Reserves Fund and Initiatives Fund

- - - -

Balance as at 31 December 2010 5,021,692 427,454 1,140,856 6,590,002

Loss for the year (763,406) - - (763,406)

Gains on revaluation of land and buildings (net of tax) - 22,610 - 22,610

Total comprehensive income (763,406) 22,610 - (740,796)

Transfers to/ (from) retained earnings (654,000) - 654,000 -

Transfers to/ (from) NZEI Reserves Fund 611,176 - (611,176) -

Transfers to/ (from) Initiatives Fund 260,000 - (260,000) -

Balance as at 31 December 2011 4,475,462 450,064 923,680 5,849,206

The above statement of changes in equity should be read in conjunction with the accompanying notes.

The Asset Revaluation Reserve is maintained for the purpose of recording the surplus valuation of an asset that arises when an asset is valued over and above it's historical cost.




Consolidated Statement of Financial Position

as at 31 December 2011

Consolidated Parent

Notes 2011 2010 2011 2010

$ $ $ $

ASSETS

Current assets

Cash and cash equivalents 1,074,851 1,590,161 1,027,876 1,498,923

Income tax receivable 8,344 - 10,016 2,583

Trade and other receivables 328,252 194,786 301,337 177,616

Financial assets 6,491,857 6,316,993 6,491,857 6,316,993

Total current assets 7,903,304 8,101,940 7,831,086 7,996,115

Non-current assets

Financial assets 194,335 249,738 194,335 249,738

Investment in subsidiary - - 299,998 299,998

Provident fund loans 52,922 55,927 52,922 55,927

Intangible assets 477,393 140,444 477,393 140,444

Property, plant and equipment 3 4,475,418 4,818,080 1,106,188 1,333,465

Deferred tax asset 4 280 - 280 119,480

Investment property 4,218,045 4,345,385 290,000 280,000

Total non-current assets 9,418,393 9,609,574 2,421,116 2,479,052

Total assets 17,321,697 17,711,514 10,252,202 10,475,167

LIABILITIES

Current liabilities

Trade and other payables 1,904,510 1,603,366 4,253,770 3,564,430

Income tax payable - 21,553 - -

Total current liabilities 1,904,510 1,624,919 4,253,770 3 3,564,430

Non-current liabilities

Trade and other payables 149,226 320,734 149,226 320,734

Deferred tax liability 4 342,964 233,589 - -

Total non-current liabilities 492,190 554,323 149,226 320,734

Total liabilities 2,396,700 2,179,242 4,402,996 3,885,164

Net assets 14,924,997 15,532,272 5,849,206 6,590,002

EQUITY

Reserves 3,753,175 3,900,820 1,373,744 1,568,310

Retained earnings 11,171,822 11,631,452 4,475,462 5,021,692

Total equity 14,924,997 15,532,272 5,849,206 6,590,002

The above statement of financial position should be read in conjunction with the accompanying notes.


Consolidated Statement of Cash Flows

for the year ended 31 December 2011

Consolidated Parent

2011 2010 2011 2010

$ $ $ $

Cash flows from operating activities

Cash from subscriptions 16,632,259 16,692,069 16,632,259 16,692,069

Cash from property rentals 767,323 742,973 16,557 13,955

Commission income 90,346 59,602 32,871 34,113

Sundry income 286,636 150,432 286,636 222,136

Interest received 47,696 40,144 47,177 39,959

Tax paid (117,361) (74,957) (12,894) (7,000)

Payments to suppliers and employees (17,668,943) (16,795,742) (16,926,288) (16,124,600)

Net cash generated from operating activities 37,956 814,521 76,318 870,632

Cash flows from investing activities

Purchases of property, plant and equipment (PPE) (95,470) (138,060) (92,746) (131,409)

Purchases of intangible assets (408,045) (90,960) (408,045) (90,960)

Purchase of investment property (3,177) (7,759) - -

Net cash used in investing activities (506,692) (236,779) (500,791) (222,369)

Cash flows from financing activities

Interest paid on finance leases (46,574) - (46,574) -

Net cash used in financing activities (46,574) - (46,574) -

Net increase / (decrease) in cash and cash equivalents (515,310) 577,741 (471,047) 648,263

Cash and cash equivalents at beginning of the year 1,590,161 1,012,420 1,498,923 850,660

Cash and cash equivalents at end of the year 1,074,851 1,590,161 1,027,876 1,498,923

Reconciliation of cash generated from operations

Consolidated Parent

2011 2010 2011 2010

$ $ $ $

(Loss)/ profit after income tax (676,806) (73,200) (763,406) 388,374

Non-cash items

- Depreciation 454,831 471,807 303,288 353,383

- Amortisation 71,096 82,156 71,096 82,156

- Investment property fair value loss/ (gain) 130,516 357,759 (10,000) -

- Fair value (gain) on financial assets through profit or loss (235,423) (270,791) (235,423) (270,791)

- Intercompany operating lease expense - - 400,541 395,433

- Intercompany income - - (71,703) (71,703)

Categorised as financing activities

- Finance lease interest 46,574 58,521 46,574 58,521

Changes in working capital

- Movement in deferred tax 109,655 358,338 119,200 (16,802)

- (Increase) in trade and other receivables (133,466) 23,035 (123,721) 21,397

- (Increase) in tax receivable (8,344) - (7,434) -

- Decrease in provident loan fund 3,005 24,959 3,005 24,959

- Increase/ (decrease) in tax payable (21,553) - - -

- Increase in trade and other payables 297,871 (218,063) 344,301 (94,295)

Cash generated from operations 37,956 814,521 76,318 870,632

The above statement of cash flows should be read in conjunction with the accompanying notes.




Notes to Consolidated Financial Statements


1. Revenue and other income

Consolidated Parent

2011 2010 2011 2010

$ $ $ $

Revenue from operations

Subscriptions 16,655,356 16,659,619 16,655,356 16,659,619

Rental income from investment property 764,290 742,973 16,557 13,955

17,419,646 17,402,592 16,671,913 16,673,574

Other income

Commission 90,346 59,602 32,871 34,113

Sundry 286,636 150,432 358,339 222,136

376,982 210,034 391,210 256,249

Finance income/ (expense)

- Interest income on short term bank deposits 47,696 40,144 47,177 39,959

- Interest expense on finance leases (46,574) (58,521) (46,574) (58,521)

Net finance income/ (expense) 1,122 (18,377) 603 (18,562)






2. Total expenditure

Consolidated Parent

2011 2010 2011 2010

Operational expenditure $ $ $ $

Employee compensation and benefits:

- Salaries and wages 9,062,933 8,614,890 9,062,933 8,614,890

- Pension costs (defined contribution plan) 531,598 478,219 531,598 478,219

- Other post employment benefits 261,105 270,370 261,105 270,370

Total employee compensation and benefits 9,855,636 9,363,479 9,855,636 9,363,479

Financial and administration expenses 765,005 739,420 765,005 739,420

Depreciation and amortisation 525,927 553,963 374,384 435,539

Operating lease expense 645,808 726,072 1,046,348 1,121,505

National office operations 568,304 654,214 568,304 654,214

Field office operations 375,007 603,352 375,007 603,352

Māori team operations 56,934 81,260 56,934 81,260

Total operations 12,792,621 12,721,760 13,041,618 12,998,769

Organising expenditure

Field office organisation 53,657 109,017 53,657 109,017

Māori workplan 22,371 22,473 22,371 22,473

Membership support 125,812 105,284 125,812 105,284

Membership organisation 69,931 67,765 69,931 67,765

International activities 138,878 121,947 138,878 121,947

Legal services 129,830 138,858 129,830 138,858

Branch / AC levies 1,082,143 831,855 1,082,143 831,855

Inter-Union activities 189,411 166,889 189,411 166,889

Teacher professionalism 90 13,641 90 13,641

Teaching and learning 1,303 6,566 1,303 6,566

Communications 275,588 245,355 275,588 245,355

Strategies (excluding personnel costs) 1,875,702 900,670 1,875,702 900,670

Total organising 3,964,716 2,730,320 3,964,716 2,730,320

Governance expenditure

National Executive 363,836 369,863 363,836 369,863

Annual Meeting 313,729 407,982 313,729 407,982

Māori governance 137,811 140,531 137,811 140,531

Total governance 815,376 918,376 815,376 918,376

Education House expenditure

Education House Ltd 637,054 591,636 - -

Total Education House 637,054 591,636 - -

Total expenditure 18,209,767 16,962,092 17,821,710 16,647,465

National Office operations expense includes $42,121 for Christchurch office assets written off as a result of the earthquake in Christchurch on 22 February 2011.






3. Property, Plant and Equipment

Consolidated Property (valuation)

Computer Hardware

(cost)

Furniture & Fittings

(cost)

Other Equipment

(cost)

Leasehold Improvement

(cost)Total

At 1 January 2010 $ $ $ $ $ $

Cost or valuation 4,294,615 852,378 553,820 1,005,782 504,532 7,211,127

Accumulated depreciation - (725,059) (427,223) (442,926) (321,222) (1,916,430)

Net book amount 4,294,615 127,319 126,597 562,856 183,310 5,294,697

Year ended 31 December 2010

Opening net book amount 4,294,615 127,319 126,597 562,856 183,310 5,294,697

Revaluation surplus (177,090) - - - - (177,090)

Additions 6,651 92,833 625 72,171 - 172,280

Disposals / Impairment - - - - - -

Depreciation charge (129,561) (114,915) (22,031) (171,015) (34,285) (471,807)

Closing net book amounts 3,994,615 105,237 105,191 464,012 149,025 4,818,080

At 31 December 2010



Net book amount 3,994,615 105,237 105,191 464,012 149,025 4,818,080


Opening net book amount 3,994,615 105,237 105,191 464,012 149,025 4,818,080

Revaluation surplus 58,838 - - - - 58,838

Additions 2,723 68,391 3,825 20,530 - 95,469

Disposals / Impairment - (548) (6,403) (322) (34,865) (42,138)


Closing net book amount 3,884,230 105,352 83,034 315,064 87,738 4,475,418

At 31 December 2011



Net book amount 3,884,230 105,352 83,034 315,064 87,738 4,475,418




Parent Property (valuation)

Computer Hardware

(cost)

Furniture & Fittings

(cost)

Other Equipment

(cost)

Leasehold Improvement

(cost)Total

At 1 January 2010

Cost or valuation 510,000 852,378 553,820 1,005,782 504,532 3,426,512


Net book amount 510,000 127,319 126,597 562,856 183,310 1,510,082


Opening net book amount 510,000 127,319 126,597 562,856 183,310 1,510,082


Additions - 92,833 625 72,171 - 165,629

Disposals / Impairment - - - - - -


Closing net book amounts 510,000 105,237 105,191 464,012 149,025 1,333,465

At 31 December 2010



Net book amount 510,000 105,237 105,191 464,012 149,025 1,333,465


Opening net book amount 510,000 105,237 105,191 464,012 149,025 1,333,465


Additions - 68,391 3,825 20,530 - 92,746

Disposals / Impairment - (548) (6,403) (322) (34,865) (42,138)


Closing net book amount 515,000 105,352 83,034 315,064 87,738 1,106,188

At 31 December 2011



Net book amount 515,000 105,352 83,034 315,064 87,738 1,106,188

Included within the net book amount of other equipment is $288,419 (2010: $444,872) of assets held under finance lease.

The Group's land and buildings were revalued on 31 December 2011 by independent valuers, Darroch Limited. Valuations were made on the basis of recent market transactions on arm’s length terms or on a direct capitalisation approach. The revaluation net of applicable deferred income taxes was credited to other comprehensive income.






4. Income taxation Consolidated Parent

2011 2010 2011 2010

$ $ $ $

Income tax expense:

Current tax 249,908 260,051 134,438 163,014

Deferred tax 119,788 358,338 116,407 (16,802)

369,696 618,389 250,845 146,212

The tax on the Group’s profit before tax differs from the theoretical amounts that would arise using the weighted average tax rate applicable to profits of the consolidated companies as follows:

Loss before tax (307,110) 545,189 (512,561) 534,586

Tax expense @ 28% (2010:30%) (85,991) 163,557 (143,517) 160,376

Tax depreciation on buildings adjustment - 377,464 - -

Non taxable income and expenses 457,947 (10,209) 395,755 (19,633)

Non taxable revaluations (2,282) 103,986 (1,393) (3,341)

Impact on the reduction of tax rate - (16,685) - 8,534

Under provision in prior years 22 276 - 276

Tax expense 369,696 618,389 250,845 146,212

Deferred tax

The gross movement on the deferred income tax account is as follows:

Beginning of the year (233,589) 49,682 119,480 114,554

Income statement (credit) / charge (119,788) (358,338) (116,407) 16,802

Equity charge / (credit) 10,693 58,382 (2,793) (3,341)

Impact of tax rate reduction - 16,685 - (8,535)

End of the year (liability) / asset (342,684) (233,589) 280 119,480






4. Income taxation (cont.)

Consolidated Property Employee Entitlements

Total

$ $ $

At 1 January 2010 (63,071) 112,753 49,682

Charged to the income statement 5,665 13,461 19,126

Tax depreciation on building adjustment (377,464) - (377,464)

Charged to equity 58,382 - 58,382

Impact of reduction in tax rate 25,099 (8,414) 16,685

At 31 December 2010 (351,389) 117,800 (233,589)

Charged to the income statement (1,988) (117,800) (119,788)

Charged to equity 10,693 - 10,693

Impact of reduction in tax rate - - -

At 31 December 2011 (342,684) - (342,684)

Parent Property Employee Entitlements

Total

$ $ $

At 1 January 2010 1,800 112,753 114,553

Charged/credited to the income statement 3,341 13,461 16,802

Charged to equity (3,341) - (3,341)

Impact of reduction in tax rate (120) (8,414) (8,534)

At 31 December 2010 1,680 117,800 119,480

Charged/credited to the income statement 1,393 (117,800) (116,407)

Charged to equity (2,793) - (2,793)

At 31 December 2011 280 - 280

Imputation credit account Consolidated Parent

2011 2010 2011 2010

$ $ $ $

Balance 1 January 613,119 468,072 - -

Tax paid 137,933 145,047 - -

Refunds received - - - -

Balance 31 December 751,052 613,119 - -

The imputation credits are available for distribution from Education House Limited to its parent, NZEI. The Institute is not eligible to maintain an imputation credit account. Accordingly its imputation credit balance is nil.






Subscriptions and Resources Report to Annual Meeting 2012

Confidential to membersAt Annual Meeting 2012 the Subscriptions and Resources Report will be tabled and discussed on the first day of Annual Meeting. This helps ensure that Annual Meeting representatives are well informed about the financial implications of any policy decision made by Annual Meeting in the ensuing days, and about the impact those decisions are likely to have on the management of NZEI Te Riu Roa resources over the following twelve months.

1.0 Financial stewardship and accountability1.1 The National Executive is charged in the Rules

of the NZEI Te Riu Roa to: “administer and control all financial matters of the Institute....”.

These financial matters comprise two separate areas of activity within the consolidated accounts:

• the membership related activities of the Institute utilising income obtained mainly from membership subscriptions; and

• the Institute’s investment and commercial interests.

1.2 The National President appoints a Finance Committee, which comprises members of the National Executive supported by National office staff, to fulfil the responsibility of administering and controlling the Institute’s financial matters. This committee meets at least six times a year to:

• review and recommend annual budgets of income and expenditure for the National Executive’s consideration and approval;

• review and report to the National Executive on the income and expenditure accounts for each month, including membership statistics; and

• review and oversee all financial matters of the Institute, including income from investment portfolio and commercial activities.

1.3 The commercial activities of NZEI Te Riu Roa are controlled by the National Executive through a wholly-owned private company, Education House Ltd (EHL). The assets of EHL comprise the land and building known as Education House - West Block, in Willis Street, Wellington.

1.4 The constitution of EHL incorporates the structure of a board of directors and the members of that board are elected by the National Executive whose members are the shareholders’ representatives. The board determines the operating policies of EHL within the overall guidelines established by the National Executive. The directors report to the annual meeting of EHL on the results of each financial year.

1.5 In undertaking its financial stewardship, in respect to both NZEI Te Riu Roa and Education House Limited, the National Executive obtains regular advice from its auditors, PricewaterhouseCoopers, and any other professional advice it thinks fit.

2.0 Subscriptions and resources -developments 2008 - 2011

2.1 Annual Meeting 2008: Subscription threshold raised from $35,000 to $37,000pa ($1419.19+ per fortnight). Subscription increase for all members. The fortnightly subscription for those members earning in excess of $1419.18 was increased from $19.64 to $20.77. Funding to branches and area councils increased.

2.2 Operation Switch was launched at Annual Meeting 2008 to move members away from salary deduction payment of subscriptions to direct debit payments.

2.3 Annual Meeting 2009: 2009 subscription rates maintained for 2010.

2.4 Annual Meeting 2010: 2009 subscription rates maintained for 2011.

2.5 Annual Meeting 2010: Student Teacher subscription reduced from $5 to nil.

2.6 Annual meeting 2011: Subscription threshold maintained at $37,000 pa ($1,419.19+ per fortnight). Subscriptions increase for all members. The fortnightly subscription for those members earning in excess of $1,419.18 was increased from $20.77 to $22.77. Funding to branches and area councils increased.


4.0 Payment of membership subscriptions by direct debit

“Operation Switch” was launched at Annual Meeting 2008 to move members from salary deduction payment of subscriptions to direct debit payments.

Since that time, options made available to those moving, apart from direct debits, include credit card payments, internet banking and invoicing.

New members joining NZEI Te Riu Roa no longer have the option of paying their subscriptions via MOE payroll.

As at May 2012, while there were 19,136 members (38%) paying their subscriptions by

direct debit or other “non-payroll” methods, 26,403 members (52%) continued to use the MOE payroll deduction method, while the balance 10% deductions are via other payroll deductions.

This continues to pose a high level of risk to NZEI Te Riu Roa should the Ministry decide to cease the collection of subscriptions via MOE payroll.

Further emphasis as to the critical importance of switching is being highlighted in the Primary Teachers’ & Principals’ paid union meetings planned for June of this year. The figures above will be updated in the Update Report to be provided to Annual Meeting in September.

3.0 NZEI Te Riu Roa subscriptions 2011

NZEI Te Riu Roa fortnightly Subscription Rates (1 November 2011)Direct Debit Invoice payment

Gross Fortnightly Income

Fortnightly Monthly Quarterly 6 Monthly Yearly

Up to $354.79 $2.19 4.76 14.27 28.55 57.10

$354.80 - $709.59 $5.69 12.36 37.09 74.17 148.35

$709.60 - $1064.38 $11.39 24.75 74.24 148.48 296.95

$1064.39 - $1419.18 $17.08 37.11 111.33 222.65 445.30

0

5000

10000

15000

20000

Membership

Early Childhood

Primary Support Staff

Group Special Education

Kindergarten Teacher Support Services

Sectors

Payroll

Other Payment Options

709

1935

18056

11173

8284

3242

567 3351009

1469

85 37

Subscriptions via payroll deductions vs other payment options


5.0 Indexation for subscriptions The National Executive is proposing a rule

change for consideration by Annual Meeting 2012 aimed at increasing the NZEI Te Riu Roa subscription by an amount equal to the Consumer Price Index (CPI) increase for the twelve months to December 31st of the previous year.

The proposed rule change reflects the work of National Executive Working Groups during recent years when successive National Executives have highlighted concerns about the impact of inflation on the subscription dollar and the resulting loss of purchasing power.

Such an annual CPI adjustment will help overcome this situation and avoid the requirement for larger one-off subscription increases as “catch ups”.

The recommendations at the end of this report are inclusive of the 1.8% CPI increase for the year ending December 31st 2011.

The impact of the increase for those paying fortnightly can be seen from the table below:

The proposed subscription increase will result in an increase to funding entitlements for branches, Aronui Tōmua, Komiti Pasifika and Area Councils.

An annual CPI adjustment to subscriptions does not prevent the National Executive bringing forward, in any given year, a special proposal for a subscription increase to fund extraordinary activity.

Fortnightly Gross Earnings

Current Fortnightly Subscription

Proposed Fortnightly Subscription

Up to $354.79 $ 2.19 $ 2.23

$354.80 - $ 709.59 $ 5.69 $ 5.79

$ 709.60 - $1,064.38 $ 11.39 $ 11.60

$1,064.39 - $1,419.18 $ 17.08 $ 17.39

$1,419.19 + $ 22.77 $ 23.18

6.0 Budget for 20136.1 The following are matters likely to impact on

2013 expenditure levels:

• Outcomes from Government initiatives, including Budget 2012

• The foci of sector strategic plans

• Planned strategic initiatives

• Outcomes f rom 2012 Col lect ive Employment bargaining

6.2 Membership trends for the first half of 2012 indicate that it would be challenging to achieve the 2013 budget target of an average FTE figure for the year of 34,375. This figure will be kept under review before being finalised in November this year.

6.3 Recruitment and retention of members will, of necessity, continue to be a high priority for all members and staff.

6.4 The budget framework for 2013 will be presented when the 2012 financial update is published for representatives attending Annual Meeting.

7.0 Accumulated funds position7.1 The National Executive must act for NZEI

Te Riu Roa when Annual Meeting is not in session.

The requirement to ensure that there are sufficient liquid funds (i.e cash or securities or other investments which can readily be converted into cash) to sustain Institute activity in the event of a significant or unforeseen occurrence is embodied in the rules of NZEI Te Riu Roa (Section 6.8.2)

7.2 At 31 December 2011, liquid funds totalled $7.567 million. This was 41.6% of the total expenditure for 2011 of $18.21 million (2010: 46.6%).

8.0 Recommendation1. That the current sections 2.13.3 – 2.13.5 of the

Rules of the New Zealand Educational Institute Te Riu Roa (Inc) be renumbered as Sections 2.13.4 – 2.13.6, with a new section 2.13.3 being inserted to read:

The membership subscription shall be adjusted on an annual basis to reflect any movement in the Consumer Price Index (CPI) during the twelve month period up to December 31st of the previous year.

Such adjustment will not prevent the National Executive from seeking a subscription increase in any given year in excess of the CPI movement.


Those support staff members not receiving 26 regular pays, and who elect to pay their subscriptions by a method other than payroll deduction, shall have their projected earnings annualised for the purposes of determining their fortnightly subscription.

9.0 Conclusion

The National Executive is committed to the achievement of successful outcomes for all members of NZEI Te Riu Roa. Achieving maximum value from members’ subscriptions remains a top priority, together with the exercising of stringent controls over the resources available.

Frances Guy

Chairperson, Executive Finance CommitteeJune 2012

Impact of applying 1.8% CPI figure to current subs.

Gross fortnightly Income Direct Debits Invoice payments

Fortnightly Monthly Quarterly 6 monthly Yearly

Up to 354.79 $2.19 $2.23 $0.04 $4.76 $4.85 $0.09 $14.27 $14.53 $0.26 $28.55 $29.06 $0.51 $57.10 $58.13 $1.03

354.80 - 709.59 $5.69 $5.79 $0.10 $12.36 $12.58 $0.22 $37.09 $37.76 $0.67 $74.17 $75.51 $1.34 $148.35 $151.02 $2.67

709.60 - 1064.38 $11.39 $11.60 $0.21 $24.75 $25.20 $0.45 $74.24 $75.58 $1.34 $148.48 $151.15 $2.67 $296.95 $302.30 $5.35

1064.39 - 1419.18 $17.08 $17.39 $0.31 $37.11 $37.78 $0.67 $111.33 $113.33 $2.00 $222.65 $226.66 $4.01 $445.30 $453.32 $8.02

1419.19+ $22.77 $23.18 $0.41 $49.47 $50.36 $0.89 $148.41 $151.08 $2.67 $296.82 $302.16 $5.34 $593.65 $604.34 $10.69

Honorary Members $20.00


He Mihi

E ngā waka, e ngā mana,

E ngā karangatanga maha,

Ngā mihi!

E ngā mate o te tautini, me te taurua,

Haere! Haere! Haere atu ra!

E ngā hunga ora, rau rangatira ma,

Nau mai! Nau mai! Whakatau mai!

No reira, Tena koutou! Tena koutou!

Tena tatou katoa

Developing a Māori cultural lens When there is a focus on a kaupapa, project or campaign for NZEI Te Riu Roa, consideration should be given to the use of a Māori cultural lens. This can be actioned by asking some directed questions.

• What is the point of difference in this project?

• What is the added value in this campaign?

• How can we improve our evidence base around this kaupapa?

• If culture and identity are important for the development of Māori then how are culture and identity incorporated into any NZEI project?

Te Reo Areare reportTo Te Kāhui Whetū and Annual Meeting 2012

Kaupapa: Te Aho Ngārahu: Igniting the ember

Te Aho Ngārahu

Culture Context Evidence

Tiakitanga Mātauranga Environmental Mātauranga Tūhāhā

Manaakitanga Ako School /community Ngā Atua (Māori)

Wairuatanga Moteatea Whānau / hapū / iwi Ngā Whakatauki

Mana tangata Whakatauki Te Taiao Te Tiriti Hapū / Iwi narratives

Whanaungatanga Pae Tawhiti Social WWW Ahi Kā Te Tiriti

Whakapapa Māoritanga Economic Global WWW

Outcomes

• Tu Rangatira o te Iwi Māori

• Successes go on and on – ngā angitū

• Reaffirmation/ reclaiming/ recognition

• Te Ara Piata – huarahi – my journey

• Choices – cross roads

• Time and space to be

• Touch of maramatanga – taka te kapa

• Tumanako (confidence) whakapono (belief) aroha (aroha ki tētahi)

Ngā Whakahau

Whakahau Whakamana Whakahihi The purpose of this campaign involved promoting quality Māori education. It was agreed that we needed to replace the language of the Government with our own statements which meant that raising Māori achievement was clearly seen as Educating for Success by profiling the educational success of tamariki Māori.Over the year Te Reo Areare and Aronui Tōmua members have selected the activities that have best suited their rohe to ensure maximum participation.

• Success stories from identified sites were collated for publication on the WWW NING

• A short DVD using a tamaiti to ask the all important question, “Are you a hero for my education?”

• Election hui were organised under the WWW banner but with a wider political agenda including political panels

• Video versions of pakiwaitara• Hero for Māori Education badges were awarded

to designated heroes in communities who were then photographed and profiled in local newspapers as well as the WWW NING

• Posters of heroes, art exhibitions• Regular Māori education sessions on Māori

radio• Professionally produced video focused on one

family’s success

Educating for Success has become the new mantra promoted by Te Reo Areare and Aronui Tōmua members amongst whānau, hapū, iwi and hāpori by profiling models of success for all.


Whakahau KaiakoTe Reo Areare representation on the negotiation team is Serena Lewis with additional representation on the reference group being July McLean.

In depth discussions at Aronui Tōmua and Te Reo Areare level ensured comprehensive understanding and participation of Miro Māori in the Remuneration and Recognition Meetings.

Whakahau TumuakiTe Reo Areare representation on the negotiation team is Anita Kūrei with additional support from Miro Māori members on the Principals Council.

While Tumuaki have been in the front line for much of the educational reforms it has been crucial that they participate in all the primary discussions in par-ticular the Remuneration and Recognition Meetings.

Whakahau Kōhanga ReoThe first Ki Taiao Bachelor of Education Early Childhood at the University of Waikato for Kōhanga kaimahi holding a Tohu Whakapakari will be com-pleted in April 2013 while the second course for 30 new applicants will open in January 2013.

WAI 2336 was the claim for Kōhanga Reo autonomy brought by members of the National Kōhanga Reo Trust Board to the Waitangi Tribunal. Findings for this claim are still to come.

Growth Organising by Takawaenga has been focused on Kōhanga Reo sites in Whangarei, Rotorua, South Taranaki, Kawakawa and Moerewa.

Kohungahunga have sighted residual issues follow-ing the settlement of the Kindergarten Agreement such as Professional Development call backs during the term break and whānau leave now being granted as leave without pay.

Whakahau Kaiawhina TautokoKaiawhina Tautoko mahi has targeted increased density and increasing morale. To this end other ac-tivities are being generated with a totally Kaiāwhina Tautoko, Kaiarahi i te reo focus.

Whakahau WharekuraRecruitment and building activism is essential and has prompted members to attend all meetings re-lated to Remuneration and Recognition.

Whakahau Ūmanga MātaurangaMinistry of Education NZEI Te Riu Roa members were represented on the Tripartite Agreement Hui with PSA and MOE by Karepa Wall.

Te Aroha Hiko along with Joe Tipene continue to represent NZEI Te Riu Roa members in Group Specialist Education meetings with MOE personnel

Tohu Mātauranga Māori

Incorrect examination dates on the ‘Attestation’ certificates for Tohu Mātauranga Māori holders, have been corrected from 2010 to 2009 leading to the Ministry of Education putting into action the pay entitlements for the respective members

Strengthening branchesUsing the organising technique of “Stuck and Nig-gles”, the effectiveness of Aronui Tōmua was dis-cussed thoroughly by Te Reo Areare. Twenty four tasks were listed as the work of Aronui Tōmua which included engagement and enjoyment along with increased activism and accountability.

Worksite representation discussion cited eleven tasks that gave a clear indication that there are three major areas to be covered which generated the suggestion that a Worksite Organising Commit-tee be floated in all Miro Māori worksites to raise the profile of work involved but also to share the responsibilities amongst interested and enthusiastic members.

Member Organiser Training for Te Reo Areare in-cluded telephone conversations modelled on Opera-tion Switch conversations that are necessary when setting up appointments at any worksite. Demon-stration, practice and critical analysis by peers is the routine process to improve practice.

Growth Organiser training for members has uti-lised the knowledge of appointment setting with a graduation into the initial stages of a recruitment conversation.

Compulsory Te Reo Māori - Te Reo Māori for All and Manatū Mātauranga Māori

These two documents were developed for Annual Meeting 2000. Statements ahead of their time, was heard to be said when they were being reviewed by Te Reo Areare.

The purpose of this exercise was to collate all the material available to us for the promotion of our new product success.


TE REO AREARE 2011/12 RESPONSIBILITIES

Ingoa Rōpu

O’Sonia Hotereni Te Reo Areare Pakeke

Whakahau Wharekura

Toma Waihirere Te Reo Areare Kaumātua

Whakahau Kaiāwhina Tautoko

Tania Gallop TRA - (Waitaha/Wairau/Whakatū)

TRA Kaihautū – Te Waipounamu

Visits with the Minister

Whakahau Kohungahunga/Kōhanga

Korran Adams Te Reo Areare – (Tai Tokerau)

Whakahau Wharekura

Merearihi Whatuira Te Reo Areare – (Te Tai Rawhiti)

Whakahau Kaiako

Putiputi Temara Te Reo Areare Kaiāwhina Tautoko

TRA National Executive Rep

Whakahau Kaiāwhina Tautoko

July McLean Te Reo Areare – (Rotorua)

Whakahau Kaiako

Tiri Bailey Nowell Te Reo Areare – (Taranaki)

TRA National Executive Rep (EC)

Whakahau Kaiako

Tui Qauqau Te Reo Areare – (Otepoti/Murihiku)

Whakahau Kaiako

Primary Teachers Leadership Team

Marama Hune Te Reo Areare – (Tāmaki Whānui)

Whakahau Wharekura Steering Grp

Ngaromo Beazley Te Reo Areare - (Waikato)

Whakahau Kaiako

Primary Teachers Leadership Team

Serena Lewis TRA - (Te Upoko o te Ika)

TRA Kaihautū

Whakahau Kaiako Steering Group

Whakahau Kaiako Negotiation Team


Anita Kurei TRA - (Tauranga, Mataatua, Opotiki, Whānau a Apanui)

Whakahau Tumuaki

Te Aroha Hiko Te Reo Areare - (Kahungunu)

TRA National Executive Rep

Whakahau GSE

Winnifred Morris TRA – (Manawatū/ Whanganui)

Whakahau GSE

Manu Pohatu TRA EC – (Ngā Tātaha ā Māui)

TRA Kaihautū

Whakahau Te Kōhanga Reo

ECNC (Ngā Tātaha a Māui)


Laura Dunlop TRA EC - (Te Waipounamu)



ECNC (Te Waiponamu)

Karepa Wall TRA EC - (Te Ngaio Tū)


Sharleena Short TRA Tauira

Designated Te Reo Areare Reps

Hone Niwa Principals Council

Naphelia Brown SSNCKT Co-convenor NTAM

Nan Vaike SSNCKT Ngā Tātaha a Māui

Audrey Banks Awards Committee

Tamati Howard Awards Committee

Documents

NATIONAL EXECUTIVE REPORT 2012 - NZEI Te Riu Roa · PDF fileNiki Penny THE NZEI NATIONAL EXECUTIVE. ... Ian Leckie National President ... This National Executive Report covers the